As filed with the Securities and Exchange Commission on 02 April 201531 March 2016

 

UNITED STATES SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

 

FORM 20-F

 

¨

REGISTRATION STATEMENT PURSUANT TO SECTION 12(B) OR 12(G) OF THE SECURITIES EXCHANGE ACT OF 1934 OR

x

ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(D) OF THE SECURITIES EXCHANGE ACT OF 1934 OR

¨

TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(D) OF THE SECURITIES EXCHANGE ACT OF 1934 OR

¨

SHELL COMPANY REPORT PURSUANT TO SECTION 13 OR 15(D) OF THE SECURITIES EXCHANGE ACT OF 1934

FOR THE FINANCIAL YEAR ENDED 31 December 20142015

Commission file number: 1-14846

AngloGold Ashanti Limited

(Exact Name of Registrant as Specified in its Charter)

Republic of South Africa

(Jurisdiction of Incorporation or Organisation)

76 JeppeRahima Moosa Street, Newtown, Johannesburg, 2001

(P.O. Box 62117, Marshalltown, 2107)

South Africa

(Address of Principal Executive Offices)

 

Kandimathie Christine Ramon, Chief Financial Officer, Telephone: +27 11 6376019

E-mail: cramon@anglogoldashanti.com, 76 JeppeRahima Moosa Street, Newtown, Johannesburg, 2001, South Africa

(Name, Telephone, E-mail and/or Facsimile number and Address of Company Contact Person)

 

Securities registered pursuant to Section 12(b) of the Act:

Title of each class  Name of each exchange on which registered

American Depositary Shares

  New York Stock Exchange

Ordinary Shares

  New York Stock Exchange*

5.375% Notes due 2020

  New York Stock Exchange

8.500% Notes due 2020

  New York Stock Exchange

5.125% Notes due 2022

  New York Stock Exchange

6.50% Notes due 2040

  New York Stock Exchange
*

Not for trading, but only in connection with the registration of American Depositary Shares pursuant to the requirements of the Securities and Exchange Commission

Securities registered pursuant to Section 12(g) of the Act:

None

Securities for which there is a reporting obligation pursuant to Section 15(d) of the Act:

None

Indicate the number of outstanding shares of each of the issuer’s classes of capital or common stock as of the close of the period covered by the annual report:

Ordinary Shares of 25 ZAR cents each

   404,010,360

E Ordinary Shares of 25 ZAR cents each

-405,265,315  

A Redeemable Preference Shares of 50 ZAR cents each

   2,000,000  

B Redeemable Preference Shares of 1 ZAR cent each

   778,896  

Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act.

  Yes x No ¨      

If this report is an annual or transition report, indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934.

  Yes ¨ No x      

Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.

  Yes x No ¨      

Indicate by check mark whether the registrant (1) has submitted electronically and posted on its corporate web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files)*.

  Yes ¨ No ¨      

Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, or a non-accelerated filer. See definition of “accelerated filer and large accelerated filer” in Rule 12b-2 of the Exchange Act.

 

 

(Check one): Large Accelerated Filer x

  Accelerated Filer¨  

Non-Accelerated Filer ¨    

Indicate by check mark which basis of accounting the registrant has used to prepare the financial statements included in this filing:

 

  U.S. GAAP ¨

International Financial Reporting Standards as issued by the International Accounting Standards Boardx Other¨

 

If this is an annual report, indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act).

  Yes ¨  No x        

 

*

This requirement does not apply to the registrant.


TABLE OF CONTENTS

  
   Page

Presentation of information

  3

Certain forward-looking statements

  4

Glossary of selected terms

  
 

Mining terms

  5
 

Financial terms

  8
 

Currencies

  9
 

Abbreviations

  10

Part I:

Item 1:

 

Identity of directors, senior management and advisors

  11

Item 2:

 

Offer statistics and expected timetable

  11

Item 3:

 

Key information

  
 3A.    

Selected financial data

  11
 3B.    

CapitalizationCapitalisation and indebtedness

  15
 3C.    

Reasons for the offer and the use of proceeds

  15
 3D.    

Risk factors

  15

Item 4:

 Information on the company  4547
 4A.    

History and development of the company

  4547
 4B.    

Business overview

  4649
 4C.    

OrganizationalOrganisational structure

  9498
 4D.    

Property, plant and equipment

  9599

Item 4A:

 

Unresolved staff comments

  122124

Item 5:

 

Operating and financial review and prospects

  123125
 5A.    

Operating results

  124126
 5B.    

Liquidity and capital resources

  161167
 5C.    

Research and development, patents and licenses, etc

  168174
 5D.    

Trend information

  168174
 5E.    

Off-balance sheet arrangements

  168174
 5F.    

Tabular disclosure of contractual obligations

  168174

Item 6:

 

Directors, senior management and employees

  175
 6A.    

Directors and senior management

  169175
 6B.    

Compensation

  176182
 6C.    

Board practices

  180185
 6D.    

Employees

  184189
 6E.    

Share ownership

  185190

Item 7:

 

Major shareholders and related party transactions

  192197
 7A.    

Major shareholders

  194198
 7B.    

Related party transactions

  195199
 7C.    

Interests of experts and counsel

  195199

Item 8:

 

Financial information

  200
 8A.    

Consolidated financial statements and other financial information

  196200
   

Legal proceedings

  196200
   

Dividends

  202205
 8B.    

Significant changes

  203205

1


Item 9:

    

The offer and listing

  206
    9A.      

Offer and listing details

  204206
    9B.      

Plan of distribution

  204206
    9C.      

Markets

  205207
    9D.      

Selling shareholders

  205207
    9E.      

Dilution

  205207
    9F.      

Expenses of the issue

  205207

Item 10:

    

Additional information

  208
    10A.    

Share capital

  206208
    10B.    

Memorandum of Incorporation

  208210
    10C.    

Material contracts

  213215
    10D.    

Exchange controls

  223225
    10E.    

Taxation

  224226
    10F.    

Dividends and paying agents

  228230
    10G.    

Statement by experts

  228230
    10H.    

Documents on display

  228230
    10I.     

Subsidiary information

  228230

Item 11:

    

Quantitative and qualitative disclosures about market risk.

  229231

Item 12:

    

Description of securities other than equity securities

  234236
    12A.    

Debt securities

  234236
    12B.    

Warrants and rights

  234236
    12C.    

Other securities

  234236
    12D.    

American Depositary Shares

  234236
        

12D.3      Depositary fees and charges

  234236
        

12D.4      Depositary payments for 20132015

  234236

Part II:

Item 13:

    

Defaults, dividend arrearages and delinquencies

  235237

Item 14:

    

Material modifications to the rights of security holders and use of proceeds

  236238

Item 15:

    

Controls and procedures

  237239

Item 16A:

    

Audit committee financial expert

  239242

Item 16B:

    

Code of Ethics and Whistleblowing Policies

  240243

Item 16C:

    

Principal accountant fees and services

  241244

Item 16D:

    

Exemptions from the listing standards for audit committees

  241244

Item 16E:

    

Purchases of equity securities by the issuer and affiliated purchasers

  241244

Item 16F:

    

Change in registrant’s certifying accountant

  242245

Item 16G:

    

Corporate Governance

  242245

Item 16H:

    

Mine Safety Disclosure

  242245

Part III:

Item 17:

    

Financial statements

  243246

Item 18:

    

Financial statements

  245247 and F pages

Item 19

    

Exhibits

  E pages

2


PRESENTATION OF INFORMATION

AngloGold Ashanti Limited

In this annual report on Form 20-F, unless the context otherwise requires, references to AngloGold, AngloGold Ashanti, AGA, the company, the Company and the group are references to AngloGold Ashanti Limited including, as appropriate, subsidiaries and associate companies of AngloGold Ashanti.

IFRS financial statements

As a company incorporated in the Republic of South Africa, AngloGold Ashanti has prepared and filed annual audited consolidated financial statements and unaudited consolidated quarterly financial statements in accordance with International Financial Reporting Standards (IFRS) as issued by the International Accounting Standards Board (IASB) in the English language since 1998. These financial statements are distributed to shareholders and are submitted to the JSE Limited (JSE), as well as the New York, Australian and Ghana stock exchanges.

Currency

AngloGold Ashanti presents its consolidated financial statements in United States dollars.

In this annual report, references to rands, ZAR and R are to the lawful currency of the Republic of South Africa, references to US dollars, dollar or $ are to the lawful currency of the United States, references to and Euro are to the lawful currency of the European Union, references to C$ or CAD are to the lawful currency of Canada, references to ARS and Argentinean peso are to the lawful currency of Argentina, references to AUD and A$ are to the lawful currency of Australia, references to BRL are to the lawful currency of Brazil, references to NAD are to the lawful currency of Namibia, references to Tsh are to the lawful currency of the United Republic of Tanzania and references to GHC, cedi or Gh¢ are to the lawful currency of Ghana.

See “Item 3A.:3A: Selected financial data – Exchange rate information” for historical information regarding the US dollar/South African rand exchange rate. On 2318 March 2015,2016, the interbank US dollar/South African rand exchange rate as reported by OANDA Corporation was R11.99/R15.24/$1.00.

Non-GAAP financial measures

In this annual report on Form 20-F, AngloGold Ashanti presents the financial items “total cash costs”, “total cash costs per ounce”, “total production costs”, “total production costs per ounce”, “all-in sustaining costs”,“all-in “all-in sustaining costs per ounce”, “all-in costs” and “all-in costs per ounce”, which have been determined using industry guidelines and practices and are not IFRS measures. An investor should not consider these items in isolation or as alternatives to production costs, profit/(loss) applicable to equity shareholders, profit/(loss) before taxation, cash flows from operating activities or any other measure of financial performance presented in accordance with IFRS. The

While the Gold Institute provided definitions for the calculation of total cash costs and total production costs and during June 2013 the World Gold Council published a Guidance Note on “all-in sustaining costs” and “all-in costs” metrics. Themetrics, the calculation of total cash costs, total cash costs per ounce, total production costs, total production costs per ounce, all-in sustaining costs, all-in sustaining costs per ounce, all-in costs and all-in costs per ounce may vary significantly among gold mining companies, and by themselves do not necessarily provide a basis for comparison with other gold mining companies. See “Glossary“—Glossary of selected terms – terms–Financial terms – terms–Total cash costs”, “Total“—Glossary of selected terms–Financial terms–Total production costs”, “All-in“ —Glossary of selected terms–Financial terms–All-in sustaining costs” and “All-in“—Glossary of selected terms–Financial terms–All-in costs”. Nevertheless, AngloGold Ashanti believes that total cash costs, total production costs, all-in sustaining costs and all-in costs in total and per ounce are useful indicators to investors and management as they provide:

an indication of profitability, efficiency and cash flows;

the trend in costs as the mining operations mature over time on a consistent basis; and

an internal benchmark of performance to allow for comparison against other mines, both within the AngloGold Ashanti group and at other gold mining companies.

A reconciliation of both cost of sales and total cash costs as included in the company’s audited financial statements to total cash costs, total production costs, all-in sustaining costs and all-in costs for each of the three years ended 31 December 2013, 2014 and 2015 is presented herein. See “Item 5: Operating and Financial Review and Prospects—Total all-in sustaining costs, all-in costs and total cash costs and total production costs”.

Shares and shareholders

In this annual report on Form 20-F, references to ordinary shares, ordinary shareholders, equity shareholders and shareholders/members, should be read as common stock, common stockholders and stockholders, respectively, and vice versa.

3


CERTAIN FORWARD-LOOKING STATEMENTS

Certain statements contained in this document, other than statements of historical fact, including, without limitation, those concerning the economic outlook for the gold mining industry, expectations regarding gold prices, production, total cash costs, all-in sustaining costs, all-in costs, cost savings and other operating results, return on equity, productivity improvements, growth prospects and outlook of AngloGold Ashanti’s operations, individually or in the aggregate, including the achievement of project milestones, commencement and completion of commercial operations of certain of AngloGold Ashanti’s exploration and production projects and the completion of acquisitions, dispositions or joint venture transactions, AngloGold Ashanti’s liquidity and capital resources and capital expenditures and the outcome and consequence of any potential or pending litigation or regulatory proceedings or environmental, health and safety issues, are forward-looking statements regarding AngloGold Ashanti’s operations, economic performance and financial condition.

These forward-looking statements or forecasts involve known and unknown risks, uncertainties and other factors that may cause AngloGold Ashanti’s actual results, performance or achievements to differ materially from the anticipated results, performance or achievements expressed or implied in these forward-looking statements. Although AngloGold Ashanti believes that the expectations reflected in such forward-looking statements are reasonable, no assurance can be given that such expectations will prove to have been correct. Accordingly, results could differ materially from those set out in the forward-looking statements as a result of among other factors, changes in economic, social and political and market conditions, the success of business and operating initiatives, changes in the regulatory environment and other government actions, including environmental approvals, fluctuations in gold prices and exchange rates, the outcome of pending or future litigation proceedings and business and operational risk management and other factors as described in “Item 3D.:3D: Risk factors” and elsewhere in this annual report. These factors are not necessarily all of the important factors that could cause AngloGold Ashanti’s actual results to differ materially from those expressed in any forward-looking statements. Other unknown or unpredictable factors could also have material adverse effects on future results. Consequently, readers are cautioned not to place undue reliance on forward-looking statements.

AngloGold Ashanti undertakes no obligation to update publicly or release any revisions to these forward-looking statements to reflect events or circumstances after the date of this annual report or to reflect the occurrence of unanticipated events, except to the extent required by applicable law. All subsequent written or oral forward-looking statements attributable to AngloGold Ashanti or any person acting on its behalf are qualified by the cautionary statements herein.

