Informe gri 2008 ingles

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Informe gri 2008 ingles
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Informe gri 2008 ingles

  1. 1. Report to society 2008 2008 Report to SocietyColombia, a country to be explored
  2. 2. 2
  3. 3. Report to society 2008
  4. 4. AngloGold Ashanti LimitedMark Cutifanichief executive officerAngloGold Ashanti AméricasRon Largentexecutive vice president americasSteve Bottsvice president sustainability americasChris Lodderexploration manager americasRubén Padillaexploration director americasAngloGold Ashanti Colombia S.A.Rafael HerzpresidentRamiro Santacorporate affairs vice presidentKlaus Rorhbachfinancial administration directorCarl Brechtelproject director, la colosaEdwin Palacioexploration directorIván Matamorossafety directorJosefina Araújolegal issues directorDavid Riañohuman resources directorLuisa Fernanda Aramburoadjunct director of concession and mining proposalsCarlos Moncadafinancial and planning adjunct directorAurelio Ganozaproject operations manager, la colosaLuis Mario Acostaenvironmental managerÁlvaro José Mendozaoccupation, health and industrial safety managerPablo Piombiinformation technology managerEmigdio Aguilerafinancial managerCarolina Ruedasocial development and communications managerRamón Hernándezproperty, land value, and real estate issues managerMauricio Caldaslogistics managerÉrika Murciacontracting and hiring and societary affairs managerElaboration of the Report and Consultation to the Groups of Interestportex acción para la reputaciónDesign, Layout, and Printinggatos gemelos comunicaciónPerson Responsible of the Reportcorporate affairs vice presidencyanglogold ashanti colombia* All the photographs included in this Report were taken from locations where AngloGold Ashanti has had exploration activities.
  5. 5. Report to Society 2008
  6. 6. Index
  7. 7. Presentation 3Corporate Profile 5Our Way to Operate: Keeping in Mind the Sustainability Context 18Corporate Social Responsibility Model 24Listening to our Groups of Interest/ Consultation 34A Letter from the President 42Outcomes of the Report 46 Economic Development 48 Attending to Health and the Safety of the People 54 Working Conditions 58 Human Rights 66 Relations with the Community 72 Environment 82 GRI Content Index 86
  8. 8. Presentation
  9. 9. In the present report, AngloGold Ashanti Colombia reveals the economic, social, andenvironmental growth it had during the year 2008, answering after the responsibility thecompany has acquired with the country and its sustainable development. In order tocomplete this report, diverse interests of different groups were taken into account; SpecialInterest Groups (SIGs) that were consulted, so that the company could understand theirexpectations relating the company itself.The information contained within the report is adequate to the contents that AngloGoldAshanti Colombia considers relevant for its diverse SIGs; therefore, the company presentsthis information in a way that it is clear, in terms that will allow comparisons to be madeby those revising the contents, providing precise numbers, thus allowing, in turn, trackingof the data in the place where it was originated. In order to organize the information, theGlobal Reporting Initiative (G-3) was taken into consideration; in the same way, G-3 is themining supplement of the company. Some of the indicators of the G-3 do not apply; this,due to the fact that AngloGold Ashanti Colombia has not yet begun any project in Phase7, which refers to the phase for production. This explains that the environmental elementsof this report –fundamental aspect of sustainability- appear under the exploration phase,as explained further later on in the report.As this is the first sustainability report for AngloGold Ashanti Colombia, it can be consideredthat further annual reports that the company develops will be based on this original model.This, we intend, will allow us to record the evidence of the growth of the company, of itsoperations, and of the relationship that it has established with its Special Interest Groups.In addition, the report includes the 10 principles of the Global Pact of the United Nations,in which AngloGold Ashanti is active, in the same manner in which the 10 principles of theSustainable Development Frame1 of the International Council of Mining and Metals (ICMM),for which Anglo Gold Ashanti is a founding member.At the end of the report, a chart will appear. This chart intends to reveal the threementioned standards in order to make their comprehension easier for the reader. Someof the indicators of the GRI have not been reported, due to the fact that the project had aprocess of interruption during the year 2008; it is upmost important to remember that theColosa Project was leader in the company.In order to solve any further question regarding the contents of this report, please do contactthe Vice-presidency of Corporate Affairs of AngloGold Ashanti Colombia, responsible forthe company in front of the diffusion of the contents and the Sustainability Report.1. The first 10 Principles were elaborated keeping into account the Global Reporting Initiative, The Declaration of Río, Guidelines of the OCDE (Organizationfor Economic Co-operation and Development) for Multinational Corporations, Operational Policies of World Bank, Fight Against Corruption Convention of theOCDE, International Labor Organization Conventions 98, 169, and 176, Voluntary Principles on Security and Human Rights. The first 10 Principals may beconsulted at http://www.icmm.com
  10. 10. Monument to the music. Ibagué, Tolima.10
  11. 11. Report to society 2008CorporateProfile
  12. 12. Corporate profileAngloGold Ashanti AngloGold Ashanti is a world class enterprise, leader in the gold production industry, whose offices are headquartered in Johannesburg, South Africa. The conglomerate has 21 mining operations around the world, and a considerable number of exploration programs in acknowledged gold producing areas, as it is recognized in other sites, candidates for precious metal exploitation. The world program for world exploration of AngloGold Ashanti continues to gain territory, particularly in Colombia. The activities of the exploration site are fulfilled directly with the group, or in collaboration with partners or associates who hold a shared risk. The company has a main office for exploration sites and new businesses of AngloGold Ashanti Limited for the Americas, located in the city of Bogotá, from where all projects are coordinated and administered. In Colombia, there are several exploration projects at present, two of which are at an advanced level: Gramalote and La Colosa, both located in the center of the country, and other projects which stand at an initial stage.COLOMBIA, A COUNTRY TO BE EXPLORED (ANGLOGOLD ASHANTI COLOMBIA) AngloGold Ashanti Colombia develops a mining project that is responsible with the environment and with society; a project that is oriented towards corporate values and aligned with the highest international standards such as Global Pact of the United Nations and the Volunteer Principles in Safety and Human Rights. In Colombia, tasks towards the revision of the cartography and prospective since 1999, in alliance with other companies were initiated. Since the year 2003, it began operating under the name of Sociedad Kedahda, Kedahda Associates and, since the year 2003, it acquired its new and current name AngloGold Ashanti Colombia. Between the years of 2003 and 2004, the company has developed an exploration program that has covered 8.5 hectares, a program destined to the geological generation of high prospective, where 500 hundred sites were acknowledged as sites of interest for the company (geological anomalies). As a part of its politics, seeking to support development, AngloGold Ashanti locally acquires the products, services, and labor that are required for its projects; thus, contributing to the economic dynamism of the areas where it operates. 12
  13. 13. Report to society 2008Corporate ObjectivesIn order to accomplish its corporate objectives, AngloGold AshantiColombia has focused on five main strategies: 1. People are our Business The company offers the leadership and administrative support processes required for the establishment of the appropriate corporate climate in such a way, that every individual is in complete ability and willing to give the best of him or herself. 2. The Growth of the Business The successes of the company, in its exploration processes as well as in corporate growth, compose the construction block which is most important for the future creation of the corporate values. AngloGold Ashanti Colombia seeks values that will accredit its objectives M&M, and new corporate investments that can be built upon main strengths, generating additional roads that lead towards development. 3. Administering the Business as an Asset Portfolio AngloGold Ashanti Colombia, aware that capital can be a limited resource, has decided to use it wisely, guarantying that its strategy has such coverage that it may benefit the business opportunities. At the same time, it is consequent with the tasks that it must implement in order to reach the highest potential. This is the reason for it to sell assets that are not relevant, assuring that operations may revive themselves that are close to their purpose, thus allowing new growth opportunities to arise. 4. Maximize Margins The company administers its margins of income and costs in order to insure the coverage and the protection of devolutions according to the cycle of pricing. Currently, it is assembling a new corporate framework in order to strengthen this maximizing process as well as strengthening the practice of reaching high quality levels, which is a constant in all processes, all in the purpose of bettering and sustaining the creation of value. 5. Deliver Sustainable Outcomes Safety and Health are the most important values for the company; these values represent the company’s commitment towards the people of the community because they reflect their well being. The company has responsibilities that are important in the behavior towards the environment and the construction of community relationships, political and institutional relationships, in the hopes of delivering outcomes for mutual benefit, and the creation of sustainable value.
