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Integrated stakeholder engagement

Inclusive stakeholder engagement and effective management of stakeholder relations, concerns and expectations have a direct bearing on our ability to deliver on our strategy and create sustained value.

Stakeholder engagement plays a role in identifying, managing and mitigating both our risks and material sustainability issues.

Our approach to and rationale for engagement

We are committed to collaborative stakeholder engagement. Our integrated, inclusive stakeholder engagement process seeks to balance the needs, interests and expectations of stakeholders with those of AngloGold Ashanti. This process is fundamentally important at every stage of our business cycle – from exploration through to mine closure.

Our engagement structures are aimed at helping us navigate the political, regulatory and legislative environments in which we operate, providing insights into potential risks, opportunities and material sustainability issues with the potential to affect our ability to create value, so enabling us to better manage and act on such risks, opportunities and issues, to maintain our social licence to operate, to deliver on our strategy and to create sustained long-term value.

Our significant stakeholders

Investment community

Employees, including unions

Governments and regulators



Industry partners and peers

Engaging key stakeholders

We have identified our key stakeholders, the significance of engagement with each, their primary concerns and expectations, and our response. In addition, we have conducted self-evaluations of the quality and nature of our relationship with each stakeholder grouping as follows:

  • Strong = collaborative and mutually advantageous (positive)
  • Cordial = sufficiently involved to achieve common goals (stable)
  • Weak = requires some effort and consultation to achieve consensus (challenging/difficult)

Investment community

  • Quality of engagement: Strong
  • Includes: Shareholders, current and future investors, debt funders and other providers of capital.

This stakeholder group represents the principal providers of financial capital. We engage with both international and local institutional investors, private investors and fund managers as well as investment and ESG analysts and financial media.

Transparent and consistent engagement on our performance and delivery on our strategy, and to manage expectations can enhance investor sentiment and our reputation and improve access to capital and our market valuation. The CEO, CFO and Chief Corporate Affairs and Sustainability Officer, supported by the investor relations team, are responsible for shareholder engagement. Such engagement, which is regular and carried out through a variety of channels, is conducted in line with our listing and exchange requirements.

Key issues of engagementOur response
Financial and operating performance
  • Provided detail on financial and operating performance
  • Continued strengthening of the balance sheet to better weather short- and medium-term volatility in gold price and the general operating environment
  • Debt consolidation
  • Communicated areas of delivery on strategy
Cash lock-up challenges
  • Ongoing engagement with host governments and regulators
  • Provided detail on progress in dealing with cash lock-ups in DRC, Tanzania and Argentina
Obuasi ramp up
  • Updated market on the Obuasi ramp up and progress being made with Phase 3 project work
  • Continued engagement with local stakeholders regarding the benefits of AngloGold Ashanti’s ongoing investment in the development of Obuasi and its investment in social and community projects
Climate approach
  • Committed to the ICMM’s target of net zero Scope 1 and 2 GHG emissions by 2050
  • Presented our revised medium-term targets for a 30% reduction in absolute Scope 1 and 2 GHG emissions by 2030 as compared to 2021
ESG performance
  • Made detailed submissions to ESG index and rating agencies and delivered regular feedback on ESG-related performance
Impact of surge in global inflation (diesel/oil prices, etc)
  • Sensitivity analysis is provided for all key assumptions in the financial statements
  • Focused on cost control, including through re-negotiation of contracts with suppliers
Impact of Russian war on Ukraine on supply chain/lines
  • Strategic inventory, alternative supply sources and various commercial levers as part of category strategies for impacted materials and equipment to mitigate impact of rising costs and potential delays in delivery

Employees and unions

  • Quality of engagement: Cordial
  • Includes: All employees as well as their representative labour unions at certain operations

Employees, our human capital, provide the labour, knowledge, skills and expertise necessary for the efficient operation of our business and successful delivery on our strategy. Constructive employee engagement promotes stable employee relations, enhances productivity and ensures alignment on our strategic objectives.

Line management, supported by the human resources function, is the main point of engagement. Engagement is frequent and ongoing, formal and informal, and includes official communications issued by the business, as well as company-wide town hall meetings, in-house presentations and awareness campaigns on various topics such as safety, health, business performance, the new Operating Model and COVID-19 updates. Communication media used includes email, newsletters, employee briefs, video bulletins, WhatsApp, the intranet, social media platforms and personal communication with line management. Union engagement is more formal and structured.

