Informe gri 2008 ingles Mas información; www.anglogoldashanti.com.co

1. Report to society 2008
2008
Report to Society
Colombia, a country to be explored

2. 2

3. Report to society 2008

4. AngloGold Ashanti Limited
Mark Cutifani
chief executive officer
AngloGold Ashanti Américas
Ron Largent
executive vice president americas
Steve Botts
vice president sustainability americas
Chris Lodder
exploration manager americas
Rubén Padilla
exploration director americas
AngloGold Ashanti Colombia S.A.
Rafael Herz
president
Ramiro Santa
corporate affairs vice president
Klaus Rorhbach
financial administration director
Carl Brechtel
project director, la colosa
Edwin Palacio
exploration director
Iván Matamoros
safety director
Josefina Araújo
legal issues director
David Riaño
human resources director
Luisa Fernanda Aramburo
adjunct director of concession and mining proposals
Carlos Moncada
financial and planning adjunct director
Aurelio Ganoza
project operations manager, la colosa
Luis Mario Acosta
environmental manager
Álvaro José Mendoza
occupation, health and industrial safety manager
Pablo Piombi
information technology manager
Emigdio Aguilera
financial manager
Carolina Rueda
social development and communications manager
Ramón Hernández
property, land value, and real estate issues manager
Mauricio Caldas
logistics manager
Érika Murcia
contracting and hiring and societary affairs manager
Elaboration of the Report and Consultation to the Groups of Interest
portex acción para la reputación
Design, Layout, and Printing
gatos gemelos comunicación
Person Responsible of the Report
corporate affairs vice presidency
anglogold ashanti colombia
* All the photographs included in this Report were taken from locations where AngloGold Ashanti has had exploration activities.

5. Report to Society 2008

6. Index

7. Presentation 3
Corporate Profile 5
Our Way to Operate: Keeping in Mind the Sustainability Context 18
Corporate Social Responsibility Model 24
Listening to our Groups of Interest/ Consultation 34
A Letter from the President 42
Outcomes of the Report 46
Economic Development 48
Attending to Health and the Safety of the People 54
Working Conditions 58
Human Rights 66
Relations with the Community 72
Environment 82
GRI Content Index 86

8. Presentation

9. In the present report, AngloGold Ashanti Colombia reveals the economic, social, and
environmental growth it had during the year 2008, answering after the responsibility the
company has acquired with the country and its sustainable development. In order to
complete this report, diverse interests of different groups were taken into account; Special
Interest Groups (SIGs) that were consulted, so that the company could understand their
expectations relating the company itself.
The information contained within the report is adequate to the contents that AngloGold
Ashanti Colombia considers relevant for its diverse SIGs; therefore, the company presents
this information in a way that it is clear, in terms that will allow comparisons to be made
by those revising the contents, providing precise numbers, thus allowing, in turn, tracking
of the data in the place where it was originated. In order to organize the information, the
Global Reporting Initiative (G-3) was taken into consideration; in the same way, G-3 is the
mining supplement of the company. Some of the indicators of the G-3 do not apply; this,
due to the fact that AngloGold Ashanti Colombia has not yet begun any project in Phase
7, which refers to the phase for production. This explains that the environmental elements
of this report –fundamental aspect of sustainability- appear under the exploration phase,
as explained further later on in the report.
As this is the first sustainability report for AngloGold Ashanti Colombia, it can be considered
that further annual reports that the company develops will be based on this original model.
This, we intend, will allow us to record the evidence of the growth of the company, of its
operations, and of the relationship that it has established with its Special Interest Groups.
In addition, the report includes the 10 principles of the Global Pact of the United Nations,
in which AngloGold Ashanti is active, in the same manner in which the 10 principles of the
Sustainable Development Frame1 of the International Council of Mining and Metals (ICMM),
for which Anglo Gold Ashanti is a founding member.
At the end of the report, a chart will appear. This chart intends to reveal the three
mentioned standards in order to make their comprehension easier for the reader. Some
of the indicators of the GRI have not been reported, due to the fact that the project had a
process of interruption during the year 2008; it is upmost important to remember that the
Colosa Project was leader in the company.
In order to solve any further question regarding the contents of this report, please do contact
the Vice-presidency of Corporate Affairs of AngloGold Ashanti Colombia, responsible for
the company in front of the diffusion of the contents and the Sustainability Report.
1. The first 10 Principles were elaborated keeping into account the Global Reporting Initiative, The Declaration of Río, Guidelines of the OCDE (Organization
for Economic Co-operation and Development) for Multinational Corporations, Operational Policies of World Bank, Fight Against Corruption Convention of the
OCDE, International Labor Organization Conventions 98, 169, and 176, Voluntary Principles on Security and Human Rights. The first 10 Principals may be
consulted at http://www.icmm.com

10. Monument to the music. Ibagué, Tolima.
10

11. Report to society 2008
CorporateProfile

12. Corporate profile
AngloGold Ashanti
AngloGold Ashanti is a world class enterprise, leader in the gold production industry, whose offices
are headquartered in Johannesburg, South Africa. The conglomerate has 21 mining operations
around the world, and a considerable number of exploration programs in acknowledged gold
producing areas, as it is recognized in other sites, candidates for precious metal exploitation.
The world program for world exploration of AngloGold Ashanti continues to gain territory, particularly
in Colombia. The activities of the exploration site are fulfilled directly with the group, or in collaboration
with partners or associates who hold a shared risk.
The company has a main office for exploration sites and new businesses of AngloGold Ashanti
Limited for the Americas, located in the city of Bogotá, from where all projects are coordinated and
administered. In Colombia, there are several exploration projects at present, two of which are at
an advanced level: Gramalote and La Colosa, both located in the center of the country, and other
projects which stand at an initial stage.
COLOMBIA, A COUNTRY TO BE EXPLORED (ANGLOGOLD ASHANTI COLOMBIA)
AngloGold Ashanti Colombia develops a mining project that is responsible with the environment
and with society; a project that is oriented towards corporate values and aligned with the highest
international standards such as Global Pact of the United Nations and the Volunteer Principles in
Safety and Human Rights.
In Colombia, tasks towards the revision of the cartography and prospective since 1999, in alliance
with other companies were initiated. Since the year 2003, it began operating under the name
of Sociedad Kedahda, Kedahda Associates and, since the year 2003, it acquired its new and
current name AngloGold Ashanti Colombia. Between the years of 2003 and 2004, the company
has developed an exploration program that has covered 8.5 hectares, a program destined to the
geological generation of high prospective, where 500 hundred sites were acknowledged as sites of
interest for the company (geological anomalies).
As a part of its politics, seeking to support development, AngloGold Ashanti locally acquires the
products, services, and labor that are required for its projects; thus, contributing to the economic
dynamism of the areas where it operates.
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13. Report to society 2008
Corporate Objectives
In order to accomplish its corporate objectives, AngloGold Ashanti
Colombia has focused on five main strategies:
1. People are our Business
The company offers the leadership and administrative support processes required for the
establishment of the appropriate corporate climate in such a way, that every individual is in complete
ability and willing to give the best of him or herself.
2. The Growth of the Business
The successes of the company, in its exploration processes as well as in corporate growth,
compose the construction block which is most important for the future creation of the corporate
values. AngloGold Ashanti Colombia seeks values that will accredit its objectives M&M, and new
corporate investments that can be built upon main strengths, generating additional roads that lead
towards development.
3. Administering the Business as an Asset Portfolio
AngloGold Ashanti Colombia, aware that capital can be a limited resource, has decided to use it
wisely, guarantying that its strategy has such coverage that it may benefit the business opportunities.
At the same time, it is consequent with the tasks that it must implement in order to reach the highest
potential. This is the reason for it to sell assets that are not relevant, assuring that operations may
revive themselves that are close to their purpose, thus allowing new growth opportunities to arise.
4. Maximize Margins
The company administers its margins of income and costs in order to insure the coverage and the
protection of devolutions according to the cycle of pricing. Currently, it is assembling a new corporate
framework in order to strengthen this maximizing process as well as strengthening the practice of
reaching high quality levels, which is a constant in all processes, all in the purpose of bettering and
sustaining the creation of value.
5. Deliver Sustainable Outcomes
Safety and Health are the most important values for the company; these values represent the
company’s commitment towards the people of the community because they reflect their well being.
The company has responsibilities that are important in the behavior towards the environment and
the construction of community relationships, political and institutional relationships, in the hopes of
delivering outcomes for mutual benefit, and the creation of sustainable value.

