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The following table reports on our performance against the objectives we set at the end of 2007.
| Objectives for 2007 | Performance in 2007 | Achieved or not achieved | The next steps |
|---|---|---|---|
| Alignment of employment practices and, in particular, enhancing the company’s localisation and employment practices, and implementing performance contracts at all levels. | Little progress made. | Not achieved | New global human resources strategy being developed and implemented in 2008, to include specific emphasis on the promotion of diversity. |
| Adoption and implementation of an Employee Share Option programme (ESOP) in Ghana; progress discussions on an ESOP in Namibia and Tanzania. | Consultation on the ESOP with the Ghana Mineworkers’ Union is ongoing. Schemes still being considered for Namibia and Tanzania, although no material progress has yet been made. | Not achieved | Discussions in Ghana are taking longer than anticipated, but it is hoped the matter will be resolved in 2008. It is planned that the Ghana ESOP model will be the precursor to possible ESOPs in Namibia and Tanzania. |
| Roll-out of the Executive Development Programme. (Collaboration between the Fundação Dom Cabral (FDC) in Brazil, the University of Cape Town Graduate School of Business and AngloGold Ashanti). | Good progress made, with first participants enrolled for 2008 programme. | Achieved | Aim to broaden the participation in the programme to other corporate entities in South Africa and South America. |
| Roll-out of the Global Human Resources Systems Project to all operations. | Good progress made, with a pilot of the system currently being tested. | Partially achieved | System should be fully implemented by mid-2008. |
| Development of opportunities to enhance diversity within the company. | A number of ad hoc programmes introduced during the year. | Not achieved | New global human resources strategy being developed and implemented in 2008, to include specific emphasis on the promotion of diversity. |
| Enhance internal capability to decrease the use of external consultants across disciplines, through short- and medium-term global work assignments. | Some progress made in decreasing dependence on contractors. | Partially achieved | The new global human resources strategy includes the provision of opportunities for both short-and long-term projects to group employees in preference to using contractors. |
AngloGold Ashanti Annual Report 2007 – Report to Society