Report on Form 6-K dated

_

11 Diagonal Street

Johannesburg, 2001

(P O Box 62117)

Marshalltown, 2107

South Africa

Enclosures: ANGLOGOLD ASHANTI 2005 REPORT TO SOCIETY

The group’s 2005 Report to Society presents a review of the company’s economic, social and environ-

mental impact and obligations for the period 1 January 2005 to 31 December 2005. It has been prepared

in conjunction with the Annual Report on the company’s operating and financial performance for the same

period. Through the combination of the Report to Society and Annual Report, AngloGold Ashanti seeks to

report on these issues to a wide range of stakeholders, who include shareholders, employees, employee

representatives and the communities in which it operates, as well as regional and national governments

and other interested parties.

AngloGold Ashanti believes that the report presents a fair and balanced reflection of the group’s opera-

tions and performance, its objectives, values and business principles and the major issues and challenges

that it faces. There have not been significant changes in the size, structure, ownership or product since

the previous report, with the exception of the closure of the Ergo operation in South Africa. In addition

Anglo American plc (AngloGold Ashanti’s major shareholder) has advised the company and its sharehold-

ers that it intends to decrease its shareholding in the company.

Efforts have been made to report on a wide range of issues from around the world. Because of the scale

of the group’s operations, reporting has been done on the basis that the group’s principles and policies are

illustrated rather than detailed in every case, through practical examples or case studies. Because the

majority of the group’s operations (43% of production) and employees (64%) are based in South Africa,

there is significantly more reporting on this region. Attempts have been made, however, to cover issues per-

tinent to individual operations through specific country and operational reports which may be found on the

company’s website. The report covers all operations managed by the company, including joint ventures.

To address the needs of the stakeholders who will read this report, the report has been

compiled in such a way as to make it accessible to a broad range of readers.

The primary reporting format is through a dedicated webpage on the company’s own website at

www.anglogoldashanti.com. Copies of the entire report or portions of this report may be accessed,

downloaded or printed from this website. This report is also available on CD-ROM or in a printed ver-

sion from the persons listed on the back pages of the Report to Society and the annual report, or

the website.

The report may be accessed from three vantage points:

– First: the report is structured in line with the various disciplines – economic performance, ethics and

governance, safety and health, environment, labour, regional health threats, and community. These

are covered in terms of the company’s own values and business principles.

– Second: readers may access specific information in the main report or in country reports which present

country specific information on the operations and case studies; and

– Third: the Global Reporting Initiative (GRI) format has also been followed in compiling this report.

A GRI matrix (to be found on page 14 and on the website) indicates the page numbers on which

relevant discussions may be found.

While no generally accepted reporting guidelines exist for this type of report, the group believes that it has

sought to follow good practice, GRI guidelines and various other instruments (such as the Sarbanes-Oxley

Act of 2002, and the guidelines of the King Report on Corporate Governance (2002), among others).

Auditors PricewaterhouseCoopers (PWC) have once again provided assurance on certain sections of the

report. The sections that have been assured have been selected in conjunction with PWC and are based

on those areas that are most meaningful to the company and its stakeholders. The assurance letter from

PWC may be found on page 10 of this report.

For further information on this report and on the company’s sustainable practice, contact Alan Fine on

(Tel) +21 11 637 6383 or afine@anglogoldashanti.com.

KEY FEATURES

Corporate profile

The business of gold

Message from the CEO

Report of the independent assurers

Feedback form

Stakeholder engagement

Mission and values

Reporting in accordance with GRI

Introduction

Key indicators

Review 2005

Case studies

Introduction

Business principle

Key indicators

Review 2005

Case studies

Objectives for 2006

Introduction

Business principle

Key indicators

Review 2005

Case studies

Objectives for 2006

2

AngloGold Ashanti Limited, one of the world’s leading gold mining companies, has 21

operations in 10 countries on four continents. Its portfolio includes long-life, relatively low-cost

assets and differing orebody types in key gold-producing regions around the globe. Activities

range from deep-level hard-rock mining to open-pit mining, and include exploration, both

brownfields and greenfields as well as research and development.

AngloGold Ashanti was established in April 2005 following the business combination of

AngloGold Limited, a South African gold mining company, and Ashanti Goldfields Company

Limited, a Ghanaian gold mining company. The business combination of two of Africa’s leading

gold mining companies was in line with the group’s strategy of achieving geographic and

orebody diversity, and resulted in an increased portfolio of shallow, low-cost surface mines.

Countries in which AngloGold Ashanti has operations are: South Africa, Argentina, Australia,

Brazil, Ghana, Guinea, Mali, Namibia, Tanzania and the USA. The group is guided by the

corporate office located in Johannesburg, South Africa, with the management of the group

undertaken under the auspices of two divisions: the African operations and the international

operations (that is non-African operations).

In 2005, total gold production increased by 6% to 6.2 million ounces, of which 2.7 million

ounces (44%) came from deep-level hard-rock operations in South Africa and the balance of

3.5 million ounces (56%) from the shallower and surface operations.

The group conducts extensive exploration activities in areas as diverse as Alaska in North

America and Colombia in South America, the Democratic Republic of Congo (DRC) in Africa

and Mongolia, Russia and China in Asia.

With its headquarters in Johannesburg, South Africa, AngloGold Ashanti has its primary listing

in Johannesburg on the JSE (ANG). It is also listed on the following securities exchanges: New

York (AU), London (AGG), Australia (AGG) and Ghana (AGA) as well as Euronext Paris (VA) and

Euronext Brussels (ANG).

4

CORPORATE PROFILE

Processing

Refining

MESSAGE FROM THE CEO

9

For companies like AngloGold Ashanti, which seek to uphold socially responsible values,

under what conditions in such societies is the continued pursuit of business activities

justified, and when is it not? One basis of our existence is a commitment that our host

countries and communities should be better off for our having been there.

We have a clear policy that, if we are unable to conduct our activities with integrity, we would

withdraw. That inevitably involves a degree of subjective risk calculation. That means that,

with even the best of intentions, businesses of integrity can err, leaving them open to

reputational damage.

One of the key issues facing corporations seeking to act in the best interests of all of their

shareholders in a world rightly concerned simultaneously with human rights and the

development imperative is finding a balance between wealth creation at any cost and

preservation and conservation at any price. This is a debate which must be conducted in the

public domain, and which, amongst its many objectives, should seek to establish the public

norms on which to base business and corporate social responsibility decisions. Some of

the important questions which must be addressed are: who decides at what point it

becomes legitimate for business to operate in a relatively unstable society; and what

determines whether a business activity in such an environment enhances prospects for

economic growth, stability and democracy, or strengthens the hand of those opposed to

democratic reform?

We at AngloGold Ashanti will continue to examine these questions as we must, both

internally and through a variety of representative industry bodies. We will also continue to

engage community and civil society institutions and non-governmental organisations and in

public debate and would happily do so with anyone else wishing to engage us.

6 March 2006

10

To the Board of Directors and Management of AngloGold Ashanti Limited

We have been asked to perform reasonable assurance procedures for selected performance

indicators published in AngloGold Ashanti’s Report to Society for the year ended 31 December

2005. The preparation and content of the Report to Society and the determination of selected

performance indicators for our review are the responsibility of the management of AngloGold

Ashanti Limited. Our responsibility is to indicate whether the selected performance indicators,

market with the symbol

, fairly reflect AngloGold Ashanti’s performance in all material respects.

This engagement was conducted in accordance with the International Standards for Assurance

Engagements 3000, ‘Assurance Engagements other than audits or reviews of historical financial

information’ (ISAE 3000). We planned and carried out our work in order to obtain reasonable

assurance on the reliability of the selected performance indicators. We applied suitable criteria

as relevant to the selected performance indicators reported, where the criteria are embodied in

AngloGold Ashanti’s internal corporate policies, procedures and controls and are available from

AngloGold Ashanti on request.