14. OUR VALUES
We Treat Eachother We Value Diversity
with Dignity and Respect We have an objective: we consider
We strongly believe that individuals who are treated that being a global leader with people
with due respect, and to whom responsibility is who are adequate and with the
granted as a part of this principle, are bound to adequate tasks, is fundamental. We
respond with great enthusiasm. We are honest promote inclusion and work teams,
to ourselves and with others, and we give ethical thus obtaining benefits from the riches
treatment to all our social and corporate associates. of the cultural diversity, of the varied
We seek to preserve the dignity of people in all our ideas, experiences, and talents that
actions and relationships; we respect people for who every employee contributes to the
they are; and we value the contribution that each business.
individual can provide, so that our business can be
truly successful.
Safety is our Main Value
We place people first, and in the same manner,
we keep safety and health practices in the same
regard within the work systems of the company.
We are responsible for seeking to find new and
innovative ways to assure that our workplaces are
free of accident causing elements that may cause
injuries and occupational illnesses. We live every
day as a full experience; we live for one another, in
our commitments, our talents, our resources, and
our collective systems, so that we can guarantee
our most important value: Safety.
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15. Report to society 2008
We Respect the Environment
We are Responsible for our Actions and We have committed to better on a
We Acknowledge the Fulfillment of the permanent basis all our processes,
Totality of our Commitments thus avoiding contamination, minimizing
We are focused on delivering outcomes, waste, raising the efficiency of our
thus we do what we intend and announce carbon, and making appropriate use
to do. We acknowledge our commitments, of our natural resources. We seek to
and we are responsible for our work, our develop innovative solutions in order
behavior, our ethics, and our actions. We to mitigate the environmental risks,
project our outcomes of high profitability, thus having a positive impact on our
and we assume the accomplishment of atmosphere.
our commitments with our colleagues,
our associates, our social and corporate
associates, as well as our investors.
The Communities and Societies where
We Operate will be Benefited Due to
the Presence of Anglogold Ashanti
We support and promote human rights
where we work. We contribute in the
construction of productive alliances with
the communities where we operate. We
seek to leave a better future within the
communities.

16. GOVERNANCE
The exercise of corporate governance at AngloGold Ashanti Colombia is responsibility of
the team of directors, as a whole, under the leadership of the President of the company.
This organ makes decisions regarding the atmosphere of operations of the company in
Colombia. The decisions are validated at a Board Meeting and with the headquarters in
South Africa.
The criteria for orientation are the directors of corporate governance at AngloGold Ashanti,
as are the Ethics Code of the company, the Business Principles, the Politics and legal
framework documents of the company (the Code for good governance and general
guidelines are available for consultation at the website: http://www.anglogoldashanti.com/
About/Corporate+Governance/Guidelines.htm).
For the adequate development of its operations, during the time for which this report was
being completed (2008), the company had the following organization chart:
AngloGold Ashanti Colombia worked on restructuring of the company during the year 2009,
which was not incorporated in the present report and will be reflected on the Sustainability
Report of the following period. This understood, Mr. Chris Lodder, who appears as the
President for this period, was designated as Exploration Director for the Americas, and
Rafael Herz joined AngloGold Ashanti Colombia as President.
President
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17. Report to society 2008
Legal Issues
Director
Financial
Administration
Director
Human
Resources
Director
Social
Development
Manager
Vice President
of Public
Affairs
Safety
Director
Exploration
Director
Environmental
Issues
Director
Information
Technology
and Database
Director

18. Geologists trace the paths in the map. Jericó, Antioquia.
18

19. Report to society 2008
ourwaytooperate
Keeping In Mind The Sustainability Context

20. Our Way
to Operate: Keeping in Mind
the Sustainability Context
AngloGold Ashanti
For AngloGold Ashanti Colombia, the cycle of production of gold has eight phases in which the
perspective of sustainable development is always a priority, as it is fundamental to acknowledge
the permanent closeness to the communities that inhabit the areas where the company operates.
For this reason, each one of these phases, the challenge that sustainability establishes for the
development of the business.
Phase 5 Phase 4
Feasibility Prefeasibility
Phase 6 Phase 3
Constructions and Staging Perforation
of the Mining Site
Phase 7 Phase 2
Production Detailed analysis
of rocks and soils
Phase 8 Phase 1
Mining Closure Area Acknowledgement
and Postclosure and Sampling
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21. Report to society 2008
Phase 1
Acknowledgment of the Area
and Sampling (1 to 2 years)
An acknowledgement of the area is made,
to facilitate sampling of sediments and
geographical cartography at a regional
scale. Phase 3
Challenges: Previous to initiating the
activities of prospecting, a dialogue is Perforation (1 to 3 years)
established with the community in the
framework of human rights. Perforations are made in order to revise
and validate the geological concepts
established previously in phase 2. If
perforations are geologically successful,
levels of metal concentration are tested
in a specific amount of rocks, what
is technically known as “Recursos
Inferidos”, “Inferred Resources”.
Challenges: Given the fact that it is
during this phase that labor is sought
in an intense manner, the company
deliberately hires workers from the area
where the perforation is being performed,
and dignifying conditions in terms of
health and safety are analyzed with the
worker’s assessment in order to establish
honorable conditions for work and to
maintain excellency in these aspects.
Detailed Analysis of Rocks and
Phase 2 Soil (2 to 3 years))
The detailed geological cartography
is completed.
Challenges: During this
phase, several encounters are
accomplished with the communities
in order to acquire a social baseline
that can allow the social, political,
economic, environmental, and
cultural characteristics to be
identified in the area.

