west wits operations west wits mining rights anglogold ashanti social and labour plan report 2014 -...

AngloGold Ashanti Social and Labour Plan Report 2014 - West Wits – Revision 00 of 232

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SOUTH AFRICA REGION

West Wits Mining Rights:

ML10/2006 and ML04/2012 (Deed of Amendment) (DMR Reference Nr: GP30/5/1/2/2(01) MR) (“West Wits Operation: Mponeng, TauTona and Savuka mines”)

ML 30/2006 and ML15/2011 (Deed of Amendment)

(DMR Reference Nr: GP30/5/1/2/2(11) MR) (“Block 1C11”)

ML169/2012 (DMR Reference Nr: GP30/5/1/2/2/248

MRC) (for sand) in respect of the Farm Doornfontein 118 IQ (Remaining Extent 12 and Remaining Extent 13), also known as “Magnum Farm”

West Wits Operations

Social and Labour Plan Report: 2014 Date of Submission: 31 March 2015


CONTENTS Page No

SLP Glossary of Terms and Acronyms / Abbreviations 4

Executive Summary 6

SECTION 1:

Preamble/Ownership 8

SECTION 2: Human Resource Development Programme/ Employment Equity 23

SECTION 3: Community Development/Housing and Living Conditions 63

SECTION 4: Procurement/Enterprise Development 104

SECTION 5: Measures To Ameliorate The Impact of Downscaling And Retrenchment 111

SECTION 6: Financial Provision 115

SECTION 7: Reporting (Monitoring and Evaluation) 119

SECTION 8: Sustainable Growth and Development 120

SECTION 9: Beneficiation 128

ANNEXURES

Annexure 1 - Breakdown of Employees Annexure 2 – Form S Annexure 3 – Form Q Annexure 4 – Form R Annexure 5 – Form T

131


Social and Labour Plan Glossary Of Terms And Acronyms / Abbreviations

Abbreviation Full Word

ABET Adult Basic Education and Training

AGA AngloGold Ashanti

AGAH AngloGold Ashanti Health

AIDS Acquired Immune Deficiency Syndrome

AMCU Association of Mineworkers and Construction Union

ATR Annual Training Report

BEE Black Economic Empowerment

BO Black Owned

BWO Black Women Owned

DMR Department of Mineral Resources

DoL Department of Labour

EAP Economically Active Population

EDP Executive Development Programme

EE Employment Equity

ENA Enrolled Nursing Auxiliary

FET Further Education & Training

FLC Foundational Learning Competence

GETCA General Education and Training Certificate for adults

HDSA Historically disadvantaged South Africans

HIV Human Immunodeficiency virus

HRD Human Resources Development

IDP Integrated Development Plan

IMDP Intermediate Management Development Programme

LED Local Economic Development

m Million

Masakhisane AGA financing and enterprise development vehicle whose main objective is to fund and support the creation and development of commercially viable enterprises in the host and labour sending areas.

MDP Management Development Programme

MC / Mining Charter or the Charter Broad-Based Socio-Economic Empowerment Charter for the South African mining industry

MMP Managerial Mastery Programme

MoR Manager-once-Removed


Social and Labour Plan Glossary Of Terms And Acronyms / Abbreviations

Abbreviation Full Word

MPRDA Mineral Petroleum Resources Development Act (Act No. 28 of 2002), as amended from time to time, which came into effect on the 11 May 2004

MPRDA Regulations Mineral Petroleum Resources Development Regulations as Gazetted by the President on 23 April 2004

MQA Mines Qualifications Authority

MWS AGA entered into an agreement with First Uranium Limited, in terms of which it acquired ownership over First Uranium South Africa which holds 100% of Mine Waste Solutions (Pty) Ltd, which in turn holds 100% of Chemwes (Pty) Ltd (collectively, more commonly known as the “Mine Waste Solutions Operations (MWS)”).

NGO Non-Government Organisation

NPAT Net Profit After Tax

NPO Non-Profit Organisation

NQF National Qualifications Framework

NUM National Union of Mineworkers (South Africa)

NWP North West Province

Rand (R) South African Rand

RPL Recognition of Prior Learning

SA South Africa

SANC South African Nursing Council

SAR South Africa Region

SARS South Africa Regional Services

SARTSC South Africa Region Transformation Steering Committee

SDC Skills Development Committee

SLP Social and Labour Plan

SMME’s Small, Medium and Micro Enterprises

Solidarity Solidarity Trade Union

SoR Subordinate-once-Removed

SP Systems for People

Teba The Employment Bureau of Africa. An institution that has historically recruited labour for the Mining Industry but which now also fulfils a broader social role in addition to its recruitment function

UASA United Association of South Africa

VR Vaal River Operations

WSP /ATR Workplace Skills Plan / Annual Training Report

WW West Wits Operations


EXECUTIVE SUMMARY The following are the salient points in this report as they relate to the company’s progress towards achieving its Mining Charter obligations of this reporting period: 1. Reporting - The annual 2013 Social and Labour Plan Report was submitted to the Gauteng Department of Mineral Resources on 31 March 2014. This report was internally by Group Internal Audited and externally audited by Ernst & Young Inc. The Company has also submitted its 2012, 2013 and 2014 Mining Charter Reports on the DMR system on 6 March 2015 as was directed by the DMR. 2. Ownership - AGA has managed to achieve 26.8% of Historically Disadvantaged South African (HDSA) representation on ownership, against the Mining Charter target

of 26% HDSA representation by the end of April 2014. This comprises 20.8% ascribed to the sale of assets to African Rainbow Minerals & Exploration PTY LTD (ARM), 4.5% allocation to Employee Share Ownership Scheme (ESOPS) and 1.5% to our Black Economic Empowerment Partner, Izingwe Holdings PTY LTD. 3. Housing and Living Conditions - AGA has achieved 100% compliance target with regards to its hostel conversion programme as outlined in its 2010-2014 SLP by converting hostels into both Single Accommodation and Family Units. The company also completed the additional rooms at Savuka. In pursuance of the Home Ownership requirement, the Company entered into a Memorandum of Understanding with all the organised labour stakeholders. The

proposed plan entails selling of non-strategic housing stock including the 56 newly built houses in Wedela to employees. In order to enhance affordability, consultations have been held with financial institutions and the department of human settlements to unlock government subsidies for purchasers. 4. Procurement and Enterprise Development - With respect to Procurement, as at 31 December 2014, AGA has exceeded all its Mining Charter targets with 62% HDSA spend on Capital Goods against the Mining Charter target of 40%, 70% against the Mining Charter target of 70% for Services and 69% on Consumable Goods against the Mining Charter target of 50%. With respect to Enterprise Development, we have reached an agreement with the Jobs Fund and signed off on the grant agreement to set up the Enterprise Development Centres in Merafong, Matlosana and OR Tambo District Municipality with the main objective of supporting and incubating the Small, Medium and Micro Enterprises (SMMEs) in these areas, which will serve as the main sources of employment creation in the above mentioned localities. 5. Employment Equity: The Company has exceeded the 40% HDSA Mining Charter targets at Board (56%), Top Management (43%), Senior Management (40%), Middle Management (54%) and Junior Management (61%) and Core Skills (54%) levels. In 2014 the Voluntary Severance Package process was initiated and a restructuring process at management level as an operational requirement. However, the Region took cognisance of the transformation commitments during this process, and progressed positively in meeting the Mining Charter targets. 6. Human Resources Development – The Mining Charter target of 5% of Payroll Spend on HRD was exceeded, with 6.17% having been achieved. However, the company experienced challenges in the areas of ABET (mainly due to the increase in literacy levels over time resulting in over planning) .In-Service Bursaries (due to lack of nominations as a result of the right sizing exercise at management levels during the second semester of 2013) and the National Certificate Vocational (due to insufficient applications from our Host communities) where we were unable to achieve the 2013 targets. To this end a Section 102/Regulation44 application was made to the DMR on 19 April 2014 to amend the plans accordingly.


7. Mine Community Development - All the Local Economic Development projects that were approved by the DMR, save for those which the company has applied for

amendments thereof in terms of MPRDA Section 102/Regulation44 have been delivered or are in the process of being delivered before the end of December 2014. Having received Ministerial approval with respect to the above mentioned Section 102/Regulation 44 application, the company has subsequently submitted its new plans to the DMR as continued in the “Amendment to the 2010-2014 SLP” submitted to the DMR in September 2014. 8. Sustainable Development and Growth -With respect to Environment Management the company revised and resubmitted its Environmental Management Plans

(EMP) during the fourth quarter of 2011 following the DMR comments on the initial submissions made in 2009. The DMR approved the revised West Wits EMP in 2012 with assessments will be conducted on a two-yearly basis from the date of EMP. Formal environmental performance assessments were conducted & submitted to the DMR in 2014. With respect to Health and Safety commitments, the company also complied with the commitments in the Mining Industry Tri-Partite Action Plan on Health and Safety. One hundred percent of Sampling of the company’s mineral is done locally

9. Beneficiation - The status as reported in 2012 remains the same and we await further guidance from the DMR.

10. Assurance- This report was internally by the company’s Group Internal Audited and externally audited by Ernst & Young Inc.


SECTION 1: PREAMBLE

In this section we address REGULATION 46 (a) of the Mineral Petroleum Resources Development Act (Act 28 of 2002) (MPRDA) which provides that the contents of a Social and Labour plan must include, inter alia, a preamble which provides the background information of the mine in question. The following is a break background of AngloGold Ashanti (AGA) South Africa Region (SAR). The company lodged its Social and Labour Plan (SLP) in compliance with the requirements of the provisions of Section 23 of the Mineral and Petroleum Resources Development Act, 2002 (Act 28 of 2002) hereafter referred to as the MPRDA, for its mining operations in the West Wits, namely, Mponeng, Savuka and TauTona (DMR References Numbers 1, and 11) on the 30th August 2010. AngloGold Ashanti in compliance with the provisions of Section 23 of the MPRDA lodged its West Wits Social and Labour Plan for the period 2004-2009 on 29 October 2004, which was followed by the second SLP submission for the period 2010-2014 on 31 August 2010. Subsequent to its lodgement of the abovementioned SLP, the company received a directive from the Gauteng Department of Mineral Resources(DMR) in a letter dated 11 July 2011(Ref. GP 30/5/1/2/2 (248) SP), pertaining to its application for the conversion of the Farm Doornfontein 118 IQ (Remaining Extent 12 and Remaining Extent 13) from an old order mining right to a new order mining right, in accordance with Item (7) 2 of Schedule II (Transitional Arrangements) of the MPRDA. The 2010-2014 SLP submission had to be revised in line with the Directives of the DMR which necessitated further consultations with stakeholders with respect to certain aspects contained in the above mentioned Directives. The company subsequently submitted a Revised SLP for the period 2010-2014 to the DMR on 19 October 2011, which was ultimately approved by the DMR 16 October 2012, and registered at Mining Titles Office on 6 December 2012. This subsequently resulted in the granting and execution of the Magnum Farm Mining Right. In accordance with MPRDA Section102/Regulation 44 (Section 102), if changes are required to an approved SLP, an application must be made to the DMR for Ministerial consent. On11 December 2013, the company submitted its Section 102/Regulation 44 application (Annexure 3) for Ministerial consent for the following projects (after consultation with the Merafong Local Municipality and OR Tambo District Municipality). On 19 April 2014, the company submitted a further MPRDA Section 102/Regulation 44 application for Ministerial consent to amend the approved West Wits SLP with regards to proposed changes to three of the Human Resources Development Plans On 19 September 2014, the Company was handed a letter of approval signed by the Minister dated 15 September 2014 by the DMR Regional Manager (Annexure 3). The Company subsequently submitted the Amendment to the 2010-2014 SLP to the DMR Office on 30 September 2014. The LED projects covered in the above mentioned Amendment to the 2010-2014 SLP will therefore run parallel to those covered in this SLP until 2017, or as stipulated in the above mentioned Amendment to the 2010-2014 SLP. Consultations between the company and the DMR have subsequently resulted in an agreement between the parties leading to the amendments to the above-mentioned SLP and the submission of this Revised Social and Labour Plan in respect of the following mining rights:

ML10/2006 and ML04/2012 (Deed of Amendment) (DMR Reference Nr: GP30/5/1/2/2(01) MR) (“West Wits Operation: Mponeng, TauTona and Savuka mines”)

ML 30/2006 and ML15/2011 (Deed of Amendment) (DMR Reference Nr: GP30/5/1/2/2(11) MR) (“Block 1C11”)

ML169/2012 (DMR Reference Nr: GP30/5/1/2/2/248 MRC) (for sand) in respect of the Farm Doornfontein 118 IQ (Remaining Extent 12 and Remaining Extent 13), also known as “Magnum Farm”


1.1 Background

AngloGold Ashanti (AGA) is a global gold mining and exploration company with a diverse portfolio of mining operations and projects on four continents, headquartered in Johannesburg, South Africa, AGA has 20 operations in 10 countries, of which six of these operations are located in South Africa, three of which are located in Merafong (West Wits) and Matlosana (Vaal River) respectively. In terms of its Location, the West Wits Operations are situated approximately 75 Km (Kilometres) west of Johannesburg within the Gauteng Province. The site is approximately 7 Km south of Carletonville. Other neighbouring towns are Fochville and Potchefstroom, which are situated 12 Km and 50 Km respectively to the south and west of the mine. The land occupied by the West Wits Operations straddle the boundary between Gauteng and North West Provinces which can be seen in the map above and a more detailed map is contained in Annexure 1.2. The map below also reflects the company’s major labour sending area.


The following is our West Wits Operations address and contact details:

West Wits Operations

Name of the company/applicant: AngloGold Ashanti Limited

Name of mine or production operations: Mponeng, TauTona and Savuka mines/production operations, Block 1C11 and Magnum Farm (Sand)

Physical address of the mining operations: North-Western side of N12 and R501 (intersection near Carletonville)

SAR Operations offices physical address:

26 Jacaranda Drive, South Africa Regional Offices, Western Deep Village, Western Levels, Carletonville, 2501

Postal address PO Box 8044, Western Levels, Carletonville,2501

Telephone number 018 700 3557

Fax number 086 644 2510

Location of mine or Production Operation: Merafong Local Municipality

Commodity: Gold, Silver, Nickel & Uranium + (248MR Magnum Farm) Sand

Financial year: 1 January to 31 December

Reporting Year: Annually

Name of Contact Person at Regional Office:

SM Moloko (Senior Vice President: Sustainability) Telephone No: 011 6377644 [email protected] LJ Nkadimeng (Governance Manager) Telephone No: 018 700 3569 [email protected]

Document Authors: Simeon Mighty Moloko, Sheena M Pillay, Lebogang Jessica Nkadimeng and Liz Lovick

mailto:[email protected]

mailto:[email protected]


AGA's approach to socio-economic development is guided by its vision, mission, business objectives and values. AGA’s vision is to be “the leading mining company” and is underpinned by the following mission, business objectives and values:

To create value for our shareholders, our employees and our business and social partners through safely and responsibly exploring, mining and marketing our products. Our primary focus is gold, but we will pursue value creating opportunities in other minerals where we can leverage our existing assets, skills and experience to enhance the delivery of value.

Our five key business objectives – Supporting our core strategy …

Focus on people, safety and sustainability: our business must operate according to our values if it is to remain sustainable in the long term.

Optimise overhead, costs and capital expenditure: all spending decisions must be checked and double checked to ensure they are necessary to fulfil our core business objective.

Improve portfolio quality: we have a portfolio of assets that must be actively managed as we strive for a competitive valuation as a business.

Ensure financial flexibility: the balance sheet is the foundation of our company and we must ensure it always remains able to meet our core funding needs.

Maintain long-term optionality: while we are focused on ensuring the most efficient day-to-day operation of our business we must keep an eye on creating a competitive pipeline of long-term opportunities

AGA’s Business Objectives

AGA’s Mission

AGA’s Vision


AGA’s Values


1.2 Breakdown of Employees AGA South Africa Region Operations has a total workforce of 33 146 employees (including approximately 5 000 contractors), of which 17 874 are at the Vaal River operations and 15 272 at the West Wits Operations. The detailed breakdown of the origins of employees is as contained in Annexure 1.1 (Kindly note that the number of employees as reflected in Annexure 1.1 differs from that contained in the Form Q, as the information is sourced at different times from the system). The following is a summary of the breakdown as contained in Annexure 1.1:

BREAKDOWN OF EMPLOYEES (including Mine + Contractor Type 1, 2 and 3): West Wits as at 31 December 2014

Country of origin Province West Wits Total

SOUTH AFRICA

NORTH WEST 1 534

EASTERN CAPE 3 464

FREE STATE 751

GAUTENG 4 702

KWAZULU NATAL 762

LIMPOPO 433

MPUMALANGA 225

NORTHERN CAPE 84

WESTERN CAPE 8

SUB TOTAL 11 963

AUSTRALIA 2

SWAZILAND 541

ZIMBABWE 5

BOTSWANA 50

DEMOCRATIC REP OF CONGO 1

LESOTHO 1 681

MOZAMBIQUE 1 029

SUB TOTAL 3 309

(Note: these figures include Contractors) TOTAL 15 272


1.3 Undertakings AGA has consistently supported the intention behind the spirit of the Mining Charter and its “pursuit of a shared vision of a globally competitive mining industry that draws on the human and financial resources of all South Africa’s people and offers real benefits to all South Africans”. This SLP Report details AGA’s efforts to comply with the Mineral and Petroleum Resources Development Act, 28 of 2002 (MPRDA), particularly the transformational requirements as stipulated in the mining charter. In compliance to the mining charter the company’s undertakings are herein detailed. The duration of this SLP is five years for the period of 2010 to 2014. The company shares and understands the objectives of the Social and Labour Plan as follows: Promote employment and advance the social and economic welfare of all South Africans; Contribute to the transformation of the mining industry; and Ensure that AGA contributes towards the Socio-Economic development of the area in which they operate (including the Major Labour Sending Communities).

In terms of Human Resource Development (Regulation 46 (b)) the company undertakes the following (Details further explained in Section 2):

1.3.1 Skills Development Workplace Skills Plan (WSP) and Annual Training Report (ATR) Comply with the Skills Development Act. Submit WSP and ATR to the MQA. Ensure that training is conducted and that our plan supports business objectives. Consult organised labour on WSP and ATR. Ensure that development needs are identified and documented. Individual development plans are implemented. Ensure that company receives its mandatory grants. Provide for management development programmes. Forge partnerships with academic institutions and service providers. Encourage employees to their further studies (at management discretion). Provide financial or other support to employees entering graduate or post graduate studies (at management discretion). Adult Basic Education and Training (ABET) Provide every employee with the opportunity to become numerate literate. Provide ABET to communities. Provide NQF level 1and 2 training. Introduce foundational learning competence. Provide facilities for provision of ABET. Maintain ABET marketing initiatives. Set ABET targets for the period 2010 to 2014. Provide computer and life skills training.


1.3.2 Portable Skills Provide community members with entry level skills training in mining. Provide portable skills training to communities and employees in engineering related skills.

1.3.3 Internships and Bursaries Develop skills to address the South African skills shortage. Implement measures to equip and enhance competencies of the talent pool. Provide internships and bursary programmes. Provide learnership programmes.

1.3.4 Career Progression and Mentorship Implement the System for People (SP) Model. Set targets for management development programmes. Implement career path initiatives.

1.3.5 Employment Equity Commit to comply with the Employment Equity Act and Mining Charter Requirements. Set up a five year Employment Equity (EE) plan for transformation of our workplace. Achieve 40 per cent HDSA representation in all management levels by 2014. Draw plans to address visible areas and remove barriers to Employment Equity (EE) community development.

1.3.7 Community Development In terms of community development we as a company undertake the following: Build successful and mutual beneficiary relations with stakeholders. Participate in local government forums. Conduct community briefing sessions. Implement management standards for community development. Identify local economic development projects in consultation with community. Implement Social Development Projects. CHRD programmes.


1.3.8 Housing and Living Conditions In terms of Employee Housing we as a company undertake the following: Provide Accommodation options to employees. Implement a project to upgrade residences. Implement projects to develop family units. Promote home ownership. Improve and manage nutrition.

1.3.9 Procurement and Enterprise Development

In terms of procurement we, as a company, undertake the following: Give HDSA’s preferred supplier status. Supply a database of BEE suppliers. Set up targets for BEE procurement. Implement a plan to measure and facilitate BEE procurement and Local Procurement. Implement SMME development programmes.


1.4 Scorecard – West Wits The following table indicates West Wits operations progress as at end of December 2014 reporting period as per the Scorecard for the Broad-Based Socio-Economic Empowerment Charter for the South African Mining Industry:

Element Description Measure 2014 MC Compliance Targets

Progress Achieved By

2010 Actual 2011 Actual

2012 Actual

2013 Actual

2014 Actual

1 Reporting Has the company reported the level of compliance with the charter for the calendar year

Documentary proof of receipt from the department

End March 100% 100% 100% 100% 100%

2 Ownership Minimum target for effective HDSA ownership

Meaningful economic participation

26% by 2014 26% 26,8% 26,8% 26.8% 26.8%

Full shareholder rights 26% by 2014 26% 26,8% 26,8% 26.8% 26.8%

3 Housing and living conditions

Conversion and upgrading of hostels to attain the occupancy rate of one person per room.

Percentage reduction of occupancy rate towards 2014 target.

Occupancy rate of one person per room

29% 46% 64% 92% 100%

Conversion and upgrading of hostels into family units

Percentage conversion of hostels into family units against units available for conversion

Family units established

40%* 70%* 70% 100% 100%

Home Ownership Implement initiatives to facilitate home ownership e.g. preference surveys, advice on purchasing homes, training on benefits of home ownership

Facilitate home ownership for all mine employees, with organised labour

In pursuance of the home ownership requirement, the company is in the process of finalising the scheme framework which includes a Memorandum of Understanding with all the organised labour stakeholders. The proposed plan entails selling of non-strategic housing stock including the 56 newly built houses in Wedela to employees. In order to enhance affordability, consultations have been held with financial institutions and the department of human settlements to unlock government subsidies for purchasers.

4 Procurement & Enterprise Development

Procurement spent from BEE entity Capital goods 40% 39% 39% 48% 43% 62%

Services 70% 29% 39% 38% 51% 70%

Consumable goods 50% 40% 52% 56% 57% 69%

Multi-national suppliers contribution to the social fund (New requirement of revised charter)

Annual spend on procurement from multi-national suppliers

0.5% of procurement value

Awaiting the DMR’s guidance









2012 Actual

2013 Actual

2014 Actual

5 Employment Equity

Diversification of the workplace to reflect the country's demographics to attain competitiveness.

Board 40% 56% 42% 45% 56%

Top Management (F Band)

40% 25% ** 40% ** 40% 37.5% 43%

Senior Management (E Band)

40% 22.20 % 32%¹ 32% 34.7% 40.0%

Middle Management (D Band)

40% 35% 53%² 53% 50.6% 54%

Junior Management (C Band)

40% 48.5% 59% ³ 59% 59.9% 61%

Core Skills 40% 49.0% ** 53% 52.7% 53.0% 54%

6 Human Resource Development

Development of requisite skills, incl. support for South African based research and development initiatives intended to develop solutions in exploration, mining, processing, technology efficiency (energy and water use in mining), beneficiation, as well as environmental conservation and rehabilitation

HRD expenditure as percentage of total annual payroll (excl. mandatory skills development levy)

2010 = 3% 2011 = 3.5% 2012 = 4% 2013 = 4.5% 2014 = 5%

5.1% 4.6%

5.3% 6.3% 6.17%

7 Mine community development

Conduct ethnographic community consultative and collaborative processes to delineate community needs analysis

Implement approved community projects in line with IDP's of local and major labour sending municipalities.

Up-to-date project implementation

R23 672 979 ****

R11 751 964 (Community Development) plus Community HRD R8 995 509, which amounts to 1.1% NPAT

2012 total = R29 272 157 This amounts to 1,17% of NPAT

All LED SLP projects on track. Community Development Expenditure= R43,130,515.57 YTD. This amounts to 2.82% of NPAT

R41 907 421.70 which amounts to 2.82% NPAT

8 Sustainable Development

Improvement of the industry’s environmental management

Implementation of the approved EMPs

100% The DMR approved the revised West Wits Environmental Management Programme (EMP) during the 2nd Quarter 2012. Formal environmental performance assessments will be conducted on a two-yearly basis from the date of EMP approval. EMPs will be reviewed and updated by mid-2015.

Improvement of the industry's mine health and safety performance

Implementation of the tripartite action plan on Health & Safety

100%

N/A 100% 100% 95.4%.The variance between the 2012 and 2013 reported figure is due to change in definition in Chamber Of Mines Guidance.

Annual H&S targets 95.8%.





2012 Actual

2013 Actual

2014 Actual

Utilisation of South African based research facilities for analysis of samples across the mining value chain

Percentage of samples in South African facilities

100% Clarified (100%. All AGA samples done in RSA.)

Clarified. (100%. All AGA samples done in RSA.)

Clarified. (100%. All AGA samples done in RSA.)

100%. All AGA samples done in RSA.

100%. All AGA samples are done in RSA.

9 Beneficiation Contribution of a mining company towards beneficiation (this measure is effective from 2012)

Additional production volume contributory to local value addition beyond the base-line

Section 26 of the MPRDA (percentage above baseline )

To be clarified

Legend

* Family Units: No specific targets set by the Mining Charter. We have measured ourselves on actual units converted against total units available for conversion

** Clarity regarding definition of core skills is required. AGA describes Core and Critical Skills as all employees within Mining, Engineering, MRM and Metallurgy disciplines.

*** The 4.63% is the figure which includes white males. It should be noted that when we exclude WM, the HDSA contribution is at 5.84%

**** This figure is for the entire AGA-SAR operations including Corporate Office and excluded Community HRD programmes.

1 40% HDSA representation at Senior Management level. If we take into account the EAP of White females(6%),HDSA representation remains at 40% due to the fact that total White females takes up only 5.7% of the total category population.

2 54% HDSA representation at Middle management level. If we take into account the EAP of White females(6%),HDSA representation is 44%

3 61% HDSA representation at this level If we take into account the EAP of White females(6%),HDSA representation is 58%

Note Due to the organisation structures in the SAR, some numbers are reported regionally e.g. Ownership


1.5 Ownership In this section we address the Mining Charter requirements as detailed below. Mining Charter Requirement: In terms of Ownership the amended BROAD-BASED SOCIO-ECONOMIC EMPOWERMENT CHARTER of the SOUTH AFRICAN MINING and MINERALS INDUSTRY states: Effective ownership is a requisite instrument to effect meaningful integration of HDSA into the mainstream economy. In order to achieve a substantial change in racial and gender disparities prevalent in ownership of mining assets, and thus pave the way for meaningful participation of HDSA for attainment of sustainable growth of the mining industry, stakeholders commit to: Achieve a minimum target of 26 percent ownership to enable meaningful economic participation of HDSA by 2014; The only off setting permissible under the ownership element is against the value of beneficiation, as provided for by Section 26 of the MPRDA, as elaborated in the

mineral beneficiation strategy.

The continuing consequences of all previous deals would be included in calculating such credits/offsets in terms of market share as measured by attributable units of production.

The Mining Charter scorecard requirements are indicated below along with the AGA compliance to date.

SCORECARD FOR THE BROAD-BASED SOCIO-ECONOMIC EMPOWERMENT CHARTER FOR THE SOUTH AFRICAN MINING INDUSTRY - AGA : WEST WITS OPERATIONS

ELEMENT DESCRIPTION MEASURE COMPLIANCE TARGET BY 2012

PROGRESS ACHIEVED

2010 Actual

2011 Actual

2012 2013

2014

Q1 31 Mar

Q2 30 Jun

Q3 30 Sep

Q4 31 Dec

2 Ownership Minimum target for effective HDSA ownership

Meaningful economic participation

26% in 2014 26% 26.8% 26.8% 26.8% 26.8% 26.8% 26.8% 26.8%

Full shareholder rights 26% in 2014 26% 26.8% 26.8% 26.8% 26.8% 26.8% 26.8% 26.8%


The revised Mining Charter sets an Ownership Target of 15% HDSA Ownership by 2010 and 26% HDSA Ownership by 2014. Through a combination of ownership transactions with ARM Gold, Bokamoso ESOP and Izingwe Holdings the company has achieved 26.8% HDSA ownership. Ownership & Joint Ventures and the Mining Charter: The “scorecard” which is designed to measure adherence to the mining charter asks the question regarding Ownership & Joint Ventures viz.: Has the mining company achieved HDSA participation in terms of ownership for equity or attributable units of production of 15% in HDSA hands within 5 years and

26% in 10 years? AGA South Africa Region’s Black Economic Empowerment Ownership Status: AngloGold Ashanti’s BEE ownership contribution is measured in respect of transactions with three BEE entities. Sale of assets to ARMgold Limited (ARM): Jan 1998 – Sale to ARM of Vaal Reefs No 1-7 shafts July 1998 – Sale to ARM of Freegold’s Western Holdings shafts 1, 2, 3, 4, 6, 7 and Welkom gold plant Jan 2002 – Sale of Free State assets (Bambanani, Joel, Matjhabeng, Tshepong, Jeanette shares, plus surface infrastructure) to ARM/Harmony joint venture. By direction of the then DME/DMR, the “credits” AGA is entitled to claim was calculated by the “units of production” provision of the Mining Charter based on AGA and attributable ARMgold production for the 12 months ended March 2004 – the last production data available at the time AGA applied for the conversion of its mining rights. ARMgold’s attributable production in respect of former AGA assets for that period was 848,602ozs. AGA production at its South African assets in the same 12 month period was 3,232,000ozs. AngloGold Ashanti’s overall HDSA participation in respect of ARMgold is therefore 20.8% (848,602ozs as a percentage of 3,232,000 + 848,602ozs). Employee Share Ownership Plan (ESOP) and Izingwe Holdings: When AngloGold Ashanti was awarded its new order mining rights in 2005, one condition was that it fulfills its undertaking to the DMR that it would introduce an ESOP and carry out a further BEE transaction to complete its ownership obligations in terms of the Mining Charter. That obligation was fulfilled after a period of consultation between AGA and, respectively, the unions representing the approximately 30,000 eligible members of the company’s SA workforce at that time and the leadership of Izingwe Holdings, a BEE company chaired by Sipho Pityana. The transactions were announced in October 2006, involving the transfer of 3 840 000 (25% of them free shares and the remainder E shares operating in a manner similar to share options) to an employee share trust, the Bokamoso ESOP Trust, and 1 400 000 E shares to Izingwe. The transactions were vendor-financed, and there is no possibility of any downside for BEE entities. The ESOP transaction comprised a transfer of 4, 5% ownership in terms of the charter, and the Izingwe Holdings (Pty) Ltd transaction 1.5% this taking AGA’s total HDSA ownership credit to 26, 8%.


Between the December 2006 launch date and December 2014, a total of R447 982 025 flowed to members of the Bokamoso Employee Ownership Share Plan. Of this, R14 624 894 was paid in dividends, R377 074 220 as a consequence of the vesting of free and loan shares, and R56 282 912 due to the proceeds of a rights issue in 2009. In the same period our BEE partner Izingwe Holdings received a total of R8 830 500 in dividend flows and R22 252 455 as a consequence of the rights issue. In addition, Izingwe received 39 052 AGA shares as a consequence of the November 2011 vesting date. It is unknown at what price Izingwe sold the shares through its own brokerage house. The share price at which the vesting took place was R358.50. Izingwe received R42 063 633 as a consequence of the November 2012, November 2013 and November 2014 vestings. Due to international market conditions, the prevailing share price was “underwater” at the dates of the vesting of the first two tranches of E shares in November 2009 and 2010. In response to representations from the ESOP trustees (including union representatives) and Izingwe, AGA management took the view that, while not required in any way by regulation, the situation was compromising the spirit of the empowerment transactions. Management entered into a new phase of consultations with the unions and Izingwe. This led to a restructuring of the transactions in a manner that builds in a guarantee of value of R40 per share in respect of vesting E shares, and the reinstatement of lapsed E shares.


SECTION 2: HUMAN RESOURCES DEVELOPMENT

Mining Charter Requirement:

In terms of Human Resource Development the amended 2010 BROAD-BASED SOCIO-ECONOMIC EMPOWERMENT CHARTER of the SOUTH AFRICAN MINING and MINERALS INDUSTRY states as follows: ““The mining industry is knowledge based and thus hinges on human resource development, constituting an integral part of social transformation at workplace and sustainable growth. To achieve this objective, the mining industry must: Invest a percentage of annual payroll (as per relevant legislation) in essential skills development activities reflective of the demographics, but excluding the

mandatory skills levy, including support for South African based research and development initiatives intended to develop solutions in exploration, mining, processing, technology efficiency (energy and water use in mining), beneficiation as well as environmental conservation and rehabilitation; as follows:

Target for 2010 = 3%; Target for 2011 = 3.5%; Target for 2012 = 4%; Target for 2013 = 4.5%;

AngloGold Ashanti’s (AGA) Response to the above: The Mining Charter scorecard requirements are indicated below along with the AGA WW (West Wits) compliance to end December 2014.

SCORECARD FOR THE BROAD-BASED SOCIO-ECONOMIC EMPOWERMENT CHARTER FOR THE SOUTH AFRICAN MINING INDUSTRY - AGA : WEST WITS OPERATIONS

ELEMENT DESCRIPTION MEASURE COMPLIANCE TARGET BY

2014

PROGRESS ACHIEVED

2010 Actual

2011 Actual

2012 Actual

2013 Actual

2014 Actual

6 Human Resource

Development

Development of requisite skills, incl. support for South African based research and development initiatives intended to develop solutions in exploration, mining, processing, technology efficiency (energy and water use in mining), beneficiation as well as environmental conservation and rehabilitation.

HRD expenditure as percentage of total annual payroll (excl. mandatory skills development levy)

5% 5.10% 4.63% 5.31% 6.30% 6.17%


The MPRDA requirements are: REGULATION 46 (b) (i) which states that: The contents of a social and labour plan must include the following: A human resources development programme which must include a skills development plan which identifies and reports on – (aa) the number and education levels of the employees which must be completed in the form of “Form Q” contained in Annexure II; and (bb) the number of vacancies that the mining operation has been unable to fill for a period longer than 12 months despite concerted effort to recruit suitable

candidates which must be completed in the form of “Form R” contained in Annexure II. REGULATION 46 (b) (iii) which states: The contents of a social and labour plan must include a mentorship plan and its implementation in line with the skills development plan and the needs for the empowerment groups. REGULATION 46 (b) (v) which states: The contents of a social and labour plan must include a human resources development programme which must include the employment equity statistics which must be completed in the form of “Form S” contained in Annexure II and the mines plan to achieve the 10 per cent women participating in mining and 40 per cent historically disadvantaged South Africans (HDSA) participation in management within 5 years from the granting of the right or the conversion of the old order right. AngloGold Ashanti’s response to the above is: The Human Resources Development (HRD) Strategy of the South African Region (SAR) supports the business strategy and objectives, as well as the South African legislative and regulatory framework that seeks to address the general skills shortage within the country, as well as ensuring equitable representation in the workplace. The company’s Social and Labour Plan (SLP) outlines a variety of HRD initiatives undertaken by AGA. In this document we report against the 2014 commitments made by AngloGold Ashanti (AGA) in the company’s 2010-2014 Social and Labour Plan (SLP). This includes the AGA Employees (18.1), Host and labour sending Communities (18.2) and the State Intervention into the Mineral Sector (SIMS) which in AGA terms is known as Community HRD. Note: For a more detailed Core and Critical Skills Report refer to the EE (Employment Equity) Section of this report

Form Q as required by the MPRDA is hereby annexured as Annexure 3 Form R as required by the MPRDA is hereby annexured as Annexure 4 Form S is contained in Annexure 2 and further explained in the EE Section of this report.