4


GLOSSARY OF SELECTED TERMS

The following explanations are not intended as technical definitions but should assist the reader in understanding terminology used in this annual report. Unless expressly stated otherwise, all explanations are applicable to both underground and surface mining operations.

Mining terms

 

 

All injury frequency rate:The total number of injuries and fatalities that occurs per million hours worked.

 

BIF:Banded Ironstone Formation. A chemically formed iron-rich sedimentary rock.

 

By-products:Any products that emanate from the core process of producing gold, including silver, uranium and sulphuric acid.

 

Carbon-in-leach (CIL):Gold is leached from a slurry of gold ore with cyanide in agitated tanks and adsorbed on to activated carbon granules at the same time (i.e. when cyanide is introduced in the leach tank, there is already activated carbon in the tank and there is no distinction between leach and adsorption stages). The carbon granules are separated from the slurry and treated in an elution circuit to remove the gold.

 

Carbon-in-pulp (CIP): Gold is leached conventionally from a slurry of gold ore with cyanide in agitated tanks. The leached slurry then passes into the CIP circuit where activated carbon granules are mixed with the slurry and gold is adsorbed on to the activated carbon. The gold-loaded carbon is separated from the slurry and treated in an elution circuit to remove the gold.

 

CLR: Carbon leader reef.

Comminution:Comminution is the crushing and grinding of ore to make gold available for treatment. (See also “Milling”).

 

Contained gold:The total gold content (tons multiplied by grade) of the material being described.

 

Depletion:The decrease in the quantity of ore in a deposit or property resulting from extraction or production.

 

Development:The process of accessing an orebody through shafts and/or tunneling in underground mining operations.

 

Diorite:An igneous rock formed by the solidification of molten material (magma).

 

Doré:Impure alloy of gold and silver produced at a mine to be refined to a higher purity.

 

Electro-winning:A process of recovering gold from solution by means of electrolytic chemical reaction into a form that can be smelted easily into gold bars.

 

Elution:Recovery of the gold from the activated carbon into solution before zinc precipitation or electro-winning.

 

Feasibility study:A comprehensive technical and economic study of the selected development option for a mineral project that includes appropriately detailed assessments of applicable Modifying Factors together with any other relevant operational factors and detailed financial analysis that are necessary to demonstrate at the time of reporting that extraction is reasonably justified (economically mineable). The results of the study may reasonably serve as the basis for a final decision by a proponent or financial institution to proceed with, or finance, the development of the project. The confidence level of the study will be higher than that of a Pre-Feasibility Study (JORC 2012).

 

Flotation:Concentration of gold and gold-hosting minerals into a small mass by various techniques (e.g. collectors, frothers, agitation, air-flow) that collectively enhance the buoyancy of the target minerals, relative to unwanted gangue, for recovery into an over-flowing froth phase.

5


 

Gold Produced:Refined gold in a saleable form derived from the mining process.

 

Grade:The quantity of gold contained within a unit weight of gold-bearing material generally expressed in ounces per short ton of ore (oz/t), or grams per metric tonne (g/t).

 

Greenschist:A schistose metamorphic rock whose green colour is due to the presence of chlorite, epidote or actinolite.

 

Leaching:Dissolution of gold from crushed or milled material, including reclaimed slime, prior to adsorption on to activated carbon or direct zinc precipitation.

 

Life of mine (LOM):Number of years for which an operation is planning to mine and treat ore, and is taken from the current mine plan.

 

Metallurgical plant:A processing plant constructed to treat ore and extract gold.

 

Milling:A process of reducing broken ore to a size at which concentrating can be undertaken. (See also “Comminution”).

 

Mine call factor:The ratio, expressed as a percentage, of the total quantity of recovered and unrecovered mineral product after processing with the amount estimated in the ore based on sampling. The ratio of contained gold delivered to the metallurgical plant divided by the estimated contained gold of ore mined based on sampling.

 

Mineral deposit:A mineral deposit is a concentration (or occurrence) of material of possible economic interest in or on the earth’s crust.

 

Mineral Resource: A concentration or occurrence of solid material of economic interest in or on the earth’s crust is such form, grade (or quality), and quantity that there are reasonable prospects for eventual economic extraction. The location, quantity, grade (or quality), continuity and other geological characteristics of a mineral resourceMineral Resource are known, estimated or interpreted from specific geological evidence and knowledge, including sampling. Mineral resourcesResources are sub-divided in order of increasing geological confidence, into inferred, indicatedInferred, Indicated or measuredMeasured categories (JORC, 2012).

 

Modifying factors:Factors:Modifying Factors’ are considerations used to convert Mineral Resources to Ore Reserves. These include, but are not restricted to, mining, processing, metallurgical, infrastructure, economic, marketing, legal, environmental, social and governmental factors.

 

Ore Reserve:That part of a mineral deposit which could be economically and legally extracted or produced at the time of the Ore Reserve determination.

 

Ounce (oz) (troy):Used in imperial statistics. A kilogram is equal to 32.1507 ounces. A troy ounce is equal to 31.1035 grams.

 

Pay limit:The grade of a unit of ore at which the revenue from the recovered mineral content of the ore is equal to the sum of total cash costs, closure costs, Ore Reserve development and stay-in-business capital. This grade is expressed as anin-situ value in grams per tonne or ounces per short ton (before dilution and mineral losses).

 

Precipitate:The solid product formed when a change in solution chemical conditions results in conversion of some pre-dissolved ions into solid state.

 

Probable Ore Reserve:Ore Reserve for which quantity and grade are computed from information similar to that used for Proven Reserves, but the sites for inspection, sampling, and measurement are further apart or are otherwise less adequately spaced. The degree of assurance, although lower than that for Proven Reserves, is high enough to assume continuity between points of observation.

 

Productivity:An expression of labour productivity based on the ratio of ounces of gold produced per month to the total number of employees in mining operations.

 

Project capital:Capital expenditure to either bring a new operation into production; to materially increase production capacity; or to materially extend the productive life of an asset.

6


 

Proven Ore Reserve:A ‘Proven Ore Reserve’ is the economically mineable part of a Measured Mineral Resource. A Proven Ore Reserve implies a high degree of confidence in the Modifying Factors.

 

Project capital: Capital expenditure to either bring a new operation into production; to materially increase production capacity; or to materially extend the productive life of an asset.

Recovered grade:The recovered mineral content per unit of ore treated.

 

Reef:A gold-bearing sedimentary horizon, normally a conglomerate band that may contain economic levels of gold.

 

Refining:The final purification process of a metal or mineral.

 

Rehabilitation:The process of reclaiming land disturbed by mining to allow an appropriate post-mining use. Rehabilitation standards are defined by country-specific laws, including but not limited to the South African Department of Mineral Resources, the US Bureau of Land Management, the US Forest Service, and the relevant Australian mining authorities, and address among other issues, ground and surface water, topsoil, final slope gradient, waste handling and re-vegetation issues.

 

Seismic event:A sudden inelastic deformation within a given volume of rock that radiates detectable seismic energy.

 

Shaft:A vertical or subvertical excavation used for accessing an underground mine; for transporting personnel, equipment and supplies; for hoisting ore and waste; for ventilation and utilities; and/or as an auxiliary exit.

 

Short ton: Used in imperial statistics. Equal to 2,000 pounds.

 

Skarn:Smelting A rock of complex mineralogical composition, formed by contact metamorphism and metasomatism of carbonate rocks.

Smelting::A pyro-metallurgical operation in which gold precipitate from electro-winning or zinc precipitation is further separated from impurities.

 

Stoping:The process of excavating ore underground.

 

Stripping ratio: The ratio of waste tonnes to ore tonnes mined calculated as total tonnes mined less ore tonnes mined divided by ore tonnes mined.

 

Tailings:Finely ground rock of low residual value from which valuable minerals have been extracted.

 

Tonnage:Quantity of material measured in tonnes or tons.

Tonne:Used in metric statistics. Equal to 1,000 kilograms.

 

Tonnage: Quantity of material measured in tonnes or tons.

Waste:Material that contains insufficient mineralisation for consideration for future treatment and, as such, is discarded.

 

Yield:The amount of valuable mineral or metal recovered from each unit mass of ore expressed as ounces per short ton or grams per metric tonne.

 

Zinc precipitation:Zinc precipitation is the chemical reaction using zinc dust that converts gold in solution to a solid form for smelting into unrefined gold bars.

 

7


Financial terms

 

 

All-in costs:All-in Costscosts are All-in Sustainingall-in sustaining costs including additional non-sustaining costs which reflect the varying costs of producing gold over the life-cycle of a mine. Non-sustaining costs are those costs incurred at new operations and costs related to ‘major projects’ at existing operations where these projects will materially increase production. All-in costs per ounce is arrived at by dividing the dollar value of the sum of these cost metrics, by the ounces of gold sold.

 

All-in Sustainingsustaining costs:During June 2013 the World Gold Council (WGC), an industry body, published a Guidance Note on “all-in sustaining costs” metric, which gold mining companies can use to supplement their overall non-GAAP disclosure. “All-in sustaining costs” is an extension of the existing “cash“total cash cost” metric and incorporates all costs related to sustaining production and in particular recognises the sustaining capital expenditure associated with developing and maintaining gold mines. In addition, this metric includes the cost associated with developing and maintaining gold mines. In addition, this metric includes the cost associated with corporate office structures that support these operations, the community and rehabilitation costs attendant with responsible mining and any exploration and evaluation costs associated with sustaining current operations. All-in sustaining costs per ounce is arrived at by dividing the dollar value of the sum of these cost metrics, by the ounces of gold sold.

 

Average number of employees:The monthly average number of production and non-production employees and contractors employed during the year, where contractors are defined as individuals who have entered into a fixed-term contract of employment with a group company or subsidiary. Employee numbers of joint ventures represents the group’s attributable share.

 

Capital expenditure:Total capital expenditure on tangible assets.

 

Effective tax rate:Current and deferred taxation charge for the year as a percentage of profit before taxation.

 

OANDA Corporation:An internet-based provider of forex trading and currency information services.

 

Rated bonds:The $700 million 5.375 percent bonds due 2020, $300 million 6.5 percent bonds due 2040 and the $750 million 5.125 percent bonds due 2022.

 

Region:Defines the operational management divisions within AngloGold Ashanti Limited, namely South Africa, Continental Africa (DRC, Ghana, Guinea, Mali and Tanzania), Australasia, and the Americas (Argentina, Brazil and United States of America).

 

Related party:Parties are considered related if one party has the ability to control the other party or exercise significant influence over the other party in making financial and operating decisions.

 

Significant influence:The ability, directly or indirectly, to participate in, but not exercise control over, the financial and operating policy decision of an entity so as to obtain economic benefit from its activities.

 

STRATE:Strate:The licensed Central Securities Depository (CSD) for the electronic settlement of financial instruments in South Africa.

 

Total cash costs:Total cash costs include site costs for all mining, processing and administration, reduced by contributions from by-products and are inclusive of royalties and production taxes. Depreciation, depletion and amortization,amortisation, rehabilitation, corporate administration, employee severance costs, capital and exploration costs are excluded. Total cash costs per ounce are the attributable total cash costs divided by the attributable ounces of gold produced.

 

Total production costs:Total cash costs plus depreciation, depletion and amortization,amortisation, employee severance costs, rehabilitation and other non-cash costs. Corporate administration and exploration costs are excluded. Total production costs per ounce are the attributable total production costs divided by the attributable ounces of gold produced.

 

Weighted average number of ordinary shares:The number of ordinary shares in issue at the beginning of the year, increased by shares issued during the year, weighted on a time basis for the period during which they have participated in the income of the group, and increased by share options that are virtually certain to be exercised.

 

8


Currencies

 

$, US$ or dollar

  

United States dollars

    

ARS

  

Argentinean peso

    

A$ or AUD

  

Australian dollars

    

BRL

  

Brazilian real

    

C$ or CAD

  

Canadian dollars

    

or Euro

  

European Euro

    

GHC, cedi or ¢

  

Ghanaian cedi

    

NAD

Namibian dollars

Tsh

  

Tanzanian Shillings

    

ZAR, R or rand

  

South African rands

    

9


Abbreviations

 

ADR

American Depositary Receipt

ADS

  

American Depositary Share

ADR

American Depositary Receipt

AIFR

  

All injury frequency rate

ASX

  

Australian Securities Exchange

Au

  

Contained gold

BBSY

  

Bank Bill Swap Bid Rate

BEE

  

Black Economic Empowerment

bn

  

Billion

CDI

  

Chess Depositary Interests

CHESS

  

Clearing House Electronic Settlement System

CLR

  

Carbon Leader Reef

DMTNP

  

Domestic medium-term notes programme

DRC

  

Democratic Republic of the Congo

ERP

  

Enterprise resource planning

FIFR

Fatal injury frequency rate

G or g

  

Grams

GhDS

  

Ghanaian Depositary Share

GhSE

  

Ghana Stock Exchange

IASB

  

International Accounting Standards Board

IFRS

  

International Financial Reporting Standards as issued by the IASB

JIBAR

Johannesburg Interbank Agreed Rate

JORC

  

Australasian Code for Reporting Exploration Results, Mineral Resources and Ore Reserves

JIBAR

Johannesburg Interbank Agreed Rate

JSE

  

JSE Limited (Johannesburg Stock Exchange)

King III

  

The King Code on Corporate Governance for South Africa

Kg or kg

  

Kilograms

Km or km

  

Kilometres

Km2

  

Squared kilometres

Koz

  

Thousand ounces

LIBOR

  

London Interbank Offer Rate

M or m

  

Metre or million, depending on the context

Moz

  

Million ounces

Mt

  

Million tonnes or tons

Mtpa

  

Million tonnes/tons per annum

NYSE

  

New York Stock Exchange

Oz or oz

  

Ounces (troy)

oz/t

  

Ounces per ton

oz/TEC

  

Ounces per total employee costed

SAMREC

  

South African Code for the Reporting of Exploration Results, Mineral Resources and Mineral Reserves

SEC

  

United States Securities and Exchange Commission

The Companies Act

  

South African Companies Act, No. 71 of 2008, as amended

T or t

  

Tons (short) or tonnes (metric)

Tpa or tpa

  

Tonnes/tons per annum

US/USA/United States

  

United States of America

US GAAP

  

U.S. Generally Accepted Accounting Principles

VCR

  

Ventersdorp Contact Reef

Note:Rounding of figures in this report may result in computational discrepancies.

