Informe gri 2008 ingles

Report to society 2008

Report to SocietyColombia, a country to be explored

2008

AngloGold Ashanti Limited

Mark Cutifanichief executive officer

AngloGold Ashanti Américas

Ron Largentexecutive vice president americas

Steve Bottsvice president sustainability americas

Chris Lodderexploration manager americas

Rubén Padillaexploration director americas

AngloGold Ashanti Colombia S.A.

Rafael Herzpresident

Ramiro Santacorporate affairs vice president

Klaus Rorhbachfinancial administration director

Carl Brechtelproject director, la colosa

Edwin Palacioexploration director

Iván Matamorossafety director

Josefina Araújolegal issues director

David Riaño human resources director

Luisa Fernanda Aramburoadjunct director of concession and mining proposals

Carlos Moncadafinancial and planning adjunct director

Aurelio Ganozaproject operations manager, la colosa

Luis Mario Acostaenvironmental manager

Álvaro José Mendozaoccupation, health and industrial safety manager

Pablo Piombiinformation technology manager

Emigdio Aguilerafinancial manager

Carolina Ruedasocial development and communications manager

Ramón Hernándezproperty, land value, and real estate issues manager

Mauricio Caldaslogistics manager

Érika Murcia contracting and hiring and societary affairs manager

Elaboration of the Report and Consultation to the Groups of Interestportex acción para la reputación

Design, Layout, and Printinggatos gemelos comunicación

Person Responsible of the Report corporate affairs vice presidency anglogold ashanti colombia

* All the photographs included in this Report were taken from locations where AngloGold Ashanti has had exploration activities.

Report to Society 2008

Presentation 3

Corporate Profile 5

Our Way to Operate: Keeping in Mind the Sustainability Context 18

Corporate Social Responsibility Model 24

Listening to our Groups of Interest/ Consultation 34

A Letter from the President 42

Outcomes 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

Presentation

In the present report, AngloGold Ashanti Colombia reveals the economic, social, and

environmental growth it had during the year 2008, answering after the responsibility the

company has acquired with the country and its sustainable development. In order to

complete this report, diverse interests of different groups were taken into account; Special

Interest Groups (SIGs) that were consulted, so that the company could understand their

expectations relating the company itself.

The information contained within the report is adequate to the contents that AngloGold

Ashanti Colombia considers relevant for its diverse SIGs; therefore, the company presents

this information in a way that it is clear, in terms that will allow comparisons to be made

by those revising the contents, providing precise numbers, thus allowing, in turn, tracking

of the data in the place where it was originated. In order to organize the information, the

Global Reporting Initiative (G-3) was taken into consideration; in the same way, G-3 is the

mining 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 Phase

7, which refers to the phase for production. This explains that the environmental elements

of 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 considered

that 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 its

operations, 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 the

Sustainable 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 three

mentioned standards in order to make their comprehension easier for the reader. Some

of the indicators of the GRI have not been reported, due to the fact that the project had a

process of interruption during the year 2008; it is upmost important to remember that the

Colosa Project was leader in the company.

In order to solve any further question regarding the contents of this report, please do contact

the Vice-presidency of Corporate Affairs of AngloGold Ashanti Colombia, responsible for

the 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 (Organization for Economic Co-operation and Development) for Multinational Corporations, Operational Policies of World Bank, Fight Against Corruption Convention of the OCDE, International Labor Organization Conventions 98, 169, and 176, Voluntary Principles on Security and Human Rights. The first 10 Principals may be consulted at http://www.icmm.com

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Corporateprofile

AnGloGolD 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.


Corporate objectivesIn order to accomplish its corporate objectives, AngloGold Ashanti Colombia has focused on five main strategies:

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.

1.

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.

2.

Administering the Business as an Asset PortfolioAngloGold 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.

3.

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.

4.

Deliver Sustainable OutcomesSafety 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.

5.

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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.

oUR VAlUES

We strongly believe that individuals who are treated

with due respect, and to whom responsibility is

granted as a part of this principle, are bound to

respond with great enthusiasm. We are honest

to ourselves and with others, and we give ethical

treatment to all our social and corporate associates.

We seek to preserve the dignity of people in all our

actions and relationships; we respect people for who

they are; and we value the contribution that each

individual can provide, so that our business can be

truly successful.

We Value Diversity

We have an objective: we consider

that being a global leader with people

who are adequate and with the

adequate tasks, is fundamental. We

promote inclusion and work teams,

thus obtaining benefits from the riches

of the cultural diversity, of the varied

ideas, experiences, and talents that

every employee contributes to the

business.

We treat Eachother

with Dignity and Respect

Safety is our Main Value


We are Responsible for our Actions and

We Acknowledge the Fulfillment of the

totality of our Commitments

We are focused on delivering outcomes,

thus we do what we intend and announce

to do. We acknowledge our commitments,

and we are responsible for our work, our

behavior, our ethics, and our actions. We

project our outcomes of high profitability,

and we assume the accomplishment of

our commitments with our colleagues,

our associates, our social and corporate

associates, 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.

We Respect the Environment

We have committed to better on a

permanent basis all our processes,

thus avoiding contamination, minimizing

waste, raising the efficiency of our

carbon, and making appropriate use

of our natural resources. We seek to

develop innovative solutions in order

to mitigate the environmental risks,

thus having a positive impact on our

atmosphere.

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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


lEGAl ISSUES DIRECtoR

FInAnCIAl ADMInIStRAtIon

DIRECtoR

HUMAn RESoURCES DIRECtoR

SoCIAl DEVEloPMEnt

MAnAGER

VICE PRESIDEnt oF PUBlIC

AFFAIRS

EnVIRonMEntAl ISSUES

DIRECtoR

InFoRMAtIon tECHnoloGY AnD DAtABASE

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18

Keeping In Mind The Sustainability Context

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oURWAyTooPeRATeKeeping In Mind The Sustainability Context

20

our Wayto operate: Keeping in Mind

the Sustainability Context

Phase 1Area Acknowledgementand Sampling

Phase 4Prefeasibility

Phase 2Detailed analysisof rocks and soils

Phase 5Feasibility

Phase 8Mining Closure

and Postclosure

Phase 6Constructions and Staging

of the Mining Site

Phase 7Production

Phase 3Perforation

AnGloGolD 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 3

Phase 2

Acknowledgment of the Areaand Sampling (1 to 2 years)

An acknowledgement of the area is made, to facilitate sampling of sediments and geographical cartography at a regional

scale. Challenges: Previous to initiating the activities of prospecting, a dialogue is established with the community in the

framework of human rights.

Phase 1

Perforation (1 to 3 years)

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 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

Phase 5

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 4

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) and perforations are developed with smaller centers, dug at 154 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 Stagingof 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.

Phase 4


Phase 8

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.

Phase 7

Mining Closure and Post closure (1 to 3 years)

once the exploitation phase is finished, the social and environmental commitment of the company continues 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.

Phase 4

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responsibility modelCoRPoRATeSoCIAl

26

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.

Corporate Socialresponsibility model

DIAGnoSIS

IntERnAl EXtERnAl

2007

2007

DESIGn IMPlEMEntAtIon

StRAtEGY

2008 - 20102008 - 2010

InDICAtoRS AnD REPoRt

MEASURInG AnD REPoRt

20092009

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


DESCRIPtIon 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 CharacterizationData 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 CharacterizationVisited 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 11education 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

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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:

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.