HRD and the Mining Charter The “scorecard” which is designed to measure adherence to the mining charter asks the following questions regarding HRD viz.:

Has the company offered every employee the opportunity to be functionally literate and numerate by the year 2005, and are employees being trained? Has the company implemented career paths for HDSA employees, including skills development plans? Has the company developed systems through which empowerment groups can be mentored?


AngloGold Ashanti’s response to the above is that:

The company has offered its employees the opportunity to be functionally literate.

The career path initiative for HDSAs is further explained in this report.

Mentorship is further detailed in this report.

All the above is addressed as follows.


2.1 ADULT BASIC EDUCATION AND TRAINING (ABET) - FOR EMPLOYEES (18.1) The company acknowledges the fact that Adult Education and Training (ABET) is the pathway for further development for many of its employees in addition to improving its literacy level. It is therefore imperative that ABET provided by the company is of a high standard and can withstand external benchmarking in form of external examination. During the end of 2013, the pass mark of 40% was increased to 50% which is the IEB’s standard. In view of this adult education and training in AngloGold Ashanti during 2014 has undergone some major changes mainly to ensure improved quality of ABET and ensure that our learners receive education that is transferable outside of the mining industry.

During 2014, ABET programmes (Pre-ABET, ABET 1, 2, 3 & 4), and Foundation Learning Competence (FLC) were presented in the West Wits Area at Tautona and Mponeng’s residences. ABET is provided on a Part-time basis at no cost to employees during their own time. Full Time ABET 4 and Foundational Learning Competence (FLC) are provided to individuals who have been identified to develop by their managers. This gives employees the opportunity to be functionally literate and numerate. During the past years participation in ABET programmes decreased despite the fact that participation has been encouraged by AGA through various mediums such as the Skills Development Committees and Marketing initiatives. The graph below illustrates the decline over a 9 year period.

As is evident from the graph above enrolments for ABET in the West Wits Area has declined. The following measures were put in place to address the decrease in enrolment:

Targeted marketing using posters on notice boards at the business units and residences.

ABET is a standard agenda point at all business units’ skills development committees (SDC) meetings. Graduation ceremonies were held to encourage employees to enroll. Employees were made aware that successful completion of ABET could enhance promotional opportunities as well as the prospect of getting enrolled in skills

programmes or learnerships.

2006 2007 2008 2009 2010 2011 2012 2013 2014

ENROLMENTS 1354 792 619 732 361 435 409 354 162

0

500

1000

1500

ABET West Wits Enrolments: 2006 to 2014


The company submitted a Section 102 application to the Department of Mineral resources during 2014; this stated that the company planned to provide ABET to 708 learners in 2012 and attracted 409, 697 learners were planned for 2013 and we only managed 354. For 2014, the plan was to train 551 learners, however, given the above stated experience thus far it is clear that this target will not be achieved.

As explained at the meeting of 18 March 2014, it was discovered that that data contained in Form Q that was used to develop the ABET plans was found to be inaccurate as many of the employees’ qualifications were not properly captured in the system. Also a substantial number of the employees who are still not functionally literate are over the age 50 and therefore not showing any interest in furthering their education. Finally, many of the new recruits over the last few years have been found to be functionally literate.

Arising from the above and the improvement in Form Q data it has become necessary to adjust the ABET plans for 2014 in line with the current realities that is, reducing the target of 551 learners to 125 learners.

ABET targets from 2010 to 2014 for Employees (18.1): One of the strategies of AngloGold Ashanti is to eliminate illiteracy by way of ABET. It is the organisations intention to annually educate 10% of employees who require ABET. During 2014; 162 individuals enrolled for ABET against the revised plan of 125 for 2014.

The following table shows the AGA Employee ABET (18.1) numbers for 2014 versus that of the reduced plan following the Section 102 application:

TABLE 2.1 A WW ABET: EMPLOYEES 18.1 (ENROLLMENTS ONLY) – ACTUAL 2014

MALE FEMALE

OVERALL TOTAL

TOTAL HDSA AFRICAN

AFRICAN FOREIGNER

COLOURED INDIAN WHITE TOTAL AFRICAN AFRICAN

FOREIGNER COLOURED INDIAN WHITE TOTAL

Pre ABET PLAN 8 0 0 0 0 8 0 0 0 0 0 0 8 8

ACTUAL 4 3 0 0 0 7 1 0 0 0 0 1 8 5

ABET 1 PLAN 14 0 0 0 0 14 1 0 0 0 0 1 15 15

ACTUAL 16 11 1 0 0 28 3 0 0 0 0 3 31 20

ABET 2 PLAN 22 0 0 0 0 22 2 0 0 0 0 2 24 24

ACTUAL 27 8 0 0 0 35 0 1 0 0 0 1 36 27

ABET 3 PLAN 24 0 0 0 0 24 5 0 0 0 0 5 29 29

ACTUAL 23 9 0 0 0 32 3 0 0 0 0 3 35 26

ABET 4 / NQF 1 PLAN 22 0 0 0 0 22 2 0 0 0 0 2 24 24

ACTUAL 12 6 0 0 0 18 1 0 0 0 0 1 19 13

FLC PLAN 23 0 0 0 0 23 2 0 0 0 0 2 25 25

ACTUAL 26 5 0 0 0 31 2 0 0 0 0 2 33 28

TOTALS PLAN 113 0 0 0 0 113 12 0 0 0 0 12 125 125

ACTUAL 108 42 1 0 0 151 10 1 0 0 0 11 162 119

Note: ACTUAL Pre-ABET, ABET 1, 2, 3, 4 & FLC – 3, 11, 9, 9, 6, 5 Africans are foreigners and do not form part of HDSA’s.


ABET MILESTONES Milestone 1: Implement FLC and discontinue NQF 1 full qualification and NQF 2 fundamentals, as per MQA directive. The UMALUZI task team has developed the GETCA (General Education and Training Certificate for Adults) that is equivalent to Gr 9/ NQF Level 1 which is proposed to start in 2016 and will have a 2 year phase in approach. This new GETCA qualification will replace the old GETC (NQF 1) qualification. Progress:

FLC was implemented in both Full-time and Part-time during 2013.

During the 1st quarter of 2014 ABET 4 fundamentals were introduced to replace NQF 1 whilst allowing a transitional period.

Milestone 2: Improvement of literacy levels - 10% improvement year-on-year is planned. Progress: The West Wits Level Literacy reveals that 66% of AGA employees and 33% of the Contractors have ABET 3 or above, and 10% of all the West Wits AGA employees and 62% of all the Contractors in West Wits has “No Schooling”. Of the 10% AGA employees with “No Schooling”, 6% are true illiterates, the remaining 4% consists of employees whose qualifications are still unknown. The AGA Literacy Level for a compliment of 29 980 employees (inclusive of AGA employees and Contractors) shows that in total of 67% of all employees have ABET 3 and above and 13% of employees have “No Schooling” on the HR system (HURIS). Of the 13% with “No Schooling”, 4% are true illiterates; the remaining 9% consists of employees whose qualifications are still unknown. The HURIS system is an in house organisational system which captures such information.


Milestone 3: Improvement of pass rates - 2% year-on-year improvement. Progress:

Note: The 2014 ABET results are not yet available pending results from external examination bodies. The pass rate has declined in 2013 due to external exams that were written at the end of the year. The external exam process was a new concept to the ABET learners and the pass rate was also changed from 40% to 50%. The following strategies were implemented to improve the pass rate during 2014:

1. Increase management involvement and visits to the Part-time ABET centres, to motivate the learners. 2. Benchmarking against other mining houses and liaising with them to standardise and enhance ABET in the mining industry. 3. As from 2014 ABET in AGA has been outsourced to Media Works. 4. Facilitator development in the form of on-going coaching through Media Works.

1993-1998

1999-2003

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

% Pass Rate 86.18% 78.43% 62.96% 59.61% 52.28% 39.49% 28.40% 56.14% 75.59% 76.58% 78.01% 63.59%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

AGA ABET Pass Rates 1993 - 2013

% Pass Rate Poly. (% Pass Rate)


Milestone 4: Reduction of drop-out rate - 2% year-on-year reduction.

Note: The 2014 ABET results are not yet available pending results from external examination bodies. Progress: The ABET database (EDUCOS) now makes provision for reporting on a modular basis and hence is an accurate measure of the drop-out rates. Due to this implementation, the true drop-out rate has dropped significantly, as can be seen from the graph above. Milestone 5: Phasing out of RPL (recognition of prior learning), except for placement purposes. Progress: A new accurate literacy level report is available and the AGA business units/mines are informed of specific literacy level gaps that need to be addressed. RPL has been completely halted as from July 2013.

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

% Drop out 38.67% 41.77% 47.59% 36.69% 49.21% 37.76% 31.76% 42.54% 15.36% 9.27%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

AGA ABET Drop out Rates 2004 - 2013

% Drop out Poly. (% Drop out)


Milestone 6: External standard for ABET examinations – ensure that standard is competitive outside of the mining industry. Progress: The ABET standard has been measured and areas of improvement have been identified. External examinations were introduced during 2013. Milestone 7: Implement ABET interventions i.e. Computer Skills & Life Skills. Progress: 128 AGA employees have done both the Computer Skills and the Life Skills training during 2014.

ALTERNATIVE SKILLS TO MINING (ENGINEERING PORTABLE SKILLS) - FOR EMPLOYEES (18.1): AGA provides voluntary skills training programmes to AGA Employees and host community members with skills which are valuable outside of the mining industry through the Engineering Training Centre. The ratio of beneficiaries is 60% employees and 40% community. Portable Skills training helps individuals to attain skills that are not mining industry specific. Upon completion of the training, learners are provided with a certificate that may enhance their chances of securing employment in other industries. The employees and members of the host community are trained in portable skills such as basic plumbing, basic computer skills, basic house wiring, basic bricklaying and basic welding. Training is available during and after working hours for volunteers. Employees and Community members will be entitled to a once off course at no cost to the participant. During 2014, portable skills were provided to 111 employees of whom 97 were HDSA. It remains a challenge to reach the EAP targets (Coloureds and Whites and African females) as set out in the organisations social and labour plan, as the actuals reflect the current company employees profile and the training is done on a voluntary basis. The target of 20 has been exceeded extensively. The table below reflects the Portable Skills Training (Engineering) for the Employees of AGA

2.1 B WW PORTABLE SKILLS TRAINING: ENGINEERING EMPLOYEES 18.1 – ACTUAL 2014

MALE FEMALE OVERALL

TOTAL TOTAL HDSA AFRICAN

AFRICAN FOREIGNER



TOTALS PLAN 7 0 2 0 1 10 7 0 2 0 1 10 20 19

ACTUAL 83 14 1 0 0 98 13 0 0 0 0 13 111 97

Note: ACTUAL: 14 African males are foreigners and do not form part of the total HDSA’s


INTERNSHIPS - FOR EMPLOYEES (18.1):

Internships - Management Trainees (18.1) The Management Trainee (MT) Programme (of approximately three years in duration) provides graduates and diplomats with the skills needed for middle management positions. Incumbents are assisted to obtain professional accreditation where appropriate. After completion of their studies, most bursars (awarded bursaries by AGA) enter into the employ of AngloGold Ashanti as MT’s. However, the programme is also extended to suitably qualified employees and external applicants who include members from our host and labour sending areas. The purpose of the MT Programme is to prepare trainees to fulfill middle management roles upon completion of the programme. The table below reflects this.

2.1 C WW MANAGEMENT TRAINEES: 18.1 – ACTUAL 2014

MALE FEMALE

OVERALL TOTAL

TOTAL HDSA AFRICAN

AFRICAN FOREIGNER



MINING PLAN 2 0 1 0 1 4 0 0 1 0 0 1 5 4

ACTUAL 5 0 0 0 0 5 0 0 0 0 0 0 5 5

ROCK ENGINEERING PLAN 1 0 0 0 0 1 0 0 0 0 0 0 1 1

ACTUAL 2 0 0 0 1 3 2 0 0 0 0 2 5 4

ENGINEERING PLAN 2 0 1 0 1 4 1 0 1 0 1 3 7 6

ACTUAL 1 0 0 1 3 5 0 0 0 0 0 0 5 2

MRM PLAN 1 0 1 0 0 2 1 0 0 1 0 2 4 4

ACTUAL 5 0 0 0 2 7 2 0 0 0 3 5 12 10

METALLURGY PLAN 0 0 0 1 0 1 1 0 0 1 1 3 4 4

ACTUAL 2 0 0 0 0 2 0 0 0 0 0 0 2 2

HR PLAN 0 0 1 0 0 1 0 0 0 1 0 1 2 2

ACTUAL 0 0 0 0 0 0 0 0 0 0 0 0 0 0

SHE PLAN 0 0 1 0 0 1 0 0 0 0 0 0 1 1

ACTUAL 0 0 0 0 0 0 0 0 0 0 0 0 0 0

FINANCE & COMMERCIAL SERVICES

PLAN 0 0 0 1 0 1 0 0 0 0 0 0 1 1

ACTUAL 0 0 0 0 0 0 0 0 0 0 0 0 0 0

TOTALS PLAN 6 0 5 2 2 15 3 0 2 3 2 10 25 23

ACTUAL 15 0 0 1 6 22 4 0 0 0 3 7 29 23

Given the significant downscaling in the management ranks during 2013 and 2014 we unfortunately lost a number of management trainee including some HDSA candidates. We were unable to attract suitable candidates in the Coloured and Indian population groups. HDSA representation among Management Trainees was 79% and we met our numerical target for HDSA’s for 2014. For the period 2010 – 2014, we exceeded the HDSA target by 12 individuals (9%)


Internships - Learner Officials (18.1) Officials participate in similar schemes to develop into supervisory positions. These are internal company programmes and are not registered with any external entity. During 2014 there were 10 learner officials in West Wits Area.

2.1.D WW LEARNER OFFICIALS: EMPLOYEES 18.1 – ACTUAL 2014

MALE FEMALE

OVERALL TOTAL

TOTAL HDSA AFRICAN

AFRICAN FOREIGNER



MINING PLAN 1 0 1 0 1 3 1 0 0 1 0 2 5 4

ACTUAL 1 0 0 0 0 1 0 0 0 0 0 0 1 1

MINING TRANEE SHIFTBOSSES

PLAN 1 0 1 0 1 3 1 0 1 0 1 3 6 5

ACTUAL 2 1 0 0 0 3 0 0 0 0 0 0 3 2


ACTUAL 0 0 0 0 0 0 0 0 0 0 0 0 0 0

MRM PLAN 0 0 0 1 0 1 0 0 0 0 0 0 1 1

ACTUAL 1 0 0 0 0 1 1 0 0 0 0 1 2 2

HR PLAN 0 0 0 0 0 0 0 0 0 0 0 0 0 0

ACTUAL 0 0 0 0 0 0 0 0 0 0 0 0 0 0

SHE PLAN 0 0 0 0 0 0 1 0 0 0 0 1 1 1

ACTUAL 3 0 0 0 0 3 0 0 0 0 1 1 4 4 FINANCE & COMMERCIAL SERVICES

PLAN 0 0 0 0 0 0 0 0 0 0 0 0 0 0

ACTUAL 0 0 0 0 0 0 0 0 0 0 0 0 0 0

TOTALS PLAN 3 0 2 2 2 9 4 0 1 1 1 7 16 14

ACTUAL 7 1 0 0 0 8 1 0 0 0 1 2 10 9

Note: ACTUAL MINING TRAINEE SHIFT BOSSES – 1 African male is a foreigner and do not form part of the total HDSA’s Note: From 2010 – 2014 the total HDSA plan was exceeded with 113%

LEARNERSHIP - FOR EMPLOYEES (18.1): Miners and Artisans are engaged in learnerships of approximately 18 months to 2 years duration, which are programmes registered with the Mining Qualifications Authority (MQA) and the Department of Labour (DOL), allowing the contracted learners to gain the skills needed for artisan or supervisory positions. During 2014, 126 employees (in 127 interventions) benefitted from this initiative which generously exceeds the target of 48. This over achievement in engineering learners can be attributed to learners who have completed the Level 2 qualification (section artisans) accessing the level 3 or 4 qualification after working hours i.e. life-long learning. It shows that accessibility of programmes is paramount to the development of employees who wants to succeed in their careers by showing interest and dedication.


The table below reflects the Learnerships for the Employees.

2.1 E WW LEARNERSHIPS: EMPLOYEES 18.1 – ACTUAL 2014

MALE FEMALE OVERALL


AFRICAN FOREIGNER



Learner Miners PLAN 11 0 0 0 6 17 2 0 0 0 0 2 19 13

ACTUAL 14 6 0 0 1 21 4 0 0 0 0 4 25 18

Level 2 Miners PLAN 10 0 0 0 0 10 0 0 0 0 0 0 10 10

ACTUAL 16 2 1 0 1 20 10 0 0 0 0 10 30 27

Engineering learners

PLAN 13 0 0 0 4 17 2 0 0 0 0 2 19 15

ACTUAL 55 6 1 0 4 66 6 0 0 0 0 6 72 62

TOTALS PLAN 34 0 0 0 10 44 4 0 0 0 0 4 48 38

ACTUAL 85 14 2 0 6 107 20 0 0 0 0 20 127 107

Note: LEARNER MINERS: ACTUAL – 6 African males are foreigners and do not form part of the total HDSA’s Note: LEVEL 2 MINERS: ACTUAL – 2 African males are foreigners and do not form part of the total HDSA’s Note: ENGINEERING LEARNERS: ACTUAL – 6 African males are foreigners and do not form part of the total HDSA’s

IN SERVICE BURSARS - FOR EMPLOYEES (18.1) Up until 2013 bursaries were awarded to employees for full-time tertiary studies in specific fields of study critical to AGA. These included the technical fields where there is a shortage as per the Sector Skills Shortage Plan. The company planned to provide five In-Service Bursaries in 2012 and awarded five bursaries and four learners in 2013 and awarded four. The In- Service Bursary Plan for 2014 was five. Due to the uncertainty caused by the right sizing exercise at Management levels conducted during 2013, which arose out of the negative economic circumstances in the global economy and Gold Mining industry in particular, no nominations were received for further full time studies for 2014. An MPRDA Section 102/Regulation 44 application was lodged with the Department of Mineral Resources to revise the 2014 target from 5 to 0 and discussed during a meeting on the 18th of March 2014. To off-set the above-mentioned shortfall, it is proposed that five additional Community Internships be added to the existing plan of thirty thereby increasing the number of Interns to thirty five and three additional Enrolled Nursing Auxiliary Learnerships thereby increasing the planned number of learners from twenty to twenty three.


The table below shows the AGA Employee In-Service Bursary(18.1) number for 2014 versus that of the reduced plan following the Section 102 application:

2.1 F WW BURSARIES: EMPLOYEES 18.1 – ACTUAL 2014

MALE FEMALE OVERALL TOTAL

TOTAL

HDSA AFRICAN

AFRICAN COLOURED

INDIAN

WHITE

TOTAL

AFRICAN

AFRICAN COLOURED

INDIAN

WHITE

TOTAL

FOREIGNER

FOREIGNER

MINING

PLAN 0 0 0 0 0 0 0 0 0 0 0 0 0 0

ACTUAL 0 0 0 0 0 0 0 0 0 0 0 0 0 0

ENGINEERING

PLAN 0 0 0 0 0 0 0 0 0 0 0 0 0 0

ACTUAL 0 0 0 0 0 0 0 0 0 0 0 0 0 0

MRM

PLAN 0 0 0 0 0 0 0 0 0 0 0 0 0 0

ACTUAL 0 0 0 0 0 0 0 0 0 0 0 0 0 0

METALLURGY

PLAN 0 0 0 0 0 0 0 0 0 0 0 0 0 0

ACTUAL 0 0 0 0 0 0 0 0 0 0 0 0 0 0

TOTALS

PLAN 0 0 0 0 0 0 0 0 0 0 0 0 0 0

ACTUAL 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CAREER PROGRESSION - FOR EMPLOYEES (18.1): MANAGEMENT DEVELOPMENT PROGRAMMES

Employees are sent on Management Development Programmes which are appropriately related to their roles, to create a talent pool for Senior Management, capabilities and potential in accordance with the suite of managerial development programmes. Managerial development is focused on the specific need of the employee, and is aimed at enhancing his/her effectiveness in his/her role and equipping him/her to develop into future roles. The knowledge and skills acquired are broad in nature and aim to equip the employee with the ability to work more efficiently. Selection is based on a set of criteria that is decided upon annually and aligned to AGA’s transformational agenda, as well as focusing on individuals that form part of AGA’s core business such as mining and engineering. Following an analysis of the management development programs offered by the company over a 10 year period it was decided to update the programmes during 2014 in order to focus more on applied leadership skills as well as implement changes to the structure of the programmes to ensure that more females and HDSA’s manage to complete the programs successfully. The programmes are presented by the University of Cape Town’s Graduate School of Business and were piloted from May 2014.


The table below indicates the management development figures for 2014, and most of the actuals reflected only from May onwards.

2.1 G WW MANAGEMENT DEVELOPMENT: EMPLOYEES 18.1 – ACTUAL 2014

MALE FEMALE OVERALL


AFRICAN FOREIGNER



EDP PLAN 1 0 0 1 0 2 0 0 0 0 0 0 2 2

ACTUAL 0 0 0 0 0 0 0 0 0 0 0 0 0 0

ALDP(MDP) PLAN 3 0 0 1 2 6 2 0 0 1 1 4 10 8

ACTUAL 6 0 0 0 7 13 2 0 0 0 1 3 16 9

MLDP (IMDP)

PLAN 3 0 0 0 2 5 3 0 1 0 1 5 10 8

ACTUAL 7 0 0 0 6 13 1 0 0 0 0 1 14 8

MMP PLAN 6 0 2 2 5 15 2 0 0 1 2 5 20 15

ACTUAL 0 0 0 0 0 0 0 0 0 0 0 0 0 0

MBA PLAN 0 0 0 0 0 0 0 0 0 0 0 0 0 0

ACTUAL 2 0 1 0 1 4 0 0 0 0 1 1 5 4

TOTAL PLAN 13 0 2 4 9 28 7 0 1 2 4 14 42 33

ACTUAL 15 0 1 0 14 30 3 0 0 0 2 5 35 21

The target population (D Band) is comprises 54% HDSA employees. 60% of those on our formal programmes were HDSA’s and for MBA’s 4 were HDSA, which represents 80%.

STAFF DEVELOPMENT PANELS

The D-Band population is exposed to staff development panels to facilitate their career development. The Staff Development Panel process output is a career development plan, the implementation of which is the accountability of the MoR (Manager once Removed, who is also the mentor of the candidate). During 2014, a total of 88 individuals attended staff development panels and 61% of these were HDSA’s and 30% females as shown in table below. The target population (D Band) is 54% HDSA. 61% of panel interviews were for HDSA employees.


2.1 I WW DEVELOPMENT PANELS: EMPLOYEES 18.1 – ACTUAL 2014

MALE FEMALE OVERALL


AFRICAN FOREIGNER



MINING ACTUAL 1 0 0 0 3 4 0 0 0 0 0 0 4 1

FINANCE ACTUAL 8 0 2 1 3 14 3 0 1 0 12 16 30 27

HR ACTUAL 3 0 0 1 1 5 0 0 0 0 2 2 7 6

MRM ACTUAL 0 0 0 0 0 0 0 0 0 1 2 3 3 3

ENGINEERING ACTUAL 0 0 0 1 15 16 0 0 0 0 0 0 16 1

METALLURGY ACTUAL 1 0 0 0 3 4 0 0 0 0 0 0 4 1

SAFETY ACTUAL 10 0 0 0 9 19 1 0 0 0 4 5 24 15

TOTAL ACTUAL 23 0 2 3 34 62 4 0 1 1 20 26 88 54

STUDY ASSISTANCE In addition to the formal HRD programmes mentioned above, AGA also offers employees the opportunity to grow and develop their knowledge and skills through study assistance. Employees are encouraged to further their studies in areas that will enhance the achievement of company objectives as well as individual development. However, employees who wish to further their studies in any field are not rejected. Employees who successfully complete qualifications that are in line with company objectives and their individual development are reimbursed 100% of their course fees upon completion, while employees who successfully complete qualifications unrelated to company objectives and individual development are reimbursed 50% of their course fees. During 2014, 153 employees have made use of study assistance, 91% HDSA’s. See table below.

2.1 J WW STUDY ASSISTANCE: EMPLOYEES 18.1 – ACTUAL 2014

MALE FEMALE OVERALL


AFRICAN FOREIGNER



MPONENG ACTUAL 48 4 1 0 4 57 13 0 0 1 1 15 72 64

TAUTONA &SAVUKA

ACTUAL 23 0 0 0 1 24 4 0 0 0 0 4 28 27

WW SARS ACTUAL 17 0 0 0 5 22 7 0 0 0 8 15 37 32

WW AGA HEALTH ACTUAL 3 0 0 0 0 3 9 0 0 0 2 11 14 14

WW CORPORATE OFFICE

ACTUAL 0 0 0 0 0 0 0 0 0 0 2 2 2 2

TOTAL ACTUAL 91 4 1 0 10 106 33 0 0 1 13 47 153 139

Note: MPONENG – 4 African males are foreigners and do not form part of the total HDSA’s


MENTORSHIP PLAN - FOR EMPLOYEES (18.1) Mentorship in the SA Region takes place against the backdrop of the Manager once Removed (MoR) contact sessions, which take place twice a year. During these sessions, subordinates have an opportunity to raise challenges they may be experiencing and can be coached and guided by their MoR. This system has recently been implemented for all D-Band employees. This system is still in the implementation phase and managers are still being trained on how to record their contact sessions. Further areas for development flow out of the development panel process. Mentorship sessions (MoR/SoR & Contact) took place from June 2014 and 108 sessions were recorded. Coaching sessions between Line Managers and subordinates commenced during March 2014 and by the end of 2014, 234 sessions were recorded. The target population (D Band) for coaching and mentorship is comprised of 54% HDSA’s. 49% of mentorship and coaching sessions 2014 were for HDSA employees. The system is based on the three tier managerial accountability structure of manager once removed (MoR), manager, and subordinate once removed (SoR), where the manager once removed is accountable for the mentoring and career development of the subordinate once removed. In terms of this every individual will be mentored by the manager two levels up i.e.:

Figure 1: Three Tier Relationship Mentorship in AngloGold Ashanti is based on the concepts and principles of Requisite Organisation (Dr Elliot Jacques) and is internally referred to as the System for People. The system is based on the three tier managerial accountability structure of manager once removed (MoR), manager, and subordinate once removed (SoR), where the manager once removed is accountable for the mentoring and career development of the subordinate once removed. In terms of this every individual will be mentored by the manager two levels up i.e.: AngloGold Ashanti’s Systems for People (SP) creates a culture of accountability and trust, consistent with our Values, where all employees can be the best they can be for themselves and as part of a team who delivers exceptional results. Systems for People will help us to develop a capable, accountable and engaged workforce to enable the creation of sustainable growth in business partner value.


Figure 1:

The system has a built in Mentorship and coaching scheme, which is depicted by a Three-Tier System above. The relationship is as follows:

Manager Once Removed (MoR) whose accountability is the career development of the Subordinate Once Removed (SoR).

o Manager once Removed Accountabilities

Assess the talent pool of employees.

To mentor and provide career development for all SoRs.

Ensure subordinate managers carry out talent pool development within each of their areas.

Ensure fair and equitable treatment of SoRs, including equilibration of managerial processes and practices.

Judge managerial leadership effectiveness of immediate subordinates who manage others

Manager’s accountability is the work performance of the subordinate known as Subordinate Once Removed (SoR).

o Manager Accountabilities

Their own effectiveness in role relative to their accountabilities.

The outputs of their subordinates and coaching for maximum effectiveness.

The result or impact of subordinates’ behaviour.


Sustaining a team of capable employees working individually and collaterally to produce outputs over time, i.e. providing effective leadership to

the team.

Continuous process improvement.

Subordinate Once Removed (SoR) is the one who is subjected to the two initiatives that of performance and development.

o Subordinate Once Removed Accountabilities

Their own effectiveness in role relative to their accountabilities.

The outputs for maximum effectiveness

Anglo Gold Ashanti has success in implementing this process and will continuously improve the system were required.

The purpose of this process is to ensure that every individual in the organization is mentored by their manager two levels up. Every bursar and intern is allocated a mentor as part of their structured development programme.

Manager once Removed

Mentor e.g. Production Manager

Manager

e.g. Section Manager

Subordinate once Removed

Mentee e.g. Mine Overseer


Mentorship for Learners in Development In addition all learners who have been enrolled into structured development programmes have formal mentors who guide them through the development process as indicated in the table below:

2.1 K WW MENTORSHIP: 18.1, 18.2 & ADDITIONAL COMMUNITY - ACTUAL 2014

MALE FEMALE

OVERALL TOTAL

TOTAL HDSA AFRICAN

AFRICAN FOREIGNER



Eng Learnership 18.1 ACTUAL 55 6 1 0 4 66 6 0 0 0 0 6 72 62

Bursars 18.1 ACTUAL 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Level 2 Team Leaders 18.1 ACTUAL 16 2 1 0 1 20 10 0 0 0 0 10 30 27

Learner Miners 18.1 ACTUAL 14 6 0 0 1 21 4 0 0 0 0 4 25 18

Management Trainees 18.1 ACTUAL 15 0 0 1 6 22 4 0 0 0 3 7 29 23

Learner Officials 18.1 ACTUAL 7 1 0 0 0 8 1 0 0 0 1 2 10 9

Eng Learnership 18.2 ACTUAL 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Bursars 18.2 ACTUAL 2 0 0 1 3 6 1 0 0 0 2 3 9 6

Eng Learnership (Additional Com) ACTUAL 52 0 0 0 1 53 22 0 0 0 1 23 76 75

Department of Labour Learners(Additional Com) ACTUAL 38 0 0 0 0 38 20 0 0 0 0 20 58 58

Community Interns ACTUAL 21 0 0 0 2 23 5 0 0 0 0 5 28 26

Bursars (Additional Com) ACTUAL 4 0 1 0 2 7 5 0 0 1 4 10 17 15

NCV (Additional Com) ACTUAL 27 1 0 0 0 28 6 0 0 0 0 6 34 33

TOTAL ACTUAL 251 16 3 2 20 292 84 0 0 1 11 96 388 352


2.2 (a) COMMUNITY: HUMAN RESOURCES DEVELOPMENT PROGRAMME (HRD)

ADULT EDUCATION AND TRAINING (ABET) - FOR COMMUNITY (18.2): The ABET programmes (Pre-ABET, ABET 1, 2, 3 & 4), and Foundation Learning Competence (FLC) is presented on a Full-time basis to the organisations host communities. The aim is to improve the literacy levels within the communities within which we operate, but also to make community members employable and self-sustaining. During 2014, 729 community members enrolled for this initiative as reflected in the table below.

2.2 A WW ABET: EMPLOYEES 18.2 (ENROLMENTS ONLY) – ACTUAL 2014


TOTAL HDSA AFRICAN

AFRICAN FOREIGNER



Pre ABET

PLAN 0 0 0 0 0 0 0 0 0 0 0 0 0 0

ACTUAL 1 1 0 0 0 2 0 0 0 0 0 0 2 1

ABET 1

PLAN 10 0 0 0 0 10 10 0 0 0 0 10 20 20

ACTUAL 65 3 0 0 0 68 104 4 0 0 0 108 176 169

ABET 2

PLAN 15 0 0 0 0 15 15 0 0 0 0 15 30 30

ACTUAL 72 2 0 0 0 74 88 3 0 0 0 91 165 160

ABET 3

PLAN 25 0 0 0 0 25 25 0 0 0 0 25 50 50

ACTUAL 60 3 0 0 0 63 79 6 0 0 0 85 148 139

ABET 4 / NQF 1

PLAN 35 0 0 0 0 35 35 0 0 0 0 35 70 70

ACTUAL 60 3 0 0 0 63 148 9 0 0 0 157 220 208

FLC

PLAN 15 0 0 0 0 15 15 0 0 0 0 15 30 30

ACTUAL 9 1 0 0 0 10 7 1 0 0 0 8 18 16

TOTAL PLAN 100 0 0 0 0 100 100 0 0 0 0 100 200 200

ACTUAL 267 13 0 0 0 280 426 23 0 0 0 449 729 693

Note: ACTUAL PRE-ABET, ABET 1, 2, 3, 4, & FLC – 1, 7, 5,9,12, 2 Africans are foreigners and do not form part of the total HDSA’s.

AGA is funding Community ABET learners from the Department of Education’s ABET Centres in the Merafong area. These figures are included in the table above. ALTERNATIVE SKILLS TO MINING (ENGINEERING PORTABLE SKILLS) - FOR COMMUNITY (18.2): AGA offers Engineering portable skills to community members from it host and labour sending areas. Alternative Skills to Mining training helps community members to attain skills such as, bricklaying, basic welding and other skills that are not mining industry specific. Upon completion of the training, the learners are provided with a certificate that may enhance their chances of securing employment in other industries. 34 community members were enrolled for 2014.


2.2 B WW PORTABLE SKILLS TRAINING: ENGINEERING EMPLOYEES 18.2 – ACTUAL 2014


TOTAL HDSA AFRICAN

AFRICAN FOREIGNER



TOTAL PLAN 11 0 1 1 1 14 12 0 1 1 2 16 30 29

ACTUAL 19 1 0 0 0 20 14 0 0 0 0 14 34 33

Note: 1 African Male is a foreigner and do not form part of the total HDSA’s

MINING SKILLS TRAINING - FOR COMUNITY (18.2): Community members are trained as stope and development team members at the AGA Satellite Training Centers. This strategy is intended to increase the pool of capable individuals in the local communities who are available, and to also reduce the time spent on recruitment and training during the organisation’s engagement process. Names of the candidates are registered and forwarded to TEBA to be added to the database. After training the individuals have gained knowledge and some practical experience as a capable candidate that is on route towards full competency in the skill trained.

During 2014, 143 community members benefitted from this opportunity. Recruiting Coloureds, Indians and Whites were challenging and intensified marketing was applied, but the shortfall could not be bridged. The target was exceeded because a lot of young people saw this as an excellent opportunity to enter the mining industry especially that there a skills offered which can assist them to do so.

2.2 C WW MINING SKILLS TRAINING: COMMUNITY 18.2 – ACTUAL 2014

MALE FEMALE OVERALL


AFRICAN FOREIGNER



TOTAL PLAN 51 0 4 1 4 60 21 0 4 1 5 31 91 87

ACTUAL 101 0 0 0 0 101 42 0 0 0 0 42 143 143

Note: 2 Learners have dropped out and did not complete the programme

INTERNSHIPS FOR COMMUNITY (18.2): MQA STUDENTS (INTERNSHIP)

The company continues to work in partnership with the MQA to provide work-integrated learning for external students. These students are selected from the database of MQA-funded learners. Assistance depends on the performance and aspirations of the student as well as the availability of suitable opportunities within AGA. The partnership with the MQA is working excellently and were AGA has additional capacity to host learners an additional number of learners is accommodated hence the target was 16 but the actual 47.