22. Phase 4
Prefeasibility (1 to 3 years)
During this phase perforations and more detailed
metallurgic studies are completed in order to overcome
the Inferred Resources (outcome of the analysis of
mineral presence in the nuclei present in the perforation
studies) to Adequate Resources, which define the
accurate amount of metal that the rocks contain. Feasible
technical, operational, environmental, financial, and social
scenarios are proposed as well.
Challenges: Aside from maintaining standards of health
and safety for workers, the company maintains a policy of
efficient use of resources- water, light, and other natural
resources-, with the intent to minimize the maximum the
trace of carbon, and to continue the implementation of
the plan for social management.
Phase 5
Feasibility (1 to 2 years)
During this phase, the feasibility of the different
scenarios presented during phase 4 are analyzed
(environmental, social, financial, and technical) and
perforations are developed with smaller centers, dug at
154 feet, to establish which percentage of the probable
reserves may really be exploited. In addition to this,
pilot metallurgic tests are run in order to determine the
percentage of the metal that can actually be recovered
from the rock. At this stage, the estimate is produced,
hence allowing the financial and human resources to be
determined, the same resources that will be required in
the construction and operation of the future gold mine.
Challenges: The social, economic, and environmental
map are updated in order to determine the actions and
the plans to be followed; plans that contribute in the
bettering the local conditions of the community where
the mine is being operated.
Phase 6
Construction and Staging
of the Mining Site (1 to 3 years)
During this phase, the infrastructure that is required
for the production of the mine.
Challenges: The main challenge for the sustainability
in this stage is the strengthening of the economic
facet of the region; this facet is fundamental in order
to make the mining operation one that promotes
local development rather than turning into a local
economic competition for the region. In addition,
biodiversity must be cared after, as must be the
training of the people of the region, so that the work
posts at the mining site may be fulfilled; the local
people are not prepared to fulfill the requirements,
therefore, public and private alliances are made in
order to complete the training programs.
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23. Report to society 2008
Phase 7
Production (10 to 20 years)
This phase is dedicated to the production of the mining
project, hence accomplishing the commitment of the
sustainable production compatible with the environment
and society.
Challenges: To make the operation compatible with
the environment by using the highest standards in the
development of this activity, thus guaranteeing the
adequate usage of natural resources and promoting the
care of the health of the workers and of the inhabitants
who are close to the project. The strengthening of the
social and institutional capital is also a priority for the
company, supporting the surveillance of the resources
from the tax contributions and royalty.
Mining Closure and Post closure (1 to 3 years)
Once the exploitation phase is finished, the social and
environmental commitment of the company continues
Phase 8 providing rehabilitation of the areas that were intervened
by the mining project, and developing processes that
may guarantee the social, economic, and environmental
sustainability of the area.
Challenges: The main challenge in this phase is to continue
nurturing the relationship with the people of the community,
so that the sustainability projects designed and proposed
during the previous phases may be concluded successfully,
even if the company is no longer operating the mine. It is a
priority for the company to be able to guarantee that the area
where the operation was developed is in similar or better
conditions than when it was intervened by the project.

24. indigenous group member Sierra Nevada de Santa Marta, Magda-
24

25. Report to society 2008
corporatesocial
responsibility model

26. Corporate Social
responsibility model
During the second semester of the year 2007, an internal and external diagnosis was developed
within the corporate social responsibility model in order to identify corporate social responsibility
policies, procedures, programs, and practices RSE in relation to the groups of interests, and in
order to define the baseline for the development of the strategy of reputation for its operations in
Colombia.
This diagnosis was the first of three planned cores which include the design and implementation of a
Reputation Strategy (which began in the year 2008), and an exercise in rendering accounts through
a Sustainability Report in the year 2009.
2007 2008 - 2010 2009
2007 2008 - 2010 2009
measuring
diagnosis strategy and report
internal external design implemeNtation indicators and report
The purpose of the diagnosis was to find empirical evidence to support a integral strategy of
reputation that combined social corporate responsibility with corporate communication. The findings
of this research allowed the design of the strategy including and taking into account international
standards like the G3 format of the Global Reporting Initiative (GRI), Global Compact Principles and
the guidelines of The Voluntary Principles on Human Rights.
The investigation, in general terms, generated the following steps:
METHODOLOGY
An exploratory-descriptive methodology was implemented, which sought to specify the significant
perceptions about social representations amongst groups of interest regarding AngloGold Ashanti
Colombia.
The process was carried out using three investigation techniques
• Demi-structured Interview with specific people and strategies, both inside and outside of the
company.
• Data Analysis based on the revision of formal and non-formal documentation from each area of
the organization.
• Direct Observation. Through which, data was collected from outside, this done by observing
behavior without interacting with the participants or social groups
26

27. Report to society 2008
DESCRIPTION OF THE PROCESS
The investigation was formed by an internal and external characterization. The first of the two
included revision of the documentation collected previously, as well as interviews to the board of
directors and to the people responsible for the social responsiblity processes and policies RSE of
the company. The second characterization included interviews made to the representatives of the
significant groups of interest, identified during the internal characterization- an observation of the
operation environment and the company performance in it- a data analysis of documents and results
according to international standards of reference.
The following activities were carried out during the investigation process:
Stage 1- Internal Characterization
• Data and Documentation Analysis. Formal and non-formal documentation data from different
areas was reviewed to guide the management of the company. They were analyzed based on the
fundamental international principles chosen for this particular study (GRI, Global Compact, and
Voluntary Principles)
• Interviews to Employees. 12 interviews were carried out with the head of departments,
programs and projects of the company.
Stage 2- External Characterization
• Visited Municipalities. The regions of interest for Anglogold Ashanti Colombia (AGAC) were
visited in order to carry out different activities, such as interviews with key informants, as well as
observation and collection of documentation from each one of the municipalities.
The regions visited were: Bogotá, Cajamarca in Tolima, Quinchía in Risaralda, and SanRoque in
Antioquia.
• Interviews. In each municipality the different interest groups were interviewed. The data is
summarized in the chart below: the data that appears by region and groups of interest identified,
according to the information on each person who was interviewed, can be found in the final
document.
• Documentation. The data gathered from the analysis of the documentation that was picked up
from the different regions during the activities and the development of the plan, revealed the reality,
opportunities, and perspectives of the different municipalities where the company operates, with
the purpose of studying the context in which CSR is practiced by AGAC.
BOGOTá CAJAMARCA QUINCHÍA SAN ROQUE TOTAL
Government 3 3 2 3 11
Education Sector - 3 1 1 5
Health Sector - 1 - 2 3
Police Forces - 2 2 1 5
Suppliers 2 1 2 - 5
JAC - 4 3 2 9
Autonomous Regional Corporations - 2 - 1 3
NGOs - 2 2 - 4
Shareholders 1 - - - 1
Mining Sector 1 - 3 3 7
Employees 7 5 2 2 16