10


PART I

ITEM 1: IDENTITY OF DIRECTORS, SENIOR MANAGEMENT AND ADVISORS

Not applicable.

ITEM 2: OFFER STATISTICS AND EXPECTED TIMETABLE

Not applicable.

ITEM 3: KEY INFORMATION

 

3A.

SELECTED FINANCIAL DATA

The selected financial information set forth below for the years ended and as at 31 December 2015, 2014 2013 and 20122013 has been derived from, and should be read in conjunction with, the IFRS financial statements included under Item 18 of this annual report. The selected financial information for the years ended and as at 31 December 20102012 and 2011 has been derived from the IFRS financial statements not included in this annual report.

The financial statementscomparative years have been prepared under IFRS.restated to separate continuing operations from discontinued operations in accordance with IFRS 5 “Non-current Assets Held for Sale and Discontinued Operations”, as a consequence of the disposal of the Cripple Creek & Victor operations in the United States.

    Year ended 31 December 
   2015  2014  2013  2012  2011 
      Restated  Restated  Restated  Restated 
   $  $  $  $  $ 
    (in millions, except share and per share amounts) 

Consolidated income statement

      

Revenue

   4,174    5,110    5,383    6,222    6,503  

Gold income

   4,015    4,952    5,172    5,943    6,148  

Cost of sales

   (3,294  (3,972  (3,947  (3,765  (3,700

(Loss) gain on non-hedge derivatives and other commodity contracts

   (7  13    94    (36  -  

Gross profit

   714    993    1,319    2,142    2,448  

Corporate administration, marketing and other expenses

   (78  (92  (201  (288  (277

Exploration and evaluation costs

   (132  (142  (250  (390  (279

Other operating expenses

   (96  (28  (19  (47  (31

Special items

   (71  (260  (2,951  (402  163  

Operating profit (loss)

   337    471    (2,102  1,015    2,024  

Dividends received

   -    -    5    7    -  

Interest received

   28    24    39    43    52  

Exchange (loss) gain

   (17  (7  14    8    2  

Finance costs and unwinding of obligations

   (245  (276  (293  (228  (194

Fair value adjustment on issued bonds

   66    (17  307    245    188  

Share of associates and joint ventures’ profit (loss)

   88    (25  (162  (30  72  

Profit (loss) before taxation

   257    170    (2,192  1,060    2,144  

Taxation

   (211  (225  237    (285  (822

Profit (loss) after taxation from continuing operations

   46    (55  (1,955  775    1,322  

Discontinued operations

      

(Loss) profit from discontinued operations

   (116  16    (245  140    311  

(Loss) profit for the year

   (70  (39  (2,200  915    1,633  

Allocated as follows

      

Equity shareholders

      

- Continuing operations

   31    (74  (1,985  757    1,276  

- Discontinued operations

   (116  16    (245  140    311  

Non-controlling interests

       

- Continuing operations

   15    19    30    18    46  
   (70  (39  (2,200  915    1,633  

Basic (loss) earnings per ordinary share (cents)

   (20  (14  (568  232    411  

Earnings (loss) per ordinary share from continuing operations

   8    (18  (506  196    331  

(Loss) earnings per ordinary share from discontinued operations

   (28  4    (62  36    80  

Diluted (loss) earnings per ordinary share (cents)

   (20  (14  (631  177    355  

Earnings (loss) per ordinary share from continuing operations

   8    (18  (571  144    281  

(Loss) earnings per ordinary share from discontinued operations

   (28  4    (62  33    74  

Dividend per ordinary share (cents)

   -    -    10    56    34  

11
    As at 31 December 
   2015  2014  2013  2012  2011 
   $  $  $  $  $ 
    (in millions, except share and per share amounts) 

Consolidated balance sheet data

      

ASSETS

      

Non-current assets

      

Tangible assets

   4,058    4,863    4,815    7,776    6,545  

Intangible assets

   161    225    267    315    210  

Investments in associates and joint ventures

   1,465    1,427    1,327    1,047    691  

Other investments

   91    126    131    167    186  

Inventories

   90    636    586    610    410  

Trade, other receivables and other assets

   13    20    29    79    76  

Deferred taxation

   1    127    177    97    79  

Cash restricted for use

   37    36    31    29    23  

Other non-current assets

   18    25    41    7    9  
   5,934    7,485    7,404    10,127    8,229  

Current assets

      

Other investments

   1    -    1    -    -  

Inventories

   646    888    1,053    1,213    998  

Trade, other receivables and other assets

   196    278    369    472    354  

Cash restricted for use

   23    15    46    35    35  

Cash and cash equivalents

   484    468    648    892    1,112  
   1,350    1,649    2,117    2,612    2,499  

Non-current assets held for sale

   -    -    153    -    21  
   1,350    1,649    2,270    2,612    2,520  

Total assets

   7,284    9,134    9,674    12,739    10,749  

EQUITY AND LIABILITIES

      

Share capital and premium

   7,066    7,041    7,006    6,742    6,689  

Accumulated losses and other reserves

   (4,636  (4,196  (3,927  (1,269  (1,706

Shareholders’ equity

   2,430    2,845    3,079    5,473    4,983  

Non-controlling interests

   37    26    28    21    137  

Total equity

   2,467    2,871    3,107    5,494    5,120  

Non-current liabilities

      

Borrowings

   2,637    3,498    3,633    2,724    2,456  

Environmental rehabilitation and other provisions

   847    1,052    963    1,238    782  

Provision for pension and post-retirement benefits

   107    147    152    221    195  

Trade, other payables and deferred income

   5    15    4    10    14  

Derivatives

   -    -    -    10    93  

Deferred taxation

   514    567    579    1,084    1,148  
   4,110    5,279    5,331    5,287    4,688  

Current liabilities

      

Borrowings

   100    223    258    859    32  

Trade, other payables and deferred income

   516    695    820    979    751  

Bank overdraft

   -    -    20    -    -  

Taxation

   91    66    81    120    158  
   707    984    1,179    1,958    941  

Non-current liabilities held for sale

   -    -    57    -    -  
   707    984    1,236    1,958    941  

Total liabilities

   4,817    6,263    6,567    7,245    5,629  

Total equity and liabilities

   7,284    9,134    9,674    12,739    10,749  

Number of ordinary shares as adjusted to reflect changes in share capital

   405,265,315    404,010,360    402,628,406    383,320,962    382,242,343  

Share capital (exclusive of long-term debt and redeemable preference shares)

   16    16    16    16    16  

Net assets

   2,467    2,871    3,107    5,494    5,120  


    Year ended 31 December 
   2014  2013  2012  2011  2010(1) 
   $  $  $  $  $ 
    (in millions, except share and per share amounts) 

Consolidated income statement

      

Revenue

   5,378    5,708    6,632    6,925    5,514  

Gold income

   5,218    5,497    6,353    6,570    5,334  

Cost of sales

   (4,190  (4,146  (3,964  (3,892  (3,550

Gain (loss) on non-hedge derivatives and other commodity contracts

   15    94    (35  (1  (702

Gross profit

   1,043    1,445    2,354    2,677    1,082  

Corporate administration, marketing and other expenses

   (92  (201  (291  (278  (220

Exploration and evaluation costs

   (144  (255  (395  (279  (198

Other operating expenses

   (28  (19  (47  (31  (20

Special items

   (260  (3,410  (402  163    (126

Operating profit (loss)

   519    (2,440  1,219    2,252    518  

Dividends received

   -    5    7    -    -  

Interest received

   24    39    43    52    43  

Exchange gain

   (7  14    8    2    3  

Finance costs and unwinding of obligations

   (278  (296  (231  (196  (166

Fair value adjustment on $1.25bn bonds

   (17  (58  -    -    -  

Fair value adjustment on option component of convertible bonds

   -    9    83    84    (1

Fair value adjustment on mandatory convertible bonds

   -    356    162    104    (55

Share of associates and joint ventures’ (loss) profit

   (25  (162  (30  72    63  

Profit (loss) before taxation

   216    (2,533  1,261    2,370    405  

Taxation

   (255  333    (346  (737  (276

(Loss) profit for the year

   (39  (2,200  915    1,633    129  

Allocated as follows

      

Equity shareholders

   (58  (2,230  897    1,587    76  

Non-controlling interests

   19    30    18    46    53  
   (39  (2,200  915    1,633    129  

Basic (loss) earnings per ordinary share (cents)

   (14  (568  232    411    20  

Diluted (loss) earnings per ordinary share (cents)

   (14  (631  177    355    20  

Dividend per ordinary share (cents)

   -    10    56    34    18  

(1)

    As originally published in home country.

12


    As at 31 December 
   2014  2013  2012  2011  2010(1) 
   $  $  $  $  $ 
    (in millions, except share and per share amounts) 

Consolidated balance sheet data

      

ASSETS

      

Non-current assets

      

Tangible assets

   4,863    4,815    7,776    6,545    6,180  

Intangible assets

   225    267    315    210    194  

Investments in associates and joint ventures

   1,427    1,327    1,047    691    622  

Other investments

   126    131    167    186    237  

Inventories

   636    586    610    410    345  

Trade and other receivables

   20    29    79    76    152  

Derivatives

   -    -    -    -    1  

Deferred taxation

   127    177    97    79    20  

Cash restricted for use

   36    31    29    23    33  

Other non-current assets

   25    41    7    9    9  
   7,485    7,404    10,127    8,229    7,793  

Current assets

      

Other investments

   -    1    -    -    -  

Inventories

   888    1,053    1,213    998    890  

Trade and other receivables

   278    369    472    354    247  

Current portion of other non-current assets

   -    -    -    -    1  

Cash restricted for use

   15    46    35    35    10  

Cash and cash equivalents

   468    648    892    1,112    575  
   1,649    2,117    2,612    2,499    1,723  

Non-current assets held for sale

   -    153    -    21    16  
   1,649    2,270    2,612    2,520    1,739  
                     

Total assets

   9,134    9,674    12,739    10,749    9,532  

EQUITY AND LIABILITIES

      

Share capital and premium

   7,041    7,006    6,742    6,689    6,627  

Accumulated losses and other reserves

   (4,196  (3,927  (1,269  (1,706  (2,638

Shareholders’ equity

   2,845    3,079    5,473    4,983    3,989  

Non-controlling interests

   26    28    21    137    124  

Total equity

   2,871    3,107    5,494    5,120    4,113  

Non-current liabilities

      

Borrowings

   3,498    3,633    2,724    2,456    2,569  

Environmental rehabilitation and other provisions

   1,052    963    1,238    782    589  

Provision for pension and post-retirement benefits

   147    152    221    195    191  

Trade, other payables and deferred income

   15    4    10    14    17  

Derivatives

   -    -    10    93    176  

Deferred taxation

   567    579    1,084    1,148    900  
   5,279    5,331    5,287    4,688    4,442  

Current liabilities

      

Borrowings

   223    258    859    32    135  

Trade, other payables and deferred income

   695    820    979    751    705  

Bank overdraft

   -    20    -    -    -  

Taxation

   66    81    120    158    134  
   984    1,179    1,958    941    974  

Non-current liabilities held for sale

   -    57    -    -    3  
   984    1,236    1,958    941    977  
                     

Total liabilities

   6,263    6,567    7,245    5,629    5,419  

Total equity and liabilities

   9,134    9,674    12,739    10,749    9,532  

Number of ordinary shares as adjusted to reflect changes in share capital

   404,010,360    402,628,406    383,320,962    382,242,343    381,204,080  

Share capital (exclusive of long-term debt and redeemable preference shares)

   16    16    16    16    16  

Net assets

   2,871    3,107    5,494    5,120    4,113 

(1)

    As originally published in home country.

13


Annual dividends

The table below sets forth the amounts of interim, final and total dividends declared in respect of the past five years in cents per ordinary share.

 

Year ended 31 December(1)    2014     2013     2012     2011     2010     2015     2014     2013     2012     2011 

South African cents per ordinary share

                                        

First quarter

     -       50       200       80       70       -       -       50       200       80  

Second quarter

     -       50       100       -       -       -       -       50       100       -  

Third quarter

     -       -       100       90       65       -       -       -       100       90  

Fourth quarter

     -       -       50       90       -       -       -       -       50       90  

Total

     -       100       450       260       135       -       -       100       450       260  

US cents per ordinary share(2)

                                        

First quarter

     -       5       26       11       9       -       -       5       26       11  

Second quarter

     -       5       12       -       -       -       -       5       12       -  

Third quarter

     -       -       12       12       9       -       -       -       12       12  

Fourth quarter

     -       -       6       11       -       -       -       -       6       11  

Total

     -       10       56       34       18       -       -       10       56       34  

 

(1) 

During quarter three of 2011, the Company changed the frequency of dividend payments from half-yearly to quarterly. During 2013, the Company changed the frequency of dividend payments to be dependent upon the board’s ongoing assessment of AngloGold Ashanti’s earnings.