  14. 14. OUR VALUES We Treat Eachother We Value Diversity with Dignity and Respect We have an objective: we consider We strongly believe that individuals who are treated that being a global leader with people with due respect, and to whom responsibility is who are adequate and with the granted as a part of this principle, are bound to adequate tasks, is fundamental. We respond with great enthusiasm. We are honest promote inclusion and work teams, to ourselves and with others, and we give ethical thus obtaining benefits from the riches treatment to all our social and corporate associates. of the cultural diversity, of the varied We seek to preserve the dignity of people in all our ideas, experiences, and talents that actions and relationships; we respect people for who every employee contributes to the they are; and we value the contribution that each business. individual can provide, so that our business can be truly successful. Safety is our Main Value We place people first, and in the same manner, we keep safety and health practices in the same regard within the work systems of the company. We are responsible for seeking to find new and innovative ways to assure that our workplaces are free of accident causing elements that may cause injuries and occupational illnesses. We live every day as a full experience; we live for one another, in our commitments, our talents, our resources, and our collective systems, so that we can guarantee our most important value: Safety. 14
  15. 15. Report to society 2008 We Respect the EnvironmentWe are Responsible for our Actions and We have committed to better on aWe Acknowledge the Fulfillment of the permanent basis all our processes,Totality of our Commitments thus avoiding contamination, minimizingWe are focused on delivering outcomes, waste, raising the efficiency of ourthus we do what we intend and announce carbon, and making appropriate useto do. We acknowledge our commitments, of our natural resources. We seek toand we are responsible for our work, our develop innovative solutions in orderbehavior, our ethics, and our actions. We to mitigate the environmental risks,project our outcomes of high profitability, thus having a positive impact on ourand we assume the accomplishment of atmosphere.our commitments with our colleagues,our associates, our social and corporateassociates, as well as our investors. The Communities and Societies where We Operate will be Benefited Due to the Presence of Anglogold Ashanti We support and promote human rights where we work. We contribute in the construction of productive alliances with the communities where we operate. We seek to leave a better future within the communities.
  16. 16. GOVERNANCE The exercise of corporate governance at AngloGold Ashanti Colombia is responsibility of the team of directors, as a whole, under the leadership of the President of the company. This organ makes decisions regarding the atmosphere of operations of the company in Colombia. The decisions are validated at a Board Meeting and with the headquarters in South Africa. The criteria for orientation are the directors of corporate governance at AngloGold Ashanti, as are the Ethics Code of the company, the Business Principles, the Politics and legal framework documents of the company (the Code for good governance and general guidelines are available for consultation at the website: http://www.anglogoldashanti.com/ About/Corporate+Governance/Guidelines.htm). For the adequate development of its operations, during the time for which this report was being completed (2008), the company had the following organization chart: AngloGold Ashanti Colombia worked on restructuring of the company during the year 2009, which was not incorporated in the present report and will be reflected on the Sustainability Report of the following period. This understood, Mr. Chris Lodder, who appears as the President for this period, was designated as Exploration Director for the Americas, and Rafael Herz joined AngloGold Ashanti Colombia as President. President 16
  17. 17. Report to society 2008 Legal Issues Director FinancialAdministration Director Human Resources Director SocialDevelopment ManagerVice President of Public Affairs Safety Director Exploration DirectorEnvironmental Issues DirectorInformationTechnologyand Database Director
  18. 18. Geologists trace the paths in the map. Jericó, Antioquia.18
  19. 19. Report to society 2008ourwaytooperate Keeping In Mind The Sustainability Context
  20. 20. Our Way to Operate: Keeping in Mind the Sustainability ContextAngloGold Ashanti For AngloGold Ashanti Colombia, the cycle of production of gold has eight phases in which the perspective of sustainable development is always a priority, as it is fundamental to acknowledge the permanent closeness to the communities that inhabit the areas where the company operates. For this reason, each one of these phases, the challenge that sustainability establishes for the development of the business. Phase 5 Phase 4 Feasibility Prefeasibility Phase 6 Phase 3 Constructions and Staging Perforation of the Mining Site Phase 7 Phase 2 Production Detailed analysis of rocks and soils Phase 8 Phase 1 Mining Closure Area Acknowledgement and Postclosure and Sampling 20
  21. 21. Report to society 2008 Phase 1 Acknowledgment of the Area and Sampling (1 to 2 years)An acknowledgement of the area is made, to facilitate sampling of sediments and geographical cartography at a regional scale. Phase 3 Challenges: Previous to initiating the activities of prospecting, a dialogue is Perforation (1 to 3 years) established with the community in the framework of human rights. Perforations are made in order to revise and validate the geological concepts established previously in phase 2. If perforations are geologically successful, levels of metal concentration are tested in a specific amount of rocks, what is technically known as “Recursos Inferidos”, “Inferred Resources”. Challenges: Given the fact that it is during this phase that labor is sought in an intense manner, the company deliberately hires workers from the area where the perforation is being performed, and dignifying conditions in terms of health and safety are analyzed with the worker’s assessment in order to establish honorable conditions for work and to maintain excellency in these aspects. Detailed Analysis of Rocks and Phase 2 Soil (2 to 3 years)) The detailed geological cartography is completed. Challenges: During this phase, several encounters are accomplished with the communities in order to acquire a social baseline that can allow the social, political, economic, environmental, and cultural characteristics to be identified in the area.