Key issues of engagementOur response
Progress made with implementation of our new Operating Model (continuous improvement)
  • Focused employee engagement across all levels
  • CEO held several employee town halls, one-on-one and small group meetings, issued numerous briefs to communicate revised priorities, progress made, and benefits gained from new Operating Model
  • All 2022 deliverables of the three-year strategy plan were achieved and communicated to employees. During 2022, focus was on the design and rollout of the refreshed major hazards safety – see Major Hazard Control Standards
Organisational culture
  • Post the culture survey conducted in 2021, our corporate values are being revitalised and will be launched early in 2023
Obuasi ramp up
  • Provided updates on progress made with implementation of the Phase 3 project work and production ramp up
Productivity, maintaining focus on strategy and meeting guidance on production and other performance metrics
  • New Operating Model implemented – focused communication by line managers to reinforce delivery in line with strategy

Governments and regulators

  • Quality of engagement: Cordial
  • Includes: National, regional, local governments as well as various regulators and departments (mining, environmental, social, labour, taxation)

Government and regulators develop and implement legislation and associated regulations that can significantly affect AngloGold Ashanti or one or more of our operations. Ongoing engagement aims to communicate the state of the business and its challenges and opportunities, to mitigate regulatory and political risks, encourage certainty, strengthen our social licence to operate and generally promote an environment conducive to investment and development. Proactive engagement with governments includes regulatory submissions, formal and informal discussions on significant issues, and service delivery collaborations.

Direct engagement by corporate and site teams with national, regional and local governments in each jurisdiction continued through the year, alongside engagement with those parties through industry bodies.

The subject matter covered in these engagements spanned a variety of issues, from updates on our operating performance to the status of various projects and communication about the benefits of our operations to local communities and value chains. These meetings also allowed our teams to remain abreast of changing political and regulatory dynamics.

Key issues of engagementOur response
  • The Group Compliance function plays an essential role in co-ordinating compliance with laws and regulations, standards and contractual obligations, and in assisting and advising the Board and management on designing and implementing appropriate compliance policies and procedures
  • Ongoing monitoring of compliance with laws, regulations and legal registers by country – this includes self-certification processes
Regulatory changes
  • Improved internal systems and activities to meet requirements of regulatory changes
Political changes
  • Developed system to track political changes across the Group. Engaged with current and new governments on matters relating to mining agreements and tax matters
TSF management
  • Continued with work required to align all tailings storage facilities (TSFs) with the Global Industry Standard on Tailings Management (GISTM). In Brazil, our conventional TSFs have transitioned to filtered tailings deposition and we have introduced new filtered tailings stacking areas to comply with federal requirements. In addition, preparation is underway to buttress the Calcinados TSF, which services the Queiroz plant, to align its post-liquefaction factor of safety with the international standards currently considered best practice
  • Continued engagement on the construction of Iduapriem’s Beposo TSF, which is on track for commissioning in 2023
Project development updates – Ghana and Colombia
  • Continued to engage with regulators and governments on progress being made on and status of projects in respective countries
  • The Colombian national environmental licensing agency (ANLA) formalised its decision to archive the Quebradona environmental licence application. The Company is preparing a new Environmental Impact Assessment to submit with its environmental licence application
Regulatory compliance – safety, local economic and community development and taxation
  • Engaged regularly with governments and relevant regulators to provide updates on regulatory compliance
Repatriation of funds (DRC) and artisanal and small-scale mining (ASM) challenges (Guinea)
  • Maintained dialogue in the DRC on the repatriation of funds held through joint venture partner and operator, Barrick
  • Continued timeous payment of taxes, royalties and duties
  • Artisanal mining around gold mines remains an especially pressing challenge for the industry, and for our Africa mines in particular. Senior management engaged with governments and authorities.
Political changes
  • Engaged with governments and relevant regulators to ensure channels of communication remain open


  • Quality of engagement: Cordial
  • Includes: Those communities located in the vicinity of our operations, in which many of our employees reside, on whose goodwill we depend, and who are directly impacted by mining operations.

We are accountable to host communities to be a responsible corporate citizen. Communities can directly affect our social licence to operate. In line with our values, we aim to leave a positive legacy for those communities.

Our engagement aims to inform stakeholders, manage expectations, uphold human rights and ensure community and asset security. Engagement is critical to our collaborations with communities to develop and implement local socio-economic development programmes. These programmes contribute to economic growth, stimulate incomegenerating opportunities, create employment, and aim to nurture sustainable livelihoods beyond the life of mine. Mutually beneficial community partnerships enhance shared value creation and support our social licence to operate.

