Material issues<\/h4>\n\n\n\n\n- Safety and health<\/li>\n<\/ul>\n<\/div>\n\n\n\n\n
Related SDGs<\/h4>\n\n\n\n\n![\"\"](\"https:\/\/reports.anglogoldashanti.com\/24\/wp-content\/uploads\/2025\/02\/sdg-3.svg\")
<\/figure>\n\n\n\n![\"\"](\"https:\/\/reports.anglogoldashanti.com\/24\/wp-content\/uploads\/2025\/02\/sdg-8.svg\")
<\/figure>\n<\/div>\n<\/div>\n<\/div>\n\n\n\nPrincipal risks<\/h4>\n\n\n\n\n- Loss of or threats to social licence to operate<\/li>\n\n\n\n
- Failure to meet our operational\/safety performance targets<\/li>\n\n\n\n
- Possible suspension and\/or shutdown of TSFs due to capacity constraints and\/or event<\/li>\n\n\n\n
- Inability to meet investor expectations or to mine responsibly (ESG performance)<\/li>\n<\/ul>\n\n\n\n<\/div>\n\n\n\n
Disclosure against standards<\/h4>\n\n\n\n\n- SASB EM-MM-320a:<\/strong> All-incidence rate, fatality rate, near miss frequency rate, average hours of health safety and emergency response training<\/li>\n\n\n\n
- GRI403-1:<\/strong> Occupational health and safety management system<\/li>\n\n\n\n
- GRI403-2:<\/strong> Hazard identification, risk health assessment and incident investigation<\/li>\n\n\n\n
- GRI 403-3: <\/strong>Occupational health services<\/li>\n\n\n\n
- GRI 403-4: <\/strong>Worker participation, consultation and communication on health and safety<\/li>\n\n\n\n
- GRI 403-5: <\/strong>Worker training on occupational health and safety<\/li>\n\n\n\n
- GRI 403-6:<\/strong> Promotion of worker health<\/li>\n\n\n\n
- GRI 403-7:<\/strong> Prevention and mitigation of occupational health and safety impacts directly linked by business relationships<\/li>\n\n\n\n
- GRI 403-8:<\/strong> Workers covered by an occupational health and safety management system<\/li>\n\n\n\n
- GRI 403-9: <\/strong>Work-related injuries<\/li>\n\n\n\n
- GRI 403-10:<\/strong> Work-related ill health<\/li>\n\n\n\n
- GRI 14.16:<\/strong> Occupational health and safety<\/li>\n<\/ul>\n<\/div>\n\n\n\n\n<\/span>
![\"\"](\"https:\/\/reports.anglogoldashanti.com\/24\/wp-content\/uploads\/2025\/02\/Health-feature_no1_ALT_v1.png\")
\nOur commitment<\/h4>\n\n\n\n
Our objective is to create workplaces that are free of injury and harm. We seek to ensure that activities are undertaken only when they can be executed safely, without compromising safety, health or wellbeing. <\/p>\n\n\n\n
We prioritise the safety, health and the wellbeing of our employees and contractors, as well as surrounding communities. We acknowledge that the overall wellbeing of our people, both internal and external, is central to our success and in maintaining our social licence to operate. <\/p>\n\n\n\n
We endeavour to comply with all applicable laws, regulations and the voluntary commitments we have adopted. Laws and regulations are often unique to specific countries, and we develop specific processes to meet requirements.<\/p>\n<\/div><\/div>\n<\/div>\n<\/div>\n\n\n\n
Approach<\/h2>\n\n\n\n\n\nOur operating standards are aligned with global best practice, and are designed to proactively identify and mitigate potential safety and health risks. Our health and safety risk management practices and critical control monitoring systems help to ensure that we quantify and manage impacts, and continuously adapt our safety and health strategies. <\/p>\n\n\n\n
Central to our focus is a culture rooted in individual and collective accountability, that involves instilling a sense of care and trust, while engaging in ongoing learning of current and future risks. Our safety culture is cascaded through the Company by appropriate messaging and leadership actions including Visible Felt Leadership (VFL). <\/p>\n\n\n\n
Our strong safety and health culture is driven through effective and accountable leadership, with the CEO and executive team guiding a culture that prioritises safety and health. <\/p>\n\n\n\n
Our Health, Safety and Security policy sets clear expectations for leadership and holds them to account using a number of metrics. We ensure that our objectives and targets are known to employees, contractors and other relevant stakeholders. <\/p>\n\n\n\n
Our operational risk management approach is based on the ISO 31000 model, comprising seven steps:<\/p>\n\n\n\n
\n- Identify hazards\/threats<\/li>\n\n\n\n
- Assess the risk<\/li>\n\n\n\n
- Determine controls\/critical controls<\/li>\n\n\n\n
- Implement controls<\/li>\n\n\n\n
- Inform and create awareness<\/li>\n\n\n\n
- Monitor compliance<\/li>\n\n\n\n
- Review integrity of the system<\/li>\n<\/ul>\n<\/div>\n\n\n\n\n
Our approach to health and safety encompasses<\/p>\n\n\n\n
\n- A drive to continually improve occupational safety and health performance and management systems<\/li>\n\n\n\n
- Ensuring that we have competent and capable people occupying health and safety roles, fit-for-purpose equipment, and appropriate systems and procedures<\/li>\n\n\n\n
- Proactively identifying, assessing and mitigating employee and contractor safety and health risks and opportunities<\/li>\n\n\n\n
- Mitigating community safety and health risks associated with our operations by ensuring that the health and safety of our surrounding communities and environments are not compromised<\/li>\n\n\n\n
- Adopting a stakeholder-inclusive philosophy by applying a consultative, participative and constructive approach<\/li>\n\n\n\n
- Using data, research and employee feedback to make informed, data-driven decisions, and continually improve performance<\/li>\n<\/ul>\n<\/div>\n<\/div>\n\n\n\n\n
To ensure that the focus and level of detail of the health and safety risk assessment is appropriate, AngloGold Ashanti has adopted a four-layered model<\/mark>, which is illustrated below.<\/strong><\/p>\n\n\n\n\n\n\nLevel 4:<\/mark> Baseline of full-site risk assessment (includes bowtie assessment)<\/h5>\n\n\n\n
\n\n\n\nThis level takes an all-encompassing view of the entire site. Key geographical areas are identified and main processes are mapped, forming the foundation for a hazard inventory. Potential hazards associated with each process are scrutinised and a risk value, combining likelihood and consequence, is assigned. Major hazards, categorised with consequences of major and extreme, are subject to bowtie assessments. The outcome is a comprehensive risk and critical control framework.<\/p>\n<\/div>\n\n\n\n
\nLevel 3:<\/mark> Project, change or issue-based risk assessment (can include bowtie assessment)<\/h5>\n\n\n\n
\n\n\n\nOperating similarly to Level 4 but on a smaller scale, this focuses on specific projects or significant changes within processes.<\/p>\n<\/div>\n\n\n\n
\nLevel 2:<\/mark> Routine and non-routine task planning assessments<\/h5>\n\n\n\n
\n\n\n\nLevel 2 concentrates on identifying and controlling hazards associated with routine and non-routine tasks. Unlike Level 4, which addresses major and extreme consequences, Level 2 handles the spectrum of unwanted events, from insignificant to high-risk scenarios.<\/p>\n<\/div>\n\n\n\n
\nLevel 1:<\/mark> Individual or continuous risk assessments<\/h5>\n\n\n\n
\n\n\n\nThis level helps to ensure day-to-day operations occur as safely as possible, with the ability to halt work if safety standards cannot be maintained. Operators use continuous risk assessment tools, such as pre-start inspections and stop cards, to verify the safety of ongoing work. Supervisors employ similar tools to ensure critical controls are in place and inspect work processes.<\/p>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
We conduct both external and internal audits to help ensure ISO45001 conformance and alignment with AngloGold Ashanti policies at each site.<\/strong><\/p>\n\n\n\n<\/div>\n<\/div>\n\n\n\nStrategic focus areas<\/h2>\n\n\n\n
Following the 2023 Group occupational health and safety strategy review, where operational safety leadership and Group safety merged, the validity and requirement of every health and safety strategic item was evaluated, and focus areas for the 2024 \u2013 2026 strategy cycle were defined. The updated strategy remains based on five strategic focus areas. <\/p>\n\n\n\n
During 2024 significant improvements were made on strategy topics, and where required, focus was adjusted to consider operational challenges as they arose. We continue to make progress on an integrated approach to safety and health, and are developing a Safety and Health Playbook, which will seek to define AngloGold Ashanti\u2019s approach to safety and health protocols and management.<\/p>\n\n\n\n
Risk and opportunity management:<\/h3>\n\n\n\n
Work continued on understanding hazards and risks in an effort to mitigate and where possible, eliminate exposure. Progress was made with regard to Critical Control Verification (CCV) coaching for quality by leadership, as well as ownership by line leadership, and the monitoring and tracking of participation to implement corrective actions. <\/p>\n\n\n\n
For health, we have placed a strong emphasis on enhancing both physical and psychological wellbeing. Progress is evident in silica dust control and reduction objectives. Our African, Australian and Brazilian operations have successfully concluded a comprehensive review of baseline occupational hygiene risk assessments. Furthermore, the implementation of mental wellbeing procedures is underway, including completion of various operation-based baseline mental wellbeing surveys and the development of awareness, education, and capacity building in psychological risk management. Critical control implementation for major health hazards is also underway, while the implementation of the mental wellbeing standard requirements is in progress.<\/p>\n\n\n\n
Leadership and people management:<\/h3>\n\n\n\n
AngloGold Ashanti believes that while leaders drive our strategy, it is the commitment and execution by actively engaged employees that will ensure workplaces are free of injury or harm. A standardised Safety Systems Induction Process was further developed and implemented that will allow new safety candidates to review and understand our safety protocols and systems, with useful references to key safety processes and routines. Health and safety metrics have been incorporated into both operational and leadership performance targets.<\/p>\n\n\n\n
Information technology and innovation:<\/h3>\n\n\n\n
This focus area involves the integration of technology and innovation into work practices to improve employee safety and eliminate injuries through engineering solutions and higher order controls. An opportunity was identified relating to a Company standard relating to driving on a steep terrain. Since industry standards on this topic are limited, AngloGold Ashanti has explored opportunities to collaborate with industry peers to assess relevant risks and drafted a steep terrain standard that can be used across the sector. <\/p>\n\n\n\n
During the year, final systems preparation was completed and two scenarios were completed in a proof of concept where a Material Unwanted Event from a Major Hazard was developed in a virtual reality space. This allows the user to experience a high-risk event, but within the protection of a virtual reality world, not exposed to any real danger. A stored energy related scenario was identified, and initial user feedback was very positive. A second scenario focusing on mobile equipment was also developed. It is envisaged that a multi-disciplinary stakeholder adoption plan will be designed and a pilot project will be rolled out in 2025. For health, we continue to focus on data and evidence-based monitoring, reporting, and evaluation of health data to track progress on health indicators and facilitate risk management.<\/p>\n\n\n\n
Simplified and clear working processes:<\/h3>\n\n\n\n
We learn from incidents to prevent repeats. The Chief Operating Officer (COO) High Potential Incident (HPI) Review Committee requested sites to present pre-selected HPIs showcasing the details of these incidents as well as lessons learned and mitigating actions implemented. This allows the sharing of the lessons learned with all sites, and also allows other sites and technical experts to add collective experience to further enhance the knowledge sharing of actions taken. Lessons learned are then documented in the form of a \u201cKey Lessons Learned\u201d document and distributed. Repeat HPIs are flagged and investigated to further understand the mechanisms of failure. An overarching fatigue management strategy was designed by a multidisciplinary steering committee to provide the basis for every site to identify sources of fatigue and establish controls around clear guidelines and Group expectations. The strategy is based on four key control areas, namely: \u2018prevention\u2019, \u2018screening\u2019, \u2018monitoring and assurance\u2019, and \u2018analysis, escalation and intervention\u2019. Implementation of the fatigue management strategy will occur in 2025. <\/p>\n\n\n\n
For health, we continued the review and implementation of Group standards and guidelines, as well as the development of compliance self-assessment and assurance tools. The Health, Hygiene, and Wellbeing Standard has been signed off by the CEO and is being executed to ensure compliance. Additionally, the Group Major Health Hazard Management Standard has been approved. This outlines systematic critical control requirements and integrates the identification of health hazards into routine CCV processes at operations. This standard focuses on workplace risks with potential for fatal and significantly life-altering outcomes in the immediate or future term.<\/p>\n\n\n\n
