Reporte colombia 2008

ColombiaCountry Report 2008

Colombia report 08 ES 6 Aug 09 9/4/09 2:25 PM Page 1

Country Report 2008

Colombia Country Report 2008 – 2 –

SCOPE OF REPORT

The Country and Operational Reports, of which this is one, are produced annually as a component of AngloGoldAshanti’s Report to Society which, in turn, forms part of a suite of annual reports through which the companycommunicates with a wide range of stakeholders and business partners. These stakeholders and business partnersinclude shareholders, employees, community members and many other interested parties in all the countries andregions in which the group operates, as well as regional and national governments.

The main purpose of the Country and Operational Reports, which are primarily web-based documents available in pdfformat, is to provide a greater level of detail on the issues and challenges of sustainable development within each areaof operation. However, they also draw on information from the company’s Annual Financial Statements and MineralResource and Ore Reserve Report so that the reader forms a complete picture of the operation/s in the countryin question.

This report has been produced in accordance with the G3 guidelines of the Global Reporting Initiative (GRI) and inalignment with the principles of the International Council on Mining and Metals (ICMM). AngloGold Ashanti is anorganisational stakeholder of the former and a member of the latter. This report also conforms to the reportingrequirements of the UN Global Compact and the Extractive Industries Transparency Initiative (EITI) both of which aresupported by AngloGold Ashanti.

The full set of AngloGold Ashanti annual reports is available at www.aga-reports.com or, on request, in hard copy fromthe contacts detailed at the end of this report.

CONTENTS

3. Message from the country manager

4. Corporate profile

6. Review of operations

7. Mineral Resources and

Ore Reserves

8. Sustainability footprint

10. Economic performance

11. Ethics and governance

13. Safety and health

15. Employment

17. Human rights

19. Community

21. Environment

23. GRI scorecard

24. Glossary of terms and acronyms

BC. Contact details

Colombia


Since the establishment of a presence in Colombia in 2003, the group’sgreenfields exploration programme in this country has matured significantly. In the past few years the emphasis has also shifted from a broad-based approach to one of focus on a few areas, returning mineral right applications in certain areas, and reducing tenement areas. This is a process which we willpursue in 2009, and it is anticipated that the total exploration area held byAngloGold Ashanti and its partners should reduce from 2 million hectares to lessthan 1.5 million hectares.

From 2004 to the end of December 2008 AngloGold Ashanti and its partners had invested roughly $140 million in greenfields exploration in Colombia. At La Colosa we have had success in defining a gold porphyrysystem, the first significant discovery in the Colombian Andes, where AngloGold Ashanti has first mover status. The Colombian government’s approval of a temporary permit to carry out limited work in anticipation of a feasibility study at La Colosa, is a very encouraging development. Once this is legally binding we will be in a position to resumeexploration activities. We remain committed to complying fully with international and national requirements with regardto environmental aspects associated with this work. Moreover, the company has made clear that it will welcome third-party involvement in the process, will share study results and will look for intervention and supervision by the community,the authorities, and NGOs.

As a globally reputable mining and exploration company AngloGold Ashanti’s approach to mineral exploration is both modern and responsible. Our principal objective is to discover and bring to account economically viable orebodies in a manner which is socially and environmentally responsible and compatible with the highest internationalstandards. We are committed to develop mines which will contribute to an economic hub in the areas where they are situated, complementing and not displacing existing economic activities, adding to socio-economic stability in theregion and improving communities’ standard of living.

In line with corporate developments and the group’s commitments to various international protocols with regard to transparency in its dealings with indigenous communities, the Colombian operations’ security arrangements areguided by the Voluntary Principles on Security and Human Rights.

As we advance our activities in Colombia, with our joint venture partners and in some cases on our own, we look forward to engaging with legitimate activists and groups to visit our sites to form their opinions about what we are doing well and where we can do better. It is through such interventions that we can improve our interactions with the communities in which we work.

Rafael HerzPresident – AngloGold Ashanti Colombia S.A.Date: 6 March 2009


Messagefrom the Country Manager


AngloGold Ashanti Limited, a leading global gold mining company, has a varied portfolio of assets which includessurface, open-pit and underground operations in key gold-producing regions around the world. At the end of 2008, thecompany had 21 operations located in 10 countries (South Africa, Argentina, Australia, Brazil, Ghana, the Republic ofGuinea, Mali, Namibia, Tanzania and the United States) on four continents, together with a substantial project pipelineand a focused, global exploration programme. Greenfields exploration is currently being conducted in Western Australia,Colombia and the Democratic Republic of Congo (DRC), and the group is involved in exploration partnerships and jointventures in Russia, China and the Philippines. AngloGold Ashanti’s corporate office is in Johannesburg, South Africa.

AngloGold Ashanti produced 4.98 million ounces of gold in 2008, of which 2.73 million ounces (55%) came fromdeeplevel operations and the balance of 2.25 million ounces (45%) from shallower and surface operations around theworld. As at 31 December, the group employed 62,895 people, comprising 50,206 employees and 12,689 contractorsand had proved and probable ore reserves of 74.9 million ounces of gold. Capital expenditure for the year amounted tosome $1.2 billion.

Guided by values

AngloGold Ashanti remains a values-driven company. Its values, the foremost of which is safety, together with the group’sbusiness principles, continue to guide the actions of the company, its managers and employees, particularly in respect ofsustainable development. These values and principles underpin all that the group does and form the basis of its relationshipswith others – shareholders, employees, communities, business partners, governments and civil society organisations. In thisreport, performance is measured against these values and principles, and progress recorded.


Corporate profile– Group

AngloGold Ashanti global operations and exploration: 2008

CrippleCreek& Victor(CC&V)

USA

Brazil

Argentina

Navachab

Geita

Namibia

Tanzania

Republic ofSouth Africa

SA operationsGreat NoligwaMponeng

SavukaKopanangTau Lekoa**Moab Khotsong

TauTona

Mali

Guinea

Morila

Sadiola and Yatela

Siguiri

ObuasiIduapriem

Ghana

Sunrise DamBoddington*

Australia

SerraGrande

Cerro Vanguardia

BrasilMineração

N

Operations

Greenfields explorationand alliance areas

DRC

China

Russia

Philippines

Tropicana

GramaloteLa Colosa

JinchanggouYili Yunlong

Mongbwalu

AnenskoyeVeduga

Aprelkovskoye

Sovromennie

Mapawa AreaQuebradona

Colombia

* sold early 2009** sale transaction

announced

Attributable gold productionby country (%)

South AfricaGhanaAustraliaBrazilMaliGuinea

TanzaniaUnitedStatesArgentinaNamibia

42%

1.4%

5.2%5.3%6.7%

11.2%8.7%8.2%

8.2%

3.1%

Shareholders as at March 2009

United States 49%South Africa 30%United Kingdom 10%Europe 5%Asia Pacific/Middle East 3%Ghana 3%

49%

30%

10%5%

3%3%


AngloGold Ashanti’s presence in Colombia dates back to 2003, when it was the first company to establish a systematic grassroots exploration program in Colombia. Since these early days the company has staked a total of 13.1 million hectares of exploration claims countrywide. Of these, 11.2 million hectares have been exploredwith systematic stream sediment sampling, prospecting and in some areas, airborne geophysics. As a result of this work 423 mineral contracts covering 825,025 hectares are active. Follow-up work ranges from drill targetdefinition through pre-feasibility studies.