A good ally

StRAtEGY

Policies Governability

A good employer Procedures Environmental

care Development

PoSItIonInG StRAtEGY

transformations of imaginaries, through an integral performance on behalf of AGAC, for a proper development of the Gold Mining Industry in Colombia.

Assurance of the corporate platform to support the management of the company in order to achieve the social license.

PERFoRMAnCE StRAtEGY

Activity of the corporate citizenship, aimed towards sustainable development of AGAC and its stakeholders.

DEVEloPMEnt StRAtEGY

A good neighbor


DEVELOPMENT STRATEGY seeks that AngloGold Ashanti Colombia reaches its mission goals in an efficient and successful manner. However, the company is fully aware that it does not operate alone, and that its opertation does affect the surrounding communities. This is the reason for which the company intends for the social groups that are involved grow along with the company’s development projects. The company seeks to become a part of a mining activity that is, in turn, a form of development and dynamism of these social groups in opposition to becoming an activity that promotes competition for an economical status against these regions.

This strategy defines three complementary lines of intervention whose aim is the sustainability of the 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.

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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:

ApproachSocial Participative Diagnosis.Social actors search.

ConcertationExpectation alignment .Project, proposal, and initiative definition.

Pre-approachPresentation of the company.Social mapping.Data collecting .

Re-approachMeasurement and assessment.Report rendering.Revision and adjustments. Praxis

Project development,proposals, and initiatives.


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.

This bridge over the Magdalena river, brings Mompós and El Banco together. Mompós, Bolívar.

32

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 communities.

Fisherman. Fundación, Magdalena.

Reservoir of La Salvajina collects the waters of the waterfall. Suárez, Cauca.


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our groups of interest / consultation 2009lISTeNINGTo

listening toour groups of interest / consultation 2009

Headquarters

Directors

Associates

Employees

Suppliers and Outsourcing

Public Entities

Civil Society

Media and Communications

Environment

Exploration Projects

Mining Area and Other Companies

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:

36


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

Headquarters

Directives

Associates

Employees

Suppliers and Outsourcing

Public Entities


The directives and the shareholders see in AngloGold Ashanti Colombia in a consolidation stage, which, as it carries out production processes in Colombia, may contribute to the development of the country and to the production of profit for the company and, therefore, for the shareholders. During the first consultation, the perception of the headquarters was optimistic due to the investment opportunities available for Colombia and for the potential gold resources identified. During the second consultation, the perspective was less optimistic due to the difficulties that the company has encountered, in terms of what judicial safety is concerned, to provide permanence to the exploration programs. Hence, the expectations are centered in clear criteria that may 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 the scenario 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 its financial strength and its mission objectives, which could very well be an important factor for the development of the 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 merely doing so in exploration processes, but also in gold production processes. Aside from this, the directives have the expectation that the company may be acknowledged as a responsible company, that complies- and goes beyond this point- with the highest standards in economic, social, and environmental demands, as it contributes to the development of the country.

The mining companies, with which AngloGold Ashanti Colombia develops exploration projects through joint ventures, perceive AngloGold Ashanti Colombia as a reliable company, one that strategic alliances for foreign investment may be conducted due to its financial sturdiness and its ethics standards and social responsibility which guarantee that the company will indeed comply with the commitments that it has acquired. The expectation is that the company may generate profit in Colombia, thus continuing to perform a win-win operation, and, as a consequence, contributing to the economic development for the country.

The employees perceive AngloGold Ashanti Colombia as a company that runs permanent ongoing improvement processes; perceived as a company that is concerned with creating and promoting a sense of identity amongst its employees through diffusion of its corporate values and the active leadership of its directors. The expectations of the collaborators is that the company improves its internal communication processes in order to achieve a better internalization of the corporate values, and that AngloGold Ashanti Colombia 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 Colombia is 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 is responsible in delivering checks that present no delay with the goods and services that it has outsourced, as it 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 it continues to provide training in tributary issues, commercial management, and productive chains, because they consider that this is a great way to increase their income, for they stop being exclusive suppliers for AngloGold Ashanti Colombia to be able to offer their goods and services to other organizations, thus having other opportunities for growth and revenue.

The public entities, those that are local as well as the ones that are regional and national, perceive AngloGold Ashanti Colombia as a company that has come to the country with intent to invest. Aside from this, it is perceived as a company that complies with legal standards, therefore, it is perceived as being responsible with the Colombian legislation. Some mayors, deputies, representatives, and senators allegedly see in AngloGold Ashanti Colombia a multinational company that, as many foreign companies, are merely seeking to gain 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 and royalty. In the same way, with its presence, that it may contribute in the employment generation process and with the appropriate communication in the whereabouts of its accomplishments in the standards of social and environmental responsibility.The expectations of the public entities that have a negative perception of AngloGold Ashanti Colombia is that the Colombian State regulate the company with higher rigor or severity and that it may limit its possibility to operate.

Civil Society

Media and Communications

Environment

Mining Area and Other Companies

40


In the communities that were consulted the perception is that AngloGold Ashanti Colombia is one of the biggest mining companies in the world due to its foreign capital. Most of the people possess a positive opinion about the company, for they know the way that the company operates, so they consider that the company 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, this is based more on the fear that the company’s actions may be detrimental to the environment and that the State may not have the adequate tools to mitigate or assume the negative consequences of the company’s damage. The main expectation of the communities is that AngloGold Ashanti Colombia complies with the legal standards surrounding the environmental issues in those possible sites where gold may be produced. A second expectation is that the company does generate employment in the communities, thus contributing to the local development

The journalists who work for AngloGold Ashanti Colombia perceive the company as a solid organization in its financial area, as a company that is responsible of the law, and as a company that holds relationships with the media based on respect. Aside from this, they feel that it is prompt to respond to concerns that the journalists may have. Some of the local journalists- particularly in the case of the city of Ibagué- perceive mining as dangerous, and consign the need to learn about the development of the is activity with standards that will allow 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 be accessible when it comes to offering information about its processes, and that it may answer the concerns of the 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 of organizations are the ones that support mining activities that are run in a responsible manner, with the preservation of 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 to operate. The expectations of the second group are that AngloGold Ashanti Colombia leave the country and that it does not operate in it. on the other hand, environmental organizations that are less fundamentalist hope to see AngloGold Ashanti Colombia operate in order to demonstrate to the country that the great ore mining activity is indeed a responsible one towards the environment, due to the high standards of environmental responsibility in the operations that it develops abroad

The extractive industries of the country perceive AngloGold Ashanti Colombia as a serious, solid, and social and environmentally responsible company. likewise, they believe AngloGold Ashanti Colombia can become a leader in the processes of gold production in a technically responsible manner. The main expectation towards AngloGold Ashanti Colombia is that it promotes processes of education and information diffusion that may allow a transformation of the social imaginary that poses mining as an evil process, damaging to the environment, and that it only generates revenue to the owners of the business, while it impoverishes the communities.

A letterfrom 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.

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

company is a good ally for the bettering of the quality of life of the communities where it operates.

We just hope that in the next report this reality shows itself closer to our dream, so that we may not pose intentions, but that we may report indicators that come from productive activities, where we may reveal the policies in action and development that prove the bettering in the living conditions of the communities where we operate.

