WORLD GOLD FORUM

April 2020

FTSE4Good

Constituent of

the FTSE All

World Index

DISCLAIMER

Certain statements contained in this document, other than statements of historical fact, including, without limitation, those concerning the economic outlook for the gold mining industry, expectations regarding gold prices, production, total cash costs, all-in sustaining costs, all-in costs, cost savings and other operating results, productivity improvements, growth prospects 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 consequence of any potential or pending litigation or regulatory proceedings or environmental health and safety issues, are forward-looking statements regarding AngloGold Ashanti's operations, economic performance and financial condition. These forward-looking statements or forecasts involve known and unknown risks, uncertainties and other factors that may cause AngloGold Ashanti's actual results, performance or achievements to differ materially from the anticipated results, performance 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 could differ materially from those set out in the forward-looking statements as a result of, among other factors, changes in economic, social and political and market conditions, (including as a result of the COVID-19 pandemic), 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, (including as a result of the COVID-19 pandemic), the outcome of pending or future litigation proceedings, and business and operational risk management. For a discussion of such risk factors, refer to AngloGold Ashanti's annual reports on Form 20-F filed with the United States Securities and Exchange Commission. These factors are not necessarily all of the important factors that could cause AngloGold Ashanti's actual results to differ materially from those expressed in any forward-looking statements. Other unknown or unpredictable factors could also have material adverse effects on future results. 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 hereof 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 communication may contain certain "Non-GAAP" financial measures. 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.

2

POSITIONED TO CREATE VALUE THROUGH THE CYCLE

Generate sustainable cash flows and shareholder returns by focusing on five key areas…

Supporting our strategy for sustainable cash flow improvements and returns

Improving portfolio

Focusing on reserve growth

Disciplined capital allocation

Robust balance sheet

Excellence in Environmental, Social & Governance

…these focus areas are aimed at driving our investments to deliver improving margins, extended mine lives and a pipeline for the future.

3

WORLD CLASS GLOBAL PORTFOLIO

2019

3.3Moz

$992/oz

$1.7bn

production in line with guidance

all-in sustaining cost*

EBITDA

Americas

Continental Africa

South Africa

Australia

Production: 710koz

Production: 1,538koz

Production: 419koz

Production: 614koz

AISC*: $1,032/oz

AISC*: $896/oz

AISC*: $1,128/oz

AISC*: $990/oz

Operations

Projects

Asset sales in process

Greenfields exploration

*AISC World Gold Council standard

4

All figures refer to continuing and discontinued operations, unless otherwise stated.

TARGETING ZERO HARM

Long-term safety improvements continue

Constituent of the

FTSE All World Index

Fatalities

AIFRper million hours worked

Reportable environmental incidents

20

20

20

16

16

16

12

12

12

8

8

8

4

4

4

0

0

0

2012

2013

2014

2015

2016

2017

2018

2019

2012

2013

2014

2015

2016

2017

2018

2019

2012

2013

2014

2015

2016

2017

2018

2019

Working towards zero harm, excellence in environmental stewardship and community development

  • 2019 safest year on record
  • Seven consecutive quarters without a fatality
  • AIFR improved 31% YoY
  • Integrated safety strategy bearing fruit

5

IMPROVING MARGIN TREND

Higher gold price provides opportunity for expanding margins

All-in Sustaining Costs¹ vs. Gold Price Received

$/oz

1,800

SPOT²

1,700

$1,690/oz

1,600

1,500

1,400

1,300

14%

28%

1,200

margin

16%

19%

21%

23%

margin

margin

1,100

margin

21%

margin

margin

1,000

margin

900

800

700

2013

2014

2015

2016

2017

2018

2019

2020F³

AISC*

Avg Gold Price

1. World Gold Council standard

2. Spot - 21 April 2020

3. Midpoint of AISC guidance prior to withdrawal of guidance

6

COMPARISON OF KEY METRICS

Particulars

Year Dec

% Variation

Year Dec 2018

year vs prior

Continuing and discontinued operations

2019

year

Production (kozs)

3,281

3,400

(4)

Production from retained operations (kozs)

3,281

3,349

(2)

Gold price received ($/oz) (3)