Stakeholder engagement and partnership<\/h3>\n\n\n\n
During 2024, the frequency of operational safety leadership meetings as well as the COO HPI review meetings were increased to further enhance shared facilitation between Group and operational safety teams. A multi-disciplinary approach is being applied to the implementation of critical controls for major health hazards and there is continuous collaboration with external stakeholders and partners in implementing community health programmes and for optimal medical emergency preparedness, and response capacity.<\/p>\n\n\n\n
Safety<\/strong><\/h1>\n\n\n\nPerformance in 2024<\/h2>\n\n\n\n
Tragically, Mr Obeid Katalihwa (47), a driver employed by a contractor at Geita Mine lost his life on 25 May following injuries sustained in a light vehicle rollover. Mr Katalihwa is survived by his wife and four children. An independent investigation has been conducted with recommendations for preventing a reoccurrence of a similar type of event in the Company. <\/p>\n\n\n\n
AngloGold Ashanti has recorded its lowest injury frequency rates to date. The share of contractors in the AngloGold Ashanti employee\/contractor split has increased from 52% AngloGold Ashanti and 48% contractors in 2020 to 37% AngloGold Ashanti and 63% contractors in 2024. We typically employ contractors to bring in specialist skills and capabilities. The contractors are experts in their field and are expected to deliver the work at a higher standard and with lower injury rates. Concerning AngloGold Ashanti employees, with the consistent delivery of our group safety strategy deliverables, including the Major Hazard Management revitalisation, the implementation of critical control verifications (CCVs), and improved learning from our High Potential Incidents (HPIs), incident and accident rates have been steadily improving across the business. Africa has seen a 73% improvement since 2020, LATAM 60%, and Australia 37%. Notably, the 2020 numbers included the South Africa region, which typically had higher injury frequency rates.<\/p>\n\n\n\n
Major hazards<\/h3>\n\n\n\n
Work progressed on our Major Hazard Management process, which is focused on saving lives by proactively managing risks. This involves identifying key risks, implementing adequate controls \u2014 including critical controls \u2014 and learning from incidents through our incident management process and HPI review process. <\/p>\n\n\n\n
The CCV process remains a vital tool for detecting critical control failures. CCV involves verifying whether our critical controls are in place, and forms part of our operational hazard and risk management process. It is key to preventing lowfrequency, high-consequence events. CCVs were launched in 2023 and while KPI metrics are being met, we believe there is room for improvement. <\/p>\n\n\n\n
A \u2018Coaching For Quality\u2019 process was launched in 2024, where a manager or leader observes a supervisor performing a CCV, and then uses the opportunity to coach the supervisor on areas to improve. This ensures line ownership of the CCV process itself as well as the quality control of the process. Work will continue into 2025 to progress this. <\/p>\n\n\n\n
During 2024, the Group achieved its CCV participation target. Our focus remains on finding, recording and fixing critical control deviations. Operational leaders must actively promote ineffective critical control reporting, as it is a crucial step in fully leveraging the CCV process to enhance safety and prevent future incidents. <\/p>\n\n\n\n
In partnership with the respective Group-level Major Hazard Technical Owners, Group Safety led an in-depth information session with site technical leads to further improve Systemic Verification (CCVs) checklists. The purpose of this process was to generate a holistic approach to critical control assurance by complementing the existing field-based CCVs with systemic-level CCVs. Systemic CCVs are planned to be implemented in 2025, once the Company has achieved full quality implementation of our field-based CCV programme.<\/p>\n\n\n\n
High Potential Incidents (HPIs)<\/h3>\n\n\n\n
The process of reporting and analysing HPIs seeks to heighten awareness, facilitate organisational learning, and design more robust controls at the site level. The focus remains on reducing repeat HPIs by generating high-quality investigation learnings, sharing these insights across sites and business units, and ensuring actions are tracked through to completion.The COO HPI review meeting, which has increased frequency to once every two months as opposed to quarterly, continues to add value by facilitating information sharing.<\/p>\n\n\n\n
Compliance<\/h3>\n\n\n\n
Sites continued to self-assess against ISO 45001 and the AngloGold Ashanti Group Safety Standard. All AngloGold Ashanti operations retained their ISO 45001: 2018 certification in 2024. Following the transition from the 20 Occupational Health and Safety standards to the suite of legal standards, a new safety framework was developed. The Systems and Practice Protocol (SPP) audit tool was revised with the elements of the new safety framework, maintaining the ISO 45001 internal audit questions.<\/p>\n\n\n\n
What we measure<\/h3>\n\n\n\n\n\n\n \n\nHA<\/span> | Total Recordable Injury Frequency Rate (per million hours worked)<\/h6>\n\n
Related SDGs<\/h4>\n\n\n\n\n<\/figure>\n\n\n\n<\/figure>\n<\/div>\n<\/div>\n<\/div>\n\n\n\nPrincipal risks<\/h4>\n\n\n\n\n- Loss of or threats to social licence to operate<\/li>\n\n\n\n
- Failure to meet our operational\/safety performance targets<\/li>\n\n\n\n
- Possible suspension and\/or shutdown of TSFs due to capacity constraints and\/or event<\/li>\n\n\n\n
- Inability to meet investor expectations or to mine responsibly (ESG performance)<\/li>\n<\/ul>\n\n\n\n<\/div>\n\n\n\n
Disclosure against standards<\/h4>\n\n\n\n\n- SASB EM-MM-320a:<\/strong> All-incidence rate, fatality rate, near miss frequency rate, average hours of health safety and emergency response training<\/li>\n\n\n\n
- GRI403-1:<\/strong> Occupational health and safety management system<\/li>\n\n\n\n
- GRI403-2:<\/strong> Hazard identification, risk health assessment and incident investigation<\/li>\n\n\n\n
- GRI 403-3: <\/strong>Occupational health services<\/li>\n\n\n\n
- GRI 403-4: <\/strong>Worker participation, consultation and communication on health and safety<\/li>\n\n\n\n
- GRI 403-5: <\/strong>Worker training on occupational health and safety<\/li>\n\n\n\n
- GRI 403-6:<\/strong> Promotion of worker health<\/li>\n\n\n\n
- GRI 403-7:<\/strong> Prevention and mitigation of occupational health and safety impacts directly linked by business relationships<\/li>\n\n\n\n
- GRI 403-8:<\/strong> Workers covered by an occupational health and safety management system<\/li>\n\n\n\n
- GRI 403-9: <\/strong>Work-related injuries<\/li>\n\n\n\n
- GRI 403-10:<\/strong> Work-related ill health<\/li>\n\n\n\n
- GRI 14.16:<\/strong> Occupational health and safety<\/li>\n<\/ul>\n<\/div>\n\n\n\n\n<\/span>\n
Our commitment<\/h4>\n\n\n\n
Our objective is to create workplaces that are free of injury and harm. We seek to ensure that activities are undertaken only when they can be executed safely, without compromising safety, health or wellbeing. <\/p>\n\n\n\n
We prioritise the safety, health and the wellbeing of our employees and contractors, as well as surrounding communities. We acknowledge that the overall wellbeing of our people, both internal and external, is central to our success and in maintaining our social licence to operate. <\/p>\n\n\n\n
We endeavour to comply with all applicable laws, regulations and the voluntary commitments we have adopted. Laws and regulations are often unique to specific countries, and we develop specific processes to meet requirements.<\/p>\n<\/div><\/div>\n<\/div>\n<\/div>\n\n\n\n
Approach<\/h2>\n\n\n\n\n\nOur operating standards are aligned with global best practice, and are designed to proactively identify and mitigate potential safety and health risks. Our health and safety risk management practices and critical control monitoring systems help to ensure that we quantify and manage impacts, and continuously adapt our safety and health strategies. <\/p>\n\n\n\n
Central to our focus is a culture rooted in individual and collective accountability, that involves instilling a sense of care and trust, while engaging in ongoing learning of current and future risks. Our safety culture is cascaded through the Company by appropriate messaging and leadership actions including Visible Felt Leadership (VFL). <\/p>\n\n\n\n
Our strong safety and health culture is driven through effective and accountable leadership, with the CEO and executive team guiding a culture that prioritises safety and health. <\/p>\n\n\n\n
Our Health, Safety and Security policy sets clear expectations for leadership and holds them to account using a number of metrics. We ensure that our objectives and targets are known to employees, contractors and other relevant stakeholders. <\/p>\n\n\n\n
Our operational risk management approach is based on the ISO 31000 model, comprising seven steps:<\/p>\n\n\n\n
\n- Identify hazards\/threats<\/li>\n\n\n\n
- Assess the risk<\/li>\n\n\n\n
- Determine controls\/critical controls<\/li>\n\n\n\n
- Implement controls<\/li>\n\n\n\n
- Inform and create awareness<\/li>\n\n\n\n
- Monitor compliance<\/li>\n\n\n\n
- Review integrity of the system<\/li>\n<\/ul>\n<\/div>\n\n\n\n\n
Our approach to health and safety encompasses<\/p>\n\n\n\n
\n- A drive to continually improve occupational safety and health performance and management systems<\/li>\n\n\n\n
- Ensuring that we have competent and capable people occupying health and safety roles, fit-for-purpose equipment, and appropriate systems and procedures<\/li>\n\n\n\n
- Proactively identifying, assessing and mitigating employee and contractor safety and health risks and opportunities<\/li>\n\n\n\n
- Mitigating community safety and health risks associated with our operations by ensuring that the health and safety of our surrounding communities and environments are not compromised<\/li>\n\n\n\n
- Adopting a stakeholder-inclusive philosophy by applying a consultative, participative and constructive approach<\/li>\n\n\n\n
- Using data, research and employee feedback to make informed, data-driven decisions, and continually improve performance<\/li>\n<\/ul>\n<\/div>\n<\/div>\n\n\n\n\n
To ensure that the focus and level of detail of the health and safety risk assessment is appropriate, AngloGold Ashanti has adopted a four-layered model<\/mark>, which is illustrated below.<\/strong><\/p>\n\n\n\n\n\n\nLevel 4:<\/mark> Baseline of full-site risk assessment (includes bowtie assessment)<\/h5>\n\n\n\n
\n\n\n\nThis level takes an all-encompassing view of the entire site. Key geographical areas are identified and main processes are mapped, forming the foundation for a hazard inventory. Potential hazards associated with each process are scrutinised and a risk value, combining likelihood and consequence, is assigned. Major hazards, categorised with consequences of major and extreme, are subject to bowtie assessments. The outcome is a comprehensive risk and critical control framework.<\/p>\n<\/div>\n\n\n\n
\nLevel 3:<\/mark> Project, change or issue-based risk assessment (can include bowtie assessment)<\/h5>\n\n\n\n
\n\n\n\nOperating similarly to Level 4 but on a smaller scale, this focuses on specific projects or significant changes within processes.<\/p>\n<\/div>\n\n\n\n
\nLevel 2:<\/mark> Routine and non-routine task planning assessments<\/h5>\n\n\n\n
\n\n\n\nLevel 2 concentrates on identifying and controlling hazards associated with routine and non-routine tasks. Unlike Level 4, which addresses major and extreme consequences, Level 2 handles the spectrum of unwanted events, from insignificant to high-risk scenarios.<\/p>\n<\/div>\n\n\n\n
\nLevel 1:<\/mark> Individual or continuous risk assessments<\/h5>\n\n\n\n
\n\n\n\nThis level helps to ensure day-to-day operations occur as safely as possible, with the ability to halt work if safety standards cannot be maintained. Operators use continuous risk assessment tools, such as pre-start inspections and stop cards, to verify the safety of ongoing work. Supervisors employ similar tools to ensure critical controls are in place and inspect work processes.<\/p>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
We conduct both external and internal audits to help ensure ISO45001 conformance and alignment with AngloGold Ashanti policies at each site.<\/strong><\/p>\n\n\n\n<\/div>\n<\/div>\n\n\n\nStrategic focus areas<\/h2>\n\n\n\n
Following the 2023 Group occupational health and safety strategy review, where operational safety leadership and Group safety merged, the validity and requirement of every health and safety strategic item was evaluated, and focus areas for the 2024 \u2013 2026 strategy cycle were defined. The updated strategy remains based on five strategic focus areas. <\/p>\n\n\n\n