ABoUt tHE ContEntS oF tHE REPoRt

This Report has been designed, as I already expressed, keeping in mind the parameters of Global Reporting Initiative (GRI), G3 version. As required by GRI, we have designated that it is a type B report, as we have concluded the majority of the indicators that are included in these requirements, but have some aspects yet to cover, due to the fact that the company does not have projects in the advanced stages of the mining cycle. In addition to this, the company has not solicited external verification for this first Report, but commits to solicit such verification for the report in the year 2009.

In the same manner, we have kept into account the Principles of the Global Pact of the United Nations and the Principles of the International Council on Mining and Metals (ICMM).

Not all the information on the economic, social, and environmental development of AngloGold Ashanti Colombia is included in this Report, therefore those who wish to have more detailed information about the company, about its politics and corporate values, as well as its operations around the world, they may consult the official web site of the company, www.anglogoldashanti.com, where they may find all our reports, advances, and other pertinent key documents that allow the comprehension of the operations of the company.

I just hope that the readers of this Report find themselves satisfied in their expectations, and that they find in this document an opportunity to know us better, and to establish a relationship of mutual benefit.

Rafael HerzPresident

company is a good ally for the bettering of the quality of life of the communities where it operates.

We just hope that in the next report this reality shows itself closer to our dream, so that we may not pose intentions, but that we may report indicators that come from productive activities, where we may reveal the policies in action and development that prove the bettering in the living conditions of the communities where we operate.

ABoUt tHE ContEntS oF tHE REPoRt

This Report has been designed, as I already expressed, keeping in mind the parameters of Global Reporting Initiative (GRI), G3 version. As required by GRI, we have designated that it is a type B report, as we have concluded the majority of the indicators that are included in these requirements, but have some aspects yet to cover, due to the fact that the company does not have projects in the advanced stages of the mining cycle. In addition to this, the company has not solicited external verification for this first Report, but commits to solicit such verification for the report in the year 2009.

In the same manner, we have kept into account the Principles of the Global Pact of the United Nations and the Principles of the International Council on Mining and Metals (ICMM).

Not all the information on the economic, social, and environmental development of AngloGold Ashanti Colombia is included in this Report, therefore those who wish to have more detailed information about the company, about its politics and corporate values, as well as its operations around the world, they may consult the official web site of the company, www.anglogoldashanti.com, where they may find all our reports, advances, and other pertinent key documents that allow the comprehension of the operations of the company.

I just hope that the readers of this Report find themselves satisfied in their expectations, and that they find in this document an opportunity to know us better, and to establish a relationship of mutual benefit.

oUTCoMeS oF THe RePoRT

As it had been estimated, during the year 2008, the

strategy was developed during the main moments

known as Design and Implementation.

In this Report, we will describe in detail the outcomes

of the Strategy of Corporate Responsibility in every

one of the different areas.

48 Hisp

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eCoNoMICPeRFoRMANCe

50

economicPerformance

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.

eCoNoMIC PeRFoRMANCe

*2008 *2007Personnel (1) 36.238.675 16.734.387Wages (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.


2008 2007

Wages, Whole Salary, Transport Wages 20.220.783 9.482.510Fringe 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

Dusk in the South of the Department of Bolívar. Río Viejo, Bolívar.

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.

(thousands of pesos)

52

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

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.

Our collaborators: Our most valuable resource.


lINe

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 Development

$ 10.125.000 $ 1.400.000 $ 16.800.000 $ 91.538.472 $ 119.863.472

environmental Care

$ 0 $ 625.000 $ 0 $ 22.435.900 $ 23.060.900

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.

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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:

(thousands of pesos)

54

Health and the Safety of the PeopleATTeNDINGTo

56

Attendingto Health and the Safety of the People

Electrical accidents

Traffic accidents

Aerial accidents

Mechanical accidents

Fire / Explosions

Volcanic explosions

Earthquakes

Overflows

Floods

Civil disobedience

Direct violence

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:

The interest for safety is our most important value: La Colosa, Cajamarca, Tolima.


This concern for health

and safety of the employees

is also projected towards

the community.

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.

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workingconditions

60

workingconditions

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.


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

in the year 2008, the company had 800 colombian employees, all of them coming from the areas where the development projects took place:

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:

62

sALArY oF MEn in coMPArisson to sALArY oF woMEn,dEscriBEd BY ProFEssionAL cAtEgorY

Education level gender salary Average (thousands of pesos)

Primary Basic EducationFemale 802.500

Male 802.500

Business AdministrationFemale 5.623.667

Male 5.961.960

Financial Management Male 5.340.000

Airline Management Female 3.103.000

High school EducationFemale 1.660.000

Male 2.592.667

Marine Biology Male 4.953.000

social communicationFemale 4.659.500

Male 4.953.000

technical Accountant Male 5.378.000

Public AccountingFemale 4.277.571

Male 6.083.500

Law Female 7.283.964

Male 4.700.000

Ecology Male 6.600.000

Economy Male 8.267.000

geologyFemale 4.689.222

Male 7.282.116

Environmental Engineering and natural resources Male 4.651.000

Mining and Environmental Engineering Male 23.334.000

systems EngineeringFemale 6.105.000

Male 3.693.500

industrial Engineering Male 5.153.500

Mechanical Engineering Male 27.277.000

sanitary and Environmental Enginnering Female 6.033.000

geodesy and cartography Engineering Male 6.833.333

civil Engineering Male 7.430.000

design Engineering and Electronic Automation Female 8.992.000

Mining Engineering Male 5.414.167

Modern Languages Female 1.616.000

Linguistics and Literature Female 4.953.000

Medicine Male 10.614.000

internatonal Business Female 4.000.000

Politology Female 4.000.000

Professional in Military sciences Male 11.008.000

Professional in occupational Health Female 4.600.000

Psychology Female 5.807.750

technician in Exploration Male 1.987.500

systems technicianFemale 2.066.000

Male 5.973.000

technical Bilingual secretariat Female 3.000.000

Environmental tecnologist Female 3.769.000

Business Management technology Female 4.600.000


FringE BEnEFits For tHE EMPLoYEEs witH A FULL tiME JoB, And non-oFFErEd BEnEFits oFFErEd to tHE EMPLoYEEs witH PArt tiME JoBs or on tEMPorArY contrActs

FringE BEnEFits description

Prepaid medical care

the company has a prepaid medical care contract (colsanitas), and an integral Health Policy with suramericana de seguros, an insurance company from colombia; in every other case, a refund if the employee is affiliated to a different insurance company (when the transfer from one company to the other is not feasible).once the employee is hired by the company, he and his immediate family members (single members: parents) (married members: partner and children). Each affiliated employee has a monthly coverage up to 1,5 national Minimum wage (nMw), at $745340 colombian pesos

Life insurancethe company subscribes a policy for all its employees in order to cover the risks of death, indemnization for loss of extremities, total and permanent physical handicap, and serious illnesses.

Lenses Benefit Bonothe company gives the amount of $400000 colombian pesos to every employee as a benefit bonus towards lenses, contact lenses, and frames.this benefit bonuts is not cumulative and does not cover surgeries.

dental Benefit Bonusthe company gives the amount of $400.000 colombian pesos to every employee as a dental benefit bonus for prevention procedures. it does not include aesthetical or orthodontics treatments.

gimnasiumthe company gives to every employee the amount of $382500 colombian pesos, every three months towards gym services.