Our community engagement strategy identifies potential areas of interest and concern within local communities. Engagement activities are largely delivered through various community forums that involve representatives from AngloGold Ashanti, the community and local authorities. Grievance mechanisms, together with accompanying resolution procedures, enable communities to lodge complaints that can be resolved.

Key issues of engagementOur response
Employment and procurement opportunities and local enterprise and economic development programmes
  • Worked to ensure the Obuasi redevelopment aligned with commitments made to the Government and the community in Ghana (see Suppliers)
  • Continued to include local suppliers in our database. Globally, around 96% of relevant expenditure was spent with local suppliers in 2022
  • As part of our localisation policies and procedures, and in line with country-specific legislation, we work to promote and ensure the employment of local people through skills development initiatives and by giving local workers preference when employment opportunities arise
  • Optimised participation by local companies and the transfer of skills in the Obuasi redevelopment project
  • In line with our socio-economic contribution standard, we support alternative livelihoods and local economies though community development projects in host communities
  • Implemented the sustainable partnership programme in Brazil and advanced the social management plan in Iduapriem
  • Delivered on our corporate social responsibility plans for Geita and continued to roll out development initiatives, working with communities and governments across all our sites
Environmental and social impact of mining activities on communities (noise, dust, water issues)
  • Worked to ensure accessible grievance mechanisms in place across the Group
  • Responded, followed up and resolved complaints received via the community grievance mechanism
Social licence to operate
  • Engaged with key stakeholders regarding new mining projects and mine expansion projects to ensure community support
  • Implemented stakeholder engagement plans at all operations
  • Expanded the scale of our perception surveys to obtain and understand the views of external stakeholders
Potential business interruptions
  • Maintained engagement with host communities on socio-economic contributions accrued to communities across the Group
  • Worked with communities, host governments and associations to address artisanal and small-scale mining and /illegal mining challenges
Legacy issues (social and environmental), post asset sale in South Africa
  • Continued to honour financial obligations to former employees in South Africa
  • Studied options for legacy social projects in South Africa to benefit former employees and their families

For more information on work undertaken to establish self-sustaining communities, see <SR>.


  • Quality of engagement: Strong
  • Includes: AngloGold Ashanti has many suppliers, ranging from established multi-national corporations, local strategic partnerships (such as joint ventures) to smaller, more localised businesses – and labour contractors.

Our suppliers provide those vital inputs – raw materials, products and services – required to conduct our business activities. We endeavour to ensure suppliers are aligned with our business ethics and values, internal policies and standards, and codes of behaviour by requiring suppliers to review, understand and comply with AngloGold Ashanti’s Supplier Code of Conduct.

Key issues of engagementOur response
Responsible sourcing
  • As a condition of working with AngloGold Ashanti, suppliers must comply at a minimum with all relevant laws and industry regulations, and must be aligned with our business code of ethics, values, and codes of behaviour, including responsible sourcing
  • Our responsible sourcing programme enables us to identify risks relating to human rights violations to help our suppliers make ethical decisions when purchasing goods and services
  • Published a Modern Slavery Statement to comply with Australian regulations and integrate supply chain modern slavery risks into our broader Human Rights Framework to improve governance. See <MSS>
Local content and procurement opportunities
  • Designed programmes to promote local procurement and build in-country mining skills bases to empower local communities and reduce reliance on expat labour by enabling the sustainable transfer of skills and capacity building programmes
Community capacity building and localisation
  • Geita contributed to capacity building of its host communities by partnering with the National Economic Empowerment Council of Tanzania (NEEC) to encourage participation by Tanzanians in the procurement of local goods and services in mining. More than 300 local businesses have been trained and we see increased participation of local vendors in bidding and tender processes
Supply chain risks
  • Proactively monitored global supply chains to promote resilience and continuity of supply threatened by the Russian war on the Ukraine. Measures put in place to address the sustainability of our strategic supplier base include, for example, timely payment to and support for small, medium, and micro enterprises (SMMEs) to create business opportunity and growth. We extended rosters for contractor expats who are subject to longer quarantine periods due to border closures and restrictions

Industry partners and peers

  • Quality of engagement: Strong
  • Includes: National or local mining/industry bodies, the ICMM, World Gold Council (WGC), among others, providing a joint platform for addressing industry-related developments and concerns, as well as initiatives for sharing lessons learnt and best practice.

Engagement aims to garner support and promote collaboration with other shared stakeholders – governments, regulators, employees, unions and communities – on matters of mutual concern, to work together to reduce regulatory and political uncertainty, and to promote long-term partnerships. These include joint efforts to find solutions to sector or industry challenges, and on any new developments to promote the future of the industry. Engagement, which is led by the CEO and designated area leads, involves various platforms including conferences, meetings and other industry forums.

