{"id":537,"date":"2026-03-02T00:00:35","date_gmt":"2026-03-01T22:00:35","guid":{"rendered":"https:\/\/reports.anglogoldashanti.com\/25\/?p=537"},"modified":"2026-03-20T10:29:12","modified_gmt":"2026-03-20T08:29:12","slug":"ceo-review-outlook","status":"publish","type":"post","link":"https:\/\/reports.anglogoldashanti.com\/25\/sr\/leadership\/ceo-review-outlook\/","title":{"rendered":"CEO\u2019s review and outlook"},"content":{"rendered":"\n
\n

CEO\u2019s review and outlook<\/h1>\n\n\n
\n
\n

Maintaining our social licence to operate requires constant effort, humility and discipline. It is work we are committed to doing well, because it is fundamental to the long-term success of AngloGold Ashanti and the societies of which we are a part.<\/p>\n<\/blockquote>\n<\/div>\n\n\n\n

\n

Mining is, at its core, a partnership. It depends on\ntrust \u2014 with governments, with communities,\nwith employees and contractors, and with society\nmore broadly. Without that trust, no amount of\ntechnical capability or financial strength can\nsustain a business over the long term.\nMaintaining and strengthening our social licence\nto operate is therefore not an abstract concept\nfor AngloGold Ashanti; it is fundamental to how\nwe manage risk, allocate capital, and create\nenduring value.<\/p>\n\n\n\n

Our purpose \u2013 Mining to empower people and advance societies \u2013<\/mark><\/strong> reflects this reality. It recognises that a modern mining company must deliver more than ounces produced or returns generated. It must demonstrate, consistently and transparently, that it operates responsibly, respects human rights, manages environmental and social risks rigorously, and contributes meaningfully to development outcomes that endure beyond the life of mine.<\/p>\n\n\n\n

This Sustainability Report sets out how we are doing that.<\/p>\n\n\n\n

Strengthening social\nperformance through\ndisciplined execution<\/h2>\n\n\n\n

In recent years, we have worked deliberately to move our social performance from a collection of well-intentioned initiatives to a more disciplined, outcome-focused system. A clear example of this evolution is the application of our Full Asset Potential (FAP) methodology beyond operational performance and into social investment and community development.<\/p>\n\n\n\n

At Siguiri in Guinea, we have applied the same principles that drive operational excellence \u2013 local ownership, data-driven prioritisation, structured governance and measurable outcomes \u2013 to the site\u2019s Socio-Economic Development Plan (SEDP). This approach has transformed how social projects are identified, sequenced and delivered.<\/p>\n\n\n\n

Rather than fragmented interventions, the SEDP now focuses on integrated programmes across health, water, education, livelihoods and energy, designed with communities and aligned to local development priorities. Initiatives such as expanded malaria control, mobile healthcare delivery, water infrastructure, education and skills development, and alternative livelihoods are being implemented through multi-stakeholder committees with clear accountability and monitoring frameworks.<\/p>\n\n\n\n

This is not about increasing spend for its own sake. It is about ensuring that social investment delivers tangible, durable benefits \u2013 and in doing so, strengthens trust, reduces social risk, and supports long-term operational stability. The Siguiri experience is informing how we approach social performance more broadly across the Group.<\/p>\n\n\n\n

Managing a principal risk through\nprecaution and accountability<\/h2>\n\n\n\n

The safe management of tailings is one of our most significant material sustainability issues and a recognised principal risk for the Company. Tailings facilities require the highest standards of governance, technical assurance and oversight, given their potential impacts on people, the environment and our social licence to operate.<\/p>\n\n\n\n

In 2025, this risk focus was demonstrated in our response to the tailings seepage identified at the Siguiri Tailings Storage Facility in August following a period of heavy rains. Acting in line with our risk management framework and the precautionary principle, we took immediate and decisive action. Processing and tailings deposition were suspended, access to affected areas was restricted, and enhanced monitoring was implemented using both internal capability and independent external specialists. We engaged transparently with regulators, government authorities and community leaders, and implemented conservative protective measures while planning and execution of the remediation steps progressed.<\/p>\n\n\n\n