Funeral Benefit Bonus

the company subscribes a policy for every employee in order to cover funeral expenditures.there are two categories:Presidential: For the board members. general: For the rest of the employees.

Maternity licensethe company gives 16 days as an extralegal license to the employees that generate this benefit

Besides of the 800 people directly hired by the company in the year 2008, at the end of that same year, the company had hired 94 people through a employement agency; an entity which provides services for Anglogold Ashanti colombia.

in addition to this wage compensation, the company gives other benefits to its workers, going beyond the basic law requirements, thus contributing to generate a good working environment, as reported by the work Environment survey, that in the year 2008 gave an average of 4.1 out of 5.0 in each one of the evaluated criteria, indicating that Anglogold Ashanti colombia is a good place to work at.

Perforation drill. Project site, La Colosa, Cajamarca, Tolima.

64

Average of Hours Employees Percentaje

Managerial Level 123 24 12%

Professional 783 110 77%

Administrative and operative Level 109 53 11%

Total 1015 187 100%

ProgrAM oF skiLL MAnAgEMEnt And ongoing trAining coUrsEstHAt ProMotE contrActing oPPortUnitiEs oF tHE EMPLoYEEs

Programs Managerial

PostProfessional

Post Administrative

and Managerial Posttotal of Programs

technical skills Management 13% 55% 32% 14

ongoing training courses 24% 61% 15% 8

Benefits described before, would be incomplete if Anglogold Ashanti colombia did not care about the continual and permanent training of its collaborators. to state this commitment, the company has a written policy document to promote the program, opportunities and actions aimed at formal and informal education, and the spaces for human growth and knowledge of its employees.

in this same manner, in year 2008, the company invested 1015 hours to train personnel on security, prevention of illnesses and accidents, personal growth, and performance competencies and skills matters. these processes were carried out at every level of the organization, as it may be observed in the following chart:

on the other hand, during the year 2008, 14 formative programs were executed aimed towards the development of technical skills and 8 programs of ongoing training courses. of these programs, 22% of the benefitted employees occupy managing posts, and 59% corresponds to professional posts, and the 19% are administrative or operatives posts.

Revision of the nuclei of perforation. Jericó, Antioquia.


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HUMAnrigHts

68

Humanrights

PErsonnEL wHo HAVE BEEn trAinEd in PoLiciEs or ProcEdUrEs oF tHE orgAnizAtionon HUMAn rigHts issUEs rELEVAnt to oPErAtions

Level 2008

Managerial 1

Professional 20

Administrative 347

given the fact that Anglogold Ashanti colombia is of principles like safety and human rights, it is committed to actively promote and respect human rights. one of the ways to show this commitment is the training programs that the company runs for the safety personnel in the topics related to human rights. this way, during the year 2008, training was given in relation to politics or procedures of the organization in human rights aspects to 368 employees, whether under the figure of direct hiring, or under the figure of outsourcing or third party hiring methods. the highest percentage of people who benefited from this training was designated this way given the fact that these employees require knowledge on topics like personal safety, topics like the relation to the Public Force, and the approach to the communities, within the framework of mutual respect, and in the hopes to promote and guarantee respect towards human rights.

Soccer is a sport that runs in the veins of our people. Espinal, Tolima.


on the other hand, Anglogold Ashanti colombia has signed contracts with the state’s safety forces oriented towards guaranteeing the personal and physical safety of the members of the company in the projects of exploration. However, which indicates that the resources that Anglogold Ashanti colombia provides to the public forces should destine only towards safety and never towards combat actions or for the use of armament ideals. this guarantees that the safety forces that accompany the exploration personnel reach the communities with procedures and orientations that are clear towards the respect for human rights.

in the same manner, Anglogold Ashanti colombia is willing to develop relationships with organizations that work and promote human rights, and that are concerned with the way the company operates. during the year 2008, meetings were held with ikV Pax christi, an international organization dedicated to watch over human rights and the safety of the communities. during the encounters, the company has learned about the concerns of this ngo, and has put forward its invariable commitment to honor the human rights of the communities where it operates its projects.

As a token of all this, during the month of February, 2008, a case was presented in which a soldier was involved; this soldier was providing safety to the members of one of the companies with which Anglogold Ashanti colombia has been an associate to in exploration processes. the commander in chief of the platoon received the petition on behalf of the owner of one of the establishments that sell liquor, so that he could receive collaboration in order to expel one of the drunken youngsters who

The bicycle is a very appreciated means of transport in the rural areas of our country. Natagaima, Tolima.

70

was inside the business, disturbing the other customers. the military personnel confirmed that the young men were underage, and that they were, indeed, under the effects of alcohol. these reasons were enough for the military to escort the young men to the camp site, where they were imposed a physical punishment on behalf of the military. this punishment consisted on digging trenches in the ground and taking out garbage. the young men were held there for six hours when they were released and then taken to their families.

once Anglogold Ashanti colombia learned about the incident, the company proceeded to send a letter to the commander in chief of the brigade in order to inform about the potential violation of the Voluntary Principles, thus suggestion to open up a file for investigation upon this matter. the sergeant of the platoon along with the soldiers, all of whom had participated in the event, were released from their posts the following day, and were transferred to a different unit. in the year 2008, Anglogold Ashanti colombia received a formal answer letter on behalf of the Army in which they stated that after conducting the internal investigation, the soldiers involved in such event were discharged from their ranks and were expelled from the Armed Forces.

Fisherman. Fundación, Magdalena.


AngloGold Ashanti Colombia

is a signatory to the Voluntary Principles

on Security and Human Rights

Aside from this incident, the company has not been reported for violation of human rights, nor has any investigation been initiated. on the contrary, the company has always been in full disposition to promote the growth of human rights awareness and to ensure that they are honored by the company and by other people or groups that interact with Anglogold Ashanti colombia.

in addition to this, during the process in which the selection of the suppliers who are to work with Anglogold Ashanti colombia, a particular step is included: they are required to render a document, in which they express their position regarding human rights; in this same way, they are expected, as suppliers, to care after dignifying working conditions, as is expected that they do not promote forced labor, and that they have practices or policies against child exploitation.

On the back of beasts many agricultural goods are transported in order to supply our cities. Cajamarca, Tolima.

72 The

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the communityrELAtionswitH

74

relationswith the community

Anglogold Ashanti colombia is a member of the Voluntary Principles in safety and Human rights.

Anglogold Ashanti, amongst its exploratory operations, and in the particular case of cajamarca, in the department of tolima, runs a process of social Management guided by and consecuent to the principles and values of the company as a corporate citizen who social and environmentally responsible.

Processes of InclusIon

Development of Social Policies and Intervention with the Communities

Social Local ContractingLocal Suppliers

A policy of social intervention was defined; this policy was derived straightforwardly from the corporate values.

the model of social intervention was designed of the company, formed by five main phases:

Pre-approachApproachconcertation Praxisre-approach

Participation in the processes of hiring personnel in awareness of the compliance of the corporate principles, principles that priviledge the hiring of local handwork from the places where the company operates.

spread of the corporate policies on purchases and local services, and alliances to strengthen through ongoing training programs for suppliers, in oder for the suppliers to comply with quality, technical, and tax contribution requirements of the company, all in agreeming with the legal framework of the country.