Where quantitative selected performance indicators were derived from AngloGold Ashanti’s

2005 consolidated financial statements, audited by Ernst & Young, we did not audit the figures.

Non-financial data are subject to more inherent limitations than financial data, given both their

nature and the methods used for determining, calculating or estimating such data. We have not

undertaken work to confirm that all relevant issues are included, nor have we carried out any work

on data reported for prior reporting periods, nor in respect of future projections and targets.

Based on our work performed, the selected performance indicators marked with the symbol

in the Report to Society, fairly reflect AngloGold Ashanti’s performance in all material respects.

Johannesburg

27 February 2006

11

We would be very grateful for any feedback that you might have on AngloGold Ashanti’s Report to Society 2005. This feedback form may

also be accessed on the compnay’s website at www.anglogoldashanti.com. Please return to afine@anglogoldashanti.com or fax it to

Name:

Organisation:

Tel:

Fax:

E-mail address:

Postal address:

Employee

Analyst

Shareholder/investor

Journalist

Government

Non-governmental or community-based organisation

Supplier or business partner

Student

Other – please specify:

Yes

No

Financial performance/annual report

Safety and health

Environment

Economic performance

Regional health threats

Labour

Ethics and governance

Community

Other – please specify:

Yes

No

Yes

No

Yes

No

Too detailed

Not enough detail

Other comments:

Yes

No

Yes

No

Thank you for your feedback.

STAKEHOLDER ENGAGEMENT

Fully reported

Partially reported

Not applicable

Not reported

Fully reported

Partially reported

Not applicable

Not reported

Fully reported

Partially reported

Not applicable

Not reported

Fully reported

Partially reported

Not applicable

Not reported

Fully reported

Partially reported

Not applicable

Not reported

19

Note: a detailed analysis of the environmental

indicators per country may be found on

the website.

Total materials use other than water, by type.

Page EN17: Environment

Percentage of materials used that are

waste (processed or unprocessed)

from sources external to the reporting

organisation.

Direct energy use segmented by

Page EN23: Environment

primary source.

Indirect energy use

Total water use.

Page EN22: Environment

Location and size of land owned, leased

or managed in biodiversity-rich habitats.

Page EN23: Environment

Description of the major impacts on biodiversity

with activities and/or products and services

in terrestrial, fresh water and marine environments. Page EN23: Environment

Greenhouse gas emission.

Page EN24: Environment

20

Use and emissions of ozone-depleting

substances.

Nox, Sox and other significant air emissions

–

by type.

Total amount of waste by type and destination. –

Significant discharges to water by type.

Significant spills of chemicals, oils and fuels

EN8 – 10: Environment

in terms of total number and total volume.

Significant environmental impacts of

Page EN4: Environment

principal products and services.

Percentage of weight of products sold that is

Page EN4: Environment

reclaimable at the end of the products’ useful

life and percentage that is actually reclaimed.

Incidents of and fines for non-compliance

Page EN5: Environment

with all applicable international declarations/

conventions/treaties and national, sub-national,

regional, local regulations associated with

environmental issues.

21

22

Breakdown of workforce, where possible,

Page L6: Labour practice

by region/country, status, employment type,

and by employment contract.

Fully reported

Partially reported

Not applicable

Not reported

24

Average hours of training per year per

employee by category of employee

Description of equal opportunity policies

Page L9: Labour practice

or programmes, as well as monitoring

systems to ensure compliance and

results of monitoring

Composition of senior management and

Pages L3 to L6:

corporate governance bodies (including

Labour practice

the board of directors), including male/

female ratio and other indicators of

diversity as culturally appropriate.

25

Description of policy preserving customer

health and safety during use of products

and services, and extent to which this

policy is visibly stated and applied,

as well as a description of procedures/

programmes to address this issue, including

monitoring systems and results of monitoring.

Description of policy, procedures/

management systems, and compliance

mechanisms related to product

information and labelling

Description of policy, procedures/management

systems, and compliance mechanisms for

consumer privacy.

26

Description of policies to manage impacts

Pages C1 to C32: Community

on communities in areas affected by activities,

as well as description of procedures/

programmes to address this issue, including

monitoring systems and results of monitoring

Description of the policy, procedures/

Pages EG8 to EG9:

management systems, and compliance

Ethics and governance

mechanisms for organisations and

employees addressing bribery and corruption.

27

Description of policy, procedures/

Page EG4: Ethics and governance

management systems, and compliance

mechanisms for managing political

lobbying and contributions

E3

A comprehensive review of the operational activities of the company during 2005 may be found

in the Annual Report 2005 and in the quarterly reports produced during the year. These

documents are available at www.anglogoldashanti.com.

AngloGold Ashanti’s business is gold. The profitability of the company is determined by the

amount of gold produced, the price at which this is sold and the costs incurred through the

purchase of the goods and services necessary to produce that gold.

In 2005, the company produced 6.2 Moz of gold (2004: 5.8 Moz) from operations in

10 countries. By far the largest gold producing country within the company is South Africa

with gold production of 2.7 Moz (2004: 2.9 Moz), or 43% of total group production, although

this percentage continues to decline.

The average gold price received for the year increased by 11% to $439/oz (2004: $394/oz).

Total gold income in 2005 was $2,629 million (2004: $2,309 million).

Total cost of sales in 2005 amounted to $2,311 million (2004: $1,924 million), with average

total cash costs rising 6% to $281/oz (2004: $264/oz).

Adjusted headline earnings decreased by 26% to $200 million (2004: $271 million).

While the company’s business is gold, a number of the South African mines recover and

process uranium as a by-product of gold mining. This uranium is processed and marketed

by the Nuclear Fuels Corporation of South Africa (Nufcor), a wholly owned subsidiary of

AngloGold Ashanti. (See case study on page E12: Uranium mined as a by-product

Argentina

211

Australia

410

Brazil

334

Ghana

485

Guinea

83

Mali

475

Namibia

66

South Africa

2,857

Tanzania

570

USA

329

Zimbabwe*

9

Total included in cost of sales

and other operating expenses

823

100%

Payments of $226 million (2004: $254 million) were made to the various providers of capital during

the year. These include, among others, payments made to banks and other financial institutions

of $108 million and distributions to shareholders in the form of dividends ($95 million).

Shareholders invest in the company for a number of reasons. In addition to the potential

receipt of dividends that may be paid by the company to shareholders, shareholders may

buy, hold or sell shares, depending on the past and expected performance of the company

on the various stock exchanges on which it is listed, in the expectation of an appreciation in

the share price. The share price performance of AngloGold Ashanti in 2005 is indicated in

the graphs below.

An important function of AngloGold Ashanti today is preparation for the future in terms of finding

new orebodies, bringing new mines into production, investing in human and infrastructural

capital to sustain production, undertaking research and development, investing in the

development of the market for gold and the putting aside of sufficient funding to ensure the

orderly closure of operations when they reach the end of their economic lives. A key element of

this process during 2005 was the granting to the company by the South African Department of

Minerals and Energy (DME) of new order mining rights. AngloGold Ashanti was the first gold

mining company to receive these rights for all its operations in terms of the new minerals

legislation. (See case study on page E10: AngloGold Ashanti granted new order mining rights.)

In 2005, AngloGold Ashanti spent $79 million (2004: $81 million) on exploration in

19 countries around the world, split between brownfields exploration which is aimed at

sustaining or expanding existing operations, and greenfields exploration aimed at

discovering new gold deposits. The company has actively pursued its ‘new frontiers’

strategy (See case study on page E8: Doing business in new places – AngloGold Ashanti on

operating in Russia). A detailed discussion of the company’s exploration programme may be

found in the Annual Report 2005.