While this seepage subsequently stabilised, our response reflected how we manage material risk across the business: early intervention, independent technical assurance, clear accountability, and open engagement with stakeholders. These principles underpin our broader programme of work to achieve and maintain conformance with the Global Industry Standard on Tailings Management (GISTM), and to continuously strengthen tailings governance across all operations. Looking ahead, we are accelerating priority actions related to emergency preparedness, technical assurance and independent oversight to further reduce residual risk and strengthen confidence across our tailings portfolio in line with the GISTM.<\/p>\n\n\n\n

Tailings management remains an area of sustained focus, investment, resourcing and scrutiny, not only because of its risk profile, but because excellence in this area is essential to maintaining trust and confidence in our business.<\/p>\n\n\n\n

Artisanal mining and social\nlicence<\/h2>\n\n\n\n

Few issues test social licence as acutely as ASM. Across many of our host countries, ASM provides livelihoods for large numbers of people, often in the context of poverty, unemployment and limited economic alternatives. At the same time, unmanaged and illegal mining presents serious risks; to human life, to the environment, and to the stability of industrial mining operations. For AngloGold Ashanti, ASM therefore represents a material social and human rights issue in several jurisdictions, with direct implications for safety, community wellbeing and long-term operational resilience.<\/p>\n\n\n\n

We are clear-eyed about this complexity. ASM is not a challenge that any single company can resolve alone, nor can it be addressed through enforcement in isolation. Our approach is therefore grounded in partnership: working with host governments, traditional authorities, communities, peers and civil society to support responsible, legal and safer outcomes.<\/p>\n\n\n\n

At sites such as Siguiri, Obuasi and Geita, ASM-related risks are a key focus of our Human Rights Due Diligence processes, given their links to safety, child rights, environmental harm and organised criminal activity. Our response combines strengthened engagement, targeted social investment, improved grievance mechanisms, and support for initiatives aimed at formalisation or alternative livelihoods, where appropriate.<\/p>\n\n\n\n

This work is challenging and often incremental. But it is essential to sustaining trust, reducing conflict risk, and ensuring that the benefits of mining are shared in ways that are consistent with human rights and long-term development.<\/p>\n\n\n\n

Respect for human rights as a\ncore business discipline<\/h2>\n\n\n\n

Respect for human rights underpins our social licence and our ability to operate in complex environments. Our Human Rights Due Diligence (HRDD) framework \u2013 aligned with the UN Guiding Principles on Business and Human Rights \u2013 is central to how we identify, prevent, mitigate and, where necessary, remediate potential impacts.<\/p>\n\n\n\n

In 2025, we commissioned an independent external review of our HRDD tools and processes. That review confirmed the strength of our framework while identifying targeted opportunities to sharpen risk prioritisation, strengthen contractor and supplier oversight, enhance grievance mechanisms, and improve consistency in high-risk contexts.<\/p>\n\n\n\n

These insights are now informing updates to our standards, training and site-level implementation. HRDD is not treated as a compliance exercise. It is a practical management tool that informs decision making, shapes engagement with communities and suppliers, and strengthens our ability to anticipate and respond to issues before they escalate.<\/p>\n\n\n\n

Accountability through\ntransparent reporting<\/h2>\n\n\n\n

Finally, this report reflects our commitment to transparency and accountability. We report against a wide range of international standards and initiatives and continue to refine our disclosures in response to stakeholder feedback and evolving expectations.<\/p>\n\n\n\n

Maintaining our social licence to operate requires constant effort, humility and discipline. It is work that is never finished \u2014 but it is work we are committed to doing well, because it is fundamental to the long-term success of AngloGold Ashanti and the societies of which we are a part.<\/p>\n\n\n\n

Alberto Calderon<\/strong>
Chief Executive Officer<\/strong>
16 March 2026<\/p>\n<\/div>\n<\/div>\n\n\n\n

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

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

Maintaining our social licence to operate requires constant effort, humility and discipline. 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