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 |
- Includes administration and other expenses
- World Gold Council standard
- Non-GAAP
- 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
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