28. Results
From the investigation and the data analysis, a new strategy of corporative reputation was posed
in order to answer to corporate social responsibility issues combined with internal and external
corporate communication.
The model is formed by three lines of strategy:
POSITIONING PERFORMANCE DEVELOPMENT
STRATEGY STRATEGY STRATEGY
Transformations of Assurance of the Activity of the
imaginaries, through an corporate platform corporate citizenship,
integral performance on to support the aimed towards
behalf of AGAC, for a management of the sustainable
proper development of company in order to development of AGAC
the Gold Mining Industry achieve the social and its stakeholders.
in Colombia. license.
Strategy
A good neighbor Policies Governability
A good ally A good Procedures Environmental Development
employer care
PERFORMANCE STRATEGY refers to the adoption of standards, procedures, norms, and
principles that Anglogold Ashanti compels to assume according to the national gluidelines
established by the law, as well as the international ones, withing a corporate social responsibility
and human rights framework, seeking for sustainable development.
POSITIONING STRATEGY refers to AGAC aim to uphold good interaction with each one
of its stakeholders, in a relation of “win-win”: On one hand, the company contributing to the
improvement of living conditions of the inhabitants of those interest groups, and on the other
hand, allowing those interest groups to run an efficient operation in which the mission goals can
be accomplished. To do so, AngloGold Ashanti expects to be:
A good employer, who gives priviledge to hiring local labor and services, as well as being an
employer who honors workers dignity contributing to their life projects.
A Good Neighbor, in other words, a company that supports local development through offering
respect towards the communities where we operate, hence becoming an active entity that
supports innovative initiatives coming from regional and multi-sectoral areas proposed with the
purpose to improve the environment of the zones we operate in.
A Good Ally. AngloGold Ashanti Colombia expects to be contributor of the State entitities,
both regionally and nationally, by giving its input based on experience to these entities, so that
they may apply this transfer this knowledge as one of the criteria in the design of new public
policies, or the bettering of existing strategies.
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29. Report to society 2008
DEVELOPMENT STRATEGY seeks that AngloGold Ashanti Colombia reaches its mission
goals in an efficient and successful manner. However, the company is fully aware that it does
not operate alone, and that its opertation does affect the surrounding communities. This is the
reason for which the company intends for the social groups that are involved grow along with the
company’s development projects. The company seeks to become a part of a mining activity that
is, in turn, a form of development and dynamism of these social groups in opposition to becoming
an activity that promotes competition for an economical status against these regions.
This strategy defines three complementary lines of intervention whose aim is the sustainability of
the mining activity and the communities:
Governability: seeks to increase social and institutional capital of the communities where
AngloGold Ashanti Colombia operates. Being aware, as the company is, that one of the
greatest positive impacts of the mining activity is the transfer of economic resources to
the municipalities and departments through taxes and royalty, it is mandatory that these
communities are trained in construction of civil matters and of democratic participation
understanding in order to insure that all those resources are destined to improve living
conditions in the communities of the region.
In the same way, it is necessary to reinforce local authorities, so that they may acquire the
criteria and tools needed to elaborate public and institutional policies to support local and
regional development, and so that they may find in AngloGold Ashanti Colombia a significant
actor, who commited to corporate responsibility compels to comply with standards that answer
to these policies and processes.
Economic Development. Intends to reinforce the economical vocation of the municipalities
where the company operates, making the mining activity an alternative to development of
the region, generating ways to improve living conditions in the communities in opposition
to becoming an activity that promotes competition for an economical status against these
regions.
On the other hand, this line of the process intends to generate and strengthen good
practices in the production, distribution, and trading process of the products and services
that municipalities make and give. This initiative is reached by the support provided towards
productive projects, promoting innovation and ongoing assessment programs directed towards
improving the economical activities of the inhabitants. This allows people to leave behind an
economy which is aimed towards subsisting, and acquiring tools that will allow an sustainable
economy to take place, thus generating income and welfare for the people in the regions.
Environmental Care. Although AngloGold Ashanti Colombia has a complete area dedicated to
watching over the environmental processes that surrounds the mining cycle; the social area of
the company is responsible for creating an environmental and sustainable awareness amongst
the people from the different municipalities where the company develops the mining activity.
The main idea is to promote an ethics approach towards the ecosystem and habitat of the
regions where the company operates, and our collaborators are, upholding actions and
activities to improve the level of respectfulness towards the environment, thus leaving a legacy
for the new generations of a cleaner and better section of this planet, that is livable, and that
has better living conditions for all forms of life.

30. OUR WAY TO APPROACH COMMUNITIES
In order to interact with the communities, AngloGold Ashanti Colombia has developed a Model of
Social Management, in the hopes to systematize experiencies of interventions with collectivities by
establishing a guide route, and promoting the participation of the communities through coherent
and organized actions.
The intention of this Model is to create a route for an initial approach towards the communities, as
well as the tracing of actions and performances that derive from this activity. Keeping into account
that the development of a human group is, at the outset, a responsibility of its own, the company
can provide its own resources, participating as a guiding element that seeks to orient the collectivity
in the adequate usage of the resources. However, the private sector cannot takek the place of the
community nor may it take the place of the State in this event or in any other.
The basic information included in this Model allows a methodology of social intervention to be
developed, as well as allowing the company to generate criteria and indicators that would, in turn,
allow the development of tracing and monitoring systems and the ongoing assessment of actions
and projects that AngloGold Ashanti Colombia carries out in its relation with the communities.
Our Social Management Model, in the same manner, is a concensual and participative process with
the local authorities as well as with the communities, which works as guide in the implementation of
actions from and towards the communities.
The Model of Social Management of anglogold Ashanti is the following one:
Concertation
Expectation alignment .
Project, proposal, and initiative definition.
Approach
Social Participative Diagnosis.
Social actors search.
Pre-approach
Presentation of the company.
Social mapping.
Data collecting .
Re-approach
Measurement and assessment.
Report rendering.
Revision and adjustments. Praxis
Project development,
proposals, and initiatives.
30

31. Report to society 2008
This bridge over the Magdalena river, brings Mompós
and El Banco together. Mompós, Bolívar.
The stages of the model are not considered a lineal chain that needs a developed stage to be
developed before or after another, rather, it is a model that is understood in a complex manner,
this would mean, that they are considered moments of a continous cycle that receives permanent
feedback from all the stages. The process can be developed in a consecutive, secuencial, or
simultaneous way.
The description of all the stages is the following one:
Pre-approach: In this first moment, considerations about the place where the company is
going to develop its operations are carried out. The idea is for the personnel of the social area
to research and recognize the area, through the revision of certain data found in documents,
significant information from the place, so that when the company arrives to area, the personnel
knows how to reach out to the people and how to present the company in an understandable
language for the local people of the region where the exploration project is to take place.
Approach: Once the company has had contact with the community where the exploration
is carried out, a person from the social area meets the people in charge detected through
the previous stage known as Pre-approach of data revision, and who have previously been
contacted. With the detailed information, plus the information acquired during the meeting with
previously identified social actors, this person produces a brief social diagnosis of the place in
order to draw a map that will allow the bettering of the relationship between the company and the
community.
Concertation: With a basic knowledge of the place –which depends directly of where the mining
cycle stage is- the person from the social area arranges appointments and meetings with persons
from the community, actors, and social leaders, where the actors present their pretensions,
goals, and social interventions of the company. In this same way, the company may listen to the
expectations of the community to make decisions on the route to be followed and what kind of
intervention may be carried out.
Praxis: Through the meetings with the community, and thorugh the agreements upon
expectations of both actors, the person form the social area will take action and will develop
proposals, and will develop projects according with the three lines of intervention of the Social
Strategy of AngloGold Ashanti Colombia. For this intervention to be developed, the projects and
actions that are aligned with these three statements (economical development, governability, and
environmental care) will be priviledged.