2.2 D WW INTERNSHIP: COMMUNITY 18.2 – MQA STUDENTS – ACTUAL 2014


TOTAL HDSA AFRICAN

AFRICAN FOREIGNER



TOTAL PLAN 9 0 1 1 2 13 1 0 1 1 0 3 16 14

ACTUAL 29 2 1 0 1 33 12 0 1 0 1 14 47 44

Note: 2 MQA Student are foreigners and do not form part of the total HDSA’s Note: Although AGA has exceeded the plan generously, the EAP was not met due to the availability of MQA-funded learners.

MQA DMR LEARNERS (INTERNSHIP)

At the request of the Department of Mineral Resources (DMR) and in addition to the SLP 2010 – 2014 programmes, the company in partnership with the MQA and the DMR provided additional work-integrated learning for external students in the Occupational Environmental field. These students were selected by the DMR.

2.2 E WW INTERNSHIP: COMMUNITY 18.2 – MQA DMR STUDENTS – ACTUAL 2014


TOTAL HDSA AFRICAN

AFRICAN FOREIGNER



TOTAL PLAN 0 0 0 0 0 0 0 0 0 0 0 0 0 0

ACTUAL 1 0 0 0 0 1 6 0 0 0 0 6 7 7

LEARNERSHIPS FOR COMMUNITY (18.2): Engineering skills training is provided by AGA to host community members to obtain formal qualifications, which allows the individuals to apply within the mining sector. The learners will acquire skills and knowledge to the level where they have been found capable to perform the work. During 2014, no community member benefitted from the initiative due to the unavailability of suitable candidates, see table below.

2.2 F WW ENGINEERING LEARNERSHIPS: 18.2 – ACTUAL 2014

MALE FEMALE OVERALL


AFRICAN FOREIGNER



TOTAL PLAN 1 0 0 1 0 2 0 0 1 0 0 1 3 3

ACTUAL 0 0 0 0 0 0 0 0 0 0 0 0 0 0


VOCATIONAL BURSARS - FOR COMMUNITY (18.2): Bursaries are offered to learners engaged in Full-time tertiary studies in specific fields of study critical to AGA, where there is a skills shortage. These Vocational bursars are accommodated on the AngloGold Ashanti Vocational Bursars (AVB) Scheme and are sourced externally with preference to our host and labour sending areas. The intention of the company’s Bursary scheme is to create a consistent pipeline of professionals into the company. The introduction of SIMS Bursaries and Internship programs in 2012 yielded 34 and 68 candidates respectively by the end of 2013 for the West Wits Operations. Given that the number of available positions in which people can be employed is declining, due to cost pressures in a downscaling environment, management made a decision that no new Vocational Bursary awards will be made in 2014. 9 Vocational Bursars in the West Wits operations remained in the bursary system, meaning that we are 13% or 10 below the SLP target (2010 – 2014) and AGA has subsequently applied for a Section 102 in this regard.

2.2 G WW BURSARIES: VOCATIONAL COMMUNITY 18.2 – ACTUAL 2014


TOTAL HDSA AFRICAN

AFRICAN FOREIGNER



MINING PLAN 1 0 0 1 0 2 0 0 0 0 0 0 2 2

ACTUAL 2 0 0 0 2 4 1 0 0 0 0 1 5 3


ACTUAL 0 0 0 1 1 2 0 0 0 0 1 1 3 2

MRM PLAN 1 0 0 0 0 1 1 0 0 0 1 2 3 3

ACTUAL 0 0 0 0 0 0 0 0 0 0 1 1 1 1

METALLURGY PLAN 1 0 0 0 0 1 1 0 1 0 0 2 3 3

ACTUAL 0 0 0 0 0 0 0 0 0 0 0 0 0 0

TOTAL PLAN 5 0 1 1 1 8 3 0 1 1 1 6 14 13

ACTUAL 2 0 0 1 3 6 1 0 0 0 2 3 9 6


2.2 (b) YOUTH DEVELOPMENT PROGRAMMES COMMUNITY BURSARIES: AGA commits to providing open bursaries to host and labour sending community members who are admitted for Full-time degree or diploma studies at approved tertiary institutions. AGA does not commit to providing the individuals with employment on completion of their studies; however the bursary does not carry any obligation to AGA.

This initiative was marketed within communities through local newspapers and engagements with the local municipalities, as well as through internal communication channels. During 2014, 6 community members were awarded bursaries for studies related to core skills and 11 for non-core fields of study, as indicated in the tables below. In total the plan was to provide bursaries to 20 community members in the WW area and during 2014, 17 were awarded.

2.2 H WW COMMUNITY BURSARS (CORE): ADDITIONAL COMMUNITY 18.2 – ACTUAL 2014

MALE FEMALE OVERALL


AFRICAN FOREIGNER



TOTAL PLAN 2 0 2 1 1 6 2 0 1 2 1 6 12 11

ACTUAL 2 0 0 0 1 3 2 0 0 1 0 3 6 5

2.2 I WW COMMUNITY BURSARS (NON-CORE): ADDITIONAL COMMUNITY 18.2 – ACTUAL 2014

MALE FEMALE OVERALL


AFRICAN FOREIGNER



TOTAL PLAN 1 0 1 2 0 4 1 0 2 1 0 4 8 8

ACTUAL 2 0 1 0 1 4 3 0 0 0 4 7 11 10

COMMUNITY TRAINING - MINING SKILLS PROJECT: The purpose of the Mining Skills community project is to provide community members in the West Wits District the opportunity to enrich themselves by obtaining knowledge and skills, which they will be able to apply within the mining industry. The Community learners will be provided the opportunity to obtain Mining and or Development Team knowledge and skills, up to the level where they have been found capable. This implies that they have done all the theory as per unit standard as well as the simulated practical tasks as required by the unit standards. After obtaining capability status their names are placed on a TEBA waiting list for possible engagement. For engagement the candidate needs to comply with AGA selection criteria.


The plan for 2014 is to enrol 175 community members and 227 were enrolled.

2.2 J WW MINING SKILLLS TRAINING: ADDITIONAL COMMUNITY 18.2 – ACTUAL 2014

MALE FEMALE OVERALL


AFRICAN FOREIGNER



TOTAL PLAN 98 0 10 2 13 123 42 0 4 1 5 52 175 162

ACTUAL 186 0 0 0 0 186 41 0 0 0 0 41 227 227

Note: 6 Learners have dropped out and did not complete the programme

DEPARTMENT OF LABOUR LEARNERS (TEAM LEADERS) - COMMUNITY: The MQA has granted AGA funding for Community Team Leader Learnerships, which are to be used for the community learners. AGA has partnered with the DOL who provides learner names off the DOL Employment Services of South Africa (ESSA) data base to AGA, for enrolment into this Learnership programme. Indicated below is the plan versus actuals on this programme for 2014. Plans are yearly provided by die MQA.

2.2 K WW DEPARTMENT OF LABOUR (TEAM LEADERS): ADDITIONAL COMMUNITY 18.2 – ACTUAL 2014

MALE FEMALE OVERALL


AFRICAN FOREIGNER



TOTAL PLAN 25 0 1 0 2 28 2 0 0 0 0 2 30 28

ACTUAL 38 0 0 0 0 38 20 0 0 0 0 20 58 58

*Note: 2 DoL learners have dropped out of the programme

INTERNSHIPS - COMMUNITY: AGA commits to provide supervised work experience which can lead to future employment opportunities for community members who have obtained degrees or diplomas, to extend the theoretical knowledge acquired through their studies in a practical way. The focus is on the areas where AGA has the technical expertise required to provide these interns with the necessary exposure. Interns are put through an induction process and mentored by managers within AGA. This contributes to their personal and professional development. There is an official orientation for such interns, as well as accommodation provided with meals and transport to and from the workshops were needed. During 2014, 28 Community members received internships, 1 for Core and 27 for Non-Core.

All Community internship opportunities for 2014 were promoted in all applicable geographical areas. Candidates who met the criteria were offered internships if they completed the selection process successfully. We have noted a reduction in the number of interns in core fields and believe this is due to a smaller number of learners pursuing careers in these fields, therefore there are only one Core community intern in WW.


2.2 L WW INTERNSHIP (CORE): ADDITIONAL COMMUNITY 18.2 – ACTUAL 2014

MALE FEMALE OVERALL


AFRICAN FOREIGNER



TOTALS PLAN 1 0 1 2 0 4 2 0 1 1 1 5 9 9

ACTUAL 1 0 0 0 0 1 0 0 0 0 0 0 1 1

2.2 M WW INTERNSHIP (NON-CORE): ADDITIONAL COMMUNITY 18.2 – ACTUAL 2014

MALE FEMALE OVERALL


AFRICAN FOREIGNER



TOTALS PLAN 5 0 2 2 1 10 5 0 3 2 1 11 21 20

ACTUAL 20 0 0 0 2 22 5 0 0 0 0 5 27 25

INVOLVEMENT WITH FET COLLEGES: A contract has been signed with the WESTCOL FET College for the:

• Development of teachers • Practical exposure for teachers • Student visits to Training Centers • Aligning of learning material with Industry needs • Second hand equipment to be provided to colleges

In partnership with WESTCOL FET College management, AngloGold Ashanti sponsored 6 lecturers (1African Male, 2 White Males and 3 African Females) who enrolled into Engineering Learnerships. WESTCOL was not able to fill the remaining lecturer numbers as planned due to consequential challenges as they indicated that they are under staffed. Workplace experience for these lecturers commenced during 2014. Above this AGA had a plan in place to assist with improving the FET, for which detail is supplied further in this report under the Educational Upliftment section.

NCV PRACTICAL’S: The NCV programmes are intended to respond directly to the skills demand of the South African economy. The qualification is designed to provide both theory and practical experience in this vocational field.


AGA’s plan was to host 30 NCV students during 2014 to provide them with practical work exposure as they complete their studies through the WESTCOL FET College. During 2014, 34 students enrolled for practical work exposure.

2.2 N WW NATIONAL CERTIFICATE (VOCATIONAL): ADDITIONAL COMMUNITY 18.2 – ACTUAL 2014

MALE FEMALE OVERALL


AFRICAN FOREIGNER



TOTALS PLAN 10 0 2 1 1 14 11 0 2 1 2 16 30 29

ACTUAL 27 1 0 0 0 28 6 0 0 0 0 6 34 33

Note: 1 African is a foreigner and do not form part of the total HDSA’s. Note: The challenge remains that some demographic races do not pursue these engineering studies (African females, Coloureds, Indians and Whites) 19 students are a role-over from

2013.

YOUTH PORTABLE SKILLS - COMMUNITY: Portable Engineering Skills training is provided to the youth in AGA’s host communities, and includes the unemployed youth. AGA considers the youth needs and the needs of within the communities in order to determine appropriate courses which are hosted at the AGA training center. The individual is entitled to a once of free course, of which AGA bears the costs when possible. During 2014, 105 community members benefited from this initiative. Recruiting all races, except Africans has proven to be challenging and hence intensified marketing was applied in an attempt to address this but the shortfall could not be bridged.

2.2 O WW YOUTH PORTABLE SKILLS TRAINING: ENGINEERING ADDITIONAL COMMUNITY 18.2 – ACTUAL 2014

MALE FEMALE OVERALL


AFRICAN FOREIGNER



TOTAL PLAN 21 0 3 2 3 29 23 0 3 2 3 31 60 57

ACTUAL 58 1 0 0 0 59 46 0 0 0 0 46 105 104

Note: 1 African is a foreigner and do not form part of the total HDSA’s.

TRAINING FOR ENROLLED NURSING AUXILIARIES - COMMUNITY: The ENA course is a one year course delivering ENA’s on NQF Level 4. An ENA’s responsibilities include a number of general, elementary nursing duties such as taking vital signs (observations), bathing patients, caring at the bedside, assisting with other activities of daily living, such as feeding patients unable to help themselves and assisting senior nurses and doctors in hospitals and clinics. This will be done in accordance with regulations as set out by the South African Nursing Council (SANC). The SAQA (South African Qualifications Authority) Act, 1995, accredits SANC as an ETQA (Education & Training Quality Assurance), in order to enforce quality assurance of Nursing Education in South Africa. Prospective candidates will have to meet the entry level requirements as prescribed by SANC and the Goldfields

http://www.google.co.za/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=1&cad=rja&ved=0CCYQFjAA&url=http%3A%2F%2Fwww.saqa.org.za%2F&ei=Z4nfUvXsIsKx0AXI9oAQ&usg=AFQjCNF8esXI7Ha7AyGE-ZlTge_CS7nFCA&bvm=bv.59568121,d.d2k


Nursing College. The ENA course is a one year full-time course and after successful completion of the course the candidate is registered as an Enrolled Nursing Auxiliary. During 2014, 14 ENAs were enrolled and 10 ENs.

2.2 P WW ENROLLED NURSING AUXILIARIES: ADDITIONAL COMMUNITY 18.2 – ACTUAL 2014

MALE FEMALE OVERALL


AFRICAN FOREIGNER



TOTALS PLAN 5 0 2 2 1 10 5 0 2 2 1 10 20 19

ACTUAL 3 0 0 0 0 3 11 0 0 0 0 11 14 14

2.2 Q WW ENROLLED NURSING: ADDITIONAL COMMUNITY 18.2 – ACTUAL 2014

MALE FEMALE OVERALL


AFRICAN FOREIGNER



TOTALS PLAN 0 0 0 0 0 0 0 0 0 0 0 0 0 0

ACTUAL 4 0 0 0 0 4 6 0 0 0 0 6 10 10

ENGINEERING LEARNERSHIPS & APPRENTICES - COMMUNITY: Engineering skills training is provided to community members in the Gauteng Province to provide individuals with the opportunity to obtain formal qualifications, which can be used within the mining sector. The learners acquire skills and knowledge to the level where they have been found capable to perform the work. This will imply that they will gain theoretical knowledge as per curriculum as prescribed by the MQA (Mining Qualification Authority) as well as simulated practical tasks as required by the programme. The learners must meet the criteria as set by AGA and also meet the MQA requirements to enter the Community Learnership programme. Learners were recruited from the surrounding areas where AGA operates with the assistance of the Department of Labour Centres. Preference was given to “shadow of the headgear” candidates when recruiting learners who have the correct qualifications to meet the entry level requirements. During 2014, 33 learners were enrolled against a target of 30. The table below includes a total of 76 learners of which 43 learners are a role-over from previous years.

2.2.R WW ENGINEERING LEARNERSHIPS & APPRENTICES: ADDITIONAL COMMUNITY 18.2 – ACTUAL 2014

MALE FEMALE OVERALL


AFRICAN FOREIGNER



TOTALS PLAN 10 0 2 1 1 14 11 0 2 1 2 16 30 29

ACTUAL 52 0 0 0 1 53 22 0 0 0 1 23 76 75


2.3 EMPLOYMENT EQUITY PLAN The company has put in place measures to respond to the requirements as outlined in both the Mining Charters (2002 and as amended in 2010) as well as in the MPRDA regulations. These have been aligned with the company’s business requirements so as to be sustainable into the future. The following is an outline of the above stated Mining Charter and MPRDA Regulations requirements: a) Mining Charter Requirement: The original Mining Charter scorecard which was designed to measure compliance requires the company to put in place measures to answer the following questions: Has the company published its employment equity plan, and reported on its annual progress in meeting that plan? Has the company published a plan to achieve a target for HDSA participation in management of 40% within five years, and is implementing this plan? Has the company identified a talent pool and is it fast tracking it? The 2010 BROAD-BASED SOCIO-ECONOMIC EMPOWERMENT CHARTER of the SOUTH AFRICAN MINING and MINERALS INDUSTRY provides as follows with regards to Employment Equity: “Workplace diversity and equitable representation at all levels are catalysts for social cohesion, transformation and competitiveness of the mining industry. In order to create a conducive environment to ensure diversity as well as participation of HDSA at all decision-making positions and core occupational categories in the mining industry, every mining company must achieve a minimum of 40% HDSA demographic representation at: Executive Management (Board) level by 2014; Senior management (EXCO) level by 2014; Core and Critical skills by 2014; Middle management level by 2014; Junior management level by 2014; and

In addition, mining companies must identify and fast-track their existing talent pools to ensure high level operational exposure in terms of career path programmes”. The reporting period for all of the above-mentioned targets is March 2015. For the purpose of reporting against the Mining Charter targets at the end of the reporting periods, the following definitions apply: “Executive Management (Board)” shall be defined as follows: “Executive Management” shall mean “Top Management” in line with the Employment Equity Act

reporting requirements and is based at the Corporate Office, save for the South Africa Region (SAR) Chief Operating Officer (COO), who is based at the South Africa Region Offices; and “Board” shall mean the AGA Board in terms of the company’s Articles of Association. The Board comprises South African and non- South African based members and will be so reported.

(It should be noted that Top Management refers to the South African based managers reporting directly to the Chief Executive Officer and who are part of the company’s Executive Committee, i.e. the key decision makers of the company).

“Senior Management (EXCO)” shall be defined as follows: “Senior Management” “shall mean employees who are at Paterson Grade E- Band and reported as “Senior Management” in line with the Employment Equity Act reporting requirements; and” Exco” shall mean the SAR Exco comprising the SAR Chief Operating Officer and his direct reports based at the SAR Regional Offices.

Middle Management is stated as “Professionally Qualified” in line with the Employment Equity Act reporting requirements.


Core and Critical Skills are defined as all occupations within the Mining, Engineering, MRM and Metallurgy disciplines. Corporate Office, while based in Johannesburg is a contributor to the SAR Operations, i.e., Vaal River and West Wits Operations’ Talent Pool and the reports will

reflect scenarios whereby it is included as well as excluded (as per the guidance of the DMR). “The West Wits operation” comprises the following business units: Mponeng mine, Tau Tona mine, Savuka mine, West Wits Metallurgy, West Wits AGA Health, West

Wits SA Regional Services, and the West Wits Corporate Office portion which is proportionately divided between the Vaal River and West Wits operations. The West Wits Employment Equity plans are also aligned to the company’s Employment Equity Plan submitted to the DoL leading to 2014 targets. The company has in the last quarter of 2013 engaged in a process with all its stakeholders to develop a successive employment equity plan that is beyond 2014. The

process has been finalised and the targets as stipulated in the plan have also been integrated in the company’s SLP Plans of 2015 - 2019. The Mining Charter scorecard requirements are indicated below along with the AGA West Wits (inclusive of Corporate Office) compliance as at 31 December 2014:

MC 2010 2010 Acieved MC 2011 2011 Achieved MC 2012 2012 Achieved MC 20132013

AchievedMC 2014

2014

Achieved

Top Management (Board) 40% 20% 25.00% 25.00% 40.0% 30.0% 40% 35% 38% 40% 43% 3%

Senior Management (Exco)40% 20% 25.30% 25.00% 26.4% 30.00% 32% 35% 35% 40% 40% 4%

Middle Management 40% 30% 43.70% 35.00% 43.4% 40.0% 46% 40% 51% 40% 54% 3%

Junior Management40% 40% 51.20% 40.00% 52.6% 40.0% 53% 40% 60% 40% 61% 1%

Core Skills40% 15% 51.10% 20.00% 52.3% 30.0% 52% 35% 53% 40% 54% 5%

PROGRESS ACHIEVED BY

We

igh

tin

g

MEASURECOMPLIANCE TARGET

BY 2014

MPRDA Requirement: In terms of the MPRDA, REGULATION 46 (b) (v) states: The contents of a Social and Labour Plan must include a human resources development programme which must include the employment equity statistics which must be completed in the form of “Form S” contained in Annexure II and the mines plan to achieve the 10 per cent women participating in mining and 40 per cent historically disadvantaged South Africans (HDSA) participation in management within 5 years from the granting of the right or the conversion of the old order right. The following constitutes the company’s approach to the above mentioned questions. The company submitted its five year Employment Equity (EE) Plan to the Department of Labour (DoL) in 2010 for the period August 2009-July 2014. This plan was used to develop the EE Plan in compliance with the MC requirements. The company is also required to report to the DoL on an annual basis, as well as to the DMR. The DoL EE reports are also posted on the company’s website on an annual basis. In terms of the Skills Development Act, the company submits its Annual Training report (ATR) and the Workplace Skills Plan (WSP) each year. The Workplace Skills Plan outlines the process of identifying the talent pool and fast-tracking the HDSAs in line with the


target as set in the EE plan. In developing the EE Plan, the WSP and the ATR, the company embarks on consultations with the recognised trade unions as required by the EE and Skills Development Act. In light of the above, the SA Region has established an additional forum, namely, SA Region Transformation Steering Committee (SARTSC), which aims to develop, implement and create awareness, and to oversee the compliance obligations with regard to employment equity. The Committee further creates a platform for all stakeholders, including organised labour representatives to monitor employment equity targets, plans and progress, discuss implementation processes for employment equity and to align stakeholders and develop a shared understanding and consensus concerning employment equity in the company. All these processes are in alignment with the broader SP (System for People) and BPF (Business Process Framework) transformation and change initiatives, collectively known as ONE. In addition, there are two monitoring structures, the SAR Management Committee and the AGA Board’s the Social, Ethics and Transformation Committee (Board Committee) whose terms of reference includes the company’s performance with respect to the Mining Charter. These two Committees meet (separately) once every quarter with the Board Committee reporting progress made in the area of Transformation and Human Resources Development to the Board on a quarterly basis. AngloGold Ashanti – West Wits continuously engages in the following processes in an aim to address employment equity transformation challenges:- Continuous Gap analysis Special effort in the appointment of Senior Management Enhancement of the Talent Pipeline aided by Mentorship and coaching Additional development of skill through bursary scheme Benchmarking of competitive remuneration for key skills Role description and accountabilities In implementing the Company’s EE Plan, the following initiatives have been put in place during the period leading to 2014;

The recruitment, selection and appointment strategy will continue to apply a 60/40 short listing split in favour of HDSAs to increase the chances of HDSA appointments and enhance the achievement of EE targets;

Training and Development initiatives continuously focuses on management development programmes, skills and development programmes and other interventions with the purpose of strengthening HDSA representation in the talent pool;

Bursary Schemes and Development Programmes will strengthen the demographical representation in the long term, leading to 2014 targets. The Bursary take into account the EAP in order to promote the development and progression of the HDSA in line with the EE targets as outlined in this Plan;

Organised Labour engagement – all recognised Trade Unions within our operations will continuously be engaged in matters relating to promoting transformation and they are actively involved in Committees and Forums that are monitoring the employment equity targets and practices.

Targets - targets contained in the EE Plan will be continuously monitored and reported on a monthly, quarterly and annual basis in consultation with organised labour;

In addition to the initiatives mentioned above, the company has further engaged with its stakeholders, including organised labour representatives at National, Regional and Branch level in a process to develop a successive employment equity plan that is beyond 2014. Within this process, an internal audit in accordance with section 19 and 20 of Employment Equity Act was conducted by all Business Units in order to identify barriers to employment equity and affirmative actions to address these barriers were formulated. The EE Plan was submitted to the DoL and further integrated into the SLP Plans of 2015 – 2019.


2.3.1 The 2010 - 2014 West Wits (VR) operations Employment Equity (EE) Plan aims to achieve the targets as outlined in the Amended Mining Charter of September 2010. The following three (3) tables depict the AGA Board of Directors, AGA Top Management level (EXCO) based at Corporate Office in Johannesburg, and the SA Region Management Committee consisting of Senior Vice Presidents and Vice Presidents based mainly at South Africa Region Offices in the West Wits area.

TABLE A:- ANGLOGOLD ASHANTI BOARD OF DIRECTORS AS AT 31 DECEMBER 2014

Occupational Levels Males Females Male

Foreign National Total

2014 MC %HDSA Targets

2014 % HDSA Actual AFRICAN COLOURED INDIAN AFRICAN COLOURED INDIAN WHITE WHITE MALE FEMALE

AGA BOARD 2 1 0 1 0 1 0 1 3 0 9 40% 56%

GRAND TOTAL 22.% 11.% 0.0% 11% 0% 11% 0% 11% 33% 0% 100% 40% 56%

Note: If the non-South African Directors are excluded on the total actual figure, the HDSA representation stands at 83%.

TABLE B:- ANGLOGOLD ASHANTI TOP MANAGEMENT LEVEL (EXCO) AS AT 31 DECEMBER 2014

Occupational Levels Males Females Male

Foreign National Total

2014 MC % HDSA Targets

2014% HDSA Actual AFRICAN COLOURED INDIAN AFRICAN COLOURED INDIAN WHITE WHITE MALE FEMALE

Top Management 1 0 0 0 0 1 1 2 1 1 7 40% 43%

GRAND TOTAL 14% 0% 0% 0% 0% 14% 14% 29% 14% 14% 100% 40% 43%

It should be noted that the Top Management Structure operates within all areas of AngloGold Ashanti, including West Wits. The 43% HDSA achievement on Top Management is calculated at the actual HDSA representation for AngloGold Ashanti`s Top Management structure based at the Corporate Office, not in the West Wits.

TABLE C:- SA REGION MANAGEMENT COMMITTEE LEVEL AS AT 31 DECEMBER 2014

Occupational Levels

Males Females Male Foreign National

Total 2014 MC % HDSA Targets

2014 % HDSA Actual AFRICAN COLOURED INDIAN AFRICAN COLOURED INDIAN WHITE WHITE MALE FEMALE

Top Management 2 1 0 0 0 0 0 2 0 0 5 40% 60%

GRAND TOTAL 40% 20% 0% 0% 0% 0% 0% 40% 0% 0% 100% 40% 60%


The following reflect the EE Plan for the West Wits operations for the year 2014.

EE PLAN : 2014

TABLE 2.3.1D: TOTAL WEST WITS 2014 PLAN

Occ. Levels Male Female Male Foreign National

Total

2014 Mining Charter % HDSA

% HDSA Target

African Coloured Indian African Coloured Indian White White Male Female Targets

Top Management 20% 0% 0% 10% 0% 0% 10% 30% 30% 0% 100% 40% 40%

Senior Management 15% 5% 4% 8% 3% 1% 4% 57% 2% 0% 100% 40% 40%

Prof.qual. - Mid Mgmt. 25% 3% 3% 10% 1% 2% 12% 42% 2% 0% 100% 40% 57%

Skilled Technical 41% 2% 1% 9% 2% 1% 8% 30% 6% 0% 100% 40% 64%

Semi-skilled 54% 1% 0% 8% 1% 0% 2% 2% 31% 0% 100%

No Target

67%

U/skilled & Def. Dec. making 49% 1% 0% 18% 1% 0% 1% 1% 28% 0% 100% 71%

Total Permanent 48% 1% 0% 14% 1% 0% 3% 8% 24% 0% 100% 68%

Non-Permanent Employees 18% 0% 0% 50% 0% 0% 13% 18% 0% 0% 100% 82%

GRAND TOTAL 48% 1% 0% 14% 1% 0% 3% 8% 24% 0% 100% 68%

The following tables reflect the status report with respect to West Wits operations percentage of HDSA as at 31 December 2014 against the targets as set in the 2014 Mining Charter. The status report also highlights West Wits Operations including and excluding Corporate West Wits operations.

WEST WITS: WORKFORCE PROFILE AS AT 31 December 2014

EE ACTUAL

TABLE 2.3.1E: TOTAL WEST WITS INCLUDING CORPORATE OFFICE - 2014 ACTUAL AGAINST TARGETS AS PER TABLE 2.17H IN THE SLP

Occupational Levels

Male Female Male Foreign National

Total Actual % HDSA A C I A C I W W Male Female

Top Management 14.3% 0.0% 0.0% 0.0% 0.0% 14.3% 14.3% 28.6% 14.3% 14.3% 100% 42.9%

Senior Management 16.2% 3.8% 6.7% 3.8% 1.0% 2.9% 5.7% 54.3% 5.7% 0.0% 100% 40.0%

Prof.qual. - Mid Mgmt. 19.9% 2.3% 3.5% 8.6% 2.0% 1.4% 15.9% 45.2% 0.3% 0.9% 100% 53.6%

Skilled Technical 39.7% 1.0% 0.2% 10.2% 0.6% 0.3% 8.7% 31.2% 8.0% 0.0% 100% 60.8%

Semi-skilled 53.8% 0.1% 0.0% 9.6% 0.1% 0.0% 1.7% 1.0% 33.5% 0.0% 100% 65.4%

U/skilled & Def. Dec. making 59.4% 0.1% 0.0% 12.4% 0.0% 0.0% 0.0% 0.2% 27.4% 0.5% 100% 71.9%

Total Permanent 53.2% 0.3% 0.2% 11.1% 0.2% 0.1% 2.4% 7.2% 25.0% 0.3% 100% 67.5%

Non-Permanent Employees 32.5% 0.0% 0.0% 42.9% 1.3% 0.0% 10.4% 7.8% 5.2% 0.0% 100% 87.0%

GRAND TOTAL 53.0% 0.3% 0.2% 11.3% 0.2% 0.1% 2.4% 7.2% 24.9% 0.3% 100% 67.6%


TABLE 2.3.1F: TOTAL WEST WITS EXCLUDING CORPORATE OFFICE - 2014 ACTUAL AGAINST TARGETS AS PER TABLE 2.17H IN THE SLP

Occupational Levels


Total Actual % HDSA A C I A C I W W Male Female

Senior Management 25.9% 5.6% 7.4% 1.9% 0.0% 0.0% 1.9% 57.4% 0.0% 0.0% 100% 42.6%

Prof.qual. - Mid Mgmt. 22.7% 2.6% 3.0% 9.3% 1.1% 0.7% 13.0% 47.6% 0.0% 0.0% 100% 52.4%

Skilled Technical 40.5% 1.0% 0.3% 9.8% 0.4% 0.1% 7.6% 32.1% 8.2% 0.1% 100% 59.7%

Semi-skilled 53.8% 0.1% 0.0% 9.5% 0.1% 0.0% 1.6% 1.0% 33.9% 0.0% 100% 65.0%

U/skilled & Def. Dec. making 59.4% 0.1% 0.0% 12.4% 0.0% 0.0% 0.0% 0.2% 27.4% 0.5% 100% 71.9%

Total Permanent 53.8% 0.3% 0.1% 11.1% 0.1% 0.0% 2.0% 6.8% 25.4% 0.3% 100% 67.5%


GRAND TOTAL 53.7% 0.3% 0.1% 11.3% 0.1% 0.0% 2.0% 6.8% 25.3% 0.3% 100% 67.6%

The SA Region workforce profile has declined in the last quarter of 2014. The Voluntary Severance Package process was initiated as well as a restructuring process at management level as an operational requirement. However, the Region has taken cognisance of the transformation commitments during this process, and progressed positively in meeting the Mining Charter targets. The Region has achieved the annual Mining Charter targets and plans are in place to maintain and improve the positive status beyond 2014. The company acknowledges the need for constant positive HDSA movements at Senior and Middle Management levels. The Region continues to explore opportunities internally and externally to advance HDSA representation at all levels taking into consideration the national EAP demographics of the country. Business Units in the West Wits operations have accordingly put in place EE Plans with set targets which aim to address the obligations as contained in the Amended Mining Charter. Business Units` actual achievements are enclosed in this report. The West Wits operations have been able to achieve positive trends in advancing equitable representation in the management structures as well as gender representation as can be seen in the graph below with respect to progression of HDSA in management occupational levels, core and critical skills, and female representation since the year 2010 - 2014.


Graph 1: Progress HDSA representation from 2010 –2014

The above graph gives an indication that West Wits operations are making positive progress towards achievements of its transformation commitments. The West Wits operations have achieved the annual 2014 Mining Charter HDSA targets at Senior Management by achieving 40% and exceeded the targets by achieving 42.9% at Top Management , 53.6% at Middle Management, 60.8% at Junior Management and 54.1% at Core and Critical Skills. Even though these achievements have been positive and significant in compliance with the Mining Charter obligations, the concern remains at Senior Management and the company realises that there is a need to increase HDSA percentage achievements at this level and further maintain the positive achievements already in place in other areas in order to positively progress towards equitable representation in accordance with the EAP demographics of the country. West Wits operations adheres to the Chamber of Mines (COM) guidelines, which advises that, to comply with “representative of demographics” white women should only be accounted for a maximum of 6% contribution to the HDSA population. Applying this guideline, the following graph depicts a comparison between the total percentage of HDSA representation per occupational level for West Wits operation and the percentage HDSA representation when white females are calculated at maximum 6%.

Top Management Senior ManagementMiddle

ManagementJunior Management % Core Skills % Females

2010 25.0% 25.0% 39.2% 52.5% 49.4% 12.0%

2011 40.0% 29.2% 47.6% 56.8% 51.5% 12.6%

2012 40.0% 32.4% 53.4% 58.7% 52.7% 14.0%

2013 37.5% 34.7% 50.7% 60.1% 53.2% 13.6%

2014 42.9% 40.0% 53.6% 60.8% 54.1% 14.1%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%%

HD

SA

WW % HDSA Progress: 2010 - 2014


Graph 2: HDSA representation with white females calculated at maximum 6%

2.3.2 Core and Critical Skills The targets as set in the Amended Mining Charter for Core and Critical skills are as follows: 15% by end of 2010 20% by end 2011 30% by end 2012 35% by end 2013; and 40% by end 2014. For the purpose of this submission, core and critical skills are defined as occupations within the Mining, Engineering, MRM and Metallurgy disciplines. The company’s skills development and employment equity strategies are aimed at achieving a demographically representative workforce. To this end, the company’s strategy in this regard is guided by the provisions of the Skills Development and Employment Equity Acts in terms of both planning and reporting, including with respect to “Core and Critical skills”. Through the company’s participation and collaboration with (i) the Mining Qualification Authority, (ii) compliance with its obligations pertaining

40.0%

53.6%

60.8%

54.1%

14.1%

40.0%

43.8%

58.1%

54.1%

14.1%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

Senior Management Middle Management Junior Management % Core Skills % Females

Actual % HDSA All % HDSA at Max 6% white females


to the Workplace Skills Plan and the Annual Training Report, (iii) conducting of skills audits (iv) initiatives to identify scarce and critical skills (through participation in the Sector Skills Plan and Scarce Skills initiatives) intensive attempts are made to improve the HDSA representation in all core and critical skills occupations which is still lagging due to the skills challenges faced by the industry in this respect. The human resources development interventions to address the abovementioned challenge include a variety of initiatives such as (i) Management Trainee Programmes, (ii) Bursary Schemes, (iii) Trainee Programmes, and Learnerships which is contained in the HRD section of this SLP Report. In reporting the identified hard to fill vacancies as we have reported on our Workplace Skills Plan submitted to the Mining Qualifications Authority (MQA), Form R in the annexures depicts critical and scarce skills for the period ending 2014. The following table reflects the status with respect to Core function for total West Wits operation as at 31 December 2014 .