E6

AngloGold Ashanti’s global growth strategy has a number of components: brownfields exploration around

the group’s existing operations, greenfields exploration increasingly in ‘new frontier’ regions and countries,

and project acquisitions and strategic company alliances in prospective regions. (See Report to Society

One such strategic interest is AngloGold Ashanti’s 29.9% investment in Trans-Siberian Gold (TSG) plc, a UK-

based resources company established in 2000, which listed on the London Stock Exchange’s Alternative

Investment Market (AIM) in November 2003. AngloGold Ashanti acquired its interest in TSG in July 2004,

after identifying the company as an entry into Russia.

TSG holds mining and exploration licences over three existing projects: Asacha, Rodnikovoe and Veduga,

as well as an exploration licence over an extensive area surrounding Veduga and the early-stage Bogunay

project. The proceeds from AngloGold Ashanti’s investment in TSG are being used to partially fund the

development of the Asacha project, for the preparation of a feasibility study at Veduga, and for further

exploration at Bogunay.

The Asacha project, located in the Kamchatka region of Eastern Russia, is currently under development at

an estimated total capital cost of $90 million, of which $22 million has already been spent. The project has

a total Measured and Indicated gold equivalent Mineral Resource of 534,493 oz and a further 131,653 oz in

the Inferred category. Planned full production will be about 100,000 oz of gold per year and 220,000 oz of

silver, at a cash cost of around $200/oz. The first gold is expected at the beginning of 2008 and, based on

current estimates, the life-of-mine is expected to be in the region of seven years, although additional

mineralisation around the current resource, as well as the possibility of mining Rodnikovoe as a satellite of

Asacha, suggests the mine life could be extended. Rodnikovoe is located some 65 km from Asacha. A total

of 230 people will eventually be employed on site at Asacha, while another 25 will be based at the

Petrapavlosk Kamchatski office.

Prior to the commencement of the Asacha project, environmental impact assessments, reviews and public

hearings were completed, in order to obtain the requisite permits as required by Russian legislation.

The second project, Veduga, is located in the Krasnoyarsk region of Russia. The project currently has a

Measured and Indicated Resource base of 1.9 Moz, with a further 871,000 oz in the Inferred Resource

category. TSG completed a preliminary review of Veduga project after a pre-feasibility study indicated that

construction of a metallurgical plant on site was not economically viable. Nevertheless, TSG is of the opinion

that considerable value exists at Veduga and, as a result, a number of alternative exploitation avenues were

examined. These include the production of flotation concentrates which could be transported to existing

metallurgical plants in the Urals, Kazakhstan and/or China that have the technical capability of treating such

material. In parallel with this, TSG is actively pursuing its exploration programme with a view to increasing

the overall Mineral Resource and ultimately the mineable Ore Reserve at Veduga. Given that Veduga will, in

all probability, be a larger operation than Asacha, a larger employee complement is anticipated.

E8

CASE STUDY GROUP

CASE STUDY SOUTH AFRICA

CASE STUDY SOUTH AFRICA

CASE STUDY SOUTH AFRICA

CASE STUDY SOUTH AFRICA

AngloGold Ashanti adheres to all laws and regulations within the countries in which it

operates and conducts its business consistently with its values and business principles.

Any significant transgressions are reported in the Report to Society and the company

has no knowledge of any further areas of non-compliance. The company conducts its

business in accordance with the recommendations outlined in the King Report on

Corporate Governance in South Africa 2002 (King 2), except in a few areas where the

company has chosen otherwise and has fully disclosed such areas in the Annual Report

2005, and is fully compliant with the requirements of the US Sarbanes-Oxley Act.

The company has reported on an incident in the Democratic Republic of Congo (DRC)

when company employees were forced to yield to a militia group’s act of extortion. A

thorough review of the incident and the situation has been conducted. (See case study

AngloGold Ashanti has maintained a system of consistent disclosure about its financial

and operating affairs, reporting on a regular basis to the financial community and other

stakeholders. All information that is in the public domain is available on the company’s

website: www.anglogoldashanti.com.

Directors and key employees (that is, employees who have access to price-sensitive

information) may not trade in company shares during closed periods and are required

to follow a formal process before trading in the company’s shares.

A policy dealing with the management of conflicting interests was approved by the

company’s executive, along with a set of guidelines to aid employees to understand

what conflicts may exist as well as how to avoid and declare them if they occur. This

has been communicated to all employees.

A comprehensive review of risks associated with the company and its activities was

undertaken, and internal controls were reviewed to ensure that they adequately

addressed these risks.

A Code of Ethics for Employees, a Code of Ethics for Senior Financial Officers and a

Whistle-blowing Policy are in place.

The GRI involves the active participation of representatives from business, accountancy,

investment, environmental, human rights, research and labour organisations from around the

world. Established in 1997, GRI became independent in 2002, and is an official collaborating

centre of the United Nations Environment Programme (UNEP) and works in co-operation with

the UN Global Compact. In terms of this membership, AngloGold Ashanti is committed to:

the active promotion of GRI's principles and its broader stakeholder constituency;

participation in the GRI process; and

in so far as is practicable, preparing sustainability reports informed by the GRI

guidelines and principles and which are available to the public.

AngloGold Ashanti is a founding member of the International Council on Mining and

Metals (ICMM) and subscribes to the ICMM principles of sustainability.

As members of the ICMM, or as companies that have otherwise agreed to adopt the

same performance obligations as ICMM members, we seek continual improvement in

our performance and contribution to sustainable development so as to enhance

shareholder value. In striving to achieve this, we will:

implement and maintain ethical business practices and sound systems of

corporate governance;

integrate sustainable development considerations within the corporate decision-

making process;

uphold fundamental human rights and respect cultures, customs and values in

dealings with employees and others who are affected by our activities;

implement risk-management strategies based on valid data and sound science;

seek continued improvement of our health and safety performance;

seek continued improvement of our environmental performance;

contribute to the conservation of biodiversity and integrated approaches to land

use planning;

facilitate and encourage responsible product design, use, re-use, recycling and

disposal of our products;

contribute to the social, economic and institutional development of the

communities in which we operate; and

implement effective and transparent engagement, communication and

independently verified reporting arrangements with our stakeholders.

ICMM corporate membership includes a commitment to measure corporate

performance against these principles. In this report, AngloGold Ashanti also reports its

performance in terms of these principles.

Through the power of collective action, the Global Compact seeks to advance

responsible corporate citizenship so that business can be part of the solution to the

challenges of globalisation. In this way, the private sector – in partnership with other

social sectors – can help realise the UN Secretary-General's vision: a more sustainable

and inclusive global economy. The Global Compact is a voluntary corporate citizenship

initiative with two objectives:

to make implementation of the principles a routine feature of business activities

around the world; and

to catalyse actions in support of UN goals.

The Global Compact is not a regulatory instrument – it does not police, enforce or

measure the behaviour or actions of companies. Rather, it relies on public

accountability, transparency and the enlightened self-interest of companies, labour

and civil society to initiate and share substantive action in pursuing the principles upon

which the Global Compact is based. Members of AngloGold Ashanti’s board of

directors have participated at Global Compact events and presentations.

The Global Compact's 10 principles in the areas of human rights, labour, the

environment and anti-corruption enjoy universal consensus and are derived from:

the Universal Declaration of Human Rights;

the International Labour Organization's Declaration on Fundamental Principles and

Rights at Work;

the Rio Declaration on Environment and Development; and

the United Nations Convention Against Corruption.

The Global Compact asks companies to embrace, support and enact, within their

sphere of influence, a set of core values in the areas of human rights, labour standards,

the environment and anti-corruption.

Principle 1: Businesses should support and respect the protection of internationally

proclaimed human rights; and

Principle 2: make sure that they are not complicit in human rights abuses.

The board has ultimate responsibility for the total risk management process within

AngloGold Ashanti and reviews and approves the risk strategy and policies that are

formulated by the executive directors and senior management. Management is accountable

to the board and has established a group-wide system of internal control to manage

significant group risk. The risk management policies are communicated to all relevant

employees.