We continued to engage with our peers through various forums, both through industry organisations in our operating jurisdictions and at a global level through various bodies including the ICMM and the WGC, among others. These connections with our peers across the local and global mining sectors help ensure we stay abreast of developing trends, allow us to provide input on major issues affecting mining companies in general and AngloGold Ashanti in particular, allowing us to contribute to a collective voice for the sector. Much of the discourse in these forums is centred on the broader environmental, social and governance topics, including the ongoing development of best practices and how best to communicate the significant amount of good work being done by the industry in each area.

We continued implementation of the ICMM’s Performance Standards and the WGC’s Responsible Mining Principles.

Key issues of engagement Our response
Climate change
  • We have committed to the ICMM’s target of net zero Scope 1 and 2 GHG emissions by 2050; as well as a medium-term target to cut absolute Scope 1 and 2 GHG emissions by 30% compared to 2021 by 2030. Our 2030 targets are embedded in a Roadmap to Net Zero that focuses on all Scope 1 and 2 sources of energy-related emissions, at both our mine sites and electric power providers
Evolution of ESG
  • Our ESG performance is crucial to the broader financial and operational success of our business, and to our ability to generate value for all stakeholders. We continue to work closely with community and government stakeholders to align our social and environmental investments with their needs and aspirations
Making clear the benefits of mining
Regulatory uncertainty
  • Collaborated with industry bodies to manage and improve regulatory and political certainty
TSF management

Engaging with media

Media engagement helps facilitate improved understanding of AngloGold Ashanti’s business among government stakeholders, the investment community and the general public, promotes transparent and accurate reporting, and contributes to constructive relationships with other stakeholders. It also aids reputation management, improves transparency and credibility, supports our social licence to operate, and can address speculation and misinformation in the public domain.

See Value by stakeholder for further detail on value created and distributed in relation to each of these stakeholders.

Risks and material sustainability issues by stakeholder

Stakeholder engagement plays a role in identifying, managing and mitigating both our risks and material sustainability issues. For more on the process of risk identification and management, see Managing our risks and opportunities in this report. In our <SR>, we identify and focus on our principal material sustainability issues in detail. In the table below, we map our risks and material sustainability issues by stakeholder.

Stakeholders, primary risks and material sustainability issues

Stakeholder Related risks Related material sustainability issues
Investment community
All risks All
Employees and unions
  • Risk 10: Failure to attract and retain critical skills and talent
  • Issue 1: Ensuring the health, safety and security of employees and communities
  • Issue 3: Respecting and upholding human rights
  • Issue 7: Supporting self-sustaining communities
  • Issue 8: Increasing diversity, equity and inclusion
  • Issue 10: Addressing artisanal and small-scale mining
  • Risk 2: Failure to successfully deliver and ramp up growth projects
  • Risk 5: Failure to meet our operational and safety targets
  • Risk 6: Failure to move down the industry cost curve(all-in sustaining cost competitiveness)
Governments and regulators
  • Risk 1: Adverse regulatory changes to mining rights and adverse fiscal changes
  • Issue 9: Navigating political and regulatory changes
  • Issue 5: Upholding business ethics and transparency
  • Risk 7: Loss of or threats to social licence to operate
  • Risk 9: Inability to meet ESG expectations or to mine responsibly
  • Issue 1: Ensuring the health, safety and security of employees and communities
  • Issue 3: Respecting and upholding human rights
  • Issue 7: Supporting self-sustaining communities
  • Issue 8: Increasing diversity, equity and inclusion
  • Issue 10: Addressing artisanal and small-scale mining
Industry partners and peers
  • Risk 3: Adverse future implications of event risks
  • Issue 2: Ensuring the safety and integrity of our tailings storage facilities
Environment *
  • Risk 1: Adverse regulatory changes to mining rights and adverse fiscal changes
  • Risk 3: Adverse future implications of event risks
  • Risk 7: Loss of or threats to social licence to operate
  • Risk 9: Inability to meet ESG expectations or to mine responsibly
  • Issue 2: Ensuring the safety and integrity of our tailings storage facilities
  • Issue 4: Managing water as a finite and at-risk resource
  • Issue 6: Pathway to net zero and climate change resilience
  • While the environment is not a stakeholder with which we can engage, it is an aspect of our world on which we, as a mining company, have a significant impact that warrants inclusion here, given the many environment-related risks and material sustainability issues. The environment is also a key element of our foundational strategic focus area, namely pioritise people, safety, health and sustainability.

2022 suite of reports

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