{"id":467,"date":"2024-03-11T07:33:10","date_gmt":"2024-03-11T07:33:10","guid":{"rendered":"https:\/\/reports.anglogoldashanti.com\/23\/sr\/view-from-the-top-sr\/sesc-chairperson-message\/"},"modified":"2024-04-09T13:34:21","modified_gmt":"2024-04-09T13:34:21","slug":"chairpersons-letter","status":"publish","type":"post","link":"https:\/\/reports.anglogoldashanti.com\/23\/ar\/view-from-the-top\/chairpersons-letter\/","title":{"rendered":"Chairperson’s letter"},"content":{"rendered":"\n
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\n

Corporate change and strategic execution<\/h3>\n\n\n\n

After a long history as a Johannesburg-based company, we made the decision to move AngloGold Ashanti\u2019s primary listing to the NYSE, its headquarters to Denver, and its registered domicile to the United Kingdom. This followed a careful review of the company\u2019s corporate structure and an extensive dialogue with South African regulators, who granted permission for the transition, and with shareholders who provided near-unanimous support. We are grateful to the South African authorities for the care and time taken to understand the rationale for the move.<\/p>\n\n\n\n

This shift places AngloGold Ashanti in the world\u2019s largest capital market, alongside the world\u2019s most highly valued gold producers. In time we believe this proximity will help to close the valuation gap that has long existed with peers. Closing the valuation gap requires that our focus remains on the execution of our strategy, which requires sustainably improving cost competitiveness while maintaining strict discipline in managing our portfolio and allocating capital.<\/p>\n\n\n\n

While our listing and headquarters have changed, many things will not; we remain guided by a clear set of values that place a premium on safety, integrity and excellence. The business will continue to be run for the benefit of shareholders as well as other stakeholders in the countries and communities in which we operate.<\/p>\n\n\n\n

We keep our name, AngloGold Ashanti, which speaks to our proud heritage as a company born in Africa and with strong links to the continent. We maintain listings in Ghana and South Africa, where many of our shareholders remain.<\/p>\n\n\n\n

Our Johannesburg office will continue to host many of our functional disciplines to service our global portfolio, as well as remaining the operational nerve centre for our African operations.<\/p>\n\n\n\n

Improving competitiveness<\/h3>\n\n\n\n

The new primary listing and domicile will help improve our valuation only if the Company improves its position on the industry cost curve. The large cost gap with peers that had developed in prior years has been steadily closing over the past 24 months and while much remains to be done, the business is focused on the right areas to continue to address that deficit.<\/p>\n\n\n\n

Improvements identified in the Full Asset Potential Programme delivered concrete benefits during 2023 in support of this cost competitiveness goal. The Company was again able to achieve production and cash cost guidance despite operating challenges at the Cuiaba, Siguiri and Obuasi operations and in the face of inflationary headwinds.<\/p>\n\n\n\n

Looking to the future, the Board is encouraged by the strong exploration results in the US, which ensures we maintain a robust project pipeline. Progress on the feasibility and scoping studies for North Bullfrog and the Extended Silicon Project respectively, highlight the significant potential of this new gold district and the expertise of our exploration and project teams.<\/p>\n\n\n\n

Economic and political complexity<\/h3>\n\n\n\n

A broad review of the macro environment in 2023 attests to the increasing complexity of geopolitical and geoeconomic conditions which continued to cause unbearable human suffering and trauma. The heightened geopolitical tensions have not merely injected uncertainty and volatility into commodity and financial markets but have impacted food security and energy prices on the ground, which have further increased the already-high cost of living for people in many of our host countries and communities. <\/p>\n\n\n\n

Inflation remained a feature of our operating environment. While the IMF\u2019s World Economic Outlook Update in January 2024 confirmed that inflation was falling faster than expected in many regions, it remains stubbornly high across many developing markets, including those in which we operate. At the same time, the World Bank Global Economic Prospects 2024 <\/em>report forecasts slowing global growth in 2024.<\/p>\n\n\n\n

The combination of stubborn inflation and slow growth has the potential to create \u2013 and in some cases worsen — economic and political fragility across many parts of the world.<\/p>\n\n\n\n

This complex global landscape will feed into the political sphere in a year in which elections are taking place in more than 70 economies, including some of those in which we operate. We continue to engage with a spectrum of stakeholders and experts to understand the impact these elections may have on the policies and economies on which our operations depend.<\/p>\n\n\n\n

Against this background of complex and rapid change, it remains as important as ever to maintain \u2013 and indeed to strengthen — our hard-earned social licence to operate.<\/p>\n\n\n\n

The long-term sustainability and success of our business will ensure that we continue to make meaningful contributions to the societies and communities in which we work and live, our employees and suppliers, host governments and providers of capital.<\/p>\n\n\n\n

ESG \u2013 guided by our values<\/h3>\n\n\n\n

Our new purpose statement, <\/em>rolled out during the year, will underpin behaviours and business decisions. Ensuring that the values are fully embedded in the culture is a very important and has the full support of our CEO, the leadership team and the Board.<\/p>\n\n\n\n