(2) 

Dividends for these periods were declared in South African cents. US dollar cents per share figures have been calculated based on exchange rates prevailing on each of the respective payment dates.

For further information on the company’s policy on dividend distributions, see “Item 8A: Consolidated financial statementsFinancial Statements and other information – Other Information—Dividends”.

Exchange rate information

The following table sets forth, for the periods and dates indicated, certain information concerning US dollar/South African rand exchange rates expressed in rands per $1.00. On 2318 March 2015,2016, the interbank rate between South African rands and US dollars as reported by OANDA Corporation was R11.99/15.24/$1.00.

 

Year ended 31 December(2)    High     Low     Year end     Average (1)     High     Low     Year end     Average (1) 

2010

     8.08       6.57       6.64       7.34  

2011

     8.60       6.49       8.14       7.27       8.60       6.49       8.14       7.27  

2012

     8.95       7.46       8.47       8.20       8.95       7.46       8.47       8.20  

2013

     10.51       8.47       10.49       9.63       10.51       8.47       10.49       9.63  

2014

     11.69       10.28       11.60       10.84       11.69       10.28       11.60       10.84  

2015(3)

     12.47       11.36            11.71  

2015

     15.87       11.36       15.53       12.77  

2016(3)

     16.81       15.19            15.89  

 

(1)

The average rate of exchange on the last business day of each month during the year.

(2)

Based on the interbank rate as reported by OANDA Corporation.

(3)

Through to 2318 March 2015.2016.

 

  Exchange rate information for the months of(1)    High     Low 

  September 2014

     11.26       10.63  

  October 2014

     11.33       10.86  

  November 2014

     11.27       10.92  

  December 2014

     11.69       11.04  

  January 2015

     11.71       11.39  

  February 2015

     11.79       11.36  

  March 2015(2)

     12.47       11.65  
  Exchange rate information for the months of (1)    High     Low 

  September 2015

     14.02       13.27  

  October 2015

     13.87       13.06  

  November 2015

     14.40       13.77  

  December 2015

     15.87       14.34  

  January 2016

     16.81       15.45  

  February 2016

     16.20       15.19  

  March 2016(2)

     15.97       15.20  

 

(1) 

Based on the interbank rate as reported by OANDA Corporation.

(2) 

Through to 2318 March 2015.2016.

14


3B.

CAPITALISATION AND INDEBTEDNESS

Not applicable.

 

3C.

REASONS FOR THE OFFER AND USE OF PROCEEDS

Not applicable.

 

3D.

RISK FACTORS

This section describes many of the risks that could affect AngloGold Ashanti. There may, however, be additional risks unknown to AngloGold Ashanti and other risks, currently believed to be immaterial, that could turn out to be material. Additional risks may arise or become material subsequent to the date of this document. These risks, either individually or simultaneously, could significantly affect the group’s business, financial results and the price of its securities.

Risks related to AngloGold Ashanti’s results of operations and financial condition as a result of factors that impact the gold mining industry generally.

Commodity market price fluctuations could adversely affect the profitability of operations.

AngloGold Ashanti’s revenues are primarily derived from the sale of gold and, to a lesser extent, uranium, silver and sulphuric acid. The compay’scompany’s current policy is to sell its products at prevailing market prices and not to enter into price hedging arrangements. The market prices for these commodities fluctuate widely. These fluctuations are caused by numerous factors beyond the company’s control. For example, the market price of gold may change for a variety of reasons, including:

speculative positions taken by investors or traders in gold;

monetary policies announced or implemented by central banks, including the U.S. Federal Reserve;

changes in the demand for gold as an investment or as a result of leasing arrangements;

changes in the demand for gold used in jewellery and for other industrial uses, including as a result of prevailing economic conditions;

changes in the supply of gold from production, divestment, scrap and hedging;

financial market expectations regarding the rate of inflation;

the strength of the U.S. dollar (the currency in which the gold price trades internationally) relative to other currencies;

changes in interest rates;

actual or anticipated sales or purchases of gold by central banks and the International Monetary Fund;Fund (IMF);

gold hedging and de-hedging by gold producers;

global or regional political or economic events; and

the cost of gold production in major gold producing countries.

The market price of gold has been and continues to be significantly volatile. During 2014,2015, the gold price traded from a low of $1,141$1,045 per ounce to a high of $1,382$1,306 per ounce, having fallen steadily from a peak of $1,900 per ounce since September 2011. Between 1 January 2016 and 18 March 2016, the gold price traded between a low of $1,060 per ounce and a high of $1,283 per ounce. On 2318 March 2015,2016 the afternoon price for gold on the London Bullion Market was $1,186$1,255 per ounce. TheIn addition to protracted declines such as the one experienced in recent years, the price of gold is also often subject to sharp, short-term changes; forchanges. For example, during the three-day period from Friday, 12 April 2013, through to Monday, 15 April 2013, the price of gold droppedfell by $228 per ounce.

During 2012 Additionally, the spot price of gold fell by more than four percent to $1,086 per ounce in overnight trading on 20 July 2015 after traders sold 57 tonnes of gold in Shanghai and 2013, a correlation existed between the central banks’ policies andNew York. By taking the price of gold withbelow $1,100 per ounce, the July 2015 sell-off triggered a high volume of stop-loss orders that had been put in place by traders to automatically sell when the gold price reached a predetermined level. This caused the gold price to drop further. Any sharp or prolonged fluctuations in the price falling atof gold can have a material adverse impact on the prospectcompany’s profitability and financial condition.

Central banks’ policies can affect the price of gold. If gold is treated as a safe alternative investment during economic downturns, the price of gold may fall when central banks end of quantitative easing in some of the main economies.or increase interest rates. For example, on 19 June 2013, Chairman Ben Bernanke of the Federal Reserve announced that the Federal Reserve may begin reducing its quantitative easing programme in 2013. During the course of the following week, the price of gold fell to $1,180 per ounce, its lowest levelannual lows when the Chairman of the U.S. Federal Reserve announced a reduction in 34 months. Furthermore,quantitative easing in the week following Janet Yellen’s announcement ofJune 2013, the end of the quantitative easing programme of the Federal Reserve on 29in October 2014 the price of gold reached its annual low of $1,141 per ounce.and an increase in interest rates in December 2015. Any future announcements or proposals by the U.S. Federal Reserve, or any of its board members or regional presidents or other similar officials relating to any such reduction,in other major economies may materially and adversely affect the price of gold and, as a result, AngloGold Ashanti’s financial condition and results of operations.

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LikeWhilst overall supply and demand typically do not affect the gold prices, gold demand can fluctuate materially from one yearprice in the same manner or to the next, includingsame degree as other commodities due to the considerable size of historical mined stocks of gold, events that affect supply and demand may nonetheless have an impact. According to the World Gold Council, demand for gold is generally driven by four main sectors, namely jewellery, investment, central banks and technology. The market for gold bullion bar, AngloGold Ashanti’s primary product, is generally limited to bullion banks, the number of which has declined in the countries thatrecent years. Demand for gold is also largely impacted by trends in China and India, which account for the highest gold consumption worldwide. Demand for gold may be particularly affected by government policies in these countries. For example, according to the World Gold Council, gold demand in China fell 38%38 percent in 2014 compared to 2013 according to the World Gold Council. Over the same period,and demand for gold bars and coins fell by 50% both in China and in India. In China, the decline was50 percent due in part to the government’s anti-corruption programme, which put limited pressure on demand for gold ornaments and so-called “gift bars”. WhilstDemand from China continued to fall during the considerable sizefirst half of historical mined (i.e., above ground) stocks of the metal means that overall supply2015 due to an economic slowdown and demand of gold typically do not affect the gold price in the same manner or degree compared to other commodities, events that impact supply and demand may nonetheless affect gold’sfinancial market price. Demand for gold may be affected, in particular, by government policies, including taxes and duties. For example,turbulence. Additionally, over the course of 2013, the Indian Finance Ministry increased gold import duties from 2%two percent to 10%, with the most recent increase to 10% occurring in August 2013. In addition, at least a fifth of gold imported into India must be exported.10 percent, which also dampened global demand. Such increases, and any similar import duty increases or other adverse policies in India, China or other large gold importing countries, could adversely affect demand for, and consequently prices of, gold.

Furthermore, the shift in demand from physical gold to gold-related investments and speculative instruments may exacerbate the volatility of the gold price. For example, in March 2015, the Finance Ministry in India which overtook China as the world’s largest consumer of gold in 2014, announced the creationan offering of sovereign gold bonds as an alternative to the purchase of physical gold.gold in March 2015 and conducted a second offering in January 2016. Slower consumption of physical gold in India, resulting from a move toward gold-tracking investments or otherwise, may have an adverse impact on global demand for, and prices of, bullion.

A sustained period of significant gold price volatility may adversely affect the company’s ability to evaluate the feasibility of undertaking new capital projects or the continuity of existing operations, to meet its operational targets or to make other long-term strategic decisions. Lower and more volatile gold prices, together with other factors, have led AngloGold Ashanti to alter its expansion and development strategy and consider ways to align its asset portfolio to take account of such expectations and trends. As a result, the company may decide to curtail or temporarily or permanently shut down certain of its exploration and production operations, which may be difficult and costly to effect. A further sustained decrease in the price of gold could also have a material adverse effect on AngloGold Ashanti’s financial condition and results of operations, as it may be unable to quickly adjust its cost structure to reflect the reduced gold price environment. Mines with marginal headroom may be subject to decreases in value that are other than temporary, which may result in impairment losses. DuringFor example, during 2013, the company reviewed the carrying value of its mining assets (including ore stockpiles), goodwill and intangibles and, based on revised forecast gold prices, booked a charge of $3,245 million (2014: $12 million) in relation to impairments, derecognition and revaluation of net realisable value of its mining assets (including ore stockpiles), goodwill and intangibles. The market value of gold inventory may be reduced and marginal stockpile and heap leach inventories may be written down to net realisable value or may not be processed further as it may not be economically viable at lower gold prices. In addition, AngloGold Ashanti is obliged to meet certain financial covenants under the terms of its borrowing facilities and its ability to continue to meet these covenants could be adversely affected by a further sustained decrease in the price of gold. The use of lower gold prices in reserve calculationsOre Reserve estimates and life of mine plans could also result in material impairments of the company’s investment in mining properties or a reduction in its Ore Reserves estimates and corresponding restatements of its Ore Reserves and increased amortisation, reclamation and closure charges.

The spot price of uranium has been volatile in past years. During 2014,2015, the price varied between a low of approximately $28$34 per pound and a high of $44$40 per pound. On 2318 March 2015,2016 the spot price of uranium was $40$29 per pound. Uranium prices can be affected by several factors, including demand for nuclear reactors, uranium production shortfalls and restocking by utilities. Events like those surrounding the earthquake and tsunami that occurred in Japan in 2011 can also have a material impact on the price of and demand for uranium.

The price of silver has also experienced significant fluctuations. For example,fluctuations in past years. During 2015, the price varied from a high of $32$18.30 per ounce in January 2013,2015 to a low of $13.70 per ounce in December 2015. On 18 March 2016, the price of silver declined to a low of $18was $16 per ounce by June 2013. Additionally, after climbing back to $22 per ounce in February 2014, the price declined further to a low of $15 per ounce in November 2014.ounce. Factors affecting the price of silver include investor demand, physical demand for silver bars, industrial and retail off-take, and silver coin minting. On 23 March 2015, the price of silver was $17 per ounce.

If revenue from sales of gold, uranium, silver or sulphuric acid falls below their respective cost of production for an extended period, AngloGold Ashanti may experience losses and curtail or suspend some or all of its exploration projects and existing operations or sell underperforming assets. Declining commodities prices may also force a reassessment of the feasibility of a particular project or projects, which could cause substantial delays or interrupt operations until the reassessment can be completed.

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Foreign exchange fluctuations could have a material adverse effect on AngloGold Ashanti’s results of operations and financial condition.

Gold is principally a U.S. dollar-priced commodity and most of the company’s revenues are realised in, or linked to, U.S. dollars, whilst production costs are largely incurred in the local currency where the relevant operation is located. Given the company’s global operations and local foreign exchange regulations, some of its funds are held in local currencies, such as the South African rand, Ghanaian cedi, Brazilian real, Argentinean peso and the Australian dollar. The weakness of the U.S. dollar against local currencies results in higher production costs in U.S. dollar terms. Conversely, the strengthening of the dollar lowers local production costs in U.S. dollar terms.

From time to time, AngloGold Ashanti may implement currency hedges intended to reduce exposure to changes in the foreign currency exchange. Such hedging strategies may not however be successful, and any of AngloGold Ashanti unhedged exchange payments will continue to be subject to market fluctuations.

Exchange rate movements may have a material impact on AngloGold Ashanti’s operating results. For example, the company estimates that a 1%one percent strengthening of all of the South African rand, Brazilian real, the Argentinean peso or the Australian dollar against the U.S. dollar will, other factors remaining equal, result in an increase in total cash costs of approximately $6 per ounce, or approximately 1%, of the company’s total cash costs.ounce.

The profitability of operations and the cash flows generated by these operations are significantly affected by fluctuations in input production prices, many of which are linked to the prices of oil and steel.

Fuel, energy and consumables, including diesel, heavy fuel oil, chemical reagents, explosives, tyres, steel and mining equipment consumed in mining operations form a relatively large part of the operating costs and capital expenditure of any mining company.