These prospects are operated either 100% by AngloGold Ashanti or in joint ventures with partners, B2Gold, Mineros S.A, Mega Uranium and Glencore. AngloGold Ashanti has thus far relinquished 10.4 million hectares andplans to complete first stage exploration on the remaining 2.7 million hectares in 2009. To date the programme has generated 42 drill targets of which 24 have been drilled with two resulting in significant discoveries, Gramalote (a JV with Vancouver-based B2B Gold Corp) and La Colosa, with estimated reserves of more than 12 million ounces.


Corporate profile– AngloGold Ashanti in Colombia


Systematic exploration activities in Colombia have generated 294 targets covering 4.2 million hectares, on 408 mineral tenement contracts. Joint venture partner B2Gold Corp. continued resource delineation drilling at Gramalote, first phase drilling at Quebradona and reconnaissance and drill target definition work in threedepartments in Colombia. Mineros S.A. drilled one target in Antioquia and conducted reconnaissance and drill targetdefinition work at two other targets within the Segovia joint venture in the Antioquia department. Significant resultswere released from the Quebradona gold-copper porphyry project that are likely to increase the mineral resource atthis project.

On receipt of all assay and geological data for the AngloGold Ashanti/B2Gold JV Quebradona drilling programme,AngloGold Ashanti may decide on its level of future participation in the project (49%, 51% or 65% interest).

LA COLOSA

La Colosa is a significant ‘in-house’ greenfields project discovered by AngloGold Ashanti in 2006. The project is 100% owned by AngloGold Ashanti Limited and located 150km west of Colombia’s capital city, Bogota and 30km west of the major town, Ibague, in the department of Tolima.

Drilling and resource modelling at La Colosa has rapidly led to the definition of a gold porphyry system with a gradeof more than 0.3 g/t Au extending over a strike length in excess of 1,500 metres. AngloGold Ashanti is in possession of a temporary permit for limited exploration work on the La Colosa site, where an inferred resource of 12.3 millionounces has been estimated. This is the first significant gold porphyry discovery in the Colombian Andes, whereAngloGold Ashanti has first mover advantage.

La Colosa - geology

The La Colosa copper-poor porphyry gold system is genetically associated with Miocene porphyritic intrusive centres intruded into Paleozoic schists. The highest grade gold mineralisation is closely associated with a suite of early porphyry intrusions/breccias with potassic and sodic-calcic alteration, 5% pyrite and traces of chalcopyrite and molybdenite. The coherent body suffered little dilution by intermineral/postmineral phases or fault propagation.Late stage alteration causing removal of gold is virtually absent. The early porphyry stage is divided into three phases.The earliest is crowded diorite porphyry (E1) and is volumetrically minor. The two principal early diorite porphyries, both later than the crowded phase, comprise coarse grained (E2) and fine-grained (E3) varieties. The coarse-grainedphase is characterised by prominent plagioclase phenocrysts about 0.5cm across, whereas the fine-grained phasecontains homogeneously distributed, millimetre-sized plagioclases.


Cartagena

COLOMBIA

BogotáLa Colosa

GramaloteQuebradona

500

kilometers

0 250

SOUTH

AMERICA

Segovia

Antioquia LEGEND

La Colosa - Prospect

Bogotá - Town

JV Areas

Mineros SA - AGAGlencoreB2Gold

Tenure

GrantedFree AreaApplications

Review ofoperations


The inter-mineral-stage diorite porphyry intrusions are divided into two phases: coarse-grained (I1) and fine-grained(I2), both of which are texturally similar to the two main early-stage phases. The late-mineral dacite porphyry is typifiedby rounded quartz phenocrysts, locally up to 1cm across. Contacts between porphyry phases are commonlycharacterised by broad zones of intrusion breccias, i.e. a concentration of xenoliths of earlier porphyry in a later one.The texture of the breccias is commonly diffuse implying varied degrees of assimilations of the earlier by later phases.

GRAMALOTE

The Gramalote project (a JV with B2Gold Corp) is located about 120 km north east of Medellin, the capital of theAntioquia department. During 2008, B2Gold drilled 30,131m on the global Gramalote from project, including drillinvestigations at Gramalote Ridge (mostly Mineral Resource infill work), La Trinidad (7,019m in 20 holes), El Balzal, LaReina, El Topazio and La Malasia.

Gramalote - geology

The Gramalote area is underlain by medium to coarse-grained biotite +\- hornblende tonalite and granodiorite of thePaleocene to Cretaceous Antioquian batholith. Tonalite from the Gramalote exploration adit gave zircon ages of59+1.2ma. Magmatism, structural events and mineralisation are intimately related. The location of drill targets iscontrolled by N70-75E striking steeply south-east dipping transfer zones developed between two sub-regional faults(Rio Nus, Quebrada Socorro).

On the local prospect scale, extensional domains with quartz veinlets and compressional domains with shear zoneshave formed.

RESERVES AND RESOURCES IN COLOMBIA

Mineral Resources (attributable) inclusive of Ore Reserves

Contained Containedas at 31 December 2008 Resource Tonnes Grade gold gold

category million (g/t) tonnes million oz

Colombia Measured – – – –

Indicated – – – –

Inferred 409.77 1.01 415.45 13.36

Total 409.77 1.01 415.45 13.36



Interaction with artisanal and small-scale miners

This section illustrates the group’s key sustainability issues during the cycle of mining and processing gold.