32. Fisherman. Fundación, Magdalena.
Re-approach: in the relationship to the community, it is fundamental to develop a tracking or
monitoring of this interaction. For this reason, it is necessary to revise the execution of the
projects, the development of the action plans, the performance, and the emerging of new
expectations of the community, and, in general terms, all the communicational actions that the
company directs to the community and viceversa. This process has vital significance to the
company for it implies the mutual transformation of imaginaries and social representations which
will give way to a clearer and more open relationship between the company and the community.
Closure
Every stage of social intervention must have a moment of closure that allows the feedback to
take place, to adjust, as well as to socialize the process with the social actors involved, and to
communicate if the rest of the mining cycle is to be concluded or not.
Moreover, the closure allows the company to show gratitude towards the people for authorizing the
presence of the company in the region, and for having allowed all the mining activities to be carried
out.
The Model of Social Management
is conscientious and participative,
in which both, the local control
entities, as well as the very local
communities work jointly in order
to achieve common goals; this
Model guides the implementation
of actions towards and from the
Reservoir of La Salvajina collects the communities.
waters of the waterfall. Suárez, Cauca.
32

33. Report to society 2008
Due to its ample cultural tradition, Ibagué is known as The Musical City of Colombia. Ibagué, Tolima.

34. The economy of the department of Tolima is divided in agricultural, livestock, and mining activities. Espinal, Tolima.
34

35. Report to society 2008
listeningTO
our groups of interest / consultation 2009

36. Listening to
our groups of interest / consultation 2009
AngloGold Ashanti Colombia is aware that in order to be able to operate, it is mandatory to nourish
the relationship with the people of the community or with the groups that are vital to the generation
of value for the company. In this relationship, the company generates impacts- real and potential
impacts- over other groups, and, simultaneously in turn, it receives effects from them; thus it
becomes necessary to recognize and identify them, and once this is accomplished, to determine
the most adequate channels by which these relationships can be sustained, in the same manner,
the mechanism and the frequency of the encounters and the reciprocal communication.
In the exercise of recognition of the interest groups, AngloGold Ashanti Colombia has identified the
following:
Headquarters
Directors
Associates
Employees
Suppliers and Outsourcing
Public Entities
Civil Society
Media and Communications
Environment
Exploration Projects
Mining Area and Other Companies
36

37. Report to society 2008
Given the importance that people have for AngloGold Ashanti Colombia, formal relationships with
the community are sustained in a permanent way, through three main mechanisms: the first of the
three being the person to person encounters as well as with small groups through the social team
that is present in every exploration project. During these meetings, the company is presented to
the community; in the same manner, the expectations of the people towards the presence of the
company are heard by AngloGold Ashanti Colombia.
The second mechanism of the three is the Corsae (Social, Environmental and Corporate Responsibility
Committee), a permanent forum of dialogue and encounters, designed and promoted by AngloGold
Ashanti Colombia in the areas where the exploration sites are being developed. The Corsae allows
the company to rely on the participation of the neighbor community from the earliest phases of the
mining cycle. The Committee is formed by individuals or social actors from the public area (local
authorities), from the private area (local businessmen, commerce men or merchants, and trade
unionists), from the third area (Non Governmental Organizations – NGOs-, civil associations, and
foundations), as well as members from the civil society (social leaders, presidents of Community
Action Committees, religious leaders, etc.). The Corsae is a privileged space where the company
presents itself before the public and the community, and, in turn, recognizes the expectations and
concerns that the communities where the mining project operates might have.
The third and last mechanism is a strategy of consultation to the community in general terms,
for which the company hires specialized outsourcing in this topic, in such a way that they may
run research on the perception that communities have respecting AngloGold Ashanti Colombia,
their expectations, and the routes of action to be taken in order to better the relationship with the
communities.
This third mechanism is run through face to face interviews, either individual or at a group level. In the
exercise of the mechanism all groups of interest are involved, which grants them with a sensation of
being acknowledged and recognized by the company, and that their opinions and expectations are
actually taken into account. Aside from the interviews, there are also social surveys run through polls.
From this consultation process, AngloGold Ashanti Colombia has identified the following nuclei of
perception and expectation towards the company.
Sunday Market. Natagaima, Tolima.

