This webpage does not purport to be a complete summary of the underlying 2025 Sustainability Report and should be read in conjunction therewith, including the qualifications and limitations described therein, as there may be information in the underlying 2025 Sustainability Report that may be important.

2025 Sustainability Report (pdf)
ESG Data Workbook (xlsx)
Management Criteria and Reporting Definitions (pdf)

2025 at a glance

Working to strengthen our
social licence to operate

Our sustainability commitments matter. They protect the environment, support communities, reduce risk, and ensure the company remains viable and competitive in a world where responsible mining is non‑negotiable.

Creating value

Revenue

$9.9bn

(2024: $5.8bn)

Gold production

3.09Moz

(2024: 2.66Moz)

Gold Mineral Reserve

36.5Moz

(2024: 31.2Moz)

Empowering people

People employed

38,243▴

employees and contractors on average

(2024: 36,496)▴

Total recordable injury frequency rate (TRIFR)

0.97

(2024: 0.98)

Training and development expenditure

$8.62m

(2024: $7.99m)◊

Salaries, wages and benefits paid to employees

$1,028m

(2024: $796m)

Empowering communities

Community investment

$27.25m

(2024: $20.56m)◊

Expenditure with local suppliers

$5.05bn

(92%)

(2024: $4.26bn (92%))◊

Grievances resolved

96%

(2024: 93%)◊

Caring for the environment

Reportable environmental incidents

3

(2024: 1)◊

Cumulative amount of land rehabilitated

4,231ha

(2024: 4,271ha)

Renewable energy supply

7.8%

(2024: 6.6%)

Scope 1 and Scope 2 greenhouse gas (GHG) emissions

1.806Mt

(2024: 1.473Mt)◊

Ensuring best practice governance

Employees that completed ethics training*

9,582*

(2024: 5,697)◊

Payments to government ∧

$2.62bn

(2024: $1.03bn)◊

Security personnel trained on human rights policies

99.98%

(2024: 100%)◊

◊ Excludes Centamin

▲ Excludes Kibali

* Excludes contractors

∧ Refer to ESG Data Workbook for breakdown

Leadership

Determining materiality

We have identified 17 material sustainability issues that are most significant to the business. While the framing of the issues have changed year-on-year, we do not believe that there have been significant additions or exclusions.

We are cognisant that material sustainability issues change over time (dynamic materiality), and we will continue to monitor the broader range of issues, including emerging issues.

While we have grouped the sustainability issues identified into related environment, social, governance and economic topics, we recognise that these issues are deeply interrelated and inter-dependent and should be considered and managed accordingly.

The Company’s double materiality assessment is integrated into the Enterprise Risk Management (ERM) framework ensuring the Company considers a comprehensive view of risks and opportunities that may affect not only its financial outcomes but also its broader societal and environmental responsibilities.

Explore assessment outcomes

Our 2025 materiality assessment included detailed interviews with key internal and external stakeholders, and considered new and emerging disclosure regulations including GRI and SASB. Extractives and mineral processing are among the first industries scheduled for updated SASB-aligned guidance, with new emphasis expected in areas such as biodiversity, water use, tailings, land disturbance, workforce conditions, closure planning and community impacts. These developments informed our framing of material sustainability issues this year, ensuring that our prioritisation reflects future regulatory direction rather than only historical expectations.

Our approach encompasses double materiality

Impact materiality

Whether a matter is material from an impact perspective, that is, whether AngloGold Ashanti’s activities have a material actual or potential impact, positive or negative, on people, society and/or the environment over the short, medium or long term.

Financial materiality

Whether a matter is material from a financial perspective and whether it triggers potential or actual financial effects on AngloGold Ashanti, that is, whether it leads to risks or opportunities that influence or could influence future cash flows and the enterprise value of the Company in the short, medium or long term.

Phase 1

Context

Initial benchmarking involved a thorough review of global standards and voluntary compacts to which we subscribe and align with, peer practices and feedback from ratings agencies, as well as prior year assessments.This benchmarking ensured that the issues considered are relevant, comprehensive and reflect both industry best practice and stakeholder expectations. We then arrived at a comprehensive long list of sustainability topics relevant to AngloGold Ashanti’s footprint and industry context, which we carefully refined to identify 33 issues that are relevant to our industry and sector.

Phase 2

Discovery of impact

We held structured interviews with internal and external stakeholders/leaders to understand:

  • Strategic priorities
  • Operational challenges and dependencies
  • Regional sustainability expectations
  • Emerging risks and opportunities

This process resulted in a refined list of 21 material sustainability issues, including new issues, strengthened definitions, and determining how issues influence our ability to create, sustain, or potentially erode social, environmental, and economic value from both an impact and financial materiality perspective.

Phase 3

Ranking

Finally, members of executive and senior management were asked to rank issues from the perspective of both impact and financial materiality, based on our definitions (alongside). Respondents were also asked to indicate the time horizon –short, medium and long term – associated with impacts and, for financial materiality, whether the issue was primarily a risk or an opportunity.