A full review of the risk, control and disclosure processes is undertaken annually to ensure

that all additional requirements are incorporated into the system in the future. The systems

are in place and the focus is on ensuring that the requirements of the King Code and the

Sarbanes-Oxley Act are complied with timeously. In conducting its annual review of the

effectiveness of risk management, the board considers the key findings from the ongoing

monitoring and reporting process, management assertions and independent assurance

Principle 3: Businesses should uphold the right to freedom of association and the

effective recognition of the right to collective bargaining;

Principle 4: the elimination of all forms of forced and compulsory labour;

Principle 5: the effective abolition of child labour; and

Principle 6: the elimination of discrimination in respect of employment and

occupation.

Principle 7: Businesses should support a precautionary approach to environmental

challenges;

Principle 8: undertake initiatives to promote greater environmental responsibility; and

encourage the development and diffusion of environmentally friendly

technologies.

Principle 10: Businesses should work against all forms of corruption, including

extortion and bribery.

Information drawn from the United Nations Global Compact website –

www.unglobalcompact.org

reports. The board also takes account of material changes and trends in the risk profile, and

considers whether the control system, including reporting, adequately supports the board in

achieving its risk management objectives. The board furthermore receives assurance from

the Audit and Corporate Governance Committee, which derives its information, in part, from

regular internal and external audit reports on risk and internal control throughout the group.

A full discussion on risk management and internal controls and the risks identified by the

company may be found in the Annual Report 2005.

AngloGold Ashanti subscribes to a policy of full, accurate and consistent communication in

respect of both its financial and operating affairs. To this end the company has adopted a

Disclosure Policy, the object of which is to ensure compliance with the rules of the various

exchanges on which it is listed and provide timely, accurate and reliable information fairly to

all stakeholders including investors (and potential investors), regulators and analysts.

Results presentations are conducted four times a year and are made available to all

shareholders via the website. All other information that is released into the public domain by

the company is made available on the company’s website at www.anglogoldashanti.com.

AngloGold Ashanti does not permit directors and key employees (that is, employees having

access to price-sensitive information) to trade in company shares during closed periods.

Directors and key employees are required to follow a formal process before trading in the

company’s shares. Closed periods are in effect prior to the publication of the quarterly, half-

yearly and year-end results. Where appropriate, a closed period is also effective during

periods where major transactions are being negotiated and a public announcement is

imminent.

Both the Insider Trading (Market Abuse) and Disclosure Policies are available on the

company website.

In order to comply with the company’s obligations in terms of the Sarbanes-Oxley Act and

the King Code, and in the interests of good governance, the company has adopted a Code

of Ethics for Employees, a Code of Ethics for Senior Financial Officers, and a Whistle-

blowing Policy (See Report to Society 2004 page EG13) that encourage employees and

other stakeholders to report confidentially and anonymously acts of an unethical or illegal

nature affecting the company’s interests. Both codes and the policy are available on the

company website.

All reports made in terms of the whistle-blowing policy are fielded by a third party, Tip-Offs

Anonymous, which ensures all reports are treated confidentially or anonymously, depending

on the preference of the caller. The information is relayed to management for investigation.

All reports and the progress of the investigations are conveyed to the Audit and Corporate

Governance Committee by the group internal audit manager.

A case study that discusses an important issue for the company in 2005 is presented on

pages EG10 to EG12. Note that follow-ups on the case studies presented in the Report to

Society 2004 may be found on the website.

Bribery and corruption

3

Collusion

1

Enquiry/clarification

4

Fraud

20

Grievance

2

Irregularities

11

Misappropriation

4

Misconduct

23

Unfair labour practice

4

All cases reported are duly investigated and reported, disciplinary action taken where

necessary and reports made to the relevant authorities for further investigation or

action where applicable.

The process is placed under further scrutiny with a report being given to the Audit and

Corporate Governance Committee and the Executive Committee on a quarterly basis,

including the status of all cases reported and any action taken.

AngloGold Ashanti has adopted a

Conflict of Interest Policy which serves

to highlight the duties of the employee

with regards to conflict of interest. As

defined by the document, a conflict of

interest occurs when an employee has

an interest, either directly or indirectly,

in an entity external to the company

which may conduct, or does conduct

business with the company. The policy

aims to promote transparency in the

work environment and applies to

temporary, part-time and full-time

employees.

The policy is based upon the premise

that the relationship between

employer and employee is one of

mutual trust and understanding, while

at the same time providing for

potential, perceived and actual

conflicts of interest. If a conflict of

interest arises, the employee is

obliged to complete a Declaration of

Conflict of Interest, failing which,

disciplinary action may be initiated.

The policy also highlights guidelines

for reporting suspected conflicts of

interest by another employee or

external stakeholder.

By definition AngloGold Ashanti’s ‘new frontiers’ exploration strategy means that the group recognises the

inevitability of searching for gold in areas that are largely unexplored, and where the element of risk in

doing business is heightened – frequently owing to the vicissitudes of politics in these emerging

economies. (See Report to Society 2004 page EP9.)

AngloGold Ashanti’s strategy has in recent years taken it to countries such as Alaska, China, Colombia,

Mongolia, the Philippines, and, in Africa, among others, to the Democratic Republic of Congo (DRC) – Africa’s

third largest country which is host to a wide range of minerals including copper, cobalt, diamonds and gold.

The DRC has a history of political instability, with violent undertones in recent years. Despite the signing of

the Pretoria Accord in 2003, which was to signal an official end to hostilities between factions in that country,

conflict persists in eastern DRC, where the company’s exploration activities are based and where so-called

rebel parties are particularly active.

Through its subsidiary AngloGold Ashanti Kilo – a joint venture between AngloGold Ashanti (86.22%) and

the State Mining Agency, Offices des Mines d’or de Kilo Moto (OKIMO) (13.78%) – AngloGold Ashanti

holds properties in the Ituri region in the north-east of the DRC, a concession (Concession 40) area of

approximately 10,000 km

. The concession covers the Kilo belt, one of nine gold-bearing greenstone belts

in the region. The Mongbwalu area, where AngloGold Ashanti is focusing its exploration programme, is

believed to have yielded some 1.3 Moz of gold to date.

Although the gold concession was granted in 1996 to the then Ashanti Goldfields, civil conflict hampered

efforts to commence mining exploration activities. In November 2003, and with a peace agreement in

place, the company deployed two Congolese professional exploration employees to Mongbwalu in

anticipation of re-opening the exploration camp. In December 2004, as a result of discussions held with

DRC government officials and other interested parties, an exploration team was deployed at Mongbwalu

and drilling started in January 2005 (by then under the auspices of AngloGold Ashanti following the

business combination between the two companies).

In June 2005 Human Rights Watch (HRW), a United States-based non-governmental organisation (NGO),

published a report in which it alleged that the company had made payments to and fostered an

inappropriate relationship with a rebel group operating in the area, the Front National Integrationniste (FNI),

in order to maintain access to the goldfields.

For a period in 2004 the company had paid a total of $1,100 in landing taxes at the Mongbwalu airstrip,

believing the money was going to the transitional government of the DRC. When United Nations officials

suggested that these payments could contravene UN Resolution 1493 regarding conflict in the DRC, the

company immediately stopped these payments.

In addition, in January 2005 the FNI demanded financial assistance from AngloGold Ashanti to send an

FNI delegation for talks in Kinshasa. The company officials involved initially steadfastly refused to yield to

this act of extortion, but were later forced to take a different view of the situation in the interests of their

personal safety, and handed to the militia $8,000 sourced from petty cash, local business people and their

own resources. The amount demanded by the militia was $15,000.

In the wake of the company’s own internal investigations and the allegations of improper conduct,

AngloGold Ashanti sent a high level team to the DRC to investigate the feasibility of retaining a presence

in the region without compromising the company’s values and integrity. Following meetings with key

stakeholders – local, regional and national government representatives, OKIMO, the UN peacekeeping

force MONUC and representatives of the Catholic Church – AngloGold Ashanti concluded that it was able

to conduct its business with integrity in the area and would review its activities regularly.

