{"id":63,"date":"2022-02-16T13:14:15","date_gmt":"2022-02-16T11:14:15","guid":{"rendered":"https:\/\/reports.anglogoldashanti.com\/21\/?page_id=63"},"modified":"2022-04-01T09:11:59","modified_gmt":"2022-04-01T07:11:59","slug":"strategy","status":"publish","type":"page","link":"https:\/\/reports.anglogoldashanti.com\/21\/sr\/strategy\/","title":{"rendered":"Our approach to sustainability"},"content":{"rendered":"\n

OUR STRATEGY<\/h2>\n\n\n\n

AngloGold Ashanti has a track record of working to build and improve its sustainability performance by mitigating impacts from our operations, engaging constructively with communities, and working to fairly share the benefits of mining among stakeholders.<\/p>\n\n\n\n

Meeting our sustainability goals has for many years been an intrinsic part of our business; in fact, these goals are enshrined in our corporate values. Our efforts are also guided by a materiality assessment that determines the key areas of focus. We structure our sustainability investments and interventions to respond proactively to these material issues \u2013 13 in all \u2013 which are centred on protecting people and communities while building relationships based on dialogue and trust, sound environmental stewardship, and operating a sustainable business. While we have focused on certain material issues that represent common themes that internal and external stakeholders are presently concerned with, these may change from year to year. These issues are often inter-linked and inter-dependent, depending on the circumstances. Our strategy and practices encompass a far broader range of issues, over a longer time range, that are managed on an ongoing basis. See discussion on our materiality assessment process<\/em><\/a>.<\/p>\n\n\n\n

Good governance is foundational to our overall sustainability strategy. We have a culture of transparent reporting \u2013 internally and externally \u2013 which gives management and shareholders the confidence that things are working as they should down to site level, and when they are not, that we can move quickly to address them.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

* While we have focused on certain material issues that represent common themes that internal and external stakeholders are presently concerned with, these may change from year to year. Our strategy and practices encompass a far broader range of issues, over a longer time range and are managed on an ongoing basis.<\/em><\/p>\n\n\n\n

Governance starts with active oversight and engagement from our board. This is fundamental. We also have a world-class set of policies and standards that form the backbone of our management systems across a range of disciplines within the Company. These are given life through robust engagement and oversight of our executive management team which helps to ensure that risks, impacts and opportunities are identified and managed. We also have a systematic, well-planned and coordinated approach to assurance \u2013 internally and externally \u2013 which brings an additional level of scrutiny and oversight to our organisational system.<\/p>\n\n\n\n

We value transparency. We work to provide our stakeholders in the market, among ESG rating agencies, communities and civil society, with the information needed to make an accurate assessment of our social and environmental activities and performance.<\/p>\n\n\n\n

The right systems are important. We have sought to upgrade our information architecture in order to improve internal reporting and integrate sustainability activities into the broader business. Implementation of the Integrated Sustainability Information Management System (iSIMS) started in 2021 and will continue into 2022 as more modules are added. This common reporting system for all sustainability disciplines, from safety, health and security to community and environmental management, will help provide timely information on each of these disciplines, and facilitate transparency, better decision-making and outcomes.<\/p>\n\n\n\n

In our effort to continually raise awareness internally around the ESG performance of the business, the Shared Consciousness Forum (SCF) was launched in the first half of the year. This platform requires each site general manager to present to their General Manager (GM) peers and other leaders \u2013 including the executive management team \u2013 on a range of sustainability-related performance indicators. The SCF also aims to tap into the collective experience and expertise of our global teams to solve sustainability-related challenges.<\/p>\n\n\n\n

We continue to be informed by the world around us, and our stakeholders, on those issues that are important to them. In line with this, we aim to adapt and progress our sustainability approach, targets and goals, Key Performance Indicators (KPIs) and reporting to respond to them.<\/p>\n","protected":false},"excerpt":{"rendered":"

OUR STRATEGY AngloGold Ashanti has a track record of working to build and improve its sustainability performance by mitigating impacts from our operations, engaging constructively with communities, and working to fairly share the benefits of mining among stakeholders. 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