AngloGold Ashanti : Corporate Governance Document (AGA OHS Management System Reference Manual)

ANGLOGOLD ASHANTI - GROUP SAFETY

Group Occupational Health and Safety Management System Reference Manual

	ISO45001:2018 based
DRAFTED BY	James Russ - Snr Safety Specialist
AUTHORISED BY	Neels Muller - VP Group Safety
DATE	April 2024
	Version number 02

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TABLE OF CONTENTS

1		Intent	3
2		References	3
3		ISO 45001 Framework	3
4	Context of the Organisation	3
4.1	AngloGold Ashanti Context	3
4.2	Needs and Expectations of Employees and Stakeholders	6
4.3	Scope of the OH&S Management System	7
4.4	AGA Occupational Health & Safety Management System (OH&SMS)	8
5	Leadership and Worker Participation	12
5.1	Leadership and Commitment	12
5.2	Policies & Standards	13
5.3	Structure and Accountability	13
5.4	Consultation and Participation of Workers	13
6		Planning	14
6.1	Actions to address risk and opportunities	14
6.2	OH&S Objectives and Planning to Achieve Them	18
7		Support	18
7.1	Resources	18
7.2	Competence	19
7.3	Awareness	19
7.4	Communication	19
7.5	Documented Information	20
8		Operation	21
8.1	Operational Planning and Control	21
8.2	Procurement	24
8.3	Emergency Preparedness and Response	25
9		Performance Evaluation	26
9.1	Monitoring & Measurement	26
9.2	Internal Audit	27
9.3	Management Review	27
10		Improvement	28
10.1 Incidents, Non-conformances and Corrective Action	28
10.2 Continual Improvement	29
11		Terms and Definitions	30
12 Annexure 1 - Key OH&SMS Documentation	31

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1 INTENT

This reference manual specifies requirements for an occupational health and safety management system (OH&SMS) and gives guidance for its use to enable operations within AngloGold Ashanti to provide safe and healthy working places, prevent injury and ill-health and proactively improve Occupational Health & Safety (OH&S) performance.

2 REFERENCES

• ISO 45001:2018 Health and Safety Management Systems
• ISO 31000:2018 Risk Management
• Work Management
• AngloGold Ashanti Group Safety Standards
• AngloGold Ashanti Group Health Standards
• AngloGold Ashanti Major Hazard Standard
• Group Procedures

3 EXECUTION FRAMEWORK ISO 45001

From a systemic perspective, the AngloGold Ashanti OH&SMS will follow the ISO 45001 Structure as the framework, as defined in the 'ISO 45001:2018 Requirements with Guidance for Use'.

Figure 1: ISO45001 Structure

4 CONTEXT OF THE ORGANISATION

4.1 AngloGold Ashanti Context

AngloGold Ashanti is a global gold mining company with a diverse, high-quality portfolio of operations, projects and exploration activities across nine countries on four continents. We pursue value-creating opportunities involving other minerals, where we can leverage our existing assets, shareholdings, skills and experience.

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4.1.1 Company Strategy

The overall aim of AngloGold Ashanti's strategy is to generate sustainable cash flow improvements and returns over the longer term and, in so doing, to create and preserve value for all our stakeholders.

Figure 2: Our Strategic Focus Areas

• Prioritise people, safety, health and sustainability - This focus area is the foundation of our business and strategy, ensuring alignment between our values and corporate citizenship responsibilities on the one hand and the business's long-term growth, sustainability and profitability on the other.
• Maintain financial flexibility - By ensuring financial flexibility, we will facilitate access to funding to weather periods of low gold prices, to reward shareholders and to act on strategic opportunities throughout the economic cycle.
• Optimise overhead, costs and capital expenditure - Systems are in place to ensure investment and spending are optimally structured and aligned with core business objectives. In so doing, we aim to maximise our margins throughout the gold-price cycle, withstanding and even flourishing during periods of low gold prices and continuing to invest in the sustainability of our business without unnecessarily relying on dilutive equity raising.
• Improve portfolio quality - We actively manage our asset portfolio to improve the overall mix of our production base as we strive for a competitive business valuation. This is key to unlocking the full underlying value of the portfolio. We continue to invest in upgrading the overall quality and longevity of our portfolio.
• Maintain long-term optionality - We aim to continually replenish and increase our Mineral Resource and Mineral Reserve pipeline to sustain the business over time. Key to achieving this are our exploration activities, project development and targeted acquisitions. By discovering, acquiring, developing and exploiting viable orebodies sustainably and cost efficiently, AngloGold Ashanti positions itself to create long-term value.

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4.1.2 AGA Values

Our six refreshed values are at the heart of our improved culture, serving as a guide to our behaviour in the way we interact with each other, our environment, as well as our neighbours and stakeholders.