These issues were then reviewed by the internal sustainability team. The ranking was adjusted to reflect broader industry sustainability issues and issues raised by stakeholders. These results were analysed and combined with internal insights to determine the 17 material sustainability issues for 2025.

Our commitments

Understanding what matters most to society, the environment, investors and the business itself, is central to how AngloGold Ashanti creates and protects long-term value.

Performance against targets

Creating 
value

Empowering people

Empowering communities

Caring for the environment

Ensuring best practice governance

Case studies

Assurance

We subscribe to a number of external principles, charters and standards that rank our ESG and reporting performance, according to their own methodologies.

As a member of the International Council on Mining & Metals (ICMM), AngloGold Ashanti plc is committed to obtaining independent external assurance over its conformance with the ICMM Mining Principles, including specified disclosures presented in its 2025 Sustainability Report

Assurance statement (pdf)
Content Index (pdf)

Report suite 2025 / Sustainability Report / Commitments / Empowering people / Ensuring safety, health and wellbeing

Ensuring safety, health and wellbeing

Our goal is to maintain workplaces where injuries and harm are eliminated. We ensure that all activities are carried out only when they can be done safely.

AGA Mineração, Cuiabá, Brazil

Safety

The safety, health, and overall wellbeing of our employees, contractors and surrounding communities remains a top priority. We recognise that caring for people – both within and outside the organisation – is essential to sustaining our success and preserving our social licence to operate.

Our commitment

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. We actively seek opportunities to improve our systems and standards.

We are committed to complying with all relevant laws, regulations, and voluntary standards we have adopted. As legal requirements vary by country, we design tailored processes to meet these obligations.

Strategic focus areas:

The 2024–2026 strategy remains based on five strategic focus areas:

  • Risk and opportunity management
  • Leadership and people management
  • Information technology and innovation
  • Simplified and clear working processes
  • Stakeholder engagement and partnership

Performance in 2025

Aligned with global best practice, our operating standards are designed to proactively identify and mitigate potential safety and health risks. We have robust and mature health and safety risk management practices and critical control monitoring systems to help ensure that we quantify and manage impacts and continuously adapt and improve our safety and health strategies.

Building maturity in our safety performance

AngloGold Ashanti’s strategy for managing workplace incidents is anchored by a two-pronged approach that recognises the fundamentally distinct origins and mitigation requirements for workplace accidents: Organisational accidents and Individual accidents. For each of these, we require different mitigation strategies, governance oversight, and performance indicators.

Individual accidents are high-frequency, low-consequence events that are driven primarily by human behaviour, error, and localised physical conditions. While individually less severe, their collective influence is critical, impacting safety culture, employee morale, and overall injury rates. They also serve as vital leading indicators of underlying organisational risk. They require robust supervision, consistent discipline, targeted training and good frontline engagement. AngloGold Ashanti is managing individual-type incidents through physical workplace condition monitoring, behaviour interventions and awareness campaigns.

Organisational accidents are low-frequency but high-impact events – catastrophic failures that can severely harm people, destroy assets, and damage reputation. They stem from systemic weaknesses across leadership, strategic resource allocation, design quality, engineering, and organisational culture. Organisational-type incidents require governance-level attention due to their origins in core strategic and systemic risks, and necessitate high maturity in risk management and clear leadership standards. AngloGold Ashanti is managing these types of incidents through the Fatal Hazard Management Programme. Our focus during 2025 has centred on strengthening controls and enhancing the safety culture as supported by our leadership. We introduced the Critical Risk Management process to move from high-level management to verifying and sustaining critical controls at the frontline workplace level. This ensures the supporting systems necessary for control integrity remain in place. As part of the Critical Risk Management process, we have initiated a global CRM training rollout that enhances the capabilities of frontline supervisors, as well as the supporting systems that maintain the effectiveness of critical controls. Furthermore, we have significantly improved the culture of reporting and internal dissemination of lessons learned, particularly from Potential Fatal Incidents (PFI).

The 2025 actions of the updated 2024–2026 health and safety strategy were identified, communicated to all stakeholders, and implemented during the year.

The Company mourns the loss of life of Jose Henrique de Oliveira Barros, a contractor, which occurred as the result of a non-reportable (commuting) accident on a public road, close to the Corrego do Sitio tailings dam construction project on 6 February 2025. We have investigated this incident with the same depth as a reportable fatality. The investigation has been completed, and the lessons learned have been shared throughout the Company, including recommendations to prevent a recurrence. Additionally, we have liaised with the local government on lessons learned and potential actions to improve road conditions.

The Total Recordable Injury Frequency Rate (TRIFR) at the Company’s managed operations improved from 0.98 injuries per million hours worked in 2024 to 0.97 injuries per million hours worked in 2025, the lowest level in AngloGold Ashanti’s history and well below the member average of the ICMM of 2.29 injuries per million hours worked in 2024.