Should circumstances deteriorate so as to put the safety of employees at risk or compromise the

company’s values, it will withdraw immediately. Such a situation arose in October 2005 when a resurgence

of rebel activity, following the deployment of government troops in the area, prompted the company to

withdraw all professional staff, other than security staff, from the camp as a precautionary measure. The

exploration team returned and resumed exploration activities after three weeks once the government

troops had restored, and indeed improved, stability to the area.

To further ensure operational integrity and compliance with the company’s values in its operations in the

DRC, AngloGold Ashanti has put in place a number of procedural requirements.These include the

disclosure to the government of the DRC of all payments made to the state and its agencies, and all other

payments for goods and services received being subject to internal and external audit controls. AngloGold

Ashanti management in the DRC is involved in the EITI (Extractive Industries Transparency Initiative)

process and the company is committed to the success of the programme (see box on EG12).

Other goods and services provided by the company to community organisations are monitored by a

community-based committee and are not directed at any militia or politically-based institutions. In this

regard, a stakeholders’ forum and community development committee has been established to ensure

regular contact is maintained with the community and that community development priorities and issues

can be brought to the attention of management timeously. A stakeholder engagement plan is also being

put in place to formalise this community consultation which is expected to be in place by the end of the

first quarter of 2006. The project’s community development programme is currently operating on a budget

of approximately $100,000 a year, and is being increased to $150,000 in 2006.

Policies and procedures are also in place to ensure that only authorised company personnel are permitted

to make use of company assets, such as vehicles. Furthermore, all contact with third parties is logged

and the company has no direct contact with militia or political groupings, other than through local

government, MONUC (the United Nations Organisation Mission in the DRC) or the FARDC (the Armed

Forces of the Democratic Republic of the Congo). Arrangements are in place to report any incidents to

MONUC and there is regular contact with MONUC’s human rights officials based in Bunia.

The security providers to the operation are a signatory to the Voluntary Principles on Security and Human

Rights and AngloGold Ashanti too is in the process of becoming a signatory to the Principles

(www.voluntaryprinciples.org).

Furthermore, in employing site-based personnel, background checks have been conducted to ensure that

no person with credible allegations of human rights abuses is employed.

In general, AngloGold Ashanti believes that, provided the principles and procedures set out here are

adhered to, the company’s activities are more likely than not to make a positive contribution to the DRC’s

social, political and economic recovery.

AngloGold Ashanti’s current exploration programme in a limited area around Mongbwalu has yielded

positive results – historical grade and tonnage estimates of 1.2 Moz at 9.9g/t have been confirmed

through drilling at Adidi. Exploration in the immediate Mongbwalu area is expected to continue through

2006 and 2007, with the objective of defining a 5 Moz mineable resource and completing a feasibility

study in 2008 which, if approved, would lead to mine construction commencing in 2009. A total of

$30 million is expected to be spent on exploration through to 2008.

The remainder of the 3,000 km

Kilo greenstone belt on Concession 40 has estimated historical gold

production of 4 Moz. Airborne geophysics will be carried out over the Kilo greenstone belt early in 2006

to guide target generation studies over this ground in 2006 and 2007, with on the ground, field evaluation

of the identified targets during 2008.

AngloGold Ashanti is engaged in a range of initiatives and interacts with NGOs to deal with the

issues faced in the DRC and other countries where human rights issues may arise. Although these

initiatives and interactions remain ‘work in progress’ they reflect the efforts of resources and other

companies to ensure that their commercial activities largely benefit people in mining communities

and countries while minimising negative impact. These include:

The EITI (www.eitransparency.org) supports improved governance in resource-rich countries

through the full publication and verification of company payments and government revenues from

oil, gas and mining.

Communities and Small-Scale Mining (CASM) is chaired by the UK government’s Department for

International Development and is housed at the World Bank in Washington DC. It was launched

in March 2001 in response to international recognition of the need for an integrated approach to

address the challenges facing ASM communities and for improved co-ordination between

institutions funding and executing assistance. It was established with the purchase of reducing

poverty by supporting integrated sustainable development of communities affected by or involved

in artisanal and small-scale mining in developing countries.

AngloGold Ashanti is an active member of this organisation. Members believe that the mining,

minerals and metals industry acting collectively can best ensure continued access to land, capital

and markets as well as build trust and respect by demonstrating the ability to contribute

successfully to sustainable development.

ICMM members seek to offer strategic industry leadership towards achieving continuous

improvements in sustainable development performance in the mining, minerals and metals industry.

AngloGold Ashanti has recently joined the Council for Responsible Jewellery Practices which was

founded in May 2005 with members from a cross-section of the diamond and gold jewellery

supply chain, from mines to retail outlets. Council Members are committed to promoting

responsible business practices in a transparent and accountable manner throughout the industry.

Their commitment aims to maintain consumer confidence in diamond and gold jewellery products

and the trust of all interested stakeholders in the industry.

AngloGold Ashanti’s safety and health management and practices are guided by the group’s business

principle, AngloGold Ashanti as an employer – safety and health.

The key indicators in this section of the report have been assured by external auditors

PricewaterhouseCoopers and this report has been compiled in accordance with the Global

Reporting Initiative (GRI) guidelines. (See page 14 of the introduction for the GRI index).

The company is committed to complying with all relevant occupational health and

safety laws, regulations and standards. In the absence of such standards, leading

practice will be adopted.

We are committed to providing a working environment that is conducive to safety and

health.

The management of occupational safety and health is a prime responsibility of

line management, from the executive level to the first line supervisory level.

We strive for employee involvement and consultation with employees or their

representatives to gain commitment in the implementation of these principles.

The company is committed to providing all necessary resources to enable

compliance with these principles.

The company will not tolerate or condone deliberate breaches in standards and

procedures.

We will implement safety and health management systems based on

internationally recognised standards and we will assess the effectiveness of these

systems through periodic audits.

We will conduct the necessary risk assessments to anticipate, minimise and

control occupational hazards.

We will promote initiatives to continuously reduce the safety and health risks

associated with our business activities.

We will set safety and health objectives based on comprehensive strategic plans

and will measure performance against these plans.

We will monitor the effects of the company's operational activities on the safety and

health of our employees and others, and we will conduct regular performance reviews.

We will provide all necessary personal protective equipment.

We will establish and maintain a system of medical surveillance for our

employees.

We will communicate openly on safety and health issues with employees and

other stakeholders.

We will ensure that employees at all levels receive appropriate training and are

competent to carry out their duties and responsibilities. We will require our

contractors to comply with these principles and we will seek to influence joint

venture partners to apply them as well.

conducting interviews and holding discussions with management, key personnel and/or stakeholders of

AngloGold Ashanti Limited and assessing data trends;

obtaining an understanding of the systems used to generate, aggregate and report the selected data;

conducting site visits to test systems and data and inspecting premises where necessary;

assessing the completeness and accuracy of the selected data; and

reviewing and analysing collected information and effecting re-calculations where considered appropriate.

In the Report to Society 2004, a number of safety and health objectives were set and the company’s performance against these

objectives is summarised below.

Long-term objective remains to eliminate

In 2005, there were 25 fatalities within AngloGold Ashanti, which is a

all accidents

Reduce LTIFR by 20% year-on-year

The LTIFR rose, year-on-year by 3% to 6.77 per million man-hours.

