This engagement is fundamental to retaining our SLO and to ensuring we can provide shared value to all stakeholders.

We continue to monitor the changing political landscape in our operating jurisdictions, which in some cases has included changes in government. Regulatory changes stemming from the COVID-19 pandemic have also introduced political tensions in some of the countries in which we operate.

Youth activism in politics is on the rise, ostensibly due to high rates of unemployment and stagnant or contracting economies. Citizens are generally also demanding a more responsive and inclusive approach from incumbent politicians. Like many peers in the extractive industries, AngloGold Ashanti continues to be confronted with multiple stakeholder demands and expectations from various sectors of society. We have developed a multi-stakeholder approach towards the development and execution of socio-economic development initiatives, working with governments, communities, traditional and other leaders, as well as civil society to determine the most effective way to invest in these programmes.

Our engagement with host communities remains a priority. We partner with these groups on key developmental and societal issues – including in the fight against COVID-19 – to ensure compliance with in-country requirements on local content. We support government-backed moves to formalise ASM in Guinea, Tanzania, Ghana and Colombia.

West Africa has experienced a general rise in political activism alongside a number of recent coups d’état, including the August overthrow of the government in Guinea and two successive coups in neighbouring Mali. These military-led revolts have been condemned by the Economic Community of West African States (ECOWAS) and the African Union community.

Amid the uncertainty of this operating environment, ensuring transparency, due process and ongoing compliance with the laws of the countries in which we operate is critical to ensuring both our legal and social licences to operate are maintained.

Through understanding countries’ political frameworks and monitoring change we can assess potential risks. These risk profiles are tracked through six strategic focus areas:

• Societal contribution as a responsible corporate citizen
• Strengthening the value chain and local procurement
• Innovative business and Operating Model design
• Leveraging existing capabilities for economic succession
• Skills development, localisation and talent management
• Meaningful communication and engagement

We work to maintain relationships in an evolving landscape and keep channels of communication open at all levels. We also work with with international bodies where their proposals align with our values, such as the United Nations, the African Union and ECOWAS. We aim to work with other intergovernmental organisations such as the Intergovernmental Forum on Mining, Minerals, Metals and Sustainable Development, the Organisation for Economic Co-operation and Development (OECD) as they develop global normative standards that provide guiding frameworks to national policy choices.

Payments to governments* ($ million) RA

	2021	2020	2019	2018	2017
Argentina	137.4	130.8	131.3	112.5	151.7
Australia	123.5	129.2	94.7	82.5	74.0
Brazil	202.9	138.6	109.1	107.4	126.0
Colombia	14.6	12.3	11.1	9.7	11.8
DRC	77.7	70.6	69.8	32.5	27.8
Ghana	102.2	161.9	86.2	47.5	37.7
Guinea	54.8	53.0	32.7	78.3	100.2
Mali	–	25.8	19.9	25.5	24.7
Tanzania	241.7	326.1	190.0	168.1	141.0
USA	3.5	4.2	5.0	4.7	7.7

* Excludes South African operations to date of sale

Prioritised SDGs