Communities and Government: Social Management and Relation to Local

Governments

Systems of Information, Participation, Dialogue,

Consultation, and Concertation

Communities: Agenda

inclusion of tools and skills to interact with government and local authorities in the model of management, and in the corresponding manual of approach towards the communities. considerations and criteria are explicitly stated. this mechanism helps employees, by means of levering strategy, to be identified and to have an understanding of the mission, vision, and corporate values of AgAc with this particular group of interest.

development of relation agendas with the groups of interest to spread information about the projects and programs of AgAc.

Programs on prevention of impacts in •public healthtraining on Methodological ttansfer •for ProjectsLeadership training courses•support to strengthen the game and •didactics Librarydiagnosis of Agricultural Practices•Participation in Projects to strengthen •Productive chainsPrograms to Better Agricultural •Practicesinstitutional strengthening Programs•strengthening of Local suppliers•Programs of Environmental care•

Coguí, indigenous group member, Sierra Nevada de Santa Marta, Magdalena.

76

From the end of the year 2006 and the

beginning of 2007, the social team began

the process of acknowledging of the area

destined for the development of the project.

once the local authorities and social leaders

were identified, the company was presented,

as was presented the company’s intent

of exploring the zone, with one of its main

values as a terminus a quo: transparency.

this approach, initially made with the local

authorities and leaders, in order to officially,

through the leaders, the community could

acknowledge the company and its interests

and activities in the region.

After interacting and informing about the

presence of the company in the locality, AgAc

bounded to the community social life in a

respectful and gradual manner, identifying within

the area of influence of its operational activities

the most relevant and significant socioeconomical

and cultural aspects of the surrounding

community, in the hopes of developing joint

actions that would become a bettering purpose

of community growth.

one of the fundamental activities of social

management carried out in the first months

of operations in the area was the continual

monitoring in the process of selection of personnel

in the hiring demands that were required during

the procedure, guaranteeing the hiring of people

from the municipality and complying with the

principles of local contracting policies.

in the same manner, social management

is guided towards involving the administrative

area and logistics of the organization within

the context of reality of local opportunities;

demanding from them, the acquisition of goods

and services produced and offered in the region.

in the middle of the year 2007, when the

acknowledgement of the company name

was bieng consolidated, and the activity in

the zone was highly spread in the totality

of the municipality, a socioeconomical and

The year 2006

The year 2007


Environmental study of cajamarca was carried

out (EsEA); finally, during the months of August

and september of the same year, the census

process was carried out.

By the end of the month of september, as an

initiative of Anglogold, a great number of social

organizations, public, and private were called in

order to create a comitee of social responsibility.

during the meeting, the corsea (committee

of corporate, Environmental and social

responsibility) was conceived, which initially

was intended as a means of communication and

exchange with the community, but through the

dynamism that characterizes this interaction of

civil participation and of pluriinstitutional became

the social, Environmental, and corporate

responsibility committee, of cajamarca, which

has as a mission to become one of the centers

of thought and social observatory that promotes

multisectorial management on sustainable

development in the municipality.

As the interaction with the people from

cajamarca was developed, the action in the

second semester of the year 2007 was extended to

approaches and articulations of social management

with other sectors and communities of the

municipality. the field of action was aimed toawards

rural communities of El cañón de Anaime, districts

surrounding cielo roto, districts on the road to

toche, as well as on the road to Anaime.

in these areas, additionally, other activities

were developed with the community in order to

improve their living conditions, such as rebuilding

the roads and schools.

in the same manner, in the line of

development of social union, the activities were

aimed at upholding culture through events of

people’s interest, the promoting of sports and

recreation, both in rural and urban areas.

one of the principal activities during that year

was the interaction with educative institutions

in the municipality, considering the fact that it is

there where the biggest efforts are focused in

the knowledge and construction of the concept

of society. in the most important educational

institutions of the municipality, a constant contact

and effective communication was established

in order to inform about the responsible mining

activity, the advances of the exploration program,

and social policies. Feedback from the different

parts was obtained on a permanent basis.

in the same manner, aligned with policies of

educational institutions that generate social union

for the region, some entrepreneur initiatives were

promoted and betterment of educational quality.

Finally, in the year 2007, the company

consolidated a project for the Plan to replant

important Hydrological Basin for the region.

78

The year 2008

At the beginning of year 2008, corsae begins

to structure in a clear manner the outcomes

that it intends to achieve. in order to attain this

goal, corsae arranges work tables from which a

diagnosis is sought out, in the most realistic way,

the most significative phenomena and issues in

the different sectors of the municipality. From this

initiative, 5 work table groups were formed with

a definite theme to be worked and revised (social

impact, corporate development, environmental

development, work and agricultural market).

in the second trimester of the year, according

to the resulting diagnosis made by some of

the work tables, each area then, according to

each topic of interest wrote a document with

a particular proposal of possible solutions to

the different issues and actions to overtake the

relevant identified problems. this task carried

out in a successful way by the participants of

the different public, private, and community

sectors, meeting in these organizations, was

officially presented before the government entity,

accomplishing the participative characteristic

that the community must have in the public

management policy.

consequently, once the agricultural division,

which is identified as the upmost important

socioeconomical sector, the company promotes

the involvement and inclusion of spaces for

the creation of this sector. in this manner, the

Asomua (Association of women from Anaime)

was identified as an opportunity of development.

this communitary organization, which produced

dairy products and roots of arracacha products,

was stagnant due to different factors. the

company, whose aim is to promote development

in different areas, reached great importance

by helping this association with support

and training; association that has become

outstanding amongst the rest of the community

organizations in the department.

during the second semester in the year

2008, a group of women head of household in

Evelio gómez neighborhood was contacted.

great leaders were identified in this group

of women, and the company began with

them a process of training in life projects and

entrepreunership and who are in the way of

development in the creation of community

organization for a recycling project.

As a result, during the same period of

the consolidated corsae, priority towards

social participation issues were established

within public and private management, with

the purpose to facilitate the community with

knowledge about the topic, thus allowing

them to become familiar with the obtention of

resources and the adequate administration of

these through the acquisition of projects. to do

so, as part of training process of the committee

of members of several social organizations,

the company began a training program in

“Methodological transfer for Elaboration and

Management of Projects”. At the end of this

training process was the creation of a bank of

social projects according to the reality context of

the community.

on the other hand, one of the

socioenvironmental initiatives of the previous

year was consolidated in the year 2008: Plan

to replant important Hydrological Basin for the

region was developed emphasizing three stages:

the creation of school greenhouses •

promoting entrepreneurship: the educational

institution promotes the sensibility as well as

the environmental sensibility as a corporate

initiative: for they trade their products (trees)

with the company and the inhabitants of

rural areas. in the same way, they have

technicians, advisors, and professionals

specialized in the environmental area, who

accompany the whole process.


the creation of community greenhouses •

with the same trend towards

entrepreneurship of the educational

institutions, promoting a conscience

environmental responsibility that agricultural

producers and landowners must have.

the ackowledgement of deforested areas. •

the company, the community Action

councils, and rural people go around

ravines and water sources to diagnosis the

grade of deforestation, and an agreement

of social and environmental responsibility

is signed between Anglogold Ashanti

colombia, Umata, the company of

Public services, and the community. the

agreement states that the company buys

the products of the greenhouse, donates

the trees to the interested community, as

well as develops a reforestation process.

the community commits itself to the

preservation of the area; the public entities

are the third auditors and monitors of the

process.