  22. 22. Phase 4 Prefeasibility (1 to 3 years) During this phase perforations and more detailed metallurgic studies are completed in order to overcome the Inferred Resources (outcome of the analysis of mineral presence in the nuclei present in the perforation studies) to Adequate Resources, which define the accurate amount of metal that the rocks contain. Feasible technical, operational, environmental, financial, and social scenarios are proposed as well. Challenges: Aside from maintaining standards of health and safety for workers, the company maintains a policy of efficient use of resources- water, light, and other natural resources-, with the intent to minimize the maximum the trace of carbon, and to continue the implementation of the plan for social management. Phase 5 Feasibility (1 to 2 years) During this phase, the feasibility of the different scenarios presented during phase 4 are analyzed (environmental, social, financial, and technical) andperforations are developed with smaller centers, dug at154 feet, to establish which percentage of the probable reserves may really be exploited. In addition to this, pilot metallurgic tests are run in order to determine the percentage of the metal that can actually be recovered from the rock. At this stage, the estimate is produced,hence allowing the financial and human resources to be determined, the same resources that will be required in the construction and operation of the future gold mine. Challenges: The social, economic, and environmental map are updated in order to determine the actions and the plans to be followed; plans that contribute in the bettering the local conditions of the community where the mine is being operated. Phase 6 Construction and Staging of the Mining Site (1 to 3 years) During this phase, the infrastructure that is required for the production of the mine. Challenges: The main challenge for the sustainability in this stage is the strengthening of the economic facet of the region; this facet is fundamental in order to make the mining operation one that promotes local development rather than turning into a local economic competition for the region. In addition, biodiversity must be cared after, as must be the training of the people of the region, so that the work posts at the mining site may be fulfilled; the local people are not prepared to fulfill the requirements, therefore, public and private alliances are made in order to complete the training programs. 22
  23. 23. Report to society 2008Phase 7 Production (10 to 20 years) This phase is dedicated to the production of the mining project, hence accomplishing the commitment of the sustainable production compatible with the environment and society. Challenges: To make the operation compatible with the environment by using the highest standards in the development of this activity, thus guaranteeing the adequate usage of natural resources and promoting the care of the health of the workers and of the inhabitants who are close to the project. The strengthening of the social and institutional capital is also a priority for the company, supporting the surveillance of the resources from the tax contributions and royalty. Mining Closure and Post closure (1 to 3 years) Once the exploitation phase is finished, the social and environmental commitment of the company continues Phase 8 providing rehabilitation of the areas that were intervened by the mining project, and developing processes that may guarantee the social, economic, and environmental sustainability of the area. Challenges: The main challenge in this phase is to continue nurturing the relationship with the people of the community, so that the sustainability projects designed and proposed during the previous phases may be concluded successfully, even if the company is no longer operating the mine. It is a priority for the company to be able to guarantee that the area where the operation was developed is in similar or better conditions than when it was intervened by the project.
  24. 24. indigenous group member Sierra Nevada de Santa Marta, Magda-24
  25. 25. Report to society 2008corporatesocial responsibility model
  26. 26. Corporate Social responsibility model During the second semester of the year 2007, an internal and external diagnosis was developed within the corporate social responsibility model in order to identify corporate social responsibility policies, procedures, programs, and practices RSE in relation to the groups of interests, and in order to define the baseline for the development of the strategy of reputation for its operations in Colombia. This diagnosis was the first of three planned cores which include the design and implementation of a Reputation Strategy (which began in the year 2008), and an exercise in rendering accounts through a Sustainability Report in the year 2009. 2007 2008 - 2010 2009 2007 2008 - 2010 2009 measuring diagnosis strategy and report internal external design implemeNtation indicators and report The purpose of the diagnosis was to find empirical evidence to support a integral strategy of reputation that combined social corporate responsibility with corporate communication. The findings of this research allowed the design of the strategy including and taking into account international standards like the G3 format of the Global Reporting Initiative (GRI), Global Compact Principles and the guidelines of The Voluntary Principles on Human Rights. The investigation, in general terms, generated the following steps:METHODOLOGY An exploratory-descriptive methodology was implemented, which sought to specify the significant perceptions about social representations amongst groups of interest regarding AngloGold Ashanti Colombia. The process was carried out using three investigation techniques • Demi-structured Interview with specific people and strategies, both inside and outside of the company. • Data Analysis based on the revision of formal and non-formal documentation from each area of the organization. • Direct Observation. Through which, data was collected from outside, this done by observing behavior without interacting with the participants or social groups 26
  27. 27. Report to society 2008DESCRIPTION OF THE PROCESS The investigation was formed by an internal and external characterization. The first of the two included revision of the documentation collected previously, as well as interviews to the board of directors and to the people responsible for the social responsiblity processes and policies RSE of the company. The second characterization included interviews made to the representatives of the significant groups of interest, identified during the internal characterization- an observation of the operation environment and the company performance in it- a data analysis of documents and results according to international standards of reference. The following activities were carried out during the investigation process: Stage 1- Internal Characterization • Data and Documentation Analysis. Formal and non-formal documentation data from different areas was reviewed to guide the management of the company. They were analyzed based on the fundamental international principles chosen for this particular study (GRI, Global Compact, and Voluntary Principles) • Interviews to Employees. 12 interviews were carried out with the head of departments, programs and projects of the company.  Stage 2- External Characterization • Visited Municipalities. The regions of interest for Anglogold Ashanti Colombia (AGAC) were visited in order to carry out different activities, such as interviews with key informants, as well as observation and collection of documentation from each one of the municipalities. The regions visited were: Bogotá, Cajamarca in Tolima, Quinchía in Risaralda, and SanRoque in Antioquia. • Interviews. In each municipality the different interest groups were interviewed. The data is summarized in the chart below: the data that appears by region and groups of interest identified, according to the information on each person who was interviewed, can be found in the final document. • Documentation. The data gathered from the analysis of the documentation that was picked up from the different regions during the activities and the development of the plan, revealed the reality, opportunities, and perspectives of the different municipalities where the company operates, with the purpose of studying the context in which CSR is practiced by AGAC. BOGOTá CAJAMARCA QUINCHÍA SAN ROQUE TOTAL Government 3 3 2 3 11 Education Sector - 3 1 1 5 Health Sector - 1 - 2 3 Police Forces - 2 2 1 5 Suppliers 2 1 2 - 5 JAC - 4 3 2 9 Autonomous Regional Corporations - 2 - 1 3 NGOs - 2 2 - 4 Shareholders 1 - - - 1 Mining Sector 1 - 3 3 7 Employees 7 5 2 2 16