1,387

1,261

10

Total cash costs ($/oz) (3)

776

773

-

All-in sustaining costs ($/oz) (2) (3) (4)

992

976

2

All-in costs ($/oz) (2) (3)

1,162

1,068

9

Corporate & marketing costs ($m) (1)

79

75

5

Exploration & evaluation costs ($m)

112

102

10

Capital expenditure ($m)

814

721

13

Adjusted EBITDA ($m) (3)

1,723

1,480

16

Net cash inflow from operating activities ($m)

1,047

857

22

Free cash inflow ($m) (3)

127

67

90

  1. Includes administration and other expenses
  2. World Gold Council standard
  3. Non-GAAP
  4. Excludes the impact of the rehabilitation provision in Brazil in 2019

Due to COVID-19, 2020 guidance has been withdrawn, however we note the following:

  • New ounces being added from Obuasi
  • Sale of SA assets and Sadiola pending
  • Costs have exposure to oil price and local currencies (South African Rand, Argentinian Peso, Brazilian Real and Australian Dollar); costs may see impacts related toCOVID-19
  • Expenditure related to Obuasi, Siguiri, Tropicana, Quebradona and Gramalote

7

BALANCE SHEET STRATEGY ENFORCES DISCIPLINE

Adjusted Net Debt

$m

4,000

A diverse portfolio and proactive management of our balance sheet has given us flexibility during this unprecedented time.

Undrawn facilities* at 31 December 2019

Self-funded development of Tropicana, Kibali

3,000

2,000

1,000

-50%

Self-funded redevelopment of Obuasi

US$463m

R4.650bn

Cash

ZAR Facilities

Subsequent to year-end:

2012

2013

2014

2015

2016

2017

2018

2019

Adjusted Net Debt to Adjusted EBITDA

3.0x

2.0x

*0.91x

1.0X

1.0x

New Target

through the cycle

0.0x

2013

2014

2015

2016

2017

2018

2019

c.$2.2bn

USD facility fully drawn

Repaid $700m bond plus coupon

US$1,420m**

RCFs

  • Total calculated with ZAR facility at R13.9937/$, and AUD facility at A$0.7021 ** US$1.4bn RCF includes a capped facility of AU$500m

Last-12-months Adjusted net debt to Adjusted EBITDA ratio *Calculations include discontinued operations

8

CORONAVIRUS PANDEMIC - ORGANISATIONAL RESPONSE

AngloGold Ashanti recognizes the critical role it plays in managing COVID-19 at our operations, in our communities and in the regions in which we operate. We are guided by our values and a pledge to protect the health of our employees and host communities, while working to ensure business continuity.

Our Aims

Strategic Measures

Protect employees and the business

Stabilise our supply chains and ensure liquidity

Plan ahead, anticipate risks and adjust quickly

Work closely with key stakeholders and communities

Be transparent, communicate clearly

Cross-functional team managing crisis response

Primary consumables inventory: c.4 months and building

Site contingency plans under regular testing and review

Market guidance withdrawn

Prudent approach to liquidity: $1.1bn cash on hand*

Supporting host governments and communities

*excludes cash lock-up positions at Kibali and Sadiola, where AngloGold Ashanti's combined share totals about $300m; no near term maturities

9

CORONAVIRUS PANDEMIC - IMPACT ON OUR OPERATIONS

Measures taken to limit the spread of COVID-19 at our operations

  • Allnon-essential travel halted; heightened approval protocols for essential travel
  • Increased awareness, surveillance and screening; strict quarantine protocols in place
  • Voluntarywork-from-home for those roles that allow it at office sites
  • Close collaboration with relevant national health authorities at all sites and offices to ensure responses are aligned
  • Cooperating with local community healthcare systems to supplement and support wherever possible

IMPACT TO OUR OPERATIONS Anticipated impact of 30,000oz - 40,000 oz (less than 2% of annual production)

