Social performance indicators:
and decent work|
of workforce, where possible, by region/ country, status (employee
non-employee), employment type (full/part-time), and by employment
contract (indefinite or permanent/fixed term or temporary).
Also identify workforce retained in conjunction with other employees
(temporary, agency workers or workers in co-employment relationships),
segmented by region/country.
benefits beyond those legally mandated.|
(eg. contributions to health care, maternity, education and retirement).
|65,400 people (monthy
average) worked at AngloGold Ashanti during 2004, comprising 50,737
employees and 14,663 contractors.
vary from region to region. (See section on
fair remuneratin and benefits.)|
employment creation and average turnover segmented by region/country.
AngloGold Ashanti employed a monthly average of 65,400 people during 2004.
For a breakdown per country, see key
For a breakdown of turnover per operation, see the section on Economic
of employees represented by independent trade union organisations and other
bona fide employee representatives broken down geographically or percentage of
employees covered by collective bargaining agreements broken down by
||LA13 Provision of
formal worker representation in decision-making, including corporate
|83.5% of all
employees are represented by trade unions or an industry collective bargaining
||Provision is made
for both formal and informal employee participation at all operations. |
|LA4. Policy and
procedures involving information, consultation and negotiation with employees
over changes in the reporting organisation's operations (eg restructuring).|
Various policies and procedures are in place:
- Chamber of Mines 1997 Wage Agreement and Job Grading
- Agreements in South Africa and various Recognition Agreements
- Workplace Relations Policy, Equal Opportunity Policy and Fair Employment Guideline in Australia
- Malian Labour Code and Malian Collective Agreement
- Tanzanian Employment Act
- Recognition agreement at Navachab Mine
Training and education|
|LA9. Average hours of training per year per employee by category of employee.
||LA16. Description of programmes to support the continued employment of employees and to manage career endings.|
||It is the group's philosophy that training and development programmes should support the continued employability of individuals after employment by the company and in preparation for career endings, both as a result of ill health or as a result of mine closure. (See discussion on page
LA17 Specific policies and programmes for skills management or for lifelong learning.
Performance management and talent management programmes are in place across the group, as well as training and development porgammes to refresh, upgrade and learn new skills. Study assistance is also available to employees and, in some regions, to their dependents.|
Diversity and opportunity
|LA10. Description of equal opportunity policy or programmes as well as monitoring systems to ensure compliance and results of monitoring.
|Equal opportunity policy is regulated by law in many of the countries in which the group operates. Additionally, policies and programmes are in place at all operations.
|LA11 Composition of senior management and corporate governance bodies (including the board of directors), including female/male ratio and other indicators of diversity as culturally appropriate.
|Efforts to align the composition of management and the board to reflect appropriate representation of women, and other
culturally diverse groups are in place.
Strategy and management|
|HR1. Description of policies, guidelines, corporate structure, and procedures to deal with all aspects of human rights relevant to operations, including monitoring mechanisms and results. State how policies relate to existing international standards such as the Universal Declaration and the Fundamental Human Rights Conventions of the ILO.
||HR8. Employee training on policies and practices concerning all aspects of human rights relevant to operations. Include type of training, number of employees trained, and average training duration.|
|Human rights are entrenched within the company's values and business principles, and regulated by legislation in most of the countries in which AngloGold Ashanti operates.
||The company's values and business principles have been communicated to employees and various forms of training have been provided to employees, particularly security personnel.|
|HR2. Evidence of consideration of human rights impacts as part of investment and procurement decisions, including selection of suppliers/contractors.
|There is a vendor approval process in place to ensure that vendors meet the minimum requirements of doing business with AngloGold Ashanti.
All vendors are required to comply with labour legislation to ensure that there are no human rights abuses. A further example would be the
'guidelines for contractors' which stipulates minimum compliance requirements for contractor employees.
|HR3. Description of policies and procedures to evaluate and address human rights performance within the supply chain and contractors, including monitoring systems and results of monitoring.
|There is a supplier monitoring committee in place that discusses non-compliance or unethical behaviour by suppliers. If there is evidence to suggest wrong doing, the supplier/contractor is removed from the approved vendor list.
|HR4 Description of global policy and procedures/programmes preventing all forms of discrimination in operations, including monitoring systems and results of monitoring.
|Policies relating to discrimination and harassment are in place at all operations and are guided by both the company's business principles, as well as local legislation.
|HR5. Description of freedom of association policy and extent to which this policy is universally applied independent of local laws, as well as description of procedures/programmes to address this issue.
|Freedom of association is entrenched within the company's values and business principles, in legislation in many of the countries in which the group operates and within regional recognition agreements and policies.
In addition, AngloGold Ashanti is party to a bilateral international agreement with the International Federation of Chemical, Energy, Mine and General Workers' Unions (the ICEM) on the promotion and implementation of good human and industrial relations in AngloGold Ashanti operations worldwide.
|HR6. Description of policy excluding child labour as defined by the ILO Convention 138 and extent to which this policy is visibly stated and applied, as well as description of procedures/programmes to address this issue, including monitoring systems and results of monitoring.
|In addition to the business principles in which this is entrenched, the prohibition of child labour is also contained within and monitored in terms of the legislation of the various countries in which the group operates.
See discussion on adherence to ILO principles.
|Forced and compulsory labour
|HR7. Description of policy to prevent forced and compulsory labour and extent to which this policy is visibly stated and applied as well as description of procedures/programmes to address this issue, including monitoring systems and results of monitoring. See ILO Convention No. 29, Article 2.
|In addition to the business principles in which this is entrenched, the prohibition of forced or compulsory labour is also contained within and monitored in terms of the legislation of the various countries in which the group operates.
See discussion on adherence to ILO principles.
HR9. Description of appeal practices, including, not limited to, human rights issues. Describe the representation and appeals process.|
||Disciplinary processes in place at all operations include appeal procedures. Details available on request.|
||HR10. Description of non-retaliation policy and effective, confidential employee grievance system (including, but not limited to, its impact on human rights).|
||Grievance procedures in place at all operations. Details available on request.|