Further adoption of leading indicators

The adoption and implementation of a risk management system at the

(as opposed to lagging indicators) as a

majority of operations has enabled the identification of risks and indicators

management tool

Further implementation of the fall of ground

The Fall of Ground Management strategy comprising mine design, mine support

campaign in South Africa

Peer-on-peer Safety Management and

During late 2004 and 2005 the South Africa Region adopted three slogans to

Auditing Technique (SMAT) approach to be

support the peer-on-peer process. The slogans are ‘I look after my own safety,

implemented in 2005 in South Africa

Improved medical surveillance to

Improvements in the quality of medical surveillance at Iduapriem and Bibiani

be implemented in Ghana

OLD: by 2008, 95% of all silica exposure

The agreed industry targets have not yet been achieved. In 2005, the average

measurements will be below the occupational

silica dust concentration was 0.04mg/m

, with the 95th percentile at

exposure limit of 0,1mg/m

; and by 2013 no

0.13mg/m

. Since 2004, a number of initiatives had been implemented,

new cases of silicosis will occur in previously

including the spraying of dust suppressant on footwalls, development of

unexposed employees.

NIHL: by 2013 noise emissions from all equipment

The company is on track to achieve the targets. The results of a recent baseline

will be below 110dB(A); and by 2008 no

assessment on equipment noise were submitted to the Noise Steering Committee

deterioration in hearing greater than 10%

who will draw up a strategic plan on equipment silencing.

will occur in noise-exposed employees.

Continue to monitor and manage the incidence of

TB incidence rate decreased to 25 per 1,000 employees. This is despite

TB on the South Africa operations:

a high prevalence rate of HIV/AIDS.

mobile Digital Diagnostic Radiography (DDR)

One mobile DDR clinic commissioned and another on order

clinics to be commissioned in 2005

for May 2006. (See case study on page SH26: Taking TB control a step

Aurum Health Research to lead Gates

Foundation on TB prophylaxis

The management of safety and health is considered at the highest level within the company

– by the Board of Directors and the Board Committee on Safety, Health and Sustainable

Development – and is the subject of intense interaction with unions and other employee

representatives. Safety and health information is presented and reported on a regular basis

both internally and externally.

While the company is pleased to be able to report significant improvements in safety and health

performance since 1998, the long-term target remains the elimination of all fatal accidents and

a consistent decrease in lost-time accidents and instances of occupational disease.

Safety and health performance is monitored and managed as an integral part of operational

performance.

A range of leading indicators are used to monitor and manage performance across the

group. These are usually operation-specific and related to identified risks, for example, at

Cerro Vanguardia in Argentina, geotechnical parameters are considered leading indicators;

at Sunrise Dam in Australia staff turnover is a leading indicator. The primary lagging

indicators of safety performance are the FIFR, the LTIFR and the days lost per lost-time injury

(which provides an indication of the severity of the lost-time injuries).

Performance during 2005 improved with a significant reduction in the fatality rate, and

a marginal increase in LTIFR.

Progress continued to be made towards AngloGold Ashanti’s long-term goal of achieving

zero fatalities. Regrettably, however, there were 25 fatal accidents across the group in 2005

(2004: 31). Seventeen of these deaths occurred in South Africa, seven at Obuasi in Ghana

and one at AngloGold Ashanti Mineração in Brazil.

The names and details of those employees who died during 2005 appear on the website.

The board and management of the company extend their deepest sympathy to the families

and colleagues of the deceased.

The FIFR decreased from 0.19 per million man-hours in 2004, to 0.14 per million man hours in

2005, an improvement of 26%. Since 1998 (when the company was established in its current

form) this rate has improved by 64%. However, the LTIFR rose from 6.56 per million man-hours to

6.77 in 2005. While this is a marginal increase, it does break the downward trend and means that

the year-on-year targeted decrease of 20% was not met. Nonetheless, many of the individual

operations within the company turned in a good performance as can be seen from the table

alongside.

The primary causes of fatalities in the South Africa region remain falls of ground (88%), with

seismically induced falls of ground accounting for 41% of all fatalities. Other major causes

are transport-related accidents (6%).

Cerro Vanguardia

0.00

0.00

Sunrise Dam

0.00

0.00

AngloGold Ashanti

0.00      0.20

Mineração

Serra Grande

0.00

0.00

Bibiani

0.00

–

Iduapriem

0.00

–

Obuasi

0.00

–

Siguiri

0.00

–

Morila

0.32

0.31

Sadiola

0.00

0.31

Yatela

0.00

0.00

Navachab

0.00

0.00

Great Noligwa

0.26

0.32

Kopanang

0.06

0.41

Moab Khotsong

0.22

0.00

Mponeng

0.37

0.33

Savuka

0.73

0.47

Tau Lekoa

0.19

0.09

TauTona

0.78

1.10

Geita

0.00

0.00

CC&V

0.00

0.00

AngloGold Ashanti operations use both leading and lagging indicators in monitoring

safety performance.

The lagging indicators are those that have traditionally been used to measure actual

performance. These include: LTIFR, serious injury frequency rate (only in South Africa),

FIFR and severity frequency rate. All these rates are expressed as per million hours

worked.

Through the enterprise-wide risk management programme that has been

implemented within the South Africa region, it is now possible to identify at operational

level most of the significant risks and then to establish the related leading indicators –

those that indicate a predisposition to an event or situation that could precipitate or

be conducive to an accident or incident. These include, for example, the amount of

overtime worked in a section and the disciplinary processes applied.

The most significant occupational health threats to AngloGold Ashanti are noise-induced

hearing loss (NIHL) and occupational lung disease (OLD). In South Africa, TB in silica-exposed

employees is also considered to be an occupational disease.

Hearing conservation programmes exist at all operations. Based on current performance,

NIHL is still a health threat in the South Africa region despite a downward trend over the past

three years. Baseline audiograms, performed in terms of new compensation regulations, form

the basis for future assessment of employees in terms of hearing loss.

Using engineering initiatives to reduce noise at source is the priority management tool, with

all drills and fans having been silenced to date. Other noisy equipment is being attended to

on a priority basis and investigations aimed at identifying other sources that could result in

hearing loss are continuing. Emphasis is also being placed on auditing and evaluating

underground work areas in terms of risk.

The hearing conservation programme includes the provision of hearing protection devices

(HPDs) and annual audiometry examination of all employees. While indications are that HPDs

are increasingly being used, the monitoring systems and training efforts also emphasise the

employee’s responsibility to protect his/her hearing. While NIHL rates have decreased, the

region continues to focus on this area as there is evidence of continued hearing loss occurring

since the baseline study, although the degree of loss is not yet at a level that would warrant

compensation.

Cerro Vanguardia

6.66

7.95

Sunrise Dam

3.73

6.05

AngloGold Ashanti

1.56

4.04

Mineração

Serra Grande

1.21

1.94

Bibiani

0.00

–

Iduapriem

0.00

–

Obuasi

2.53

–

Siguiri

0.94

–

Morila

1.94

3.78

Sadiola

1.13

0.31

Yatela

0.76

2.92

Navachab

0.90

3.60

Great Noligwa

10.04

9.83

Kopanang

12.96

14.08

Moab Khotsong

6.70

7.11

Mponeng

9.50

9.81

Savuka

12.91

17.57

Tau Lekoa

15.43

25.96

TauTona

11.40

8.24

Geita

1.00

0.79

CC&V

0.00

3.22

In South Africa, exposure to silica dust remains one of the major contributing factors to the

development of OLD. In this context OLD includes TB, TB silicosis and obstructive airways

disease. Of these, TB is the most pervasive and is compounded by a high (estimated 30%)

HIV prevalence in the mining population, which greatly increases the risk of TB. About 85%

of employees with TB are HIV positive.

Initiatives to eradicate dust and improve methods of dust control have continued, as have TB

control programmes. The latter have been enhanced through the use of active TB case

finding, supported by digital diagnostic radiography (DDR). The Occupational Health Centres

at the Vaal River and West Wits operations each have a DDR facility. In addition a mobile DDR

unit was commissioned during 2005 at Vaal River. The unit moves from shaft to shaft to

facilitate more frequent x-raying of employees in an effort to detect and treat TB infection

earlier, thereby preventing its spread and lessening the severity of its impact. The success of

this mobile DDR has prompted the order of a further unit for the West Wits operations. (See

Treatment of TB is available free of charge to all employees and contractors. The extension

of the TB control programme to contractors is believed to be one of the reasons behind the

success of the AngloGold Ashanti TB management programme by reducing the prevalence

and therefore infectious pool of the illness among contractor employees.

