{"id":542,"date":"2025-02-03T10:24:38","date_gmt":"2025-02-03T08:24:38","guid":{"rendered":"https:\/\/reports.anglogoldashanti.com\/24\/?p=542"},"modified":"2025-03-24T19:08:46","modified_gmt":"2025-03-24T17:08:46","slug":"attracting-developing-and-retaining-talent","status":"publish","type":"post","link":"https:\/\/reports.anglogoldashanti.com\/24\/sr\/our-commitments\/attracting-developing-and-retaining-talent\/","title":{"rendered":"Attracting, developing and retaining talent"},"content":{"rendered":"\n
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AngloGold Ashanti believes it is vital to attract, develop and retain top talent in a fast-paced global business landscape.<\/p>\n\n\n\n

Engaged, top-tier talent drives both innovation and productivity, offering a clear competitive advantage. In addition to attracting top candidates, much effort and focus is placed on employee development and growth, as well as employee retention and succession planning to adequately position and resource the Group for success.<\/p>\n\n\n\n

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Material issues<\/h4>\n\n\n\n
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  • Skills shortages<\/li>\n<\/ul>\n<\/div>\n\n\n\n
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    Related SDGs<\/h4>\n\n\n\n
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    Principal risks<\/h4>\n\n\n\n
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    • Failure to successfully deliver and ramp up growth projects<\/li>\n\n\n\n
    • Failure to meet our operational\/safety performance targets<\/li>\n\n\n\n
    • Failure to attract and retain critical skills and talent<\/li>\n<\/ul>\n\n\n\n

      Disclosure against standards<\/h4>\n\n\n\n
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      • SASB EM-MM-310a.1:<\/strong> Percentage of active workforce employed under collective agreements<\/li>\n\n\n\n
      • SASB EM-MM-310a.2:<\/strong> (1) Number and (2) duration of strikes and lockouts<\/li>\n\n\n\n
      • SASB EM-MM-00.B:<\/strong> Total number of employees, percentage contractors<\/li>\n\n\n\n
      • GRI 2-30:<\/strong> Collective bargaining agreements<\/li>\n\n\n\n
      • GRI 401-1:<\/strong> New employee hires and employee turnover<\/li>\n\n\n\n
      • GRI 401-2:<\/strong> Benefits provided to full-time employees that are not provided to temporary or part-time employees<\/li>\n\n\n\n
      • GRI 402-1:<\/strong> Minimum notice periods regarding operational changes<\/li>\n\n\n\n
      • GRI 404-1:<\/strong> Average hours of training per year per employee<\/li>\n\n\n\n
      • GRI 404-2:<\/strong> Programs for upgrading employee skills and transition assistance programs<\/li>\n\n\n\n
      • GRI 404-3:<\/strong> Percentage of employees receiving regular performance and career development reviews<\/li>\n\n\n\n
      • GRI 14.17:<\/strong> Employment practices<\/li>\n<\/ul>\n<\/div>\n\n\n\n
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        Our commitment<\/h4>\n\n\n\n

        We remain committed to implementing best-practice talent procurement and management initiatives, and to enhance and develop the capabilities of our employees. We attract and retain talent through our compelling people value proposition. <\/p>\n\n\n\n

        Central to employee relations at AngloGold Ashanti is a relationship-based model that commits to fostering positive relationships with employees and their union representatives, aligning with our values and a dedication to embedding interest-based collective bargaining.<\/p>\n<\/div><\/div>\n<\/div>\n<\/div>\n\n\n\n

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        Our approach<\/h2>\n\n\n\n

        The long-term viability and competitiveness of our business depends on our ability to attract, retain and manage people effectively. We accomplish this through:<\/p>\n\n\n\n