Another socioenvironmental action of the

management with the educative institutions is

the program of environmental education on solid

waste management where it is originated. on

the other hand, other initiatives related to the

environment developed by ecological groups in

the region were promoted by the company.

At the beginning of the year 2008 and during

the year, the program of Management of risk of

Machín Volcanoe and landslides was designed.

A contingency and Emergency Municipality Plan

was developed.

Having this Plan as a framework, the Local

committee of Prevention and Attention to

disasters spread out the necessary information

to raise awareness about natural risks and

possible actions to mitigate disasters.

other constant activities were:

Feedback with the Local Authorities, the •

community Action councils and other social

and economical important sectors of the

municipality on politics, the stages of a mining

project, and the advance or state of the

exploration.

in the management of regional policies, •

the approch with the authorities and

departamental institutions was outstanding,

also the liaison and interaction with important

associations in the region: chamber of

commerce, Andi, Fenalco, and the academic

sector with Universidad del tolima, amongst

others.

Feedback with the organization and public •

and private municipal institutions, regarding

the development stages of the project.

Promotion of culture, recreation, and sports •

in the community as an alternative to use

free time, and as a means of prevention to

the increasing of different social problematic

issues such as drug comsumption.

Approach, acknowledgement, and access to •

exploration activities, through public oversight

committees like exchange of Permanent

work groups of the Municipality.

In Anaime, people work with arracacha root in the production of arequipes (delicacy made with milk and sugar mixed with fruit extract), cookies, and cakes. Anaime, Tolima.

80

Outcomes

Governability and betterment of living conditions: • CreationofaCommitteeofCorporate,Environmental,

and social responsibility with incidence in Public

Mangement.

• ApropositivedocumentofCorsaetotheAdministration

of the Municipality, included in some fragments of the

Municipality development Plan.

In Anaime:

repair and rebuilding of the children’s Park. •

restoring of the principal plaza. •

repair and adaptation of infrastructure of the senior •

citizen’s Home.

Paint of the Primary school and children’s shelter in the •

village.

Adaptation of the cemetery. •

temporary hiring work seasons with the community to •

improve the conditions of the roads; districts: La Luisa,

Los Alpes, La Alsacia, El cedral, and La Judea.

Betterment of the principal road cajamarca-Anaime. •

Betterment of infrastructure and paint of rural schools: •

districts Los Alpes, La Luisa, El diamante, La Judea, Pan

de Azúcar, El cedral, Brasil, and the district of Anaime.

general betterment of infrastructure in the bathroom •

fittings of senior citizen’s Home.

Electrification of the El diamante school. •

resources of electrical networks in the systems and •

computer room of institución nuestra señora del

rosario.

Assessment and donation for acquiring the certificate •

of quality of design of the PEi (Proyecto Educativo

institucional) or curricula of the institución nuestra señora

del rosario.

Agreement with the United nations office about drugs •

and crime for the implementation of the program known

as responsible regions.

The year 2008


Economic Development

• ApprovalofAsomuaprojectontheTechnologic

corridor of sEnA and corpoia, where

some resources were managed for the

standardization procedure of the process of

production of arracacha root goods.

• Supportwithmachinerytoopenclogged

roads, closed due to rainy season.

• AThreepartagreementtobuyanambulance

for rural destinations.

• Restorationoftheindigenouscemeteryin

cañón de Anaime, as a cultural and tourist

destination.

• AgreementwithUniversidaddelTolimaand

institución técnica Agroindustrial of cajamarca

for anthropological, historical research, and

diagnosis of agricultural sector.

Environmental care

• Creationoffivegreenhouses.

• Processofsolidwastemanagementin

institución nuestra señora del rosario.

• Fivethousandplantlingsthatcovermorethan

4.5 hectares.

• Atotalof27placesinprocessofreforestation.

• SupporttotheecologicalGroupSemillitasfrom

de institución Educativa Anaime, winners of the

national ecological contest.

the development of social participative and

inclusive management program permitted to

conclude, through motions presented during

the Public Hearing in February of the year 2009

(celebrated to know the community’s perception of

the project La colosa, in the framework of application

for substraction of a forest area), that more than the

60% of the population agreed with the development

of the mining exploration program.

given the nature of this Hearing, the concepts

and opinions of the organization, and people form

the municipality were decisive and fundamental for

AgAc. Besides the authorities, the following sectors

also participated in the Hearing:

• ProductiveandcommercialSector

• CommunitySector

• YouthandStudentSector

• WomenandSingleMothersSector

• AgriculturalandCountryPeopleSector

• WorkersSector

82 Cany

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EnVironMEnt

84

Environment

one of the principles of Anglogold Ashanti colombia is the respect towards the environment, which is clearly expressed this way: “we are greatly committed to continuously improving our processes, in the hopes of preventing contamination, minimizing the production of waste, incrementing our efficiency in regards to the carbon trade, and making an adequate usage of all natural resources.”

during the year 2008, the company ran an assessment in environmental risks under the methodology known as Aurisk Assessment –a type of evaluation in risks processes of exploration and production of gold resources- in the project La colosa, in order to answer to the concerns of the different interest groups concerning possible environmental impacts upon the first exploration phase to be developed, and, furthermore, the possible impacts that the production phase would present. with this methodology, a risk map was designed. the risks that were identified- for the year 2008- are the following:

• Riskofcontaminationofthewaterorsoilduetotheuseoffossilfuelorchemicaladditivesduringthe perforation activities.

• Potential risk of negative impact on flora and fauna during the construction of perforationplatforms.

in order to minimize the first of the two risks, a plan of fuel and chemical management activities was designed according to the standards of good practice. in order to reduce the second of the risks identified a plan to minimize the disturbance in the area, and the actions to replant organic material that might have been removed or intervened during the perforation activities, was also designed.

Cajamarca, Tolima


in February, 2008, the project of La colosa was suspended by the corporación Autónoma regional –cortolima-, due to a solicitation of the corporation to remove the forest reserve on which the project is located.

For that same date, delegates from the Ministry of Environment, Housing, and territorial development of colombia were made present at the project of La colosa, located in the municipality of cajamarca, in the department of tolima, solicitation made by the Ministry of Mining and Energy of colombia regarding the issue of solicitation during the month of February, 2008, which was to remove the forest reserve. the study determined the technical elements for the decision of the Ministry to remove the area.

given the suspension of all operations of exploration of the project of La colosa, -the most advanced of the projects that Anglogold Ashanti colombia has developed- the indicators for environmental development are not included in this report. on the other hand, the activities of exploration that are being developed have a reduced amount of materials implemented, reason for which its report is not significant enough to be included in this document, and, therefore, does not meet the terms intended by the elaboration of this aspect of the gri. the true purpose of this report is to reveal significant impacts that are real and that are caused by the operations of the company.

conversely, amongst the positive environmental effects that the project of La colosa has caused for the inhabitants of the surrounding districts is that Anglogold Ashanti colombia has designed programs for the preservation and protection of the environment. such is the case of cajamarca, where a replanting program has been developed which involves the support of the schools, which, in turn contributes to education in the area regarding the environment. it is in this way that the company has facilitated the resources for the instituto técnico Angroindustrial de cajamarca (itaic), in order for it to construct a greenhouse to produce species of native trees. Anglogold Ashanti colombia bought the plants for the school to develop the replanting processes of the area, and to grant the local inhabitants with the present for those property-owners who wanted to replant their land. the students were actively cooperating during the entire process and, it was this way, that they are becoming aware of the importance to recuperate the vegetation that has been lost due to the unrestrained tree felling of the native forests. one of the advances is that they are identifying the native species and their importance in terms of the importance of acknowledging the habitat and the ecosystem of the region.