AngloGold Ashanti has no influence over the cost of these consumables, many of which are linked to some degree to the price of oil and steel. Whilst, from time to time, AngloGold Ashanti may implement diesel hedges intended to reduce exposure to changes in the oil price, such hedging strategies may not always be successful, and any of the company’s unhedged diesel consumption will continue to be subject to market fluctuations.

The price of oil has been volatile, fluctuating between $35 and $66 per barrel of Brent Crude in 2015 and between $55 and $115 per barrel of Brent Crude in 2014. As of 2318 March 2015,2016, the price of oil was at $54$39 per barrel of Brent Crude. AngloGold Ashanti estimates that for each U.S. dollar per barrel rise or fall in the oil price, other factors remaining equal, the total cash costs of all its operations change by approximately $0.78$0.80 per ounce. The cash costs of certain of the company’s mines, particularly Sadiola, Siguiri, Geita, Cripple Creek & Victor, and Tropicana are most sensitive to changes in the price of oil. Even when fuel prices are in decline, expected savings may be partly offset by increases in governments’ fixed fuel levies or the introduction by governments of new levies. For example, in Tanzania, the government introduced a levy charged at 1.5% of the fuel price including Cost, Insurance, and freight, earmarked for railway infrastructure development effective 01 July 2015, which is expected to result in an additional cost impact of approximately $2.7 million per annum at AngloGold Ashanti’s Geita mine.

Furthermore, the price of steel has also been volatile. Steel is used in the manufacture of most forms of fixed and mobile mining equipment, which is a relatively large contributor to the operating costs and capital expenditure of a mine. For example, in 2015 the price of flat hot rolled coil (North American Domestic FOB) steel traded between $391 per tonne as of 31 December 2015 and $608 per tonne and $696 per tonne in 2014.as of 1 January 2015. On 2318 March 2015,2016, the price of flat hot rolled coil (North American Domestic FOB) was $481$411 per tonne.

Fluctuations in oil and steel prices have a significant impact on operating costs and capital expenditure estimates and, in the absence of other economic fluctuations, could result in significant changes in the total expenditure estimates for new mining projects or render certain projects non-viable.non-viable, which could have a material adverse impact on the company’s results of operations and financial condition.

Energy cost increases and power fluctuations and stoppages could adversely impact the company’s results of operations and financial condition.

Increasing global demand for energy, concerns about nuclear power and the limited growth of new supply are impacting the price and supply of energy. The transition of emerging markets to higher energy consumption, actual and proposed taxation of carbon taxationemissions as well as unrest and potential conflict in the Middle East, amongst other factors, could result in increased demand or constrained supply and sharply escalating oil and energy prices.

AngloGold Ashanti’s mining operations are substantially dependent upon electrical power generated by local utilities or by power plants situated at some of its operations. The unreliability of these local sources of power can have a material effect on the company’s operations, as large amounts of power are required for ventilation, exploration, development, extraction, processing and other mining activities on the company’s properties.

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In South Africa, the company’s operations are dependent on electricity supplied by onea parastatal agency of Eskom, a state-owned power generation company, Eskom.company. Although other competitors in the renewable energy market have now entered the power supply market, the power supply is still channelled through the Eskom infrastructure. Electricity is used for most of our business and safety-critical operations, that includeincluding cooling, hoisting and dewatering. Loss of power can therefore impact production and employee safety, and prolonged outages could lead to flooding of workings and ore sterilisation. In 2008, Eskom and the South African government declared a national emergency and warned that they could no longer guarantee the availability of electricity due to a national supply shortage which at the time was blamed on coal supply shortages, heavy rain fall and unplanned generation-set outages as a result of maintenance backlog and asset age. The entire country went into a programme of rolling blackouts and AngloGold Ashanti and other mining companies operating in South Africa were forced in late January until mid-March of 2008 to temporarily suspend mining operations.

A warning of the “very high” risk of blackouts was reissued at the start of 2011 and each year since. On 20 February 2014, Eskom declared a power emergency pursuant to its regulatory protocols to protect the national electricity grid. The power emergency was caused by the loss of additional generating units, reduced importsa 1,500MW reduction in imported electricity resulting from the failure of power lines from Coharaat the Cahora Bassa hydro scheme in Mozambique and the extensive use of emergency reserves. Eskom alerted key industrial customers, including AngloGold Ashanti, asking them to reduce their load by a minimum of 10%10 percent during critical periods. Since February 2014, AngloGold Ashanti has reduced its electricity consumption in South Africa by more than 10%10 percent measured in Gigawatt hour usage. Then, inIn November 2014, Eskom reintroduced a schedule of rolling blackouts, or “load shedding”. Whilst a national energy conservation programme is in place, Eskom cannot guarantee that there will be no power interruptions in the future and is again facingfaced very tight supply reserve margins in 2015, which can be expected2015. Management expects these interruptions to continue for many years to come. The national energy conservation programme implemented by Eskom has proven to be insufficient to address the energy capacity shortfall resulting from a large backlog of infrastructure and equipment maintenance.

Furthermore, the power supply to the company’s South African operations has been and may be load curtailed or interrupted again in the future for reasons other than government action.reasons. For example, lightning or other damage to power stations can also result in power interruptions at the company’s operations. In this regard, AngloGold Ashanti’s two main operational sites in the West Wits region in South Africa had all mainexperienced power interruptedreductions between 13 March 2013 and 15 March 2013 after a fire caused by lightning damaged a transformer at asevere damage to the 500MVA transformers situated close to the main regional substation.road passing through the West Rand area.

Eskom and the National Energy Regulator of South Africa (“NERSA”)(NERSA) recognise the need to increase electricity supply capacity, and a series of tariff increases and proposals have been enacted to assist in the funding of this expansion. NERSA originally approved an increase of 24.8%24.8 percent for 2010, 25.8%25.8 percent for 2011, 25.9%25.9 percent for 2012, and 16.0%16.0 percent for 2013. The actual increase implemented for 2012 was lowered to 16.09%16.09 percent after government intervention. In 2013, NERSA announced that Eskom would be allowed to increase electricity tariffs for the five-year period that began in April 2013 at an average yearly increase of 8%,8 percent, which was half of that sought by the utility in its application. InHowever, in October 2014, NERSA granted a 12.69%12.69 percent increase in electricity prices with effect from April 2015. In early 2016, NERSA heard a second application from Eskom to increase tariffs and an increase of 9.4% was granted, effective 1 April 2016. Instability in the industry is further exacerbated by uncertainty around the approval, cost and continuation of a nuclear energy programme and additional delays expected in connection with the completion of the Medupi and Ingula coal power stations.

There can be no assurance as to the existence or nature of any government intervention with respect to tariff increases in the future. Other difficulties at Eskom, relating to a large financial deficit, may result in additional tariff increases. As energy represents a large proportion of the company’s operating costs in South Africa, these increases have had, and any future increases will have, a materially adverse impact on the cash costs of its South African operations.

The company has also identified a risk of energy shortages in Argentina, Brazil, Ghana and the DRC.Brazil. All the company’s mining operations in Ghana depend on hydroelectric power supplied by the state-controlled Volta River Authority (“VRA”)(VRA), which is supplemented by thermal power from the Takoradi plant and a smaller unit at Tema. Ghana has a major power generation deficit that has resulted in significant load shedding across the country. For example, the company experienced extended power interruptions in Ghana in the first quarter of 2014, which limited access to higher grade areas. During periods of below average inflows from the Volta reservoir, electricity supplies from the Akosombo Dam, the VRA’s primary generation source, may be curtailed as occurred in 1998, 2006 and 2007. During periods of limited electricity availability, the grid is subject to disturbances and voltage fluctuations which can damage equipment. Recent disruptions in natural gas supply from Nigeria, via the West Africa Gas Pipeline, has led to some reduction in thermal generation capacity and the use of more expensive light crude oil which is putting upward pressure on power tariffs. In the past, the VRA has obtained power from neighbouring Côte d’Ivoire, which has intermittently experienced political instability and civil unrest. AngloGold Ashanti negotiates rates directly with the VRA and the VRA may not agree to a satisfactory rate during future rounds of negotiations.

In Brazil, severe water shortages from low rainfall have been experienced in 2014 and 2015 and are expected to adversely affect hydro-electrical power generation.

The company’s mining operations in Guinea, Tanzania and Mali are dependent on power supplied by outside contractors and supplies of fuel are delivered by road. Power supplies have been disrupted in the past, resulting in production losses due to equipment failure.

Increased energy prices could negatively impact operating costs and cash flow of AngloGold Ashanti’s operations.

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Global economic conditions could adversely affect the profitability of operations.

AngloGold Ashanti’s operations and performance depend significantly on worldwide economic conditions. Despite signs of economic recovery in certain geographic markets, global financial markets have experienced considerable volatility from uncertainty surrounding the level and sustainability of the sovereign debt of various countries. Concerns remain regarding the sustainability of the European Monetary Union and its common currency, the Euro, in their current form, as well as the negative impacts of the downgrade of the sovereign credit rating of the Republic of South Africa in 2012, 2013, 2014 and 2014. 2015. A rating agency has warned that weak South African economic growth and government bailouts of state-owned companies could lead to a downgrade of the sovereign credit rating of the Republic of South Africa below investment grade in 2016.

These conditions and other disruptions to international credit markets and financial systems caused a loss of investor confidence and resulted in widening credit spreads, a lack of price transparency, increased credit losses and tighter credit conditions. Although aggressive measures taken by governments and central banks have recently corresponded with signs ofresulted in a modest economic recovery since 2012, any such recovery may remain limited in geographic scope. A significant risk also remains that this recovery could be slow or that the global economy could quickly fall back into an even deeper and longer lasting recession or even a depression. Recently, the credit ratings of some of the largest South African banks were downgraded by a major credit rating agency. Any significant weakening of the South African banking system could have a negative effect on the overall South African economy.

Global economic turmoil, or the expectation that economic turmoil could worsen, could have follow-on effects on AngloGold Ashanti’s business that include inflationary cost pressures, interest rate fluctuations and commodity market fluctuations. Other effects that could negatively affect AngloGold Ashanti’s financial results and results of operations include, for example:

the insolvency of key suppliers or contractors, which could result in contractual breaches and a supply chain breakdown;

the insolvency of one or more joint venture partners, which could result in contractual breaches and disruptions at the operations of the company’s joint ventures;

changes in other income and expense, which could vary materially from expectations, depending on gains or losses realised on the sale or exchange of financial instruments and impairment charges that may be incurred with respect to investments;

the inability of AngloGold Ashanti’s defined benefit pension fund may notto achieve expected returns on its investments, which could require the company to make substantial cash payments to fund any resulting deficits;

a reduction in the availability of credit, which may make it more difficult for the company to obtain financing for its operations and capital expenditures or make that financing more costly;

exposure to the liquidity and insolvency risks of the company’s lenders and customers; and

impairments.

In addition to the potentially adverse impact on the profitability of the company’s operations, any deterioration in or increased uncertainty regarding global economic conditions may increase volatility or negatively impact the market value of itsAngloGold Ashanti’s securities.

Inflation may have a material adverse effect on results of operations.

Many of AngloGold Ashanti’s operations are located in countries that have experienced high rates of inflation during certain periods. It is possible that significantly higher future inflation in the countries in which the company operates may result in an increase in operational costs in local currencies (without a concurrent devaluation of the local currency of operations against the dollar or an increase in the dollar price of gold). This could have a material adverse effect on the company’s results of operations and financial condition. Significantly higher and sustained inflation, with a consequent increase in operational costs, could result in the rationalisation (including closure) of higher cost mines or projects.

Of particular concern is the inflation rate in Argentina which increased from an average of 9.78 percent in 2011 to 16.8 percent in 2015. According to IMF research, future inflation expectations average between 25.60 percent for 2016 and 21.1 percent for 2020. Inflation is estimated to peak at 29.1 percent at the end of 2016 and fall back to 18.8 percent by the end of 2017. However, non-official inflation of 32.6 percent in 2016 and 19.5 percent in 2017 is expected. Significant inflation like that predicted by the IMF in Argentina could have an adverse effect on the company’s profitability and financial condition.

Mining companies face many risks related to the development of mining projects that may adversely affect the company’s results of operations and profitability.

Like other mining companies,Development of AngloGold Ashanti’s profitability depends partly on the actual costs of developing and operating its mines, which may differ significantly from estimates determined at the time the relevant project was approved following completion of its feasibility study. Development of the company’s mining projects may also be subject to unexpected problems and delays that could increase the development and operating costs of the relevant project. In addition, a decrease in budgets relating to current or medium-term exploration and development could increase its development and operating costs in thelong-term.

AngloGold Ashanti’s decision to develop a mineral property is typically based on the results of a feasibility study. Feasibility studies estimate the expected or anticipated economic returns from the project. These estimates are based on assumptions regarding:

future prices of gold, uranium, silver and other metals;

future currency exchange rates;

tonnage, grades and metallurgical characteristics of ore to be mined and processed;

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anticipated recovery rates of gold, uranium, silver and other metals extracted from the ore;

anticipated capital expenditure and cash operating costs; and

required return on investment.

Actual cash operating costs, production and economic returns may differ significantly from those anticipated by such studies and estimates. Operating costs and capital expenditures are to a significant extent driven by the cost of commodity inputs consumed in mining, including fuel, chemical reagents, explosives, tyres and steel, and also by credits from by-products, such as silver and uranium. They could also fluctuate considerably as a result of changes in the prices of mining equipment used in the construction and operation of mining projects.