Site

Date suspended

Reason

Update

Serra Grande, Brazil

27 March 2020

Response to measures taken by local authorities

Operations resumed 5 April

CVSA, Argentina

21 March 2020

Countrywide restrictions on travel and border

Processing of stockpiles resumed on 6 April

closings

South Africa

27 March 2020

Response to measures taken by national

Surface operations resumed 6 April; 16 April: DMRE to

authorities

allow mines to restart at 50% of output

10

Ghana
Manufacturing hand sanitizer for public use
Donation, through the Chamber of Mines, to President'sCovid-19Trust Fund
AGA Health Foundation supporting the Ashanti Regional Health Directorate, Obuasi Municipal and District Assemblies and the Municipal Health Directorate
AGA Malaria team, helping to disinfect health centres in the Obuasi Municipality and District

CORONAVIRUS PANDEMIC - HUMANITARIAN EFFORTS

AngloGold Ashanti introduced a host of initiatives on our mine sites and at the surrounding communities -

these include providing hand washing stations, alcohol-based hand sanitizers, and personal hygiene campaigns

Highlights of global humanitarian efforts:

South Africa

  • Two hospitals made available for exclusive use by SA government, and a range of other direct contributions to state healthcare institutions, as part of the frontline COVID- 19 effort
  • Pledged R20m to the Solidarity Response Fund - a public benefit company aimed at rapid and targeted actions to support the healthcare and provide humanitarian support to vulnerable households and communities
  • Paid employee salaries and benefits during operational shutdown

Tanzania

  • Invested in various health projects in Geita region which will facilitate the efforts to fight the disease
  • Donation of $200,000 to the government
  • Donation of 10, 1,000 litres water tanks for public handwashing campaigns
  • Awareness campaign in Geita town
  • Construction ofCOVID-19 Isolation centre is underway
  • Donations of essential PPE

Guinea

  • Donated masks, thermometers and gloves to Siguiri authorities to fight againstCOVID-19
  • Running a broadcast information programmes using local radio station to raise awareness on preventative measures

Brazil

  • R$1.5m donated to hospitals in the Minas Gerais and Goiás states where our operations are located
  • AngloGold Ashanti Brazil, together with many of our other sites, is also running aCOVID-19 awareness campaign, educating employees and communities about the virus and providing ways to protect themselves and loved ones
  • Paid employee salaries and benefits during operational shutdown

Argentina

  • Donations to the Province of Santa Cruz - these included a range of hospital resources including disposable coveralls, transparent glasses, latex gloves and breathing units
  • Supplied ingredients for hand sanitizer to the Puerto San Julián police department and disposable coveralls to the Fire Department
  • Paid employee salaries and benefits during operational shutdown

Colombia

  • Launched the "A Purpose for Life" campaign to protect the health and well- being of the people as well as the delivery of food parcels and medical equipment including laser thermometers
  • Donated US$15,280 to the food banks in Bogota and Medellin, to help people who are unable to work during the quarantine period

11

OUR VALUE GENERATION BLUEPRINT REMAINS INTACT

53Moz *

*Ore Reserves; includes Quebradona and Gramalote, and excludes La Colosa

12

ESG: OUR MATERIAL ISSUES

Our material issues identify the main challenges and opportunities facing AngloGold Ashanti, which are central to our actions.

Talent management,

Employee,

Navigating political

skills development and

community and

uncertainty and risk

employee relations

asset security

Employee and

Respecting

Employee safety

community health

human rights

Contributing to resilient,

Responsible

Artisanal and

self-sustaining

environmental

small-scale mining

communities

stewardship

13

PORTFOLIO OPTIMIZATION

Active portfolio management and reinvestment in the portfolio - will reshape the business as a streamlined, high-margin producer with quality long-life assets.

Divesting

South Africa and

Sadiola

•Cumulative upfront proceeds ~$225m •Proceeds used for debt reduction

Investing in Reserve

Conversion

•Increase in Ore Reserve Development and exploration •Capex investment of ~$200/oz at sites with high geological potential

•Net reserve addition in 2019 for continuing operations ~1.1Moz

14M i n e s

  • Countries

Obuasi Redevelopment

•Phase 1 complete

•Phase 2 ramp up expected completion at year end •Targeting 350 - 400koz production over next 10 years

Project pipeline - Future

•Gramalote and Quebradona FS expected early 2021 •Prospective drilling at Silicon in Nevada

