{"id":1204,"date":"2024-03-11T07:32:35","date_gmt":"2024-03-11T07:32:35","guid":{"rendered":"https:\/\/reports.anglogoldashanti.com\/23\/?p=1204"},"modified":"2024-04-29T15:04:51","modified_gmt":"2024-04-29T15:04:51","slug":"ceo-review-outlook","status":"publish","type":"post","link":"https:\/\/reports.anglogoldashanti.com\/23\/sr\/view-from-the-top-sr\/ceo-review-outlook\/","title":{"rendered":"CEO review and outlook"},"content":{"rendered":"\n
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AngloGold Ashanti has for more than two decades produced a separate sustainability report, aligned with the primary environmental, social and governance (ESG) standards and voluntary compacts to which we subscribe. This is an important report that highlights the very different circumstances and challenges of the various jurisdictions in which we operate, and the important projects and interventions we invest in to ensure there are tangible benefits that accrue to our host communities, so that we can help deal with some of the more difficult challenges they face, and that our business remains sustainable over the long term.<\/strong><\/p>\n\n\n\n

We see sustainability and the ESG metrics that guide our strategy and targets, and what we monitor, manage and disclose, as an integral and critical pillar of our business. Just as our annual report is primarily aimed at financial stakeholders, we recognise the accountability we have to a broad range of stakeholders interested in the social and environmental impacts of our business on society, and how we respond to them. This, we seek to address through this report through a qualitative and quantitative accounting of our performance across a number of areas that we see as most significant to our business and those it affects.<\/p>\n\n\n\n

New purpose and values<\/h3>\n\n\n\n

The year in review was a seminal one for the Company. Alongside the move of our headquarters to the US and primary listing to the NYSE, we took time for introspection, to consider \u2018why\u2019 AngloGold Ashanti exists. This was the next, important step in the engaging and participative culture journey that we started in 2022, to review, refresh and recommit to our values.<\/p>\n\n\n\n

The outcomes of this process have been both profound and reassuring; profound in that they have clarified a common purpose for the company as a whole; and reassuring in that they are fully aligned to the direction of the journey we have been pursuing.<\/p>\n\n\n\n

Our purpose statement: Mining to Empower People and Advance Societies<\/strong> places people at the heart of what we do, both within and outside of the organisation. This simple statement demonstrates the power that this company has to leverage the development of a scarce natural resource to give skilled and purposeful individuals the tools to develop themselves and advance, this business and their communities. The statement captures the importance of the enormous direct and indirect contributions \u2013 whether financial or otherwise \u2013 that this business and its partners can make to infrastructure, business and rural development, healthcare and education, among others. This report and its case studies are rich in examples of how this purpose is brought to life time and again.<\/p>\n\n\n\n

Our refreshed values: Safety, Respect, Integrity, Sustainability, Excellence, and Collaboration<\/strong> are the north star that guide all we do. Placing sustainability as a core value highlights our long-standing commitment to building a business that brings economic, social and environmental benefits to our stakeholders.<\/p>\n\n\n\n

This report is structured to demonstrate our performance on the most significant sustainability matters facing the business. It is concise and focused to ensure it is accessible and useful to a broad range of stakeholders. It should be read in conjunction with our Annual Report and our ESG Transparency Hub<\/em><\/a>, which contains a wealth of detailed information and performance data.<\/p>\n\n\n\n

Record safety performance<\/h3>\n\n\n\n

Our continued focus on safety has continued to bear results. Our TRIFR, at 1.09 per million hours worked as of 31 December 2023, is a record performance for the company, and remains well below the average of that of our mining peers.<\/p>\n\n\n\n

Our strategy has involved a determined approach to reduce and mitigate risk and, what is sometimes not fully appreciated, are the very real trade-offs that need to be faced.<\/p>\n\n\n\n

By way of example, we were confronted with a challenge toward the end of the year at Obuasi mine in Ghana, where difficult ground conditions in high grade areas were causing significant challenges. Access to high grade stopes was either impossible or significantly slower than planned due to difficult ground conditions, making the safety risk of proceeding as usual, unacceptably high.<\/p>\n\n\n\n

The decision for us was simple \u2013 immediately change the approach in order to reduce the safety risk. That meant rebasing production for our most important growth asset, an infinitely preferable outcome compared with knowingly placing people in harm\u2019s way.<\/p>\n\n\n\n

Climate change, decarbonisation and nature<\/h3>\n\n\n\n

Climate change remains the dominant issue of our time. Our goal is to achieve net-zero Scope 1 and Scope 2 GHG emissions by 2050, with an interim target of a 30% reduction by 2030 (as compared to a 2021 baseline) through a combination of renewable energy projects and initiatives which improve efficiency or use lower-emission power sources.<\/p>\n\n\n\n

Our agreement with Pacific Energy to construct 62MW of wind and solar generation capacity at the Tropicana mine in Australia is an important step in our decarbonisation journey, as is our move at the Geita mine in Tanzania to transition from predominantly diesel-generated power to the national grid which has a high proportion of hydroelectric power.<\/p>\n\n\n\n

In line with our membership of the ICMM, we have committed to setting Scope 3 emissions reduction targets. We continued working in-house and with targeted suppliers to explore the feasibility of addressing the most significant sources of Scope 3 GHG emissions. <\/p>\n\n\n\n

Developing a realistic, achievable climate response plan has been one of my priorities since joining AngloGold Ashanti. We have conducted intensive work within our operating and environmental teams to design a robust, practical programme that adds value. Importantly, our current GHG emission reduction pipeline of projects is in its entirety net present value positive, which reinforces my mantra, that you can \u2018do well, by doing good\u2019.<\/p>\n\n\n\n