TABLE. 2.3.2 A: TOTAL WEST WITS CORE FUNCTION AS AT 31 DECEMBER 2014


Total MC % HDSA Targets

WW % HDSA Actuals AFRICAN COLOURED INDIAN AFRICAN COLOURED INDIAN WHITE WHITE MALE FEMALE

Senior Management 8 1 0 0 0 0 1 18 0 0 28

40%

35.7%

Prof.qual. - Mid Mgmt. 38 2 3 10 0 1 11 80 0 0 145 44.8%

Skilled Technical 604 15 3 69 1 0 25 574 143 1 1 435 50.0%

Semi-skilled 1 529 2 0 72 0 0 2 22 1 125 0 2 752 58.3%

U/skilled & Def. Dec. making 3 677 6 0 682 1 0 1 11 1 683 28 6 089 71.7%

Total Permanent 5 856 26 6 833 2 1 40 705 2 951 29 10 449 64.7%

Non-Permanent Employees 0 0 0 0 0 0 0 0 0 0 0 0.0%

GRAND TOTAL 5 856 26 6 833 2 1 40 705 2 951 29 10 449 64.7%

TABLE. 2.3.2 B: TOTAL WEST WITS SUPPORT FUNCTION AS AT 31 DECEMBER 2014


Total MC % HDSA Targets

WW % HDSA Actuals AFRICAN COLOURED INDIAN AFRICAN COLOURED INDIAN WHITE WHITE MALE FEMALE

Senior Management 9 3 7 4 1 3 5 39 6 0 77

40%

41.6%

Prof.qual. - Mid Mgmt. 31 6 9 20 7 4 44 77 1 3 202 59.9%

Skilled Technical 199 6 2 137 11 6 151 57 18 0 587 87.2%

Semi-skilled 384 1 0 269 4 1 59 15 67 1 801 89.6%

U/skilled & Def. Dec. making 174 0 0 124 0 0 0 2 91 5 396 75.3%

Total Permanent 797 16 18 554 23 14 259 190 183 9 2 063 81.5%


GRAND TOTAL 822 16 18 587 24 14 267 196 187 9 2 140 81.7%


2.3.3 West Wits: Women in Mining workforce as at 31 December 2014 The West Wits operation commits to employing women, to achieve the targets as set in the Mining Charter and will continue to develop females. Therefore adhering to the guidelines with respect to Women in Mining as set in the Mining Charter by committing to 10% women representation in the total workforce. The approved employment equity plan for the West Wits operations includes women representation in the total workforce. The integration of women into the entire workforce and initiatives which are aimed at creating a conducive environment for women is firmly embedded in the West Wits operations. The West Wits Operation has progressed significantly towards achieving the 10% target women in mining as set by the Mining Charter by exceeding the target in achieving 14% as at the end of December 2014. Notwithstanding the fact that the mining environment remains challenging for women, the West Wits Operations has adopted a variety of initiatives to support the integration of women such as (i) change houses for women, (ii) promoting an environment free from sexual harassment, (iii) private and secure ablution facilities underground and (iv) working with industry to address issues of protective clothing for women. The following tables reflect the total numbers with respect to Women in Mining in the West Wits operations as at 31 December 2014.

TABLE I: WEST WITS: WOMEN IN MINING

Occ. Levels Female

Total Local

Foreign National Grand Total

% WIM incl. Conventional functions

A C I W Female

Senior Management 4 1 3 6 14 0 14

14 % of women against the total

permanent workforce of 12512

Prof.qual. - Mid Mngmnt. 30 7 5 55 97 3 100

Skilled Technical 206 12 6 176 400 1 401

Semi-skilled 341 4 1 61 407 1 408

U/skilled & Def. dec. making 806 1 0 1 808 33 841

Total Permanent 1 387 25 15 299 1 726 38 1 764

Non-Permanent Employees 33 1 0 8 42 0 42

GRAND TOTAL 1 420 26 15 307 1768 38 1 806


The following table reflects the total numbers with respect to Women in mining in the core function at West Wits operations as at 31 December 2014.

TABLE 2.3.3.B: WEST WITS: WOMEN IN MINING - CORE FUNCTION

Occ. Levels Female

Total Local


% WIM core function only

A C I W Female


7.2% of women in core function

against the total workforce of

12512

Prof.qual. - Mid Mgmt. 10 0 1 11 22 0 22


Semi-skilled 72 0 0 2 74 0 74


Total Permanent 833 2 1 40 876 29 905


GRAND TOTAL 833 2 1 40 876 29 905

The following table reflects the total numbers with respect to Women in Mining in the support functions at West Wits operations as at 31 December 2014.

TABLE 2.3.3.C: WEST WITS: WOMEN IN MINING - SUPPORT FUNCTION

Occ. Levels Female

Total Local


% WIM support function only

A C I W Female


6.8% of women in core function

against the total workforce of

12512

Prof.qual. - Mid Mgmt. 20 7 4 44 75 3 78


Semi-skilled 269 4 1 59 333 1 334


Total Permanent 554 23 14 259 850 9 859


GRAND TOTAL 587 24 14 267 892 9 901

The company’s Employment Equity strategy with respect to Women in Mining is to accord women an equal opportunity to be employed in all occupations, depending on their ability to match the inherent requirements of job as per the Employment Equity guidelines. Further steps have been put in place to further support integrating women


in the workplace. Section 19 Audit as conducted in terms of the Employment Equity Act are used to identify the barriers that prevents women from advancing their careers in the company and to develop affirmative action measures, aimed at assisting women to achieve their career goals within the company. These audits are an important barometer to ascertain and identify barriers to employment equity and supports robust implementation of affirmative action measures. Going forward the company will from time to time carry out Section 19 Audit as required by the Employment Equity Act. These audits are an important barometer to ascertain and identify barriers to employment equity and supports robust implementation of affirmative action measures.

2.3.4 West Wits business units’ progress Business Units in the West Wits operations have accordingly put in place EE Plans with set targets which aim to address the obligations as contained in the Amended Mining Charter. The following tables below reflect the percentage targets and the achievements of the Business Units within West Wits operations as at the end of December of 2013. The status report herein, forms part of the Form S as required to be reported in the Mining Charter.

Number of employees (NOTE: Place an employee in the category that best resembles his/her job. Do not double count)

Category African Coloured Indian White Subtotals

(A)

White Grand totals (B) Male Female Male Female Male Female Female Male

Top management 1 0 0 0 0 1 1 3 2 5

Senior management 17 4 4 1 7 3 6 42 57 99

Middle Management 69 30 8 7 12 5 55 186 157 343

Junior Management 803 206 21 12 5 6 176 1 229 631 1 860

Core & Critical Skills (1) 5 206 754 8 1 0 0 3 5 972 33 6 005

Total of the above 6 096 994 41 21 24 15 241 7 432 880 8 312 (1) These are skills necessary and inextricably linked to day-to-day operations OR skills that enhance the performance of an operation and are in scarce supply. This could include artisans, engineers including rock engineers, professionals (i.e. recognized by a professional body), specialists (e.g. surveyor, safety, geologist, metallurgist, winding engine driver, environmental, etc.), technologists, technicians, and persons with mining specific qualifications or licenses.

Percentage HDSAs at different levels

Subtotals as in table above (A)

Grand totals as in table above (B)

A as percentage of B

Target Points (office use only)

2010 2011 2012 2013 2014 Maximum Awarded (2)

Top management 3 5 60.00 20% 25% 30% 35% 40% 3 Senior management 42 99 42.42 20% 25% 30% 35% 40% 4 Middle Management 186 343 54.23 30% 35% 40% 40% 40% 3 Junior Management 1 229 1 860 66.08 40% 40% 40% 40% 40% 1 Core and Critical Skills 5 972 6 005 99.45 15% 20% 30% 35% 40% 5 TOTAL 7 432 8 312 89.41 16 0


SECTION 3: COMMUNITY DEVELOPMENT Mining Charter: Section 2.6 of the amended 2010 BROAD-BASED SOCIO-ECONOMIC EMPOWERMENT CHARTER FOR THE SOUTH AFRICAN MINING AND MINERALS INDUSTRY which states as follows: “Mine communities form an integral part of mining development, there has to be meaningful contribution towards community deve lopment, both in terms of size and impact, in keeping with the principles of the social license to operate. Stakeholders must adhere to the following: Consistent with international best practices in terms of rules of engagement and guidelines, mining companies must invest in ethnographic community consultative and

collaborative processes prior to the implementation/development of mining projects; Mining companies must conduct an assessment to determine the developmental needs in collaboration with mining communities and identify projects within the needs

analysis for their contribution to community development in line with Integrated Development Plans (IDPs), the cost of which should be proportionate to the size of investment.”

The Mining Charter scorecard requirements are indicated below along with the WW compliance to date:

SCORECARD FOR THE BROAD-BASED SOCIO-ECONOMIC EMPOWERMENT CHARTER FOR THE SOUTH AFRICAN MINING INDUSTRY- AGA : WEST WITS

ELEMENT DESCRIPTION MEASURE COMPLIANCE TARGET BY 2014


2010 Actual 2011 Actual 2012 Actual 2013 2014

7 Mine community development

Conduct ethnographic community consultative and collaborative processes to delineate community needs analysis

Implement approved community projects in line with IDP's of local and major labour sending municipalities.

Up-to-date project implementation.

Projects were selected in the Host Communities and Labour sending areas which are listed and aligned with the IDPs.

Budget for LED, ED and Social projects were secured for 2012 leading up to 2014 for implementation. The future Forum was established.

Budget for LED, ED and Social projects were secured for 2012 leading up to 2014 for implementation. The future Forum was launched.

Implement of community projects in line with IDP's of local and major labour sending municipalities and as committed in company SLP.

REGULATION 46 (c) (iii) of the MPRDA requires that the contents of a social and labour plan must include: c) A local economic development programme which must include-

i. The social and economic background of the area in which the mine operates; ii. The key economic activities of the area in which the mine operates; iii. The impact that the mine would have in the local and sending communities; iv. The infrastructure and poverty eradication projects that the mine would support in line with the Integrated Development Plan of the area in which the mine

operates and the major sending areas; v. The measures to address the housing and living conditions of the mine employees


AngloGold Ashanti agreed on a strategic framework to facilitate and realize the company value that “Communities and Societies in which we operate will be better off for AngloGold Ashanti having been there.”

The main guidelines to the framework are: Focus on the optimum resolution of cross discipline projects / issues, based on best consulting practice underpinned by robust project management principles. Joint venture projects at scale, given agreed selection criteria, to ensure alignment with regulatory requirements as set out in the Mining Charter and related codes of

good practice. Align and incorporate the development strategies of stakeholders e.g. Spatial and Current Integrated development plans. Key principles when deciding on the nature of involvement in IDP, LED, ED and Infrastructure projects will be: Sustainable and be continued beyond the life of mine Meaningful and responsive to the prevailing socio-economic conditions Encourage the involvement and self-reliance of communities Realistic and feasible for AGA Collaboration between stakeholders and especially between peers.

3.1 Social and Economic Background Information of Host and Labour Sending Communities The company operations in the West Wits are located within Merafong local Municipality and our largest labour sending area is OR Tambo district municipality. The socio-economic information of Merafong and OR Tambo municipalities are summarised below respectively.

3.1.1 Merafong Municipality The West Wits operations are located near the town of Carletonville in the Gauteng Province. The municipal jurisdiction is Merafong. It is situated some 65 kilometres southwest of Johannesburg, straddling the provincial boundary with Gauteng. The N12 Corridor strategically runs through Merafong City as a main access route linking Gauteng and North West Provinces on the route to Cape Town. The Merafong municipality comprises of the following areas: Carletonville Fochville Wedela and Western portion of Gatsrand RC

3.1.2 Labour Sending Area: OR Tambo District Municipality The Eastern Cape represents one of AGA’s major labour Sending areas together with countries such as Lesotho and Mozambique. For the purpose of this SLP and the Mining Charter requirements, focus is on the Eastern Cape and in particular the OR Tambo District Municipality. This does not mean that the AGA only focuses in OR Tambo. The company supports/contributes to projects in many other parts of the Eastern Cape and Kwa Zulu Natal including labour sending areas in Lesotho, Mozambique and Swaziland. The socio-economic information of OR Tambo Municipalities are summarised below. For the South African operations the OR Tambo


District municipality is the largest labour sending communities. The OR Tambo district is located in the Eastern Cape; it covers 80 per cent of what used to be known as Transkei, and is comprises of seven local municipalities viz: King Sabatha Dalindyebo Local Municipality; Nyadeni Local Municipality; Port St John’s Local Municipality; Ngquza Hill Local Municipality; Mhlontlo Local Municipality and

3.2. Community Consultation and Involvement / Stakeholder Engagement In advancing the tracking progress and ensuring implementation and delivery of our SLP commitments the SA Region continued with the implementation of its Stakeholder and Communications strategies and initiatives. Below is a summary of the critical engagements and communication initiatives that took place during this reporting period in our host communities of Merafong City Local Municipality and OR Tambo District Municipality: Merafong Local Municipality: The company is committed to building multiple stakeholder relations that are mutually beneficial with all the Stakeholders. This is done to ensure that the company is aware of the actual community needs and co-designs solutions to address these through community development projects. To do this the company developed comprehensive Communication and Stakeholder Engagement Strategies which formed part of the company’s eight Sustainability executing strategies. Below is an account of the 2014 stakeholder engagement and consultations and some of the activities that were achieved due to structured stakeholder and community consultations and engagements. For the 2014 reporting period and for the execution of the 2010 to 2014 Social and Labour Plans the company formed formalised relationships with key stakeholders in Merafong City Local Municipality, the Department of Mineral Resources, the Department of Basic Education, the Department of Higher Education and Training, the AngloGold Ashanti Future Forum comprised of the National Union of Mine Workers, the Association of Mineworkers and Construction Union, Solidarity and the United Association of South Africa, the OR Tambo District Municipality, Departments of Education and Health in the Eastern Cape and the Gauteng Provinces. Based on this AGA’s approach is focused on ensuring that the company is able to:

Establish meaningful relationships with various community stakeholders

Consult and attend Integrated Development Plans Representative Forums which guides the formulation and development of Integrated Development Plans.

Contributed to the socio-economic development of host and labour sending communities.

Continually engaging the community and the relevant government structures For this reporting period and for the formation of the 2010 to 2014 Social and Labour Plans AngloGold Ashanti engaged in an open and transparent manner with stakeholders. The Company’s continued focus was in ensuring that engagements are formalised, recorded and regular. To enable this the company developed the following consultative forums to measure progress against the 2010 to 2014 Social and Labour Plans and to identify risks areas and collectively agreed upon risk we have established the following interventions to ensure that this happens:


AngloGold Ashanti has established a three-tier structure comprising a Mandating and Implementation Committees with the Merafong City Local Municipality and the OR Tambo District Municipality for projects that are being executed there provisioned for under the West Wits Operations. Structures have been formed to ensure that AngloGold Ashanti reports back on progress in terms of the implementation of Social and Labour Plan Projects in a Merafong City Local Municipality and in the OR Tambo District Municipalities, the company holds the following to drive this:

Mandating Committee Meetings that are headed by the Executive Mayor of Merafong City Local Municipality, attended by Members of the Mayoral Council and AngloGold Ashanti Senior Management.

The Implementation Committee Meetings discusses the project plans and implementation of the approved projects; these are made up of Senior Municipal Officials and Senior AngloGold Ashanti Managers.

For the period of 2015 to 2019 AngloGold Ashanti will continue to strengthen community relations by hosting Annual Community Briefings which will include other Stakeholders. This has proven during the execution of the 2010 to 2014 Social and Labour Plans to be very effective in terms of reporting project implementation progress and allowing the community to give the company feedback on projects. This feedback along with the Social and Labour Plan development engagement process have been used to inform the content and focus of the 2015 to 2019 Social and Labour Plans. The employment of Memoranda of Understanding entered into with stakeholders during the implementation of 2010 to 2014 Social and Labour Plans proved to be very effective. Likewise this will guide the implementation of the 2015 to 2019 Social and Labour Plan projects. Another effective communication vehicle that was utilised during the 2010 to 2014 Social and Labour Plan execution in terms of reporting back to stakeholders was the Community Sustainability Report, the company will continue to use this in the 2015 to 2019 Social and Labour Plan cycle to account and report back to its stakeholder constituencies. Lastly internal stakeholders comprised of Social and Labour Plan Champions and AngloGold Ashanti Future Forum comprised of the National Union of Mine Workers, the Association of Mineworkers and Construction Union, Solidarity and the United Association of South Africa and external stakeholders such as the communities of Merafong and OR Tambo, Merafong City Local Municipality, OR Tambo District Municipality, Non-Governmental Organisations and the Merafong Business Formations were engaged in the development of and during the delivery of the 2010 and 2014 Social and Labour Plan. The same approach has been applied with regards to the formulation and execution of the 2015 to 2019 Social and Labour Plan. The company elected to publish on the company website as part of its open communication and transparency policy, Social and Labour Plans, Social and Labour Plan Reports and Mining Charter Reports. The same is being applied for the 2015 to 2019 Social and Labour Plan Projects.


3.2.1 CONSULTATIONS AND ENGAGEMENTS IN THE MERAFONG CITY LOCAL MUNICIPALITY A. Merafong Local Municipality

• During this reporting period, AngloGold Ashanti engaged with the Department of Mineral Resources over the amendments to the Social and Labour Plans (SLPs). This was done prior to lodging the Section 102 for Projects in Merafong City Local Municipality and OR Tambo District Municipality as contained and provided for in the West Wits Operations SLPs.

• Following extensive consultations with Organised Labour made up of the National Union of Mine Workers, the Association of Mineworkers and Construction Union, Solidarity and United Association of South Africa, both the Merafong and OR Tambo Municipalities AGA lodged a Section 102 application for the amendment and replacement of some SLP projects contained in the 2010 to 2014 West Wits Operations SLPs.

• The Minister positively acceded to the requests for amendments and approved the proposed replaced placements in the West Wits SLP which also includes projects in the OR Tambo District Municipality.

• Subsequently the Region reverted back to the host community of Merafong City Local Municipality and the labour sending community of OR Tambo to discuss projects that will be delivered and executed in the two municipalities in the SLP cycle of 2015 to 2019 and those that will be concurrently delivered in 2015 to 2017 following the Ministerial for the Merafong and OR Tambo municipalities.

• To ensure good governance, exercise an oversight role and track progress towards the implementation of SLPs in Merafong City Local Municipality, the company held structured Mandating Committee and Implementation Committee Meetings with the Merafong City Local Municipality represented by the Executive Mayor of Merafong and her council.

• The West Wits Operations hosted the Department of Mineral Resources for an inspection on the West Wits Operations Social and Labour Plan. • In terms of the 2015 to 2019, the extended 2015 to 2017 SLPs AGA held initial engagements with the Merafong City Local Municipality represented by the Executive

Mayor to agree on the SLPs for the duration of 2015 to 2019 and to be give a detailed briefing on projects deferred for execution in 2015 to 2017. The company subsequently held a report back session and presented proposed projects for inclusion in the 2015 to 2019 West Wits Operations and OR Tambo SLPs, these were subsequently approved by the Merafong City Local Municipality in a Special sitting of the Mandating Committee Meeting where the Executive Mayor and Members of the Mayoral Committee were in attendance.

• The Senior Vice President held annual Community Briefings in Merafong City Local Municipality to give feedback on SLP projects delivered in Merafong and to also assess the impact that delivered project is making the host communities residing in Merafong.

• As part of the company’s approach to co-designing community projects the Senior Vice President held two meetings with the Merafong Community to discuss projects that will be included in the 2015 to 2019 SLPs and those that have been deferred to 2015 to 2017 which were initially provided for and committed in the 2010 to 2014 West Wits Operations.

• The Chief Operations Officer hosted the annual 2014 Community Briefing in Merafong City Local Municipality where he provided feedback on the company performance and socio-economic interventions delivered and challenges on the implementation of some. This consultative and engagement platform also offered AGA an opportunity to get feedback from the host communities of Merafong on progress made towards SLP project implementation.

• AGA held an initial and one subsequent meeting with the Presidency to explore collaborative interventions to addressing housing needs in the Matlosana and Merafong Area. It was agreed with the Presidency that there is a need in light of the Mining Town Revitalisation project entailed in the Presidential Special Package Project that the company, its peers and the Government partner in responding to housing needs in Matlosana and Merafong. The Presidency presented the Presidential Special Package and Mining Town Revitalisations plans to a special setting attended by the Executive Mayor of Merafong, AngloGold Ashanti, council members and the Presidency. A subsequent meeting was held with the Presidency at the Union Buildings to agree on a collaborative approach to dealing with the issue of Human Settlement, ongoing engagements will commence throughout 2015.

• The Company met with the Department of Mineral Resources in Gauteng to discuss close-out reports for the 2010 to 2014 Social and Labour Plans for the West Wits Operations which also includes the OR Tambo Municipality located projects provisioned under this SLP.

• The Company hosted the Department of Mineral Resources during a West Wits Operations SLP inspection.


• The Company joined by the Officials from the Department of Mineral Resources went on fact finding and best practice learning mission at the SEDA Ekurhuleni Base Metals Incubation Programme sponsored by Impala and Exxarro in preparation for the company supported Enterprise Development Centres to be established in Merafong and OR Tambo Municipalities as committed in the 2010 to 2014 SLPs.

• Extensive consultations with the Job’s Fund yielded positive dividends with AGA officially signing a Memorandum of Understanding with the Job’s Fund for the execution of the Enterprise Development Centres in Matlosana, Merafong and OR Tambo Municipalities.

• Through a collaborative partnership the then Minister of Mineral Resources, Ms Susan Shabangu, the Minister of Basic Education Ms Angie Motshekga, Executive Mayor of Merafong Councillor Maphefo Mogale-Letsie launched additional classrooms at Retlile Primary School in Kokosi, a Computer Centre at Tswasongu Secondary School in Khutsong, a Science Laboratory at Tsitsiboga Primary School and a library at Mbulelo Primary School. AGA was joined by its implementing partners the AGA Future Forum and the District Department of Education in Gauteng.

• Stakeholder collaborative efforts to eradicate and combat TB and manage HIV/AIDS saw AGA partnering with the Department of Health, with Minister Aaron Motsoaledi, Deputy President Kgalema Motlanthe, AGA’s Chief Operating Officer Mike O’Hare and Executive Vice President David Noko, Sibanye and Goldfields leading a community dialogue session. AGA shared its best practices in the Management of TB with the Community of Kokosi in Fochville.

• Due to the work delivered by AGA in terms of school infrastructure within budget, Further Education and Training Collage workshop upgrades and the company’s integrated holistic approach to education informed by the National Education Collaboration Trust’s pillars, the Company was during the reporting period invited to be part of the Board of the Mining Qualification Authority and appointed by the Deputy Minister Manana to serve on the Orbit Technical and Vocational Education and Training College Council.

• A site for the establishment of the Merafong City Local Municipality Enterprise Development Centre has been identified for development in 2015. • The Company participated at the 2014 Mining Lekgotla where community development work delivered by the company was showcased and profiled through an

exhibition, video message and through the distribution of the 2013 to 2014 Community Sustainability Report. • As a result of consultations and working closely with the Merafong Municipality, AGA, once again partnered with the Merafong Local Municipality and awarded

three schools in the Merafong Local Municipality financial assistance to the tune of R60 000 worth of educational equipment to Carleton Jones High School for the top performing school, Hoërskool Fochville for producing a top learner and Wedela Technical High School for excellent performance by a historically disadvantaged school. Juanita Botha from Hoërskool Fochville, proudly our own employer’s daughter, was awarded a full bursary to pursue her Chartered Accounting studies at the University of North-West’s Potchefstroom Campus. Kagisho Tlhabano, 2014 Head Boy at Carleton Jones High School was also awarded a full bursary to study BSc Degree in Mechanical Engineering at the University of Pretoria.

• Through a working and established partnership with the Department of Mineral Resources, the Merafong City Local Municipality and the Future Forum AGA delivered a number of Nelson Mandela International Day Projects. Previous community consultations which resulted in old Wedela community requesting an Old Age Home produced pleasing results, the Chairman of AngloGold Ashanti, Mr Sipho Pityana, the Chief Operating Officer, Mr Mike O’Hare, the Executive Mayor of Merafong and AGA’s future forum joined by the Department of Mineral Resources in Gauteng conducted a sod turning ceremony to make way for the building of the Wedela Old Age Home, this our contribution to the 2014 Nelson Mandela International Day. AGA’s other key stakeholders joined AGA at Goitsi-Modimo Home for the Disabled where the centre was renovated, a food garden was planted and the Department of Education in Gauteng was on site offering remedial rehabilitation to the disabled children a brain stimulation exercise through toys by the Department benefited the children. In response to community requests that emerged during the 2014 consultations and engagements the SAVF Legae for the Aged and Addicted to Life in Merafong were also renovated as part of the 2014 Nelson Mandela International Day contribution in Merafong.

B. OR Tambo District Municipality:

• During the reporting period Mandating Committee and Implementation Committee Meetings to discuss, measure progress and address challenges with regards to

the implementation of the 2010 to 2014 SLP projects were held at the OR Tambo District Municipality, the Senior Vice President Sustainability joined by his management team co-chaired these meeting with thee Executive Mayor of OR Tambo District Municipality. In addition to these a Special Mandating Committee


Meeting was held to discuss the formulation of the 2015 to 2019 Social and Labour Plans in OR Tambo District Municipality and the finalisation and endorsement of the projects.

• AGA conducted a workshop with the newly appointed Executive Mayor of OR Tambo and her Executive to bring them up to speed with the 2010 to 2014 SLPs that the company has delivered and will continue to deliver in the Municipality. This was also to reiterate what is entailed in the Memoranda of Understanding and in strengthening the implementing partner relationship.

• A total of two Community Briefings were held by the company to update communities in OR Tambo on progress made towards the execution of the SLP projects in the area. The second meeting was held to allow key stakeholders in the area to participate in the formulation of the 2015 to 2019 SLPs and to also inform beneficiary communities on the 2010 to 2014 SLP Projects which will be rolled over to 2015 to 2017 and the implication on the budget.

• The company engaged with the OR District Municipality to agree on replacement projects that formed the company’s Section 102 appl ications to the Department of Mineral Resources, consensus was reached on these projects which were subsequently included for approval by the Department.

• In terms of the 2015 to 2019, the extended 2015 to 2017 SLPs AGA held initial engagements with the OR Tambo Municipalities represented by the Executive Mayor and council to agree on the SLPs for the duration of 2015 to 2019 and to be give a detailed briefing on projects deferred for execution in 2015 to 2017. The company subsequently held a report back session and presented proposed projects for inclusion in the 2015 to 2019 West Wits Operations SLPs which provides for OR Tambo SLPs, these were subsequently approved and endorsed by the OR Tambo District Municipality.

• Subsequently the Region reverted back to the labour sending community of OR Tambo to discuss projects that will be delivered and executed in OR Tambo during the SLP cycle of 2015 to 2019 and those that will be concurrently delivered in 2015 to 2017 following the Ministerial approval of West Wits Operation’s Section 102 projects.

• AGA maiden engagements with Organised Labour to agree on the focus and approach to the formulation of the West Wits Operations which makes provision for the labour sending areas SLPs.

• Once consultations with the OR Tambo District Municipality were concluded the company re-engaged Organised Labour in a feedback session that shared projects that will be executed in the 2015 to 2019 SLP cycle and those that have been deferred to 2015 to 2017. Consensus was obtained on the presented projects prior to them being submitted to the DMR for consideration.

• The then Minister of Mineral Resources, Ms Susan Shabangu launched and handed over a Science Laboratory at Goso Forest Junior Secondary School in Lusikisiki to Minister Angie Motshekga and the community of Goso. Following community, it can be reported that the Science Laboratory launched in 2014 will not only benefit the Goso School learners but other local schools. AGA Future Forum was also in attendance to witness this hand-over which came as a result of community and key stakeholder consultative process which informed the 2010 to 2014 SLPs for West Wits Operations and for the OR Tambo District Municipality based projects.

• The Company met with the King of the AmaMpondo to pursue collaborations in delivering agricultural projects in the AmaMpondo Kingdom and establish the areas of needs and focus in the agricultural sphere.

• Preparations for a site to host the OR Tambo District Municipality Enterprise Development Centre were identified for development and to be operational in Quarter 2 of 2015.

• As a result of consultations with the OR Tambo Municipality and, AGA partnered with the Eastern Cape Office of the Premier and Department of Education and awarded three schools in the OR Tambo District Municipality financial assistance to the tune of R60 000 worth of educational equipment to St Patrick’s Senior Secondary School for top performing school, St John’s Collage for producing a top learner while Joubert Ludidi Senior Secondary School, was rewarded for its top performance under the category of historically disadvantaged school. Afika Hlomla, a participant also of the AngloGold Ashanti sponsored Star Schools Maths and Science Programme, was awarded a full bursary to pursue a degree in BSc Degree in Mining at the University of Witwatersrand. Two students arising from the AmaMpondo region in OR Tambo where AGA is going to be establishing an Agricultural project to the tune of R6 million rand were awarded with bursaries to study Agriculture at the University of Fort Hare. The objective of this is for them to come and support the project once they have completed their studies.

• In partnership with the Department of Mineral Resources, the OR Tambo District Municipality and the Future Forum AGA and as its contribution to the Nelson Mandela International Day Projects, AGA renovated the Temba Community Development Centre which caters for the vulnerable and those affected by HIV/AIDS.


3.3 Community Development As part of the review of the SLP, the company has now incorporated the LED projects that were managed from the corporate office into its SAR socio-economic development framework and have included such projects in this report.

3.3.1 LED Projects Table1: Original Social and Labour Plan 2010 – 2014. The following is a summary of the progress made against the projects as committed in the 2010-2014 SLP as revised and re-submitted to the DMR.

Project Name: Project Objectives 2012-2014: Total Budget

Actual Expenditure

Socio-economic impact of the project

Jobs created

Beneficiaries Milestones achieved in 2014

LED 1: Urban Planning & Formalization of Non-Urban AGA Land and Property Holdings

Prefeasibility study was concluded in 2014 and indicated that the project will require over R200m to upgrade the Mine Village infrastructure to the Municipal standards against the allocated budget of R14m. In December 2013 an application in terms of MPRDA Regulation 44/ Section 102 was lodged with the DMR to allocate the budget for this project into the company’s Home Ownership extending into the 2015-2019 SLP period. Details on this project appear on Table 2: Amended 2010 – 2014 Social and Labour Plan LED 1 below.

LED 2: Waste Management

Collaborative project between AGA, Sibanye Gold and Harmony in partnership with Merafong City: To enable a local cooperative to start a business and create employment opportunities for the local community with the intention to address youth unemployment and create

R3.0m R2.5m Youth job creation Reduction of waste Cleaner, healthier environment.

23 Merafong City community

Steering Committee continues to manage project New waste collection truck purchased The project is producing over 100 tons of recycled waste per month. The project has started a compost plant and selling to local market. Project was pre-launched September 2013, awaiting Ministerial launch.



Actual Expenditure


Jobs created


environmental awareness through waste management and recycling. To hand over the project to the local Municipality after the three year implementation period (2012 – 2015) as the waste management competency resides with them.

LED 3: Sub-Acute Hospital – Carletonville. In agreement with Department of Health (MOU signed). The hospital was identified by AGA in partnership with the Merafong City

To complement Government initiatives on health infrastructure roll-out. To provide post – acute facility for patients, whose discharge may require either a complex community care package, a short period of recovery or transfer to another facility such as a home base care Centre, thus resulting in the efficient use of acute hospital beds.

R2.5m R2.4m More bed space was created both for adults and paediatrics. Recreational centre for children was established Local based entrepreneur s were contracted to undertake this project. The employees were sourced from the surrounding areas. During the construction phase locals were exposed to various trade skills. There is a possibility of the building contractor being upscaled to a higher CIDB grading.

40 The community of Merafong City

Project was completed and launched on the 14 June 2013 by the Deputy Minister of Mineral Resources, Mr Godfrey Oliphant, the Minister of Health, Dr Aaron Motsoaledi, , and South African Region Chief Operating Officer Mr. Mike O’ Hare.



Actual Expenditure


Jobs created


LED 4: Business Development Park (Merafong)

This project is approved in terms of Section 102 Application to be implemented over the next three years (2015 – 2017). Details on this project appear on Table 2: Amended 2010 – 2014 Social and Labour Plan – LED 2 below.

LED 5: Community Parks (ORT)

The 2010-2014 SLP was approved by DMR on the 27 August 2013. It was discovered in Quarter 2 2013 the land earmarked for this project zoned for a park by the Municipality. In consultation with the ORTDM the parties agreed to reallocate the budget towards the Lutshaya Community Centre. In December 2013 an application in terms of MPRDA Regulation 44/ Section 102 was lodged with the DMR to reallocate the fund to the Lutshaya Community Centre in ORTDM at Port St Johns. Details on this project appear on Table 2: Amended 2010 – 2014 Social and Labour Plan –LED 9 below.

LED 6: Schools Laboratories (ORT)

Compliment Government in its plans to improve teaching conditions and create an environment that is conducive to producing better results.

R3.0m R2.9m 34 2063 An MOU between AGA, ORTDM, District and Eastern Cape Provincial Department of Basic Education was entered into to build two new Science laboratories. The total budget for this project is R3m (R1.5m per school) – R1m per year over a period of 3 years.

6.1 Goso Forest Science Laboratory – Lusikisiki

To enhance learners’ scientific skills. To nurture the science talent of young learners from the primary level so that they can be acquainted and competent in the science world. To assist government in building the necessary infrastructure needed in the community. In agreement with Department of Basic

R1.5m R1.4m The Science Laboratory will assist the teachers to use scientific equipment and train the learners in conducting experiments and practical’s. This will enable a good strong foundation and create interest in science and technology. This should ultimately lead to improved results in Physical Science and Life Sciences in Matric and at tertiary levels at later stages. A local based entrepreneur

19 On average 949 learners will benefit on an annual basis.

Project was launched on the 25th September 2013 by the then Minister of Mineral Resources Ms. Susan Shabangu, Minister of Basic Education Mrs Angie Motshekga and South African Region Chief Operating Officer Mr. Mike O’ Hare.



Actual Expenditure


Jobs created


Education an MOU was signed. The school was identified from the Eastern Cape Department of Basic Education Priority List

was contracted to undertake this project. The employees were sourced from the surrounding areas. During the construction phase locals were exposed to various trade skills. There is a possibility of the contractor being upscaled to a higher CIDB grading.

Dudumayo Senior Secondary School- Science Laboratory – Mqanduli

To enhance learners’ scientific skills. To nurture the science talent of young learners from the primary level so that they can be acquainted and competent in the science world. To complement government in building the necessary infrastructure needed in the community. In agreement with Department of Basic Education an MOU was signed. The school was identified from the Eastern Cape Department of Basic Education Priority List

R1.5m R1.5m The Science Laboratory will assist the teachers to use scientific equipment and train the learners in conducting experiments and practical’s. This will enable a good strong foundation and create interest in science and technology. This should ultimately lead to improved results in Physical Science and Life Sciences in Matric and at tertiary levels at later stages. A local based entrepreneur was contracted to undertake this project. The employees were sourced from the surrounding areas. During the construction phase locals were exposed to various trade skills. There is a possibility of the contractor being upscaled to a higher CIDB grading.


100% completed. Awaiting Ministerial launch



Actual Expenditure


Jobs created


LED7: Live Stock Development (ORT) All four projects were sourced from ORT District Municipality IDP document (see detail below)

To offset a viable and sustainable programme that would assist farmers to earn a living from their livestock. To assist emerging farmers realize an optimum income from a readily valuable resource that is of low economic value at this stage.

R1.0m R1.4m Job creation, poverty alleviation, food security, training and mentoring of small farmers to become viable SMME’s.

1. 40 2. 56 All four projects were completed in 2013.