Two pronged approach

Individual accidents

  • More frequent
  • Low consequence
  • Fewer defences
  • Limited causes
  • Short history

Organisational accidents

  • Less frequent
  • High consequence
  • Many defences
  • Multiple causes
  • System failure
  • Long history

Critical risk management

In 2025, to further enhance our operational resilience and safety culture, AngloGold Ashanti launched the Critical Risk Management (CRM) process. CRM has been successfully rolled out, with the final deployment at Sukari scheduled to be completed by the end of Q1 2026. Training was well received across operations, with feedback emphasising its practical relevance and measurable learning impact. To further raise awareness and promote safety, a podcast series, “What’s Happening in Safety,” went live, along with a regular health and safety newsletter that showcases initiatives, celebrations, and leading practices across operations. These new formats of communication have been well received and will be extended to the health function in 2026.

To further prioritise our focus on the elimination of Potential Fatal Incidents, an initiative was launched to update terminology across all operations, from ‘High Potential Incidents’ to ‘Potential Fatal Incidents’ (PFIs) and ‘Major Hazards’ to ‘Fatal Hazards’, sharpening our focus on fatality prevention through targeted communication. Special attention was given to analysing repeat-PFIs or similar types of PFIs to identify and rectify fundamental breakdowns in communication and the implementation of corrective actions. In 2025, we experienced repeat PFI events involving mobile equipment interacting with overhead power lines across the Group. A Company-wide initiative was subsequently launched to mitigate these incidents. To that extent, AngloGold Ashanti has remained fatality-free since May 2024.

Virtual reality training pilot at Cuiabá

We successfully completed the development and implementation of selected virtual reality (VR) training simulations in 2025 for key fatal hazards, specifically focusing on mobile equipment interaction and the controlled release of stored energy. This initiative represents an industry-leading advancement that delivers an immersive, hands-on training experience demonstrably superior to conventional classroom or video methods. The simulations were deployed in a pilot implementation study at the Cuiabá site. Feedback was overwhelmingly positive, validating the training’s effectiveness in increasing hazard recognition and procedural adherence. VR training directly addresses the organisational risk of individual accidents by enhancing employee competency and reducing human error in high-risk scenarios. The successful pilot has also identified additional strategic applications for the foundational VR infrastructure, positioning AngloGold Ashanti to capitalise further on this advanced training technology.

Health and Safety software solutions

To enhance our systemic risk management and drive efficiency, we are deploying two new strategic health and safety software solutions. This investment is designed to streamline our health and safety processes and ensure a higher quality of actionable output from our compliance and incident reporting functions. Firstly, to manage the controls of organisational accidents, we have deployed the Forwood Safety software solution. This software not only enhances our critical control verification (CCV) efforts but also provides bow-tie assessment functionality to visually define, verify, and communicate the integrity of barriers that prevent catastrophic incidents. The second software solution, Evotix 360, will be utilised to proactively address the ‘Individual Accidents’ pathway by systematically focusing on human behaviour in the workplace, and simplify the reporting of incidents, near-misses, and hazards in real time. The Evotix solution was successfully piloted at Sukari in December 2025, and deployment to all other operations is scheduled to occur during Q1 2026.

Looking ahead

In 2026, we will convene a triennial Health and Safety Strategy Session with operational leaders to define the risk mitigation roadmap for FY27–FY29 and ensure the sustained positive trajectory of our safety performance. Key operational priorities for 2026 include finalising the rollout of CRM, enhancing the quality and fidelity of critical control verification, and completing the deployment of the Evotix platform, including the implementation of its robust reporting and performance dashboard suite to drive data-driven accountability.

Related SDGs

SDG 3

Good health and wellbeing

SDG 8

Decemt work and economic growth

Material sustainability issues

  • Ensuring safety, health and overall wellbeing of employees and communities
  • Securing our social licence to operate through effective stakeholder engagement and community support
  • Securing and maintaining regulatory compliance, including environmental licences and permits

For more information on principal risks see the 2025 Annual Report

Principal risks

  • Failure to maintain social licence to operate
  • Operational hazards with mass casualty potential
  • Failure to deliver on operational and safety targets

Disclosure against standards

  • SASB EM-MM-320a: All-incidence rate, fatality rate, near miss frequency rate, average hours of health safety and emergency response training
  • GRI403-1: Occupational health and safety management system
  • GRI403-2: Hazard identification, risk health assessment and incident investigation
  • GRI 403-3: Occupational health services
  • GRI 403-4: Worker participation, consultation and communication on health and safety
  • GRI 403-5: Worker training on occupational health and safety
  • GRI 403-6: Promotion of worker health
  • GRI 403-7: Prevention and mitigation of occupational health and safety impacts directly linked by business relationships
  • GRI 403-8: Workers covered by an occupational health and safety management system
  • GRI 403-9: Work-related injuries
  • GRI 403-10: Work-related ill health
  • GRI 14.16: Occupational health and safety
  • ICMM Responsible Mining Principle 5: Health and safety: Pursue continual improvement in physical and psychological health and safety performance with the ultimate goal of zero harm.
  • WGC Responsible Gold Mining Principle 4: Safety and health: We will protect and promote the safety and occupational health of our workforce (employees and contractors) above all other priorities, and will empower them to speak up if they encounter unsafe working conditions.

