Introduction and overview

Ensuring the safety of our employees, contractors and wider mine communities is our priority. Our aim is to achieve zero harm across our operations. Risk management and critical control monitoring result in continued efforts to strengthen safety protocols and preventative measures.

We work to build and maintain constructive relationships with employees and their union representatives based on our Company values, through effective line management, and by following the applicable labour legislation across our global footprint. Except for those in Australia, Colombia and the United States, most employees in our operating jurisdictions are union members.

Each of our operations exists within a broader social context, with host communities as our neighbours with whom we aim to develop lasting, symbiotic relationships. Contributing to resilient, self-sustaining communities is built on mutual respect, transparency and trust. We recognise that our social licence to operate (SLO) is granted by communities, and is earned through our actions. Our community relations approach – aimed at securing our SLO – is based on inclusive stakeholder engagement, proactive and timeous impact management, and benefit management. All sites collaborate closely with local communities and their leadership on a range of matters of mutual interest.

People engagement and development

Effective people management practices continue to be the cornerstone of ensuring the long-term viability of our operations and our overall competitiveness. We remain committed to implementing best practice talent management initiatives aimed at enhancing the capabilities of employees while maintaining an attractive employer brand within the industry.

We employed an average of 32,594 people, including 18,599 contractors. In 2022, our voluntary turnover rate was 1.9% (2021:2.2%).

The 2022 annual talent and succession review process was the first review since the implementation of the Company’s new Operating Model. It provided an opportunity to critically assess our succession plans against our newly implemented structures and evaluate our talent and succession bench strength. Alongside the application of a comprehensive guideline and several toolkits, our managers and leaders were challenged to think more broadly about cross-functional talent identification and to become more focused on identifying critical roles within the business.

The 2022 process also sought to improve the visibility of female and young high potential talent. The Group organisational effectiveness team worked with regional and functional human resources teams to facilitate a robust, leader-led talent review process.

As part of our annual talent succession planning process, we identified a total of 252 successors for key leadership and critical roles (including Vice Presidents, Senior Vice Presidents and Executive Management) spanning various readiness timelines i.e. immediate to 12 months, 24 months and 36 months. This is a good baseline following the implementation of the new Operating Model and points to a sustainable pipeline in the long term, with deliberate focus on development and career planning.

Women represent 15% of the talent and succession pool for key leadership and critical roles, and we have noted the need for deliberate action to further improve female representation. This will be achieved by helping to ensure better visibility of internal female talent particularly at senior management level, as well as attracting external female talent for appointment in senior roles. The overall retention risk rating for identified successors is moderate, and clear retention strategies are in place for those who are deemed to have a high retention risk or possess critical and scarce skills.

The development and career planning of identified successors is an immediate priority following the talent and succession review and will be guided by the Company’s 70/20/10 blended learning approach. This approach advocates that 70% of learning and development should take place through on-the-job experience such as job rotations, project assignments and defining next roles. The remaining 20% should be achieved through exposure to other touchpoints such as mentorship and coaching, and 10% through formal learning such as qualifications and courses.

We have extensive programmes in place for training and development at all levels of the organisation. In 2022, our training and development expenditure amounted to $8.94m (2021:$7.18m). The average number of hours of training per employee in 2022 was 8.1 (2021:18.1). The reduction since 2021 was due to the roll-out and implementation of the new Operating Model.

Constructive labour relations

The AngloGold Ashanti approach to employee relations is predicated on a relationship-based model. We strive to establish constructive relations with our employees and their union representatives based on our Company values and our determination to embed interest-based collective bargaining. Working closely with our sites we are also at the forefront of ensuring that we comply with local legislation and regulatory obligations.

A global Employee Relations Standard governs employee and labour relations. The standard enables an approach to employee relations that is based on effective mechanisms for communication and participation, through direct and thoughtful engagement with employees, and where applicable, their representatives, such as trade unions.

Employees at most of our operations are unionised except for in Australia, Colombia and the United States. Where our employees are unionised, we seek to build and maintain positive relations with representative unions as part of our overall stakeholder management philosophy.

Although employees in Australia, Colombia and the United States are not unionised, the Company seeks to ensure sound employee relations through compliance with labour legislation in these countries, fair Company policies and procedures, and promoting healthy relationships through effective line management practices. The right to freedom of association and collective bargaining is not at risk at any of our operations.

In 2022, 83% of employees were covered by collective bargaining unit agreements.

Employees* covered by collective bargaining agreements
Argentina	90%
Brazil	100%
Ghana	86%
Guinea	94%
Tanzania	86%

* Includes management

No wage agreements were due or made during the reporting period. Biannual collective bargaining and negotiations will commence toward the second quarter of 2023.

There were no labour incidents which resulted in the interruption of operations in 2022, with the exception of one incident at the end of the second quarter when community unrest affected operations at Siguiri mine. The unrest was related to unemployment and demands for the mine to employ more members of the community. The incident was addressed by the mine (see Supporting self-sustaining communities).

Full time employees receive a number of benefits not afforded to contractor employees. These include retirement benefits, accommodation for selective employees, production and safety-related bonus schemes, and reasonable and fair conditions of services in addition to resultant benefits emanating from collective bargaining.

The minimum notice period regarding operational changes varies from country to country. We comply with all relevant legislation.