38. Headquarters
Directives
Associates
Employees
Suppliers and Outsourcing
Public Entities
38

39. Report to society 2008
The directives and the shareholders see in AngloGold Ashanti Colombia in a consolidation stage, which, as it
carries out production processes in Colombia, may contribute to the development of the country and to the
production of profit for the company and, therefore, for the shareholders. During the first consultation, the
perception of the headquarters was optimistic due to the investment opportunities available for Colombia and
for the potential gold resources identified. During the second consultation, the perspective was less optimistic
due to the difficulties that the company has encountered, in terms of what judicial safety is concerned, to
provide permanence to the exploration programs. Hence, the expectations are centered in clear criteria that
may allow the company to give continuity to the exploration processes and the mineral production processes,
in order to assure the investment programmed for the country, and to increase such investment, all from the
scenario of safety judicial guarantees that will permit the company to run its operations.
They perceive AngloGold Ashanti Colombia as a company that has gained national identity and that, given its
financial strength and its mission objectives, which could very well be an important factor for the development of
the country and the communities in which the company develops its projects. The expectations are centered,
as are the shareholders, in that the company may operate furthermore within the Colombian territory, not merely
doing so in exploration processes, but also in gold production processes. Aside from this, the directives have the
expectation that the company may be acknowledged as a responsible company, that complies- and goes beyond
this point- with the highest standards in economic, social, and environmental demands, as it contributes to the
development of the country.
The mining companies, with which AngloGold Ashanti Colombia develops exploration projects through joint
ventures, perceive AngloGold Ashanti Colombia as a reliable company, one that strategic alliances for foreign
investment may be conducted due to its financial sturdiness and its ethics standards and social responsibility
which guarantee that the company will indeed comply with the commitments that it has acquired. The
expectation is that the company may generate profit in Colombia, thus continuing to perform a win-win
operation, and, as a consequence, contributing to the economic development for the country.
The employees perceive AngloGold Ashanti Colombia as a company that runs permanent ongoing
improvement processes; perceived as a company that is concerned with creating and promoting a sense
of identity amongst its employees through diffusion of its corporate values and the active leadership of its
directors. The expectations of the collaborators is that the company improves its internal communication
processes in order to achieve a better internalization of the corporate values, and that AngloGold Ashanti
Colombia may continue to operate in the country, for they consider this to be a great place to work at.
They perceive AngloGold Ashanti Colombia as a company that is concerned with the fulfillment of legal,
social, and environmental standards in the completion of joint ventures; also, AngloGold Ashanti Colombia
is perceived as a company that has contributed in the formalization of some suppliers and their processes-
mostly, those local suppliers where the company holds exploration projects-. In this sense, the company is
responsible in delivering checks that present no delay with the goods and services that it has outsourced, as
it is also responsible in offering a fair price in these negotiations.
The expectation- particularly of the local suppliers- is that the company continues in the region and that it
continues to provide training in tributary issues, commercial management, and productive chains, because
they consider that this is a great way to increase their income, for they stop being exclusive suppliers for
AngloGold Ashanti Colombia to be able to offer their goods and services to other organizations, thus having
other opportunities for growth and revenue.
The public entities, those that are local as well as the ones that are regional and national, perceive AngloGold
Ashanti Colombia as a company that has come to the country with intent to invest. Aside from this, it is
perceived as a company that complies with legal standards, therefore, it is perceived as being responsible
with the Colombian legislation. Some mayors, deputies, representatives, and senators allegedly see in
AngloGold Ashanti Colombia a multinational company that, as many foreign companies, are merely seeking to
gain revenue without the intent of true development for the country.
The expectations of the authorities that do have a positive perception of the company are that it may, indeed,
continue its operations in the country, thus providing income for the State through the tax contribution and
royalty. In the same way, with its presence, that it may contribute in the employment generation process and
with the appropriate communication in the whereabouts of its accomplishments in the standards of social and
environmental responsibility.
The expectations of the public entities that have a negative perception of AngloGold Ashanti Colombia is that
the Colombian State regulate the company with higher rigor or severity and that it may limit its possibility to
operate.

40. Civil Society
Media and Communications
Environment
Mining Area and Other Companies
40

41. Report to society 2008
In the communities that were consulted the perception is that AngloGold Ashanti Colombia is one of the
biggest mining companies in the world due to its foreign capital. Most of the people possess a positive
opinion about the company, for they know the way that the company operates, so they consider that the
company operates in a responsible way, taking into account the concerns of the communities.
Some social organizations and local community members have a negative perception of the company, this
is based more on the fear that the company’s actions may be detrimental to the environment and that the
State may not have the adequate tools to mitigate or assume the negative consequences of the company’s
damage. The main expectation of the communities is that AngloGold Ashanti Colombia complies with the
legal standards surrounding the environmental issues in those possible sites where gold may be produced. A
second expectation is that the company does generate employment in the communities, thus contributing to
the local development
The journalists who work for AngloGold Ashanti Colombia perceive the company as a solid organization in its
financial area, as a company that is responsible of the law, and as a company that holds relationships with the
media based on respect. Aside from this, they feel that it is prompt to respond to concerns that the journalists
may have. Some of the local journalists- particularly in the case of the city of Ibagué- perceive mining as
dangerous, and consign the need to learn about the development of the is activity with standards that will
allow it to be responsible with the environment and with society.
The expectation of the journalists- and leaders of opinion- is that AngloGold Ashanti Colombia may be
accessible when it comes to offering information about its processes, and that it may answer the concerns of
the media -in the name of society- when the journalists may pose them.
The environmental organizations consulted may be classified in two types or groups: The first of the two types of
organizations are the ones that support mining activities that are run in a responsible manner, with the preservation
of the environment as a principle. And there are those types of organizations that do not support the mining activity,
because they consider it to be a hazard towards the environment and that, therefore, ought to be forbidden to
operate. The expectations of the second group are that AngloGold Ashanti Colombia leave the country and that
it does not operate in it. On the other hand, environmental organizations that are less fundamentalist hope to see
AngloGold Ashanti Colombia operate in order to demonstrate to the country that the great ore mining activity is
indeed a responsible one towards the environment, due to the high standards of environmental responsibility in the
operations that it develops abroad
The extractive industries of the country perceive AngloGold Ashanti Colombia as a serious, solid, and social
and environmentally responsible company. Likewise, they believe AngloGold Ashanti Colombia can become
a leader in the processes of gold production in a technically responsible manner. The main expectation
towards AngloGold Ashanti Colombia is that it promotes processes of education and information diffusion
that may allow a transformation of the social imaginary that poses mining as an evil process, damaging to
the environment, and that it only generates revenue to the owners of the business, while it impoverishes the
communities.

42. 42

43. A Letter
from the President
In the name of AngloGold Ashanti Colombia, it is a pleasure for
me to render the first Sustainability Report that the company
has devised in order to present its economic, social, and
environmental development during the year 2008. It is right to
assure that the headquarters has been compiling a social annual
report with the parameters of the Global Reporting Initiative since
the year 2003, for the case of Colombia, this is a milestone,
due to the fact that previous reports to society were thought
out as a social balance. For this reason, it was decided to give
the next step, in accordance with the headquarters and other
leading companies in the world, in processes of corporate social
responsibility.
The year 2008, One of Challenges
The year 2008 began with an important happening for the company:
the halting in the operations of the mining site of La Colosa project,
due to the suspension order issued by the Corporación Autónoma
del Tolima (Cortolima). That situation took the company into
pondering about the implications that it has to make investments
in this country and about the future that it holds for the business,
under the context of judicial uncertainty.
As a token of irrevocable will of the company to invest and
believe in this country, proving that the mining activity is indeed
compatible with sustainable development, trying to diminish the
disjunction posed by some opponents about the country being:
“Mining Colombia or Environmental Colombia”, AngloGold Ashanti
Colombia continues to make national investment programs in order
to develop exploration projects.

44. According to the Ministry of Mining and Energy of Colombia, the
mining area contributed with the growth of 1.3% of the Gross
Domestic Product (GDP) during the year 2008 in making a direct
investment worth 2.116 million dollars. From this figure, 5% was
destined towards precious metal exploration projects, which
constitutes an investment of about 106 million dollars altogether,
figure in which the contribution of AngloGold Ashanti Colombia
has been quite significant.
On the issue of tax contribution, AngloGold Ashanti Colombia paid
over 3.900 million dollars during the previous year in Colombia. Due
to the suspension of the mining project of La Colosa, the nation
did not receive revenue and other benefits, such as the hiring of
over 400 employees in Cajamarca, on behalf of tax contribution
issues. In this same way, we perceive that in a municipality like this
one, where the unemployment figures is close to 20% -according
to the National Home Survey-, the project of La Colosa strongly
contributes to reducing the number of unoccupied members of
the communities.
The challenge that we have as a company, is then, how to be able
to communicate these positive impacts and to be able to show
that AngloGold Ashanti Colombia is indeed an ally in the local,
regional, and national development.
OTHER CHALLENGES IN THE SUSTAINABILITY CONTEXT
The policy of AngloGold Ashanti Colombia has been to work
closely with the public area of the country. For this reason, one of
the initiatives of the company has been to support the activity of
the Ministry of Mining and Energy, Colombia Minera: Desarrollo
Responsable, Mining Colombia: Responsible Development. The
challenge posed to the company, on behalf of the Ministry, is to
continue with the positive image promoted by the mining area
with its social and economic growth, tax contribution, and its
effective and proper involvement with the environment, which is
one of the goals of this initiative.
In order to respond to this challenge, AngloGold Ashanti Colombia
has designed environmental, economic, and social risk maps,
and has been aware and watchful over the implementation of
international standards that the company holds, as may be
observed in a detailed manner in the Report.
The biggest challenge that we have as a company is to achieve
an extracting development project, in order to prove, in a
blunt and definite manner, that AngloGold Ashanti Colombia
is concerned about sustainable development, that the mining
activity is indeed compatible with the environment, and that the