What we measure

RA | Total Recordable Injury Frequency Rate (per million hours worked)
RA | Fatal Injury Frequency Rate (per million hours worked)
RA | Fatalities at mines operated by AngloGold Ashanti
Potential Fatal Incidents (actual number)

AGA Mineração, Queiroz, Brazil

Health and hygiene

Our Health, Safety and Security policy is based on clear expectations for leadership, using a number of metrics to hold them to account. Our objectives and targets are clearly shared with employees, contractors and other relevant stakeholders.

Our approach to health and safety remains unchanged, and focuses on:

Continuous improvement of occupational safety and health performance and management systems

Competent and capable people occupying health and safety roles, fit-for-purpose equipment, and appropriate systems and procedures

Proactive identification, assessment and mitigation of employee and contractor safety and health risks and opportunities

Mitigation of 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

Adoption of a stakeholder-inclusive philosophy by applying a consultative, participative and constructive approach

Data-driven decisions, and continual improvement in performance

Our commitment

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.

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.

Strategic focus areas:

  • Executing the reviewed health strategy for 2024 to 2026
  • Socialising and implementing the new Group health standards and risk management initiatives
  • Finalising and implementing a global fatigue management standard and system
  • Transitioning CCVs and Health IT processes to updated platforms
  • Strengthening mental wellbeing programmes
  • Strengthening our malaria control programme at Siguiri
  • Integrating Sukari into the AngloGold Ashanti health management system
  • Continued management of infectious disease outbreak risk, including food hygiene and safety
  • Continued support for operations and projects to meet set key indicators and focus on systematically transforming health risk management to be evidence based, preventative and proactive

Performance in 2025

Occupational health

Our overarching goal is to serve as a strategic enabler for the business by achieving a safe, healthy, ethical, and sustainable workforce, aligned with maintaining our social licence to operate. We aim to eliminate health hazards that are potentially fatal, carcinogenic, or severely debilitating in the short or long term. We continue to adopt a proactive approach to preventing occupational diseases and managing health risks from both workplace and community exposures. Our efforts focus on eliminating harmful exposures where practicable, optimising fitness for work and wellbeing, and anticipating potential community health impacts.

Our occupational hygiene data shows continued improvement in managing workplace exposures. Since the rollout of a systematic silica dust control strategy in 2022, silica exposure above the allowable limit (0.05 mg/m³) has declined by half compared to the 2022 baseline number of people exposed to high levels of silica dust. These results reflect sustained implementation of engineering controls, some of which require long-term capital investments that are being considered by operations. Baseline occupational hygiene risk assessments have been completed at all sites except Sukari, where work is underway. These assessments inform site risk registers, critical control priorities, and targeted monitoring. All operations’ occupational hygiene monitoring for noise and airborne pollutants are on schedule as planned, demonstrating a proactive approach to hazard prevention and continuous improvement. All operations continue to prioritise higher-order engineering controls to minimise airborne pollutant and noise risks; with all operations embarking on various specific projects to target elimination at high levels of exposures to these carcinogenic and debilitating hazards.

The overall health risk scorecard remains stable as we manage a wide range of occupational and non-occupational risks across the globe. Focus areas include strengthening food safety management, fatigue prevention, and thermal and tropical disease response amid changing climatic conditions. A Fatigue Management Committee has been established to standardise fatigue risk processes across operations. Food safety systems have been enhanced through new standard operating procedures, guidelines, and self-assessment tools, ensuring consistent oversight of site and contractor food services. In Australia, the health team introduced the mandatory use of specialised personal protective equipment (PPE) – Powered Air-Purifying Respirators (PAPR) – for all welding activities and is extending controls to soldering and brazing fumes. Verification of dust suppression and extraction system effectiveness is ongoing.

A new Power BI-based occupational medical reporting system has been deployed to enhance data analysis and performance monitoring across all sites, in line with our internal and external risk management and reporting requirements. In parallel, the Group is transitioning to an updated incident management system for health and safety, following the phase-out of iSIMS.

In 2025, one case of Noise-Induced Hearing Loss (NIHL) was reported at CVSA, bringing the All-Occupational Disease Frequency Rate (AODFR) to 0.01 cases per million hours worked, compared to 0.06 during the same period in Over the past five years (2021–2025), 21 occupational diseases have been recorded across the business. Of these, 52% (11 cases) were NIHL, 24% (5 cases) were compensable musculoskeletal disorders, and 19% (4 cases) were silicosis and other occupational lung diseases.