  28. 28. Results From the investigation and the data analysis, a new strategy of corporative reputation was posed in order to answer to corporate social responsibility issues combined with internal and external corporate communication. The model is formed by three lines of strategy: POSITIONING PERFORMANCE DEVELOPMENT STRATEGY STRATEGY STRATEGY Transformations of Assurance of the Activity of the imaginaries, through an corporate platform corporate citizenship, integral performance on to support the aimed towards behalf of AGAC, for a management of the sustainable proper development of company in order to development of AGAC the Gold Mining Industry achieve the social and its stakeholders. in Colombia. license. Strategy A good neighbor Policies Governability A good ally A good Procedures Environmental Development employer care PERFORMANCE STRATEGY refers to the adoption of standards, procedures, norms, and principles that Anglogold Ashanti compels to assume according to the national gluidelines established by the law, as well as the international ones, withing a corporate social responsibility and human rights framework, seeking for sustainable development. POSITIONING STRATEGY refers to AGAC aim to uphold good interaction with each one of its stakeholders, in a relation of “win-win”: On one hand, the company contributing to the improvement of living conditions of the inhabitants of those interest groups, and on the other hand, allowing those interest groups to run an efficient operation in which the mission goals can be accomplished. To do so, AngloGold Ashanti expects to be: A good employer, who gives priviledge to hiring local labor and services, as well as being an employer who honors workers dignity contributing to their life projects. A Good Neighbor, in other words, a company that supports local development through offering respect towards the communities where we operate, hence becoming an active entity that supports innovative initiatives coming from regional and multi-sectoral areas proposed with the purpose to improve the environment of the zones we operate in. A Good Ally. AngloGold Ashanti Colombia expects to be contributor of the State entitities, both regionally and nationally, by giving its input based on experience to these entities, so that they may apply this transfer this knowledge as one of the criteria in the design of new public policies, or the bettering of existing strategies. 28
  29. 29. Report to society 2008DEVELOPMENT STRATEGY seeks that AngloGold Ashanti Colombia reaches its missiongoals in an efficient and successful manner. However, the company is fully aware that it doesnot operate alone, and that its opertation does affect the surrounding communities. This is thereason for which the company intends for the social groups that are involved grow along with thecompany’s development projects. The company seeks to become a part of a mining activity thatis, in turn, a form of development and dynamism of these social groups in opposition to becomingan activity that promotes competition for an economical status against these regions.This strategy defines three complementary lines of intervention whose aim is the sustainability ofthe mining activity and the communities: Governability: seeks to increase social and institutional capital of the communities where AngloGold Ashanti Colombia operates. Being aware, as the company is, that one of the greatest positive impacts of the mining activity is the transfer of economic resources to the municipalities and departments through taxes and royalty, it is mandatory that these communities are trained in construction of civil matters and of democratic participation understanding in order to insure that all those resources are destined to improve living conditions in the communities of the region. In the same way, it is necessary to reinforce local authorities, so that they may acquire the criteria and tools needed to elaborate public and institutional policies to support local and regional development, and so that they may find in AngloGold Ashanti Colombia a significant actor, who commited to corporate responsibility compels to comply with standards that answer to these policies and processes. Economic Development. Intends to reinforce the economical vocation of the municipalities where the company operates, making the mining activity an alternative to development of the region, generating ways to improve living conditions in the communities in opposition to becoming an activity that promotes competition for an economical status against these regions. On the other hand, this line of the process intends to generate and strengthen good practices in the production, distribution, and trading process of the products and services that municipalities make and give. This initiative is reached by the support provided towards productive projects, promoting innovation and ongoing assessment programs directed towards improving the economical activities of the inhabitants. This allows people to leave behind an economy which is aimed towards subsisting, and acquiring tools that will allow an sustainable economy to take place, thus generating income and welfare for the people in the regions. Environmental Care. Although AngloGold Ashanti Colombia has a complete area dedicated to watching over the environmental processes that surrounds the mining cycle; the social area of the company is responsible for creating an environmental and sustainable awareness amongst the people from the different municipalities where the company develops the mining activity. The main idea is to promote an ethics approach towards the ecosystem and habitat of the regions where the company operates, and our collaborators are, upholding actions and activities to improve the level of respectfulness towards the environment, thus leaving a legacy for the new generations of a cleaner and better section of this planet, that is livable, and that has better living conditions for all forms of life.
  30. 30. OUR WAY TO APPROACH COMMUNITIES In order to interact with the communities, AngloGold Ashanti Colombia has developed a Model of Social Management, in the hopes to systematize experiencies of interventions with collectivities by establishing a guide route, and promoting the participation of the communities through coherent and organized actions. The intention of this Model is to create a route for an initial approach towards the communities, as well as the tracing of actions and performances that derive from this activity. Keeping into account that the development of a human group is, at the outset, a responsibility of its own, the company can provide its own resources, participating as a guiding element that seeks to orient the collectivity in the adequate usage of the resources. However, the private sector cannot takek the place of the community nor may it take the place of the State in this event or in any other. The basic information included in this Model allows a methodology of social intervention to be developed, as well as allowing the company to generate criteria and indicators that would, in turn, allow the development of tracing and monitoring systems and the ongoing assessment of actions and projects that AngloGold Ashanti Colombia carries out in its relation with the communities. Our Social Management Model, in the same manner, is a concensual and participative process with the local authorities as well as with the communities, which works as guide in the implementation of actions from and towards the communities.The Model of Social Management of anglogold Ashanti is the following one: Concertation Expectation alignment . Project, proposal, and initiative definition. Approach Social Participative Diagnosis. Social actors search. Pre-approach Presentation of the company. Social mapping. Data collecting . Re-approach Measurement and assessment. Report rendering. Revision and adjustments. Praxis Project development, proposals, and initiatives. 30
  31. 31. Report to society 2008 This bridge over the Magdalena river, brings Mompós and El Banco together. Mompós, Bolívar. The stages of the model are not considered a lineal chain that needs a developed stage to be developed before or after another, rather, it is a model that is understood in a complex manner, this would mean, that they are considered moments of a continous cycle that receives permanent feedback from all the stages. The process can be developed in a consecutive, secuencial, or simultaneous way.The description of all the stages is the following one: Pre-approach: In this first moment, considerations about the place where the company is going to develop its operations are carried out. The idea is for the personnel of the social area to research and recognize the area, through the revision of certain data found in documents, significant information from the place, so that when the company arrives to area, the personnel knows how to reach out to the people and how to present the company in an understandable language for the local people of the region where the exploration project is to take place. Approach: Once the company has had contact with the community where the exploration is carried out, a person from the social area meets the people in charge detected through the previous stage known as Pre-approach of data revision, and who have previously been contacted. With the detailed information, plus the information acquired during the meeting with previously identified social actors, this person produces a brief social diagnosis of the place in order to draw a map that will allow the bettering of the relationship between the company and the community. Concertation: With a basic knowledge of the place –which depends directly of where the mining cycle stage is- the person from the social area arranges appointments and meetings with persons from the community, actors, and social leaders, where the actors present their pretensions, goals, and social interventions of the company. In this same way, the company may listen to the expectations of the community to make decisions on the route to be followed and what kind of intervention may be carried out. Praxis: Through the meetings with the community, and thorugh the agreements upon expectations of both actors, the person form the social area will take action and will develop proposals, and will develop projects according with the three lines of intervention of the Social Strategy of AngloGold Ashanti Colombia. For this intervention to be developed, the projects and actions that are aligned with these three statements (economical development, governability, and environmental care) will be priviledged.