While the rate for new TB infections has decreased, the disease remains an area of concerted

effort in light of HIV/AIDS, an ageing workforce and longer careers underground.

In 2004 Aurum Health Research, then a subsidiary of AngloGold Health Service, was granted

$14 million over a five-year period by the Consortium to Respond Effectively to the AIDS/TB

Epidemic (CREATE) and a research programme is now being implemented. The grant, which

is part of a larger award of $45 million to CREATE by the Bill and Melinda Gates Foundation,

is being used to research strategies around TB control in the South African gold mining

industry. In addition to Aurum, members of CREATE include, among others, the Johns

Hopkins University Center for Tuberculosis Research, the London School of Hygiene and

Tropical Medicine, the University of Stellenbosch and the World Health Organization. (See

The research being conducted by Aurum follows extensive consultation and collaboration with

several South African gold mining companies, including AngloGold Ashanti, Gold Fields and

Harmony, the departments of Health, Labour, and Minerals and Energy and various labour unions

and associations. The aim of this specific research programme is to determine the effects of

community-wide preventive therapy on TB rates in the South African gold mining industry.

Silicosis is an occupational lung disease caused by the inhalation of free silica dust present in

mining areas with high quartz concentrations, as is frequently the case in deep-level mines.

Cerro Vanguardia

575

Sunrise Dam

31

AngloGold Ashanti

491

Mineração

Serra Grande

107

Bibiani

0

Iduapriem

0

Obuasi

496

Siguiri

74

Morila

42

Sadiola

76

Yatela

150

Navachab

122

Great Noligwa

9,746

Kopanang

6,134

Moab Khotsong

1,268

Mponeng

5,343

Savuka

3,008

Tau Lekoa

5,369

TauTona

3,444

Geita

149

CC&V

244

AngloGold Ashanti is working with the state, unions and other mining companies in

developing strategies to improve access to and use of the follow-up treatment and

compensation systems under the Occupational Diseases in Mines and Works Act (ODMWA),

especially for ex-employees.

In Brazil new cases of silicosis have largely been eradicated. The company continues to

provide medical and other support services to ex-employees who have contracted silicosis.

HIV/AIDS continued to receive attention in the South Africa region. By the end of December

2005, 32.4% of the workforce had undergone voluntary counselling and testing (VCT), with

over 3,250 employees currently enrolled in the Wellness Programme and 934 of these on anti-

retroviral treatment (ART). HIV/AIDS is dealt with under the Regional Health Threats section of

this report.

Malaria is one of the most significant health threats at the East and West African operations

and is discussed in the Regional Health Threats section of this report.

Deep-level mining is often accompanied by exposure to heat. AngloGold Ashanti employs a

heat stress management programme to promote the health and well-being of its employees

and to meet the requirements of legislation. (See case study in Report to Society 2004: New

AngloGold Ashanti’s South African mines operate some of the most sophisticated and largest

refrigeration plants in the world. These are used to cool the underground working

environment. Stoping wet-bulb temperatures averaged 28.3°C for the year, while

development face wet-bulb temperatures averaged 28.3°C. A temperature greater than

29.5°C is believed to affect the safety and productivity of employees. Temperatures of greater

than 27.5°C require that a Heat Stress Management Programme be maintained at that mine.

A related issue is the operation of the Functional Work Capacity (FWC) test battery developed

by AHS and featured in the Report to Society 2003. The use of this test battery has been

extended to assess the fitness of women for work underground, which is particularly

important in light of the South African mining industry’s Charter requirements.

The management of fatigue is an issue at a number of operations, particularly where rotational

shifts are worked, and where work is continuous. In Western Australia, AngloGold Ashanti has

been engaged in discussions with authorities with respect to fatigue and fatigue management and,

in particular, a risk-based approach to managing the issue. Extensive work has been undertaken

at Sunrise Dam in Australia in assessing risk, identifying potential problems and putting the

appropriate controls in place. Work done at Sunrise Dam will be extended to Navachab in Namibia

in 2006. (See case study on page SH22: Managing fatigue at Sunrise Dam.)

Cerro Vanguardia

0.35

Sunrise Dam

0.02

AngloGold Ashanti

0.10

Mineração

Serra Grande

0.46

Bibiani

0.00

Iduapriem

0.00

Obuasi

0.03

Siguiri

0.01

Morila

0.01

Sadiola

0.02

Yatela

0.06

Navachab

0.05

Great Noligwa

0.51

Kopanang

0.39

Moab Khotsong

0.27

Mponeng

0.39

Savuka

0.37

Tau Lekoa

0.51

TauTona

0.27

Geita

0.02

CC&V

0.32

Safety and health is overseen by the Board Committee on Safety, Health and Sustainable

Development. This committee’s role is to evaluate the social, economic, environmental and

health effects of the company's operations on both local and global communities and to

achieve a sustainable balance between economic and social development with due regard to

the safety and health of employees and the impact of AngloGold Ashanti’s operations on the

environment. One of the stated primary objectives of this committee is to ensure the

elimination of all work-related accidents and diseases. The committee conducts on-site

inspections on matters of serious concern and in 2005 such a visit was conducted at Ergo,

which is currently in closure mode.

The constitution of the committee requires a majority representation by non-executive directors.

The committee currently comprises four non-executive directors, Bill Nairn (chairman), Dr

James Motlatsi, Dr Sam Jonah and Simon Thompson, as well as chief executive officer Bobby

Godsell and Neville Nicolau, chief operating officer, Africa; members of management, including

the other chief operating officers; regional heads; and heads of disciplines (environment, safety

and health, community and corporate affairs) are invited to attend.

The management of safety and health is the responsibility of line management at an

operational level, who in turn are supported by specialist safety and health personnel. In

South Africa, health services are provided by AngloGold Health Service (AHS), a separate but

wholly-owned subsidiary of AngloGold Ashanti.

On 15 June 2005 AngloGold Ashanti became a signatory to the South African Mine Health

and Safety Council’s (MHSC) new safety and health targets in respect of injuries, silicosis and

noise at a summit held in Johannesburg. The MHSC is a tripartite (employers, labour and

government) body. This was followed by operational safety launches which were aimed at

revitalising the strategic safety and health thrusts launched in 2004, and to demonstrate

support for the MHSC’s targets and plans.

The group's values and business principles on safety and health and the accompanying

safety and health policy are minimum guidelines for the group in respect of safety and

health. Regions and operations are encouraged to develop their own specific principles,

guidelines and policies in line with local conditions and legislation. Examples of mine safety

and health policies may be found on the website.

It is the company’s view that safety and health must form an integral part of the management

of the operations. In the South Africa region the company has taken this a step further with

the belief that ill health has an impact on both safety and productivity and has put in place a

new strategic framework – Wellness in the Workplace – which adopts an integrated

approach. The overall aim of this approach is to engage and retire healthy and productive

people. The concept refers to physical well-being – from the employees’ entry into the

organisation through to departure – and recognises the interdependence between safety,

health, the environment and productivity. This requires an integrated and co-ordinated

approach by the safety, health and environment, medical and human resource disciplines.

The programme has three phases, namely: the pre-employment/engagement phase; the

exposure to the social and occupational environment during the employment phase; and the

termination/post-employment phase.

Falls of ground workshops are held every quarter in the South African region. An action plan

was developed and some improvement has been evident in the latter part of the year. (See

During 2005 there were no significant breaches of the safety and health legislation and

regulations, applicable to the company’s operations.

A list of some of the laws, regulations and standards applicable to safety and health may be

found on the Report to Society website.

Mining operations frequently take place in areas where there is limited infrastructure,

particularly in respect of health care services. In these cases, or where the economies of scale

make it cost-effective for the company to provide for its own needs, specialist facilities and

infrastructure are established.