45. company is a good ally for the bettering of the quality of life of
the communities where it operates.
We just hope that in the next report this reality shows itself closer
to our dream, so that we may not pose intentions, but that we
may report indicators that come from productive activities, where
we may reveal the policies in action and development that prove
the bettering in the living conditions of the communities where
we operate.
ABOUT THE CONTENTS OF THE REPORT
This Report has been designed, as I already expressed, keeping
in mind the parameters of Global Reporting Initiative (GRI), G3
version. As required by GRI, we have designated that it is a type
B report, as we have concluded the majority of the indicators that
are included in these requirements, but have some aspects yet to
cover, due to the fact that the company does not have projects in
the advanced stages of the mining cycle. In addition to this, the
company has not solicited external verification for this first Report,
but commits to solicit such verification for the report in the year
2009.
In the same manner, we have kept into account the Principles of
the Global Pact of the United Nations and the Principles of the
International Council on Mining and Metals (ICMM).
Not all the information on the economic, social, and environmental
development of AngloGold Ashanti Colombia is included in this
Report, therefore those who wish to have more detailed information
about the company, about its politics and corporate values, as well
as its operations around the world, they may consult the official
web site of the company, www.anglogoldashanti.com, where
they may find all our reports, advances, and other pertinent key
documents that allow the comprehension of the operations of the
company.
I just hope that the readers of this Report find themselves satisfied
in their expectations, and that they find in this document an
opportunity to know us better, and to establish a relationship of
mutual benefit.
Rafael Herz
President

46. Outcomes of the Report

47. As it had been estimated, during the year 2008, the
strategy was developed during the main moments
known as Design and Implementation.
In this Report, we will describe in detail the outcomes
of the Strategy of Corporate Responsibility in every
one of the different areas.

48. Hispanic Architecture in Honda,. Tolima.
48

49. Report to society 2008
Economicperformance

50. Economic
Performance
economic performance
*2008 *2007
Personnel (1) 36.238.675 16.734.387
Wages (2) 23.677.272 14.011.589
Taxes 3.949.860 2.633.188
Leasing 7.338.880 4.094.792
Contributions and Affiliations 191.717 73.569
Insurance 803.902 522.557
Services (3) 68.116.122 38.847.437
Legal Expenses (4) 27.108.369 10.971.737
Manteinance and Repairs 404.875 278.893
Adaptation and Assembly 751.990 497.328
Travel Allowance 10.785.742 5.919.842
Depreciation 1.698.297 959.608
Loss in Sales and Goods Retrieve 59.091 11.924
Miscellaneous (5) 21.969.234 11.202.641
Software 134.722 107.112
Licences 833.087 671.712
Inflation Adjustments 1.560.770 1.560.770
Deferred Monetary Correction 1.483.316 1.481.321
Total 207.105.921 110.580.407
* Totals are included in thousands of millions of Colombian pesos.
AngloGold Ashanti Colombia is a company in an exploratory stage, reason for which all the
expenditures in the table and all the constitution expenses, as well, are counted as deferred
expenses.
As the table shows, in the year 2008, the company invested in Colombia over $2.07 billion pesos,
generationg taxes for almost $4 billion pesos. This level of investment was affected due to the fact that
the project of La Colosa was suspended. Should the circumstances have been otherwise given, the
level of investment would have been considerably higher, therefore, the direct economic impact for tax
contribution as well as local labor and services hired in the region would have been much higher.
In spite of facing the described situation, AngloGold Ashanti Colombia is convinced that there are
opportunities to develop its operations in this country. For this reason, the company continued its
program of exploration in a more intensive way, which can be seen in the personnel expenditures that
were increased in $19.530 billion pesos, changing from $16.700 billion to $36.230 billion Colombian
pesos, in the year 2008.
This investment on local handwork is important not only because it benefitted the workers directly,
but it also brought benefit to their families due to the tax contributions to social security were $6.469
million pesos, which allowed thea ccess to Health care services for those worker’s family members
hired by AngloGold Ashanti Colombia.
50

51. Report to society 2008
2008 2007
(thousands of pesos)
Wages, Whole Salary, Transport Wages 20.220.783 9.482.510
Fringe Benefits 4.543.278 1.817.618
Bonuses and Indemnization 2.230.403 1.376.212
Social Security 6.469.017 2.854.528
Others 2.775.194 1.203.519
Total 36.238.675 16.734.387
Deepening into the salary issues, the company found that the standard minimum wage in the
regions where AngloGold Ashanti Colombia develops its exploration projects is four hundred and
sixty one thousand five hundred pesos ($461.500). However, the minimum wage for a worker in
AngloGold Ashanti Colombia accures is equivalent to eight hundred two thousand and five hundred
pesos ($802.500), which represents a difference of three hundred and forty-one pesos ($341.000).
This difference in the salary, which could very well seem quite insignificant for some, is important
for the people from these regions and, that is why the company trains the employers on personal
finance management.
Dusk in the South of the Department of Bolívar. Río Viejo, Bolívar.

52. Our collaborators: Our most valuable resource.
In adition to this, AngloGold Ashanti Colombia has a policy by which it gives priviledge to the local
suppliers where the company operates its projects. Thus, in the year 2008, suppliers of goods
and services received income of $16467 million Colombian pesos. This way, the company not
only generates direct employment, but it is also a source of indirect employment to benefit those
groups in its value chain, allowing them to increase their market and receive higher income and
opportunities.
Pay to local suppliers
2008
(thousands of pesos)
Purchase of field consumable products 4.880.106
Casinos and restaurants 2.792.542
Utility and cafeteria supplies 1.865.743
Paper shop and copy center materials 1.073.015
Taxicabs, buses, and transport expeditures 654.309
Fuels and lubricants 595.944
Others 4.605.839
Total 16.467.498
52

53. Report to society 2008
Besides the economic benefits generated through the employment of local handwork and suppliers,
the company invest on social work per se, trying to improve living conditions in the communities
of the region where the company operates its projects. In the year 2008, investment destined for
communities was higher than $539 million pesos, distributed in each one of the lines of social
intervention, and it was proportionally equivalent in distribution to the stage of mining cycle in which
the projects of exploration are that AngloGold Ashanti Colombia develops. The investment was
divided in the following way:
Line (thousands of pesos)
La Sierra Río Dulce Salvajina La Colosa Total
Governability $ 23.745.032 $ 2.136.000 $ 41.011.000 $ 329.359.012 $ 396.251.044
Economic
$ 10.125.000 $ 1.400.000 $ 16.800.000 $ 91.538.472 $ 119.863.472
Development
Environmental
$0 $ 625.000 $0 $ 22.435.900 $ 23.060.900
Care
Total $ 33.870.032 $ 4.161.000 $ 57.811.000 $ 443.333.384 $ 539.175.416
Besides the economic benefits generated
through the employment of local handwork
and suppliers, the company invest on
social work per se, trying to improve living
conditions in the communities of the region
where the company operates its projects.
In a chart the logging data is collected. San José del Nus, Antioquia.