  32. 32. Fisherman. Fundación, Magdalena. Re-approach: in the relationship to the community, it is fundamental to develop a tracking or monitoring of this interaction. For this reason, it is necessary to revise the execution of the projects, the development of the action plans, the performance, and the emerging of new expectations of the community, and, in general terms, all the communicational actions that the company directs to the community and viceversa. This process has vital significance to the company for it implies the mutual transformation of imaginaries and social representations which will give way to a clearer and more open relationship between the company and the community. Closure Every stage of social intervention must have a moment of closure that allows the feedback to take place, to adjust, as well as to socialize the process with the social actors involved, and to communicate if the rest of the mining cycle is to be concluded or not. Moreover, the closure allows the company to show gratitude towards the people for authorizing the presence of the company in the region, and for having allowed all the mining activities to be carried out. The Model of Social Management is conscientious and participative, in which both, the local control entities, as well as the very local communities work jointly in order to achieve common goals; this Model guides the implementation of actions towards and from the Reservoir of La Salvajina collects the communities. waters of the waterfall. Suárez, Cauca. 32
  33. 33. Report to society 2008Due to its ample cultural tradition, Ibagué is known as The Musical City of Colombia. Ibagué, Tolima.
  34. 34. The economy of the department of Tolima is divided in agricultural, livestock, and mining activities. Espinal, Tolima.34
  35. 35. Report to society 2008 listeningTOour groups of interest / consultation 2009
  36. 36. Listening to our groups of interest / consultation 2009 AngloGold Ashanti Colombia is aware that in order to be able to operate, it is mandatory to nourish the relationship with the people of the community or with the groups that are vital to the generation of value for the company. In this relationship, the company generates impacts- real and potential impacts- over other groups, and, simultaneously in turn, it receives effects from them; thus it becomes necessary to recognize and identify them, and once this is accomplished, to determine the most adequate channels by which these relationships can be sustained, in the same manner, the mechanism and the frequency of the encounters and the reciprocal communication. In the exercise of recognition of the interest groups, AngloGold Ashanti Colombia has identified the following: Headquarters Directors Associates Employees Suppliers and Outsourcing Public Entities Civil Society Media and Communications Environment Exploration Projects Mining Area and Other Companies 36
  37. 37. Report to society 2008 Given the importance that people have for AngloGold Ashanti Colombia, formal relationships with the community are sustained in a permanent way, through three main mechanisms: the first of the three being the person to person encounters as well as with small groups through the social team that is present in every exploration project. During these meetings, the company is presented to the community; in the same manner, the expectations of the people towards the presence of the company are heard by AngloGold Ashanti Colombia. The second mechanism of the three is the Corsae (Social, Environmental and Corporate Responsibility Committee), a permanent forum of dialogue and encounters, designed and promoted by AngloGold Ashanti Colombia in the areas where the exploration sites are being developed. The Corsae allows the company to rely on the participation of the neighbor community from the earliest phases of the mining cycle. The Committee is formed by individuals or social actors from the public area (local authorities), from the private area (local businessmen, commerce men or merchants, and trade unionists), from the third area (Non Governmental Organizations – NGOs-, civil associations, and foundations), as well as members from the civil society (social leaders, presidents of Community Action Committees, religious leaders, etc.). The Corsae is a privileged space where the company presents itself before the public and the community, and, in turn, recognizes the expectations and concerns that the communities where the mining project operates might have. The third and last mechanism is a strategy of consultation to the community in general terms, for which the company hires specialized outsourcing in this topic, in such a way that they may run research on the perception that communities have respecting AngloGold Ashanti Colombia, their expectations, and the routes of action to be taken in order to better the relationship with the communities. This third mechanism is run through face to face interviews, either individual or at a group level. In the exercise of the mechanism all groups of interest are involved, which grants them with a sensation of being acknowledged and recognized by the company, and that their opinions and expectations are actually taken into account. Aside from the interviews, there are also social surveys run through polls. From this consultation process, AngloGold Ashanti Colombia has identified the following nuclei of perception and expectation towards the company. Sunday Market. Natagaima, Tolima.