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        • The successful implementation of our succession planning and talent strategy: Our annual succession planning and talent review process is well-established. Together with OneHR, our people platform, this visibility of key talent, critical roles, retention risks, discipline and gender gaps, and Individual Development Plans (IDPs) enables us to manage talent and prepare successors (including their readiness levels and demographic details).<\/li>\n\n\n\n
        • Embedding our culture and values: Since our comprehensive culture assessment in 2021, AngloGold Ashanti has been on a culture transformation journey. This led to the launch of refreshed Company values in 2023 and the definition of AngloGold Ashanti’s purpose: Mining to empower people and advance societies. Our Purpose, launched and cascaded in 2024, has been positively received by employees.<\/li>\n\n\n\n
        • Leveraging our Leadership Philosophy and Framework, and implementing training: AngloGold Ashanti’s leadership philosophy defines leaders as \u201cvalues-led and lifelong learners who shape a safe, high-performing, and inspiring culture\u201d. To support this, the AngloGold Ashanti Leadership Framework was developed with input from HR, business leaders, and external experts. It outlines key competencies and behaviours required at each leadership level, guiding leadership development and learning initiatives.<\/li>\n<\/ul>\n<\/div>\n\n\n\n
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          What we measure<\/h4>\n\n\n\n
          \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n
          <\/th>\n 2024<\/th>\n 2023<\/th>\n <\/tr>\n <\/thead>\n
          Total number of employees and contractors<\/td>\n 39,484<\/td>\n 33,658<\/td>\n <\/tr>\n
          Employees (permanent)<\/td>\n 16,117<\/td>\n 14,043<\/td>\n <\/tr>\n
          Contractors<\/td>\n 23,367<\/td>\n 19,615<\/td>\n <\/tr>\n
          Total<\/td>\n 39,484<\/td>\n 33,658<\/td>\n <\/tr>\n\n
          Average number of hours spent on training<\/td>\n 44*<\/td>\n 19*<\/td>\n <\/tr>\n
          Training and development expenditure<\/td>\n $7.99m<\/td>\n $7.76m<\/td>\n <\/tr>\n
          Employees participating in collective bargaining agreements<\/td>\n 83%<\/td>\n 92 %<\/td>\n <\/tr>\n
          New employee hires<\/td>\n 2,098<\/td>\n N\/A<\/td>\n <\/tr>\n
          Voluntary Turnover rate<\/td>\n 9%<\/td>\n 8 %<\/td>\n <\/tr>\n
          Days lost due to industrial action<\/td>\n 4<\/td>\n 0<\/td>\n <\/tr>\n <\/tbody>\n <\/table>\n<\/figure>\n\n\n\n

          * Method for calculating, categorising, or interpreting average training hours has been revised<\/em> <\/p>\n\n\n\n

          <\/div>\n\n\n\n
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          <\/th>\n Number of employees<\/strong><\/th>\n Training and development expenditure\n (%m)<\/strong><\/th>\n <\/tr>\n <\/thead>\n
          <\/td>\n 2024<\/strong><\/td>\n 2023<\/td>\n 2024<\/strong><\/td>\n 2023<\/td>\n <\/tr>\n
          Corporate offices<\/td>\n 1,268<\/strong><\/td>\n 1,618<\/td>\n 0.78<\/strong><\/td>\n 0.02<\/td>\n <\/tr>\n
          Americas<\/td>\n 8,509<\/strong><\/td>\n 8,565<\/td>\n 1.11<\/strong><\/td>\n 1.45<\/td>\n <\/tr>\n
          Australia<\/td>\n 1,777<\/strong><\/td>\n 1,741<\/td>\n 1.24<\/strong><\/td>\n 1.90<\/td>\n <\/tr>\n
          Africa<\/td>\n 27,930<\/strong><\/td>\n 21,734<\/td>\n 4.86<\/strong><\/td>\n 4.38<\/td>\n <\/tr>\n
          Total<\/strong><\/td>\n 39,484<\/strong><\/td>\n 33,658<\/td>\n 7.99<\/strong><\/td>\n 7.76<\/td>\n <\/tr>\n <\/tbody>\n <\/table>\n<\/figure>\n\n\n\n
          <\/div>\n\n\n\n
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          Training and development expenditure ($million)<\/h6>\n
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