Cerro Vanguardia

We will live “Safety is our first value” by supporting our belief that people are more important than tonnes, processing plants and headgear. Safety is our first value because every one of us matters; people are the business…our business is people.
We are totally committed to doing everything to ensure that Safety is our first value, and to prevent injury and illness wherever we operate. To this end, we are committed to implementing this BluePrint.

• Mark Cutifani – Chief Executive Officer
• Thero Setiloane – EVP Sustainability
• Richard Duffy – EVP Africa
• Ron Largent – EVP Americas
• Graham Ehm – EVP Australasia
• Robbie Lazare – EVP Human Resources
• Srinivasan Venkatakrishnan – Chief Financial Officer
• Tony O’Neill – EVP Business and Technical Development
• Nigel Unwin – EVP Corporate Services
• Charles Carter – EVP Business Strategy
• Yedwa Simelane – SVP Government Relations
• Mark Lynam – VP Finance, Treasury, and Company Secretarial
• Mike Erickson – SVP Australasia

People are the business…our business is people. To create a shared future and successful business we must treat each other with dignity and respect.
To actualise the above, we initiated three strategic interventions:

• Requisite Organisation
• Business Framework
• Safety Transformation

Each intervention uniquely and collectively contributes towards the institutionalisation of a healthy and safe (Safe) workplace, a standardised and efficient framework for executing work, underpinned by meaningful and trusting relationships.
Safety Transformation is the realisation of “Safety is our first value” ensuring everyone fully appreciates people are our business. A Safe environment correlates with high business performance and people make it happen – “show me a good business with a poor Safety performance”.

Our business and safety

“To be the leading mining company: We will deliver value to our business and social partners, reflected through our performance in Safety, environmental management and community relationships, supporting the delivery of exceptional financial returns to our shareholders.”

Our Safety Vision

We envision that the Safety Transformation success will give us a social license to operate in all parts of the world. In this context, we reaffirm our belief that we cannot accept injuries or impairment to health as a natural consequence of our work. In fact, we believe that care for people engaged in doing work for AngloGold Ashanti should extend beyond Safety risk in the workplace, to health related issues not only for the individual alone, but into the communities in which we operate, and the homes they live in.
We continuously strive to identify new and innovative ways to reinforce our Safety culture; we believe that this extends beyond our time in the workplace into our private and leisure time. We nurture a mindful and resilient Safety culture, which means we are proactive in our approach to prevent incidents from happening by following good processes and rules. We believe Safety affects people in a very personal and human way and we all share accountability to prevent injury. This will also assist our people, including contractors and visitors, to be mindful of the day to day risks they are exposed to, at work and elsewhere.
To achieve this, we must transform the way we deal with Safety. We must manage both the risks we know and the risks we don’t know. That means we must become superb ‘navigators’ of risks who can steer our organisations away from being vulnerable – ie where accidents are far more likely to happen – to being a truly resilient organisation – ie where we are proactive and vigilant and far more likely to foresee risky situations and prevent them from becoming accidents. In a dynamic and changing environment such as deep mining, this is vital for success.
But we cannot do this just by systems and structures. We need to engage our workforce – particularly the goldface worker – in new and richer ways than we have ever done before. We need to empower them to become risk navigators as well as their management. This will challenge traditional ways of managing which emphasise “command and control” leadership. “Command and control” will not engage anyone and will not turn people into proactive thinkers. We need to learn a new way of managing that unlocks the intelligence and mindfulness of our people. We believe that the key way to do this is to engage the organisation in an ongoing and living conversation about our risks and how we manage them.

In order to achieve our Safety Vision we need some key principles that can guide us as leaders and our organisation. Principles sit above systems and processes and reflect our values. Thus we expect to see them shape all of our efforts and our systems. We will have a Safety Value Statement plus our Guiding Principles which describes the basic tenets and principles of how we work together to achieve a Safe environment both in and outside of work.

Safety Value Statement – “Safety is our first value”

We are responsible for seeking out new and innovative ways to ensure that our workplaces are free of occupational injury and illness. We live each day for each other and use our collective commitment, talents, resources and systems to deliver on our most important commitment … to care.

Our Guiding Principles

• 1. We set clear accountabilities for Safety
• 2. We understand and manage hazards and risks – in an ongoing way
• 3. We engage our workforce in doing this
• 4. We make our solutions happen by providing resources
• 5. We have a relentless and broad commitment to Safety – within and beyond the workplace
• 6. We develop a learning culture to make all of these things happen in reality not just words

Our Guiding Principles Explained…

We will set clear accountabilities for Safety. These accountabilities include both individual and group accountabilities. These are some of the key features of how we set accountabilities for Safety:

Line management carries the primary accountability for Safety outcomes and implementation.

• Support functions are primarily accountable for advice, designing group wide systems, setting standards and cross fertilising learning across the organisation.
• There are layers of accountability throughout the organisation from management through to the gold face worker
• Each layer is accountable for different aspects of the Safety effort
• Whilst accountability is primarily attached to individuals, we also recognise that everyone, at all levels, lives and works in groups, and so there is also collective responsibility for Safety that balances the individual accountability.
• We understand and manage hazards – in an ongoing way
• We are continuously on the journey of understanding and managing our risks and hazards. Critical features of this journey include the following:
• “Risk” includes both known risks (e.g. active risk profiles), and discovery of, as yet unknown risks
• The journey combines both understanding AND managing (e.g. understanding silicosis risk does not equal managing silicosis risk)
• Risks and hazards include both physical (event based) risks and health (environment based) risks
• Risks and hazards are diagnosed at an organisational and managerial level not just an individual/behavioural level.
• We engage our workforce in doing this
• We will engage all levels of our workforce in every aspect of the safety journey. We believe this is the key to success and will be central in creating a resilient organisation. In a sense it informs and enriches all the other guiding principles.
• Engagement means a two way process where the workforce is involved in the full problem identification and solving process – not just the implementation of solutions.
• Engagement requires deep listening on all sides.
• Engagement does not dilute the clear accountabilities for individual decision making.
• We make our solutions happen by providing resources
• We provide the necessary resources to achieve our safety objectives and to implement the key learning from our risk identification etc. These resources will include the necessary knowledge, organisation, tools, systems, and training required.
• We have a relentless and broad commitment to Safety – within and beyond the workplace
• Our leaders are relentlessly committed to Safety and encourage our employees to manage risk beyond the workplace. Without this broad approach we cannot develop in our workforce the mindfulness around safety that is necessary for success.
• We develop a learning culture to make all of these things happen in reality not just words
• We continuously assess, review and improve our Safety performance and experience.
• We also look outside our organisation to understand new technologies and approaches that we can utilise to improve our Safety performance. This means that we learn from mistakes and create a culture where we can do that.