We are strengthening our governance of climate change by improving knowledge sharing, both internally and externally, and have further embedded considerations of climate risks into key decision-making and reporting processes.<\/p>\n\n\n\n

We know that climate and nature are two sides of the same coin. As a responsible mining company, AngloGold Ashanti has always placed a strong emphasis on recognising, and minimising our impact on biodiversity, during both project development and operational phases, prioritising avoidance of any impacts wherever possible.<\/p>\n\n\n\n

In 2023, we collaborated with the ICMM in developing its new Nature Position Statement which was launched in January 2024. It is a collective commitment for a nature positive future. It outlines five points for action to guide members\u2019 contributions to stopping and reversing nature loss, including a commitment not to mine or explore in World Heritage Sites, to respect all legally designated protected areas; and to ensure no net loss of biodiversity at all mine sites by closure, wherever possible, against a 2020 baseline.<\/p>\n\n\n\n

Tailings management and disclosure<\/h3>\n\n\n\n

In August 2020, we along with other ICMM members committed to full conformance with the GISTM at all of our TSFs, and to achieve and report conformance for tailings facilities with the highest potential consequences in the event of a failure by August 2023.<\/p>\n\n\n\n

The Standard was developed through an independent process convened by the ICMM, the United Nations Environment Programme (UNEP) and guided by Principles for Responsible Investment (PRI), and contains 77 requirements integrating social, environmental, local economic and technical considerations which strive to achieve the goal of zero harm to people and the environment.<\/p>\n\n\n\n

We are very proud of our track record in constructing, managing and maintaining our TSFs to highest levels of integrity and safety, ensuring that we were able to disclose the status of conformance for each facility within the two highest consequence categories, and establish a summary of time bound measures to address any gaps.<\/p>\n\n\n\n

As was intended through the implementation of the standard, we can most assuredly say that it has resulted in transformative improvements in tailings governance, accountability and transparency. It has further promoted extensive and meaningful collaboration with the broadest range of potentially affected stakeholders.<\/p>\n\n\n\n

In addition to this report, further disclosures on tailings management, and our conformance to the GISTM may be found in our ESG hub<\/em><\/a><\/p>\n\n\n\n

Artisanal and small-scale mining<\/h3>\n\n\n\n

Another area of progress during the year has been in our engagements in respect of ASM. For many reasons, ranging from cost of living and climate impacts, to displacement as a result of conflict and difficult economic conditions, we have seen a significant increase in ASM activity as well as illegal mining in some of the countries in which we operate.<\/p>\n\n\n\n

This remains, however, an incredibly complex challenge that does not lend itself to ready solutions, but rather careful and deliberate action across a number of different fronts with many partners and also some trial and error. Our key measures to address this include the development of alternative livelihoods, educating and sensitizing stakeholders to the dangers of ASM and also building capacity to ensure and advocating for a comprehensive, multi-stakeholder approach to formalisation of this important economic activity.<\/p>\n\n\n\n

In 2024 we intend to complete the review of our ASM standard, to increase our collaborative efforts through inclusive stakeholder engagement, progress our formalisation programmes and to improve our ASM safety awareness training programme.<\/p>\n\n\n\n

Securing and maintaining our social license to operate<\/h3>\n\n\n\n

Mining and economic growth enables us to make the most of our resources, skills, and knowledge and to strengthen and support the resilience of our local and host communities.<\/p>\n\n\n\n

Our approach is guided by the principles outlined in our Sustainability Policy and directed by our Social Performance Management Framework. It revolves around inclusive stakeholder engagement, proactive risk and impact management, and the implementation of programmes that foster mutual value creation.<\/p>\n\n\n\n

Respect for human rights is vitally important, ensuring our employees, contractors and supply chain understand how to respect these in all cases, and to remedy wherever necessary. The ongoing process of embedding our human rights due diligence process at each of our sites is essential to secure our right to operate.<\/p>\n\n\n\n

Securing and maintaining our SLO underpins our business. This SLO is effectively the tacit approval from our stakeholders to continue doing business. It is earned not acquired or bestowed. There are a number of diverse factors that contribute to this approval being  granted or withdrawn:<\/p>\n\n\n\n

    \n
  • Safety is of course paramount. People are reluctant to work in or be associated with an unsafe environment.<\/li>\n\n\n\n
  • Being a responsible custodian of the natural environment is a clear priority. This means not only being responsible today but caring for tomorrow. Reducing our footprint, whether it comes to GHG emissions, water use or disturbance of nature, is becoming a bigger and bigger issue.<\/li>\n\n\n\n
  • Governments and communities want to see benefits from the development of their natural resources. So, procuring locally where possible is important, creating high-quality jobs in our host communities is vital, and ensuring we have a profitable business that can reliably pay tax to our host governments is essential.<\/li>\n<\/ul>\n\n\n\n

    In closing, we ensure that we have the right people in place at all levels of the business, we are governed by the right values, we are guided by our overarching strategy, and we are focused on strengthening our license to operate. It is important that we remain humble in that process, seeking areas for improvement and correcting course when we have not done as well as we should.<\/p>\n\n\n\n

    Alberto Calderon<\/strong>
    CEO<\/mark><\/strong>
    10 April 2024<\/p>\n<\/div>\n\n\n\n

    \n
    \n

    We recognise the important accountability we have to a broad range of stakeholders interested in the social and environmental impacts of our business, and how we respond to them.<\/em><\/p>\n\n\n\n

    <\/span>\"\"
    \n

    <\/p>\n<\/div><\/div>\n<\/div>\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

    AngloGold Ashanti has for more than two decades produced a separate sustainability report, aligned with the primary environmental, social and governance (ESG) standards and voluntary compacts to which we subscribe. 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