Human rights issues

Dealing with regional health threats

Fair employment practices and skills development

Safety and health

Efficient use of resources – water, energy and other naturalresources

Reducing carbon footprint, preventing pollution

Human rights and security

Environmental footprint

(land use/biodiversity)

Impact on restricted areas – biodiversity

Consultation with communities, including interaction

with artisanal and small-scale miners (ASM)

Human rights and security

1. FINDING THE OREBODY

AngloGold Ashanti’s greenfieldsexploration group identifies prospectivegold deposit targets and undertakesexploration on its own or in conjunctionwith joint venture partners. Worthwhilediscoveries undergo a well structuredand intensive evaluation process beforea decision is made to proceed withdeveloping the mine.

2. MINING: ACCESSING THE OREBODY

There are two types of mining which take place to access the orebody: • Underground mining: a vertical or decline shaft is sunk deep into the

ground to transport people and mining materials to underground levels fromwhich the orebody is accessed through horizontal tunnels known ashaulages and cross-cuts. Further on-reef development is then undertaken toopen up the orebody so that mining can take place.

• Open-pit mining: in this situation the ore lies close to surface and can beexposed for mining by “stripping” the overlying barren material.

3. MINING: REMOVING THE ORE

• In underground mining, ore is drilled and blasted,and brought to the surface.

• In open-pit mining, drilling and blasting may alsobe necessary to break the ore; excavators thenload the material onto the ore transport systemwhich is predominantly haul trucks.

Minimising emissions to airLand disturbance

Sustainabilityfootprint




Rehabilitation and achieving closure

Post-closure monitoring

Engaging with communities

Minimising emissions and

preventing pollution

Efficient use of resources

Management of cyanide

Reducing carbon footprint

Local economicdevelopment andsustainable socialinvestment

5. PROCESSING

Comminution involves the breaking up of ore into smallparticles so that the contained gold minerals areexposed. This is undertaken by a combination of multi-stage crushing and milling circuits. Recovery of gold canthen commence, depending on the nature of the goldcontained in the ore.

Free milling and oxidised refractory ores are processedfor gold recovery by leaching the ore in agitated (stirred)tanks in an alkaline cyanide leach solution. In thisprocess, ore is crushed and heaped on an impervious orlined leach pad. Low strength alkaline cyanide solutionis irrigated over the heaped pad for periods of up tothree months. The dissolved gold-bearing solution iscollected from the base of the heap and transferred tocarbon-in-solution (CIS) columns where the goldcyanide complex is adsorbed onto activated carbon.

Gold which has loaded (adsorbed) onto activatedcarbon is recovered by a process of re-dissolving thegold from the activated carbon (elution), followed byprecipitation in electro-winning cells and subsequentsmelting of the precipitate into doré bars.

At some operations, by-products are generated, suchas silver, sulphuric acid and uranium.

4. MINING: TRANSPORTINGBROKEN MATERIAL TOPLANTS FOR TREATMENT

• Underground ore is brought to thesurface by a combination of horizontaland vertical transport systems. Once onsurface the ore is usually transported tothe processing facilities by surface railor overland conveyors.

• In open pit operations the haul trucksdeliver the ore directly to the processingfacilities.

6. REFINING

The doré bars are transported to a precious metal refinery for furtherprocessing. In this process gold isupgraded to a purity of 99.5% orgreater for sale to a range of finalusers. High purity gold is referred to as“good delivery” which means that itmeets the quality standards set by theLondon Bullion Markets Associationand gives the final buyer assurancethat the bar contains the quantity andpurity of gold as stamped on the bar.

7. MINE-SITEREHABILITATION

Once mining has been completed,operations are ‘closed’ and rehabilitationactivities begin to return the land to aproductive state. (Rehabilitation is theprocess of reclaiming mined land to thecondition that existed prior to mining orto a pre-determined post-mining use.)Planning for this process is undertakenduring the life of mine.

Minimising emissions (air quality)

• Finding the orebody• Mining – Creating access to the orebody• Mining – Removing the ore • Mining – Transporting the broken material to plants

for treatment

• Processing • Refining• Mine site rehabilitation

The process of producing gold can be divided into the following main activities:


KEY DEVELOPMENTS

• Continued restructuring to focus on new company strategy.

• New company vision, mission and values developed.

• Rising input costs have significant effect on total cash costs across the industry.

• Significant payments to government, reported in line with the guidelines of the Extractive IndustriesTransparency Initiative (EITI), a coalition of governments, companies and civil society.

KEY ECONOMIC IMPACTS

Key economic impacts $000Amounts paid to employees for salaries, wages and other benefits –Taxation

Taxation paid in 2008* 277Provision for taxation* 58Withholding tax (STFC, royalties, etc)** 1,171Other indirect taxes and duties 239VAT paid 327VAT refunded –Employee taxes and other contributions** 708Property tax 332Other (tenement fees) 2,934

Exploration expenditure 27,800Corporate social investment expenditure –

* Includes capital gains tax** Includes remittance made by government but borne by employees as individual taxation, eg PAYE, UIF.

As a member of the EITI, AngloGold Ashanti is committed to transparency in the disclosure of payments to and receiptsfrom governments.

Investing in the future

In 2008, AngloGold Ashanti invested $27.8 million in greenfields exploration activities in Colombia. $56 million has been allocated to a pre-feasibility study at La Colosa in 2009. Over the next three to four years an investment of about $200 million is needed to increase knowledge of this significant gold discovery. Such an investment should create roughly 700 direct jobs and about three times that number in indirect employment opportunities.

Economicperformance




Ethicsand governance

KEY DEVELOPMENTS• Amendments made to Conflict of Interest and Gifts, Hospitality and Sponsorship policies during the year.• Voluntary compliance with a number of organisations.

ANGLOGOLD ASHANTI VALUES

In respect of ethics and governance, the AngloGold Ashanti values state that:

We are accountable for our actions and undertake to deliver on our commitments. We are focused on deliveringresults and we do what we say we will do. We accept responsibility and hold ourselves accountable for our work, ourbehaviour, our ethics and our actions. We aim to deliver high performance outcomes and undertake to deliver on ourcommitments to our colleagues, business and social partners, and our investors.

GOVERNANCE

AngloGold Ashanti remains committed to the highest standards of corporate governance. Corporate governance isthe responsibility of the Board of Directors as a whole, with some authority delegated to the Audit and CorporateGovernance Committee of the board and the management Disclosure Committee. Further details on corporategovernance may be found in the Annual Report at www.aga-reports.com.

Legal issues

The drill programme at La Colosa was suspended in February 2008 owing to unexpected and additionalenvironmental requirements relating to the status of the forest reserve status of the area. This was followed in 2009 by the Colombian government’s decision to award exploration permits covering a portion of the company’s La Colosa concession which will allow the resumption of exploration and further work on the pre-feasibility study. The company will co-operate closely with local communities and NGOs in developing a sustainable development planto benefit all stakeholders.