Key challenges remain, particularly the shortage of skilled in-country occupational hygiene professionals and limited medical emergency response capacity in some regions. To address this, a training and development framework has been drafted for occupational hygiene personnel, and 48 healthcare workers at Obuasi completed Advanced Life Support in Obstetrics (ALSO) training to enhance women’s health outcomes. Another challenge faced by the African BU is the limited in-country capacity to calibrate some of our occupational hygiene equipment as well as timely analysis of occupational hygiene monitoring samples. To improve this, Siguiri is installing an on-site gas monitor calibration facility, while Iduapriem is building a new occupational hygiene laboratory, modelled on Obuasi’s facility. Similar investments are planned at Geita and Siguiri in 2026.

Risk management

The Group Standard for Major Health Hazard Management, approved in 2024, is currently being implemented to drive systematic engineering controls for health hazards and reduce reliance on PPE. CCV checklists for key hazards – such as silica dust, diesel particulate matter, welding fumes, and noise – have been successfully integrated into routine health and safety processes and embedded within operational targets.

Performance has shown strong improvement: by year end, compliance with fatal health hazard CCVs reached 97.6% (88.6%: FY24). Engagement and participation continue to increase as the programme matures.

We have successfully transitioned health CCVs to the CRM – Forwood system, which will also enable the inclusion of additional fatal health hazards such as heat stress, malaria, chemical exposure, and psychological impacts. Ongoing training for supervisors and managers continues to strengthen their technical capability and competence in conducting these verification assessments.

Mental health and wellbeing: Prevent, Promote, Respond

Our healthcare strategy provides access to appropriate medical services through both in-house and outsourced models, depending on local healthcare capacity. During 2025, approximately 41,000 workers were active – 35% employees and 65% contractors – highlighting the importance of extending health and wellbeing programmes to the contractor workforce. Over 30,000 occupational medical examinations were completed in FY25, with only 0.3% of workers declared unfit for duty.

80% of ill-health absenteeism is attributable to non-work related illnesses. Lifestyle-related diseases, musculoskeletal, and psychological conditions – remain major contributors to absenteeism. In response to rising musculoskeletal diseases, all sites are conducting ergonomic risk assessments, workforce training, awareness sessions and strengthening musculoskeletal and injury management programmes to facilitate post-injury rehabilitation and support early recovery and safe return to work. We continue to strengthen implementation of mental wellbeing programmes through an integrated approach to prevent and respond to psychological challenges within a systematic strategic framework anchored in:

  • Strengthening systematic governance frameworks for psychological wellbeing
  • Building capacity and skills for leaders to prevent, identify and respond effectively
  • Providing information, education, and awareness programmes to increase knowledge, build resilience and coping skills, as well as reduce stigma
  • Modelling and promoting behaviours aligned with AngloGold Ashanti values, policies and standards

Mental wellbeing steering committees are now active across all operations, and specific initiatives are being rolled out at operations and business units to strengthen psychological safety and risk management.

Employees, contractors, and dependents have access to Employee Assistance Programmes (EAPs) and clinical services. Africa BU operations host monthly visits from clinical psychologists, while Sukari employs a sessional psychiatrist to support its mental health programme. Psychological fitness-for-work screening using the DAS-21 tool is being introduced to support early identification and management of mental health conditions.

Governance

Implementation of the Health, Hygiene, and Wellbeing Standard continues, supported by technical reviews and assurance visits to operations. All our operations maintained validity of their ISO 45001 certification in 2025. The integration of Sukari’s health team and processes into the overall health management systems is progressing. The updated Health, Hygiene and Wellbeing Standard outlines key strategic requirements that include establishment of workplace and community health baselines and associated risk mitigation/critical control programmes, while ensuring adequate medical emergency preparedness and response for all sites. The standard also outlines fitness for work and periodic medical surveillance system requirements to detect early onset of occupational diseases and effect remediation thereof.

Further efforts to strengthen our healthcare services include the 2025 approval and sign-off of an additional Group Health Standard that is focused on governing and optimising access to good medical emergency preparedness and response systems across our operations. In Australia, teams are ensuring compliance with new Workers Compensation and Injury Management Act 2023 requirements, which came into effect from July 2024, with a particular focus on managing psychosocial hazards. The AngloGold Ashanti Australia (AGAA) Regional Incident Reporting procedure has been updated to align with the new regulator mental health and psychosocial incident notification, reporting and investigation requirements.

Public health strategy

Malaria continues to present a significant health risk at our African operations. An integrated malaria control approach was implemented, which includes vector control through Indoor Residual Spraying (IRS) and insecticide treated bed nets (ITNs); targeted information, education, and communication (IEC); early diagnosis and treatment; as well as robust surveillance, monitoring and evaluation programmes. During 2025, 1,670 malaria cases were recorded, equating to a frequency rate of 27 cases per million hours worked, slightly lower than the 33 cases per million hours worked during the same period in 2024. Siguiri accounted for over 70% of total cases, with a 6.5% site incidence rate, compared to less than 1% at Geita and Obuasi. Enhanced interventions are underway at Siguiri through collaboration with the Obuasi malaria control team and the Guinean National Malaria Control Programme (PNLP). The plan is to replicate the model used, as well as lessons learnt, from the Obuasi programme.