7.1 Ngcengane Shearing Shed – Mthatha

To upgrade the Shearing Shed by: Painting the building inside and outside, installing gutters, down pipes and water tank. Upgrading electrical and water reticulation Construction of a dipping tank, ablution facilities and separate camps for sheep Purchasing of wool pressing machine, sorting trays and benches Purchasing of 26 rams to introduce superior breeding stock, and electric shearing machine.

R257k R390k Job creation, poverty alleviation, food security, training and mentoring of small farmers to become viable SMME’s.

3. 12 4. 30 Shed upgrading completed Rams and shearing machine purchased. The project sells its wool to the international market via BKB Corporate.



Actual Expenditure


Jobs created


7.2 Ifa Lethu Cattle Farming – Lusikisiki

To assist a group of women in Lambase village to kick start a small scale cattle farm


5. 10 6. 5 Perimeter fence completed Fifteen heifers and one bull purchased

7.3 Siyabulela Piggery – Libode

To upgrade the existing pig pens. To extend water reticulation to the pens and purchase boars and sows.


7. 8 8. 13 Structure upgrade is completed New stock has been purchased

9.

7.4 Sakhisizwe Piggery – Ngqeleni

To upgrade the existing pig pens. To drill a new bore hole and purchase boars and sows


10 8 Structure upgrade is completed New stock has been purchased and new bore hole completed.

LED 8: Waste Minimization (ORT)

To complement the Municipality in waste Minimisation by purchasing two Waste removal trucks.

R2.0m R0.02m To be deter-mined

Community of OR Tambo District

Purchased order for two waste collection trucks has been placed.



Actual Expenditure


Jobs created


LED 9: Schools and Educational Facilitates: (West Wits)

R10 m R9.9m 148 6079 An MOU between AGA, Merafong Local Municipality, District and Gauteng Provincial Department of Basic Education were entered into provide school infrastructure. The total budget for this project is R10m – R1.2m for Wedela Technical High School and; R1.3m for Tsitsiboga, Greenspark, Hlanganani and Mbulelo Primary Schools respectively; R1.4m for Xhobani Primary School; and R2.2m for Retlile Primary School over a period of 3 years.

9.1 Wedela Technical High – Science and Computer Laboratories and Major Renovations at Wedela.

To enhance learners’ scientific skills. To nurture the science talent of young learners from the primary level so that they can be acquainted and competent in the science world. To assist government in building the necessary infrastructure needed in the community. To help learners and teachers to access information effectively and efficiently Educate and assist learners and teachers through the effective use of Information Technology Resources

R1 .1m R1.2m The Science Laboratory will assist the teachers to use science equipment and train the learners in conducting experiments and practical’s. This will enable a good strong foundation and interest in science and technology. This should ultimately lead to improved results in Physical Science and Life Sciences in Matric and at tertiary levels at later stages. Information , Communication and Technology (ICT )skills of learners and teachers Will prepare learners to be functional literate on ICT. On average 1058 learners will access the ICT Centre annually and beyond the Life

25 On average 1 300 learners will benefit on an annual basis

Project was launched on the 14 June 2013 by the Deputy Minister of Mineral Resources, Mr Godfrey Oliphant, Gauteng MEC of Basic Education Ms Barbara Creecy and South African Region Chief Operating Officer Mr. Mike O’ Hare.



Actual Expenditure


Jobs created


Complement Government to provide easy access to learning via web pages and online resources To help students find answers to questions, whether posed in the classroom or based on personal interests. In agreement with Department of Basic Education an MOU was signed. The school was identified from the Gauteng Department of Basic Education Priority List.

of Mine. A local based entrepreneur was contracted to undertake this project. The employees were sourced from the surrounding areas. During the construction phase locals were exposed to various trade skills. There is a possibility of the contractor being up scaled to a higher CIDB grading.

9.2 Tsitsiboga Primary School- Science Laboratory – Khutsong.

To enhance learners’ scientific skills. To nurture the science talent of young learners from the primary level so that they can be acquainted and competent in the science world. To assist government in building the necessary infrastructure needed in the community. This will lead to improved results in

R1.4m R1.1m The Science Laboratory will assist the teachers to use science equipment and train the learners in conducting experiments and practical’s. This will enable a good strong foundation and create interest in science and technology. This should ultimately lead to improved results in Physical Science and Life Sciences in Matric and at tertiary levels at later stages. A local based entrepreneur

28 On average 1 014 learners will benefit on an annual basis.

100% completed. Project was launched on the 25th April 2014 by the then Minister of Mineral Resources Ms. Susan Shabangu and South African Region Chief Operating Officer Mr. Mike O’ Hare.



Actual Expenditure


Jobs created


Physical Science and Life Sciences in Matric and at tertiary levels at later stages. In agreement with Department of Basic Education an MOU was signed. The school was identified from the Gauteng Department of Basic Education Priority List.

was contracted to undertake this project. The employees were sourced from the surrounding areas. During the construction phase locals were exposed to various trade skills. There is a possibility of the contractor being up scaled to a higher CIDB grading.

9.3 Mbulelo Primary School – Library Khutsong.

To expose learners to materials which reflect the rich diversity of our world. To promote awareness and use of resources available in the library, both print and electronic. To help leaners find answers to questions, whether posed in the classroom or based on personal interests. To promote the learners enjoyment of and commitment to reading. To encourage an appreciation of the valuable resources

R1.3m R1.4m Will prepare learners to be functional literate. Ensure reading and learning at an early age, also capacitate learners with information to become more informed. A local based entrepreneur has been contracted to undertake this project. The employees will be sourced from the surrounding areas. During the construction phase locals will be exposed to various trade skills. There is a possibility of the contractor being upscaled to a higher CIDB grading.





Actual Expenditure


Jobs created


available in libraries. In agreement with Department of Basic Education an MOU was signed. The school was identified from the Gauteng Department of Basic Education Priority List.

9.4 Retlile Primary School – 5 Classrooms Kokosi.

To reduce overcrowding To improve teacher – learner ratio Contribute to the better quality of education and thereby contributing towards the achievement of Government Priority Goals as outlined in the National Development Plan. Complement government in its plans to improve teaching conditions and create an environment that is conducive to producing better results and learners. In agreement with Department of Basic Education an MOU was signed. The school

R2.2m

R2.1m The migration of people to urban areas makes it difficult for urban schools to cope with the increasing number of learners. A local based entrepreneur has been contracted to undertake this project. The employees were sourced from the surrounding areas. During the construction phase locals were exposed to various trade skills. There is a possibility of the contractor being upscaled to a higher CIDB grading.

16 On average 1 369 learners will benefit on an annual basis.




Actual Expenditure


Jobs created


was identified from the Gauteng Department of Basic Education Priority List.

9.5 Hlanganani Primary School- Science Laboratory Khutsong.

To enhance learners’ scientific skills. To nurture the science talent of young learners from the primary level so that they can be acquainted and competent in the science world. To assist government in building the necessary infrastructure needed in the community. This will lead to improved results in Physical Science and Life Sciences in Matric and at tertiary levels at later stages. In agreement with Department of Basic Education an MOU was signed. The school was identified from the Gauteng Department of Basic Education Priority List.

R1.3m R1.2m The Science Laboratory will assist the teachers to use science equipment and train the learners in conducting experiments and practical’s. This will enable a good strong foundation and interest in science and technology. This should ultimately lead to improved results in Physical Science and Life Sciences in Matric and at tertiary levels at later stages. A local based entrepreneur was contracted to undertake this project. The employees were sourced from the surrounding areas. During the construction phase locals were exposed to various trade skills. There is a possibility of the contractor being up scaled to a higher CIDB grading.

23 On average 1024 learners will benefit on an annual basis




Actual Expenditure


Jobs created


9.6 Greens Park Primary School- Science Laboratory Greenspark.

To enhance learners’ scientific skills. To nurture the science talent of young learners from the primary level so that they can be acquainted and competent in the science world. To assist government in building the necessary infrastructure needed in the community. This will lead to improved results in Physical Science and Life Sciences in Matric and at tertiary levels at later stages. In agreement with Department of Basic Education an MOU was signed. The school was identified from the Gauteng Department of Basic Education Priority List.

R1.3m R1.5m The Science Laboratory will assist the teachers to use science equipment and train the learners in conducting experiments and practical’s. This will enable a good strong foundation and interest in science and technology. This should ultimately lead to improved results in Physical Science and Life Sciences in Matric and at tertiary levels at later stages. A local based entrepreneur was contracted to undertake this project. The employees were sourced from the surrounding areas. During the construction phase locals were exposed to various trade skills. There is a possibility of the contractor being up scaled to a higher CIDB grading.





Actual Expenditure


Jobs created


9.7 Xhobani Primary School-Library Wedela.

To expose learners to materials which reflect the rich diversity of our world. To promote awareness and use of resources available in the library, both print and electronic. To help leaners find answers to questions, whether posed in the classroom or based on personal interests. To promote the learners enjoyment of and commitment to reading. To encourage an appreciation of the valuable resources available in libraries. In agreement with Department of Basic Education an MOU was signed. The school was identified from the Gauteng Department of Basic Education Priority List.

R1.4m R1.4m Will prepare learners to be functional literate. Ensure reading and learning at an early age, also capacitate learners with information to become more informed. A local based entrepreneur has been contracted to undertake this project. The employees will be sourced from the surrounding areas. During the construction phase locals will be exposed to various trade skills. There is a possibility of the contractor being up scaled to a higher CIDB grading.





Actual Expenditure


Jobs created


LED 10: Community Development Programme (ORT)

Consultation with OR Tambo District Municipality resulted in the parties agreeing to do away with this project and to redirect the budge to Lutshaya Community Centre. To this end, an application in terms of MPRDA Regulation 44/ Section 102 was lodged with the DMR In December 2013 to reallocate the fund to the Lutshaya Community Centre in ORTDM at Port St Johns as contained in the Vaal River Operations SLP. Details on this project appear on Table 2: Amended 2010 – 2014 Social and Labour Plan – LED 9.

LED11: Housing Development (Fochville / Egoli)

A service provider was appointed to commission the plans and drawings to determine the feasibility of this project. The plans for the conversion of 19 stands into Community Rental Units were completed and await approval by Management and the Municipality at the Mandating Committee in 2015. Details on this project appear on Table 2: Amended 2010 – 2014 Social and Labour Plan – LED 4 below.

Merafong Community Park (Beyond Compliance additional project)

To develop a Community Park in Merafong Local Municipality - Khutsong. To encourage the community to lead healthy life styles by exercising on regular basis.

R2.3m R2.6m Reduce the rate of crime by enabling young people to spend time working on improving their sporting skills.

23 Khutsong Community

Project was launched on the 14 June 2013 by the Deputy Minister of Mineral Resources, Mr Godfrey Oliphant, and South African Region Chief Operating Officer Mr. Mike O’ Hare.


Income Generating Projects:

Projects Name

Project Objectives

2012-2014 Total Budget

Actual Expenditure


Jobs Created

Beneficiaries

Milestones achieved in 2014

ED1: Peanut butter factory (replaced with the Youth Business Hubs formerly known as Youth Multi-Car wash projects below)

In consultation with the Merafong Local Municipality the parties realised that this project would not be feasible as a similar project of a much higher

capacity within the same district Municipality already exists. The parties therefore agreed to reallocate the budget towards the Youth Business Hubs

(Previously known as Youth Multi Car Wash) projects in Wedela and Kokosi. In December 2013 an application in terms of MPRDA Regulation 44/

Section 102 was lodged with the DMR to reallocate the fund to the Youth Business Hubs (Previously known as Youth Multi Car Wash). Details on this

project appear on Table 2: Amended 2010 – 2014 Social and Labour Plan ED 1 below.

ED2:Cooking oil production plant

The 2010-2014 SLP was approved by DMR on the 16 October 2012. In consultation with the Merafong Local Municipality the parties realised that this

project would not be feasible as a similar project of a much higher capacity within the same district Municipality already exists. The parties therefore

agreed to reallocate the budget towards the Wedela Agricultural Project. In December 2013 an application in terms of MPRDA Regulation 44/ Section

102 was lodged with the DMR to reallocate the fund to the Wedela Agricultural Project. Details on this project appear on Table 2: Amended 2010 –

2014 Social and Labour Plan ED 2 below.

ED8: Agric Projects (WW)

The process of selecting Service Provider to implement project began in Quarter 2 2013 and the appointment of the successful Service Provider was made in Quarter 3 2013. The Service level Agreement signed with the implementing agent. In December 2013 an application in terms of MPRDA Regulation 44/ Section 102 was lodged with the DMR to reallocate the funds from the Cooking oil production plant to this project. Details of this project appear on Table 2: Amended 2010 – 2014 Social and Labour Plan as ED 2 below.


3.3.2 Amendment of 2010-2014 Social and Labour Plan projects: Section 102/Regulation 44 application AGA applied for the Amendment of the 2010-2014 SLP projects in terms of Section 102/Regulation 44 for which the Department of Mineral Resources has approved for the period 2015-2017. The following is the annual report of these projects:

Project Name: Project Objectives

2012-2014: Total

Budget

Actual Expenditure

Socio-economic impact of the

project

Jobs created


LED 1: Urban Planning & Formalization of Non-Urban AGA Land and Property Holdings

Incorporate the mine areas as formal township areas so to normalise the community and enable holistic planning within the local authority

R7.0m R215k Mine village communities will benefit from planned and budgeted service delivery and host community will gain access and benefit to additional infrastructure

To be determined at the implementation of the project

Merafong Community

Prefeasibility study was concluded in 2014 and indicated that the project will require R114m to upgrade the Mine Village infrastructure to the municipal standards. This has necessitated further studies with respect to the feasibility of this project which will be undertaken in 2015. No money spent on this project in 2014. The balance of R6 693 750 will be used to conduct the feasibility study in 2015 and to support the Presidential Housing Project and Fochville Housing Development project as provided for in the above stated MPRDA Regulation 44/ Section 102 Application as approved by the Minister in September 2014.



2012-2014: Total Budget

Actual Expenditure


Jobs created

Beneficiaries


LED 2: Business Development Park (Merafong)

Develop SMMEs by establishing the Enterprise Development Centre to identify, train, support and mentor entrepreneurs/enterprise development and link procurement profiles of stakeholders with the relevant regions’ demand profile.

R15.0m R0.0m Creation of 155 enterprises (comprising 128 new and 27 existing enterprises) over a 3 year period which has the potential to deliver jobs at an estimated rate of 2.5 jobs per enterprise (388 jobs).

None for 2014, jobs planned to be created from 2015 to 2017.

An agreement with Jobs Fund to match the contribution made by AGA with respect to the three Business Development Parks i.e. Merafong Local Municipality (R15m), Matlosana Local An agreement with Jobs Fund to match the contribution made by AGA with respect to the three Business Development Parks i.e. Merafong Local Municipality (R15m), Matlosana Local Municipality (R15m) and OR Tambo District Municipality (18m) to create an R96m Business Development Fund was reached in November 2014. The ORTDM Business Development Park is scheduled to be Pre-launched during the Quarter 2 of 2015 while the one for Merafong and Matlosana are scheduled to be launched in the Quarter 3 of 2015 Municipality (R15m) and OR Tambo District Municipality (18m) to create an R96m Business Development Fund was reached in November 2014. The ORTDM Business Development Park is scheduled to be Pre-launched during the Quarter 2 of 2015 while the one for Merafong and Matlosana are scheduled to be launched in the Quarter 3 of 2015.




Actual Expenditure


Jobs created

Beneficiaries


LED 4 : Housing Development (Fochville / Egoli)

To facilitate the delivery of 144 residential units into the affordable housing segment in Merafong (Fochville)

R0.00 R0.00

19 Families

The plans for the conversion of 19 stands into Community Rental Units were completed and await approval by Management and the Municipality at the Mandating Committee in 2015.

ED1: Youth Multi-Car wash (Business Hub)

To formalise the existing local youth car wash, hair salon, and the tuck shop this includes Tshisa Nyama.

R1.2m R1.3m Youth job creation Nurture the entrepreneurship spirit amongst the youth while at the same time contributing towards a cleaner and healthier environment. A local based entrepreneur was contracted to undertake this project. The employees were sourced from the surrounding areas. During the construction phase locals were exposed to various trade skills. There is a possibility of the contractor being upscaled to a higher CIDB grading.

35 Youth and Local SMME’s

The two projects are completed and ready to be handed over to the Municipality in the first quarter of 2015.


Project Name:

Project Objectives


Actual Expenditure


Jobs created

Beneficiaries


ED 2: Agricultural Project

To develop an agricultural project at Wedela in Merafong, To Design, Build, Operate and Transfer a modular Agri-farm operation. This project will achieve these outputs over a three year timeframe or even longer.

R8.0m R1.5m It is envisaged that about 20 new jobs will be created with this project. It will also serve as a training centre for agricultural cooperatives in nearby communities. Will contribute towards food security.

20 The Community of Merafong

AGA together with Merafong Local Municipality identified suitable land for the project near Wedela Township. The land that was identified is an 18 hectares owned by Merafong Local Municipality. This project is now on track and ready to be launched in 2015. Sugar beans have been planted on an open two hectare portion of the land. Four tunnels were erected and all planted with tomatoes. Twenty local people appointed in December 2014. Subsequent to the approval MPRDA Regulation 44/ Section 102 an additional amount of R4m from the Cooking Oil Project was added to increase the budget to R8m. An amount of R1.5 million was spent in 2014 and the balance shall be expended over the three years to 2017.


3.4 Social Investment Spending Beyond Compliance In 2011 the company reviewed its approach and response to socio-economic needs in our hosts and labour sending communities. In order to respond well and holistically to these needs the company developed socio-economic development framework that looked at identifying areas to be funded and supported by a clearly outlined funding model. The company resolved to adopt a two-pronged approach premised on a compliance requirement and the fulfilment of that and a going beyond compliance model. The latter resulted in the development and resourcing of a Social and Institutional Development Fund dedicated to financially supporting NGO and community operated social projects that respond to and are aligned to the Millennium Development Goals . The Fund also supports the strengthening and capacitation of community based organisations and developmental agencies and institutions. The SI Fund is largely informed by and responds to the Millennium Development Goals focused on the following areas: Poverty and Hunger Education Gender Equality Maternal Health HIV/ Aids Environmental Sustainability and Partnerships In 2014 an amount of R4 711 434 was spent in the West Wits and R5 037 991 in the OR Tambo area on Social and Institutional Development Projects. To this end the company has allocated the following budget to the SID Fund initiatives for the West Wits operations:

Project Description ( R000) TOTAL 2012 2013 2014

Social Fund (SVP & EVP 50 %) R22,5 M R7,5 M R7,5 M R7,5 M

TOTAL SOCIAL FUNDS R22,5 M R7,5 M R7,5 M R7,5 M


3.4.1 The following figures show a breakdown of the 2014 community investment by the company on social projects:

Name of Beneficiary Sector West Wits Labour Sending

Mbulelo Primary School Education 162 224

Hoërskool Carletonville Education 60 000

Thuto Kitso Comprehensive School Education 60 000

Thuto Kitso Comprehensive School Education 60 000

Mbulelo Primary School Education 55 518

Wedela Old Age Luncheon Club Welfare 612 200

AGA IT Projects Education 15 187

Granny with orphans Welfare 2 514

Mandela Day: SAVF Legae / Ikhaya for the Aged Welfare 18 900

Mandela Day: Goitsi Modimo Centre for Disabled Welfare 11 400






Thuto Kitso Comprehensive School Science Lab Education 262 213


Carletonville Home & Community Based Care Welfare 306 357

Rudo Home Based Care Welfare 303 193

Thabo Merafong Home Based Care Welfare 210 000

Zanele Mtshali Disability Home Welfare 272 595

Thuto Kitso Comprehensive School Science Lab Education 106 635

AGA Schools IT Project Education 147 365




Blyvooruitsig Hulpfonds Poverty and Hunger 150 000

Christmas Hampers Poverty and Hunger 317 400

Goitsi Modimo Disability Centre Health 75 000

Redirile Home Based Care Programme HIV & Aids 75 000

Mandela Day: Electric Wheelchairs for Elderly Citizens Welfare 53 480



Kopanang Ma-Africa Community Centre Welfare 75 000

Nomzamo Elderly and Economic Active People Welfare 50 000

Remmogo Disabled People of Khutsong Welfare 75 000

Mandela Day: Addicted to Life Welfare 12 600

Mandela Day: Wedela Old Age Luncheon Club Welfare 21 600





SAPS Crime Prevention Campaign Welfare 61 000

Ubuntu Safe Home Welfare 75 000

Matshidiso Tlou’s wheelchair Welfare 3 943


Thuto Kitso Secondary School for Carports Education 24 284



Hospice Associate of Transkei Health 300 000

Temba Community Development Service (Mandela Day) Welfare 560 000

Ncisininde Junior Secondary School Education 524 970

LS Award - Top performing public school in the area Education 60 000

LS Award - Top performing public school from Historically Disadvantaged background (not former Model C) Education 60 000

LS Award - Public school that produced a top learner within the municipal Education 60 000

Ifa Lethu Beef Agricultural Project Job creation 25 664

Mercy ships Southern Africa Health 350 000

RUMEP College Cluster Project Education 350 000

Hospice Association of Transkei Welfare 150 000

Ifa Lethu Beef Agricultural Project Job creation 75 206

Soul Buddyz Club Education 100 000

Umtata Child Abuse Resource Centre Welfare 200 000

Vusisizwe Aids Awareness and Human Rights Training Health 100 000

Thembeni Pre-school Education 200 000



Zamukulungisa Senior Secondary School Education 348 305

Zamukulungisa Senior Secondary School Education 149 000

Siyakhathala Caring Network Health 100 000

Rammulotsi Hall Welfare 267 680

Imbumba Yamakhosikazi Akomkhulu Job creation 75 000

Mandela Day: Temba Community Development Welfare 1 667


Chairman food hampers to ex miners Poverty and Hunger 70 000

Isolomzi Community Service Welfare 75 000

Sinethemba Agricultural Project Poverty and Hunger 75 000



Siyabulela Women Piggery Job creation 75 000

Sakhisizwe Women Piggery Job creation 75 000

Ithemba Leather Works Co-Operative Job creation 70 780

Ngcengane Shearing Project Job creation 65 798

Izimvo Rural Development Institute Welfare 75 000

Bethany Children’s Home Welfare 75 000

Angels Pre School Education 16 479

GRAND TOTAL SOCIAL FUND EXPENDITURE R4 463 673 R4 788 024

3.4.2 The following figures show a breakdown of the 2014 community investment by the company’s Local Area Committee on social projects:


Tsitsiboga Primary School Education 4 678

Primere Skool Greenspark Education 3 112

Zenzele Day Care Centre Education 15 000

Safety Bibs Welfare 2 500

Kairos Prison Ministries Sponsorship 7 200

Blanket Drive Sponsorship 15 000

Uniting Reformed Church in Southern Africa Welfare 15 000

Laerskool Blyvooruitsig - Feeding Scheme Education 15 000



SPCA Welfare 14 700

Sonskyn Kleterskool Education 7 070

Thuto Ga E Rone Education 15 000

Laerskool De Beer Education 15 000

Ntataise home and Edu care Centre Education 15 000

Laerskool Losberg Education 10 000

Itumeleng Education 8 153

Danie Theron Education 15 000

Itumeleng Education 2 278

Christmas toy drive Welfare 15 000

Avondgloor Welfare 2 970

LAC Christmas drive Welfare 15 000




Potchefstroom Dienssentrum Education 10 000

North West Mental Health Health 10 000

Cansa Northwest Province Health 10 000

Potchefstroom Rotary Club Sponsorship 10 000

Methodist Church Of South Africa Po Sponsorship 5 000

Round Table 47 Potchefstroom Trust Sponsorship 15 000

ES Le Grange Skool Education 15 000

Potchefstroom SPCA Welfare 10 000

Blanket Drive Sponsorship 15 000

Mandela Day: Padi Farm Education 5 650

Mandela Day: Padi Farm Education 9 280

Patria Residence – NWU Poverty and Hunger 10 000

SAVF Huis Anna Viljoen Welfare 10 000

Silvermed Sorg Rehab Health 15 000

Excellent Pre School Education 14 350

Hoer Volkskool Potchefstroom Education 8 000

Regorogile day care trust Education 15 000



Quads for Quads SA Health 5 000

Ons Hulde old age home Welfare 15 000

Hoer Volkskool Potchefstroom Education 7 000

Mosaic Welfare 15 000

Christmas hampers for elderly uitkoms harmony Welfare 20 687

GRAND TOTAL LOCAL AREA COMMITTEE EXPENDITURE R 247 761 R249 968

3.4.3 Gauteng Corporate Social Investment expenditure for 2014 is listed below:

Name of Beneficiary Geographical Area Rand Value

Reach for A Dream JHB (spread across) 70 000

United Cerebral Palsy Association JHB-Rossettenville 632 779

HospiceWits JHB-Soweto 450 000

Ubuntu Education Fund P.E 100 000

Education Africa JHB,NW,EC 500 000

Lesotho College of Education Lesotho-Maseru 748 400

Lead Africa Mozambique-Xai Xai 355 000

Thembalethu Development Lesotho-Mohales Hoek/Quthing 557 000

Guild Cottage Melville 50 000

National Education Collaboration Trust National 633 305

African Unity Foundation EC-Butterworth and Flagstaff 1 420 800

Diepsloot Youth Projects JHB-Diepsloot 416 680

MES JHB-Hillbrow 120 000

Afrika Tikkun JHB-Hillbrow 451 200

Biblionef S.A JHB-Soweto 149 986

The Childrens Communication Centre JHB-Soweto 150 835

I Hope Campus JHB-Alexandra 145 925

Headway Gauteng JHB-Soweto and Alexandra 73 000

Rural Education Access Programme EC and KZN 400 000

Emalahleni Municipality EC 345 075

Roundabout water solution EC,KZN and Lesotho 561 000

InterMilan (Clement Thaba) JHB-Tembisa 7 270


Name of Beneficiary Geographical Area Rand Value

Nazareth House JHB-Yeoville 150 000

Lefika La Phodiso JHB-Hillbrow 26 700

Charities Aid Foundation-Employee Matching Contribution JHB 118 000

African Women of Chartered Accountants JHB- Across 50 000

Ahmed Kathrada Foundation JHB- Across 51 000

Joburg Ballet JHB-Alexandra 300 000

Nelson Mandela Childrens Hospital JHB 1 600 000

Ntinga OR Tambo Development Agency EC 200 000

New Hope School PTA 256 387

Charles Duna Primary School EC 178 101

Mapungubwe Institute for Strategic Reflection (MISTRA) JHB 200 000

Ghana High Commission: Ghana Festival JHB 85 361

TOTAL CORPORATE OFFICE EXPENDITURE R11 553 786

3.4.4 Monies spent on philanthropy projects by the West Wits business units for 2014, are detailed as follows:

TABLE: BUSINESS UNIT EXPENDITURE: 2014

Business Unit Project Name / Organisation Project Description Hearts of Gold – Employees’ Donations

Company Donations

Mponeng Mine

Goitsi-Modimo Disabled Centre Nappies donated as support. 4 922.86

Gideons SA Bibles were distributed in the Greenspark, Kokosi and Fochville area. 2 500

AGA SA Region blanket drive Blanket drive. 10 000

Mponeng Employee donations Blanket drive. 630

Boyd Smit CANSA Memorial Cycle Tour from Carletonville to Cape Town 2 984

CANSA Relay for Life 1 000

TOTAL PHILANTHROPIC EXPENDITURE BY MPONENG MINE R22 036.86


Company Donations

Metallurgy Skuphileni Community Development Centre

Mandela Day: Food, Cold drinks and Blankets 4 200.15

TOTAL PHILANTHROPIC EXPENDITURE BY METALLURGY R4 200.15



Company Donations

Savuka and TauTona Mine

Laerskool Fochville Donation for school tour that some of the underprivileged children could not afford. 3 000

CANSA Carletonville World Cancer Day 4 February 2014. 900

B Smit CANSA Memorial cycle fund raiser. 4 000

Blanket Drive This was for our annual blanket drive and assisted organisations in the community with much needed blankets. It was also distributed on Nelson Mandela Day.

10 000

Society for the Prevention of Cruelty to Animals (SPCA)

Charity Golf Day. 1 720

Rotara School for disabled Casual Day Stickers. 2 000

President Hyper for Khutsong Clinic We provided "goodie bags" for the World Aids Day Smiley Fun Day campaign at Khutsong clinic for children diagnosed with HIV.

5 600

TOTAL PHILANTHROPIC EXPENDITURE BY SAVUKA AND TAUTONA MINE R900.00 R26 320.00


Company Donations

AGA Health

SPCA Donation of redundant medical equipment.

Avondgloor Frail Care Centre - Carletonville

Donation of redundant furniture: 16 mattresses

Wedela Home Based Care Clinic Donation of redundant furniture: Ten beds and mattresses

Zanele Mtshali Disability Centre Khutsong Donation of redundant furniture: Eight beds and mattresses

Staff Member Sister Donated a bedroom set to a staff member's sister whose room had burnt out.

Carletonville Hospital + Emergency Service / Carletonville Fire brigade

AGA HEALTH - Visited Pediatrics ward in Carletonville and the Emergency Service (Ambulance) for Mandela Day.

1 472.76

CANSA breast and cervical cancer screening

AGA Health employee/contractors and AGA employees were tested and it was free of charge. CANSA donated.

Beds Donated: Mashigo Disability Centre Donation of: Three cot beds, three mattresses, 12 hospital beds and mattresses.

Beds Donated: Carletonville Home Based Care Centre

Donation of: Five Hospital beds and mattresses.

Beds Donated: Rudo Home Base Care Centre

Donation of: Five Hospital beds and mattresses.

Beds Donated: Redirile Home Based Care Centre

Donation of: Three Hospital beds and mattresses.

Beds Donated: Odirile Old Age Home Donation of: Three Hospital beds and mattresses.

Community member: Harriet Tafane Donated one double bed with mattress.

Staff: I JV Vuuren Donated one normal hospital bed and mattress for a mother.

Rotara School for handicapped National Casual Day: Sold 200 stickers at R10 each. 2 000

AGA H:Cultural Diversity Day Cultural Diversity Day: Departments sold food out of own pocket. Money went to a community of the winner’s choice.

4 856

TOTAL PHILANTHROPIC EXPENDITURE BY AGA HEALTH R6 856 R1 472.76


3.5 Social leases As part of AGA’s initiatives to go beyond compliance, AGA assists organisations and individuals in the community with the requisite infrastructure for service delivery by providing premises at nominal rental rates. Deserving organisations and individuals benefit from the social leases scheme. In West Wits there are currently 11 social type leases. The table below shows a list of such entities with their nominal rentals charged vs. Market related rates applicable as at end December 2014.

TABLE: NON COMMERCIAL PROPERTIES - SOCIAL LEASES WEST WITS

No. NAME OF ENTITY SQM MARKET RELATED RENTAL

FOR PREMISES P/M NOMINAL RENTAL FOR DECEMBER

1 CANCER ASSOCIATION Unit 2 500 91

2 NG WELSYN Unit 2 500 61

3 MALOPE (AIDS CENTRE NUFCOR) 1 955 23 460 0.083333333

4 TIMBERTWIG PRE PRIMARY 480 5 760 531

5 FOCHVILLE SPEEL EN LEER Unit/s 8 820 887

6 WEDELA PRE PRIMARY 982 11 784 887

7 JUBILEE BIBLE CHURCH (AMOHELANG) 380 4 560 348

8 DEPT. PUBLIC WORKS (WEDELA POLICE STATION) 500 6 000 5 167

9 MERAFONG CITY LOCAL MUNICIPALITY (LIBRARY) 150 1 800 -

10 MERAFONG CITY LOCAL MUNICIPALITY (OFFICE) 48 576 8.333333333

11 AKE AZUME DAY CARE CENTRE 470 5 640 375

TOTALS

73 400 8 355

TOTAL SOCIAL CONTRIBUTION FOR DECEMBER

65 045

TOTAL SOCIAL CONTRIBUTION YEAR TO DATE 782 537


3.6 Housing and Living Conditions Mining Charter Requirement:

In terms of Housing and Living Conditions the 2010 Amended BROAD-BASED SOCIO-ECONOMIC EMPOWERMENT CHARTER of the SOUTH AFRICAN MINING AND MINERALS INDUSTRY states as follows:

“Human dignity and privacy for mineworkers are the hallmarks to enhance productivity and expedite transformation in the mining industry in terms of housing and living conditions. In this regard mining companies must implement measures to improve the standards of housing and living conditions for mineworkers as follows:

Convert or upgrade hostels into family units by 2014;

Attain the occupancy rate of one person per room by 2014;

Facilitate home ownership options for all mine employees in consultation with organised labour by 2014.”

The Mining Charter scorecard requirements are indicated below along with the AGA WW compliance to date.

MC 2010 2010 Acieved MC 2011 2011 Achieved MC 2012 2012 Achieved MC 2013 2013 Achieved MC 2014 2014 Achieved

Conversion and upgrading of

hostels to attain the occupancy

rate of one person per room.

Percentage reduction of

occupancy rate towards 2014

target. Occupancy rate of one

person per roomBase-line 18% 25% 46% 50% 64% 75% 92% 100% 100%

Conversion and upgrading of

hostels into family units

Percentage conversion of

hostels into family units. Family units established Base-line 57% 25% 70% 50% 70% 75% 100% 100% 100%

Note on West Wits Operations

from AngloGold Ashanti.

Implement initiatives to

facilitate home ownership eg.

Preference surveys, advice on

purchasing homes, training on

benefits of home ownership

- -

The company will set out to

implement initiatives as

recommended by the COM

(Chamber of Mines)

guideline document. Housing

survey to be conducted in

2011.

The company will set out to

implement initiatives as

recommended by the COM

(Chamber of Mines) guideline

document. Housing survey to

be conducted in 2011.

Pilot project for 100 homes has been

given AGA Board approval. Budget

approved. Developer has been

identified and appointed. Land

consolidation and subdivision

completed. House designs and layouts

finalized with all stakeholders.6 Show

houses in progress. 50 additional

houses in progess with completion

scheduled for end of 1st Qtr. 2014

Pilot project for 100 homes has been

given AGA Board approval. Budget

approved. Developer has been identified

and appointed. Land consolidation and

subdivision completed. House designs

and layouts finalized with all

stakeholders.6 Show houses in progress.

50 additional houses in progess with

completion scheduled for end of 1st Qtr.

2014

In pursuance of the home ownership requirement the company

is in the process of finalising the scheme framework which

includes the Memorandum of Understanding with all organised

labour and stakeholders. The plan entails selling of all non-

strategic housing stock including the 56 newly completed

houses in Wedela to employees. In order to enhance

affordability consultations have been held with financial

institutions and the department of Human Settlements to unlock

Government subsidies for purchasers.

DESCRIPTION MEASURECOMPLIANCE TARGET

BY 2014


SCORECARD FOR THE BROAD-BASED SOCIO-ECONOMIC EMPOWEREMENT CHARTER FOR THE SOUTH AFRICAN MINING INDUSTRY - WEST WITS REGION -End 2014


REGULATION 46 (c) (iv) of the MPRDA stipulates that the contents of a social and labour plan must include measures to address the housing and living conditions of the mine employees. Housing and Living Conditions and the Mining Charter

The 2003 MC scorecard states as follows with regards to Housing and Living conditions: “For company provided housing, has the mine, on consultation with stakeholders, established measured for improving the standard of housing, including the

upgrading of the hostels, conversion of hostels to family units and promoted home ownership options for mine employees? Companies will be required to indicate what they have done to improve housing and show a plan to progress the issue over time, and is implementing the plan?”