  38. 38. Headquarters Directives Associates Employees Suppliers and Outsourcing Public Entities38
  39. 39. Report to society 2008The directives and the shareholders see in AngloGold Ashanti Colombia in a consolidation stage, which, as itcarries out production processes in Colombia, may contribute to the development of the country and to theproduction of profit for the company and, therefore, for the shareholders. During the first consultation, theperception of the headquarters was optimistic due to the investment opportunities available for Colombia andfor the potential gold resources identified. During the second consultation, the perspective was less optimisticdue to the difficulties that the company has encountered, in terms of what judicial safety is concerned, toprovide permanence to the exploration programs. Hence, the expectations are centered in clear criteria thatmay allow the company to give continuity to the exploration processes and the mineral production processes,in order to assure the investment programmed for the country, and to increase such investment, all from thescenario of safety judicial guarantees that will permit the company to run its operations.They perceive AngloGold Ashanti Colombia as a company that has gained national identity and that, given itsfinancial strength and its mission objectives, which could very well be an important factor for the development ofthe country and the communities in which the company develops its projects. The expectations are centered,as are the shareholders, in that the company may operate furthermore within the Colombian territory, not merelydoing so in exploration processes, but also in gold production processes. Aside from this, the directives have theexpectation that the company may be acknowledged as a responsible company, that complies- and goes beyondthis point- with the highest standards in economic, social, and environmental demands, as it contributes to thedevelopment of the country.The mining companies, with which AngloGold Ashanti Colombia develops exploration projects through jointventures, perceive AngloGold Ashanti Colombia as a reliable company, one that strategic alliances for foreigninvestment may be conducted due to its financial sturdiness and its ethics standards and social responsibilitywhich guarantee that the company will indeed comply with the commitments that it has acquired. Theexpectation is that the company may generate profit in Colombia, thus continuing to perform a win-winoperation, and, as a consequence, contributing to the economic development for the country.The employees perceive AngloGold Ashanti Colombia as a company that runs permanent ongoingimprovement processes; perceived as a company that is concerned with creating and promoting a senseof identity amongst its employees through diffusion of its corporate values and the active leadership of itsdirectors. The expectations of the collaborators is that the company improves its internal communicationprocesses in order to achieve a better internalization of the corporate values, and that AngloGold AshantiColombia may continue to operate in the country, for they consider this to be a great place to work at.They perceive AngloGold Ashanti Colombia as a company that is concerned with the fulfillment of legal,social, and environmental standards in the completion of joint ventures; also, AngloGold Ashanti Colombiais perceived as a company that has contributed in the formalization of some suppliers and their processes-mostly, those local suppliers where the company holds exploration projects-. In this sense, the company isresponsible in delivering checks that present no delay with the goods and services that it has outsourced, asit is also responsible in offering a fair price in these negotiations.The expectation- particularly of the local suppliers- is that the company continues in the region and that itcontinues to provide training in tributary issues, commercial management, and productive chains, becausethey consider that this is a great way to increase their income, for they stop being exclusive suppliers forAngloGold Ashanti Colombia to be able to offer their goods and services to other organizations, thus havingother opportunities for growth and revenue.The public entities, those that are local as well as the ones that are regional and national, perceive AngloGoldAshanti Colombia as a company that has come to the country with intent to invest. Aside from this, it isperceived as a company that complies with legal standards, therefore, it is perceived as being responsiblewith the Colombian legislation. Some mayors, deputies, representatives, and senators allegedly see inAngloGold Ashanti Colombia a multinational company that, as many foreign companies, are merely seeking togain revenue without the intent of true development for the country.The expectations of the authorities that do have a positive perception of the company are that it may, indeed,continue its operations in the country, thus providing income for the State through the tax contribution androyalty. In the same way, with its presence, that it may contribute in the employment generation process andwith the appropriate communication in the whereabouts of its accomplishments in the standards of social andenvironmental responsibility.The expectations of the public entities that have a negative perception of AngloGold Ashanti Colombia is thatthe Colombian State regulate the company with higher rigor or severity and that it may limit its possibility tooperate.
  40. 40. Civil Society Media and Communications Environment Mining Area and Other Companies40
  41. 41. Report to society 2008In the communities that were consulted the perception is that AngloGold Ashanti Colombia is one of thebiggest mining companies in the world due to its foreign capital. Most of the people possess a positiveopinion about the company, for they know the way that the company operates, so they consider that thecompany operates in a responsible way, taking into account the concerns of the communities.Some social organizations and local community members have a negative perception of the company, thisis based more on the fear that the company’s actions may be detrimental to the environment and that theState may not have the adequate tools to mitigate or assume the negative consequences of the company’sdamage. The main expectation of the communities is that AngloGold Ashanti Colombia complies with thelegal standards surrounding the environmental issues in those possible sites where gold may be produced. Asecond expectation is that the company does generate employment in the communities, thus contributing tothe local developmentThe journalists who work for AngloGold Ashanti Colombia perceive the company as a solid organization in itsfinancial area, as a company that is responsible of the law, and as a company that holds relationships with themedia based on respect. Aside from this, they feel that it is prompt to respond to concerns that the journalistsmay have. Some of the local journalists- particularly in the case of the city of Ibagué- perceive mining asdangerous, and consign the need to learn about the development of the is activity with standards that willallow it to be responsible with the environment and with society.The expectation of the journalists- and leaders of opinion- is that AngloGold Ashanti Colombia may beaccessible when it comes to offering information about its processes, and that it may answer the concerns ofthe media -in the name of society- when the journalists may pose them.The environmental organizations consulted may be classified in two types or groups: The first of the two types oforganizations are the ones that support mining activities that are run in a responsible manner, with the preservationof the environment as a principle. And there are those types of organizations that do not support the mining activity,because they consider it to be a hazard towards the environment and that, therefore, ought to be forbidden tooperate. The expectations of the second group are that AngloGold Ashanti Colombia leave the country and thatit does not operate in it. On the other hand, environmental organizations that are less fundamentalist hope to seeAngloGold Ashanti Colombia operate in order to demonstrate to the country that the great ore mining activity isindeed a responsible one towards the environment, due to the high standards of environmental responsibility in theoperations that it develops abroadThe extractive industries of the country perceive AngloGold Ashanti Colombia as a serious, solid, and socialand environmentally responsible company. Likewise, they believe AngloGold Ashanti Colombia can becomea leader in the processes of gold production in a technically responsible manner. The main expectationtowards AngloGold Ashanti Colombia is that it promotes processes of education and information diffusionthat may allow a transformation of the social imaginary that poses mining as an evil process, damaging tothe environment, and that it only generates revenue to the owners of the business, while it impoverishes thecommunities.
  42. 42. 42
  43. 43. A Letter from the President In the name of AngloGold Ashanti Colombia, it is a pleasure for me to render the first Sustainability Report that the company has devised in order to present its economic, social, and environmental development during the year 2008. It is right to assure that the headquarters has been compiling a social annual report with the parameters of the Global Reporting Initiative since the year 2003, for the case of Colombia, this is a milestone, due to the fact that previous reports to society were thought out as a social balance. For this reason, it was decided to give the next step, in accordance with the headquarters and other leading companies in the world, in processes of corporate social responsibility. The year 2008, One of Challenges The year 2008 began with an important happening for the company: the halting in the operations of the mining site of La Colosa project, due to the suspension order issued by the Corporación Autónoma del Tolima (Cortolima). That situation took the company into pondering about the implications that it has to make investments in this country and about the future that it holds for the business, under the context of judicial uncertainty. As a token of irrevocable will of the company to invest and believe in this country, proving that the mining activity is indeed compatible with sustainable development, trying to diminish the disjunction posed by some opponents about the country being: “Mining Colombia or Environmental Colombia”, AngloGold Ashanti Colombia continues to make national investment programs in order to develop exploration projects.