Voluntary compliance

In addition to its regulatory obligations, AngloGold Ashanti firmly believes in self-regulation and holds the view thatlocal and international industry leaders should establish robust standards against which companies should performand be measured. The group is actively involved in a wide range of organisations and initiatives, and is either amember of or signatory to the organisations listed below. It actively supports their aims and objectives, andparticipates in their development and functioning.• United Nations Global Compact (UNGC)• International Council on Mining and Metals (ICMM)• Responsible Jewellery Council (RJC)• Global Reporting Initiative (GRI)• Extractive Industries Transparency Initiative (EITI)• International Cyanide Management Code for the Manufacture, Transport and Use of Cyanide in the Production of

Gold (Cyanide Code)• Voluntary Principles on Human Rights

Political donations

Political donations are subject to full disclosure. A subcommittee comprising independent non-executive members ofthe board has been set up specifically to deliberate on any political donations. Political donations were made byoperations in Brazil and the United States. The Brazilian operations contributed $476,415 (BRL805,000) towardspolitical parties in the municipalities in which its operations are located. In the United States both the Democratic($15,150) and Republican ($11,1150) parties received donations in accordance with the Colorado campaign finance laws.


Policies and procedures

AngloGold Ashanti has a number of policies and procedures in place to ensure that employees are aware of what isexpected of them and conform as appropriate. Employee induction in respect of these policies and procedures ismandatory. Some of the policies in place are discussed below:• The Market Abuse (Insider Trading) Policy applies to employees and directors and effectively prohibits them

from trading shares when they have access to unpublished, material information concerning the company or its operations.

• The Gifts, Hospitality and Sponsorship Policy aims to ensure that no supplier receives undue favour and thatemployees do not compromise their integrity and impartiality by the receipt or giving of gifts. The policy wasamended during the year to include sponsorships.

• The Conflict of Interest Policy aims to ensure that the company’s commercial transactions take place in a mannerthat ensures the integrity and fairness of the company’s contract and tender processes. The policy applies to allemployees and was amended during the year to include the coherent and comprehensive response that must bemade once a conflict has been declared.

Code of Ethics and confidential reporting (whistle-blowing)

To comply with the obligations of the Sarbanes-Oxley Act and the King Report on Corporate Governance, 2002, andin the interests of good governance, the company has systems and procedures to introduce, monitor and enforce itsethical codes (including risk related to corruption at all operations). The whistle-blowing policy and processencourages employees and other stakeholders confidentially and anonymously to report acts of an unethical or illegalnature that are prejudicial to the company’s interests and compromise its values.

The codes and the whistle-blowing policy are available on the company’s website at www.aga-reports.com/08/governance.policies.htm. Reports may be submitted via the intranet, internet, telephone, fax and post, and aninitiative is under way to implement text messaging as a further medium for reporting.

All reports made in terms of the whistle-blowing policy are administered by a third party, Tip-Offs Anonymous, toensure confidentiality and anonymity. The information is relayed through a reporting structure to an independent officialand internal audit for investigation. Feedback on reports is given when requested. A report is provided to the Auditand Corporate Governance Committee on a quarterly basis.


Ethicsand governance



Safetyand health

KEY DEVELOPMENTS

• Re-evaluation of the group’s mission, vision and values, and affirmation of safety and health as the group’s first value.• Start of a safety and health transformation project to develop a strategic ‘blueprint’.• Significant improvement in safety performance. FIFR at a record low level but, regrettably, 14 people died in

accidents at the group’s operations. An 11% reduction in LTIFR for the group.• Excellent progress with OHSAS 18001 implementation, after launch in May 2008.• Occupational health and safety system and practices protocol developed

A key part of the company’s safety initiative in 2008 was the assertion that safety is the group’s first value. This wasthe focus of the extensive safety initiative conducted during the year to ensure that this value is both understood byall and put into practice at all levels within the group. The following is an extract from AngloGold Ashanti’s statementof values:

Safety is our first value

We place people first and correspondingly put the highest priority on safe and healthy practices and systems of work.We are responsible for seeking out new and innovative ways to ensure that our workplaces are free of occupationalinjury and illness. We live each day for each other and use our collective commitment, talents, resources and systemsto deliver on our most important commitment….to care.

Management and accountability

Every AngloGold Ashanti manager and employee takes responsibility for health and safety; and all strive to createworkplaces that are free from occupational injury and illness. The group is committed to complying with all relevantoccupational health and safety laws and, in the absence of such standards, to adopting leading practice. Althoughhealth and safety is regarded as a prime responsibility of management (from executives down to supervisors),AngloGold Ashanti strives for employee involvement and consults with employees to gain their commitment.

All the necessary resources – a system of medical surveillance and the provision of protective equipment, for example– are made available to enable compliance with the group’s safety and health principles. Deliberate breaches instandards and procedures are not tolerated and risk assessments are conducted to anticipate, minimise and controloccupational hazards. AngloGold Ashanti implements safety and health management systems based oninternationally recognised standards and assesses their effectiveness through periodic audits.

Performance in terms of safety and health objectives is measured and monitored on a regular basis. AngloGoldAshanti communicates openly on safety and health issues with employees and other stakeholders.

Safety overview

A well-developed safety and health communications programme is in place in Colombia, using media such asbriefings, electronic communications and bulletins. Further improvements are planned for 2009 in raising employeeparticipation in the occupational health and safety committee, and also raising awareness of safety issues amongemployees.

Emergency response procedures during the year focused on identification of risks, a vulnerability assessment and theelection of an emergency brigade who receive training in these procedures.

Review

The OHSAS 18001 safety and health management standard is in place at the Colombian exploration sites after itslaunch in May 2008. A compliance and performance review for system certification is planned for 2009 with the SystemManagement Review in December 2009.


At La Colosa project local staff are responsible for implementing the OHSAS model. At the remaining greenfieldsprojects a member of the occupational health and safety management team guides the identification of potential healthand safety risks and management thereof.

No fatal injuries were reported during 2008. The LTIFR was reduced from 36.27 in the previous year to 12.40. Althoughthis number remains high, the reduction does reflect the benefits of intensive safety campaigns, which will be continuedin the year ahead. The main causes of lost time injuries in the year were unsafe environmental conditions.

Staff in Colombia receive on average 2.36 hours training in safety and health management per year.

