About this report
AngloGold Ashanti recognises that, as the company conducts its
business, so it has an impact, or has the potential to have an impact
on a wide range of stakeholders.
The company has broadly identified the following principal
- employees' families and dependents
- communities surrounding operations or from which the
company draws its labour
- business partners
- peer companies
- local, regional and national governments
- non-governmental and community-based organisations
- academic institutions
- regulatory authorities
- professional organisations.
A detailed list including many of the stakeholders with whom the
various operations engage may be found on the website under the
various sections. Included in this is the frequency and type of
interaction engaged in.
This is the third year that the company has published a Report to
Society. The Report to Society 2004 was widely disseminated to
stakeholders in its printed form, as well as through the website. In
addition, 2004 was the first year that the company published country
operational reports. Following the publication of last year's report,
feedback was sought from stakeholders in a variety of ways:
- a feedback form was provided in the printed report and on the
website. Very little feedback was received in this way.
- an independent commentator was asked to evaluate the report
and feedback was obtained.
- subject champions (those responsible for the various components
of the report) at a corporate level were asked to disseminate the
report as widely as possible to their stakeholders. Useful, but little
feedback was received in this way.
- feedback was provided by independent assurers
PricewaterhouseCoopers in a management report to the
- each operation and region was asked to provide specific
feedback on the report, following interaction with local
stakeholders. This was returned formally (through a
questionnaire) and informally. The feedback received from this
process revealed the following:
- users of the report were often interested in a particular section
of the report only, and not in the report in its entirety. Specific
comments were given and have been addressed.
- greater alignment was needed between internal and external
reporting processes. To address this for example, the South
Africa region's quarterly sustainable development report and
the group sustainable development report now report against
the same key indicators.
- some users, particularly in South America for example, could
not make use of the report owing to language barriers.
Although the country reports were translated into Spanish in
Argentina and Portuguese in Brazil, there was insufficient level
of detail in them. To remedy this the country reports will be
more comprehensive in 2005.
- The Minerals Council of Australia indicated that the GRI
indicators for the Australia region needed to be separated out
from the group statistics to ensure that the report is compliant
in Australia. Consideration is being given to this.
Overall, the level of engagement with the company by external
audiences on the report and its contents was disappointing. In
discussions with peers and others, it appears, however that this
experience is not unique.
In 2006 the company plans to distribute the report as widely as in
2005. More attention will be given to obtaining direct and formal
feedback from stakeholders.