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Key indicators
- A community and social development management system is being developed and rolled
out at all operations, following the launch of the socio-economic toolbox in 2004. The
management system, which will take a further 18 to 24 months to fully develop and
implement, deals with the practical implementation of the business principle at an
operational level.
- AngloGold Ashanti achieved the conversion of its mineral rights into ‘new order’ rights
in line with the South African Mineral and Petroleum Resources
Development Act
(MPRDA) of 2002. A key component conversion application process was the
development of Social and Labour Plans for the South African operations, based on the
requirements of the Department of Minerals and Energy’s (DME) Mining Charter
Scorecard.
- AngloGold Ashanti adopted the International Finance Corporation’s (IFC) Resettlement
Policies, Guidelines and Standards in September 2004 and all new resettlements
undertaken will be conducted in accordance with these. No new involuntary
resettlements were undertaken in 2005.
- AngloGold Ashanti has contributed to the sustainable economic development of host
communities in a number of ways:
- Enterprise development. Links are being sought to more closely tie procurement
spend to local economic development at all operations, with a particular focus on the
African assets. In the South Africa region the Small and Medium Enterprise
Development Initiative
(SMEDI) continues to identify people with ability and potential, and enters into a
partnership with them to provide education, training and funding with the long-term
aim of creating sustainable business. The raising of venture capital is managed
through Masakhisane, which was established in 1998, the year of AngloGold’s
formation, with an initial capital of R10 million (then worth approximately $1.6 million).
During 2005, SMEDI was involved in setting up 14 small businesses, with an average
annual turnover at year-end of R45 million. To date, jobs have been created for 1,205
people. Similar initiatives such as the alternative livelihoods programmes are being
developed or are in place at all operations in less economically developed countries,
such as Ghana, Guinea, Tanzania and Mali.
- A group strategy to deal with the management of artisanal mining is being put in place
specifically drawing on the lessons learnt from Geita.
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Our Values & Business Principles
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Community (PDF -
1.0MB)