11Mines

  • Countries

. 14

DELIVERING ON OUR STRATEGY

South African asset sale

  • Agreement to sell the South African producing assets and related liabilities to Harmony Gold
  • Consideration package valued at approximately $300m
  • $200m cash upfront
  • $100m in deferred payments
  • Expected closing around 30 June 2020

Sadiola sale

  • Agreement to sell interests in Sadiola to Allied Gold
  • Total cash consideration of US$52.5m
  • $25m cash upfront
  • $25m in deferred payments
  • $2.5mpay-out from the JV
  • Additional $6m dividend
  • Expected closing April 2020

Gramalote Project

  • Agreement with B2Gold to fund $13.9m investment and exploration programme next year to earn back to a 50:50 partnership and assume management of the project
  • B2Gold and AngloGold Ashanti have agreed on a budget for the feasibility study of approximately $37m
  • Goal of completing a final

feasibility study by 31 December 2020

15

IMPROVING ON OUR ENVIRONMENTAL PERFORMANCE

Water use

Water use efficiency

Megalitres

Kilolitres per tonne treated

63,721

0.64

59,601

50,716

52,219

45,892

0.60

0.59

0.61

0.57

2014

2015

2016

2017

2018

2014

2015

2016

2017

2018

Energy Consumption

Energy Intensity

Petajoules

Gigajoule per tonne treated

32

0.33

0.34

29

29

30

0.32

25

0.31

0.30

2014

2015

2016

2017

2018

2014

2015

2016

2017

2018

GHG Emissions

GHG Emissions Intensity

Kilotonnes

Kilogram of GHG per tonne treated

4,613

4,162

4,062

43

45

48

46

3,953

32

2,556

2014

2015

2016

2017

2018

2014

2015

2016

2017

2018

The sale of the SA assets is expected to result

in a shift in our environmental footprint

GHG

Water

Ounces

Cyanide

emissions

consumption Energy use

-13%

-17%

-29%

-52%

-47%

16

EXPLORATION SUCCESS - BACKED BY A PROVEN TRACK RECORD

Incremental capital spend for brownfield drilling and associated ore reserve development to improve ore-body knowledge and planning, and more reliable longer-term forecasting.

Implied LoM (years)

20

18

Balance sheet stabilisation and reinvestment

Reserve growth

16

15 years

14

12

10 years

10

8

6

4

2

-

2013

2014

2015

2016

2017

2018

2019

AGA (Ex-SA)

AGA (with SA)

AGA Avg. (Ex-SA)

AGA Avg. (with SA)

Gold discoveries 2003 - 2017

Moz

100

100

90

90

80

80

70

70

60

60

50

50

40

40

30

30

20

20

10

10

-

-

AGA Peer 1

Peer 2 Peer 3

Peer 4

Peer 5 Peer 6

Operating

Potential

Limited

Disposed

S&P Global

17

PRIORITISING RESERVE CONVERSION

Years of Reserve reported

Significant potential exists across our assets, which we aim to

80.0

unlock through exploration and project pipelines.

70.0

60.0

50.0

60.0

40.0

30.0

20.0

32.8

21.2

26.5

15.5

10.7

16.1

8.2

10.0

8.7

-

15.0

4.7

8.5

3.0

6.4

10.3

4.2

7.8

2.4

Obuasi

AGA Mineração

Siguiri

Serra Grande

Iduapriem

Kibali

Sunrise Dam

Tropicana

Geita

Reserve Life (Years)

Resource Life (Years)

18

OBUASI - INVESTING IN GROWTH AT A LONG-LIFE, WORLD CLASS ASSET

8.6 Moz over 20 years

Large

Mechanised High Grade

Low Cost

Capital Efficient

High Return

Long-Life Quick Payback

350Koz400Koz

Annual Production

First 10 years*

1.6mt

1.8mt

Average Annual

tonnage treated*

@8.8g/t average grade

$725/oz$825/oz

AISC**

$495m$545m

Initial Project Capex

3 years

IRR

23%

39%

($1,240 - $1,600/oz)

Initial Life & Payback 0

6

20

Years

Spot~4.5 years

*Steady state

**Money terms at approval, World Gold Council standard

Initial project capital of $495-545m now includes additional mining fleet of around $45m to the project capital estimate. This is expected to have a resultant favourable impact on contract rates and improve AISC by approximately $25/oz.