During 2024 significant improvements were made on strategy topics, and where required, focus was adjusted to consider operational challenges as they arose. We continue to make progress on an integrated approach to safety and health, and are developing a Safety and Health Playbook, which will seek to define AngloGold Ashanti\u2019s approach to safety and health protocols and management.<\/p>\n\n\n\n
Risk and opportunity management:<\/h3>\n\n\n\n
Work continued on understanding hazards and risks in an effort to mitigate and where possible, eliminate exposure. Progress was made with regard to Critical Control Verification (CCV) coaching for quality by leadership, as well as ownership by line leadership, and the monitoring and tracking of participation to implement corrective actions. <\/p>\n\n\n\n
For health, we have placed a strong emphasis on enhancing both physical and psychological wellbeing. Progress is evident in silica dust control and reduction objectives. Our African, Australian and Brazilian operations have successfully concluded a comprehensive review of baseline occupational hygiene risk assessments. Furthermore, the implementation of mental wellbeing procedures is underway, including completion of various operation-based baseline mental wellbeing surveys and the development of awareness, education, and capacity building in psychological risk management. Critical control implementation for major health hazards is also underway, while the implementation of the mental wellbeing standard requirements is in progress.<\/p>\n\n\n\n
Leadership and people management:<\/h3>\n\n\n\n
AngloGold Ashanti believes that while leaders drive our strategy, it is the commitment and execution by actively engaged employees that will ensure workplaces are free of injury or harm. A standardised Safety Systems Induction Process was further developed and implemented that will allow new safety candidates to review and understand our safety protocols and systems, with useful references to key safety processes and routines. Health and safety metrics have been incorporated into both operational and leadership performance targets.<\/p>\n\n\n\n
Information technology and innovation:<\/h3>\n\n\n\n
This focus area involves the integration of technology and innovation into work practices to improve employee safety and eliminate injuries through engineering solutions and higher order controls. An opportunity was identified relating to a Company standard relating to driving on a steep terrain. Since industry standards on this topic are limited, AngloGold Ashanti has explored opportunities to collaborate with industry peers to assess relevant risks and drafted a steep terrain standard that can be used across the sector. <\/p>\n\n\n\n
During the year, final systems preparation was completed and two scenarios were completed in a proof of concept where a Material Unwanted Event from a Major Hazard was developed in a virtual reality space. This allows the user to experience a high-risk event, but within the protection of a virtual reality world, not exposed to any real danger. A stored energy related scenario was identified, and initial user feedback was very positive. A second scenario focusing on mobile equipment was also developed. It is envisaged that a multi-disciplinary stakeholder adoption plan will be designed and a pilot project will be rolled out in 2025. For health, we continue to focus on data and evidence-based monitoring, reporting, and evaluation of health data to track progress on health indicators and facilitate risk management.<\/p>\n\n\n\n
Simplified and clear working processes:<\/h3>\n\n\n\n
We learn from incidents to prevent repeats. The Chief Operating Officer (COO) High Potential Incident (HPI) Review Committee requested sites to present pre-selected HPIs showcasing the details of these incidents as well as lessons learned and mitigating actions implemented. This allows the sharing of the lessons learned with all sites, and also allows other sites and technical experts to add collective experience to further enhance the knowledge sharing of actions taken. Lessons learned are then documented in the form of a \u201cKey Lessons Learned\u201d document and distributed. Repeat HPIs are flagged and investigated to further understand the mechanisms of failure. An overarching fatigue management strategy was designed by a multidisciplinary steering committee to provide the basis for every site to identify sources of fatigue and establish controls around clear guidelines and Group expectations. The strategy is based on four key control areas, namely: \u2018prevention\u2019, \u2018screening\u2019, \u2018monitoring and assurance\u2019, and \u2018analysis, escalation and intervention\u2019. Implementation of the fatigue management strategy will occur in 2025. <\/p>\n\n\n\n
For health, we continued the review and implementation of Group standards and guidelines, as well as the development of compliance self-assessment and assurance tools. The Health, Hygiene, and Wellbeing Standard has been signed off by the CEO and is being executed to ensure compliance. Additionally, the Group Major Health Hazard Management Standard has been approved. This outlines systematic critical control requirements and integrates the identification of health hazards into routine CCV processes at operations. This standard focuses on workplace risks with potential for fatal and significantly life-altering outcomes in the immediate or future term.<\/p>\n\n\n\n
Stakeholder engagement and partnership<\/h3>\n\n\n\n
During 2024, the frequency of operational safety leadership meetings as well as the COO HPI review meetings were increased to further enhance shared facilitation between Group and operational safety teams. A multi-disciplinary approach is being applied to the implementation of critical controls for major health hazards and there is continuous collaboration with external stakeholders and partners in implementing community health programmes and for optimal medical emergency preparedness, and response capacity.<\/p>\n\n\n\n
Safety<\/strong><\/h1>\n\n\n\nPerformance in 2024<\/h2>\n\n\n\n
Tragically, Mr Obeid Katalihwa (47), a driver employed by a contractor at Geita Mine lost his life on 25 May following injuries sustained in a light vehicle rollover. Mr Katalihwa is survived by his wife and four children. An independent investigation has been conducted with recommendations for preventing a reoccurrence of a similar type of event in the Company. <\/p>\n\n\n\n
AngloGold Ashanti has recorded its lowest injury frequency rates to date. The share of contractors in the AngloGold Ashanti employee\/contractor split has increased from 52% AngloGold Ashanti and 48% contractors in 2020 to 37% AngloGold Ashanti and 63% contractors in 2024. We typically employ contractors to bring in specialist skills and capabilities. The contractors are experts in their field and are expected to deliver the work at a higher standard and with lower injury rates. Concerning AngloGold Ashanti employees, with the consistent delivery of our group safety strategy deliverables, including the Major Hazard Management revitalisation, the implementation of critical control verifications (CCVs), and improved learning from our High Potential Incidents (HPIs), incident and accident rates have been steadily improving across the business. Africa has seen a 73% improvement since 2020, LATAM 60%, and Australia 37%. Notably, the 2020 numbers included the South Africa region, which typically had higher injury frequency rates.<\/p>\n\n\n\n
Major hazards<\/h3>\n\n\n\n
Work progressed on our Major Hazard Management process, which is focused on saving lives by proactively managing risks. This involves identifying key risks, implementing adequate controls \u2014 including critical controls \u2014 and learning from incidents through our incident management process and HPI review process. <\/p>\n\n\n\n
The CCV process remains a vital tool for detecting critical control failures. CCV involves verifying whether our critical controls are in place, and forms part of our operational hazard and risk management process. It is key to preventing lowfrequency, high-consequence events. CCVs were launched in 2023 and while KPI metrics are being met, we believe there is room for improvement. <\/p>\n\n\n\n
A \u2018Coaching For Quality\u2019 process was launched in 2024, where a manager or leader observes a supervisor performing a CCV, and then uses the opportunity to coach the supervisor on areas to improve. This ensures line ownership of the CCV process itself as well as the quality control of the process. Work will continue into 2025 to progress this. <\/p>\n\n\n\n
During 2024, the Group achieved its CCV participation target. Our focus remains on finding, recording and fixing critical control deviations. Operational leaders must actively promote ineffective critical control reporting, as it is a crucial step in fully leveraging the CCV process to enhance safety and prevent future incidents. <\/p>\n\n\n\n
In partnership with the respective Group-level Major Hazard Technical Owners, Group Safety led an in-depth information session with site technical leads to further improve Systemic Verification (CCVs) checklists. The purpose of this process was to generate a holistic approach to critical control assurance by complementing the existing field-based CCVs with systemic-level CCVs. Systemic CCVs are planned to be implemented in 2025, once the Company has achieved full quality implementation of our field-based CCV programme.<\/p>\n\n\n\n
High Potential Incidents (HPIs)<\/h3>\n\n\n\n
The process of reporting and analysing HPIs seeks to heighten awareness, facilitate organisational learning, and design more robust controls at the site level. The focus remains on reducing repeat HPIs by generating high-quality investigation learnings, sharing these insights across sites and business units, and ensuring actions are tracked through to completion.The COO HPI review meeting, which has increased frequency to once every two months as opposed to quarterly, continues to add value by facilitating information sharing.<\/p>\n\n\n\n
Compliance<\/h3>\n\n\n\n
Sites continued to self-assess against ISO 45001 and the AngloGold Ashanti Group Safety Standard. All AngloGold Ashanti operations retained their ISO 45001: 2018 certification in 2024. Following the transition from the 20 Occupational Health and Safety standards to the suite of legal standards, a new safety framework was developed. The Systems and Practice Protocol (SPP) audit tool was revised with the elements of the new safety framework, maintaining the ISO 45001 internal audit questions.<\/p>\n\n\n\n
What we measure<\/h3>\n\n\n\n\n\n\n \n\nHA<\/span> | Total Recordable Injury Frequency Rate (per million hours worked)<\/h6>\n\n
<\/figure>\n\n\n\n<\/figure>\n<\/div>\n<\/div>\n<\/div>\n\n\n\nPrincipal risks<\/h4>\n\n\n\n\n- Loss of or threats to social licence to operate<\/li>\n\n\n\n
- Failure to meet our operational\/safety performance targets<\/li>\n\n\n\n
- Possible suspension and\/or shutdown of TSFs due to capacity constraints and\/or event<\/li>\n\n\n\n
- Inability to meet investor expectations or to mine responsibly (ESG performance)<\/li>\n<\/ul>\n\n\n\n<\/div>\n\n\n\n
Disclosure against standards<\/h4>\n\n\n\n\n- SASB EM-MM-320a:<\/strong> All-incidence rate, fatality rate, near miss frequency rate, average hours of health safety and emergency response training<\/li>\n\n\n\n
- GRI403-1:<\/strong> Occupational health and safety management system<\/li>\n\n\n\n
- GRI403-2:<\/strong> Hazard identification, risk health assessment and incident investigation<\/li>\n\n\n\n
- GRI 403-3: <\/strong>Occupational health services<\/li>\n\n\n\n
- GRI 403-4: <\/strong>Worker participation, consultation and communication on health and safety<\/li>\n\n\n\n
- GRI 403-5: <\/strong>Worker training on occupational health and safety<\/li>\n\n\n\n
- GRI 403-6:<\/strong> Promotion of worker health<\/li>\n\n\n\n
- GRI 403-7:<\/strong> Prevention and mitigation of occupational health and safety impacts directly linked by business relationships<\/li>\n\n\n\n
- GRI 403-8:<\/strong> Workers covered by an occupational health and safety management system<\/li>\n\n\n\n
- GRI 403-9: <\/strong>Work-related injuries<\/li>\n\n\n\n
- GRI 403-10:<\/strong> Work-related ill health<\/li>\n\n\n\n
- GRI 14.16:<\/strong> Occupational health and safety<\/li>\n<\/ul>\n<\/div>\n\n\n\n\n<\/span>\n
Our commitment<\/h4>\n\n\n\n
Our objective is to create workplaces that are free of injury and harm. We seek to ensure that activities are undertaken only when they can be executed safely, without compromising safety, health or wellbeing. <\/p>\n\n\n\n
We prioritise the safety, health and the wellbeing of our employees and contractors, as well as surrounding communities. We acknowledge that the overall wellbeing of our people, both internal and external, is central to our success and in maintaining our social licence to operate. <\/p>\n\n\n\n
We endeavour to comply with all applicable laws, regulations and the voluntary commitments we have adopted. Laws and regulations are often unique to specific countries, and we develop specific processes to meet requirements.<\/p>\n<\/div><\/div>\n<\/div>\n<\/div>\n\n\n\n