Reservoir of La Salvajina. Suárez, Cauca.

86 Wax

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Informe de sostenibilidad 2009

GRIContentIndex

88

GRIcontent index

GRI Content Index

GRI GuIdelInesICMM sustaInable

developMent FRaMewoRkunIted natIons Global paCt

loCatIon In the RepoRt

status

GRI number

ContentICMM

principleContent

Global pact

principleContent

Profile

1. Strategy and Analysis

1.1 statement by the Ceo.strategy

2

Integrate sustainable development considerations within the corporate decision-making process

pages 43-45

1.2description of key impacts, risks, and opportunities

pages 43-45; pages 20-22

2. Organizational Profile

2.1 name

10Implement effective and transparent engagement, communication, and independently verifiable reporting arrangements with our interest groups.

Cover

2.2primary brands, products, and/or services

page 12

2.3operational structure and major divisions

pages 16-17

2.4 location of headquarters page 12

2.5number of countries of operations and name of countries of main activities

page 12

2.6nature of ownership and legal form

page 12

2.7 Markets served

2.8scale of reporting organization (net sales, training, etc.)

2.9significant changes, organizational structure, ownership of the organization

pages 43-45

2.10 awards received

3. Memory Parameters

3.1 period of Memories

10

Implement effective and transparent engagement with our interest groups, communication and independently verified reporting arrangements

page 9

3.2 date of previous memories page 9

3.3 Memories cycle page 9

3.4 Contact point page 9


MeMory ScoPe and Boundary

3.5process for defining Memory content

10

Implement effective and transparent engagement, communication, and independently verifiable reporting arrangements with our interest groups.

page 9

3.6 boundary of the Memory page 9

3.7Memory scope and boundary limitations

page 9

3.8basis for reporting on joint ventures or subsidiaries

3.9 data measurement techniques page 9

3.10explanation of the effects of any restatements

3.11significant changes from previous reporting period

3.12table identifying location of disclosure GRI

page 88

aSSurance

3.13policy and current practice with regard to seeking external assurance of the Memory

10Implement with our interest groups information mechanism.

pages 43-45

4. Governance, Commitments and Engagement of Interest Groups

4.1Corporate governance structure

1

Implement effective and maintain ethical business, practices and sound systems of corporate governance

pages 16-17

4.2Indicate If the Ceo is part of the board

pages 16-17

4.3Independence of the Ceo office

4.4 Independence of board

4.5

linkage between the compensation of the members of the board and the performance of the organization

4.6process to ensure conflicts of interest are avoided in Ceo

4.7process for determining qualifications of board

4.8Internally developed relevant statements of mission or principles

pages 14-15

90

4.9procedure for risk identification and compliance

pages 20-23

4.10process for evaluating board’s own performance

coMMitMentS to external initiativeS

4.11explanation of use, precautionary principle

4

Implement risk management strategies based on valid data and sound science basis 7

keep a precautionary approach to environmental benefit plans

page 20

4.12externally developed charters, social and economic principles in outsourcing

pages 52-53; 74-81

4.13Memberships of associations and advocacy bodies

10Implement engagement with our interest groups.

pages 9; 42

GrouPS of intereSt enGaGeMent

4.14 list of interest groups

10


pages 36-41

4.15basis of identification of interest groups, and selection of such

pages 36-41

4.16approaches to interest groups engagement (frequency)

pages 36-41

4.17key topics and concerns identified of interest groups

pages 36-41

Economic performance indicators

aSPect: econoMic PerforMance of intereSt GrouPS

Management approach pages 26-32

eC1

direct economic value generated and distributed

9Contribute to the social, economic, and institutional development of the communities in which we operate

page 50

eC2Financial implications and risks and opportunities due to climate change

4 Implement risk management strategies based on validation and sound science basis

page 43

eC3Coverage of the organization’s defined benefit plan obligations

10


page 53

eC4 significant financial assistance from government

the company has not received aids from government entities.

eC5Ratio of standard entry level wage compared with local minimum wage at significant areas of operation

page 62

MM1Identify those sites where the local economic contribution, development impact is of particular significance and interest to stakeholders; and outline policies with respect to assessing this contribution

9

Contribute to the social, economic, and institutional development of the communities in which we operate

MM2 value added described by country


aSPect: Market PreSence

eC6

policy, practices, and proportions of expenditures on locally based suppliers at significant locations of operation

9


page 52

eC7

procedures for local hiring and proportion of senior management hired from the local community at significant locations of operation

page 61

aSPect: indirect econoMic iMPactS

eC8

development and impact of infrastructure investments and services provided for public benefit 9


pages 74-81

eC9understanding and description Indirect economic impact that are significant

pages 74-81

Environmental Dimension Indicators

Management approach page 84

MaterialS

en1weight or volume of materials used

6seek ongoing betterment in our environmental performance

8

undertake initiatives to promote greater environmental responsibility

en2percentage of materials used that are valued

enerGy

en3direct energy consumption described by primary source


8


en4Indirect energy consumption by described primary source

en5energy saved due to preservation and betterment in efficiency

en6Initiatives to provide efficient services and products in energy consumption

en7Initiatives to reduce indirect energy consumption

Water

en8 total water withdrawal


8


en9water sources significantly affected by water withdrawal

en10total volume of recycled and reused water, percentage

92

BiodiverSity

en11

location and size of land owned, leased or managed in, or adjacent to protected areas or unprotected areas with great biodiversity

7

Contribute to conservation of biodiversity and integrated approaches to land use planning

8


en12

description of significant impacts of activities, products and services on biodiversity and protected areas of high biodiversity value outside of protected areas

en13 Restored or protected habitats

en14

strategies and actions planned to reduce effects on biodiversity and management impact

en15

number of species according to their danger of extiction, included in the red list of IuCn and national lists in places where operations are developed

eMiSSionS, effluentS and WaSte

en16total direct and indirect GhG emissions by weight

6

seek continual improvement in our environmental performance


en17other relevant indirect GhG emissions by weight

en18Initiatives to reduce GhG emissions and total achieved reductions

en19emissions of ozone-depleting substances by weight

en20nox, sox and other significant air emissions by weight and type

en21total water discharge by quality and destination

en22total weight of waste by quality and disposal method

en23total number and volume of significant spills

en24

transported, imported, exported, or treated waste weight considered dangerous according to basel Convention.

en25

Identification, size, protection, and biodiversity value of water resources; habitats significantly affected by water spills and hillside erosions


ServiceS and ProductS

en26 Initiatives to mitigate environmental impacts of products and services

8

Facilitate and encourage responsible product design, use, re-use, recycling. and disposal

8


en27percentage of products sold that is reclaimed at the end of the products’ useful life by product category

coMPliance of the norM

en28 Monetary value of significant fines and total number of non-monetary sanctions for noncompliance with environmental laws and regulations

6


8


the company has not received fines. In la Colosa a sanction was received. page 43

tranSPortation

en29significant environmental impacts on transportation of products and other used goods for different organizational activities and personnel transport

6


8


overall

en30 description by type of total waste and environmental investment

en23, suple-ment MM

total amount of land owned, leased and managed for production activities or extractive use.