Payback

19

OBUASI MINE - PROJECT UPDATE

Our management team is closely monitoring progress and activities at Obuasi to maintain the trajectory of good work and continue Phase 2 construction activities safely.

Phase 1

Complete

  • Construction and commissioning activities completed - key toramp-up to 2,000tpd
  • BIOX inoculation complete
  • First gold pour achieved on 19 Dec 2019

*Status as of 31 December 2020

Phase 2

Ongoing

  • Phase 2 works includes both refurbishment, demolition and new build activities on the surface and underground, pipelines, TSF and paste plant
  • Engineering, procurement and construction is 45.1% complete*

Operational

Readiness

  • Working towards the planned production rate of 4,000tpd
  • Operational Readiness and mobilised
  • Targeting steady state in 2021
  • 350 - 400koz/pa

20

OBUASI - LOCAL CONTENT FOCUS

  • Transparent employment process with focus on Ghanaians
  • Recruitment procedures aimed to benefit host communities; also applies to contractors
  • Development and training programme in place
  • Imported skills matched with Ghanaian successors
  • Project and operating teams work together during mine development
  • Australia's AUMS & Ghana's Rocksure formed a JV Underground Mining Alliance to execute underground mining contract over five years with plans to employ and train c.550 Ghanaians

The President & Asantehene officially launched the Obuasi Redevelopment Project supported by AGAG, Ministers, Officials, Traditional Leaders, Religious Leaders & the Community.

21

QUEBRADONA: A HIGH MARGIN COPPER PROJECT

Gramalote

Quebradona

La Colosa

Ore Reserves

6.6bn lb Cu & 2.5Moz Au

Annual Production

128M lb & 62Koz (321Koz AuEq*)

Plant feed grade

Averaging 1.21% Cu & 0.66g/t Au

Low Cost

AISC* $0.88/lb Cu

Return

IRR 17%

Payback period

8 years

Long Life

23 years

* Commodity price assumptions: Cu $2.89/lb ; Au: $1,242/oz

  • Feasibility study drilling completed; engineering commenced
  • Geotechnical testing and conceptual hydrogeological model completed
  • Licensing process will align with the Feasibility Study
  • Local consulting programs underway

22

GRAMALOTE: MOVING UP THE VALUE CURVE

Gramalote

Quebradona

La Colosa

Mineral Resource

2.14Moz Au

(Indicated)

Annual Production

284Koz

Average grade

0.85g/t Au

Competitive Cost

AISC $648/oz

Return

IRR 18.1%

Payback period

3.6 years

Life of Mine

14 years

  • Experienced partner in B2Gold
  • Low cost, improving fundamentals
  • Simple metallurgy / high recoveries
  • Strong community support

Project metrics on 100% basis

Based on B2Gold PFS published on 21 January 2020 - Gold price assumption: $1,350/oz

AngloGold Ashanti will publish its own pricing sensitivities upon completion of the Feasibility Study

23

MITIGATING OUR CONTRIBUTION TO CLIMATE CHANGE

ENERGY EFFICIENCY INITIATIVESin addition to behavioural change efforts

  • Energy efficiency projects in South Africa have included:
    • Compressor waste heat recovery for shaft water heating
    • Use of a three pipe chamber system for water pumping
    • Replacement of incandescent and cap lamp bulbs with LEDs
    • Compressed air management
    • Heat pumps and solar systems in accommodation units, as well as the strategic relocation and switching off of compressors
  • In Australia, switched SDGM's generators from diesel to Liquified Natural Gas, and after commissioning Tropicana mine, we switched both to piped natural gas

USE OF RENEWABLESWe use a sizeable proportion of renewable energy sources

  • In Brazil, predominantlyhydropower-sourced electricity, including our own Rio do Peixe hydro facility
  • In Ghana, operations use local grid power with a large component of hydropower
  • In DRC, site uses locally generated hydro electricity
  • Quebradona in Colombia will be operated predominantly on hydropower, including a largely electric underground fleet
  • Replacement ofoff-grid fossil fuel-powered generators (i.e. hybrid fossil & solar plants) at our other operations constrained due to LOM or security/land access concerns