Approach<\/h2>\n\n\n\n\n\nOur operating standards are aligned with global best practice, and are designed to proactively identify and mitigate potential safety and health risks. Our health and safety risk management practices and critical control monitoring systems help to ensure that we quantify and manage impacts, and continuously adapt our safety and health strategies. <\/p>\n\n\n\n
Central to our focus is a culture rooted in individual and collective accountability, that involves instilling a sense of care and trust, while engaging in ongoing learning of current and future risks. Our safety culture is cascaded through the Company by appropriate messaging and leadership actions including Visible Felt Leadership (VFL). <\/p>\n\n\n\n
Our strong safety and health culture is driven through effective and accountable leadership, with the CEO and executive team guiding a culture that prioritises safety and health. <\/p>\n\n\n\n
Our Health, Safety and Security policy sets clear expectations for leadership and holds them to account using a number of metrics. We ensure that our objectives and targets are known to employees, contractors and other relevant stakeholders. <\/p>\n\n\n\n
Our operational risk management approach is based on the ISO 31000 model, comprising seven steps:<\/p>\n\n\n\n
\n- Identify hazards\/threats<\/li>\n\n\n\n
- Assess the risk<\/li>\n\n\n\n
- Determine controls\/critical controls<\/li>\n\n\n\n
- Implement controls<\/li>\n\n\n\n
- Inform and create awareness<\/li>\n\n\n\n
- Monitor compliance<\/li>\n\n\n\n
- Review integrity of the system<\/li>\n<\/ul>\n<\/div>\n\n\n\n\n
Our approach to health and safety encompasses<\/p>\n\n\n\n
\n- A drive to continually improve occupational safety and health performance and management systems<\/li>\n\n\n\n
- Ensuring that we have competent and capable people occupying health and safety roles, fit-for-purpose equipment, and appropriate systems and procedures<\/li>\n\n\n\n
- Proactively identifying, assessing and mitigating employee and contractor safety and health risks and opportunities<\/li>\n\n\n\n
- Mitigating community safety and health risks associated with our operations by ensuring that the health and safety of our surrounding communities and environments are not compromised<\/li>\n\n\n\n
- Adopting a stakeholder-inclusive philosophy by applying a consultative, participative and constructive approach<\/li>\n\n\n\n
- Using data, research and employee feedback to make informed, data-driven decisions, and continually improve performance<\/li>\n<\/ul>\n<\/div>\n<\/div>\n\n\n\n\n
To ensure that the focus and level of detail of the health and safety risk assessment is appropriate, AngloGold Ashanti has adopted a four-layered model<\/mark>, which is illustrated below.<\/strong><\/p>\n\n\n\n\n\n\nLevel 4:<\/mark> Baseline of full-site risk assessment (includes bowtie assessment)<\/h5>\n\n\n\n
\n\n\n\nThis level takes an all-encompassing view of the entire site. Key geographical areas are identified and main processes are mapped, forming the foundation for a hazard inventory. Potential hazards associated with each process are scrutinised and a risk value, combining likelihood and consequence, is assigned. Major hazards, categorised with consequences of major and extreme, are subject to bowtie assessments. The outcome is a comprehensive risk and critical control framework.<\/p>\n<\/div>\n\n\n\n
\nLevel 3:<\/mark> Project, change or issue-based risk assessment (can include bowtie assessment)<\/h5>\n\n\n\n
\n\n\n\nOperating similarly to Level 4 but on a smaller scale, this focuses on specific projects or significant changes within processes.<\/p>\n<\/div>\n\n\n\n
\nLevel 2:<\/mark> Routine and non-routine task planning assessments<\/h5>\n\n\n\n
\n\n\n\nLevel 2 concentrates on identifying and controlling hazards associated with routine and non-routine tasks. Unlike Level 4, which addresses major and extreme consequences, Level 2 handles the spectrum of unwanted events, from insignificant to high-risk scenarios.<\/p>\n<\/div>\n\n\n\n
\nLevel 1:<\/mark> Individual or continuous risk assessments<\/h5>\n\n\n\n
\n\n\n\nThis level helps to ensure day-to-day operations occur as safely as possible, with the ability to halt work if safety standards cannot be maintained. Operators use continuous risk assessment tools, such as pre-start inspections and stop cards, to verify the safety of ongoing work. Supervisors employ similar tools to ensure critical controls are in place and inspect work processes.<\/p>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
We conduct both external and internal audits to help ensure ISO45001 conformance and alignment with AngloGold Ashanti policies at each site.<\/strong><\/p>\n\n\n\n<\/div>\n<\/div>\n\n\n\nStrategic focus areas<\/h2>\n\n\n\n
Following the 2023 Group occupational health and safety strategy review, where operational safety leadership and Group safety merged, the validity and requirement of every health and safety strategic item was evaluated, and focus areas for the 2024 \u2013 2026 strategy cycle were defined. The updated strategy remains based on five strategic focus areas. <\/p>\n\n\n\n
During 2024 significant improvements were made on strategy topics, and where required, focus was adjusted to consider operational challenges as they arose. We continue to make progress on an integrated approach to safety and health, and are developing a Safety and Health Playbook, which will seek to define AngloGold Ashanti\u2019s approach to safety and health protocols and management.<\/p>\n\n\n\n
Risk and opportunity management:<\/h3>\n\n\n\n
Work continued on understanding hazards and risks in an effort to mitigate and where possible, eliminate exposure. Progress was made with regard to Critical Control Verification (CCV) coaching for quality by leadership, as well as ownership by line leadership, and the monitoring and tracking of participation to implement corrective actions. <\/p>\n\n\n\n
For health, we have placed a strong emphasis on enhancing both physical and psychological wellbeing. Progress is evident in silica dust control and reduction objectives. Our African, Australian and Brazilian operations have successfully concluded a comprehensive review of baseline occupational hygiene risk assessments. Furthermore, the implementation of mental wellbeing procedures is underway, including completion of various operation-based baseline mental wellbeing surveys and the development of awareness, education, and capacity building in psychological risk management. Critical control implementation for major health hazards is also underway, while the implementation of the mental wellbeing standard requirements is in progress.<\/p>\n\n\n\n
Leadership and people management:<\/h3>\n\n\n\n
AngloGold Ashanti believes that while leaders drive our strategy, it is the commitment and execution by actively engaged employees that will ensure workplaces are free of injury or harm. A standardised Safety Systems Induction Process was further developed and implemented that will allow new safety candidates to review and understand our safety protocols and systems, with useful references to key safety processes and routines. Health and safety metrics have been incorporated into both operational and leadership performance targets.<\/p>\n\n\n\n
Information technology and innovation:<\/h3>\n\n\n\n
This focus area involves the integration of technology and innovation into work practices to improve employee safety and eliminate injuries through engineering solutions and higher order controls. An opportunity was identified relating to a Company standard relating to driving on a steep terrain. Since industry standards on this topic are limited, AngloGold Ashanti has explored opportunities to collaborate with industry peers to assess relevant risks and drafted a steep terrain standard that can be used across the sector. <\/p>\n\n\n\n
During the year, final systems preparation was completed and two scenarios were completed in a proof of concept where a Material Unwanted Event from a Major Hazard was developed in a virtual reality space. This allows the user to experience a high-risk event, but within the protection of a virtual reality world, not exposed to any real danger. A stored energy related scenario was identified, and initial user feedback was very positive. A second scenario focusing on mobile equipment was also developed. It is envisaged that a multi-disciplinary stakeholder adoption plan will be designed and a pilot project will be rolled out in 2025. For health, we continue to focus on data and evidence-based monitoring, reporting, and evaluation of health data to track progress on health indicators and facilitate risk management.<\/p>\n\n\n\n
Simplified and clear working processes:<\/h3>\n\n\n\n
We learn from incidents to prevent repeats. The Chief Operating Officer (COO) High Potential Incident (HPI) Review Committee requested sites to present pre-selected HPIs showcasing the details of these incidents as well as lessons learned and mitigating actions implemented. This allows the sharing of the lessons learned with all sites, and also allows other sites and technical experts to add collective experience to further enhance the knowledge sharing of actions taken. Lessons learned are then documented in the form of a \u201cKey Lessons Learned\u201d document and distributed. Repeat HPIs are flagged and investigated to further understand the mechanisms of failure. An overarching fatigue management strategy was designed by a multidisciplinary steering committee to provide the basis for every site to identify sources of fatigue and establish controls around clear guidelines and Group expectations. The strategy is based on four key control areas, namely: \u2018prevention\u2019, \u2018screening\u2019, \u2018monitoring and assurance\u2019, and \u2018analysis, escalation and intervention\u2019. Implementation of the fatigue management strategy will occur in 2025. <\/p>\n\n\n\n
For health, we continued the review and implementation of Group standards and guidelines, as well as the development of compliance self-assessment and assurance tools. The Health, Hygiene, and Wellbeing Standard has been signed off by the CEO and is being executed to ensure compliance. Additionally, the Group Major Health Hazard Management Standard has been approved. This outlines systematic critical control requirements and integrates the identification of health hazards into routine CCV processes at operations. This standard focuses on workplace risks with potential for fatal and significantly life-altering outcomes in the immediate or future term.<\/p>\n\n\n\n
Stakeholder engagement and partnership<\/h3>\n\n\n\n
During 2024, the frequency of operational safety leadership meetings as well as the COO HPI review meetings were increased to further enhance shared facilitation between Group and operational safety teams. A multi-disciplinary approach is being applied to the implementation of critical controls for major health hazards and there is continuous collaboration with external stakeholders and partners in implementing community health programmes and for optimal medical emergency preparedness, and response capacity.<\/p>\n\n\n\n
Safety<\/strong><\/h1>\n\n\n\nPerformance in 2024<\/h2>\n\n\n\n
Tragically, Mr Obeid Katalihwa (47), a driver employed by a contractor at Geita Mine lost his life on 25 May following injuries sustained in a light vehicle rollover. Mr Katalihwa is survived by his wife and four children. An independent investigation has been conducted with recommendations for preventing a reoccurrence of a similar type of event in the Company. <\/p>\n\n\n\n
AngloGold Ashanti has recorded its lowest injury frequency rates to date. The share of contractors in the AngloGold Ashanti employee\/contractor split has increased from 52% AngloGold Ashanti and 48% contractors in 2020 to 37% AngloGold Ashanti and 63% contractors in 2024. We typically employ contractors to bring in specialist skills and capabilities. The contractors are experts in their field and are expected to deliver the work at a higher standard and with lower injury rates. Concerning AngloGold Ashanti employees, with the consistent delivery of our group safety strategy deliverables, including the Major Hazard Management revitalisation, the implementation of critical control verifications (CCVs), and improved learning from our High Potential Incidents (HPIs), incident and accident rates have been steadily improving across the business. Africa has seen a 73% improvement since 2020, LATAM 60%, and Australia 37%. Notably, the 2020 numbers included the South Africa region, which typically had higher injury frequency rates.<\/p>\n\n\n\n
Major hazards<\/h3>\n\n\n\n
Work progressed on our Major Hazard Management process, which is focused on saving lives by proactively managing risks. This involves identifying key risks, implementing adequate controls \u2014 including critical controls \u2014 and learning from incidents through our incident management process and HPI review process. <\/p>\n\n\n\n
The CCV process remains a vital tool for detecting critical control failures. CCV involves verifying whether our critical controls are in place, and forms part of our operational hazard and risk management process. It is key to preventing lowfrequency, high-consequence events. CCVs were launched in 2023 and while KPI metrics are being met, we believe there is room for improvement. <\/p>\n\n\n\n