  44. 44. According to the Ministry of Mining and Energy of Colombia, the mining area contributed with the growth of 1.3% of the Gross Domestic Product (GDP) during the year 2008 in making a direct investment worth 2.116 million dollars. From this figure, 5% was destined towards precious metal exploration projects, which constitutes an investment of about 106 million dollars altogether, figure in which the contribution of AngloGold Ashanti Colombia has been quite significant. On the issue of tax contribution, AngloGold Ashanti Colombia paid over 3.900 million dollars during the previous year in Colombia. Due to the suspension of the mining project of La Colosa, the nation did not receive revenue and other benefits, such as the hiring of over 400 employees in Cajamarca, on behalf of tax contribution issues. In this same way, we perceive that in a municipality like this one, where the unemployment figures is close to 20% -according to the National Home Survey-, the project of La Colosa strongly contributes to reducing the number of unoccupied members of the communities. The challenge that we have as a company, is then, how to be able to communicate these positive impacts and to be able to show that AngloGold Ashanti Colombia is indeed an ally in the local, regional, and national development. OTHER CHALLENGES IN THE SUSTAINABILITY CONTEXT The policy of AngloGold Ashanti Colombia has been to work closely with the public area of the country. For this reason, one of the initiatives of the company has been to support the activity of the Ministry of Mining and Energy, Colombia Minera: Desarrollo Responsable, Mining Colombia: Responsible Development. The challenge posed to the company, on behalf of the Ministry, is to continue with the positive image promoted by the mining area with its social and economic growth, tax contribution, and its effective and proper involvement with the environment, which is one of the goals of this initiative. In order to respond to this challenge, AngloGold Ashanti Colombia has designed environmental, economic, and social risk maps, and has been aware and watchful over the implementation of international standards that the company holds, as may be observed in a detailed manner in the Report. The biggest challenge that we have as a company is to achieve an extracting development project, in order to prove, in a blunt and definite manner, that AngloGold Ashanti Colombia is concerned about sustainable development, that the mining activity is indeed compatible with the environment, and that the
  45. 45. company is a good ally for the bettering of the quality of life ofthe communities where it operates.We just hope that in the next report this reality shows itself closerto our dream, so that we may not pose intentions, but that wemay report indicators that come from productive activities, wherewe may reveal the policies in action and development that provethe bettering in the living conditions of the communities wherewe operate.ABOUT THE CONTENTS OF THE REPORTThis Report has been designed, as I already expressed, keepingin mind the parameters of Global Reporting Initiative (GRI), G3version. As required by GRI, we have designated that it is a typeB report, as we have concluded the majority of the indicators thatare included in these requirements, but have some aspects yet tocover, due to the fact that the company does not have projects inthe advanced stages of the mining cycle. In addition to this, thecompany has not solicited external verification for this first Report,but commits to solicit such verification for the report in the year2009.In the same manner, we have kept into account the Principles ofthe Global Pact of the United Nations and the Principles of theInternational Council on Mining and Metals (ICMM).Not all the information on the economic, social, and environmentaldevelopment of AngloGold Ashanti Colombia is included in thisReport, therefore those who wish to have more detailed informationabout the company, about its politics and corporate values, as wellas its operations around the world, they may consult the officialweb site of the company, www.anglogoldashanti.com, wherethey may find all our reports, advances, and other pertinent keydocuments that allow the comprehension of the operations of thecompany.I just hope that the readers of this Report find themselves satisfiedin their expectations, and that they find in this document anopportunity to know us better, and to establish a relationship ofmutual benefit. Rafael Herz President
  46. 46. Outcomes of the Report
  47. 47. As it had been estimated, during the year 2008, thestrategy was developed during the main momentsknown as Design and Implementation.In this Report, we will describe in detail the outcomesof the Strategy of Corporate Responsibility in everyone of the different areas.
  48. 48. Hispanic Architecture in Honda,. Tolima.48
  49. 49. Report to society 2008Economicperformance
  50. 50. Economic Performance economic performance *2008 *2007 Personnel (1) 36.238.675 16.734.387 Wages (2) 23.677.272 14.011.589 Taxes 3.949.860 2.633.188 Leasing 7.338.880 4.094.792 Contributions and Affiliations 191.717 73.569 Insurance 803.902 522.557 Services (3) 68.116.122 38.847.437 Legal Expenses (4) 27.108.369 10.971.737 Manteinance and Repairs 404.875 278.893 Adaptation and Assembly 751.990 497.328 Travel Allowance 10.785.742 5.919.842 Depreciation 1.698.297 959.608 Loss in Sales and Goods Retrieve 59.091 11.924 Miscellaneous (5) 21.969.234 11.202.641 Software 134.722 107.112 Licences 833.087 671.712 Inflation Adjustments 1.560.770 1.560.770 Deferred Monetary Correction 1.483.316 1.481.321 Total 207.105.921 110.580.407 * Totals are included in thousands of millions of Colombian pesos. AngloGold Ashanti Colombia is a company in an exploratory stage, reason for which all the expenditures in the table and all the constitution expenses, as well, are counted as deferred expenses. As the table shows, in the year 2008, the company invested in Colombia over $2.07 billion pesos, generationg taxes for almost $4 billion pesos. This level of investment was affected due to the fact that the project of La Colosa was suspended. Should the circumstances have been otherwise given, the level of investment would have been considerably higher, therefore, the direct economic impact for tax contribution as well as local labor and services hired in the region would have been much higher. In spite of facing the described situation, AngloGold Ashanti Colombia is convinced that there are opportunities to develop its operations in this country. For this reason, the company continued its program of exploration in a more intensive way, which can be seen in the personnel expenditures that were increased in $19.530 billion pesos, changing from $16.700 billion to $36.230 billion Colombian pesos, in the year 2008. This investment on local handwork is important not only because it benefitted the workers directly, but it also brought benefit to their families due to the tax contributions to social security were $6.469 million pesos, which allowed thea ccess to Health care services for those worker’s family members hired by AngloGold Ashanti Colombia. 50
  51. 51. Report to society 2008 2008 2007 (thousands of pesos) Wages, Whole Salary, Transport Wages 20.220.783 9.482.510 Fringe Benefits 4.543.278 1.817.618 Bonuses and Indemnization 2.230.403 1.376.212 Social Security 6.469.017 2.854.528 Others 2.775.194 1.203.519 Total 36.238.675 16.734.387 Deepening into the salary issues, the company found that the standard minimum wage in the regions where AngloGold Ashanti Colombia develops its exploration projects is four hundred and sixty one thousand five hundred pesos ($461.500). However, the minimum wage for a worker in AngloGold Ashanti Colombia accures is equivalent to eight hundred two thousand and five hundred pesos ($802.500), which represents a difference of three hundred and forty-one pesos ($341.000). This difference in the salary, which could very well seem quite insignificant for some, is important for the people from these regions and, that is why the company trains the employers on personal finance management. Dusk in the South of the Department of Bolívar. Río Viejo, Bolívar.