There are a number of uncertainties inherent in the development and construction of a new mine or the extension of an existing mine. In addition to those discussed above, theseThese uncertainties include the:

timing and cost of construction of mining and processing facilities, which can be considerable;

availability and cost of mining and processing equipment;

availability and cost of skilled labour, power, water and transportation;

availability and cost of appropriate smelting and refining arrangements;

applicable requirements under national and municipal laws and time needed to obtain the necessary environmental and other governmental permits; and

availability of funds to finance construction and development activities.

The remote location of many mining properties, permitting requirements and/or delays, third-party legal challenges to individual mining projects and broader social or political opposition to mining may increase the cost, timing and complexity of mine development and construction. New mining operations could experience unexpected problems and delays during the development, construction, commissioning and commencement of production.

For example, AngloGold Ashanti may prove unable to successfully develop the La Colosa and Gramalote projects and the Nuevo Chaquiro deposit that is part of the Quebradona project in Colombia, as well as other potential exploration sites due to difficulties that could arise in relation to, for example, social and community opposition, litigation and governmental regulatory or administrative proceedings, ore body grades, definition of adequate reservesOre Reserves and resources,Mineral Resources, and the time taken to prove project feasibility that could result in the expiry of permits. For example, on 11 March 2013, Cortolima, a regional environmental authority in Colombia, issued an injunction against AngloGold Ashanti’s Colombian subsidiary, AngloGold Ashanti Colombia S.A. (“AGAC”), alleging that the subsidiary was operating without proper permits and was engaging in activity that was harmful to the environment. Furthermore, at around the same period in time, access to an AngloGold Ashanti drilling site was blockaded by residents of a nearby community. AGAC’s subsequent request to have the injunction annulled was denied by the Director of Cortolima on 27 May 2013, and as a result, the injunction remains in place. While the injunction remains in place, AGAC is unable to engage in certain activities related to the La Colosa project. In July 2013, local residents of a nearby community, as well as local and regional government, voted in a non-binding referendum to prevent certain mining activities in the Piedras municipality. Local authorities have attempted to introduce regulatory measures seeking to implement such preventative measures and AGAC has initiated legal proceedings challenging such measures. As a result, protracted litigation may ensue, which could adversely affect the company’s ability to conduct any mining or related activities in that area. Refer “Item 8A: Legal Proceedings – Colombia”.

Accordingly, AngloGold Ashanti’s future development activities may not result in the expansion or replacement of current production, or one or more new production sites or facilities may be less profitable than anticipated or may beloss-making. The company’s operating results and financial condition are directly related to the success of its project developments. A failure in the company’s ability to develop and operate mining projects in accordance with, or in excess of, expectations could negatively impact its results of operations, as well as its financial condition and prospects.

Mining companies face uncertainty and risks in exploration, feasibility studies and other project evaluation activities.

AngloGold Ashanti must continually replace Ore ReservesReserve depleted by mining and production to maintain or increase production levels in the long term. This is undertaken by exploration activities that are speculative in nature. The ability of the company to sustain or increase its present levels of gold production depends in part on the success of its projects and it may be unable to sustain or increase such levels.

Feasibility studies and other project evaluation activities necessary to determine the current or future viability of a mining operation are often unproductive. Such activities often require substantial expenditure on exploration drilling to establish the presence, extent and grade (metal content) of mineralised material. AngloGold Ashanti undertakes feasibility studies to estimate the technical and economic viability of mining projects and to determine appropriate mining methods and metallurgical recovery processes. These activities are undertaken to estimate the Ore Reserve.

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Once mineralisation is discovered, it may take several years to determine whether an adequate Ore Reserve exists, during which time the economic feasibility of the project may change due to fluctuations in factors that affect both revenue and costs, including:

future prices of metals and other commodities;

future foreign currency exchange rates;

the required return on investment as based on the cost and availability of capital; and

applicable regulatory requirements, including environmental, health and safety matters.

Feasibility studies also include activities to estimate the anticipated:

tonnages, grades and metallurgical characteristics of the ore to be mined and processed;

recovery rates of gold, uranium and other metals from the ore; and

capital expenditure and cash operating costs.

These estimates depend on assumptions made on available data. Ore Reserve estimates are not precise calculations and depend on the interpretation of limited information on the location, shape and continuity of the mineral occurrence and on available sampling results. Further exploration and feasibility studies can result in new data becoming available that may change previous Ore Reserve estimates and impact the technical and economic viability of production from the project. Changes in the forecast prices of commodities, exchange rates, production costs or recovery rates may change the economic status of reservesOre Reserves resulting in revisions to previous Ore Reserve estimates. These revisions could impact depreciation and amortisation rates, asset carrying amounts and/or provisions for closure, restoration and environmental rehabilitation costs.

AngloGold Ashanti undertakes annual revisions to its Ore Reserve estimates based upon asset sales and acquisitions, actual exploration and production results, depletion, new information on geology, model revisions and fluctuations in production, forecasts of commodity prices, economic assumptions and operating and other costs. These factors may result in reductions in Ore Reserve estimates, which could adversely affect life-of-mine plans and consequently the total value of the company’s mining asset base. Ore Reserve restatements could negatively affect the company’s results of operations, as well as its financial condition and prospects.

The increased overall demand for gold and other commodities, combined withDue to a declining rate of discovery of new gold Ore Reserve in recent years, has resulted in the accelerated depletion of the existing Ore Reserve across the global gold sector. AngloGold Ashanti therefore faces intense competition for the acquisition of attractive mining properties. From time to time, the company evaluates the acquisition of an Ore Reserve, development properties or operating mines, either as stand-alone assets or as part of existing companies. AngloGold Ashanti’s decision to acquire these properties has been based on a variety of factors, including historical operating results, estimates and assumptions regarding the extent of the Ore Reserve, cash and other operating costs, gold prices, projected economic returns and evaluations of existing or potential liabilities associated with the relevant property and its operations and how these factors may change in the future. Other than historical operating results, these factors are uncertain and could have an impact on revenue, cash and other operating costs, as well as the process used to estimate the Ore Reserve.

As a result of these uncertainties and declining grades, the company’s exploration and acquisitions may not result in the expansion or replacement of current production or the maintenance of its existing Ore Reserve net of production or an increase in Ore Reserve. AngloGold Ashanti’s results of operations and financial condition are directly related to the success of its exploration and acquisition efforts and the ability to replace or increase the existing Ore Reserve as it is depleted. If the company is not able to maintain or increase its Ore Reserve, its results of operations as well as its financial condition and prospects could be adversely affected.

Mining companies face many risks related to their operations that may adversely impact cash flows and overall profitability.

Gold mining is susceptible to events that may adversely impact a mining company’s ability to produce gold and meet production and cost targets. These events include, but are not limited to:

environmental, as well as health and safety,accidents or incidents during exploration, production or transportation resulting in injury, loss of life or damage to equipment;equipment or infrastructure;

air, ground and surface water pollution;

social or community disputes or interventions;

security incidents;

surface or underground fires or explosions;

electrocution;

falls from heights and accidents relating to mobile machinery, including shaft conveyances and elevators, drilling blasting and mining operations;

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labour force disputes and disruptions;

loss of information integrity or data;

activities of illegal or artisanal miners;

shortages in material and equipment;

mechanical failure or breakdowns and ageing infrastructure;

failure of unproven or evolving technologies;

energy and electrical power supply interruptions or rationing;

unusual or unexpected geological formations, ground conditions, including lack of mineable face length and ore-pass blockages;

water ingress and flooding;

process water shortages;

metallurgical conditions and gold recovery;

unexpected decline of ore grade;

unanticipated increases in gold lock-up and inventory levels at heap-leach operations;

fall-of-ground accidents in underground operations;

cave-ins, sinkholes, subsidence, rock falls, rock bursts or landslides;

failure of mining pit slopes, heap-leach facilities, water or solution dams, waste stockpiles and tailings dam walls;

changes to legal and regulatory restrictions and changes to such restrictions;requirements;

safety-related stoppages;

gold bullion or concentrate theft;

corruption, fraud and theft;

allegations of human rights abuses;

seismic activity; and

other natural phenomena, such as floods, droughts or weather conditions, potentially exacerbated by climate change.

Any of these events could, individually or in the aggregate, have a material adverse effect on the company’s results of operations and financial condition.

Seismic activity is of particular concern in underground mining operations, particularly in South Africa due to the extent and extreme depth of mining, and also in Australia and Brazil due to the depth of mining and residual tectonic stresses. Despite modifications to mine layouts and support technology, as well as other technological improvements employed with a view to minimising the incidence and impact of seismic activity, seismic events have caused death and injury to employees and contractors and seismic activity may do so again in the future, and have in the past, and may again result, in concomitant safety-related stoppages.

Seismic activity may also cause a loss of mining equipment, damage to or destruction of mineral properties or production facilities, monetary losses, environmental damages and potential legal liabilities. As a result, these events may have a material adverse effect on AngloGold Ashanti’s results of operations and financial condition. For example, in 2015, seismicity in South Africa caused fall-of-ground incidents that led to fatalities, and operations were constrained at Mponeng in the West Wits while a de-risk plan was implemented to address seismicity issues. In August 2014, mining operations at the Great Noligwa and Moab Khotsong mines were suspended following a magnitude 5.3 earthquake. Operations at Mine Waste Solutions were also suspended and the Kopanang mine was taken offline for a limited time as a safety precaution. The company estimates that the earthquake resulted in lost output of approximately 30,000oz of gold. Also, inIn early 2011, mining of the Ventersdorp Contact Reef shaft pillar at Tau Tona was suspended following a significant seismic event. Newevent and new equipment had to be purchased andpurchased. In all cases, the shutdownshutdowns contributed to the decline in the operational output of the mineapplicable mines as compared to the previous year.

In the past, floods have also disrupted the operations of some of the company’s mines. For example, unprecedented heavy rains in February and March 2011 in Australia flooded the Sunrise Dam Gold Mine and forced a temporary shutdown of operations. The flood event impacted underground production for approximately four months and open pit production for approximately six months. Despite the shutdown, full costs were incurred as the mining contractors worked on remedial

activities to repair damage and rehabilitate flooded areas. The considerable remedial work required adversely impacted cash costs per ounce and the impact of the flood event and the pit wall failure together significantly reduced planned production at the plant.

Any seismic, flood or other similar events that occur in the future could have a material adverse effect on the company’s results of operations and financial condition.

Mining companies’ operations are vulnerable to infrastructure constraints.

Mining, processing, development and exploration activities depend on adequate infrastructure. Reliable rail, ports, roads, bridges, power sources, power transmission facilities and water supply are critical to the company’s business operations and affect capital and operating costs. These infrastructures and services are often provided by third parties whose operational activities are outside the control of the company.

Interferences in the maintenance or provision of infrastructure, including unusual weather phenomena, sabotage and social unrest could impede the company’s ability to deliver its products on time and adversely affect AngloGold Ashanti’s business, results of operations and financial condition.

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Establishing infrastructure for the company’s development projects requires significant resources, identification of adequate sources of raw materials and supplies, and necessary cooperation from national and regional governments, none of which can be assured.

AngloGold Ashanti has operations or potential development projects in countries where government-provided infrastructure may be inadequate and regulatory regimes for access to infrastructure may be uncertain, which could adversely impact the efficient operation and expansion of its business. AngloGold Ashanti may not secure and maintain access to adequate infrastructure in the future, or it may not do so on reasonable terms.

Mining companies face strong competition.

The mining industry is competitive in all of its phases. AngloGold Ashanti competes with other mining companies and individuals for specialised equipment, components and supplies necessary for exploration and development, for mining claims and leases on exploration properties and for the acquisition of mining assets. These competitors may have greater financial resources, operational experience and technical capabilities than AngloGold Ashanti. Competition may increase AngloGold Ashanti’s cost of acquiring suitable claims, properties and assets.assets, which could have a material adverse effect on its financial condition.

Mining companies are subject to extensive health and safety laws and regulations.

AngloGold Ashanti’s gold mining operations are subject to extensive health and safety laws and regulations in every jurisdiction in which it operates. These laws and regulations are, along with international and industry standards, designed to protect and improve the safety and health of employees and require the company to undertake and fund extensive compliance measures.

From time to time, new or updated health and safety laws, regulations and standards are introduced and may be more stringent than those to which AngloGold Ashanti is currently subject. Should compliance with these laws, regulations and standards require a material increase in expenditure or material changes or interruptions to operations or production, including as a result of any failure to comply with applicable regulations, the company’s results of operations and financial condition could be adversely affected. Furthermore, AngloGold Ashanti continues to implement its enhanced safety programme, which could result in additional costs for the company.

In some of the jurisdictions in which AngloGold Ashanti operates, the government enforces compulsory shutdowns of operations to enable investigations into the cause of accidents. Certain of the company’s operations have been temporarily suspended for safety reasons in the past. In South Africa, so-called “Section 54 safety stoppages” have become a significant issue as an enforcement mechanism used by the Department of Mineral Resources Mining Inspectorate whose inspectors routinely issue such notices. For example, in 2014, 572015, 81 notices were issued that had a material adverse impact on production at the company’s mines. Safety-related stoppages resulted in the estimated direct loss of 72,900, 72,400, 32,800, 47,100 and 47,10078,887 ounces of gold production from the South African region operations during 2011, 2012, 2013, 2014 and 20142015 respectively.

AngloGold Ashanti’s reputation could be damaged by any significant governmental investigation or enforcement of health and safety laws, regulations or standards. Any of these factors could have a material adverse effect on the company’s results of operations and financial condition.