A \u2018Coaching For Quality\u2019 process was launched in 2024, where a manager or leader observes a supervisor performing a CCV, and then uses the opportunity to coach the supervisor on areas to improve. This ensures line ownership of the CCV process itself as well as the quality control of the process. Work will continue into 2025 to progress this. <\/p>\n\n\n\n
During 2024, the Group achieved its CCV participation target. Our focus remains on finding, recording and fixing critical control deviations. Operational leaders must actively promote ineffective critical control reporting, as it is a crucial step in fully leveraging the CCV process to enhance safety and prevent future incidents. <\/p>\n\n\n\n
In partnership with the respective Group-level Major Hazard Technical Owners, Group Safety led an in-depth information session with site technical leads to further improve Systemic Verification (CCVs) checklists. The purpose of this process was to generate a holistic approach to critical control assurance by complementing the existing field-based CCVs with systemic-level CCVs. Systemic CCVs are planned to be implemented in 2025, once the Company has achieved full quality implementation of our field-based CCV programme.<\/p>\n\n\n\n
High Potential Incidents (HPIs)<\/h3>\n\n\n\n
The process of reporting and analysing HPIs seeks to heighten awareness, facilitate organisational learning, and design more robust controls at the site level. The focus remains on reducing repeat HPIs by generating high-quality investigation learnings, sharing these insights across sites and business units, and ensuring actions are tracked through to completion.The COO HPI review meeting, which has increased frequency to once every two months as opposed to quarterly, continues to add value by facilitating information sharing.<\/p>\n\n\n\n
Compliance<\/h3>\n\n\n\n
Sites continued to self-assess against ISO 45001 and the AngloGold Ashanti Group Safety Standard. All AngloGold Ashanti operations retained their ISO 45001: 2018 certification in 2024. Following the transition from the 20 Occupational Health and Safety standards to the suite of legal standards, a new safety framework was developed. The Systems and Practice Protocol (SPP) audit tool was revised with the elements of the new safety framework, maintaining the ISO 45001 internal audit questions.<\/p>\n\n\n\n
What we measure<\/h3>\n\n\n\n\n\n\n \n\nHA<\/span> | Total Recordable Injury Frequency Rate (per million hours worked)<\/h6>\n\n
Disclosure against standards<\/h4>\n\n\n\n\n- SASB EM-MM-320a:<\/strong> All-incidence rate, fatality rate, near miss frequency rate, average hours of health safety and emergency response training<\/li>\n\n\n\n
- GRI403-1:<\/strong> Occupational health and safety management system<\/li>\n\n\n\n
- GRI403-2:<\/strong> Hazard identification, risk health assessment and incident investigation<\/li>\n\n\n\n
- GRI 403-3: <\/strong>Occupational health services<\/li>\n\n\n\n
- GRI 403-4: <\/strong>Worker participation, consultation and communication on health and safety<\/li>\n\n\n\n
- GRI 403-5: <\/strong>Worker training on occupational health and safety<\/li>\n\n\n\n
- GRI 403-6:<\/strong> Promotion of worker health<\/li>\n\n\n\n
- GRI 403-7:<\/strong> Prevention and mitigation of occupational health and safety impacts directly linked by business relationships<\/li>\n\n\n\n
- GRI 403-8:<\/strong> Workers covered by an occupational health and safety management system<\/li>\n\n\n\n
- GRI 403-9: <\/strong>Work-related injuries<\/li>\n\n\n\n
- GRI 403-10:<\/strong> Work-related ill health<\/li>\n\n\n\n
- GRI 14.16:<\/strong> Occupational health and safety<\/li>\n<\/ul>\n<\/div>\n\n\n\n\n<\/span>\n
Our commitment<\/h4>\n\n\n\n
Our objective is to create workplaces that are free of injury and harm. We seek to ensure that activities are undertaken only when they can be executed safely, without compromising safety, health or wellbeing. <\/p>\n\n\n\n
We prioritise the safety, health and the wellbeing of our employees and contractors, as well as surrounding communities. We acknowledge that the overall wellbeing of our people, both internal and external, is central to our success and in maintaining our social licence to operate. <\/p>\n\n\n\n
We endeavour to comply with all applicable laws, regulations and the voluntary commitments we have adopted. Laws and regulations are often unique to specific countries, and we develop specific processes to meet requirements.<\/p>\n<\/div><\/div>\n<\/div>\n<\/div>\n\n\n\n
Approach<\/h2>\n\n\n\n\n\nOur operating standards are aligned with global best practice, and are designed to proactively identify and mitigate potential safety and health risks. Our health and safety risk management practices and critical control monitoring systems help to ensure that we quantify and manage impacts, and continuously adapt our safety and health strategies. <\/p>\n\n\n\n
Central to our focus is a culture rooted in individual and collective accountability, that involves instilling a sense of care and trust, while engaging in ongoing learning of current and future risks. Our safety culture is cascaded through the Company by appropriate messaging and leadership actions including Visible Felt Leadership (VFL). <\/p>\n\n\n\n
Our strong safety and health culture is driven through effective and accountable leadership, with the CEO and executive team guiding a culture that prioritises safety and health. <\/p>\n\n\n\n
Our Health, Safety and Security policy sets clear expectations for leadership and holds them to account using a number of metrics. We ensure that our objectives and targets are known to employees, contractors and other relevant stakeholders. <\/p>\n\n\n\n
Our operational risk management approach is based on the ISO 31000 model, comprising seven steps:<\/p>\n\n\n\n
\n- Identify hazards\/threats<\/li>\n\n\n\n
- Assess the risk<\/li>\n\n\n\n
- Determine controls\/critical controls<\/li>\n\n\n\n
- Implement controls<\/li>\n\n\n\n
- Inform and create awareness<\/li>\n\n\n\n
- Monitor compliance<\/li>\n\n\n\n
- Review integrity of the system<\/li>\n<\/ul>\n<\/div>\n\n\n\n\n
Our approach to health and safety encompasses<\/p>\n\n\n\n
\n- A drive to continually improve occupational safety and health performance and management systems<\/li>\n\n\n\n
- Ensuring that we have competent and capable people occupying health and safety roles, fit-for-purpose equipment, and appropriate systems and procedures<\/li>\n\n\n\n
- Proactively identifying, assessing and mitigating employee and contractor safety and health risks and opportunities<\/li>\n\n\n\n
- Mitigating community safety and health risks associated with our operations by ensuring that the health and safety of our surrounding communities and environments are not compromised<\/li>\n\n\n\n
- Adopting a stakeholder-inclusive philosophy by applying a consultative, participative and constructive approach<\/li>\n\n\n\n
- Using data, research and employee feedback to make informed, data-driven decisions, and continually improve performance<\/li>\n<\/ul>\n<\/div>\n<\/div>\n\n\n\n\n
To ensure that the focus and level of detail of the health and safety risk assessment is appropriate, AngloGold Ashanti has adopted a four-layered model<\/mark>, which is illustrated below.<\/strong><\/p>\n\n\n\n\n\n\nLevel 4:<\/mark> Baseline of full-site risk assessment (includes bowtie assessment)<\/h5>\n\n\n\n
\n\n\n\nThis level takes an all-encompassing view of the entire site. Key geographical areas are identified and main processes are mapped, forming the foundation for a hazard inventory. Potential hazards associated with each process are scrutinised and a risk value, combining likelihood and consequence, is assigned. Major hazards, categorised with consequences of major and extreme, are subject to bowtie assessments. The outcome is a comprehensive risk and critical control framework.<\/p>\n<\/div>\n\n\n\n
\nLevel 3:<\/mark> Project, change or issue-based risk assessment (can include bowtie assessment)<\/h5>\n\n\n\n
\n\n\n\nOperating similarly to Level 4 but on a smaller scale, this focuses on specific projects or significant changes within processes.<\/p>\n<\/div>\n\n\n\n
\nLevel 2:<\/mark> Routine and non-routine task planning assessments<\/h5>\n\n\n\n
\n\n\n\nLevel 2 concentrates on identifying and controlling hazards associated with routine and non-routine tasks. Unlike Level 4, which addresses major and extreme consequences, Level 2 handles the spectrum of unwanted events, from insignificant to high-risk scenarios.<\/p>\n<\/div>\n\n\n\n
\nLevel 1:<\/mark> Individual or continuous risk assessments<\/h5>\n\n\n\n
\n\n\n\nThis level helps to ensure day-to-day operations occur as safely as possible, with the ability to halt work if safety standards cannot be maintained. Operators use continuous risk assessment tools, such as pre-start inspections and stop cards, to verify the safety of ongoing work. Supervisors employ similar tools to ensure critical controls are in place and inspect work processes.<\/p>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
We conduct both external and internal audits to help ensure ISO45001 conformance and alignment with AngloGold Ashanti policies at each site.<\/strong><\/p>\n\n\n\n<\/div>\n<\/div>\n\n\n\nStrategic focus areas<\/h2>\n\n\n\n
Following the 2023 Group occupational health and safety strategy review, where operational safety leadership and Group safety merged, the validity and requirement of every health and safety strategic item was evaluated, and focus areas for the 2024 \u2013 2026 strategy cycle were defined. The updated strategy remains based on five strategic focus areas. <\/p>\n\n\n\n
During 2024 significant improvements were made on strategy topics, and where required, focus was adjusted to consider operational challenges as they arose. We continue to make progress on an integrated approach to safety and health, and are developing a Safety and Health Playbook, which will seek to define AngloGold Ashanti\u2019s approach to safety and health protocols and management.<\/p>\n\n\n\n
Risk and opportunity management:<\/h3>\n\n\n\n
Work continued on understanding hazards and risks in an effort to mitigate and where possible, eliminate exposure. Progress was made with regard to Critical Control Verification (CCV) coaching for quality by leadership, as well as ownership by line leadership, and the monitoring and tracking of participation to implement corrective actions. <\/p>\n\n\n\n
For health, we have placed a strong emphasis on enhancing both physical and psychological wellbeing. Progress is evident in silica dust control and reduction objectives. Our African, Australian and Brazilian operations have successfully concluded a comprehensive review of baseline occupational hygiene risk assessments. Furthermore, the implementation of mental wellbeing procedures is underway, including completion of various operation-based baseline mental wellbeing surveys and the development of awareness, education, and capacity building in psychological risk management. Critical control implementation for major health hazards is also underway, while the implementation of the mental wellbeing standard requirements is in progress.<\/p>\n\n\n\n
Leadership and people management:<\/h3>\n\n\n\n
AngloGold Ashanti believes that while leaders drive our strategy, it is the commitment and execution by actively engaged employees that will ensure workplaces are free of injury or harm. A standardised Safety Systems Induction Process was further developed and implemented that will allow new safety candidates to review and understand our safety protocols and systems, with useful references to key safety processes and routines. Health and safety metrics have been incorporated into both operational and leadership performance targets.<\/p>\n\n\n\n
Information technology and innovation:<\/h3>\n\n\n\n
This focus area involves the integration of technology and innovation into work practices to improve employee safety and eliminate injuries through engineering solutions and higher order controls. An opportunity was identified relating to a Company standard relating to driving on a steep terrain. Since industry standards on this topic are limited, AngloGold Ashanti has explored opportunities to collaborate with industry peers to assess relevant risks and drafted a steep terrain standard that can be used across the sector. <\/p>\n\n\n\n
During the year, final systems preparation was completed and two scenarios were completed in a proof of concept where a Material Unwanted Event from a Major Hazard was developed in a virtual reality space. This allows the user to experience a high-risk event, but within the protection of a virtual reality world, not exposed to any real danger. A stored energy related scenario was identified, and initial user feedback was very positive. A second scenario focusing on mobile equipment was also developed. It is envisaged that a multi-disciplinary stakeholder adoption plan will be designed and a pilot project will be rolled out in 2025. For health, we continue to focus on data and evidence-based monitoring, reporting, and evaluation of health data to track progress on health indicators and facilitate risk management.<\/p>\n\n\n\n
Simplified and clear working processes:<\/h3>\n\n\n\n
