Who we are, what we do
A global gold mining company
From the desk
of the CEO
We have improved our sustainability compliance, grown production, reduced cost over every metric, improved our portfolio quality, and at the same time shown free cash flow. We have done all of that despite a significant fall in the gold price and without giving up long-term optionality.
Srinivasan Venkatakrishnan, CEO, AngloGold Ashanti
From the Chairperson
of the Social, Ethics and Sustainability Committee
Sustainability is no longer merely a fashionable word in business. On the contrary, it is a strategic, competitive and essential core ingredient of success in all industries and the mining industry in particular. Our challenge throughout AngloGold Ashanti and the SES Committee is to be an effective custodian of our values, our people, our corporate citizenship, our ethical behaviour, stakeholder management and the maintenance of our social, political, commercial and environmental licence. We strive to embed and standardise sustainability in all our business practices, throughout its value chain from pre exploration to post closure, and in all the jurisdictions in which the company operates.
Nozipho January-Bardill, Chairperson of the Social, Ethics and Sustainability Committee
The view of our
Sustainable Development Executive Vice President
External stakeholders are requesting more engagement, more transparency and more communication. They are expecting alignment between their expectations from the company and what we prioritise.
David Noko, Executive Vice President: Sustainable Development
Achieving sustainable returns
Our core STRATEGIC FOCUS AREAS
Supporting our strategy
for sustainable cash flow
improvements and returns.
People are the foundation of our business.
Our business must operate according to our values
if it is to remain sustainable in the long term.
Focus on people, safety and sustainability
We must ensure our balance sheet always
remains able to meet our core funding needs.
Ensure financial flexibility
All spending decisions must be thoroughly scrutinised
to ensure they are optimally structured and necessary to
fulfil our core business objective.
Optimise overhead, costs and
We have a portfolio of assets that must be actively
managed to improve the overall mix of our production base
as we strive for a competitive valuation as a business.
Improve portfolio quality
While we are focused on ensuring the most efficient
day-to-day operation of our business we must keep an eye
on creating a competitive pipeline of long-term opportunities.
Maintain long-term optionality
- Safety and health
- Environmental stewardship
- Local socio-economic development
Engaging with stakeholders
for mutual benefit
Safety and health
All injury frequency rate
(per million hours worked)
All Occupational Disease Frequency Rate
Two fatality-free quarters
for the first time in the company’s
- * Excluding the impact of the 5.3 magnitude earthquake which occurred in South Africa during August 2014, AIFR for the group would have been 7.15.
50% to 5 in 2014
Energy consumption and intensity
Water consumption and intensity
Local socio-economic development
$14.8million invested in community projects
$2.6billion spent with local suppliers
15 operations where ASM takes place
2 youth hubs
developed and funded in SA to address youth unemployment
Best practice ASM project launched in Geita, Tanzania
Community investment by region
Engaging with stakeholders for mutual benefit
Zero substantive strikes despite a challenging labour environment
Obuasi transition completed
with full support
from local union
One reportable community incident
15 moderate community incidents
Survey conducted to gauge the level of employee commitment
South Africa region
Employee engagement on financial literacy and indebtedness
Respecting human rights
2 VPSHR incidents against a target of zero
10% new suppliers screenedusing human rights criteria
Human Rights Ambassador Programme to be rolled at all sites from 2015
97%security personel trained
in human rights
100% (20 operations) undergone security assessments
Implementing our business strategy through people
58,057 2013: 66,434
designed and deployed
40% HDSA target met and in most instances, exceeded at all equity levels, in accordance with the SA Mining Charter.
15% women in mining in SA
Regulatory and fiscal change
Payments to government
$778m in the form of taxes and royalties
Mining Charter targets
All 2014 targets met
We responded to the proposed introduction of a carbon
tax in South Africa
Royalties in Argentina
3% from 1% (the maximum permitted under national law)
Closure and rehabilitation
100% of operations with closure plans
4,580 hectares rehabilitated in 2014
Yatela closure implementation underway.
We collaborate with universities on rehabilitation techniques, and share accumulated knowledge of local plant species with local communities.
- Implementing our business strategy through people
- Regulatory and fiscal change
- Closure and rehabilitation
About this report
Presenting our performance
The AngloGold Ashanti 2014 Sustainable Development Report describes our performance and activities from 1 January to 31 December 2014.
This is AngloGold Ashanti’s 13th Sustainable Development Report (covering the period from 1 January to 31 December 2014) and forms part of our ongoing communication to stakeholders. We strive to report in a transparent and accountable way, to build trust with stakeholders, to manage their expectations, and to gain their support.
Our sustainability reporting aims to outline how and why we take the decisions we do, and to present our performance in managing economic, environmental, social and governance issues. It also aims to provide insight into future strategies for maintaining and improving performance.
External charters which guide us
We are a member of and a signatory to:
We are also committed to complying with the:
- World Gold Council's Conflict-Free Gold Standard (WGC CFGS)
- Carbon Disclosure Project (CDP)
- Universal Declaration on Human Rights
- International Bill of Human Rights
- International Labour Organisation (ILO) standards