“For company provided nutrition, has the mine established measures for improving the nutrition of mine employees? Companies will be required to indicate what they have done to improve nutrition and show a plan to progress the issue over time and is implementing the plan?”

Below is an outline of how the company has addressed the above stated issues. The company has in consultation with the unions and the housing forums agreed to the following measures aimed at improving the housing and living conditions for its employees. Living out allowance, this is paid as part of remuneration as agreed between the company and Labour unions to 5033 employees, including AHS. Boarding houses that provide varying degrees of accommodation facilities to 294 single employees. Residences that provide full accommodation to 4980 single employees. Attached to the residences, some 134 visiting wives units are available in the West Wits area. Family accommodation of 2296 units are provided in municipal areas and mining areas. (Including the Redevelopment of Ekhayalihle Residence)

3.6.1 Upgrading of Residences into Single Room Accommodation The following has been agreed to, in the various consultation forums, as the strategic basis for residence upgrading: Increased levels of privacy are pursued through the redevelopment of communal accommodation units into private rooms. Redevelopment work started in 2005. At

the end of the 2014 reporting period 5093 single rooms were created at a cost of R124.57 million. The revised plan to convert communal rooms into private rooms was completed at the end of 2014 in order to comply with the Mining Charter.


The following Privacy and Upgrading projects for 2014 were planned to create additional privacy rooms:

Table 3.6.1 Planned 2014 Actual 2014

No. of Single rooms

Estimated Capital No. of single rooms

Actual Expenditure

Numbawani – Mponeng 416 R7.29 million 416 R4,33 million

Motebong – TauTona 312 R4.07 million 336 R4,58 million

Ntshonalanga – Savuka 136 R7.44 million 122 R3,40 million

The above constitutes an achievement of 100% against the 100% MC target required for 2014. Note: Even though the company has attained the one person per room target at the end of 2014 there is an additional 40 rooms that will be completed by the end of the 1st quarter 2015. Female Ablutions: To ensure that adequate female ablutions and change house facilities are being created, the company has established female change houses at the “Three shafts” and residence areas.

3.6.2 Redevelopment of residences to family units As part of AngloGold’s Ashanti’s residence redevelopment for sustainable development, redundant residences have already been converted into family units. This approach has also been incorporated into the company’s future planning. Progress achieved to date is as follows: A total of 364 family units have been redeveloped within the Ekhayalihle Residence at a total cost of R45.74 million. Ekhayalihle Residence has been fully redeveloped into family units and no further units are to be created. The above constitutes an achievement of 100% against the 100% MC target required for 2014.


3.6.3 Promotion of Home Ownership Promote and facilitate home ownership AngloGold Ashanti in conjunction with the recognised Trade Unions is in the process of investigating the opportunity to create an affordable home ownership scheme for all employees. The following is an outline of the process that has been followed in this regard: Initial pilot project of 100 houses has been Board approved. BEE developer has been identified. Stakeholder alignment achieved. Suitable land identified for the pilot project. Local employment / job creation was pursued. Completion of 56 houses in Wedela.

In pursuance of the home ownership requirement the company is in the process of finalising the scheme framework which includes the Memorandum of Understanding with all organised labour stakeholders. The plan entails selling of non-strategic company housing stock, including the 56 newly completed houses in Wedela to employees. In order to enhance affordability consultations have been held with financial institutions and the department of Human Settlements to unlock Government subsidies for purchasers. Incorporation of AngloGold Ashanti’s land and property into the local Municipality. AngloGold Ashanti is in the process of investigating the formalization and incorporation of its mining villages into the Municipality of Merafong.


3.6.4 Nutrition

Measures to address Nutrition at Residences: Background: A dietary analysis of the current menu indicates that it adequately caters for the energy and nutritional requirements of workers including underground workers performing moderate to hard work. Criteria used is the COMRO (Chamber of Mines Research Organisation) reference report no 11/91 to establish the energy requirements of underground workers as well as other international recognized measures such as the DRI (Daily Recommended Intake) and the Harris Benedict equation. The table below shows the kJ intake for work load category.

Diet plan and number of meals: The diet plan refers to the list of food groups incorporated into each meal as opposed to a menu listing the specific dishes served at each meal. The diet plan ensures t balanced meals are served and that the numbers of meals, as well as the food groups served at each meal are taken into consideration. Traditionally only pre-shift (breakfast) and post shift (main meal) were served in the Residences, but now a third meal is also served. A mid-shift supplement is also available to all underground workers (Morvite / Go Ahead Cereal).

Table 3.6.4.1 : KJ intake

Work Category Moderate Light Work Moderate Work

Moderate Hard Work Hard Work

Energy expenditure 12000Kj 13000kJ 14000kJ 15000kJ

Examples of workers Electrician Mine Overseer Loco Crew

Equipping team Team leader Stope team Miner Assistant Cleaning team

Loader Driver Winch Driver

Driller Drill assistant


Food and nutritional evaluation: Consumption and Participation per person is measured. This procedure is maintained by a registered dietician. The following minimum criteria are used to evaluate the food and nutritional intake:

Table 3.6.4.2: Daily Recommended Intake

Minimum criteria per person Source

Energy (kJ) 13000 COMRO 11/91

Carbohydrate (g) 500g DRI

Protein (g) 130g DRI

Fat (g) 80 DRI

Vitamin C (mg) 250 SA Mine recommendation

Vitamin A (IU) 1000 DRI

Calcium 1000 DRI

Meal Participation 85%

Staff Competency: On the job training is offered to staff members on an ongoing basis to refresh them in food preparation and hygiene management.

Measures to Address Nutrition: In order to minimize menu fatigue and accommodate customer preferences, meetings are held with worker representative structures with the aim of incorporating the president’s proposals into the menu


SECTION 4: PROCUREMENT Mining Charter Requirement:

In terms of Procurement and Enterprise Development the amended 2010 BROAD-BASED SOCIO-ECONOMIC EMPOWERMENT CHARTER of the SOUTH AFRICAN MINING AND MINERALS INDUSTRY states as follows:

“Local procurement is attributable to competitiveness and transformation, captures economic value, presents opportunities to expand economic growth that allows for creation of decent jobs and widens scope for market access of South African capital goods and services. In order to achieve this, the mining industry must procure services of BEE entities in accordance with the following criteria: Procure a minimum of 40% of capital goods from BEE entities by 2014; Ensure that multinational suppliers of capital goods annually contribute a minimum of 0.5% of annual income generated from local mining companies towards socio-

economic development of local communities into a social development fund from 2010; Procure 70% of services and 50% of consumer goods from BEE entities by 2014. The targets above are exclusive of non-discretionary procurement expenditure.” The Mining Charter scorecard requirements are indicated below along with the AGA compliance to date:

Q1 as at

30/03/2014

Q2 as at

31/06/2014

Q3 as at

30/09/2014

Q4 as at

31/12/2014

Capital goods 40% 39% 36% 39% 46% 53% 44% 51% 53% 5%

Services 70% 29% 41% 43% 57% 65% 68% 72% 73% 5%

Consumable

goods50% 40% 48% 51% 56% 59% 66% 65% 67% 2%

Multinational

suppliers

contribution to

the social fund

(new

requirements of

revised charter)

Annual spend

on

procurement

from

multinational

suppliers

0.5% of

procurement

value

0%

Awaiting

DMR

Guidance

Awaiting

DMR

Guidance

Awaiting

DMR

Guidance

Awaiting

DMR

Guidance

Awaiting

DMR

Guidance

Awaiting

DMR

Guidance

Awaiting

DMR

Guidance

3%

4

Procurement &

Enterprise

Development

Procurement

spent from BEE

Entities

SCORECARD FOR THE BROAD-BASED SOCIO-ECONOMIC EMPOWERMENT CHARTER

WeightingELEMENT DESCRIPTION MEASURE

COMPLIANCE

TARGET BY 2014


2010

Actual

2011

Actual

2012

Actual

2013

Actual

2014

REGULATION 46(v) of the MPRDA requires that the contents of a social and labour plan must include a local economic development programme which must include: The procurement progression plan and its implementation for the HDSA companies in terms of capital goods, services and consumables and the breakdown of the procurement which must be completed in the form of Form T contained in Annexure II.


4.1 Report back on 2005 to 2014 performance against targets The information required in terms of “Form T” is appended to this report. It should be noted that AngloGold Ashanti South African Region’s procurement activities are managed centrally and regionally. To this end the section on procurement covers both corporate and regional performances.

The 2010 MC scorecard provides as follows: Has the mining company given HDSA’s preferred supplier status? Has the mining company identified current level of procurement from HDSA companies in terms of capital goods, consumables and services? Has the mining company indicated a commitment to a progression of procurement from HDSA companies over a three to five-year time frame in terms of capital

goods, consumables and services and to what extent has the commitment been implemented?

4.1.1. AGA BEE Spend over the Past 5 Years AGA spent 67% (R4.7bn) with BEE entities that have a minimum 25% Black Ownership status, from a total discretionary spend of R6.9bn as at the end of December 2014. The graph below shows the steady progress that has been achieved over the past five years in this area. AGA had an 86% progressive increase in spend with the BEE compliant entities over the course of that period.


4.1.2. Progress and Status based on the Mining Charter as at end of December 2014

Table 4.1.2: Mining Charter Compliance Progress as at the end of December 2014

Capital 5% 39% 10% 36% 20% 39% 30% 46% 40% 53%

Consumables 10% 40% 15% 48% 25% 51% 40% 56% 50% 67%

Services 30% 29% 40% 41% 50% 43% 60% 57% 70% 73%

Multinational

Contribution0.50% Pending 0.50% Pending 0.50% Pending 0.50% Pending 0.50% Pending

DMR BEE Compliance Targets

Section 2.2 of the Mining Charter

ACT UAL T ARGE T ACT UAL T ARGE T

2010 2011 2012 2013 2014

ACT UAL T ARGE T ACT UAL T ARGE T ACT UAL T ARGE TCategories

The table above shows that as at the end of December 2014, the company complies with all these targets in the three main categories of spend. Capital spend at 53% against the target of 40%, Consumable spend at 67% against the target of 50% and Services spend at 73% against the target of 70%. The preferential procurement efforts initiated since 2013 Q2 resulted in a significant improvement with respect to the Mining Charter compliance requirements, especially on the Services Spend category which remained below target for a long time. The Services Spend has shown significant progress in the past two years due to targeted interventions to ensure that AGA meets the Mining Charter requirements. It is currently sitting at about 73%, representing an increase of about 41% from the 43% reported at the end of 2012.


4.1.3. West Wits Region The company continues to seek and acquire HDSA suppliers that can supply products required by our business units and also encourages our traditional suppliers to embark on a transformation process to ensure compliance with BEE requirements. In the West Wits Region, as at the end of December 2014 AGA has spent R1.719bn with qualifying BEE suppliers with a minimum of 25% Black ownership status, achieving 68% towards the 2014 targets. Furthermore AGA achieved 62% for Capital Spend, 69% for Consumable Goods Spend and 70% for Services as depicted in the table below.

Table 4.1.3: Spend Profile between traditional Suppliers and BEE Suppliers

Spend Categories 2014

Total Spend BEE Spend 2014 Target % BEE Actual

Capital R 463.0m R 281.0m 40% 62%

Services R 1.291bn R 533.2m 70% 70%

Consumables R 1.322bn R 905.0m 50% 69%

Total Spend R 3.076bn R 1.719bn 68%


4.2 High – Level Action Plan AngloGold Ashanti has identified the following key action items to progress the attainment of the BEE targets by 2014 and beyond:


4.3 Enterprise Development

ENTERPRISES DEVELOPMENT AGA established an SMME development programme in 1998 aimed at assisting emerging entrepreneurs and start-up businesses to enter the formal sector of the economy. Pursuant to the programme and advancing the development of these emerging enterprises, Masakhisane Limited was established in 2000 as a development vehicle whose main objective was to fund and support the creation and development of commercially viable enterprises in the host area.

The venture did not deliver the anticipated success and the progress rate from the programme was not at the expected levels. Masakhisane as an enterprise loaning initiative experienced loan payment defaults following failure by assisted enterprises to meet legal obligations, thus resulting in most of the enterprises being closed. The loaning to enterprises was then placed on hold while Masakhisane Limited as a lending vehicle was placed under review to setup an appropriate governance and resource structure, based on an extensive benchmarking exercise aimed to establish best practice in enterprise development.

The outcome of the benchmark process resulted in an understanding on the challenges faced by local community enterprises and the need for a comprehensive incubation and a holistic business support structure. This understanding led to the repositioning of the enterprise development initiatives in the newly constituted legal entity AGA Community Development (Pty) Ltd trading as Masakhisane Fund and the proposed establishment of the Enterprise Development Centres (EDC) in the host communities of Merafong and Matlosana local municipalities and OR Tambo district municipality. A Socio Economic Development Funding model was developed as Masakhisane was placed under review. Three funds were established, including the Enterprise Development (ED) Fund. Interest free loans were disbursed to small enterprises in the host community but the ED Fund also experienced loan payment defaults and is under review to setup an appropriate governance structure. The defaults that have been alluded to were primarily due to the non-existence of a comprehensive incubation and business support structure, thus leading to the establishment of Enterprise Development Centres (EDCs) for comprehensive incubation within host and labour sending areas. The EDCs and reviewed Masakhisane are meant to enhance social and economic platforms within host and labour sending communities and to encourage economic participation of local black owned business and entrepreneurs, thereby addressing unemployment, poverty and inequality. The above-mentioned EDCs are contained in the Amended 2010 -2014 Social and Labour Plans for West Wits (Merafong) and the Vaal River (Matlosana and OR Tambo). The SLP approved budgets allocated to these EDCs (total amount of R48m over a three (3) year period) are R15m for Merafong, R15m for Matlosana and R10m for OR Tambo. The OR Tambo EDC budget was increased by a once off contribution of R8m as per agreement between the company and the NUM to allocate the Strike Fund (1986) money to this project, increasing its budget to R18m.

The EDCs are to be managed by professional implementing agents specialising in this area so to address the current shortcomings in both supplier and enterprise development in host communities. The feasibility study findings of this project however indicated that to create the targeted number of entrepreneurs and job opportunities as reflected in the SLPs, the budgets would need to be almost doubled. It was therefore necessary to search for external funders to close the shortfalls which delayed the implementation of the EDC’s.

The Development Bank of South Africa (DBSA) with the Job Fund as the implementing agent was engaged. An agreement to co-fund the EDCs project on a matching basis, subject to the terms of the Grant Agreement between the parties, was signed (R48m AGA and R48m Jobs Fund over a three year period from date of signature). In addition; the host and labour sending community municipalities have formally agreed to provide the premises required to host the EDC at no charge to the projects.


Parallel to the engagement with the Jobs Fund there were extensive consultations with the Municipalities, unions and SMME sectors on the key objectives of the EDCs. The scope and outcomes have been agreed to in formal steering committee structures.

The following are the key deliverables with measurable quarterly milestones per host community as contained in the Jobs Fund Agreement.

1. Recruitment and selection of a local stakeholder’s base and implementing agents per host community.

2. Establishment of EDCs main hubs (3) and associated satellites centres (13) – 5 for OR Tambo, and 4 for Merafong and Matlosana, respectively.

3. Marketing & promotion of the EDCs to business and communities.

4. Identification and capacitation of new entrepreneurs - Capacitation of 618 entrepreneurs, that is 185 for Merafong, 185 for Matlosana and 248 for OR Tambo.

5. Mentoring and development of existing and established SMMEs - Assessment of developmental gap of 104 SMMEs 27 for Merafong, 27 for Matlosana and 50

for OR Tambo.

6. Creating some 1 328 jobs through the new and existing SMME’s established and mentored programs (at a rate of 2.5 jobs/SMME) – Merafong = 387, Matlosana = 387 and OR Tambo = 554.

7. Monitoring and evaluation of the key deliverables by AGA, Job Fund, Implementing Agent and Steering Committees- Submission of compliant quarterly reports

and meeting key performance targets so to release funding to the individual EDCs and verified by half and yearly external audits.

Once the EDCs are fully established, AngloGold Ashanti commits to continue to provide financial support (loans) to emerging entrepreneurs in the host communities via the newly registered AngloGold Enterprise Development Fund ( to trade as Masakhisane once the previous Masakhisane has been reviewed). The EDCs will also be able to obtain funding for potential enterprises through the ED Fund. All funding applications for proposed projects will be subject to robust evaluation criteria and business viability tests. Only when projects meet the company’s requirements will they migrate to the funding approval and implementation phases guided by the EDCs. Once established, SMMEs will be supported by the EDC’s and will ideally be linked to the company’s procurement spend and database. Furthermore, the enterprises must be linked to external markets other than that of AGA, for their continued independence beyond mining.


SECTION 5: MEASURES TO AMELIORATE THE IMPACT OF DOWNSCALING & RETRENCHMENT In this section we address: REGULATION 46(d) of the MPRDA requires that the contents of a social and labour plan must include: A process pertaining to management of downscaling and retrenchment which must include-

i. The establishment of the future forum; ii. Mechanisms to save jobs and avoid job losses and a decline in employment; iii. Mechanisms to provide alternative solutions and procedures for creating job security where job losses cannot be avoided; and iv. Mechanisms to ameliorate the social and economic impact on individuals, regions and economies where retrenchment or closure of the mine is certain.

5.1 Background AngloGold Ashanti is committed to manage downscaling and retrenchments at its Business Units within the purview of the principles of the Social Plan requirements of the Minerals and Petroleum Resources Development Act, 2002 (Act 28 of 2002), the Charter for the Socio – Economic Development of the Mining Industry of South Africa and consistent with applicable labour legislation. The approach to managing downscaling and retrenchments takes cognizance of the tripartite relationship between government, the company and organized labour in proactively devising strategies to deal with the decline and closure of operations. The approach to managing downscaling and retrenchments is based on the following: The establishment of a Future Forum; Steps that may be undertaken to avoid job losses; Initiatives to address instances where job losses cannot be avoided and Steps to ameliorate the impact job losses may have on employees, and the assistance provided to retrenched employees. During the reporting period (2014), AngloGold Ashanti SA Region in the light of the prevalent business realities which was exacerbated by a variety of factors such as the decreasing gold price, commenced discussions with unions about restructuring and potential downsizing. The volatility of the gold price and the sector made it imperative for swift action to protect the business and employment in the long term. Various attempts were made previously made to stave off restructuring and downsizing. In this regard the following alternatives were:

o Closing out on Contractors;

o Closing out on Projects;

o Review of the Mponeng Deepening Project;

o Termination Management Consultants;


o Voluntary Severance Packages and Voluntary Severance Packages with enhanced incentive;

o Decreasing the management committee of the SA Region;

o Closing of the Potchefstroom Regional Office

o

As a first phase in the restructuring and downsizing the company issued a section 189(3) notice to unions and all management employees, which amounted to a formal process of consultation in respect of management positions affected by the restructuring and downsizing process. Although all other categories of employees were affect ted by restructuring, the company constantly discussed and engaged with unions as part of the attempts to avert a formal section 189 process in regard to these categories. The voluntary severance package offering is an ongoing initiative and regular reports are tabled at the future forum and the central restructuring committee. Establishment of a Future Forum The Future Forum in the West Wits was already established in 2012. The Future Forum in the West Wits met on 20 March 2014, 11 July 2014, 26 August 2014 and 12 September 2014.

5.2 Mechanisms to save jobs and avoid job losses, as well as a decline in employment The Gold Mining industry will continue to experience cost pressures brought about by amongst others the decline in the Gold Price and Rising Production Costs, together with aging deep level mines and a decline in production. Technical Measures were put in place to focus on the mining of higher grades. Tau Tona and Savuka mines amalgamated to enhance management efficiency and to lessen the services burden on Savuka mine. Cost saving initiatives such as optimising electricity consumption and other measures not impacting on employees was also embarked upon The company has also adopted a community and socio economic development strategy with an economic stream that seeks to create jobs, develop entrepreneurs and create employment opportunities for employees and communities outside of mining. The Future Forum in the West Wits plays an important role in pro actively addressing issues of job security, employment and alternative solutions when job losses are unavoidable. The future forum which consists of management, organised labour, municipalities and other relevant stakeholders are enjoined in terms of the forums constitution to: “The company together with stakeholders continue to explore solutions and procedures for creating job security to sustain and improve the life of employees and their dependents in the event where job losses and retrenchment is unavoidable, and thereby ameliorating the social and economic impact on individuals, regions and economies where retrenchments are certain, and The company together with unions has established a restructuring plenary committee which feeds into the Future Forum. The Restructuring Plenary meeting, attended by all organised labour organisations at Business Unit and Regional level deliberate on issues pertaining to company and Business Unit performance. It has also become an important conduit for enhancing effective communication underpinned by transparency between management, employees and organized labour in the


furtherance of the Future Forum. All these initiatives are aimed at ensuring compliance (and beyond compliance) with the requirements of the Mining Charter as well as the Mineral and Petroleum Resources Development Act and its Regulations.” The central forums (Future Forum and Restructuring Plenary) also feed into Business Units committees in relation to mechanisms deployed to save jobs and to avoid job losses.

5.3 Downscaling and Retrenchments As mentioned above, the West Wits license area was not affected by forced retrenchment, due to the efficient deployment of avoidance measures as described above.

5.3.1 Section 189 of the Labour Relations Act, 66 of 1995 (LRA)

No employees were retrenched in terms of S189 of the Labour Relations Act in the West Wits licence area.

5.3.2 Section 52 of the Mineral and Petroleum Resources Development Act, 2002 (MPDRA)

Notice in terms of S52 of the Mineral and Petroleum Development Act, 2002 was not given as planned reduction in employment numbers in the West Wits licence area did not have the effect of retrenching more than 10 percent of the workforce, or more than 500 employees.

5.3.3 Measures undertaken to ameliorate the impact on Downscaling and Retrenchment

The company is committed to manage downscaling and retrenchments in a manner that subscribes to fair labour practice as required by the applicable legislation, and in terms of company policy. During 2014, company forced retrenchments, as envisaged by S189 of the LRA and S 52(1) (a) and (b) of the MPDRA were avoided by continuing with the strategy as highlighted at par. 5.2. Measures to ameliorate the impact on downscaling and retrenchment of those who opted for Voluntary Severance Packages included the following:

Separation packages exceeded the minimum statutory requirements and further to the aforesaid one month’s salary in lieu of notice was paid;

Employees were assisted with the application of provident and legislative benefits;

5.3.4 Steps undertaken to avoid job losses

Excess labour was managed in a manner to avoid retrenchments and job losses, by amongst others transferring employees from Business Units where there was excess staff to Business Units where there was a need for particular skills. A weekly labour planning weekly meeting was established to ensure employee mobility. In light of the cost saving initiatives, the following measures were implemented: Allowing for natural attrition; Placing a moratorium on recruitment and promotions (except in respect of scarce skills), and Allowing for voluntary exit arrangements and;


Invoking the company’s retirement policy; Discontinuing with consultants and certain contractors where possible; Merging TauTona and Savuka Business Units;

5.3.5 Communication and Consultation with Stakeholders

Communication with organised labour about the company’s growth strategy and operational and business sustainability challenges occurred at (i) national leadership level, (ii) regional leadership level and at (iii) local leadership level. Consultation and communication occurred in the following instances: AGA/ NUM steering committees; AMCU/ AGA steering committees; Quarterly Result Presentation by the COO to Organised Labour Communication to employees by the CEO; Briefing sessions by the CEO; Meetings of the Future Forum; Meetings of the Restructuring Plenary Meeting; Engagement of Organised Labour at various Business Units; Interface with UASA and Solidarity; Utilization of the company’s print and electronic media;

5.3.6 Compliance with the Labour Relations Act The company did not bring about downscaling in terms of s189 in respect of its West Wits Operations. During the reporting period the company complied with the LRA.

5.4 Utilisation of the Training Lay-Off Scheme The Training Lay-Off Scheme was not invoked.


SECTION 6: FINANCIAL PROVISION In this section we address: REGULATION 46 (e) of the MPRDA stipulates that the contents of a social and labour plan must provide financially for the implementation of the social and labour plan

in terms of the implementation of:

i. The human resource development programme; ii. The local economic development programme; and iii. The processes to manage downscaling and retrenchment

6.1 HUMAN RESOURCE PROGRAMME: In terms of HRD the following budget was spent in 2014:

Table 11.1.2 : HUMAN RESOURCE DEVELOPMENT PROGRAMME : FINANCIAL PROVISION FOR WEST WITS

Year Mining Charter Requirement

HRD Financial Provision

HRD % of Payroll Extra SIMS Financial Provision

Total Financial Provision

Total % of Payroll

2014 5.0% R 156 000 000 4.76% R 13 502 702 R 169 502 702 5.18%


6.2 Local Economic Development Programme REGULATION 46 (e) (ii) of the MPRDA which stipulates that the contents of a social and labour plan must provide financially for the implementation of the social and

labour plan in terms of the implementation of:

(ii) The local economic development programme Indicated in the following tables is the expenditure for the Local Economic Development Projects, Income Generating and Enterprise Development Projects undertaken:

Local Economic Development TOTAL BUDGET

2010 - 2014 2012 ACTUAL 2013 Actual 2014 Actual Total Actual Available

Urban Planning & Formalization of non-urban AGA Land & Property

7 000 000 56 250 - - 56 250 6 943 750

Waste Management 3 000 000 700 000 - 1 800

000 2 500 000 500 000

Sub-Acute Hospital (Westcol) 2 500 000 2 295 813 61 922 - 2 357 735 142 265

Entrepreneur Development park 15 000 000 - - - - 15 000 000

Schools 10 000 000 724 542 4 770 313 4 600 190 10 095 045 -95 045

Community Development fund 9 730 200 - - - - 9 730 200

Khutsong Community Park 2 100 000 - 2 494 132 70 550 2 564 682 -464 682

Total Local Economic Development 49 330 200 3 776 605 7 326 367 6 470 740 17 573 712 31 756 488

Income Generating Projects TOTAL BUDGET


Peanut Butter Factory 1 200 000 - - - - 1 200 000

Cooking Oil Production Plant 4 000 000 24 500 - 24

500 49 000 3 951 000

Bakery Merafong (Tsheyanda) 439 000 11 699 - - 11 699 427 301

Merafong Youth Multi Carwash Project

- - 299 896

974 074

1 273 969 -1 273 969

Agric Projects 4 000 000 - - 1 524

148 1 524 148 2 475 852

Total Income Generating 9 639 000 36 199 299 896 2 522 722 2 858 816 6 780 184


Local Economic Development Labour Sending

TOTAL BUDGET 2010 - 2014 2012 ACTUAL 2013 Actual 2014 Actual Total Actual Available

Community Parks (ORT ) WW SLP 1 000 000 - - - 1 000 000

Schools Lab's (ORT) WW SLP 3 000 000 408 164 1 076 596 1 382 669 2 867 430 132 570

Live Stock Development WW SLP 1 000 000 877 193 - 877 193 122 807

Waste Minimization (ORT) WW SLP 2 000 000 - 17

100 17 100 1 982 900

Community Development Program WW SLP 2 500 000 911 871 - - 911 871 1 588 129

Total Local Economic Development LS 9 500 000 1 320 035 1 953 789 1 399 769 4 673 594 4 826 406

Enterprise Development TOTAL BUDGET


Fish and Chips Outlet 570 000 570 000 - - 570 000

-

Landscaping Project 568 000 - - - - 568 000

Trailer Manufacturing 150 000 150 000 - - 150 000

-

Small Children Events 43 000 - - - - 43 000

Building Materials Project (Asenze) 2 000 000 - - - - 2 000 000

Laundry Services (Tsiburu) 29 000 29 000 - - 29 000

-

New Ventures 24 178 900 0 - 0 24 178 900

Uribrant Designz 290 000 290 000 0 0 290 000

-

A1 Cleaning Detergents 962 100 800 650 14 785 815 435 146 665

Digital Hubs 750 000 468 596 0 468 596 281 404

BEE Wheelie Bins 360 000 360 000 - - 360 000

-

Rinkie Hair Academy 99 000 99 000 - - 99 000 -

TOTAL ED 30 000 000 1 498 000 1 269 246 14 785 2 782 032 27 217 968


6.3 Downscaling and retrenchment In this section we address: REGULATION 46 (e) of the MPRDA which stipulates that the contents of a social and labour plan must provide financially for the implementation of the social and labour

plan in terms of the implementation of: (iii) the processes to manage downscaling and retrenchment The company provides for the management of downscaling and retrenchment in terms of its Business plan process. The Labour Relations Act’s process and requirements will precede any downscaling that may lead to retrenchments.

In the 2011-2013 Wage Agreement entered into between organized labour and the company, through the Chamber of Mines, provides for the payment of a minimum severance pay of not less than R20 000.00. It further undertook to pay a severance pay of not less than two weeks’ pay for every year worked.

The company provides for the following when contemplating downscaling: An ex-gratia payment equivalent to one month’s basic pay. 50% of the retrenchee’s monthly basic pay for every completed year of continuous service. Unions may in addition negotiate severance pay at company level while engaging companies in terms of s 189 of the Labour Relations Act, provided that the

existing practice of two weeks’ basic pay per year of service will not be reduced.

Having stated the above, it is however again re-iterated that no forced retrenchments occurred during 2014 in the West Wits licence area.


SECTION 7: REPORTING (MONITORING AND EVALUATION) In this section we address the Mining charter requirements and MPRDA as detailed below. Mining Charter Requirement: In terms of Reporting (Monitoring and Evaluation) the amended BROAD-BASED SOCIO-ECONOMIC EMPOWERMENT CHARTER of the SOUTH AFRICAN MINING AND MINERALS INDUSTRY states: Every mining company must report its level of compliance with the Mining Charter annually, as provided for by Section 28(2)(c) of the MPRDA. The Department shall monitor and evaluate, taking into account the impact of material constraints which may result in not achieving set targets. The Mining Charter scorecard requirements are indicated below along with the AGA WEST WITS compliance to date.

MC 2010 2010 Acieved MC 2011 2011 Achieved MC 2012 2012 Achieved MC 2013 2013 Achieved MC 2014 2014 Plan

1 Reporting

Has the company reported the

level of compliance with the

Charter for the Calendar year

Documentary proof of receipt

from the department

Annually- 31 March March 2011Submitted

31 March 2011March 2012

Submitted


Submitted


Submitted

28 March 2014March 2015 March 2015


SCORECARD FOR THE BROAD-BASED SOCIO-ECONOMIC EMPOWEREMENT CHARTER FOR THE SOUTH AFRICAN MINING INDUSTRY - WEST WITS OPERATIONS 2014

No ELEMENT DESCRIPTION MEASURECOMPLIANCE TARGET

BY 2014

7.1. Monitoring The Senior Vice President: Sustainability is charged with responsibility to ensure implementation of the Social and Labour Plan in conjunction with the relevant functional managers. A Sustainable Development Management Committee (SDMC) comprising all the relevant line functionaries, the Senior Vice President: Human Resources and the Vice President: Finance and Commercial Services oversee and monitor the implementation of the Social and Labour Plan programs and report to the SA Region Executive Committee which in turn reports to the AngloGold Ashanti Board Transformation Committee on a quarterly basis.

7.2. Reporting The Senior Vice President: Sustainability oversees the preparation and submission by the SA Region of AngloGold Ashanti Ltd on an annual basis, of reports to the DMR. Such reports are in accordance with the financial year-end, and shall reflect expenditures and progress in accordance with the undertakings contained in the Social and Labour Plan.


SECTION 8: SUSTAINABLE DEVELOPMENT AND GROWTH

8.1 Environmental Management Compliance Report AngloGold Ashanti received approval of its revised Environmental Management Programme (EMP) in 2012. AGA conducted an internal Environmental Performance Assessment during the 4th Quarter 2011 to serve as a baseline for compliance to the EMP. Environmental performance assessments will be conducted on a two-yearly basis from the date of EMP approval. The latest performance assessment was submitted to the DMR on the 12 March 2014. Closure liability assessments are updated (annually) and the closure trust fund, with bank guarantees fully providing for premature closure.

AGA SA Region's environmental management strategy remains focussed on Integrated Water Management, Closure Planning, Waste Management and Knowledge Management, Legal Compliance, and the alignment of the environmental management programme with AngloGold Ashanti business management processes and overall sustainable development objectives:

All AGA business units have retained ISO14001 certification since 2006. External legal compliance audits are conducted (2-yearly), supplemented by specific internal compliance assessments on key environmental authorisations such as water use licences, waste authorisations, certificates of registration, etc.


8.2 Health and Safety Compliance Report

TABLE 8.A

Measure

Achievement current year

TARGETS Points (Office use only)

2011 2012 2013 2014 Maximum Awarded

Implementation of culture transformation framework 75% See note 8.2.1

NA 50% 75% 100% 2 1.50

Percentage of employees embarking on OHS representative training

8.41% See 8.2.2.

2% 4% 6% 8% 2 2

Percentage of leading practices from MOSH Learning Hub investigated for implementation (1)

100% (NA 2014) See 8.2.3

100% 100% 100% 100% 2 2

Percentage of research findings from MHSC investigated for implementation (1)

100% (NA 2014) See 8.2.4

100% 100% 100% 100% 2 2

Health: Percentage of mandatory occupational health reports submitted

100% See 8.2.5

100% 100% 100% 100% 2 2

Health: Adherence to HIV/AIDS and TB guidelines Achieved See 8.2.6

Yes Yes Yes Yes 2 2

TOTAL POINTS 12 11.50

(1) Only those leading practices and research findings completed during the current reporting period need to be investigated 8.2.1 CHARTER ELEMENT 7.1: IMPLEMENTATION OF THE CULTURE TRANSFORMATION FRAMEWORK (CTF)

The following table presents the scoring and calculations:

TABLE 8.B

CTF Pillar Score CTF Pillar Score

Leadership 3 Leadership 3

Risk Assessment 3 Risk Assessment 3

Bonuses and Performance Incentives 1 Bonuses and Performance Incentives 1

Leading Practices 4 Leading Practices 4

Elimination of discrimination 4 Elimination of discrimination 4

Total 15 Total 15

‘Achievement Current Year’ 14/20 * 100 = 70% ‘Points Awarded’ 15/10 = 1.5


An AGA Global Employee Engagement Survey was prescribed by the Board and was administered by Deloitte to employees at all AGA’s global operations, including South Africa. In South Africa, 8 042 employees responded (30% of workforce). The results of this survey were integrated with a concurrent study done in the SAR by external consultants under the leadership of the Wits Centre for Sustainability in Mining & Industry. Although Leading Indicator incentive system is in place for senior management, it is not in place for all levels in the organization as yet. No new leading practices were required to be considered for 2014, thus full score given. Independent review guidance to be developed in MHSC as per new 2014 H&S Summit Milestone’s.

8.2.2 CHARTER ELEMENT 7.2: PERCENTAGE EMPLOYEES EMBARKING ON OHS REP TRAINING

TABLE 8.C

Total number of people employed by the mines including contractors

Number of employees trained, assessed and deemed competent on the MQA Accredited OHS rep course

Number of employees trained and deemed capable on the OHS rep course

Total: 14275 1201 2447

Guidance “average annual return” of persons in service in 2014.