HEALTH

A formal medical surveillance programme is in place at the Colombian projects. A basic health facility with an auxiliarynurse provides first aid care in emergencies and also sees to implementing preventative actions. Improvements areplanned to the La Colosa medical facility in 2009. This will include aligning the emergency management plans withthe corporate and local municipal guidelines. The 2009 year will also see the implementation of an epidemiologicalsurveillance programme for muscle-skeletal cumulative trauma.


Safetyand health



Employment

KEY DEVELOPMENTS

• Revision of the company’s vision and values, and their communication to employees.• Development of the System for the Management of People, based on the Requisite Organisation model.• Restructuring of responsibilities and hierarchy in line with corporate strategy.• Implementing a company-wide approach to collective bargaining.

ANGLOGOLD’S VALUES

AngloGold Ashanti’s values, as reviewed and redefined in 2008, are underpinned by the philosophy that ‘People areour business... our business is people’. The group’s values specifically state:

We treat each other with dignity and respect. We believe that individuals who are treated with respect and whoare entrusted to take responsibility respond by giving their best. We seek to preserve people's dignity, their sense ofself-worth in all our interactions, respecting them for who they are and valuing the unique contribution that they canmake to our business success. We are honest with ourselves and others, and we deal ethically with all of our businessand social partners.

We value diversity. We aim to be a global leader with the right people for the right jobs. We promote inclusion andteamwork, deriving benefit from the rich diversity of the cultures, ideas, experiences and skills that each employeebrings to the business.

Giving life to this are the group’s undertakings or business principles related to the group’s labour practices.

Management systems and accountability

Operational restructuring has been undertaken across AngloGold Ashanti over the past year to align the company’sstructure with the revised corporate strategy and the new executive team, and to bring the leadership of theoperations closer to the company. Key developments here include the appointment in late 2007 of three operationalheads (one in Africa, one in Australia and one in the Americas) and the separation of divisional responsibility in Africa.

Given AngloGold Ashanti’s renewed vision and values and revised company strategy, a complete review of the group’shuman resources management systems and structure, called the System for the Management of People (SMP) isbeing undertaken. This is considered a strategic imperative within the context of a changing world of work and thecurrent socio-economic climate.

Employment practices

AngloGold Ashanti is committed to upholding the Fundamental Rights Conventions of the International LabourOrganisation (ILO), ensuring the implementation of fair employment practices by prohibiting forced, compulsory orchild labour. It is also committed to creating workplaces that are free of harassment and unfair discrimination.

AngloGold Ashanti’s employment policy: • recognises and promotes diversity within the company; • acknowledges that women have an equal right to participate in mining as a career; and • regards the employment of locals and the replacement of expatriate employees as a priority.

The group’s policy encourages the employment of locals and replacement of expatriate employees over time throughskills transfer programmes and the career development of citizens of the country.

Legislation in Colombia requires that 90% of all employees and 80% of qualified professional employees be Colombian nationals.


Employment review

A total of 476 people were employed in Colombia in 2008 (161 permanent employees and 315 contractors). A totalof 64 women are employed in Colombia, representing 27% of senior and middle management and 35% of the totalcomplement. Labour turnover at just over 1% was low in Colombia, compared to 8% for the group as a whole.Expatriates account for 4.3% of permanent employees and 1.8% of senior appointments.

Freedom of association and collective bargaining

AngloGold Ashanti recognises that freedom of association is a fundamental right of all employees and contractors,and adheres to collective bargaining agreements with due regard to the relevant legislation of a particular country. In Colombia labour legislation makes provision for the rights of freedom of association, and protection of equal rights.However, the exploration staff in Colombia are not unionised.

Training and development

In line with group emphasis on training and development of people, the Colombian operations are currently developinga training system. In 2008 a total of $145,790 was spent on training. A formal policy on scholarships and bursariesis in place in support of developing a mining/exploration culture in the country. A total of 12 people received studysupport during the year in areas such as social development, negotiation skills and in geology.

Benefits and conditions of service

AngloGold Ashanti aspires to be the employer of choice in the regions and countries in which it operates, offeringattractive and fair remuneration practices and conditions of service. The company’s employee remuneration exceedsthe legislated minimum wage requirements in the various states where it operates. Management in Colombia iscurrently devising appropriate remuneration policies and procedures.

The company provides health care to employees and their dependants. Employees are entitled to maternity andpaternity leave and receive life insurance and disability cover.

Employment




Humanrights

KEY DEVELOPMENTS

• A vice president for global security appointed.• Global security review undertaken to develop a framework for the management of security issues in line

with Voluntary Principles on Security and Human Rights.• Escalating tension between the company and artisanal and small-scale miners, and illegal miners.

A number of incidents reported during the year, three involving shootings.

Respect for human rights is a key principle in many of the policies and practices that are integral to the group’ssustainability efforts, and are entrenched in the constitutions and legislation of many of the countries in which thegroup operates. Oversight and implementation of various practices in this area are largely the function of linemanagers as they are the direct interface between the company and employees and the company and communities.

Human rights cut across a range of disciplines, from safety and health, community and environment, to humanresources, ethics and governance. The group continues to support both the UN Global Compact and the VoluntaryPrinciples on Security and Human Rights. A major development during the year was the appointment of a vicepresident for global security, with a specific remit to ensure that all security operations and practices take duecognisance of human rights.

Fundamental human rights conventions

AngloGold Ashanti is committed to upholding the basic labour rights captured in the Fundamental Rights Conventionsof the International Labour Organisation (ILO). Specifically, it seeks to ensure the implementation of fair employmentpractices by prohibiting forced, compulsory or child labour and implementing these practices through country,operation and shaft level recognition and collective bargaining agreements, and through disciplinary, grievance andnon-discrimination agreements and codes. No breaches of fundamental rights were alleged, nor were any chargesbrought against the company in connection with these during the year. No operations are deemed to be at specific riskin this regard.

Policies are in place at all operations to protect employees from prejudice and, in some countries, to promote theadvancement of certain groups of employees. Discrimination, including racial and sexual harassment and discriminationagainst the disabled, is prohibited in terms of the company’s business principles, as well as by legislation in most of thecountries where AngloGold Ashanti’s operations are situated. In many of the countries the rights and promotion ofindigenous peoples, of the historically disadvantaged, and of women, are provided for in legislation and adopted andfollowed by the company.

In Colombia AngloGold Ashanti has signed agreements with the official security forces for protection in certain areas.These agreements are inclusive of the principles enshrined in the Voluntary Principles on Security and Human Rights.