4.1.3 External and Internal Issues

Issues that will have an influence on our values, how we design and operate our operations, our personnel recruitment and management practices and how we design safe methods of work are identified and taken into consideration during the development of the three (3) year Group Sustainability Strategy as well as the three (3) year Group Safety Strategy to ensure that the effectiveness of the OH&SMS is maintained:

• The Group Strategies are reviewed annually at operational level and any emerging issues or changing circumstances that may require the introduction of new processes, technologies, employees, contractors or the way we work are considered when developing the next year's Annual Strategic Action Plan.
• The site keeps a record / register tabling the latest external and internal influences and sets each
  Head of Department's critical tasks to overcome these and achieve our strategic intent and goals. These then form the basis for each employee's individual critical tasks and work plans down the line.
• Employee engagement surveys are held by AGA to gauge employee issues and identify the barriers to individual and organisational effectiveness. The information is used to take the necessary steps to creating an enabling work environment.
• The Management Review process considers the impact of current or emerging issues on the ability of the OH&SMS to achieve its intended outcomes, and any ongoing or new issues will be included in the annual Site Safety Strategic Plan.

4.1.4 2030 Goals

Following a workshop held in April 2017, the United Nations Sustainable Development Goals (SDGs), were embedded into the AngloGold Ashanti Sustainable Development Strategic Framework. The result was a set of 2030 Aspirational Goals for each sustainability discipline in line with the SDGs, each with a set of step-change activities to achieve the goals.

The SDG's are a collection of 17 global goals set by the United Nations General Assembly in 2015. The SDG's are part of the Resolution 70/1 of the United Nations General Assembly: "Transforming or World: the 2030 Agenda for Sustainable Development: that has been shortened to the "2030 Agenda".

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Figure 3: Our Sustainability Development Goals

With the collective efforts of the Executive Team, Senior Operational Leaders, Technical Heads and Senior Safety Leads a high-level road map was developed. The focus was to build on existing processes, avoid initiative overload and further integrate with existing organisational processes, for example Operational Excellence. The priorities, as identified in the session, were mapped out in four different business perspectives (Figure 4) namely Business competitiveness, Social license to operate, Internal systems & processes and Strengthening the foundation.

Figure 4: Safety Strategic Focus Areas

The 2030 Aspirational Safety Goal of "Workplaces free of injury and harm" was established, with its achievement being driven by the five key strategic focus areas.

4.2 Needs and Expectations of Employees and Stakeholders

4.2.1 Identification

Managing OH&S as our first and most important value, as well as protecting the environment and building our community relationships is an AGA expectation for all operations so as to ensure we deliver mutually beneficial outcomes for all employees and other interested parties. AGA Operations maintains a Stakeholder Register, also referred to as an Interested Parties and Compliance Obligations Register, to ensure the expectations and obligations are identified and incorporated into our OH&SMS. Key stakeholders that are listed in the Interested Parties and Compliance Obligations Register includes:

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1. • Suppliers, contractors and subcontractors
   • Employee representatives
   • Local government, legal and regulatory authorities
   • Legal and regulatory authorities
   • Parent organizations;
   • Employee organizations (trade unions) and employers' organizations;
   • Owners, shareholders, clients, visitors, local community and neighbours of the organization and the general public;
   • Customers, medical and other community services, media, academia, business associations and non-governmental organizations (NGOs);
   • Occupational health and safety organizations, occupational safety and health-care professionals.
2. Employee Expectations
   Through a collaborative approach and organised structures, the needs and expectations of employees and contractors are determined and listed. Should any of these needs or expectations become legal or other requirements, it is tabled as such.
3. Community Expectations
   Community expectations and ethics are incorporated into our OH&SMS to ensure that our operations do not affect the community adversely and that ethical standards are met. Agreements have been established with leaseholders to ensure our mining related impacts are minimised.

4.3 Scope of the OH&S Management System

This document defines all elements of the OH&SMS, including the operation and maintenance thereof, which are required to provide a consistent approach to managing occupational health and safety risks at our Operations. The OH&SMS applies to all personnel, operations, activities, processes, infrastructure and equipment under AngloGold Ashanti's control. The scope of the OH&SMS considers internal and external issues, the needs and expectations of all interested parties, and the legal and other requirements that can influence or impact the intended outcomes of the OH&SMS. Each Operation will have a defined scope document explaining the personnel, operations, activities, processes, infrastructure and equipment considered as part of the scope.

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4.4 AGA Occupational Health & Safety Management System (OH&SMS)

4.4.1 Group Safety Strategic Intent

The Group Safety Strategic Intent includes the group mission as well as the group safety mission, strategic priorities and strategic key enablers.

Figure 5: Group Safety Strategic Intent

4.4.2 AGA Group Safety Framework

The Safety Framework of AngloGold Ashanti provides the structure to deliver the 2030 Aspirational Safety Goal of "Workplaces free of injury and harm". It describes how we will translate safety and health into action.