The AGA–Obuasi–Global Fund–Ghana Health Services partnership continued to deliver results, supporting 16 high-burden districts and all 45 national prisons in Ghana, covering more than 100 000 households and protecting over one million people against malaria across these areas. Efforts are ongoing with government and Global Fund officials to ensure programme continuity following some uncertainty resulting from the withdrawal of certain USAID funds aimed at control of TB, Malaria and HIV in Africa.

In collaboration with the Siguiri Prefectural Health Department, Siguiri continued to conduct mobile outreach clinics in surrounding communities. Similarly, Iduapriem and Obuasi completed their quarterly outreach clinics in partnership with the local Municipal Health authorities. These initiatives, led primarily by Africa BU operations, support local governments in delivering essential healthcare services, including primary care, vaccinations, and health education. The mobile clinics exemplify effective collaboration between AngloGold Ashanti operations and local health authorities, contributing to healthier, more resilient communities in alignment with our mission and values. To ensure the long-term sustainability of these initiatives, Siguiri, through the SEDP, has approved funding to procure a dedicated mobile clinic to expand and strengthen future outreach programmes.

Looking ahead

  • Strengthen occupational hygiene programmes and drive critical control management principles for fatal, carcinogenic and disabling workplace health exposures
  • Finalise a global fatigue management standard and implementation thereof
  • Strengthen fitness for work and mental wellbeing programmes – to prevent, promote and respond
  • Strengthen our malaria control programme at Siguiri and expand community health outreach programmes in Africa
  • Integrate Sukari into the AngloGold Ashanti health management system
  • Continued support for operations and projects to effectively anticipate and manage current and emerging health risk, meet set key indicators and focus on systematically transforming health risk management to be evidence based, preventative and proactive
  • Continued management of infectious disease outbreak risk, including food hygiene and safety
  • Data and information management system strengthening for health

Related SDGs

SDG 3

Good health and wellbeing

SDG 8

Decemt work and economic growth

Material sustainability issues

  • Ensuring safety, health and overall wellbeing of employees and communities
  • Securing our social licence to operate through effective stakeholder engagement and community support
  • Securing and maintaining regulatory compliance, including environmental licences and permits

For more information on principal risks see the 2025 Annual Report

Principal risks

  • Failure to maintain social licence to operate
  • Failure to deliver on operational and safety targets
  • Failure to maintain sufficient resilience to external financial drivers

Disclosure against standards

  • SASB EM-MM-320a: All-incidence rate, fatality rate, near miss frequency rate, average hours of health safety and emergency response training
  • GRI403-1: Occupational health and safety management system
  • GRI403-2: Hazard identification, risk health assessment and incident investigation
  • GRI 403-3: Occupational health services
  • GRI 403-4: Worker participation, consultation and communication on health and safety
  • GRI 403-5: Worker training on occupational health and safety
  • GRI 403-6: Promotion of worker health
  • GRI 403-7: Prevention and mitigation of occupational health and safety impacts directly linked by business relationships
  • GRI 403-8: Workers covered by an occupational health and safety management system
  • GRI 403-9: Work-related injuries
  • GRI 403-10: Work-related ill health
  • GRI 14.16: Occupational health and safety
  • ICMM Responsible Mining Principle 5: Health and safety: Pursue continual improvement in physical and psychological health and safety performance with the ultimate goal of zero harm.
  • WGC Responsible Gold Mining Principle 4: Safety and health: We will protect and promote the safety and occupational health of our workforce (employees and contractors) above all other priorities, and will empower them to speak up if they encounter unsafe working conditions.

What we measure

New cases of silicosis (number of new cases)
RA | Noise-induced hearing loss (NIHL) (number of employees)
All occupational disease frequency rate (AODFR) (per million hours worked)

Sukari, Egypt

Disclaimer

This webpage does not purport to be a complete summary of the applicable underlying report and is qualified in its entirety by reference to the applicable underlying report. This webpage should be read in conjunction with the applicable underlying report, including the qualifications and limitations described therein, as there may be information in the applicable underlying report that may be important.

All Mineral Resource and Mineral Reserve information should be read in conjunction with Item 4D. Mineral Resource and Mineral Reserve in AngloGold Ashanti’s annual report on Form-20F for the fiscal year ended 31 December 2025, as filed with the U.S. Securities and Exchange Commission, as well as AngloGold Ashanti’s 2025 Mineral Resource and Mineral Reserve Report.