54. attendingto
Health and the Safety of the People
54

55. Report to society 2008

56. Attending
to Health and the Safety of the People
The interest for safety is our most important value: La Colosa, Cajamarca, Tolima.
In the Declaration of Values at AngloGold Ashanti Colombia, it is asserted that safety is its
primary value, which means that the prime value is related with the safety and health of its
employees.
The company has a policy of occupational health and safety oriented towards caring after
the wellbeing of the workers, this through a permanent assessment upon risks and hazards
that a committee specialized in occupational health and safety runs. This program allows the
committee to educate and train the personnel in matters related to prevention of accidents in
the workplace, and occupational illnesses.
During the year 2008, the bureau of Industrial Health and Occupational Health (SISO) ran an
exercise in hazard analysis in the Bogotá offices and in the site of the project of La Colosa. The
risks that were identified are the following:
Electrical accidents
Traffic accidents
Aerial accidents
Mechanical accidents
Fire / Explosions
Volcanic explosions
Earthquakes
Overflows
Floods
Civil disobedience
Direct violence
56

57. Report to society 2008
Based upon these results an emergency plan was designed by the company, and brigades were
designated both in Bogotá and at the site in La Colosa, Cajamarca. On a monthly basis, the
people on the brigade take 10 hours of training and run drills.
In addition to this, the company runs medical assistance days in order to promote weight control,
and the importance of physical activity, as well as promoting days for vaccination against illnesses
such as influenza, in order to prevent this type of infectious diseases during times in which they
appear amidst the population of the region, in general terms.
During the year 2008, cases for leave of absence equivalent to 546 days were reported. The
main cause was the reference of ill respiratory conditions, reason for which, as it has been
stated previously, days were destined for vaccination. For those workers dedicated to activities
of prospection, the main cause for leaves of absence was the presence of tendinitis and knee
related disorders. Only on the site of La Colosa some accidents were experimented due to soil
conditions- that favor falls and slips- and the poor manipulation of tools. The total number of
registered cases was of 953 events.
This concern for health and safety of the employees is also projected towards the community.
Hence, in the year 2008, the company contributed along with the Municipality’s Mayor’s Office
and the local hospital towards the purchasing of the ambulance for the Hospital de Cajamarca,
destined to transport the ill and the injured from distant locations to the hospital, due to the fact
that the hospital did not have a means of transport of its own that was adequate to cover the
needs of the rural area.
We follow a permanent risk assessment in our concern for the safety of our
collaborators. Project site, La Colosa, Cajamarca, Tolima.
This concern for health
and safety of the employees
is also projected towards
the community.

58. We follow a permanent risk assessment in our concern for the safety of
our collaborators. Project site, La Colosa, Cajamarca, Tolima.
58

59. Report to society 2008
workingconditions

60. Working
conditions
For AngloGold Ashanti Colombia, one of its main groups of interest is conformed its collaborators.
For this reason, in the Declaration of Values, it is stated that everyone is to betreated with dignity and
respect. For AngloGold Ashanti Colombia, honoring Human Rights for employees is a basic principle
of its working conditions, generating employment that dignifies and satisfies people’s necessities.
60

61. Report to society 2008
In the year 2008, the company had 800 Colombian employees, all of them coming from the areas
where the development projects took place:
TOTAL NUMBER OF EMPLOYEES DESCRIBED BY GENDER AND REGION
Region Total Number Male Female
Bogotá 70 34 36
Antioquia 182 161 21
Boyacá 9 9 -
C. Nacional 68 52 16
Caldas 21 21 -
Cauca 16 14 2
Chocó 23 23 -
Cundinamarca 58 51 6
Florencia 14 14 -
Huila 20 20 -
Magdalena 17 17 -
Nariño 12 12 -
Putumayo 66 66 -
Santander 9 9 -
Sur de Bolívar 30 30 -
Tolima 174 149 24
Valle 10 9 2
Vichada 1 1 -
Total 800 692 107
Given the nature of this economic activity, most of the workers are men (692), representing the
87% of the total population, while women (107) represent the 13% of the total difference. This
situation influences the salary difference. Male workers receive higher income than women, due to
the fact that their posts are located at a higher hierarchical level inside the company, as shown in the
following table:

62. SALARY OF MEN IN COMPARISSON TO SALARY OF WOMEN,
DESCRIBED BY PROFESSIONAL CATEGORY
Education level Gender Salary Average
(thousands of pesos)
Female 802.500
Primary Basic Education
Male 802.500
Female 5.623.667
Business Administration
Male 5.961.960
Financial Management Male 5.340.000
Airline Management Female 3.103.000
Female 1.660.000
High School Education
Male 2.592.667
Marine Biology Male 4.953.000
Female 4.659.500
Social Communication
Male 4.953.000
Technical Accountant Male 5.378.000
Female 4.277.571
Public Accounting
Male 6.083.500
Female 7.283.964
Law
Male 4.700.000
Ecology Male 6.600.000
Economy Male 8.267.000
Female 4.689.222
Geology
Male 7.282.116
Environmental Engineering and Natural Resources Male 4.651.000
Mining and Environmental Engineering Male 23.334.000
Female 6.105.000
Systems Engineering
Male 3.693.500
Industrial Engineering Male 5.153.500
Mechanical Engineering Male 27.277.000
Sanitary and Environmental Enginnering Female 6.033.000
Geodesy and Cartography Engineering Male 6.833.333
Civil Engineering Male 7.430.000
Design Engineering and Electronic Automation Female 8.992.000
Mining Engineering Male 5.414.167
Modern Languages Female 1.616.000
Linguistics and Literature Female 4.953.000
Medicine Male 10.614.000
Internatonal Business Female 4.000.000
Politology Female 4.000.000
Professional in Military Sciences Male 11.008.000
Professional in Occupational Health Female 4.600.000
Psychology Female 5.807.750
Technician in Exploration Male 1.987.500
Female 2.066.000
Systems Technician
Male 5.973.000
Technical Bilingual Secretariat Female 3.000.000
Environmental Tecnologist Female 3.769.000
Business Management Technology Female 4.600.000
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