We have participated in CDP Climate Change since 2008 and in CDP Water disclosures since 2010, transition to implementing and disclosing against TCFD recommendations from 2020

24

HIGH QUALITY LEVERAGE TO THE GOLD PRICE

2019 YoY Changes

106%

72%

57%

41%

22%

27%

16%

10%

Gold price

EBITDA

Net CFO

Gross Profit

Cash & Cash

Dividend

Headline Earnings FCF (Ex- growth)

Equivalents

25

ANGLOGOLD ASHANTI IS A PREMIER GOLD INVESTMENT

Track record of disciplined

capital allocation and project delivery

Clear and predictable

Focus on advancing

strong pipeline of

strategic approach

options

Minimising Risk and improving

Shareholder returns

2020Priorities

  • Proactive Health and Safety management
  • Continued focus on sustainability and safety improvements
  • Target increased reserve conversion
  • Aim to progress divestment processes
  • Obuasiramp-up production towards 4,000tpd
  • Optimise margins and cash conversion
  • Enforce capital discipline in rising gold price environment

26

SUSTAINABILITY INDEX RANKINGS

FTSE4Good

Constituent of

the FTSE All

World Index

FTSE/JSE Responsible Investment (FTSE4Good) Index Series

The FTSE4Good Index Series is designed to measure the performance of companies demonstrating strong ESG practices.

Overall rating: 4.3 out of a total of 5 (up from 4.2 in 2018). This compares favourably with average scores of 2.6 for the gold mining sector and 2.1 for the basic metal industry and 3.5 for South Africa.

Score by theme:

  • Environment = 3.9
  • Social = 4.0
  • Governance = 5.0

RobecoSAM Dow Jones Sustainability Indices (DJSI)

AngloGold Ashanti has been included in the emerging markets index component of the Dow Jones Sustainability Indices (DJSI) for the fourth consecutive year - a reflection of the continued improvement in our sustainability practices. In the 2019 assessment, AngloGold Ashanti was among the top 15% of companies in the industry and achieved a score within 30% of the industry's top performing companies.

The RobecoSAM ESG rating is now part of S&P Global.

Scores in the categories as follows:

  • Economic dimension: 62 (2018: 64) -
    industry average: 41
  • Environmental dimension: 73 (2018: 70)
    - industry average: 35
  • Social dimension: 73 (2018: 66) -
    industry average: 33

Responsible

Mining Index

AngloGold Ashanti was ranked fourth out of 38 global mining companies, and first for emerging market companies, for its mine-site-level results in the Responsible Mining Index (RMI) which assesses the extent to which largescale mining companies address a range of economic and ESG issues across their mining activities.

We scored in the top five for performance in economic development, lifecycle management, community wellbeing and environmental responsibility. AngloGold Ashanti has been commended for, among others, the transparency in relation to the negative impacts of our operations can have, our formalised approach to supporting local procurement and local business development, for our comprehensive approach to mitigating the impacts of collective retrenchment and detailed disclosure of environmental incidents.

Our ranking (out of 38) for the six performance areas was as follows:

  • Community wellbeing - 2
  • Lifecycle management - 3
  • Economic development - 3
  • Environmental responsibility - 5
  • Working conditions - 7
  • Business conduct - 11

Bloomberg's

Gender-Equality Index

AngloGold Ashanti has been included in the 2020 Bloomberg's Gender-Equality Index (GEI) in recognition of the work being done to improve diversity and inclusion across the group.

Our overall score of 69% compares with an average score across all sectors of 63% and 67% for the mining sector.

Opportunities exist to improve our performance - in terms of a female leadership and talent pipeline, and inclusivity - and submission, and, with the support of the board and executive committee, to promote gender diversity and create an inclusive working environment.

  • Overall GEI average 69%
  • Disclosure 97%
  • Data Excellence 57%
  • Female Leadership & Talent Pipeline 30%
  • Equal Pay & Gender Pay Parity 89%
  • Inclusive Culture 39%
  • Sexual Harassment Policies 80%
  • Pro-WomenBrand 75%

28

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Disclaimer

AngloGold Ashanti Ltd. published this content on 22 April 2020 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 22 April 2020 11:57:06 UTC