Human rights training

AngloGold Ashanti has initiated human rights training – for security personnel in particular – at all operations wherethis is required.

Improving security practice in line with the Voluntary Principles on Security and Human Rights

Securing its assets and ensuring the safety of its employees is not only a right of the company, but a responsibility –to employees, to their communities, to shareholders and to the countries that have entrusted the exploitation of theirnatural wealth to AngloGold Ashanti.


In these countries AngloGold Ashanti has to work closely with the state to be able to exercise its legal title to itsoperations, while at the same time being mindful of traditional values, norms, and access to land. Given theincreasingly complex situations relating to security on the one hand, and the need to ensure compliance with the UNGlobal Compact and the Voluntary Principles, the company undertook a global security review between May and July2008 to assess the existing security measures, needs and the way in which the various disciplines can work together.The review was undertaken by Mike Faessler, formerly Director of AngloGold Ashanti’s security operations inColombia, and now Vice President of Global Security.




Community

KEY DEVELOPMENTS

• Integration of community and environmental disciplines at a corporate level.• Management standards on social investment, cultural heritage and sacred sites, stakeholder engagement,

indigenous peoples, artisanal and small-scale mining (ASM), land use management, grievances and complaints and land acquisition being developed in support of the group’s Community Affairs Management Framework.

• Increased demand from local communities for the provision of basic services such as water, roads and electricity.

One of the group’s six core values is:

The communities and societies in which we operate will be better off for AngloGold Ashanti having been there.

We uphold and promote fundamental human rights where we do business. We contribute to buildingproductive, respectful and mutually beneficial partnerships in the communities in which we operate. We aim toleave host communities with a sustainable future.

The group gives effect to its values through its business principles. These undertakings in respect of communitiesserve also as the group’s policy, and guide regional and operational policies and practices. Community-related mattersare addressed at Board level by the Safety, Health and Sustainable Development Committee.

During 2008, the community affairs and environmental teams were integrated, reflecting the interdependence of theseissues from both a strategic and operational perspective. This team is responsible for developing company policy, andproviding guidance and processes to assist operations in acting in accordance with the group’s business principles.

A corporate level Community and Environment Vice President has been appointed to head up the discipline. Further refinement of the Community Affairs Management Framework continued during the year. An additional moduleon human rights and security is being refined, in support of the new security discipline and in compliance with theVoluntary Principles on Security and Human Rights. In view of the integration of the community and environmentalaspects of the business from a management perspective, a decision was taken late in 2008 to include communityaspects into the existing ISO14001 management systems in place at all operations. It is envisaged that this processwill take two to three years.

AngloGold Ashanti is committed to engaging with NGOs, community-based organisations (CBOs) and otherstakeholders on issues of mutual concern. Underpinning its strategy is the group’s view that it is desirable that thevarious parties engage directly based on mutual recognition of each other’s legitimate right to operate. Specificstructures are being put in place to deal with grievances and legacy issues.

The group has continued during the year with its strategy of building relationships with key stakeholders, monitoringemerging trends, being proactive where possible and responsive where issues arise unexpectedly. Relative to prioryears, fewer NGO reports and campaigns on the company’s activities have been witnessed over the past year.

Managing community relations

Community relations in Colombia are handled by the Department of Social Development led by a socialdevelopment manager. Each of the projects have a national field co-ordinator and social supervisors.The company encourages community members to raise any matters of concern with the appropriate bodies.

Activities are overseen by the Community Relations and Social Development Manager at the corporate officein Johannesburg. The operation has developed policies for Public and Community Affairs and for SustainableDevelopment Projects which were implemented in 2008.

Employees are encouraged to take up leadership positions within their communities. In some instances, themine has recruited community members to serve as facilitators in negotiations with communities.



Regular contact is maintained with representatives of rural communities, landowners, local government,regional government and local NGOs, mainly through the Committee of Social and EnvironmentalResponsibility, which has been established in each municipality where there is an exploration project under way.Community groups and organisations are kept informed about progress, through workshops and meetings,with respect to the progress of exploration projects. They are also involved in identifying social programmes tobe implemented.

As exploration projects get under way, AngloGold Ashanti carries out an economic study to determine thepotential impacts of mining, local development and work opportunities for local people.

Artisanal and small-scale mining

Although the presence of artisanal and small-scale mining (ASM) at AngloGold Ashanti’s exploration sites inColombia are considered as a potential challenge, AngloGold Ashanti’s activities in the country have never ledto displacement or relocation of Afro-Colombian minorities. AngloGold Ashanti has in fact assisted in legalisingsmall miners and mining co-operatives, and in two instances established joint ventures with two co-operatives,Miraflores and San Martin de Loba. (See case study in the Report to Society 2006: AngloGold Ashanti’sapproach to artisanal and small-scale mining, at www.aga-reports.com)

In Colombia, a ‘Good Friends and Neighbours’ policy has been developed that provides for the establishmentof contracts and collaborative agreements, in the interests of promoting legal and commercial mining activity.At the heart of the programme is the allocation of ground to ASM miners, giving them legal mining title over theproperty. In return for this, the miners have to register in terms of the local mining regulatory framework andcomply with some basic health and safety and environmental requirements.

Community



KEY DEVELOPMENTS

• Further development of the group’s position on climate change, including the quantification of its carbon footprintand the identification of potential Clean Development Mechanism (CDM) projects as part of the group’s businesscase for greenhouse gas (GHG) emission reductions.

• Start of external review process of the group’s closure planning and liabilities.• Good progress with the implementation of the International Cyanide Management Code.• Improved environmental reporting contributed to more accurate incident tracking.• AngloGold Ashanti ranked third in the Carbon Disclosure Project’s Carbon Intensive Sector Leadership Index of

the largest 100 companies listed on the JSE.

We respect the environment

We are committed to continually improving our processes in order to prevent pollution, minimise waste, increase ourcarbon efficiency and make efficient use of natural resources. We will develop innovative solutions to mitigateenvironmental and climate risks.

Management

Day-to-day responsibility for environmental issues lies with mine and project management; the group’s corporateenvironment team provides strategic guidance and monitors performance. Site-based and regional environmentalspecialists contribute to operational environmental functioning and combine to form the Environmental SteeringCommittee at a group level.

In Colombia an environmental manager is charged with policy and programmes. Each drilling programme has anenvironmental co-ordinator. The environmental manager reports to the HSE director, who reports directly to thegeneral manager. The environmental function is an essential line function at the exploration sites. Local Colombianenvironmental policies are guided by corporate policy.