Forward-looking statements

Certain statements contained in this webpage, other than statements of historical fact, including, without limitation, those concerning the economic outlook for the gold mining industry, expectations regarding gold prices, production, mine life, total cash costs, all-in sustaining costs, cost savings and other operating results, return on equity, productivity improvements, growth prospects, preliminary financial and production metrics for in-process projects, the ability to convert Mineral Resource into Mineral Reserve and replace Mineral Reserves net of depletion from production and outlook of AngloGold Ashanti’s operations, individually or in the aggregate, including the achievement of project milestones, commencement and completion of commercial operations of certain of AngloGold Ashanti’s exploration and production projects and the completion of acquisitions, dispositions or joint venture transactions, AngloGold Ashanti’s liquidity and capital resources and capital expenditures and the outcome and consequences of any potential or pending litigation or regulatory proceedings or environmental, health and safety issues, are forward-looking statements regarding AngloGold Ashanti’s financial reports, operations, economic performance and financial condition.

These forward-looking statements or forecasts are not based on historical facts, but rather reflect our current beliefs and expectations concerning future events and generally may be identified by the use of forward-looking words, phrases and expressions such as “believe”, “expect”, “aim”, “anticipate”, “intend”, “foresee”, “forecast”, “predict”, “project”, “estimate”, “likely”, “may”, “might”, “could”, “should”, “would”, “seek”, “plan”, “scheduled”, “possible”, “continue”, “potential”, “outlook”, “target” or other similar words, phrases, and expressions; provided that the absence thereof does not mean that a statement is not forward-looking. Similarly, statements that describe our objectives, plans or goals are or may be forward-looking statements.

These forward-looking statements or forecasts involve known and unknown risks, uncertainties and other factors that may cause AngloGold Ashanti’s actual results, performance, actions or achievements to differ materially from the anticipated results, performance, actions or achievements expressed or implied in these forward-looking statements. Although AngloGold Ashanti believes that the expectations reflected in such forward-looking statements and forecasts are reasonable, no assurance can be given that such expectations will prove to have been correct. Accordingly, results, performance, actions or achievements could differ materially from those set out in the forward-looking statements as a result of, among other factors, changes in economic, social, political and market conditions, including related to inflation or international conflicts, the success of business and operating initiatives, changes in the regulatory environment and other government actions, including environmental approvals, fluctuations in gold prices and exchange rates, the outcome of pending or future litigation proceedings, any supply chain disruptions, any public health crises, pandemics or epidemics, the failure to maintain effective internal control over financial reporting or effective disclosure controls and procedures, the inability to remediate one or more material weaknesses, or the discovery of additional material weaknesses, in the Company’s internal control over financial reporting, and other business and operational risks and challenges and other factors, including mining accidents. For a discussion of such risk factors, refer to the Company’s annual report on Form 20-F for the financial year ended 31 December 2025, filed with the U.S. Securities Exchange Commission. These factors are not necessarily all of the important factors that could cause AngloGold Ashanti’s actual results, performance, actions or achievements to differ materially from those expressed in any forward-looking statements. Other unknown or unpredictable factors could also have material adverse effects on AngloGold Ashanti’s future results, performance, actions or achievements. Consequently, readers are cautioned not to place undue reliance on forward-looking statements.

AngloGold Ashanti undertakes no obligation to update publicly or release any revisions to these forward-looking statements to reflect events or circumstances after the date of publication or to reflect the occurrence of unanticipated events, except to the extent required by applicable law. All subsequent written or oral forward-looking statements attributable to AngloGold Ashanti or any person acting on its behalf are qualified by the cautionary statements herein.

NON-GAAP financial measures

This document may contain certain “Non-GAAP” financial measures, including, without limitation, “total cash costs”, “total cash costs per ounce”, “all-in sustaining costs”, “all-in sustaining costs per ounce”, “average gold price received per ounce”, “sustaining capital expenditure”, “non-sustaining capital expenditure”, “Adjusted EBITDA”, “Adjusted net debt (cash)”, “operating cash flow” and “free cash flow”. AngloGold Ashanti utilises certain Non-GAAP performance measures and ratios in managing its business. Non-GAAP financial measures should be viewed in addition to, and not as an alternative for, the reported operating results or cash flow from operations or any other measures of performance prepared in accordance with IFRS. In addition, the presentation of these measures may not be comparable to similarly titled measures other companies may use. Reconciliations from IFRS to the Non-GAAP financial measures used in this document can be found either in this document, or in AngloGold Ashanti’s Earnings Release for the three months and the year ended 31 December 2025, which is available on AngloGold Ashanti’s website, or in its annual report on Form 20-F for the financial year ended 31 December 2025 as filed with 
the SEC.