MM 3the number/percentage of sites identified as requiring biodiversity management plans, and the number/percentage of sites with plans in place

7

Contribute to conservation of biodiversity and integrated approaches to land use planning

8


MM 4 percentage of product(s) derived from secondary materials.

8

Facilitate and encourage responsible product design, use, re-use, recycling, and disposal of our products

MM 5 describe policies for assessing the eco-efficiency and sustainability attributes of products

page 84

MM 6 describe approach to management of overburden, rock, tailings, and sludges/ residues.

Environmental Performance Indicators

Labour Practices and Ethics at Work

eMPloyMent

la1total workforce by employment type, contract, and region

9


pages 61-63

la2total number and rate of employee turnover by age group, gender, and region

pages 61-63

la3benefits provided to full-time employees

page 63

94

corPorate-laBor relationS

la4percentage of employees covered by collective bargaining agreements

3

uphold freedom of association and recognition of right to collective bargaining

la5Minimum notice period practices with employees regarding operational changes

occuPational health and Safety

la6

percentage of workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational safety programs

5

seek continual improvement in our health and safety performance

page 56

la7

Rates of injury, occupational diseases, lost days and absenteeism, and total number of work-related fatalities.

page 57

la8

education, training, counselling, prevention, and risk control programmes in place to assist workforce members, their families or community members regarding serious illnesses

page 57

la9health and safety topics covered in formal agreements with trade unions

MM 12

describe approach to identifying, preparing for, and responding to emergency situations affecting employees, communities, or the environment.

pages 56-57

MM 13

number of new cases of occupational disease by type. describe programs to prevent occupational disease

page 57

traininG and education

la 10average hours of training per year per employee per category

9


page 64

la 11

programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings

page 64

la 12percentage of employees receiving regular performance and career development reviews

page 64

diverSity and equal oPPortunity

la 13

Composition of governance bodies and chart of employees per category according to gender, age group, minority group membership, and other indicators of diversity

1

Implement and maintain ethical business practices and sound systems of corporate governance

6

support to eliminate discrimination regarding employment and occupation

pages 16-17


la 14Ratio of basic salary of men to women by employee category

page 61-62

Human Rights

inveStMent and ProcureMent PracticeS

hR 1

percentage and total number of significant investments and agreements that include human rights clauses

3

uphold fundamental human rights and respect cultures, customs, and values in dealings with employees and others who are affected by our activities

1

2

6

support and respect protection of internationally proclaimed human rights.

ensure that the companies are not complicit in human rights abuses

support to eliminate discrimination regarding employment and occupation

hR 2

percentage of significant suppliers that have undergone screening on human rights and actions taken

there are no outsourcing investigated for abuses on human rights

hR 3

total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained

page 68

non-diScriMination

hR 4total number of incidents of discrimination and actions taken

3

uphold fundamental human rights and respect cultures and values and customs.

2

ensure that the companies are not complicit in human rights abuses

there are no outsourcing investigated for abuses on human rights

freedoM of aSSociation and collective BarGaininG

hR 5

operations identified in which the right to exercise freedom of association and collective bargaining may be at significant risk, and actions taken to support these rights

3


3

uphold freedom of association and recognition of right to collective bargaining

pages 68-71

child laBor

hR 6

operations identified as having significant risk for incidents of child labor and actions taken against exploitation

3


5 uphold abolition of child labor

page 71

forced laBor

hR 7

operations identified as having significant risk for incidents of forced or compulsory labor, and measures taken to contribute to the elimination of these practices

3


4

support to eliminate all forms of forced and compulsory labor

Security PracticeS

hR 8

percentage of security personnel trained in the organization’s policies and procedures concerning aspects of human rights that are relevant to operations

3


page 68

96

indiGenouS riGhtS

hR 9

total number of incidents or violations involving rights of indigenous people and actions taken

3


pages 68-71

Society

coMMunity

so1

nature, scope, and effectiveness of any programs and practices that assess and manage the impacts of operations on communities, including entering, operating and leaving the company

2


pages 20-23

corruPtion

so 2percentage and total number of business units analyzed for risks related to corruption

1

Implement and maintain ethical business practices and sound systems of corporate governance

10

work to eliminate corruption, included extorsion and bribery

so 3

percentage of employees trained in organization’s anticorruption policies and procedures

so 4actions taken in response to incidents of corruption

There has not been any corruption related incident

PuBlic Policy

so 5public policy positions and participation in public policy development and lobbying

10


page 44

so 6

total value of financial and in-kind contributions to political parties, politicians, and related institutions.

unethical coMPetitive Behavior

so 7

total number of legal actions for unethical behavior and monopoly practices and their outcomes

10Implement effective and transparent engagement, communication.

the company has not been accused for actions against fair market


so 8

Monetary value of significant fines and total number of non-monetary compliance with the breaking of laws and regulations

10

Implement effective information, communication, and participation with our interest groups.

1

2

support and honor protection of internationally proclaimed human rights in the context of influence.

ensure they are not complicit in human rights abuses

the company has not received sanctions for actions against fair market

MM7

describe significant incidents affecting communities during the Memory period, and grievance mechanisms used to resolve the incidents and their outcomes

3



MM8

describe programs in which the reporting organization has been involved that addressed artisanal and small-scale mining (asM) within company areas of operation with the participation of informant organizations

MM9describe resettlement policies and activities

MM10

number of percentage of operations with closure plans, covering social – including labor transition – environmental, and economic aspects. describe company policy, stakeholder engagement processes, frequency of plan review, and amount and type of financial provisions for closure

2


MM 11

describe process for identifying local communities’ land and customary rights, including those of indigenous peoples, and grievance mechanisms used to resolve any disputes

3


1

2

support and honor protection of internationally proclaimed human rights.

ensure they are not complicit in human rights abuses

Product Responsibility

cuStoMer health and Safety

pR1

life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures of assessment

pR2

life cycle stages in which health and safety impacts of products and services are assessed and percentage of significant products and services categories subject to such procedures of assessment

Product and Service laBelinG

pR3

legally required information about products and services and percentage of products and services linked to those informative requirements bound to law and regulations or norms

98

Conventions usage in the space denominated ‘Status’

Entirely reported Partially reported Not reported Does not apply

pR4

total number of law and regulations breaking related to the information and labelling of products and services distributed by type of result to those incidents

pR5

practices related to customer’s satisfaction included the results of studies on customers’ satisfaction.

MarketinG and coMMunicationS

pR6

programs of adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorshiplos patrocinios

pR7

total number of incidents for law and regulations breaking related to marketing and communication including advertising, promotion, and sponsorship described by type of result to those incidents

cuStoMer Privacy

pR8

total number of compliances with a solid basis related to privacy respect and provision of customers personal information


pR9

Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services of the organization

100

2008

PROD

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SOCIALMENTE RESPON

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PAPEL RECICLADO 100%


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SOCIALMENTE RESPON

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PROD

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SOCIALMENTE RESPON

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PROD

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Informe gri 2008 ingles

Business

Transcript of Informe gri 2008 ingles