External awards

In 2008 AngloGold Ashanti was ranked third in the Carbon Disclosure Project’s Carbon Intensive IndustriesLeadership Index of the largest 100 companies listed on the JSE Limited in South Africa.

Compliance

AngloGold Ashanti seeks to comply with environmental legislation in the regions where it has a presence. Mining and exploration activities which may impact the environment are subject to the umbrella environmental law, the 99th law of 1993.

The drilling programme at La Colosa was suspended in February 2008 as the initiative to create special zones for forestreserves gained momentum. This was followed in May 2009 by the authorities granting AngloGold Ashanti a temporarypermit to continue limited exploration work. Once this has translated into a formal permit award, the company willresume exploration and further pre-feasibility work.

Environmental management system

All AngloGold Ashanti mining operations have Environmental Management Systems (EMS) certified to the ISO14001 standard. The Colombian exploration programme is working towards implementation as part of a regional management system.

Review

Risk management exercises were undertaken in September at La Colosa and in and November at Bogota. The majorrisks identified relate to water and forest management and relationships with NGOs. Programmes are being developedto improve access to water and water quality, while the company is investigating reforestation and compensationmeasures. Research programmes are being developed with communities, tertiary educational institutions and NGOs.

Audits, in combination with joint venture partners were conducted to standardise processes and bring them into linewith AngloGold Ashanti’s policies.

Environment



EnvironmentAwareness, education and communication

The company’s initiatives to train contractors and community members in environmental awareness include thedevelopment of a reforestation programme, waste management programmes to deal with both solids and liquids.

A formal stakeholder communication programme has been developed. Meetings are held monthly or more frequently,with members of local and regional authorities and associations and NGOs. Subjects generally cover environmentalrisks and the management thereof during the various stages of exploration and operation. During the year water qualitywas an issue raised by communities.

Cyanide usage

In line with the global mining industry, AngloGold Ashanti has done much over the past 10 years to minimise risk associated with the use of cyanide. AngloGold Ashanti managed sites are signatories to the International CyanideManagement Code for the Manufacture, Transport and Use of Cyanide in the Production of Gold (the Cyanide Code),to which the group was a founding signatory. This code is a voluntary industry initiative developed under the auspices of the United Nations Environment Programme (UNEP) specifically to promote responsible management of cyanide used in gold mining, to enhance the protection of human health, and reduce the potential for adverseenvironmental impacts.

As an exploration area, Colombia is not as yet a signatory to the Cyanide Code.

Climate change

AngloGold Ashanti believes that climate change presents both physical and financial risks, as well as opportunities for the company. A three-part study, begun in greater detail in September 2008, includes: assessing the greenhouse gas emissions (GHG) footprint of all AngloGold Ashanti operations using 2007 as the benchmark year;climate change related risk exposure: various risk categories (financial and investment, physical, and legal/regulatory)are being considered; and the identification of opportunities to expand on energy savings and efficiency projects and to reduce dependence on fossil fuels. This component will include opportunities to minimise thegroup’s GHG footprint, and to realise carbon credits and trading to offset the costs of these opportunities and tocontribute to the company’s bottom line.

Given the group’s focus on delivering value, the approach taken was that the process should identify multiple and highlyprobable Clean Development Mechanism (CDM) projects. For AngloGold Ashanti, carbon trading presents a particularopportunity; around 84% of the company's gold production comes from developing countries, which are eligible forCDM projects.

The Colombian operations are incorporating climate change criteria into their work plans for development andexploration projects. The La Colosa pre-feasibility study in particular will review a number of options to reduce energyconsumption, use cleaner sources of electricity and reduce the greenhouse gas footprint of the project. In addition, anumber of options are under review to offset the potential impacts of the project in terms of biodiversity and climatechange.



GRIscorecard

Content index

GRI Guidelines Location in Information availableNumber Content this report elsewhere

contributedProfile1. Strategy and analysis Pages 3 and 8, 9 � �

2. Organisational profile Pages 4 and 5 � �

3. Report parametersReport scope and boundary Page 2 �GRI content index Page 23 �Assurance �

4. Governance, commitments and engagementCommitments to external initiatives Page 11 � �Stakeholder engagement Pages 19 to 20 � �

5. Performance �Economic performance indicatorsAspect: Economic performance Page 10 � �Aspect: Market presence �Aspect: Indirect economic impacts �

Environmental performance indicatorsAspect: Materials Page 22 � �Aspect: Energy � �Aspect: Water � �Aspect: Biodiversity � �Aspect: Emissions, effluents and waste Page 22 � �Aspect: Products and services � �Aspect: Compliance Page 21 � �Aspect: Overall �

Social performance indicators �Labour practices and decent work �Aspect: Employment Pages 15 to 16 �Aspect: Labour/management relations Pages 15 to 16 �Aspect: Occupational health and safety Pages 13 to 14 �Aspect: Training and education Page 16 �Aspect: Diversity and equal opportunity �Human rights �Aspect: Investment and procurement practices �Aspect: Non-discrimination Page 17 to 18 �Aspect: Freedom of association and collective bargaining Page 16 �Aspect: Child labour �Aspect: Forced and compulsory labour Pages 17 to 18Aspect: Security practices Pages 17 to 18Aspect: Indigenous rights Page 15 �Society �Aspect: Community Pages 19 to 20 �Aspect: Corruption Pages 11 to 12 �Aspect: Public policy Pages 11 to 12 �Aspect: Anti-competitive behaviour �Aspect: Compliance �Product responsibility �Aspect: Product and service labelling �Aspect: Marketing and communications �Customer privacy �

Key: � Annual Financial Statements 2008� Report to Society 2008� AngloGold Ashanti website - www.anglogoldashanti.com


A

ASM: artisanal and small-scale miners.Average number of employees: average attributable number of both employees and contractors employed duringthe year; contractors are defined as workers in employment for longer than one year.

B

By-products: any products that arise from the core process of producing gold, including silver, uranium andsulphuric acid.

C

Capital expenditure: total capital expenditure on mining assets to both maintain and expand operations.CDM: Clean Development MechanismCIS: carbon-in-solution, a gold recovery process.Comminution: process of breaking up ore to make gold available for treatment.Cyanide Code: International Cyanide Management Code for the manufacture, transport and use of cyanide in theproduction of gold.

D

dBA: decibels – unit of sound measurement.

E

EIA: Environmental Impact Assessment.EITI: Extractive Industries Transparency Initiative.Elution: process of re-dissolving gold from activated carbon.