Safety remains a key priority and it was encouraging to report a second consecutive fatality-free year at our managed operations, alongside another improvement in the total recordable injury frequency rate, which remains well below the ICMM member average.<\/p>\n\n\n\n

It was also important to move from target setting to tangible action in countering climate change. Significant progress was made towards meeting our 2030 GHG emissions reduction targets with construction starting on a large hybrid solar-wind renewables facility at Tropicana in Australia, and the Geita mine in Tanzania poised to switch from diesel generation to the national grid which has a large hydroelectric power component. Both projects are expected to be completed in 2024, and we expect to see significant reductions in GHG emissions at two of our largest sites. We hope to announce still more concrete progress in 2024 as we work steadily toward our longer-term target goal of achieving net zero Scope 1 and 2 GHG emissions by 2050, in line with the Paris Agreement.<\/p>\n\n\n\n

Additions to executive leadership and Board<\/h3>\n\n\n\n

Two new additions were made to AngloGold Ashanti\u2019s management team in 2023, with Gillian Doran, formerly Chief Financial Officer of Rio Tinto\u2019s aluminium business, starting her role as our CFO and Executive Director in January, and Richard Jordinson, a seasoned operator and company veteran, taking the position of Chief Operating Officer in September. Both are strong new additions to the cohesive executive management group charged with executing the company\u2019s strategy.<\/p>\n\n\n\n

The process of delivering on our strategy is overseen by a diverse and experienced board of independent non-executive directors to whose ranks I was pleased to welcome Jinhee Magie and Diana Sands. Both have extensive industry, corporate, market and technical experience that will greatly enrich the Board.<\/p>\n\n\n\n

Farewell and change in Board leadership<\/h3>\n\n\n\n

Since my nomination as Chairperson in December 2020, AngloGold Ashanti has been on a complex and rewarding journey. The last two-and-a-half years have been especially rewarding as Alberto Calderon was appointed CEO and immediately began executing on a clearly articulated set of strategic initiatives to help this company reclaim its place among the world\u2019s most valued gold producers.<\/p>\n\n\n\n

AngloGold Ashanti\u2019s culture is being reshaped, including through the adoption of a new set of values that emphasise safety, integrity, respect and collaboration and place a premium on excellence and sustainability. The Full Asset Potential Programme has helped improve both performance and consistency and been instrumental in narrowing the cost gap with peers. Challenging assets are being dealt with and safety is now best-in-class. The corporate foundation has been strengthened by flawless completion of the redomicile of the company.<\/p>\n\n\n\n

With this strong foundation in place for the next phase in AngloGold Ashanti\u2019s strategic journey, I believe that the May 2024 Annual General Meeting is an ideal time to pass the baton to a new Chairperson, and so I have decided not to stand for re-election. I\u2019m extremely pleased that, following an evaluation of the external environment and the potential internal candidates, the Board unanimously elected Jochen Tilk as the new Chairperson-elect, to be confirmed by shareholder vote at the upcoming AGM.<\/p>\n\n\n\n

We are immensely fortunate to have someone of Jochen\u2019s calibre as a ready successor. He is a mining engineer and former CEO of large natural resource companies including Nutrien, Potash Corp. and Inmet. He has, since his appointment as non-executive director in 2019, travelled to several of our operating and project sites, and through his chairmanship of the Board\u2019s Investment Committee, built a formidable knowledge of the business.<\/p>\n\n\n\n

Vote of thanks<\/h3>\n\n\n\n

My fellow directors are an exceptional group of professionals who have demonstrated the highest levels of governance and ethics in discharging their duties. They have my deep and enduring gratitude, not only for their unwavering support and expert guidance but for the manner in which they worked alongside me to tackle the important strategic steps taken during my tenure. I am inspired by their independence, their diligence and their absolute commitment to ensuring that the interests of stakeholders are properly represented at every step. I am humbled by the trust they placed in me.<\/p>\n\n\n\n

My appreciation also goes to Alberto and his management team for their professionalism and unstinting dedication, as well as to AngloGold Ashanti\u2019s employees for their ceaseless drive to improve safety, deliver on their commitments and ensure the success of and sustainability of this company for the benefit of those who depend on it.<\/p>\n\n\n\n

My thanks go to all at AngloGold Ashanti who every day exemplify the Company\u2019s values, for their dedication and hard work, which makes this the great organisation it is.<\/p>\n\n\n\n

Maria Ramos<\/strong>
Chairperson<\/mark><\/strong>
10 April 2024<\/p>\n<\/div>\n\n\n\n

\n
<\/span>\"\"
\n

The year in review was one of fundamental change for AngloGold Ashanti as we improved and accelerated
execution of our strategy and made important changes to our corporate structure.<\/strong><\/p>\n<\/div><\/div>\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

Corporate change and strategic execution After a long history as a Johannesburg-based company, we made the decision to move AngloGold Ashanti\u2019s primary listing to the NYSE, its headquarters to Denver, and its registered domicile to the United Kingdom. This followed a careful review of the company\u2019s corporate structure and an extensive dialogue with South African regulators, who granted permission for the transition, and with shareholders who provided near-unanimous support. 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