We learn from incidents to prevent repeats. The Chief Operating Officer (COO) High Potential Incident (HPI) Review Committee requested sites to present pre-selected HPIs showcasing the details of these incidents as well as lessons learned and mitigating actions implemented. This allows the sharing of the lessons learned with all sites, and also allows other sites and technical experts to add collective experience to further enhance the knowledge sharing of actions taken. Lessons learned are then documented in the form of a \u201cKey Lessons Learned\u201d document and distributed. Repeat HPIs are flagged and investigated to further understand the mechanisms of failure. An overarching fatigue management strategy was designed by a multidisciplinary steering committee to provide the basis for every site to identify sources of fatigue and establish controls around clear guidelines and Group expectations. The strategy is based on four key control areas, namely: \u2018prevention\u2019, \u2018screening\u2019, \u2018monitoring and assurance\u2019, and \u2018analysis, escalation and intervention\u2019. Implementation of the fatigue management strategy will occur in 2025. <\/p>\n\n\n\n
For health, we continued the review and implementation of Group standards and guidelines, as well as the development of compliance self-assessment and assurance tools. The Health, Hygiene, and Wellbeing Standard has been signed off by the CEO and is being executed to ensure compliance. Additionally, the Group Major Health Hazard Management Standard has been approved. This outlines systematic critical control requirements and integrates the identification of health hazards into routine CCV processes at operations. This standard focuses on workplace risks with potential for fatal and significantly life-altering outcomes in the immediate or future term.<\/p>\n\n\n\n
Stakeholder engagement and partnership<\/h3>\n\n\n\n
During 2024, the frequency of operational safety leadership meetings as well as the COO HPI review meetings were increased to further enhance shared facilitation between Group and operational safety teams. A multi-disciplinary approach is being applied to the implementation of critical controls for major health hazards and there is continuous collaboration with external stakeholders and partners in implementing community health programmes and for optimal medical emergency preparedness, and response capacity.<\/p>\n\n\n\n
Safety<\/strong><\/h1>\n\n\n\nPerformance in 2024<\/h2>\n\n\n\n
Tragically, Mr Obeid Katalihwa (47), a driver employed by a contractor at Geita Mine lost his life on 25 May following injuries sustained in a light vehicle rollover. Mr Katalihwa is survived by his wife and four children. An independent investigation has been conducted with recommendations for preventing a reoccurrence of a similar type of event in the Company. <\/p>\n\n\n\n
AngloGold Ashanti has recorded its lowest injury frequency rates to date. The share of contractors in the AngloGold Ashanti employee\/contractor split has increased from 52% AngloGold Ashanti and 48% contractors in 2020 to 37% AngloGold Ashanti and 63% contractors in 2024. We typically employ contractors to bring in specialist skills and capabilities. The contractors are experts in their field and are expected to deliver the work at a higher standard and with lower injury rates. Concerning AngloGold Ashanti employees, with the consistent delivery of our group safety strategy deliverables, including the Major Hazard Management revitalisation, the implementation of critical control verifications (CCVs), and improved learning from our High Potential Incidents (HPIs), incident and accident rates have been steadily improving across the business. Africa has seen a 73% improvement since 2020, LATAM 60%, and Australia 37%. Notably, the 2020 numbers included the South Africa region, which typically had higher injury frequency rates.<\/p>\n\n\n\n
Major hazards<\/h3>\n\n\n\n
Work progressed on our Major Hazard Management process, which is focused on saving lives by proactively managing risks. This involves identifying key risks, implementing adequate controls \u2014 including critical controls \u2014 and learning from incidents through our incident management process and HPI review process. <\/p>\n\n\n\n
The CCV process remains a vital tool for detecting critical control failures. CCV involves verifying whether our critical controls are in place, and forms part of our operational hazard and risk management process. It is key to preventing lowfrequency, high-consequence events. CCVs were launched in 2023 and while KPI metrics are being met, we believe there is room for improvement. <\/p>\n\n\n\n
A \u2018Coaching For Quality\u2019 process was launched in 2024, where a manager or leader observes a supervisor performing a CCV, and then uses the opportunity to coach the supervisor on areas to improve. This ensures line ownership of the CCV process itself as well as the quality control of the process. Work will continue into 2025 to progress this. <\/p>\n\n\n\n
During 2024, the Group achieved its CCV participation target. Our focus remains on finding, recording and fixing critical control deviations. Operational leaders must actively promote ineffective critical control reporting, as it is a crucial step in fully leveraging the CCV process to enhance safety and prevent future incidents. <\/p>\n\n\n\n
In partnership with the respective Group-level Major Hazard Technical Owners, Group Safety led an in-depth information session with site technical leads to further improve Systemic Verification (CCVs) checklists. The purpose of this process was to generate a holistic approach to critical control assurance by complementing the existing field-based CCVs with systemic-level CCVs. Systemic CCVs are planned to be implemented in 2025, once the Company has achieved full quality implementation of our field-based CCV programme.<\/p>\n\n\n\n
High Potential Incidents (HPIs)<\/h3>\n\n\n\n
The process of reporting and analysing HPIs seeks to heighten awareness, facilitate organisational learning, and design more robust controls at the site level. The focus remains on reducing repeat HPIs by generating high-quality investigation learnings, sharing these insights across sites and business units, and ensuring actions are tracked through to completion.The COO HPI review meeting, which has increased frequency to once every two months as opposed to quarterly, continues to add value by facilitating information sharing.<\/p>\n\n\n\n
Compliance<\/h3>\n\n\n\n
Sites continued to self-assess against ISO 45001 and the AngloGold Ashanti Group Safety Standard. All AngloGold Ashanti operations retained their ISO 45001: 2018 certification in 2024. Following the transition from the 20 Occupational Health and Safety standards to the suite of legal standards, a new safety framework was developed. The Systems and Practice Protocol (SPP) audit tool was revised with the elements of the new safety framework, maintaining the ISO 45001 internal audit questions.<\/p>\n\n\n\n
What we measure<\/h3>\n\n\n\n\n\n\n \n\nHA<\/span> | Total Recordable Injury Frequency Rate (per million hours worked)<\/h6>\n\n
Our commitment<\/h4>\n\n\n\n
Our objective is to create workplaces that are free of injury and harm. We seek to ensure that activities are undertaken only when they can be executed safely, without compromising safety, health or wellbeing. <\/p>\n\n\n\n
We prioritise the safety, health and the wellbeing of our employees and contractors, as well as surrounding communities. We acknowledge that the overall wellbeing of our people, both internal and external, is central to our success and in maintaining our social licence to operate. <\/p>\n\n\n\n
We endeavour to comply with all applicable laws, regulations and the voluntary commitments we have adopted. Laws and regulations are often unique to specific countries, and we develop specific processes to meet requirements.<\/p>\n<\/div><\/div>\n<\/div>\n<\/div>\n\n\n\n
Approach<\/h2>\n\n\n\n\n\nOur operating standards are aligned with global best practice, and are designed to proactively identify and mitigate potential safety and health risks. Our health and safety risk management practices and critical control monitoring systems help to ensure that we quantify and manage impacts, and continuously adapt our safety and health strategies. <\/p>\n\n\n\n
Central to our focus is a culture rooted in individual and collective accountability, that involves instilling a sense of care and trust, while engaging in ongoing learning of current and future risks. Our safety culture is cascaded through the Company by appropriate messaging and leadership actions including Visible Felt Leadership (VFL). <\/p>\n\n\n\n
Our strong safety and health culture is driven through effective and accountable leadership, with the CEO and executive team guiding a culture that prioritises safety and health. <\/p>\n\n\n\n
Our Health, Safety and Security policy sets clear expectations for leadership and holds them to account using a number of metrics. We ensure that our objectives and targets are known to employees, contractors and other relevant stakeholders. <\/p>\n\n\n\n
Our operational risk management approach is based on the ISO 31000 model, comprising seven steps:<\/p>\n\n\n\n
\n- Identify hazards\/threats<\/li>\n\n\n\n
- Assess the risk<\/li>\n\n\n\n
- Determine controls\/critical controls<\/li>\n\n\n\n
- Implement controls<\/li>\n\n\n\n
- Inform and create awareness<\/li>\n\n\n\n
- Monitor compliance<\/li>\n\n\n\n
- Review integrity of the system<\/li>\n<\/ul>\n<\/div>\n\n\n\n\n
Our approach to health and safety encompasses<\/p>\n\n\n\n
\n- A drive to continually improve occupational safety and health performance and management systems<\/li>\n\n\n\n
- Ensuring that we have competent and capable people occupying health and safety roles, fit-for-purpose equipment, and appropriate systems and procedures<\/li>\n\n\n\n
- Proactively identifying, assessing and mitigating employee and contractor safety and health risks and opportunities<\/li>\n\n\n\n
- Mitigating community safety and health risks associated with our operations by ensuring that the health and safety of our surrounding communities and environments are not compromised<\/li>\n\n\n\n
- Adopting a stakeholder-inclusive philosophy by applying a consultative, participative and constructive approach<\/li>\n\n\n\n
- Using data, research and employee feedback to make informed, data-driven decisions, and continually improve performance<\/li>\n<\/ul>\n<\/div>\n<\/div>\n\n\n\n\n
To ensure that the focus and level of detail of the health and safety risk assessment is appropriate, AngloGold Ashanti has adopted a four-layered model<\/mark>, which is illustrated below.<\/strong><\/p>\n\n\n\n\n\n\nLevel 4:<\/mark> Baseline of full-site risk assessment (includes bowtie assessment)<\/h5>\n\n\n\n
\n\n\n\nThis level takes an all-encompassing view of the entire site. Key geographical areas are identified and main processes are mapped, forming the foundation for a hazard inventory. Potential hazards associated with each process are scrutinised and a risk value, combining likelihood and consequence, is assigned. Major hazards, categorised with consequences of major and extreme, are subject to bowtie assessments. The outcome is a comprehensive risk and critical control framework.<\/p>\n<\/div>\n\n\n\n
\nLevel 3:<\/mark> Project, change or issue-based risk assessment (can include bowtie assessment)<\/h5>\n\n\n\n
\n\n\n\nOperating similarly to Level 4 but on a smaller scale, this focuses on specific projects or significant changes within processes.<\/p>\n<\/div>\n\n\n\n
\nLevel 2:<\/mark> Routine and non-routine task planning assessments<\/h5>\n\n\n\n
\n\n\n\nLevel 2 concentrates on identifying and controlling hazards associated with routine and non-routine tasks. Unlike Level 4, which addresses major and extreme consequences, Level 2 handles the spectrum of unwanted events, from insignificant to high-risk scenarios.<\/p>\n<\/div>\n\n\n\n
\nLevel 1:<\/mark> Individual or continuous risk assessments<\/h5>\n\n\n\n
\n\n\n\nThis level helps to ensure day-to-day operations occur as safely as possible, with the ability to halt work if safety standards cannot be maintained. Operators use continuous risk assessment tools, such as pre-start inspections and stop cards, to verify the safety of ongoing work. Supervisors employ similar tools to ensure critical controls are in place and inspect work processes.<\/p>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
We conduct both external and internal audits to help ensure ISO45001 conformance and alignment with AngloGold Ashanti policies at each site.<\/strong><\/p>\n\n\n\n<\/div>\n<\/div>\n\n\n\nStrategic focus areas<\/h2>\n\n\n\n
Following the 2023 Group occupational health and safety strategy review, where operational safety leadership and Group safety merged, the validity and requirement of every health and safety strategic item was evaluated, and focus areas for the 2024 \u2013 2026 strategy cycle were defined. The updated strategy remains based on five strategic focus areas. <\/p>\n\n\n\n