2025 Mineral Resource and Mineral Reserve information

The Mineral Resource and Mineral Reserve stated herein were prepared in compliance with Subpart 1300 of Regulation S-K (17 CFR § 229.1300) (“Regulation S-K 1300”). Refer to Item 1300 (Definitions) of Regulation S-K for the meaning of the terms used in AngloGold Ashanti’s Mineral Resource and Mineral Reserve reporting. The Mineral Resource and Mineral Reserve represent the amount of gold, copper, silver, sulphur and molybdenum estimated at 31 December 2025 and are based on information available at the time of estimation. Such estimates are, or will be, to a large extent, based on the prices of the respective commodities and interpretations of geologic data obtained from drill holes and other exploration techniques, which data may not necessarily be indicative of future results. The Mineral Resource and Mineral Reserve estimates are published at 31 December 2025, taking into account economic assumptions, changes to future production and capital costs, depletion, additions as well as any acquisitions or disposals during 2025. The legal tenure of each material property has been verified to the satisfaction of the accountable Qualified Person and all of the Mineral Reserve has been confirmed to be covered by the required mining permits or there exists a realistic expectation, based on applicable laws and regulations, that issuance of permits or resolution of legal issues necessary for mining and processing at a particular deposit will be accomplished in the ordinary course and in a timeframe consistent with AngloGold Ashanti’s (or its joint venture partners’) current mine plans. For the Mineral Reserve, the term “economically viable” means that profitable extraction or production has been established or analytically demonstrated in, at a minimum, a pre-feasibility study, to be economically viable under reasonable investment and market assumptions. Mineral Reserve is subdivided and reported, in order of increasing geoscientific knowledge and confidence, into Probable and Proven Mineral Reserve categories. Mineral Reserve is aggregated from the Probable and Proven Mineral Reserve categories. Ounces of gold or silver or pounds of copper or sulphur included in the Probable and Proven Mineral Reserve are estimated and reported as delivered to plant (i.e., the point where material is delivered to the processing facility) and exclude losses during metallurgical treatment. In compliance with Regulation S-K 1300, the Mineral Resource herein is reported as exclusive of the Mineral Reserve before dilution and other factors are applied, unless otherwise stated. Mineral Resource is subdivided and reported, in order of increasing geoscientific knowledge and confidence, into Inferred, Indicated and Measured Mineral Resource categories. Ounces of gold or silver or pounds of copper, sulphur or molybdenum included in the Inferred, Indicated and Measured Mineral Resource are those contained in situ prior to losses during extraction and processing. While it would be reasonable to expect that the majority of Inferred Mineral Resource would upgrade to Indicated Mineral Resource with continued exploration, due to the uncertainty of Inferred Mineral Resource, it should not be assumed that such upgrading will always occur.

If estimations must be revised due to significantly lower commodity prices, increases in operating costs, reductions in metallurgical recovery or other factors, the Mineral Resource or Mineral Reserve may not be mined or processed profitably. In addition, material write-downs of AngloGold Ashanti’s investment in its mining properties may be required, including impacts on goodwill, as well as increased amortisation, reclamation and closure charges. If AngloGold Ashanti determines that certain parts of its Mineral Resource or Mineral Reserve have become uneconomic, this may ultimately lead to a reduction in its reported aggregate Mineral Resource or Mineral Reserve, respectively. Consequently, if AngloGold Ashanti’s actual Mineral Resource and Mineral Reserve is less than current estimates, its business, prospects, results of operations and financial position may be materially impaired.

Pre-feasibility and feasibility studies for undeveloped ore bodies present estimated capital expenditure and operating costs based on anticipated tonnage and grades of ore to be mined and processed. Other factors underlying the estimations include, among others, the predicted configuration of the ore body, anticipated metal recovery rates, and estimated costs of operating and processing equipment and facilities. Actual operating and capital expenditure cost and economic returns on projects may differ significantly from original estimates. Further, it may take many years from the initial phases of exploration until commencement of production, during which time, the economic feasibility of production may change. The Mineral Resource is subject to further exploration and development, and is subject to additional risks, and no assurance can be given that they will eventually convert to Mineral Reserve.

For additional information, refer to Table 1 (Summary Mineral Resource) and Table 2 (Summary Mineral Reserve) to Paragraph (b) of Item 1303 (Summary disclosure) of Regulation S-K, which are in AngloGold Ashanti’s annual report on Form 20-F for the financial year ended 
31 December 2025 filed with the SEC. These summary tables include each class of Mineral Resource (Inferred, Indicated and Measured) together with total Measured and Indicated Mineral Resource, and each class of Mineral Reserve (Probable and Proven) together with total Mineral Reserve. The Mineral Resource at the end of the financial year ended 31 December 2025 was estimated using a gold price of $2,000/oz (2024: $1,900/oz), a copper price of $3.50/lb (2024: $3.50/lb), a silver price of $23.00/oz (2024: $23.00/oz) and a molybdenum price of $12.00/lb (2024: $12.00/lb), unless otherwise stated. The Mineral Reserve at the end of the financial year ended 31 December 2025 was estimated using a gold price of $1,700/oz (2024: $1,600/oz), a copper price of $3.10/lb (2024: $2.90/lb) and a silver price of $19.50/oz 
(2024: $19.50/oz), unless otherwise stated. The net difference between the Mineral Resource and Mineral Reserve at the end of the last completed financial year and the preceding financial year will be detailed for material properties, if applicable, in AngloGold Ashanti’s annual report on Form 20-F for the financial year ended 31 December 2025.

Notes:

The Mineral Resource exclusive of Mineral Reserve is defined as the inclusive Mineral Resource less the Mineral Reserve before dilution and other factors are applied.

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