Number trained, assessed and found competent between 1 January 2009 and 31 December 2014

Number trained and found capable but have not completed the practical assessment between 1 January 2009 and 31 December 2014

8.2.3 CHARTER ELEMENT 7.3: PERCENTAGE OF LEADING PRACTICES FROM THE MOSH LEARNING HUB INVESTIGATED FOR IMPLEMENTATION

In 2014, no new leading practices were promoted. No action required.

TABLE 8.D

Leading Practice Investigated?

Y/N 1)

Will adopt? Y/N

If adopting by When?

If Not Adopting Why?

Practice is Not Relevant Mine has Superior Controls

NA


PROGRESS AND COMPLIANCE WITH ADOPTION OF LEADING PRACTICES ADOPTED PRIOR TO 2014

TABLE 8.E

PROGRESS AND COMPLIANCE WITH ADOPTION OF LEADING PRACTICES ADOPTED PRIOR TO 2014

Entry exam & making safe Mponeng TauTona Comment

1. Total number of crews that should be trained 69 248

2. Total number of crews trained 69 248

3. Total number of crews that complied 100% to the leading practice standard during the last inspection in 2014 65 206

Netting with bolting

1. Total number of working places in which nets should be installed 63 68

2. Total number of working places in which nets have been installed 63 20

3. Total number of working places that complied 100% to the leading practice standard during the last inspection in 2014

63 20

Triggered Action Response Plan (TARP)

1. Total number of places in your mine in which TARP has been rolled out 0 248 Mponeng TARP in Comp A, rollout 2015

HPD Selection Tool & Training and Awareness (Noise)

1. Total number of employees that should be trained NA. Custom HPD

NA. Custom HPD

2. Total number of employees that have been trained NA NA

3. Total number of employees that complied 100% to the leading practice standard during the last inspection in 2014

NA NA

Footwall and Sidewall Treatment (Dust)

1. Total kilometers that should be treated 183.000 386.988

Mponeng cars deployed Dec 2014, results will follow

2. Total kilometers that have been treated 129,325 301.870

3. Total kilometers that complied 100% to the leading practice standard during the last inspection in 2014 70,7% 301.870


PROGRESS AND COMPLIANCE WITH ADOPTION OF LEADING PRACTICES ADOPTED PRIOR TO 2014 cont.

Fogger/Mist sprays (Dust) Mponeng TauTona Comment

1. Number of units required 8 NA

2. Number of units installed 7 NA

3. Total number of units that complied 100% to the leading practice standard during the last inspection in 2014 7 NA

Multi Stage Filtration Systems (Dust) Mponeng TauTona Comment

1. Number of units that should be installed 7 46

2. Number of units that have been installed 7 43

3. Total number of units that complied 100% to the leading practice standard during the last inspection in 2014 7 43

Winch Covers (Dust) Mponeng TauTona Comment

1. Number of scraper winch machines NA 171 Mponeng not adopting as yet

2 Number of scraper winch machines that have been covered NA 116

3. Total number of winch machines that complied 100% to the leading practice standard during the last inspection in 2014 NA 116

PDS: Hardrock Railbound Equipment Mponeng TauTona Comment

1. Number of levels that should adopt the leading practice functionalities 9 15

2. Number of levels that adopted the leading practice functionalities

a. VTV: Warn operators of detected vehicles 9 12

b. VTB Vehicle to Fixed Beacons: To warn the operator 0 0

c. VTB Vehicle to Mobile Beacons: To warn the operator 0 0

d. VTV: Guard Communication System 9 12

e. VTV: Remote Signaling 9 0

f. VTV: Remote Control, :”emergency stop” of vehicles entering or creating hazardous situation 9 0

PDS: Hardrock Trackless Mobile Machinery Mponeng TauTona Comment

1. Number of units that should adopt the leading practice functionalities 47 NA

2. Number of units that adopted the leading practice functionalities

a. VTP: Only warn pedestrian and equipment operator 47 NA

b. VTV: Warn operators of detected vehicles (audible and visual) 47 NA

c. Fixed and Mobile Beacons to warn the operator 0 NA


8.2.4 CHARTER ELEMENT 7.4: PERCENTAGE OF RESEARCH FINDINGS FROM THE MHSC INVESTIGATED FOR IMPLEMENTATION No research projects were completed in 2014. No action required

TABLE 8.F

Research Findings Investigated?

Y/N1

Will adopt? Y/N

If adopting by When?

If Not Adopting Why?

Practice is Not Relevant Mine has Superior Controls

NA

Research findings considered prior to 2014 has progressed as follows:

TABLE 8.G

SIM 040204: Evaluation of Shotcrete Performance

Monitoring Indicators Mponeng Tautona Comments

1. Number of Rock Engineers who should be trained on the use of shotcrete design methodology 2 2

2. Number of Rock Engineers who have been trained on the use of shotcrete design methodology 3 3

3. Number of shafts whose shotcrete design should comply with the design recommendation suggested by the research (SIM 040204: Evaluation of Shotcrete Performance research)

1 1

4. Number of shafts whose shotcrete design complies to the design recommendation suggested by the research (SIM 040204: Evaluation of Shotcrete Performance research)

1 1

Shotcrete ad-hoc, not as standard.

5. Number of shafts in which the review of the implementation of the shotcrete design methodology should be conducted

1 1

6. Number of shafts in which the review of the implementation of the shotcrete design methodology have been conducted

0 0


TABLE 8.H

SIM 100904 Personal Protective Equipment for WiM

Monitoring Indicators Company Progress

Comments

1. Number of mines which employ women in your company 3 TauTona, Savuka, Mponeng

2. Does you mine have a concise policy on PPE for WiM in place? Yes Integration in current PPE Strategy during 2015

3. Have you mine implemented the PPE educational programme based on the PPE policy? No Training will follow Strategy review

4. Have you mine adopted promotional strategies to improve the use and maintenance of PPE?

No Not yet

5. Have you mine adopted a comprehensive approach that brings together all sectors involved in PPE design; production; supply; selection and maintenance of PPE for WiM?

Yes Yes we have used an extensive process through PPE suppliers and commercial services

6. Have your mine undertaken a survey on women PPE to identify problem areas of fit and comfort?

Yes Survey completed

7. Does your mine involve women in the selection of PPE, allowing trials for fit and comfort prior to purchasing PPE?

Yes Done as part of the risk assessment

8. Has your mine considered specifications provided in SANS 511:2011 for providing undergarments for women workers?

Yes Done as part of the risk assessment

9. Has your mine provided females with overalls which do not affect their dignity? Yes TT&Sav No Mponeng

10. Has your mine equipped females with underground toilets? Yes TT&Sav No Mponeng

Designated areas Unisex toilets, some areas x 2

11. Has your mine undertaken awareness programmes to train women employees on the dangers of suppressing urine; using nylon tights as undergarments; using cotton socks instead of nylon ones; etc.?

No Risk Assessment done, Induction to be updated

8.2.5 CHARTER ELEMENT 7.5 PERCENTAGE OF MANDATORY OCCUPATIONAL HEALTH REPORTS SUBMITTED

TABLE 8.I

Mandatory Reports Submitted (Y/N) Date Submitted

A. Medical Report

1. Annual Medical Report (DMR90) Yes 2014 report submitted on 28 February 2015

B. Hygiene Reports

1. Particulates Personal Exposure Report Form - 21.9(2)(a). Yes Mponeng Feb 2014, May 2014, Aug 2014, Nov 2014, Tautona May 2014, Aug 2014, Nov 2014, Jan 2015.

2. Thermal Heat Stress Exposure Report Form - 21.9(2)(c). Yes May 2014

3. Personal Noise Exposure - Report Form - 21.9(2)(e) Yes Feb 2014 tbs

TOTAL 4/4


8.2.6 CHARTER ELEMENT 7.6: ADHERENCE TO HIV/AIDS AND TB GUIDELINES

TABLE 8.J

TB Guidelines compliant to:

Do you have a signed off TB policy? (Y/N)

Date TB Policy signed Annual TB programme review done (Y/N)

Date reviews done

1. NTBCP 2. DMR Guidance

note

Signed off TB policy – Yes Compliance to existing Guidelines – Yes TB & HIV programmes are aligned to the National TB Control Programmes, the DMR Guidance Note on TB, and the relevant National HIV/AIDS Guidelines. Work is ongoing within the tripartite structure of MITHAC (Mining Industry TB & HIV Advisory Committee) at the MHSC (Mine Health & Safety Council) to draft new industry guidelines on the integration of TB & HIV policies in the workplace going forward.

AGA Health approved TB Policy – Oct 2009, and revised 2012. Company specific policies & procedures will then be reviewed and updated in line with the DMR Guidelines once they have been finalised. .

Yes – Chamber of Mines External TB Reviews Yes – DMR Mass H&S Audits Yes – Internal TB Reviews (AGA) Quality Assurance audits completed annually across all health disciplines within AGA Health

25- 26 January 2012 West Wits. Annual reviews have now been completed across Gold, Platinum & Coal sectors, and have been moved to the MHSC (Mine Health & Safety Council) going forward. 23-26 January 2012 West Wits Q4 2013 West Wits Completed annually within AGA Health

Is your HIV Guideline compliant to:

Do you have a signed off HIV policy? (Y/N)

Date HIV Policy signed Report on HCT uptake (Y/N)

Date submitted to COM

1. HIV/AIDS National Guidelines

Board approved HIV/AIDS policy – Yes Compliance to existing Guidelines – Yes TB & HIV programmes are aligned to the National TB Control Programme, the DMR Guidance Note on TB, and the relevant National HIV/AIDS Guidelines. Work is ongoing within the tripartite structure of MITHAC (Mining Industry TB & HIV Advisory Committee) at the MHSC (Mine Health & Safety Council) to draft new industry guidelines on the integration of TB & HIV policies in the workplace going forward.

AGA Board approved HIV Policy – April 2005. Company specific policies & procedures will then be reviewed and updated in line with the DMR Guidelines once they have been finalised.

Yes Submitted monthly to AGA Business units, and quarterly to the Board of AGA. Previously submitted electronically to SABCOHA (Bizwell website) – July 2013 and January 2014. Given changes in senior management at SABCOHA, this is no longer a prerequisite. HCT submitted annually to the DMR and Chamber of Mines as part of the DMR164 forms – submitted in March 2014, and again in Feb 2015.

TOTAL 2/2 2/2 Total = 4/4


SECTION 9: BENEFICIATION 9.1 Beneficiation in South Africa AngloGold Ashanti is the world’s third largest gold producer, with 20 operations in 10 countries and is domiciled in South Africa. In all the countries in which we operate, governments are focusing on value-adding activities that benefit the local economies, either by increasing revenue or up-skilling their people. Adding value to our mineral product before export from the country of origin is a serious aspect of the business. For AngloGold Ashanti, the notion of beneficiation or adding value to our product has been an integral part of the company’s strategic vision and marketing activities since the inception of its marketing department in 1999. This was, at that time, a novel approach in an industry that had hitherto failed to consider that its responsibility continued after mining activity and went beyond the refinery to the end consumer. Since then, AngloGold Ashanti has undertaken a number of initiatives to support both upstream and downstream activities. Although AngloGold Ashanti resigned as a member of the World Gold Council in 2014, our involvement was instrumental in initiatives that are aimed at supporting the gold market beyond South Africa. We also continue to conform to the Conflict-Free Gold Standard. While the main emphasis of our activities has traditionally been in jewellery design and manufacturing, we plan to broaden our horizons to also include gold design in other disciplines. We are also investors in Rand Refinery (Pty) Limited, because gold refining is an important part of the process to convert our mined product to a metal form that can be used in inter alia jewellery, investment and technology.

9.2 Beneficiation initiatives in South Africa AngloGold Ashanti has, over the past decade, committed itself to support the beneficiation of gold. This has included the provision of structural support to assist the growth and development of downstream industries.

9.2.1 Oro Africa Our single largest beneficiation commitment is our long-term investment in Oro Africa, South Africa’s largest jewellery manufacturer and exporter. The company invested in the region of R43m ($6.1m) when it acquired its shareholding in 2000. AngloGold Ashanti’s has a stake of 36% in Oro Africa. This investment demonstrates our pledge to downstream activities, and presents potential for South Africa to leverage the depth of experience in terms of viable technical skills and practical business models in a highly competitive global jewellery market. As South Africa’s largest manufacturer and exporter of jewellery, Oro Africa continues to recruit and train scores of talented young South Africans in the art of jewellery creation. It serves clients throughout South Africa, North and South America, the United Kingdom, Australia and Mauritius, and is also looking to Dubai, the Middle East, India and China. See www.oroafrica.co.za for more information.

http://www.oroafrica.co.za/


9.2.2. AuDITIONS (The Global Gold Couture Jewellery Design competition) AuDITIONS, the world’s largest gold design competition celebrated its 13th anniversary in 2014. It is held biennially in South Africa and Brazil with the objective of inspiring designers to innovate with gold design. The competitions strive to increase gold’s desirability and to advance and extend the boundaries of design by encouraging bold, new creations in high caratage gold. Entry to these competitions is targeted at design students and professionals, but is in fact open to all residents of the respective countries. The Brazilian jewellery market is vibrant and the competition there centres around collaboration and sustainable development of the industry. In South Africa, entrants are invited to attend jewellery design seminars which provide valuable exposure to local and international best practice and design trends. In South Africa, the Department of Mineral Resources added their endorsement and support of the AuDITIONS programme. The government also highlighted the importance of gold beneficiation and supports jewellery manufacture as part of South Africa’s beneficiation strategy. The current challenges in the jewellery industry include a shortage of skills, under- investment in research and development and the rising price of gold. The focus is to create a more co-ordinated framework of research, development and investment to enable the country to develop a competitive edge in the production of jewellery and other artefacts. AngloGold Ashanti understands that it is not the activity of gold mining that fascinates the world or evokes emotions, but the actual metal itself – as it is transformed through design into splendid, valuable items that define success, beauty and wealth. Through our AuDITIONS programme, we demonstrate the importance of investing in design talent. See www.goldauditions.com for more information.

9.2.3 Gold of Africa Museum In February 1999 AngloGold Ashanti acquired 350 West African gold artefacts from the Barbier-Mueller museum in Geneva, Switzerland to preserve the art of African goldsmithing and inspire contemporary design. As a result of this acquisition, AngloGold Ashanti established the Gold of Africa Museum in Cape Town, which it hosted until late in 2014. This museum attracted local and international visitors, allowing them to experience the ancient, sometimes mystical, relationships that exist between the African continent and this precious metal. Although primarily home to the Barbier-Mueller collection, the Museum also exhibited objects from the ancient gold civilisations of southern Africa. AngloGold Ashanti’s decision to move the collection from the museum premises in Cape Town is aligned with its vision to share the historical and cultural significance of the collection with a wider global audience. The collection is currently in Johannesburg while the company is in negotiation with several interested parties to tour the collection and display it alongside similar collections.

http://www.goldauditions.com/


9.2.4 Rand Refinery AngloGold holds a 42.41% interest in Rand Refinery (Pty) Limited, a key player in the beneficiation/value-added chain in South Africa and on the African continent. Rand Refinery was established in 1920 and is certified by the London Bullion Market Association. This means it complies with the highest standards required by bullion banks, commodity traders and coin distributors. The Refinery goes beyond just refining doré; it produces gold cast bars, minted bars, semi-finished product, coins and certified gold. These products are available to the South African and the global market. AngloGold Ashanti’s investment in terms of time and resources in the Refinery places South Africa in a competitive position, opening up various beneficiation opportunities. See www.randrefinery.co.za for more information

9.2.5 The Gold Zone Through our significant stake in Rand Refinery, AngloGold Ashanti contributes to a number of beneficiation initiatives. The Gold Zone offers both local and international jewellery manufacturers a cost-effective location for their manufacturing facilities. Additional benefits include access to bulk manufactured semi-fabricated jewellery components and proximity to the Refinery. The latter is important as it provides easy access to facilities for re-refining any scrap gold produced in the jewellery manufacturing process. This initiative aims to assist gold jewellery manufacturers to beneficiate African gold for export and to assist local communities with skills development. The Gold Zone, assisted by the African Growth Opportunity Act, offers the added advantage of exporting jewellery to the USA. The facility also houses a number of skills development projects aimed at uplifting local communities, and with a view to employment in the jewellery manufacturing industry. The following projects are located in the Gold Zone: Intsika Skills Beneficiation Project (Intsika) is a section 21 organisation. Using precious and semi-precious minerals and stones, it teaches skills in mineral beneficiation. Founded in 2002, it began operating in 2004 at its current location in the Gold Zone. The project was developed to assist in the development of the youth, particularly given the high rate of unemployment in the area, as well as the need to promote beneficiation, encourage entrepreneurship and reduce poverty among young people from historically disadvantaged backgrounds. Trainees earn credits by participating in the project, and these can usually be applied towards a National Certificate in Jewellery Manufacturing. The Ekurhuleni Jewellery Project was launched in mid-2009, and caters for industry-based skills programmes and the development of small, medium-sized and microenterprises (SMMEs). Learners receive some theoretical training, and participation in the project adds the necessary practical skills. It also provides them with a nationally recognised qualification. After a training period, learners are upskilled for the relevant industry. These SMME incubators offer qualified, emerging jewellers access to fully-equipped workshops, production services and technical support. These entrepreneurs are provided with an opportunity to develop their own businesses in a secure and enabling environment sponsored by the Ekurhuleni municipality. The Ekurhuleni Jewellery project provides support for the industry by providing accredited short courses, skills programmes and has a recognition-of-prior-learning system in its Training for the Trade programmes. See www.randrefinery.co.za for more information.

http://www.randrefinery.co.za/

http://www.randrefinery.co.za/


ANNEXURES

Annexure 1: 1.1 Breakdown of employees in West Wits as at end December 2014

Country of origin Province City\Town TEBA Recruitment Office Contractor AGAH Metallurgy Mponeng Mine

Savuka Mine

South Africa Region Services

TauTona Mine

Grand Total

AUSTRALIA AUSTRALIA TOM WEST WITS 2 2

BOTSWANA

BOTSWANA CNTRL MOLEPOLOLE 1 1 1 3

BOTSWANA CNTRL PALAPYE 1 3 4

BOTSWANA S.E. MOLEPOLOLE 1 1

KGALAGADI MOLEPOLOLE 1 1

KWENENG MOLEPOLOLE 6 4 3 7 20

MOCHUDI MOLEPOLOLE 1 1

NGWAKETSE MOLEPOLOLE 1 1 1 8 11

NGWAKETSE PALAPYE 1 1

RAMOTSWA MOLEPOLOLE 1 2 1 4 8

DEMOCRATIC REP OF CONGO OTHER TOM WEST WITS 1 1

LESOTHO

BUTHA BUTHE BUTHA BUTHE 1 2 33 5 23 64

BUTHA BUTHE LERIBE 3 2 5

BUTHA BUTHE MASERU 1 1

LERIBE BUTHA BUTHE 10 2 5 17

LERIBE LERIBE 4 4 111 11 13 118 261

LERIBE MASERU 3 3 10 1 1 4 22

LERIBE MOKHOTLONG 1 1

MAFETENG BUTHA BUTHE 1 1

MAFETENG MAFETENG 3 4 156 13 8 72 256



Savuka Mine


TauTona Mine

Grand Total

LESOTHO cont.

MAFETENG MASERU 3 37 3 2 12 57

MAFETENG MOHALESHOEK 2 2

MAFETENG QUTHING 2 2

MAFETENG TEYATEYANENG 1 1

MASERU MAFETENG 3 1 4

MASERU MASERU 3 1 228 18 8 142 400

MASERU QACHAS NEK 1 1

MASERU TEYATEYANENG 1 1

MOHALESHOEK MAFETENG 1 6 2 1 10

MOHALESHOEK MASERU 1 22 1 12 36

MOHALESHOEK MOHALESHOEK 2 1 72 10 4 59 148

MOKHOTLONG LERIBE 1 3 4

MOKHOTLONG MASERU 1 1 2

MOKHOTLONG MOKHOTLONG 1 1 15 3 1 16 37

QACHASNEK MAFETENG 2 2

QACHASNEK MASERU 1 8 10 19

QACHASNEK MOHALESHOEK 1 1

QACHASNEK QACHAS NEK 11 2 2 13 28

QUTHING LERIBE 1 1

QUTHING MAFETENG 1 1

QUTHING MASERU 1 2 1 5 9

QUTHING MOHALESHOEK 2 2 4

QUTHING QUTHING 27 4 2 21 54



Savuka Mine


TauTona Mine

Grand Total

LESOTHO cont.