During 2024 significant improvements were made on strategy topics, and where required, focus was adjusted to consider operational challenges as they arose. We continue to make progress on an integrated approach to safety and health, and are developing a Safety and Health Playbook, which will seek to define AngloGold Ashanti\u2019s approach to safety and health protocols and management.<\/p>\n\n\n\n
Risk and opportunity management:<\/h3>\n\n\n\n
Work continued on understanding hazards and risks in an effort to mitigate and where possible, eliminate exposure. Progress was made with regard to Critical Control Verification (CCV) coaching for quality by leadership, as well as ownership by line leadership, and the monitoring and tracking of participation to implement corrective actions. <\/p>\n\n\n\n
For health, we have placed a strong emphasis on enhancing both physical and psychological wellbeing. Progress is evident in silica dust control and reduction objectives. Our African, Australian and Brazilian operations have successfully concluded a comprehensive review of baseline occupational hygiene risk assessments. Furthermore, the implementation of mental wellbeing procedures is underway, including completion of various operation-based baseline mental wellbeing surveys and the development of awareness, education, and capacity building in psychological risk management. Critical control implementation for major health hazards is also underway, while the implementation of the mental wellbeing standard requirements is in progress.<\/p>\n\n\n\n
Leadership and people management:<\/h3>\n\n\n\n
AngloGold Ashanti believes that while leaders drive our strategy, it is the commitment and execution by actively engaged employees that will ensure workplaces are free of injury or harm. A standardised Safety Systems Induction Process was further developed and implemented that will allow new safety candidates to review and understand our safety protocols and systems, with useful references to key safety processes and routines. Health and safety metrics have been incorporated into both operational and leadership performance targets.<\/p>\n\n\n\n
Information technology and innovation:<\/h3>\n\n\n\n
This focus area involves the integration of technology and innovation into work practices to improve employee safety and eliminate injuries through engineering solutions and higher order controls. An opportunity was identified relating to a Company standard relating to driving on a steep terrain. Since industry standards on this topic are limited, AngloGold Ashanti has explored opportunities to collaborate with industry peers to assess relevant risks and drafted a steep terrain standard that can be used across the sector. <\/p>\n\n\n\n
During the year, final systems preparation was completed and two scenarios were completed in a proof of concept where a Material Unwanted Event from a Major Hazard was developed in a virtual reality space. This allows the user to experience a high-risk event, but within the protection of a virtual reality world, not exposed to any real danger. A stored energy related scenario was identified, and initial user feedback was very positive. A second scenario focusing on mobile equipment was also developed. It is envisaged that a multi-disciplinary stakeholder adoption plan will be designed and a pilot project will be rolled out in 2025. For health, we continue to focus on data and evidence-based monitoring, reporting, and evaluation of health data to track progress on health indicators and facilitate risk management.<\/p>\n\n\n\n
Simplified and clear working processes:<\/h3>\n\n\n\n
We learn from incidents to prevent repeats. The Chief Operating Officer (COO) High Potential Incident (HPI) Review Committee requested sites to present pre-selected HPIs showcasing the details of these incidents as well as lessons learned and mitigating actions implemented. This allows the sharing of the lessons learned with all sites, and also allows other sites and technical experts to add collective experience to further enhance the knowledge sharing of actions taken. Lessons learned are then documented in the form of a \u201cKey Lessons Learned\u201d document and distributed. Repeat HPIs are flagged and investigated to further understand the mechanisms of failure. An overarching fatigue management strategy was designed by a multidisciplinary steering committee to provide the basis for every site to identify sources of fatigue and establish controls around clear guidelines and Group expectations. The strategy is based on four key control areas, namely: \u2018prevention\u2019, \u2018screening\u2019, \u2018monitoring and assurance\u2019, and \u2018analysis, escalation and intervention\u2019. Implementation of the fatigue management strategy will occur in 2025. <\/p>\n\n\n\n
For health, we continued the review and implementation of Group standards and guidelines, as well as the development of compliance self-assessment and assurance tools. The Health, Hygiene, and Wellbeing Standard has been signed off by the CEO and is being executed to ensure compliance. Additionally, the Group Major Health Hazard Management Standard has been approved. This outlines systematic critical control requirements and integrates the identification of health hazards into routine CCV processes at operations. This standard focuses on workplace risks with potential for fatal and significantly life-altering outcomes in the immediate or future term.<\/p>\n\n\n\n
Stakeholder engagement and partnership<\/h3>\n\n\n\n
During 2024, the frequency of operational safety leadership meetings as well as the COO HPI review meetings were increased to further enhance shared facilitation between Group and operational safety teams. A multi-disciplinary approach is being applied to the implementation of critical controls for major health hazards and there is continuous collaboration with external stakeholders and partners in implementing community health programmes and for optimal medical emergency preparedness, and response capacity.<\/p>\n\n\n\n
Safety<\/strong><\/h1>\n\n\n\nPerformance in 2024<\/h2>\n\n\n\n
Tragically, Mr Obeid Katalihwa (47), a driver employed by a contractor at Geita Mine lost his life on 25 May following injuries sustained in a light vehicle rollover. Mr Katalihwa is survived by his wife and four children. An independent investigation has been conducted with recommendations for preventing a reoccurrence of a similar type of event in the Company. <\/p>\n\n\n\n
AngloGold Ashanti has recorded its lowest injury frequency rates to date. The share of contractors in the AngloGold Ashanti employee\/contractor split has increased from 52% AngloGold Ashanti and 48% contractors in 2020 to 37% AngloGold Ashanti and 63% contractors in 2024. We typically employ contractors to bring in specialist skills and capabilities. The contractors are experts in their field and are expected to deliver the work at a higher standard and with lower injury rates. Concerning AngloGold Ashanti employees, with the consistent delivery of our group safety strategy deliverables, including the Major Hazard Management revitalisation, the implementation of critical control verifications (CCVs), and improved learning from our High Potential Incidents (HPIs), incident and accident rates have been steadily improving across the business. Africa has seen a 73% improvement since 2020, LATAM 60%, and Australia 37%. Notably, the 2020 numbers included the South Africa region, which typically had higher injury frequency rates.<\/p>\n\n\n\n
Major hazards<\/h3>\n\n\n\n
Work progressed on our Major Hazard Management process, which is focused on saving lives by proactively managing risks. This involves identifying key risks, implementing adequate controls \u2014 including critical controls \u2014 and learning from incidents through our incident management process and HPI review process. <\/p>\n\n\n\n
The CCV process remains a vital tool for detecting critical control failures. CCV involves verifying whether our critical controls are in place, and forms part of our operational hazard and risk management process. It is key to preventing lowfrequency, high-consequence events. CCVs were launched in 2023 and while KPI metrics are being met, we believe there is room for improvement. <\/p>\n\n\n\n
A \u2018Coaching For Quality\u2019 process was launched in 2024, where a manager or leader observes a supervisor performing a CCV, and then uses the opportunity to coach the supervisor on areas to improve. This ensures line ownership of the CCV process itself as well as the quality control of the process. Work will continue into 2025 to progress this. <\/p>\n\n\n\n
During 2024, the Group achieved its CCV participation target. Our focus remains on finding, recording and fixing critical control deviations. Operational leaders must actively promote ineffective critical control reporting, as it is a crucial step in fully leveraging the CCV process to enhance safety and prevent future incidents. <\/p>\n\n\n\n
In partnership with the respective Group-level Major Hazard Technical Owners, Group Safety led an in-depth information session with site technical leads to further improve Systemic Verification (CCVs) checklists. The purpose of this process was to generate a holistic approach to critical control assurance by complementing the existing field-based CCVs with systemic-level CCVs. Systemic CCVs are planned to be implemented in 2025, once the Company has achieved full quality implementation of our field-based CCV programme.<\/p>\n\n\n\n
High Potential Incidents (HPIs)<\/h3>\n\n\n\n
The process of reporting and analysing HPIs seeks to heighten awareness, facilitate organisational learning, and design more robust controls at the site level. The focus remains on reducing repeat HPIs by generating high-quality investigation learnings, sharing these insights across sites and business units, and ensuring actions are tracked through to completion.The COO HPI review meeting, which has increased frequency to once every two months as opposed to quarterly, continues to add value by facilitating information sharing.<\/p>\n\n\n\n
Compliance<\/h3>\n\n\n\n
Sites continued to self-assess against ISO 45001 and the AngloGold Ashanti Group Safety Standard. All AngloGold Ashanti operations retained their ISO 45001: 2018 certification in 2024. Following the transition from the 20 Occupational Health and Safety standards to the suite of legal standards, a new safety framework was developed. The Systems and Practice Protocol (SPP) audit tool was revised with the elements of the new safety framework, maintaining the ISO 45001 internal audit questions.<\/p>\n\n\n\n
What we measure<\/h3>\n\n\n\n\n\n\n \n\nHA<\/span> | Total Recordable Injury Frequency Rate (per million hours worked)<\/h6>\n\n
Our operating standards are aligned with global best practice, and are designed to proactively identify and mitigate potential safety and health risks. Our health and safety risk management practices and critical control monitoring systems help to ensure that we quantify and manage impacts, and continuously adapt our safety and health strategies. <\/p>\n\n\n\n
Central to our focus is a culture rooted in individual and collective accountability, that involves instilling a sense of care and trust, while engaging in ongoing learning of current and future risks. Our safety culture is cascaded through the Company by appropriate messaging and leadership actions including Visible Felt Leadership (VFL). <\/p>\n\n\n\n
Our strong safety and health culture is driven through effective and accountable leadership, with the CEO and executive team guiding a culture that prioritises safety and health. <\/p>\n\n\n\n
Our Health, Safety and Security policy sets clear expectations for leadership and holds them to account using a number of metrics. We ensure that our objectives and targets are known to employees, contractors and other relevant stakeholders. <\/p>\n\n\n\n
Our operational risk management approach is based on the ISO 31000 model, comprising seven steps:<\/p>\n\n\n\n
- \n
- Identify hazards\/threats<\/li>\n\n\n\n
- Assess the risk<\/li>\n\n\n\n
- Determine controls\/critical controls<\/li>\n\n\n\n
- Implement controls<\/li>\n\n\n\n
- Inform and create awareness<\/li>\n\n\n\n
- Monitor compliance<\/li>\n\n\n\n
- Review integrity of the system<\/li>\n<\/ul>\n<\/div>\n\n\n\n\n
Our approach to health and safety encompasses<\/p>\n\n\n\n
- \n
- A drive to continually improve occupational safety and health performance and management systems<\/li>\n\n\n\n
- Ensuring that we have competent and capable people occupying health and safety roles, fit-for-purpose equipment, and appropriate systems and procedures<\/li>\n\n\n\n
- Proactively identifying, assessing and mitigating employee and contractor safety and health risks and opportunities<\/li>\n\n\n\n
- Mitigating community safety and health risks associated with our operations by ensuring that the health and safety of our surrounding communities and environments are not compromised<\/li>\n\n\n\n
- Adopting a stakeholder-inclusive philosophy by applying a consultative, participative and constructive approach<\/li>\n\n\n\n
- Using data, research and employee feedback to make informed, data-driven decisions, and continually improve performance<\/li>\n<\/ul>\n<\/div>\n<\/div>\n\n\n\n\n
To ensure that the focus and level of detail of the health and safety risk assessment is appropriate, AngloGold Ashanti has adopted a four-layered model<\/mark>, which is illustrated below.<\/strong><\/p>\n\n\n\n