Mining companies are increasingly required to operate in a sustainable manner and to provide benefits to affected communities. Failure to comply with these requirements can result in legal suits, additional operational costs to address violations or liabilities, investor divestment and loss of “social licence to operate”, and could adversely impact mining companies’ financial condition.

As a result of public concern about the perceived ill effects of economic globalisation, businesses in general and large multinational mining corporations in particular face increasing public scrutiny of their activities.

These businesses are under pressure to demonstrate that whilst they seek a satisfactory return on investment for shareholders, human rights are respected and other social partners, including employees, host communities and more broadly the countries in which they operate, also benefit from their commercial activities. Such pressures tend to be particularly focused on companies whose activities are perceived to have, or have, a high impact on their social and physical environment. The enhanced usage and scale of social media and other web-based tools to publish, share and discuss user-generated content further increases the potential spread and force of public scrutiny. The potential consequences of these pressures and the adverse publicity in cases where companies are believed not to be creating sufficient social and economic benefit may result in additional operating costs to address actual or perceived shortcomings, reputational damage, active community opposition, allegations of human rights abuses, legal suits and investor withdrawal.

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Existing and proposed mining operations are often located at or near existing towns and villages, natural water courses and other infrastructure. As the impacts of dust generation, waste storage, water pollution or shortage, in particular, may be immediate and directly adverse to those communities, poor environmental management practices, or adverse changes in the supply or quality of water can result in community protest, regulatory sanctions or ultimately in the withdrawal of community and government support for company operations. For example, opposition to mining activity in the Tolima province of Colombia, which hosts the La Colosa deposit, has centred on the perception that large-scale mining activity will have a detrimental impact on the region’s river systems.

Mining operations must be designed to minimise their impact on such communities and the environment, either by changing mining plans to avoid such impact, by modifying operations or by relocating the affected people to an agreed location. Responsive measures may also include the full restoration of livelihoods of those impacted. In addition, AngloGold Ashanti is obliged to comply with the terms and conditions of all the mining rights it holds. In this regard the Social and Labour plan provisions of its mining rights in South Africa must make provision for local economic development (“LED”)(LED) programmes. The LED programmes must take into account the key economic activities of the area in which AngloGold Ashanti operates its mines, the impact its mines will have on the local and labour-sending communities, various infrastructure and poverty eradication projects its mines may be supporting in connection with integrated development plans in the areas its mines operate and also must provide for measures that assist in addressing housing and living conditions of its employees.

In addition, as AngloGold Ashanti has a long history of mining operations in certain regions, issues may arise regarding historical as well as potential future environmental or health impacts in those areas. For example, certain parties, including non-governmental organisations, community groups and institutional investors, have raised concerns and, in the case of some individuals in Obuasi, threatened or commenced litigation, relating to air pollution or surface and groundwater quality, amongst other issues, in the area surrounding the company’s Obuasi and Iduapriem mines in Ghana, including potential impacts to local rivers and wells used for water from heavy metals, arsenic and cyanide as well as sediment and mine rock waste.

Disputes with surrounding communities may also affect mining operations, particularly where they result in restrictions of access to supplies and to mining operations. The miners’ access to land may be subject to the rights or asserted rights of various community stakeholders, including indigenous people. Access to land and land use is of critical importance to the company for exploration and mining, as well as for ancillary infrastructure. In some cases, AngloGold Ashanti has had difficulty gaining access to new land because of perceived poor community compensation practices. For example, compensation remains a significant area of concern in Siguiri in Guinea. In 2011, a violent community protest interrupted operations for three days, which contributed to the operation’s decline in production as compared to 2010. Delays in projects attributable to a lack of community support can translate directly into a decrease in the value of a project or into an inability to bring the project to production.

The cost of measures and other issues relating to the sustainable development of mining operations could place significant demands on personnel resources, could increase capital and operating costs and could have an adverse impact on AngloGold Ashanti’s reputation, results of operations and financial condition.

Mining companies are subject to extensive environmental laws and regulations.

Mining companies are subject to extensive environmental laws and regulations in the various jurisdictions in which they operate, in addition to international standards. These regulations and standards establish limits and conditions on a miner’s ability to conduct its operations and govern, amongst other things, extraction, use and conservation of water resources; air emissions (including dust control); water treatment and discharge; regulatory and community reporting; clean-up of contamination; community health; and the generation, transportation, storage and disposal of solid and hazardous wastes, such as reagents, radioactive materials and mine tailings.

The cost of compliance with environmental laws and regulations is expected to continue to be significant to AngloGold Ashanti. AngloGold Ashanti could incur fines, penalties and other sanctions, clean-up costs and third-party claims for personal injury or property damage, suffer reputational damage, or be required to install costly pollution control equipment or to modify or suspend operations, as a result of actual or alleged violations of environmental laws and regulations or the terms of AngloGold Ashanti’s permits. For example, the Ghana Environmental Protection Agency (“Ghana EPA”)(Ghana EPA) permit for AngloGold Ashanti’s operations at Obuasi expired on 31 March 2014. AngloGold Ashanti filed its application for permit renewal in September 2013, 6six months prior to the expiry date, as required by law, by submitting an Environment Management Plan (EMP), but the Ghana EPA did not issue a new permit before the expiry date, citing uncertainties about the future of the Obuasi operation. AngloGold Ashanti has been in communication with the Ghana EPA regarding this issue. Concurrently, as a result of the complex challenges faced by the Obuasi mine, the company has adopted a new approach to securing the long term future of the mine. As part of this effort, on 18 July 2014 it submitted an Amendment to Programme of Mining Operations (APMO), which details

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technical, environmental, financial and social details around the transition of its Obuasi operation, to the Government of Ghana and key regulators, that was approved subject to certain conditions. An amended EMP to supersede the one submitted in September 2013 was submitted at the same time to the Ghana EPA but no response has as yet been received. The company can give no assurance that the EMP will be approved in the formsform submitted or at all.

In addition, if AngloGold Ashanti fails to demonstrate or realise its business case for the redevelopment of the Obuasi operation, including because the company is unable to finalise a joint venture or other agreement with a partner to make the substantial investments necessary for redevelopment, to obtain the required consents, approvals or agreements for continued operation or to reverse deteriorating security conditions following the withdrawal of state security protection in early 2016, AngloGold Ashanti may be forced to withdraw from the Obuasi mine on a long-term or permanent basis. See “—Illegal and artisanal mining occurs on AngloGold Ashanti’s properties, which can disrupt the company’s business and expose the company to liability.” Closure of the mine could trigger or accelerate obligations, including the conduct of environmental rehabilitation activities and/or to address historical impacts on environmental quality in the area surrounding the mine. Costs incurred by the company in excess of AngloGold Ashanti’s existing provisions for such matters could have a material adverse impact on AngloGold Ashanti’s results of operations and financial condition.

In addition, unknown environmental hazards may exist on the company’s properties which may have been caused by previous owners or operators. An incident at AngloGold Ashanti’s operations could lead to obligations to remediate environmental contamination and claims for property damage and personal injury from adjacent communities and other consequences. Incidents at AngloGold Ashanti’s operations and other companies’ operations could result in the tightening of regulatory requirements and restrictions applicable to AngloGold Ashanti’s mining operations.

For example, in 2010, AngloGold Ashanti’s Obuasi mine in Ghana suspended gold processing operations for five days to implement a revised water management strategy aimed at reducing contaminants contained in its discharge. Brief stoppages after environmental incidents, such as pipeline failures, have occurred more recently at that mine. Furthermore, following a temporary suspension of operations at the Iduapriem mine, the company, with the approval of the Ghana Environmental Protection Agency,EPA, constructed an interim tailings storage facility for tailings deposition for a year whilst a new tailings storage facility was being constructed.

Failure to comply with applicable environmental laws and regulations may also result in the suspension or revocation of operating permits. AngloGold Ashanti’s ability to obtain and maintain permits and to successfully operate in particular communities may be adversely impacted by real or perceived effects on the environment or human health and safety associated with AngloGold Ashanti’s or other mining companies’ activities.

For example, in Colombia, various plaintiffs, including the government and various associations that represent local communities, brought legal proceedings against AngloGold Ashanti Colombia S.A. (“AGAC”)(AGAC) alleging that AGAC violated applicable environmental laws in connection with the La Colosa project. If the plaintiffs were to prevail, AGAC’s three core concession contracts relating to the La Colosa project may be cancelled. AGAC would be required to abandon the La Colosa project and all other existing mining concession contracts and pending proposals for new mining concession contracts of AGAC, though not those of other companies of the AngloGold Ashanti group operating in Colombia. In addition, AGAC would be banned from doing business with the Colombian government for a period of five years. See “Item 8A: Legal Proceedings”.

Environmental laws and regulations are continually changing and are generally becoming more stringent. Changes to AngloGold Ashanti’s environmental compliance obligations or operating practices could adversely affect the company’s rate of production and revenue. Variations in laws and regulations, assumptions made to estimate liabilities, standards or operating procedures, more stringent emission or pollution thresholds or controls, or the occurrence of unanticipated conditions, may require operations to be suspended or permanently closed, and could increase AngloGold Ashanti’s expenses and provisions. These expenses and provisions could adversely affect the company’s results of operations and financial condition.

For example, the use of sodium cyanide in metallurgical processing is under increasing environmental scrutiny and is prohibited in certain jurisdictions. As there are few, if any, effective substitutes in extracting gold from the ore, any ban or material restrictions on the use of sodium cyanide in mining operations in the jurisdictions where AngloGold Ashanti conducts its operations could adversely affect the company’s results of operations and financial condition. In addition, leaks or discharges of sodium cyanide or other hazardous materials could result in liabilities for clean-up or personal injury that may not be covered by insurance.

AngloGold Ashanti’s operations are heavily dependent upon access to substantial volumes of water for use in the mining and extractive processes and typically are subject to water-use permits that govern usage and require, amongst other things, that mining operations maintain certain water quality upon discharge. Water quality and usage are areas of concern globally, such as with respect to the company’s mining operations in Ghana and South Africa and its exploration projects in Colombia, where there is significant potential environmental and social impact and a high level of stakeholder scrutiny. Any failure by the company to secure access to suitable water supplies, or achieve and maintain compliance with applicable requirements of the permits or licenses, could result in curtailment or halting of production at the affected operation. Incidents of water pollution or shortage can, in certain cases, lead to community protest and ultimately to the withdrawal of community and government support for AngloGold Ashanti’s operations. A failure by the company to comply with water contamination rehabilitation directives may result in further, more stringent, directives being issued against the company, which may, in some cases, result in a temporary or partial shutdown of some of the company’s operations. Water scarcity has been identified as a significant risk at AngloGold Ashanti’s U.S. operation in particular. Production at the Cripple Creek & Victor Gold Mining Company’s Cresson mine was adversely affected by a severe drought from 2010 through 2013, when the lack of water reduced percolation through the heap-leach pad, which curtailed production and productivity.

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Mining and mineral processing operations generate waste rock and tailings. The impact of dust generation, breach, leak, or failure of a waste rock or tailings storage facility, can be significant. An incident at AngloGold Ashanti’s operations could lead to, amongst others, obligations to remediate environmental contamination and claims for property damage and personal injury from adjacent communities. Incidents at other companies’ operations could result in governments tightening regulatory requirements and restricting mining activities.

Mining companies are required by law to close their operations at the end of the mine life and rehabilitate the impacted areas. Estimates of the total ultimate closure, reclamation and rehabilitation costs for gold mining operations are significant and based principally on life-of-mine profiles, changing inflation and discount rate assumptions, changing infrastructure and facilities design and current legal and regulatory requirements that may change materially. Environmental liabilities are accrued when they become known, are probable and can be reasonably estimated. Increasingly, regulators are seeking security in the form of cash collateral or bank guarantees in respect of environmental obligations. For example, in South Africa, regulations that came into effect in 2014 require mining companies to make financial provisions for rehabilitation for at least 10 years. Such provisions may need to remain in place notwithstanding the issuance of a closure certificate for a particular mine. The costs required to comply with these obligations which couldand any similar ones enacted in other jurisdictions may have an adverse impact on AngloGold Ashanti’sthe company’s financial condition.

AngloGoldAnglogold Ashanti’s discounted environmental rehabilitation liability wasprovisions for decommissioning and for restoration (excluding joint ventures) totalled $851 million as at 31 Decemberin 2014 compared with $728and $683 million as at 31 December 2013. The changes were a consequencein 2015 (following the sale of a number of factors, most notably a decrease in the group discount rate used in the calculation of the obligation and changes in the timing of the future cash outflows relating to the obligation. The group discount rate decreased as a result of adjustments to both country, e.g., South Africa, and company credit ratings.CC&V). Costs associated with rehabilitating land disturbed by mining processes and addressing environmental, health and community issues are estimated and financial provision made based upon current available information. Estimates notably relate to discount rates, which may vary due to changes in global economic assumptions, and mine plans, which may change in line with variations in cash flows, designs of tailings storage facilities and methodologies used to compute liabilities (including as a result of a request from environmental regulatory authorities).

Estimates may, however, be insufficient and further costs may be identified at any stage that may exceed the provisions that AngloGold Ashanti has made. Any underestimated or unidentified rehabilitation costs would reduce earnings and could materially and adversely affect the company’s asset values, earnings and cash flows. Further, sudden changes in a life of mine plan or the accelerated closure of a mine may give rise to the recognition of liabilities that are not anticipated.

Compliance with emerging climate change regulations could result in significant costs and climate change may present physical risks to a mining company’s operations.