TEYATEYANENG LERIBE 1 1 17 1 1 17 38

TEYATEYANENG MASERU 1 19 4 1 19 44

TEYATEYANENG TEYATEYANENG 2 5 53 10 39 109

THABA TSEKA MASERU 24 1 1 12 38

MOZAMBIQUE

BILENE RESSANO GARCIA 8 3 41 2 2 7 63

BOANE RESSANO GARCIA 2 1 3

CANICADO RESSANO GARCIA 1 7 1 2 11

CHIBUTO RESSANO GARCIA 19 82 10 3 33 147

CHICUALACUALA RESSANO GARCIA 1 1

FUNHALOURO RESSANO GARCIA 1 1 2

GOVURO RESSANO GARCIA 1 1 2

HOMOINE RESSANO GARCIA 2 1 11 2 6 22

INHAMBANE RESSANO GARCIA 3 2 5

INHARRIME RESSANO GARCIA 5 10 1 14 30

JANGAMO RESSANO GARCIA 1 1 1 4 7

LIMPOPO RESSANO GARCIA 13 1 40 2 1 22 79

MABALANE RESSANO GARCIA 1 1

MABOTE RESSANO GARCIA 1 1

MAGUDE RESSANO GARCIA 3 4 4 11

MANHICA RESSANO GARCIA 7 18 2 10 37

MANJACAZE RESSANO GARCIA 18 2 26 7 23 76

MAPUTO RESSANO GARCIA 17 2 31 6 3 46 105

MARRACUENE RESSANO GARCIA 2 1 1 4



Savuka Mine


TauTona Mine

Grand Total

MOZAMBIQUE

MASSINGA RESSANO GARCIA 13 23 8 1 21 66

MATOLA RESSANO GARCIA 11 1 21 4 22 59

MAXIXE RESSANO GARCIA 4 8 2 5 19

MORRUMBENE RESSANO GARCIA 5 17 3 15 40

MUCHOPES RESSANO GARCIA 1 1 2 4

NAMAACHA RESSANO GARCIA 1 1 2

NORTH OF SAVE RIVER RESSANO GARCIA 1 2 3

PANDA RESSANO GARCIA 3 2 5

VILANCULOS RESSANO GARCIA 1 2 2 4 9

XAI-XAI RESSANO GARCIA 19 3 1 65 9 2 58 157

ZAVALA RESSANO GARCIA 6 1 24 4 23 58

SOUTH AFRICA

EASTERN CAPE

ADELAIDE TOM WEST WITS 1 1

ALICE TOM WEST WITS 2 4 2 2 3 13

ALIWAL NORTH TOM WEST WITS 1 4 1 1 7

BIZANA BIZANA 18 3 10 31

BIZANA FLAGSTAFF 1 1

BIZANA KLERKSDORP 1 1

BIZANA TOM WEST WITS 26 8 105 11 4 45 199

BURGHERSDORP TOM WEST WITS 1 1

CALA KLERKSDORP 2 1 3

CALA NGCOBO 1 1

CALA TOM WEST WITS 6 2 24 2 4 16 54

CATHCART TOM WEST WITS 1 1



Savuka Mine


TauTona Mine

Grand Total

SOUTH AFRICA

EASTERN CAPE

COFIMVABA KLERKSDORP 1 1

COFIMVABA TOM WEST WITS 8 4 31 8 7 15 73

CRADOCK TOM WEST WITS 1 1

DORDRECHT TOM WEST WITS 1 1 1 3

EAST LONDON TOM WEST WITS 8 8 7 3 2 9 37

ELLIOT TOM WEST WITS 2 2 2 6

ELLIOTDALE MTHATHA 1 1

ELLIOTDALE TOM WEST WITS 8 24 6 1 24 63

ENGCOBO KLERKSDORP 1 1

ENGCOBO NGCOBO 5 8 13

ENGCOBO TOM WEST WITS 57 12 125 22 8 61 285

FLAGSTAFF FLAGSTAFF 6 2 7 15

FLAGSTAFF TOM WEST WITS 25 1 83 13 5 36 163

FORT BEAUFORT TOM WEST WITS 2 1 4 7

GCUWA TOM WEST WITS 14 18 3 3 12 50

GRAHAMSTOWN TOM WEST WITS 1 1

HERSCHEL STERKSPRUIT 3 1 4

HERSCHEL TOM WEST WITS 14 3 36 8 1 21 83

HIGHFLATS TOM WEST WITS 6 2 1 2 11

HOFMEYR TOM WEST WITS 1 1 2

IDUTYWA DUTYWA 1 1

IDUTYWA KLERKSDORP 4 1 5

IDUTYWA NGCOBO 1 1



Savuka Mine


TauTona Mine

Grand Total

SOUTH AFRICA

EASTERN CAPE

IDUTYWA TOM WEST WITS 22 4 48 3 9 45 131

INDWE TOM WEST WITS 1 2 1 4

KEISKAMAHOEK TOM WEST WITS 3 4 3 10

KENTANI BUTTERWORTH 1 1

KENTANI TOM WEST WITS 11 3 40 5 4 12 75

KING WILLIAMS TOWN TOM WEST WITS 11 5 29 3 6 30 84

LADY FRERE QUEENSTOWN 2 2

LADY FRERE TOM WEST WITS 9 2 17 2 4 12 46

LADY GREY TOM WEST WITS 1 1 2

LIBODE CARLETONVILLE DEPOT 1 1

LIBODE MOUNT FRERE 1 1

LIBODE MTHATHA 2 2

LIBODE TOM WEST WITS 29 1 42 14 6 37 129

LUSIKISIKI FLAGSTAFF 2 1 3

LUSIKISIKI LUSIKISIKI 20 4 24

LUSIKISIKI TOM WEST WITS 43 4 104 8 5 56 220

MACLEAR TOM WEST WITS 1 10 2 2 1 16

MATATIELE CARLETONVILLE DEPOT 1 1

MATATIELE KLERKSDORP 2 2

MATATIELE MATATIELE 1 1 2

MATATIELE TOM WEST WITS 39 1 78 22 12 66 218

MDANTSANE - E/LONDON TOM WEST WITS 1 1

MIDDELBURG - CAPE TOM WEST WITS 1 1



Savuka Mine


TauTona Mine

Grand Total

SOUTH AFRICA

EASTERN CAPE

MIDDLEDRIFT TOM WEST WITS 4 1 4 1 1 10 21

MOUNT AYLIFF KLERKSDORP 1 1 2

MOUNT AYLIFF TOM WEST WITS 13 1 17 4 1 8 44

MOUNT FLETCHER TOM WEST WITS 5 5 32 7 3 22 74

MOUNT FRERE KLERKSDORP 1 1

MOUNT FRERE MOUNT FRERE 1 1 2 4

MOUNT FRERE TOM WEST WITS 19 2 35 4 7 21 88

MQANDULI MTHATHA 1 1

MQANDULI TOM WEST WITS 28 2 29 3 4 26 92

MTHATHA KLERKSDORP 1 1 2

MTHATHA MTHATHA 1 1 2 4

MTHATHA TOM WEST WITS 43 5 81 15 11 50 205

NGQELENI MTHATHA 6 1 5 12

NGQELENI TOM WEST WITS 31 2 80 13 7 44 177

NQAMAKWE DUTYWA 1 1

NQAMAKWE KLERKSDORP 1 1

NQAMAKWE TOM WEST WITS 19 5 23 3 4 28 82

PEDDIE TOM WEST WITS 6 7 3 2 9 27

PORT ELIZABETH TOM WEST WITS 1 1 1 1 4

PORT ST JOHNS KLERKSDORP 1 1

PORT ST JOHNS TOM WEST WITS 15 2 25 4 1 16 63

QUEENSTOWN TOM WEST WITS 4 3 15 4 1 1 28

QUMBU KLERKSDORP 1 1



Savuka Mine


TauTona Mine

Grand Total

SOUTH AFRICA

EASTERN CAPE

QUMBU MOUNT FRERE 1 1

QUMBU TOM WEST WITS 7 2 27 2 8 46

STERKSTROOM TOM WEST WITS 2 2

STEYNSBURG TOM WEST WITS 1 2 3

STUTTERHEIM TOM WEST WITS 4 10 2 2 6 24

TABANKULU MOUNT FRERE 3 1 1 5

TABANKULU TABANKULU 2 7 9

TABANKULU TOM WEST WITS 22 2 48 8 4 34 118

TSOLO MTHATHA 1 1

TSOLO TOM WEST WITS 13 1 31 5 5 28 83

TSOMO TOM WEST WITS 12 1 19 2 1 8 43

UGIE TOM WEST WITS 1 1

UITENHAGE TOM WEST WITS 1 1

WHITTLESEA TOM WEST WITS 2 3 1 4 10

WILLOWVALE DUTYWA 1 1

WILLOWVALE TOM WEST WITS 10 2 26 2 3 22 65

FREE STATE

BETHLEHEM TOM WEST WITS 2 5 3 1 2 13

BLOEMFONTEIN TOM WEST WITS 21 2 30 2 21 76

BOTHAVILLE TOM WEST WITS 8 8 1 3 20

BRANDFORT TOM WEST WITS 2 2

BULTFONTEIN TOM WEST WITS 1 2 1 4 8

CLOCOLAN TOM WEST WITS 2 1 1 1 5

DEALESVILLE TOM WEST WITS 1 1



Savuka Mine


TauTona Mine

Grand Total

SOUTH AFRICA

FREE STATE

DEWETSDORP TOM WEST WITS 1 1

EDENVILLE TOM WEST WITS 1 1

EXCELSIOR TOM WEST WITS 3 2 1 6

FICKSBURG CARLETONVILLE DEPOT 1 1

FICKSBURG TOM WEST WITS 6 2 22 5 2 21 58

FOURIESBURG TOM WEST WITS 2 1 5 2 2 12

HARRISMITH TOM WEST WITS 2 2 1 5

HEILBRON TOM WEST WITS 1 1

HENNENMAN TOM WEST WITS 2 2

HERTZOGVILLE TOM WEST WITS 1 1

HOBHOUSE TOM WEST WITS 1 2 1 1 5

HOOPSTAD TOM WEST WITS 1 1

KROONSTAD TOM WEST WITS 4 1 2 1 4 12

LADYBRAND TOM WEST WITS 4 5 1 1 2 13

LINDLEY TOM WEST WITS 1 1

MARQUARD TOM WEST WITS 1 1 2

ODENDAALSRUS CARLETONVILLE DEPOT 1 1

ODENDAALSRUS TOM WEST WITS 3 2 16 1 8 4 34

PARYS TOM WEST WITS 8 1 4 2 5 20

PETRUSBURG TOM WEST WITS 1 1

ROUXVILLE TOM WEST WITS 1 1 2

SENEKAL TOM WEST WITS 1 4 1 4 10

SPRINGFONTEIN TOM WEST WITS 1 1



Savuka Mine


TauTona Mine

Grand Total

SOUTH AFRICA

FREE STATE

STEYNSRUST TOM WEST WITS 1 1

THABA NCHU TOM WEST WITS 2 3 12 7 2 8 34

THEUNISSEN CARLETONVILLE DEPOT 1 1

THEUNISSEN TOM WEST WITS 3 5 2 2 12

VENTERSBURG TOM WEST WITS 1 2 1 1 5

VILJOENSKROON TOM WEST WITS 1 3 7 2 3 16

VILLIERS TOM WEST WITS 1 1

VIRGINIA TOM WEST WITS 10 19 2 5 36

VREDEFORT KLERKSDORP 1 1

VREDEFORT TOM WEST WITS 2 4 1 1 8

WELKOM CARLETONVILLE DEPOT 2 2

WELKOM KLERKSDORP 1 7 1 2 11

WELKOM TOM WEST WITS 30 11 69 4 39 29 182

WEPENER TOM WEST WITS 4 2 8 1 3 18

WESSELBRON TOM WEST WITS 9 2 1 2 14

WINBURG TOM WEST WITS 5 1 1 7

WITZIESHOEK TOM WEST WITS 11 6 23 4 12 13 69

ZASTRON TOM WEST WITS 5 1 8 1 2 17

GAUTENG

ALBERTON TOM WEST WITS 5 1 6

BENONI KLERKSDORP 1 1

BENONI TOM WEST WITS 21 5 1 7 34

BOKSBURG CARLETONVILLE DEPOT 1 1

BOKSBURG TOM WEST WITS 6 1 4 11



Savuka Mine


TauTona Mine

Grand Total

SOUTH AFRICA

GAUTENG

BRAKPAN TOM WEST WITS 4 2 2 1 9

BRONKHORSTSPRUIT TOM WEST WITS 2 2 4

CARLETONVILLE CARLETONVILLE DEPOT 1 1 2

CARLETONVILLE KLERKSDORP 2 1 5 1 9

CARLETONVILLE TOM WEST WITS 863 425 168 981 211 391 766 3805

EVATON TOM WEST WITS 8 5 8 3 1 7 32

GERMISTON TOM WEST WITS 9 9 1 3 4 26

HAMMANSKRAAL TOM WEST WITS 8 4 1 1 14

HEIDELBERG - TVL TOM WEST WITS 6 2 8

JOHANNESBURG KLERKSDORP 2 1 3

JOHANNESBURG TOM WEST WITS 84 8 84 10 30 41 257

KEMPTON PARK TOM WEST WITS 15 1 3 1 2 22

KRUGERSDORP KLERKSDORP 1 1

KRUGERSDORP TOM WEST WITS 16 5 7 5 6 5 44

MOHLAKENG TOM WEST WITS 1 1

NIGEL TOM WEST WITS 1 1

PRETORIA KLERKSDORP 1 1 2

PRETORIA TOM WEST WITS 26 1 9 1 8 2 47

RANDFONTEIN KLERKSDORP 2 2

RANDFONTEIN TOM WEST WITS 45 2 28 3 4 7 89

ROODEPOORT TOM WEST WITS 18 2 4 1 3 2 30

SEBOKENG TOM WEST WITS 1 2 12 9 24

SPRINGS TOM WEST WITS 6 1 4 1 1 13



Savuka Mine


TauTona Mine

Grand Total

SOUTH AFRICA

GAUTENG

VANDERBIJLPARK KLERKSDORP 1 1

VANDERBIJLPARK TOM WEST WITS 28 1 5 1 2 4 41

VEREENIGING TOM WEST WITS 15 3 15 1 7 3 44

WESTONARIA CARLETONVILLE DEPOT 1 1

WESTONARIA TOM WEST WITS 39 3 42 12 8 13 117

KWAZULU NATAL

BERGVILLE TOM WEST WITS 1 2 3

DUNDEE TOM WEST WITS 2 2

DURBAN KLERKSDORP 1 1

DURBAN TOM WEST WITS 4 11 2 2 6 25

EMPANGENI KLERKSDORP 1 1

EMPANGENI TOM WEST WITS 2 1 7 2 1 8 21

EMZUMBI TOM WEST WITS 1 1

ESHOWE TOM WEST WITS 3 4 1 6 14

ESTCOURT TOM WEST WITS 2 2 4

GRABOUW TOM WEST WITS 1 1 1 3

GREYTOWN TOM WEST WITS 2 3 5

HARDING TOM WEST WITS 1 1 14 4 1 5 26

HLABISA TOM WEST WITS 2 1 3

HLUHLUWE TOM WEST WITS 1 7 1 1 10

HOWICK TOM WEST WITS 1 2 3

INGWAVUMA CARLETONVILLE DEPOT 1 1

INGWAVUMA TOM WEST WITS 15 4 73 7 2 30 131

IXOPO TOM WEST WITS 1 10 7 18



Savuka Mine


TauTona Mine

Grand Total

SOUTH AFRICA

KWAZULU NATAL

IZINGOLWENI TOM WEST WITS 1 1 2 1 5

KOKSTAD TOM WEST WITS 1 2 1 1 5

KRANSKOP TOM WEST WITS 1 1

KWANGWANASE TOM WEST WITS 2 1 1 4

LADYSMITH - NATAL TOM WEST WITS 1 1 5 3 10

MADADENI TOM WEST WITS 1 1

MAHLABATINI TOM WEST WITS 2 12 5 1 9 29

MAHLABATINI ULUNDI RECRUITING 1 4 5

MELMOTH TOM WEST WITS 7 1 3 11

MKUZE TOM WEST WITS 4 18 1 4 27

MTUBATUBA TOM WEST WITS 2 6 1 3 12

MTUNZINI TOM WEST WITS 1 1 2

NEWCASTLE TOM WEST WITS 2 1 7 2 1 13

NGOTSHE TOM WEST WITS 1 1

NKANDHLA TOM WEST WITS 1 1 2

NONGOMA KLERKSDORP 1 1 2 4

NONGOMA NONGOMA 1 1

NONGOMA TOM WEST WITS 14 83 8 2 35 142

NQUTU TOM WEST WITS 1 5 3 9

ONGOYE TOM WEST WITS 1 1

PAULPIETERSBURG TOM WEST WITS 1 1 2

PIETERMARITZBURG TOM WEST WITS 3 5 1 3 12

PINETOWN TOM WEST WITS 2 2 4



Savuka Mine


TauTona Mine

Grand Total

SOUTH AFRICA

KWAZULU NATAL

PONGOLA KLERKSDORP 1 1

PONGOLA TOM WEST WITS 8 16 1 4 14 43

PORT SHEPSTONE TOM WEST WITS 6 3 1 1 3 14

STANGER TOM WEST WITS 1 1 3 1 6

TUGELA FERRY TOM WEST WITS 1 3 4

UBOMBO TOM WEST WITS 1 2 6 9

UMBUMBULU TOM WEST WITS 1 1

UMLAZI TOM WEST WITS 1 1

UMZIMKULU KLERKSDORP 1 1 2

UMZIMKULU TOM WEST WITS 6 7 35 3 8 21 80

UMZIMKULU UMZIMKULU 1 1

UMZINTO TOM WEST WITS 3 3

UTRECHT TOM WEST WITS 1 1

VERULAM TOM WEST WITS 1 1

VRYHEID TOM WEST WITS 2 2 6 1 2 7 20

LIMPOPO

BOCHUM TOM WEST WITS 1 2 1 4

BOLOBEDU TOM WEST WITS 1 1

BUSHBUCKRIDGE BUSHBUCKRIDGE 1 1 1 3

BUSHBUCKRIDGE TOM WEST WITS 31 5 33 9 4 41 123

DRIEKOP TOM WEST WITS 10 1 11

GIYANI TOM WEST WITS 15 3 15 1 3 16 53

LOUIS TRICHARDT KLERKSDORP 1 1

LOUIS TRICHARDT TOM WEST WITS 7 3 2 2 14



Savuka Mine


TauTona Mine

Grand Total

SOUTH AFRICA

LIMPOPO

MALAMULELE TOM WEST WITS 2 3 5 1 3 14

MESSINA TOM WEST WITS 1 1 2

MHALA TOM WEST WITS 1 2 1 4

MOKERONG TOM WEST WITS 1 1

MUTALE TOM WEST WITS 3 1 1 5

NABOOMSPRUIT TOM WEST WITS 1 1

PHALABORWA TOM WEST WITS 1 1 4 3 5 14

PIETERSBURG TOM WEST WITS 2 1 3 1 7

POLOKWANE KLERKSDORP 1 1

POLOKWANE TOM WEST WITS 20 7 19 3 2 15 66

POTGIETERSRUS TOM WEST WITS 3 2 2 1 2 10

RITAVI TOM WEST WITS 1 1 1 3

SEKHUKHUNE TOM WEST WITS 2 3 1 6

SESHEGO TOM WEST WITS 1 1

SIBASA TOM WEST WITS 18 9 1 4 3 35

SOEKMEKAAR TOM WEST WITS 1 1

THABAMOOPO TOM WEST WITS 1 1 2

TZANEEN TOM WEST WITS 4 5 13 1 4 19 46

VUWANI TOM WEST WITS 2 1 1 4

MPUMALANGA

BALFOUR TOM WEST WITS 7 7

BARBERTON TOM WEST WITS 4 4 1 4 13

BELFAST TOM WEST WITS 1 1

CAROLINA TOM WEST WITS 1 1



Savuka Mine


TauTona Mine

Grand Total

SOUTH AFRICA

MPUMALANGA

DELMAS TOM WEST WITS 1 1

ERMELO KLERKSDORP 1 1

ERMELO TOM WEST WITS 1 2 1 1 5

EVANDER KLERKSDORP 1 1

GROBLERSDAL CARLETONVILLE DEPOT 1 1

GROBLERSDAL KLERKSDORP 1 1

GROBLERSDAL TOM WEST WITS 2 1 3 1 1 8

HENDRINA KLERKSDORP 1 1

KOMATIPOORT TOM WEST WITS 3 1 17 2 8 31

LYDENBURG TOM WEST WITS 1 1 1 3

MIDDLEBURG - TVL TOM WEST WITS 2 1 1 4

NELSPRUIT KLERKSDORP 1 1 2

NELSPRUIT TOM WEST WITS 36 3 41 1 2 25 108

PIET RETIEF TOM WEST WITS 6 13 2 1 22

STANDERTON TOM WEST WITS 1 1 1 3 6

WHITE RIVER TOM WEST WITS 1 1 2

WITBANK TOM WEST WITS 3 3 6

NORTH WEST

BLOEMHOF TOM WEST WITS 2 2

BRITS TOM WEST WITS 5 2 2 9

CHRISTIANA TOM WEST WITS 1 1

DELAREYVILLE KLERKSDORP 1 1

DELAREYVILLE TOM WEST WITS 11 1 4 3 3 22

DITSOBOTLA TOM WEST WITS 2 2 1 2 7



Savuka Mine


TauTona Mine

Grand Total

SOUTH AFRICA

NORTH WEST

GANYESA TOM WEST WITS 6 1 2 9

KLERKSDORP KLERKSDORP 21 6 5 2 9 5 48

KLERKSDORP TOM WEST WITS 146 59 169 17 133 88 612

LICHTENBURG TOM WEST WITS 5 4 11 5 8 33

MADIKWE TOM WEST WITS 1 1

MAHIKENG KLERKSDORP 1 2 3

MAHIKENG TOM WEST WITS 16 7 23 10 8 21 85

MOLOPO TOM WEST WITS 1 1

PILANESBERG TOM WEST WITS 1 1 2

POTCHEFSTROOM KLERKSDORP 2 1 3

POTCHEFSTROOM TOM WEST WITS 56 33 155 18 70 109 441

RUSTENBURG TOM WEST WITS 12 1 26 1 4 4 48

SCHWEIZER RENEKE TOM WEST WITS 6 2 8

TAUNG KLERKSDORP 1 1

TAUNG TOM WEST WITS 19 9 9 4 4 11 56

VENTERSDORP TOM WEST WITS 9 4 8 2 4 27

VRYBURG TOM WEST WITS 13 2 6 5 3 8 37

WOLMARANSTAD TOM WEST WITS 19 1 5 1 2 3 31

ZEERUST KLERKSDORP 1 1

ZEERUST TOM WEST WITS 5 6 29 2 1 2 45

NORTHERN CAPE

HARTSWATER KLERKSDORP 1 1

HARTSWATER TOM WEST WITS 1 1

KIMBERLEY TOM WEST WITS 2 4 1 1 8



Savuka Mine


TauTona Mine

Grand Total

SOUTH AFRICA

NORTHERN CAPE

KURUMAN KLERKSDORP 1 1

KURUMAN TOM WEST WITS 11 2 6 3 1 5 28

PRIESKA TOM WEST WITS 1 1

UPINGTON TOM WEST WITS 1 1

WARRENTON TOM WEST WITS 1 1 32 6 3 43

WESTERN CAPE

CAPE PENINSULA KLERKSDORP 1 1

CAPE PENINSULA TOM WEST WITS 1 2 1 1 1 6

HEIDELBERG - CAPE TOM WEST WITS 1 1

SWAZILAND

HLATIKULU MANZINI 3 1 1 1 6

HLATIKULU MBABANE 1 3 4

HLATIKULU NHLANGANO 8 1 1 3 13

MANKAYANE MANZINI 3 1 4

MANKAYANE MBABANE 6 1 3 10

MANKAYANE NHLANGANO 1 1

MANZINI MANZINI 1 1 68 11 4 13 98

MANZINI MBABANE 1 55 2 4 8 70

MANZINI NHLANGANO 5 1 1 7

MBABANE MANZINI 1 1 2

MBABANE MBABANE 1 40 1 3 12 57

MBABANE NHLANGANO 1 1

NHLANGANO MANZINI 1 2 3

NHLANGANO MBABANE 6 6

NHLANGANO NHLANGANO 1 84 25 5 56 171



Savuka Mine


TauTona Mine

Grand Total

SWAZILAND

PIGGS PEAK MANZINI 2 1 3

PIGGS PEAK MBABANE 1 37 4 1 5 48

SITEKI MANZINI 19 2 4 2 27

SITEKI MBABANE 9 1 10

ZIMBABWE

HARARE TOM WEST WITS 2 1 3

MARONDERA TOM WEST WITS 1 1

OTHER TOM WEST WITS 1 1

2 802 445 591 5 719 885 1 156 3 674 15 272


Annexure 1: 1.2 Map of Operations


Annexure 2: Form S Form S: WEST WITS: BUSINESS UNITS % HDSA ACTUALS AGAINST THE 2014 % PLANS

TABLE S.1: MPONENG 2014 EE PLAN

Occupational Levels Male Female Male Foreign National

Total AGA % HDSA Target A C I A C I W W Male Female

Top Management 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

Senior Management 14% 14% 14% 0% 0% 0% 0% 58% 0% 0% 100% 42%

Prof.qual. - Mid Mgmt. 19% 5% 3% 11% 2% 0% 10% 48% 2% 0% 100% 50%

Skilled Technical 39% 2% 0% 9% 1% 0% 9% 34% 6% 0% 100% 60%

Semi-skilled 44% 0% 0% 18% 0% 0% 2% 2% 34% 0% 100% 64%

U/skilled & Def. dec. making 52% 1% 0% 15% 1% 0% 0% 1% 30% 0% 100% 69%

Total Permanent 49% 1% 0% 12% 1% 0% 3% 8% 26% 0% 100% 66%


GRAND TOTAL 49% 1% 0% 12% 1% 0% 3% 8% 26% 0% 100% 66%

TABLE S.2: MPONENG 2014 EE ACTUAL

Occupational Levels


Total Actual %

HDSA

2014 MC % HDSA

target A C I A C I W W Male Female

Top Management 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

0% 0% 40%

Senior Management 11.1% 0.0% 11.1% 0.0% 0.0% 0.0% 0.0% 77.8% 0.0% 0.0% 100% 22.2% 40%

Prof.qual. - Mid Mgmt. 24.1% 2.5% 3.8% 3.8% 0.0% 0.0% 6.3% 59.5% 0.0% 0.0% 100% 40.5% 40%

Skilled Technical 38.9% 1.3% 0.3% 5.5% 0.1% 0.0% 2.4% 38.7% 12.7% 0.1% 100% 48.4% 40%

Semi-skilled 54.4% 0.0% 0.0% 3.8% 0.1% 0.0% 0.4% 0.7% 40.6% 0.0% 100% 58.7%

No Target

U/skilled & Def. dec. making 58.8% 0.0% 0.0% 12.1% 0.0% 0.0% 0.0% 0.0% 28.6% 0.4% 100% 71.0%

Total Permanent 54.4% 0.2% 0.1% 8.8% 0.0% 0.0% 0.5% 6.3% 29.4% 0.2% 100% 64.0%


GRAND TOTAL 54.4% 0.2% 0.1% 8.8% 0.0% 0.0% 0.5% 6.4% 29.4% 0.2% 100% 64.0%


TABLE S.3: TAUTONA MINE 2014 EE PLAN



Top Management 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%




Semi-skilled 53% 1% 0% 12% 0% 0% 1% 2% 31% 0% 100% 67%


Total Permanent 49% 1% 0% 13% 1% 0% 3% 8% 25% 0% 100% 67%


GRAND TOTAL 49% 1% 0% 13% 1% 0% 3% 8% 25% 0% 100% 67%

TABLE S.4: TAU TONA 2014 EE ACTUAL


Total Actual %

HDSA

2014 MC % HDSA target A C I A C I W W Male Female

Top Management 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 100% 0% 40%




Semi-skilled 54.0% 0.0% 0.0% 3.4% 0.0% 0.0% 0.6% 0.3% 41.7% 0.0% 100% 58.0%

No Target


Total Permanent 55.9% 0.2% 0.1% 8.1% 0.0% 0.0% 0.8% 5.2% 29.3% 0.4% 100% 65.2%


GRAND TOTAL 55.9% 0.2% 0.1% 8.1% 0.0% 0.0% 0.8% 5.2% 29.3% 0.4% 100% 65.2%


TABLE S.5: SAVUKA MINE 2014 EE PLAN



Top Management 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%




Semi-skilled 75% 0% 0% 16% 0% 0% 4% 5% 0% 0% 100% 95%


Total Permanent 62% 1% 0% 6% 0% 0% 4% 20% 7% 0% 100% 73%


GRAND TOTAL 62% 1% 0% 6% 0% 0% 4% 20% 7% 0% 100% 73%

TABLE S.6: SAVUKA 2014 EE ACTUAL


Total Actual

% HDSA


Top Management 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 40%




Semi-skilled 62.1% 0.0% 0.0% 4.3% 0.0% 0.0% 0.0% 1.7% 31.9% 0.0% 100% 66.4%

No Target


Total Permanent 57.5% 0.3% 0.0% 9.2% 0.0% 0.0% 0.1% 7.9% 24.5% 0.3% 100% 67.2%


GRAND TOTAL 57.5% 0.3% 0.0% 9.2% 0.0% 0.0% 0.1% 7.9% 24.5% 0.3% 100% 67.2%


TABLE S.7: COMBINED METALLURGY 2014 EE PLAN



Top Management 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%




Semi-skilled 64% 2% 0% 16% 2% 0% 3% 4% 9% 0% 100% 87%


Total Permanent 49% 1% 0% 13% 1% 0% 3% 8% 25% 0% 100% 67%


GRAND TOTAL 49% 1% 0% 13% 1% 0% 3% 8% 25% 0% 100% 67%

TABLE S.8: COMBINED METALLURGY 2014 ACTUAL


Total Actual %

HDSA 2014 MC %

HDSA target A C I A C I W W Male Female

Top Management 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0% 0.0% 40%




Semi-skilled 67.9% 1.2% 0.0% 19.1% 0.5% 0.0% 1.2% 4.1% 5.8% 0.1% 100% 89.9%

No Target


Total Permanent 59.1% 1.4% 0.2% 14.7% 0.5% 0.2% 3.2% 16.3% 4.5% 0.2% 100% 79.1%


GRAND TOTAL 59.0% 1.4% 0.2% 14.7% 0.5% 0.2% 3.2% 16.3% 4.5% 0.2% 100% 79.0%


TABLE S.9: WW METALLURGY 2014 EE ACTUAL


Total Actual

% HDSA

2014 MC % HDSA


Top Management 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0% 0.0% 40%




Semi-skilled 70.6% 0.5% 0.0% 14.9% 0.0% 0.0% 0.5% 3.0% 10.4% 0.0% 100% 86.6%

No Target


Total Permanent 66.3% 0.7% 0.2% 12.6% 0.3% 0.0% 1.7% 10.4% 7.8% 0.0% 100% 81.8%


GRAND TOTAL 66.3% 0.7% 0.2% 12.6% 0.3% 0.0% 1.7% 10.4% 7.8% 0.0% 100% 81.8%

TABLE S.10: COMBINED ANGLOGOLD ASHANTI HEALTH (AGAH) 2014 EE PLAN



Top Management 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%




Semi-skilled 36% 0% 0% 51% 2% 0% 8% 1% 2% 0% 100% 97%


Total Permanent 49% 1% 1% 32% 2% 0% 8% 2% 5% 0% 100% 93%


GRAND TOTAL 49% 1% 1% 32% 2% 0% 8% 2% 5% 0% 100% 93%

TABLE S.11: COMBINED ANGLOGOLD ASHANTI HEALTH ( AGAH) 2014 ACTUAL


Total Actual

% HDSA 2014 MC %


Top Management 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0% 0.0% 40%


Prof.qual. - Mid Mgmt. 30.8% 0.0% 0.0% 34.6% 3.8% 3.85 19.2% 7.7% 0.0% 0.0% 100% 92.3% 40%


Semi-skilled 29.3% 0.4% 0.0% 60.0% 1.3% 0.0% 6.9% 0.9% 1.1% 0.0% 100% 98.0%

No Target U/skilled & Def. dec. making 22.0% 0.0% 0.0% 72.% 2.0% 0.0% 0.0% 2.0% 2.0% 0.0% 100% 96.0%

Total Permanent 26.0% 0.3% 0.3% 55.3% 1.5% 0.3% 12.7% 2.5% 1.0% 0.1% 100% 96.4%


GRAND TOTAL 26.0% 0.2% 0.2% 54.9% 1.5% 0.2% 12.2% 2.5% 1.0% 0.1% 100% 96.3%


TABLE S.12: WW ANGLOGOLD ASHANTI HEALTH ( AGAH) 2014 ACTUAL


Total Actual

% HDSA 2014 MC %


Top Management 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0% 0.0% 40%




Semi-skilled 29.7% 0.0% 0.0% 60.4% 0.0% 0.0% 7.7% 0.5% 1.8% 0.0% 100% 97.7%

No Target


Total Permanent 26.4% 0.0% 0.3% 53.5% 0.5% 0.3% 15.5% 1.8% 1.8% 0.0% 100% 96.4%


GRAND TOTAL 28.2% 0.0% 0.2% 53.3% 0.7% 0.2% 13.8% 1.8% 1.8% 0.0% 100% 96.4%

TABLE S.13: COMBINED SOUTH AFRICAN REGIONAL SERVICES (SARS) 2014 EE PLAN

Occupational Levels Males Females Male Foreign National


Top Management 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%




Semi-skilled 60% 1% 0% 15% 0% 0% 8% 6% 10% 0% 100% 84%


Total Permanent 50% 1% 0% 14% 0% 0% 10% 16% 9% 0% 100% 75%


GRAND TOTAL 50% 1% 0% 14% 0% 0% 10% 16% 9% 0% 100% 75%


TABLE S.14: COMBINED SOUTH AFRICAN REGIONAL SERVICES (SARS) 2014 ACTUAL


Total Actual %

HDSA


Top Management 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 40%




Semi-skilled 49.8% 0.6% 0.2% 27.4% 0.8% 0.2% 9.1% 3.1% 8.7% 0.2% 100% 88.0%

No Target


Total Permanent 40.5% 1.1% 0.4% 19.6% 0.6% 0.3% 11.5% 18.2% 7.5% 0.4% 100% 74.0%


GRAND TOTAL 40.2% 1.1% 0.4% 19.5% 0.6% 0.3% 11.7% 18.4% 7.4% 0.4% 100% 73.8%

TABLE S.15: WW SOUTH AFRICAN REGIONAL SERVICES (SARS) 2014 ACTUAL


Total Actual %

HDSA

2014 MC % HDSA


Top Management 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 40%




Semi-skilled 48.8% 0.4% 0.0% 26.2% 0.8% 0.4% 10.1% 4.4% 8.5% 0.4% 100% 86.7%

No Target


Total Permanent 43.3% 0.9% 0.7% 19.2% 0.8% 0.4% 11.0% 14.5% 8.5% 0.6% 100% 76.4%


GRAND TOTAL 43.1% 0.9% 0.7% 19.1% 0.8% 0.4% 11.4% 14.5% 8.5% 0.6% 100% 76.4%


TABLE S.16: COMBINED CORPORATE 2014 EE PLAN



Top Management 0.0% 0.0% 0.0% 0.0% 0.0% .0% 0.0% 0.0% 0.0% 0.0% 0.0% 40%

Senior Management 15% 5% 6% 11% 5% 2%` 3% 49% 4% 0% 100% 47%



Semi-skilled 68% 1% 0% 10% 6% 0% 15% 0% 0% 0% 100% 100%


Total Permanent 28% 2% 3% 12% 4% 3% 18% 26% 3% 1% 100% 70%


GRAND TOTAL 28% 2% 3% 12% 4% 3% 18% 26% 3% 1% 100% 70%

TABLE S.17: COMBINED CORPORATE 2014 ACTUAL


Total Actual %

HDSA

2014 MC % HDSA


Top Management 14.3% 0.0% 0.0% 0.0% 0.0% 14.3% 14.3% 28.6% 14.3% 14.3% 100% 42.9% 40%




Semi-skilled 65.3% 1.4% 0.0% 15.3% 2.8% 0.0% 11.1% 1.4% 2.8% 0.0% 100% 95.8%

No Target


Total Permanent 18.5% 1.2% 3.6% 11.1% 5.0% 4.6% 22.6% 25.5% 5.3% 2.6% 100% 66.6%


GRAND TOTAL 18.1% 1.2% 3.5% 10.7% 4.9% 4.7% 23.0% 25.6% 5.8% 2.6% 100% 66.0%


TABLE S.18: WW CORPORATE 2014 ACTUAL

Occupational Levels


Total Actual %

HDSA

2014 MC % HDSA target

A C I A C I W W Male Female

Top Management 0.0% 0.0% 0.0% 0.0% 0.0% .0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 40%




Semi-skilled 60.0% 2.5% 0.0% 17.5% 2.5% 0.0% 12.5% 2.5% 2.5% 0.0% 100% 95.0%

No Target


Total Permanent 18.8% 1.7% 3.1% 12.7% 4.4% 4.4% 24.9% 24.9% 3.9% 1.3% 100% 69.9%

Non-Permanent Employees 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 28.6% 28.6% 42.9% 0.0% 100% 28.6% GRAND TOTAL 18.2% 1.7% 3.0% 12.3% 4.2% 4.2% 25.0% 25.0% 5.1% 1.3% 100% 68.6%

Form S: WEST WITS: BUSINESS UNITS NUMERICAL HDSA ACTUALS

TABLE S.A: TOTAL WEST WITS NUMERICAL 2014 ACTUAL


Total Actual %

HDSA

2014 MC % HDSA


Top Management 1 0 0 0 0 1 1 2 1 1 7 42.9% 40%

Senior Management 17 4 7 4 1 3 6 57 6 0 105 40.0% 40%

Prof.qual. - Mid Mgmt. 69 8 12 30 7 5 55 157 1 3 347 53.6% 40%

Skilled Technical 803 21 5 206 12 6 176 631 161 1 2022 60.8% 40%

Semi-skilled 1913 3 0 341 4 1 61 37 1192 1 3553 65.4%

No Target

U/skilled & Def. dec. making 3851 6 0 806 1 0 1 13 1774 33 6485 71.9%

Total Permanent 6653 42 24 1387 25 15 299 895 3134 38 12512 67.5%


GRAND TOTAL 6678 42 24 1420 26 15 307 901 3138 38 12589 67.6%

Note: Please note that total for Top Management are not included in the grand totals to avoid duplications as the Top Management Structure represent both West Wits and Vaal River Operations.


TABLE S1.1: MPONENG 2014 EE ACTUAL

Occupational Levels

DESIGNATED NON-DESIGNATED

Total

2014 Actual % HDSA

Male Female White Foreign Nationals

A C I A C I W Male Male Female

Senior management 1 0 1 0 0 0 0 7 0 0 9 22.2%

Professionally qualified…management 19 2 3 3 0 0 5 47 0 0 79 40.5%

Skilled technical…superintendents 305 10 2 43 1 0 19 304 100 1 785 48.4%

Semi-skilled… decision making 887 0 0 62 1 0 7 11 663 0 1631 58.7%

Unskilled & defined dec. making 1957 1 0 404 0 0 1 1 950 12 3326 71.0%

Total Permanent 3169 13 6 512 2 0 32 370 1713 13 5830 64.0%

Non-permanent employees 0 0 0 0 0 0 0 2 0 0 2 0.0%

GRAND TOTAL 3169 13 6 512 2 0 32 372 1713 13 5832 64.0%

TABLE S1.2: TAU TONA 2014 EE ACTUAL

Occupational Levels


Total 2014 % HDSA Male Female White Foreign Nationals







Total Permanent 2029 9 2 296 1 0 30 189 1063 13 3632 65.2%


GRAND TOTAL 2029 9 2 296 1 0 30 189 1063 13 3632 65.2%


TABLE S1.3: SAVUKA 2014 EE ACTUAL

Occupational Levels


Total 2014 actual %

HDSA Male Female White Foreign Nationals







Total Permanent 499 3 0 80 0 0 1 69 213 3 868 67.2%


GRAND TOTAL 499 3 0 80 0 0 1 69 213 3 868 67.2%

TABLE S1.4: WEST WITS METALLURGY 2014 EE ACTUAL

Occupational Levels


Total 2014 actual % HDSA Male Female White Foreign Nationals







Total Permanent 383 4 1 73 2 0 10 60 45 0 578 81.8%


GRAND TOTAL 383 4 1 73 2 0 10 60 45 0 578 81.8%


TABLE S1.5: COMBINED METALLURGY 2014 EE ACTUAL

Occupational Levels









Total Permanent 1047 25 3 260 8 3 56 289 79 3 1773 79.1%


GRAND TOTAL 1047 25 3 260 8 3 56 290 79 3 1774 79.0%

TABLE S1.6: WEST WITS ANGLOGOLD ASHANTI HEALTH (AGAH)

Occupational Levels









Total Permanent 102 0 1 207 2 1 60 7 7 0 387 96.4%


GRAND TOTAL 127 0 1 240 3 1 62 8 8 0 450 96.4%


TABLE S1.7 COMBINED ANGLOGOLD ASHANTI HEALTH (AGAH)

Occupational Levels




Senior management 1 0 1 0 0 0 2 8 0 0

12 33.3%

Professionally qualified…management 8 0 0 9 1 1 5 2 0 0

26 92.3%

Skilled technical…superintendents 55 0 1 125 4 1 63 5 2 1

257 96.9%

Semi-skilled… decision making 132 2 0 270 6 0 31 4 5 0

450 98.0%

Unskilled & defined dec. making 11 0 0 36 1 0 0 1 1 0

50 96.0%

Total Permanent 207 2 2 440 12 2 101 20 8 1 795 96.4%

Non-permanent employees 27 0 0 36 1 0 5 2 1 0

72 95.8%

GRAND TOTAL 234 2 2 476 13 2 106 22 9 1 867 96.3%

TABLE S1.8: WEST WITS SOUTH AFRICAN REGIONAL SERVICES (SARS)

Occupational Levels


Total 2014 actual %








Total Permanent 428 9 7 190 8 4 109 143 84 6 988 76.4%


GRAND TOTAL 428 9 7 190 8 4 113 144 84 6 993 76.4%


-

TABLE S1.9: COMBINED SOUTH AFRICAN REGIONAL SERVICES (SARS)

Occupational Levels


Total 2014 actual %








Total Permanent 826 22 9 399 12 6 234 371 152 8 2039 74.0%


GRAND TOTAL 827 22 9 400 12 6 241 378 152 8 2055 73.8%

TABLE S1.10: WEST WITS CORPORATE OFFICE

Occupational Levels


Total 2014 actual

% HDSA Male Female White Foreign Nationals







Total Permanent 43 4 7 29 10 10 57 57 9 3 229 69.9%


GRAND TOTAL 43 4 7 29 10 10 59 59 12 3 236 68.6%


TABLE S1.11: COMBINED CORPORATE OFFICE

Occupational Levels


Total 2014 actual

% HDSA Male Female White Foreign Nationals






Unskilled & defined dec. making 0 0 0 0 0 0 0 0 0 0 0 0%

Total Permanent 77 5 15 46 21 19 94 106 22 11 416 66.6%


GRAND TOTAL 78 5 15 46 21 20 99 110 25 11 430 66.0%


Annexure 3 FORM Q: AGA WEST WITS total as at December 2014

Band NQF

LEVEL OLD SYSTEM

Male Female Male Total

Female Total

Grand Total African Coloured Indian White African Coloured Indian White

General Education

and Training

No Schooling / Unknown 256 4 6 90 85 2 0 42 356 129 485

Pre-ABET Fail 757 2 0 0 1 0 0 0 759 1 760

Pre-ABET 1300 3 0 0 26 0 0 0 1303 26 1329

Grade 1 / Sub A 85 0 0 0 0 0 0 0 85 0 85

Grade 2 / Sub B 17 0 0 0 0 0 0 0 17 0 17

Grade 3 / Std 1 / ABET 1 749 1 0 0 44 0 0 0 750 44 794

Grade 4 / Std 2 138 0 0 0 0 0 0 0 138 0 138

Grade 5 / Std 3 / ABET 2 445 0 0 1 29 0 0 0 446 29 475

Grade 6 / Std 4 172 0 0 0 2 0 0 0 172 2 174

Grade 7 / Std 5 / ABET 3 549 1 0 1 12 0 0 0 551 12 563

Grade 8 / Std 6 141 0 0 3 4 0 0 0 144 4 148

1 Grade 9 / Std 7 / ABET 4 / General Education Certificate / N1 999 0 0 18 55 0 0 2 1017 57 1074

Further Education and Training

2 Grade 10 / Std 8 / National Certificate (Vocational), Level 2 / N2 622 3 0 152 112 1 0 5 777 118 895


4

Grade 12 / Std 10 / National Senior Certificate / National Certificate (Vocational), Level 4 / N1 + N2 + N3 + 2 languages 2302 20 2 341 678 8 3 141 2665 830 3495

Higher Education and Training

5 Higher Certificate 91 0 0 54 88 0 0 25 145 113 258

6 Advanced Certificate / Diploma 68 0 2 19 43 1 0 17 89 61 150

7 Bachelor Degree (360 credits) / Advanced Diploma 34 3 3 22 45 3 1 28 62 77 139

8 Honours Degree / Postgraduate Diploma / Bachelors Degree (480 credits) 14 2 3 20 9 2 2 9 39 22 61

9 Masters Degree 1 1 1 3 6 0 0 2 6 8 14

10 Doctoral Degree 0 0 0 2 0 0 0 0 2 0 2

Grand Total 9951 43 18 853 1508 17 6 276 10865 1807 12672


CONTRACTORS LEVEL 1 WEST WITS TOTAL AS AT DECEMBER 2014

Band NQF

LEVEL OLD SYSTEM


Female Total


General Education

and Training


Pre-ABET Fail 6 1 0 0 0 0 0 0 7 0 7

Pre-ABET 13 0 0 0 1 0 0 0 13 1 14

Grade 1 / Sub A 2 0 0 0 0 0 0 0 2 0 2

Grade 2 / Sub B 1 0 0 0 0 0 0 0 1 0 1

Grade 3 / Std 1 / ABET 1 13 0 0 0 2 0 0 0 13 2 15

Grade 4 / Std 2 4 0 0 0 0 0 0 0 4 0 4

Grade 5 / Std 3 / ABET 2 10 0 0 0 2 0 0 0 10 2 12

Grade 6 / Std 4 13 0 0 0 1 0 0 0 13 1 14

Grade 7 / Std 5 / ABET 3 12 0 0 0 1 0 0 0 12 1 13

Grade 8 / Std 6 16 0 0 0 4 0 0 0 16 4 20





4







9 Masters Degree 0 0 0 0 0 0 0 0 0 0 0

10 Doctoral Degree 0 0 0 0 0 0 0 0 0 0 0

Grand Total 889 17 0 76 236 0 0 7 982 243 1225


GRAND TOTAL WEST WITS (AGA, CONTRACTORS AND AGAH) AS AT DECEMBER 2014

Band NQF

LEVEL OLD SYSTEM


Female Total


General Education

and Training


Pre-ABET Fail 763 3 0 0 1 0 0 0 766 1 767

Pre-ABET 1313 3 0 0 27 0 0 0 1316 27 1343

Grade 1 / Sub A 87 0 0 0 0 0 0 0 87 0 87

Grade 2 / Sub B 18 0 0 0 0 0 0 0 18 0 18

Grade 3 / Std 1 / ABET 1 762 1 0 0 46 0 0 0 763 46 809

Grade 4 / Std 2 142 0 0 0 0 0 0 0 142 0 142

Grade 5 / Std 3 / ABET 2 455 0 0 1 31 0 0 0 456 31 487

Grade 6 / Std 4 185 0 0 0 3 0 0 0 185 3 188

Grade 7 / Std 5 / ABET 3 561 1 0 1 13 0 0 0 563 13 576

Grade 8 / Std 6 157 0 0 3 8 0 0 0 160 8 168





4







9 Masters Degree 1 1 1 3 6 0 0 2 6 8 14

10 Doctoral Degree 0 0 0 2 0 0 0 0 2 0 2

Grand Total 10840 60 18 929 1744 17 6 283 11847 2050 13897


Annexure 4: Form R: Hard to fill vacancies

Occupational Level Geographical area Job Title of Vacancy Main reason for being unable to fill the vacancy

Top Management N/A N/A N/A

Senior Management West Wits/Vaal River Production/General Managers Generally scarce skills – Development of Internal employees

Senior Management West Wits/Vaal River Engineering Managers Generally scarce skills – Development of Internal employees

Senior Management West Wits/Vaal River MRM Managers/Geosciences Managers Generally scarce skills – Development of Internal employees

Middle Management West Wits/Vaal River Geologist/Geosciences Manager Relatively Scarce Skill

Middle Management West Wits/Vaal River Senior/Rock Engineering Officers Relatively Scarce Skills - Industry

Middle Management West Wits/Vaal River Engineers (Mining, Electrical, Mechanical, Rock, Section Engineers)

Relatively Scarce Skills -= Industry

Middle Management West Wits/Vaal River Certificated engineers High turnover and small pool of eligible candidates

Middle Management West Wits/Vaal River Mine Overseers/Section Managers Relative Scarce Skill - Development Internal employees

Middle Management West Wits/Vaal River Metallurgical Engineers/Metallurgist/Plant Managers Relatively Scarce Skill/Attraction

Skilled technical and academically qualified workers, junior management, supervisors, foreman and superintendents

West Wits/Vaal River

Multi skilled Artisans, Riggers, Ropesman, Diesel Mechanic, Winding Engine Drivers, Instrument Technicians, Boilermakers, Surveyors, Mechanical Engineering Technicians, Draughtsperson, Mining Planning Technician, Surveyors, Evaluators, Mine Planners,

High turnover

Semi-skilled and discretionary decision making West Wits/Vaal River N/A N/A

Unskilled and defined decision making N/A N/A

west wits operations west wits mining rights anglogold ashanti social and labour plan report 2014 -...

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