\n\n\nLevel 4:<\/mark> Baseline of full-site risk assessment (includes bowtie assessment)<\/h5>\n\n\n\n
\n\n\n\nThis level takes an all-encompassing view of the entire site. Key geographical areas are identified and main processes are mapped, forming the foundation for a hazard inventory. Potential hazards associated with each process are scrutinised and a risk value, combining likelihood and consequence, is assigned. Major hazards, categorised with consequences of major and extreme, are subject to bowtie assessments. The outcome is a comprehensive risk and critical control framework.<\/p>\n<\/div>\n\n\n\n
\nLevel 3:<\/mark> Project, change or issue-based risk assessment (can include bowtie assessment)<\/h5>\n\n\n\n
\n\n\n\nOperating similarly to Level 4 but on a smaller scale, this focuses on specific projects or significant changes within processes.<\/p>\n<\/div>\n\n\n\n
\nLevel 2:<\/mark> Routine and non-routine task planning assessments<\/h5>\n\n\n\n
\n\n\n\nLevel 2 concentrates on identifying and controlling hazards associated with routine and non-routine tasks. Unlike Level 4, which addresses major and extreme consequences, Level 2 handles the spectrum of unwanted events, from insignificant to high-risk scenarios.<\/p>\n<\/div>\n\n\n\n
\nLevel 1:<\/mark> Individual or continuous risk assessments<\/h5>\n\n\n\n
\n\n\n\nThis level helps to ensure day-to-day operations occur as safely as possible, with the ability to halt work if safety standards cannot be maintained. Operators use continuous risk assessment tools, such as pre-start inspections and stop cards, to verify the safety of ongoing work. Supervisors employ similar tools to ensure critical controls are in place and inspect work processes.<\/p>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
We conduct both external and internal audits to help ensure ISO45001 conformance and alignment with AngloGold Ashanti policies at each site.<\/strong><\/p>\n\n\n\n
<\/div>\n<\/div>\n\n\n\nStrategic focus areas<\/h2>\n\n\n\n
Following the 2023 Group occupational health and safety strategy review, where operational safety leadership and Group safety merged, the validity and requirement of every health and safety strategic item was evaluated, and focus areas for the 2024 \u2013 2026 strategy cycle were defined. The updated strategy remains based on five strategic focus areas. <\/p>\n\n\n\n
During 2024 significant improvements were made on strategy topics, and where required, focus was adjusted to consider operational challenges as they arose. We continue to make progress on an integrated approach to safety and health, and are developing a Safety and Health Playbook, which will seek to define AngloGold Ashanti\u2019s approach to safety and health protocols and management.<\/p>\n\n\n\n
Risk and opportunity management:<\/h3>\n\n\n\n
Work continued on understanding hazards and risks in an effort to mitigate and where possible, eliminate exposure. Progress was made with regard to Critical Control Verification (CCV) coaching for quality by leadership, as well as ownership by line leadership, and the monitoring and tracking of participation to implement corrective actions. <\/p>\n\n\n\n
For health, we have placed a strong emphasis on enhancing both physical and psychological wellbeing. Progress is evident in silica dust control and reduction objectives. Our African, Australian and Brazilian operations have successfully concluded a comprehensive review of baseline occupational hygiene risk assessments. Furthermore, the implementation of mental wellbeing procedures is underway, including completion of various operation-based baseline mental wellbeing surveys and the development of awareness, education, and capacity building in psychological risk management. Critical control implementation for major health hazards is also underway, while the implementation of the mental wellbeing standard requirements is in progress.<\/p>\n\n\n\n
Leadership and people management:<\/h3>\n\n\n\n
AngloGold Ashanti believes that while leaders drive our strategy, it is the commitment and execution by actively engaged employees that will ensure workplaces are free of injury or harm. A standardised Safety Systems Induction Process was further developed and implemented that will allow new safety candidates to review and understand our safety protocols and systems, with useful references to key safety processes and routines. Health and safety metrics have been incorporated into both operational and leadership performance targets.<\/p>\n\n\n\n
Information technology and innovation:<\/h3>\n\n\n\n
This focus area involves the integration of technology and innovation into work practices to improve employee safety and eliminate injuries through engineering solutions and higher order controls. An opportunity was identified relating to a Company standard relating to driving on a steep terrain. Since industry standards on this topic are limited, AngloGold Ashanti has explored opportunities to collaborate with industry peers to assess relevant risks and drafted a steep terrain standard that can be used across the sector. <\/p>\n\n\n\n
During the year, final systems preparation was completed and two scenarios were completed in a proof of concept where a Material Unwanted Event from a Major Hazard was developed in a virtual reality space. This allows the user to experience a high-risk event, but within the protection of a virtual reality world, not exposed to any real danger. A stored energy related scenario was identified, and initial user feedback was very positive. A second scenario focusing on mobile equipment was also developed. It is envisaged that a multi-disciplinary stakeholder adoption plan will be designed and a pilot project will be rolled out in 2025. For health, we continue to focus on data and evidence-based monitoring, reporting, and evaluation of health data to track progress on health indicators and facilitate risk management.<\/p>\n\n\n\n
Simplified and clear working processes:<\/h3>\n\n\n\n
We learn from incidents to prevent repeats. The Chief Operating Officer (COO) High Potential Incident (HPI) Review Committee requested sites to present pre-selected HPIs showcasing the details of these incidents as well as lessons learned and mitigating actions implemented. This allows the sharing of the lessons learned with all sites, and also allows other sites and technical experts to add collective experience to further enhance the knowledge sharing of actions taken. Lessons learned are then documented in the form of a \u201cKey Lessons Learned\u201d document and distributed. Repeat HPIs are flagged and investigated to further understand the mechanisms of failure. An overarching fatigue management strategy was designed by a multidisciplinary steering committee to provide the basis for every site to identify sources of fatigue and establish controls around clear guidelines and Group expectations. The strategy is based on four key control areas, namely: \u2018prevention\u2019, \u2018screening\u2019, \u2018monitoring and assurance\u2019, and \u2018analysis, escalation and intervention\u2019. Implementation of the fatigue management strategy will occur in 2025. <\/p>\n\n\n\n
For health, we continued the review and implementation of Group standards and guidelines, as well as the development of compliance self-assessment and assurance tools. The Health, Hygiene, and Wellbeing Standard has been signed off by the CEO and is being executed to ensure compliance. Additionally, the Group Major Health Hazard Management Standard has been approved. This outlines systematic critical control requirements and integrates the identification of health hazards into routine CCV processes at operations. This standard focuses on workplace risks with potential for fatal and significantly life-altering outcomes in the immediate or future term.<\/p>\n\n\n\n
Stakeholder engagement and partnership<\/h3>\n\n\n\n
During 2024, the frequency of operational safety leadership meetings as well as the COO HPI review meetings were increased to further enhance shared facilitation between Group and operational safety teams. A multi-disciplinary approach is being applied to the implementation of critical controls for major health hazards and there is continuous collaboration with external stakeholders and partners in implementing community health programmes and for optimal medical emergency preparedness, and response capacity.<\/p>\n\n\n\n
Safety<\/strong><\/h1>\n\n\n\n
Performance in 2024<\/h2>\n\n\n\n
Tragically, Mr Obeid Katalihwa (47), a driver employed by a contractor at Geita Mine lost his life on 25 May following injuries sustained in a light vehicle rollover. Mr Katalihwa is survived by his wife and four children. An independent investigation has been conducted with recommendations for preventing a reoccurrence of a similar type of event in the Company. <\/p>\n\n\n\n
AngloGold Ashanti has recorded its lowest injury frequency rates to date. The share of contractors in the AngloGold Ashanti employee\/contractor split has increased from 52% AngloGold Ashanti and 48% contractors in 2020 to 37% AngloGold Ashanti and 63% contractors in 2024. We typically employ contractors to bring in specialist skills and capabilities. The contractors are experts in their field and are expected to deliver the work at a higher standard and with lower injury rates. Concerning AngloGold Ashanti employees, with the consistent delivery of our group safety strategy deliverables, including the Major Hazard Management revitalisation, the implementation of critical control verifications (CCVs), and improved learning from our High Potential Incidents (HPIs), incident and accident rates have been steadily improving across the business. Africa has seen a 73% improvement since 2020, LATAM 60%, and Australia 37%. Notably, the 2020 numbers included the South Africa region, which typically had higher injury frequency rates.<\/p>\n\n\n\n
Major hazards<\/h3>\n\n\n\n
Work progressed on our Major Hazard Management process, which is focused on saving lives by proactively managing risks. This involves identifying key risks, implementing adequate controls \u2014 including critical controls \u2014 and learning from incidents through our incident management process and HPI review process. <\/p>\n\n\n\n
The CCV process remains a vital tool for detecting critical control failures. CCV involves verifying whether our critical controls are in place, and forms part of our operational hazard and risk management process. It is key to preventing lowfrequency, high-consequence events. CCVs were launched in 2023 and while KPI metrics are being met, we believe there is room for improvement. <\/p>\n\n\n\n
A \u2018Coaching For Quality\u2019 process was launched in 2024, where a manager or leader observes a supervisor performing a CCV, and then uses the opportunity to coach the supervisor on areas to improve. This ensures line ownership of the CCV process itself as well as the quality control of the process. Work will continue into 2025 to progress this. <\/p>\n\n\n\n
During 2024, the Group achieved its CCV participation target. Our focus remains on finding, recording and fixing critical control deviations. Operational leaders must actively promote ineffective critical control reporting, as it is a crucial step in fully leveraging the CCV process to enhance safety and prevent future incidents. <\/p>\n\n\n\n
In partnership with the respective Group-level Major Hazard Technical Owners, Group Safety led an in-depth information session with site technical leads to further improve Systemic Verification (CCVs) checklists. The purpose of this process was to generate a holistic approach to critical control assurance by complementing the existing field-based CCVs with systemic-level CCVs. Systemic CCVs are planned to be implemented in 2025, once the Company has achieved full quality implementation of our field-based CCV programme.<\/p>\n\n\n\n
High Potential Incidents (HPIs)<\/h3>\n\n\n\n
The process of reporting and analysing HPIs seeks to heighten awareness, facilitate organisational learning, and design more robust controls at the site level. The focus remains on reducing repeat HPIs by generating high-quality investigation learnings, sharing these insights across sites and business units, and ensuring actions are tracked through to completion.The COO HPI review meeting, which has increased frequency to once every two months as opposed to quarterly, continues to add value by facilitating information sharing.<\/p>\n\n\n\n
Compliance<\/h3>\n\n\n\n
Sites continued to self-assess against ISO 45001 and the AngloGold Ashanti Group Safety Standard. All AngloGold Ashanti operations retained their ISO 45001: 2018 certification in 2024. Following the transition from the 20 Occupational Health and Safety standards to the suite of legal standards, a new safety framework was developed. The Systems and Practice Protocol (SPP) audit tool was revised with the elements of the new safety framework, maintaining the ISO 45001 internal audit questions.<\/p>\n\n\n\n
What we measure<\/h3>\n\n\n\n
\n\n\n\n\nHA<\/span> | Total Recordable Injury Frequency Rate (per million hours worked)<\/h6>\n
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