In South Africa health care and medical surveillance are handled by AHS, which provides

health care services to the group’s more than 37,000 South African employees and a growing

number of dependants.

AHS owns and manages two world-class hospitals, numerous community-based clinics,

on-mine medical stations and two occupational health centres. The service employs

1,134 people, 60% of whom are health care professionals. Each AHS hospital has medical,

surgical and maternity wards, an intensive care unit, operating theatres, casualty and

outpatient facilities, as well as radiography, occupational therapy and physiotherapy services.

Employees have unlimited access to these facilities.

At Obuasi in Ghana health care services are provided at the Edwin Cade hospital. (See Report

to Society 2004: Upgrade planned for the Edwin Cade Memorial Hospital at Obuasi.) At other

smaller operations such as Geita, Navachab, Siguiri, Sadiola, Yatela, Morila, Bibiani and

Roles and responsibilities are well

defined in the management of safety

and health in the South American

operations. Each operational unit has

its own safety department (run by a

safety engineer and technicians at

plant, mine and maintenance

departments) and health department.

These in turn report to the operating

manager who reports to the general

operating manager responsible for the

region. Safety and health information

from all the operations is co-ordinated

at a central point, under the auspices of

the South American regional office.

Iduapriem, on-mine medical facilities cater for employees needs and, in some cases, for their

dependants. (See Report to Society 2004: Model mine medical facility at Iduapriem.)

The Siguiri medical centre, for example, is overseen by three medical doctors and has a

facility for minor surgery and 14-bed in-patient accommodation. The facility is available to

the entire workforce and dependants, and also provides limited services to surrounding

communities.

At Sadiola and Yatela in Mali, the medical surveillance programme is run jointly by the medical

staff and the Human Resources Department. The on-mine medical facilities are considered

by the company to be among the best in the region and, at Sadiola, a well-equipped small

hospital is on site.

While safety and health performance is overseen at a corporate level, with strategies for

specific issues being driven at this level (such as protocols for and the auditing of the

management of cyanide), individual regions and operations are encouraged to develop their

own safety management systems and cultures.

Twelve of AngloGold Ashanti’s global operations have, up until now, used the National

Occupational and Safety Association (NOSA) specifications for safety management systems

and external auditing and certification. NOSA had been in existence for 54 years but was

placed into provisional liquidation in May 2005. The principles underlying the NOSA system

have been maintained at these operations and plans to use an alternative specification,

OHSAS 18001, have begun. (See box on OHSAS page SH13.)

Operations set their own strategic plans in terms of safety and health management in

accordance with their own specific circumstances. At Geita mine in Tanzania, for example,

emphasis in 2006 will be placed on, among other things: development and training of safety

representatives; compliance with site driving regulations; increased drug and alcohol

awareness and testing; investigation and implementation of behaviour-based safety systems;

worker fatigue management; and succession planning and localisation in respect of safety.

At Morila in Mali, the focus remains on the implementation of the Behaviour-Based Safety

Programme, first introduced two years ago. This remains necessary as the majority of

accidents is still related to the behaviour and attitude of the individuals involved.

At Bibiani in Ghana, a behaviour-based safety system is to be introduced in 2006, while

attention will also be given to improved contractor management to ensure greater contractor

commitment to safety. At Iduapriem, also in Ghana, the most significant safety challenge

Geita’s on-site medical facility provides

medical surveillance and care to mine

employees. Overseen by the mine’s

health services manager, the facility

employs four doctors and associated

medical care staff. The nurses are trained

to conduct visual acuity, spirometry,

audiometry tests and to operate the

X-ray machine; a qualified radiographer

visits the facility for three hours per day.

The doctors conduct the physical

medical examinations and issue the

certificates of fitness to the employees.

The facility is equipped with a five-bed

ward, digital X-ray unit, audiometer with

a booth, sperometer and lung function

test equipment, and Snellens chart for

visual acuity testing.

This facility promotes prevention and

provides diagnosis and treatment for

work-related injuries and illnesses for

employees of Geita.

Defining OHSAS 18001

AngloGold Ashanti

ISO 14001 – May 2005 by NQA (National Quality Assurance)

Mineração

Bibiani

ISO 14001: 2004 re-certification successful

First place in the Zone B National First Aid Competition

CC&V

Geita

Retained ISO 14001 certification for the second time

Retained NOSA 4-Star rating

Tanzanian Presidential Merit Award for Environmental Excellence

Achieved 3.4 million LTI free hours in August

Achieved 25 million fatality-free hours

Great Noligwa

Achieved 1,000,000 fatality-free shifts on 2 July 2005

Savuka Mine

Iduapriem

Achieved 6 million man hours without a lost-time injury in May 2005

Kopanang

Reached 1,000,000 fatality-free shifts in November 2005

Dick Fisher Award for 2005

Moab Khotsong

Morila

Second place in the Mali INPS Safety Competition in April 2005

Mponeng

Navachab

NOSA award for safety for best open-pit mine in Namibia

Retained NOSA 4-star status

Sunrise Dam

At the South American operations, annual Hazard Identification and Risk Assessments

(HIRAs) are undertaken by company teams and these are subject to internal and external

audits. The HIRA is carried out for each activity, identifying hazards, outcomes, likelihood, and

existing and proposed control measures. The final result is a matrix indicating a Residual Risk

Profile and respective controls. The process has brought about a significant reduction in the

number of lost-time injuries in recent years. These risk profiles are also used during periodic

inspections and for induction training.

While risk management has become a normal part of the operation of the business, specific

projects also require risk assessments to be undertaken. This is the case with the Cuiabá

Expansion Project where raise-boring of a 780-metre long, 5-metre diameter upcast shaft

was undertaken. This upcast shaft, which serves the purpose of conveying used air from

lower stoping zones to surface, will significantly improve environmental conditions on the

lower levels of Cuiabá mine. A geotechnical risk assessment has been undertaken and will be

considered in the planning of this operation. (See case study on page SH23: Ventilation

Emergency preparedness plans are in place at all operations. At Morila, for example, cyanide

’man-down’ (when an employee has been exposed to and affected by a cyanide-related

incident) and fire drills are conducted on a regular basis, while an emergency management

plan involving local government, the local chief and other regulatory authorities is in place.

At Navachab, the mine’s emergency preparedness plan is currently under review and includes

assisting the local community in the event of an emergency. In 2005 the following emergency

drills were held: pit evacuation; motor vehicle accident on the main road; fire drills in the

different departments; fire drill, combined with two first aid cases at the plant; and cyanide

’man-down’ drills.

At Geita, the site emergency response team train twice a week after hours and one full day per

month. They also receive training in all aspects of emergency response from external agencies.

Emergency procedures have been developed for a wide range of potential emergencies at

Bibiani mine, and all shifts have been trained accordingly. Bibiani has worked closely with the

Local National Disaster Management Organisation so as to integrate with the procedures in

place for the wider community. In 2005, 20 members of the community were trained in basic

first aid as part of this process.

There is a comprehensive mine-wide emergency response plan in place at Iduapriem with

four emergency rescue stations and a trained response team in each department.

A comprehensive drill schedule is overseen by the health and safety manager, who also liaises

with the community on emergency-related issues.

CC&V has several emergency response plans in place: a cyanide emergency response plan,

a waste management plan which includes a hazardous waste contingency and a waste

minimisation plan, a spill countermeasure and contingency plan, and the code 90 procedures

designed to provide medical response to injuries and accidents. The emergency response

plans specify responses by on-site personnel with the skills normally required in the event of

a particular emergency. Notable exceptions are the cyanide emergency response plan and

the code 90 procedures where the personnel assigned responsibilities are members of

CC&V’s mine rescue team. Members of this team are specially trained to provide medical

assistance in the case of injuries and cyanide exposures.

In the Australia region, there is an integrated crisis and emergency management plan in place

and this is tested regularly by desk top scenarios or actual ‘man-down’ type exercises for the

emergency response team.