F

FIFR: Fatal Injury Frequency Rate – the number of fatal injuries per million hours worked.

G

Global Compact: United Nations Global Compact (derived from the Universal Declaration of Human Rights; theInternational Labour Organisation’s Declaration on Fundamental Principles and Rights at Work; the Rio Declaration onEnvironment and Development; and the United Nations Convention Against Corruption).Grade: the quantity of gold contained within a unit weight of gold-bearing material per tonne of ore (oz/t), or gramsper metric tonne (g/t).GRI: Global Reporting Initiative – a multi-stakeholder process and independent institution the mission of which is todevelop and disseminate globally applicable sustainability reporting guidelines.

H

Hanging wall: upper wall or roof of mining area in underground mining.

I

IAPs: interested and affected parties.ICMI: International Cyanide Management Institute.ICMM: International Council on Mining and Metals.ILO: International Labour Organisation, a UN agency for the promotion of social justice and human and labour rights.International Cyanide Management Code: Industry standard for cyanide management – developed under theauspices of UNEP.IRMS: Integrated Risk Management System.

Glossary of terms and acronyms



ISO: International Standards Organisation, a voluntary not-for-profit network of national standards institutes from146 countries.ISO 14001: ISO standard relating to environmental management systems.ISO 14001 certification: certification based on regular auditing by an accredited external body.IUCN: International Union for the Conservation of Nature.

J

JSE: JSE Limited.JV: joint venture.

K

King Report/King 2: King Report on Corporate Governance, 2002.

L

LTIFR: Lost Time Injury Frequency Rate per million hours worked. Note that AngloGold Ashanti utilises the strictestdefinition in reporting lost time injuries in that it includes all disabling injuries (where an individual is unable to return tohis place of regular work the next calendar day after the injury) and restricted work cases (where the individual maybe at work, but unable to perform full or regular duties on the next calendar day after the injury) within this definition.

M

Milling: a process of reducing broken ore to a size at which concentrating can be undertaken.Mineral Resources: A Mineral Resource is a concentration or occurrence of material of economic interest in or onthe earth’s crust in such form, quality and quantity that there are reasonable and realistic prospects for eventualeconomic extraction. The location, quantity, grade, continuity and other geological characteristics of a mineralresource are known, estimated from specific geological evidence and knowledge, or interpreted from a well-constrained and portrayed geological model. Mineral Resources are subdivided, in order of increasing geologicalconfidence, into Inferred, Indicated and Measured categories. The Mineral Resources are inclusive of those MineralResources which have been modified to produce Ore Reserves.

N

NGO: non-governmental organisation.NIHL: noise-induced hearing loss – compensable cases reported per 1,000 employees.

O

OEL: Occupational Exposure Limit.OHSAS 18001: The Occupational Health and Safety Assessment Series, presents requirements for an occupationalhealth and safety management system.OLD: occupational lung disease – compensable cases reported per 1,000 employees.Ore Reserves: an Ore Reserve is the economically mineable material derived from a Measured and/or IndicatedMineral Resource. It is inclusive of diluting materials and allows for losses that may occur when the material is mined.Appropriate assessments have been carried out, including consideration of, and modification by, realistically assumedmining, metallurgical, economic, marketing, legal, environmental, social and governmental factors. Theseassessments demonstrate at the time of reporting that extraction is reasonably justified. Ore reserves are subdividedin order of increasing confidence into Probable Ore Reserves and Proved Ore Reserves.Ounces (oz) (troy): used in imperial statistics; a kilogram is equal to 32.1507 ounces.



P

Price received: attributable gold income, including realised non-hedge derivatives divided by attributableounces/kilograms sold.

R

Refractory ores: where gold is ‘locked’ within sulphide material and is not readily available for recovery throughcyanidation process.Rehabilitation: the process of restoring mined land to allow an appropriate post-mining use. Rehabilitation standardsare determined among others by the South African Department of Minerals and Energy, the United States Bureau ofLand Management, the US Environmental Protection Agency, and the Australian Minerals Industry Code forEnvironmental Management, and address ground and surface water, topsoil, final slope gradient, waste handling andre-vegetation issues.Return on equity: adjusted headline earnings expressed as a percentage of the average equity, adjusted for thetiming of acquisitions and disposals.RJC: Responsible Jewellery.

S

Safety, Health and Sustainability Development Committee: committee of the board responsible for setting targetsand oversight of performance on these issues.Sarbanes-Oxley (SOx): Sarbanes-Oxley Act of 2002 – introduced into law in the United States to set new corporategovernance standards for corporate boards and accountability standards and penalties for corporate management.SEAP: Stakeholder Engagement Action Plans – plan to engage with stakeholders, formally and timeously in respectof issues that relate to the operation and may affect them.Seismic event: the transient motion and release of kinetic energy caused by sudden failure of the earth’s crust,usually felt as shaking or tremors in the rock mass. Seismic events range in size from barely perceptible tremors tomajor earthquakes.Shaft: vertical or decline – means of transporting men and materials.Silicosis: occupational lung disease caused by the inhalation of free silica dust which is present in mining wherequartz concentrations are high.SIMRAC: Safety in Mines Research Committee.SMEDI: Small and Medium Enterprises Development Initiative unit established by AngloGold Ashanti to identify andhelp small business with potential.SMP: System for the Management of People

T

Tailings: the rejected material from mining and screening operations.TB: pulmonary tuberculosis.Total cash costs: total cash costs include site costs for all mining, processing and administration, as well ascontributions from by-products, and are inclusive of royalties and production taxes. Amortisation, rehabilitation,corporate administration, retrenchment, capital and exploration costs are excluded. Total cash costs per ounce arethe attributable total cash costs divided by the attributable ounces of gold produced.TSF: tailings storage facility; an engineered dam, designed and constructed as a repository for the ground rock ortailings after gold has been extracted.

Glossary of terms and acronyms



U

Underground mining: where the orebody is accessed by vertical or decline shaft deep into the ground.UNGC: United Nations Global Company.UNEP: United Nations Environment Programme.

V

Voluntary Principles on Security and Human Rights: Developed out of a multi-stakeholder engagement processto assist the extraction sector in improving performance in relation to security risk assessment and the control ofsecurity operations and to improve relations with communities on security issues.

W

WHO: World Health Organisation.



CONTACT DETAILS

Carolina Ruada Barrios

Tel: +57 (1) 629 2230

Fax: + 57 (1) 629 2264

Email: [email protected]

General email enquiries:[email protected]

Website

www.anglogoldashanti.com


Business

Reporte colombia 2008