Figure 6: AGA Group Safety Framework

The Group Strategic Intent for Occupational Health and Safety is used as the vehicle to set the safety vision and intent for the future. It incorporates the Safety Value Statement and Safety Guiding principles

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Figure 7: AGA Group Strategic OH&S Intent

1. OH&S Vision
   In describing our 2030 vision / goal of working places free from injury and harm, we focus on:
2. • Leadership & People,
   • Simplified & Clear Work Processes,
   • Risk and Opportunity Management,
   • Information Technology & Innovation and
   • Stakeholder Engagement & Partnership.

Our Leadership will drive and enable the organisation to achieve our vision / goal by:

• Taking accountability for all aspects of safety management - from the prevention of hazardous exposures to incident investigation, learning & performance improvement.
• Having a sound understanding of risk management and its implications on business success - supporting safety decision making.
• Ensuring organisational integrity to support safe workplaces.
• Demonstrating commitment to higher order controls and their application - major business decisions (design and operations) incorporate the creation of safe workplaces.
• Having a clear set of safety expectations and requirements - for themselves and for the workforce at all organisational levels. Compliance is a fundamental requirement but in itself, a compliance approach will not achieve the aspiration.
• Engaging deeply with the organisation and are readily accessible to respond to safety challenges and support solutions.
• Moving from talking to doing - and their actions demonstrate performance improvement. Leaders walk the talk.
• Allocating required / appropriate resourcing that supports the defined drivers.

Our People will assist the organisation to achieve our vision / goal by:

• Living our safety value clearly shown through attitudes and behaviours - all employees are committed to and are actively working to ensure that workplaces are free of injury and harm.
• Demonstrate superb risk awareness:
• • Their safety mindfulness shows that their hearts and minds are engaged
  • Show understanding of the interaction between multiple factors which influence safety outcomes
  • Are mindful of cultural influences of safety
  • Translate safe practices into all aspects of their lives
  • At risk behaviour is not acceptable
• Being fit for their roles and accountabilities - with the necessary knowledge and competence to ensure safe workplaces.

Our Simplified & Clear Work Processes will enable the organisation to achieve our vision / goal by:

• Ensuring all processes are well designed to get the best results in the easiest and safest way - they are designed with people in mind and maintain simplicity.
• Maintaining rigorous planning as an integral part of work management.
• Constantly remaining mindful of the interface between people and processes - ensuring appropriate people capability for process management.
• Allocating adequate resources to ensure optimal processes and their management - safety is seen as an investment rather than a cost.

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• Driving consistent and reliable outcomes supported by well-maintained infrastructure for both routine and non-routine processes and tasks - including change management for work planning and superb execution.
• Enabling learning, innovation, optimisation and performance improvement - which may be continuous or disruptive, while process management focuses on stable performance.
• Reviewing processes timeously and adapting it to meet changing circumstance, ensuring continued relevance and validity as well as preventing layering - the adding of new processes on top off existing ones which are failing.

Our Risk and Opportunity Management will enable the organisation to achieve our vision / goal by:

• Understanding the interface between people, work processes and technology is well understood, and conflicting outcomes are well managed.
• Ensuring we are expert navigators to manage all risks and opportunities.
• Establishing a compelling business case, with adequate resources, for safety interventions to achieve zero harm.
• Benchmarking within the Group and mining industry and across other sectors is done to continually improve performance.

Our Information, Technology & Innovation will enable the organisation to achieve our vision / goal by:

• Developed and using technology to eliminate exposure of people to hazards.
• Ensuring we are adaptive and responsive to introducing new technology with the appropriate development of people capability to support this and the adaptation of work processes.
• Proactively addressing new and anticipated risks emerging from the implementation of new technologies
• Collaborating with outside parties in the development and application of technologies
• Capitalising technology shifts and waves - including information technology advances driving the fourth industrial revolution.

Our Stakeholder Engagement & Partnership will enable the organisation to achieve our vision / goal by:

1. • Identifying relevant stakeholders and understanding their interests, expectations, and influence on the vision / goal.
   • Establishing open, transparent, and ongoing communication channels with stakeholders to share information, solicit feedback, and address concerns.
   • Consulting with stakeholders on matters that affect them and involving them in decision-making processes to ensure their perspectives are considered.
   • Building and maintaining positive relationships with stakeholders based on trust, mutual respect, and shared values.
   • Being accountable to stakeholders for organizational decisions and actions and responding promptly and appropriately to their feedback or concerns.
2. OH&S Value Statement
   Safety is our first Value, and with that Occupational Health and Safety is implied. 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.
3. OH&S Guiding Principles
4. 1. We set clear accountabilities for Occupational Health and Safety.
   2. We understand and manage hazards and risks.
   3. We engage our workforce in all aspects of their work.
   4. We support the actions of our team members by providing the necessary resources to complete their work.
   5. We have a relentless and broad commitment to Occupational Health and Safety- within and beyond the workplace.

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