  52. 52. Our collaborators: Our most valuable resource. In adition to this, AngloGold Ashanti Colombia has a policy by which it gives priviledge to the local suppliers where the company operates its projects. Thus, in the year 2008, suppliers of goods and services received income of $16467 million Colombian pesos. This way, the company not only generates direct employment, but it is also a source of indirect employment to benefit those groups in its value chain, allowing them to increase their market and receive higher income and opportunities. Pay to local suppliers 2008 (thousands of pesos) Purchase of field consumable products 4.880.106 Casinos and restaurants 2.792.542 Utility and cafeteria supplies 1.865.743 Paper shop and copy center materials 1.073.015 Taxicabs, buses, and transport expeditures 654.309 Fuels and lubricants 595.944 Others 4.605.839 Total 16.467.498 52
  53. 53. Report to society 2008 Besides the economic benefits generated through the employment of local handwork and suppliers, the company invest on social work per se, trying to improve living conditions in the communities of the region where the company operates its projects. In the year 2008, investment destined for communities was higher than $539 million pesos, distributed in each one of the lines of social intervention, and it was proportionally equivalent in distribution to the stage of mining cycle in which the projects of exploration are that AngloGold Ashanti Colombia develops. The investment was divided in the following way: Line (thousands of pesos) La Sierra Río Dulce Salvajina La Colosa Total Governability $ 23.745.032 $ 2.136.000 $ 41.011.000 $ 329.359.012 $ 396.251.044 Economic $ 10.125.000 $ 1.400.000 $ 16.800.000 $ 91.538.472 $ 119.863.472 Development Environmental $0 $ 625.000 $0 $ 22.435.900 $ 23.060.900 Care Total $ 33.870.032 $ 4.161.000 $ 57.811.000 $ 443.333.384 $ 539.175.416 Besides the economic benefits generated through the employment of local handwork and suppliers, the company invest on social work per se, trying to improve living conditions in the communities of the region where the company operates its projects. In a chart the logging data is collected. San José del Nus, Antioquia.
  54. 54. attendingto Health and the Safety of the People54
  55. 55. Report to society 2008
  56. 56. Attending to Health and the Safety of the People The interest for safety is our most important value: La Colosa, Cajamarca, Tolima. In the Declaration of Values at AngloGold Ashanti Colombia, it is asserted that safety is its primary value, which means that the prime value is related with the safety and health of its employees. The company has a policy of occupational health and safety oriented towards caring after the wellbeing of the workers, this through a permanent assessment upon risks and hazards that a committee specialized in occupational health and safety runs. This program allows the committee to educate and train the personnel in matters related to prevention of accidents in the workplace, and occupational illnesses. During the year 2008, the bureau of Industrial Health and Occupational Health (SISO) ran an exercise in hazard analysis in the Bogotá offices and in the site of the project of La Colosa. The risks that were identified are the following: Electrical accidents Traffic accidents Aerial accidents Mechanical accidents Fire / Explosions Volcanic explosions Earthquakes Overflows Floods Civil disobedience Direct violence 56
  57. 57. Report to society 2008 Based upon these results an emergency plan was designed by the company, and brigades were designated both in Bogotá and at the site in La Colosa, Cajamarca. On a monthly basis, the people on the brigade take 10 hours of training and run drills. In addition to this, the company runs medical assistance days in order to promote weight control, and the importance of physical activity, as well as promoting days for vaccination against illnesses such as influenza, in order to prevent this type of infectious diseases during times in which they appear amidst the population of the region, in general terms. During the year 2008, cases for leave of absence equivalent to 546 days were reported. The main cause was the reference of ill respiratory conditions, reason for which, as it has been stated previously, days were destined for vaccination. For those workers dedicated to activities of prospection, the main cause for leaves of absence was the presence of tendinitis and knee related disorders. Only on the site of La Colosa some accidents were experimented due to soil conditions- that favor falls and slips- and the poor manipulation of tools. The total number of registered cases was of 953 events. This concern for health and safety of the employees is also projected towards the community. Hence, in the year 2008, the company contributed along with the Municipality’s Mayor’s Office and the local hospital towards the purchasing of the ambulance for the Hospital de Cajamarca, destined to transport the ill and the injured from distant locations to the hospital, due to the fact that the hospital did not have a means of transport of its own that was adequate to cover the needs of the rural area. We follow a permanent risk assessment in our concern for the safety of our collaborators. Project site, La Colosa, Cajamarca, Tolima. This concern for health and safety of the employees is also projected towards the community.
  58. 58. We follow a permanent risk assessment in our concern for the safety ofour collaborators. Project site, La Colosa, Cajamarca, Tolima.58
  59. 59. Report to society 2008workingconditions
  60. 60. Working conditions For AngloGold Ashanti Colombia, one of its main groups of interest is conformed its collaborators. For this reason, in the Declaration of Values, it is stated that everyone is to betreated with dignity and respect. For AngloGold Ashanti Colombia, honoring Human Rights for employees is a basic principle of its working conditions, generating employment that dignifies and satisfies people’s necessities. 60
  61. 61. Report to society 2008 In the year 2008, the company had 800 Colombian employees, all of them coming from the areas where the development projects took place: TOTAL NUMBER OF EMPLOYEES DESCRIBED BY GENDER AND REGION Region Total Number Male Female Bogotá 70 34 36 Antioquia 182 161 21 Boyacá 9 9 - C. Nacional 68 52 16 Caldas 21 21 - Cauca 16 14 2 Chocó 23 23 - Cundinamarca 58 51 6 Florencia 14 14 - Huila 20 20 - Magdalena 17 17 - Nariño 12 12 - Putumayo 66 66 - Santander 9 9 - Sur de Bolívar 30 30 - Tolima 174 149 24 Valle 10 9 2 Vichada 1 1 - Total 800 692 107 Given the nature of this economic activity, most of the workers are men (692), representing the 87% of the total population, while women (107) represent the 13% of the total difference. This situation influences the salary difference. Male workers receive higher income than women, due to the fact that their posts are located at a higher hierarchical level inside the company, as shown in the following table:

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