Greenhouse gases (“GHGs”)(GHGs) are emitted directly by AngloGold Ashanti’s operations, as well as by external utilities from which AngloGold Ashanti purchases electricity. Currently, aA number of international and national measures to address or limit GHG emissions, including the 2007 Bali Action Plan and the Durban Platform,2009 Copenhagen Accord, which included a non-binding commitment to reduce GHG emissions, are in various phases of discussion or implementation in the countries in which the company operates. In particular,As a result of commitments made at the UN climate conference in Durban, Platform commits all partiesSouth Africa in December 2011, certain members of the international community negotiated a treaty at the December 2015 Conference of Parties in Paris. The Paris Agreement will require developed countries to set targets for emissions reductions if it is ratified prior to April 2017 by at least 55 countries that collectively produce more than half of the conference to develop a global mitigation regime which could take effect in 2020, withworld’s GHG emissions and is subsequently adopted by those individual countries within their respective national or federal law. Additional measures addressing GHG emissions may be implemented at the specific terms of that legally binding accord, including individual targets, to be finalised by 2015.national or international levels These, or future, measures could require AngloGold Ashanti to reduce its direct GHG emissions or energy use or to incur significant costs for GHG emissions permits or taxes or have these costs or taxes passed on by electricity utilities which supply the company’s operations. AngloGold Ashanti also could incur significant costs associated with capital equipment, GHG monitoring and reporting and other obligations to comply with applicable requirements.

In South Africa, a draft Carbon Tax Bill was published in November 2015. However, in February 2012, the South African Minister of Finance announced the intention to introduce2016, following a carbon tax in 2015, whichconsultation process, it was followed by the publication of a carbon tax policy paper in 2013. However, the Minister of Finance later announced that the carbon taxdraft bill would not be introduced until 2016.revised. Other countries, including Brazil and the United States, have passed or are considering GHG trading or tax schemes, and/or other regulation of GHG emissions, although the precise impact on AngloGold Ashanti’s operations cannot yet be determined.

In addition, AngloGold Ashanti’s operations could be exposed to a number of physical risks from climate change, such as changes in rainfall rates, rising sea levels, reduced water availability, higher temperatures and extreme weather events. Events or conditions such as flooding or inadequate water supplies could disrupt mining and transport operations, mineral processing and rehabilitation efforts, create resource shortages or damage the company’s property or equipment and increase health and safety risks on site. Such events or conditions could have other adverse effects on the company’s workforce and on the communities around its mines, such as an increased risk of food insecurity, water scarcity and prevalence of disease.disease, all of which could have a material adverse effect on the company’s results of operations and financial condition.

Compliance with “conflict minerals” and “responsible gold” legislation and standards could result in significant costs.

More stringentStringent standards relating to “conflict minerals” and “responsible” gold that include the:the U.S. Dodd-Frank Act, European proposal for self-certification for importers of gold, Organisation for Economic Cooperation and Development Due Diligence Guidelines for Responsible Supply Chains of Minerals from Conflict-Affected and High-Risk Areas, World Gold Council Conflict Free Gold Standard and London Bullion Market Association Responsible Gold Guidance have been introduced.

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Any such legislation and standards may result in significant costs to ensure and demonstrate compliance (particularly where standards change rapidly or lack certainty due to court challenges), and difficulties inmay complicate the sale of gold emanating from certain areas. The complexities of the gold supply chain, especially as they relate to “scrap” or recycled gold, and the fragmented and often unregulated supply of artisanal and small-scale mined gold are such that there may be significant uncertainties at each stage in the chain as to the provenance of the gold. As a result of the uncertainties in the process, the costs of due diligence and audit, or the reputational risks of defining their product or a constituent part as containing a “conflict mineral” wouldmay be too burdensome for the company’s customers. Accordingly, manufacturers may decide to switch supply sources or to substitute gold with other minerals not covered by the initiatives. This could have a material negative impact on the gold industry, including on AngloGold Ashanti’s financial results.

Mining operations and projects are vulnerable to supply chain disruption with the result that operations and development projects could be adversely affected by shortages of, as well as the lead times to deliver, strategic spares, critical consumables, mining equipment or metallurgical plant.

AngloGold Ashanti’s operations and development projects could be adversely affected by both shortages and long lead times to deliver strategic spares, critical consumables, mining equipment and metallurgical plant, as well as transportation delays. Import restrictions, such as those introducedimposed by the Argentine government sincefrom 2011 to 2015, can also delay the delivery of parts and equipment. In the past, the company and other gold mining companies experienced shortages in critical consumables, particularly as production capacity in the global mining industry expanded in response to increased demand for commodities. AngloGold Ashanti has also experienced increased delivery times for these items. Shortages have resulted in unanticipated price increases and production delays and shortfalls, resulting in a rise in both operating costs and in the capital expenditure necessary to maintain and develop mining operations.

Individually, AngloGold Ashanti and other gold mining companies have limited influence over manufacturers and suppliers of these items. In certain cases there are a limited number of suppliers for certain strategic spares, critical consumables, mining equipment or metallurgical plant who command superior bargaining power relative to the company. The company could at times face limited supply or increased lead time in the delivery of such items. For example, during 2012, supply of caustic soda was delayed in the Continental Africa Region. In addition, the unreliability of oxygen and lime supply similarly affected production at the Vaal River and West Wits surface operations in South Africa throughout 2011 and poor availability of drill rigs, heavy machinery and fleet equipment hampered underground drilling and overall operational performance at the Serra Grande mine in Brazil in 2011.

The company’s procurement policy is to source mining and processing equipment and consumables from suppliers that meet its corporate values and ethical standards although risk remainsbut risks remain around the management of ethical supply chains. In certain locations, where a limited number of suppliers meet these standards, additional strain is placed on the supply chain, thereby increasing the cost of supply and delivery times.

Furthermore, supply chains and rates can be impacted by natural disasters, such as earthquakes, extreme weather patterns and climate change, as well as other phenomena that include unrest, strikes, theft and fires. For example, a three-week transport strike in 2012 delayed the supply of consumables in South Africa. Although potential supply chain disruption in Mali, as a result of the coup d’état and the proliferation of armed combat in 2012 and 2013, has been avoided to date by well managed consumable stock holding, any return to instability or armed conflict in the country could present material supply chain difficulties. Moreover, although potential gold doré export disruptions at Geita, the result of an attempted gold heist, and in Mali, following the closure of Bamako International Airport, were minimised with the introduction of alternative transportation arrangements, such alternatives may not be available upon the occurrence of similar or more severe situations in the future. In February 2013, a fire destroyed the heavy mining equipment stock of spares and components at the Geita gold mine. If AngloGold Ashanti experiences shortages, or increased lead times in the delivery of strategic spares, critical consumables, mining equipment or processing plant, the company might have to suspend some of its operations and its results of operations and financial condition could be adversely impacted.

The Siguiri mine has beenwas impacted as a result of the Ebola virus outbreak sinceof 2014 in Western Africa, where certain crisis management measures were implemented. Whilst no employees have been infected and operations have continued despite the outbreak, fivenine people in the village at Siguiri have been infected since the outbreak started. These cases were detected by authorities and contained through a quarantine programme. In addition to an extensive education campaign, the mine conducted daily screenings at its entrances, including asa daily questionnaire to check the status of staff and family members. Nevertheless, crisis management measures may be insufficient to contain current or future outbreaks. Furthermore, AngloGold Ashanti cannot guarantee that the supply chain and/ orand operations will not be adversely affected by the Ebola outbreak and that there will be no knock-on effects such as severe food shortages and social impact. Export restrictions could similarly adversely impact the company’s financial condition and results of operations.

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Concerns about the integrity or reliability of the London Bullion Market Association (LBMA) Gold Fix, even if eventually shown to be without merit,Price Benchmark could adversely affect investor interest in gold and confidence in the gold market

AngloGold Ashanti reliesHistorically, the gold market relied on a liquid market for gold in whichprices and trades are made relative to a benchmark known as the London Gold Fix (the “Fix”)(Fix), set by a group of five fixing banks that match buybuyers and sell orders. Following a series of allegations regarding the possible manipulation of the Fix by fixing banks, U.S., German and United Kingdom regulators are reviewingundertook a review of the fixing process. While the US Commodity Futures Trading Commission and the German BaFin dismissed allegations of manipulation in 2013 and 2015, respectively, in 2014 Deutsche Bank withdrew from the fixing panels and the UK Financial Conduct Authority (FCA) fined one of the fixing banks. The FCA identified systems and control failures and conflicts of interest in relation to gold fixing over the nine years to 2013 and one instance of gold price manipulation in 2012. Separately, several lawsuits have been filed against fixing banks alleging that they have colluded to manipulate the gold benchmark price. price, including class actions instituted in the United States in 2014 and Canada in 2015.

Subsequent to this, the London Gold Fix was replaced by the LBMA Gold Price Benchmark in 2015 which is run and managed by the Intercontinental Exchange (ICE). ICE is completely independent of the gold market as it does not conduct any trading of gold.

Whilst AngloGold Ashanti hashad no role in the operation of the Fix during the period under review and has no responsibility for the conduct of the market-makersmarket makers in the gold market, the gold market could still be affected if the integrity of the gold benchmark were to beGold Price Benchmark is undermined it could affect the gold market,as a result of ongoing lawsuits, resulting in reduced demand for the company’s gold, greater volatility in gold prices and less liquidity in the gold market. Furthermore, in 2015 AngloGold Ashanti joined the new oversight committee for the LBMA Gold Price Benchmark which is now regulated by the FCA. If further allegations are made against the Gold Price Benchmark in future, AngloGold could be implicated more directly, which may have an adverse effect on its reputation.

Diversity in interpretation and application of accounting literature in the mining industry may impact reported financial results.

The mining industry has limited industry-specific accounting literature. As a result, there is diverse interpretation and application of accounting literature on mining-specific issues. AngloGold Ashanti, for example, capitalises drilling and costs related to defining and delineating a residual mineral deposit that has not been classified as a “Proven and Probable Ore Reserve” at a development project or production stage mine. Some companies may, however, expense such costs.

As and when this diverse interpretation and application is addressed, the company’s reported results could be adversely impacted should the adopted interpretation differ from the position it currently follows.

Failure to comply with laws, regulations, standards, contractual obligations whether following a breach or breaches in governance processes or fraud, bribery and corruption may lead to regulatory penalties, loss of licences or permits, negative effects on AngloGold Ashanti’s reported financial results, and adversely affect its reputation.

AngloGold Ashanti’s operations must comply with the United States Foreign Corrupt Practices Act and similar anti-corruption and anti-bribery laws of the jurisdictions in which AngloGold Ashanti operates. There has been a substantial increase in the global enforcement of these laws and recently, an increased focus on the actions of mining companies. Although AngloGold Ashanti has a compliance program in place designed to reduce the likelihood of violations of such laws, any violation could result in significant criminal or civil sanctions. Conversely, in certain circumstances, strict compliance with anti-bribery laws may conflict with certain local customs and practices. Since the company operates globally in multiple jurisdictions, including those with less developed political and regulatory environments, and within numerous and complex frameworks, its governance and compliance processes may not prevent potential breaches of law, accounting principles or other governance or customary practices.

AngloGold Ashanti’s Code of Business Principles and Ethics and Policy on Anti-Bribery and Anti-Corruption, amongst other policies, standards and guidance, and training thereon may not prevent instances of unethical or unlawful behaviour, including bribery or corruption, norcorruption. They also may not guarantee compliance with legal and regulatory requirements and may fail to enable management to detect breaches not detected by management.thereof.

Sanctions for failure by the company or others acting on its behalf to comply with these laws, regulations, standards and contractual obligations could include fines, penalties, imprisonment of officers, litigation, and loss of operating licences or permits, suspensions of operations and negative effects on AngloGold Ashanti’s reported financial results and may damage its reputation. Such sanctions could have a material adverse impact on the company’s financial condition and results of operations.

Breaches in information technology security and violations of data protection laws may adversely impact AngloGold Ashanti’s business.

AngloGold Ashanti maintains global information technology and communication networks and applications to support its business activities.

The sophistication and magnitude of cybersecurity incidents are increasing and include malicious software, attempts to gain unauthorised access to data and other electronic security and protected information breaches that could lead to production downtimes, operational delays, the compromising of confidential or otherwise protected information, destruction or corruption of data, other manipulation or improper use of AngloGold Ashanti’s systems and networks or financial losses from remedial actions.

Information technology security processes may not prevent future malicious actions, denial-of-service attacks, or fraud, resulting in corruption of operating systems, theft of commercially sensitive data, misappropriation of funds and business and operational disruption. Material system breaches and failures could result in significant interruptions that could in turn affect AngloGold Ashanti’s operating results and reputation.

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The interpretation and application of consumer and data protection laws in South Africa, the United States and elsewhere are uncertain and evolving. It is possible that these laws may be interpreted and applied in a manner that is inconsistent with AngloGold Ashanti’s data practices. Complying with these various laws is difficult and could cause the company to incur substantial costs or require it to change its business practices in a manner adverse to its business.

Risks related to AngloGold Ashanti’s results of operations and financial condition as a result of factors specific to the company and its operations

Illegal and artisanal mining occurs on AngloGold Ashanti’s properties, which can disrupt the company’s business and expose the company to liability.

Illegal and artisanal miners are active on, or adjacent to at least 15 of AngloGold Ashanti’s properties, which leads at times to interference with the company’s operations and results in conflict situations that present a security threat to property and human life. Artisanal mining is associated with a number of negative impacts, including environmental degradation, flouting of land rights, poor working practices, erosion of civil society, human rights abuse and funding of conflict. The environmental, social, safety and health impacts of artisanal mining are frequently attributed to formal mining activity, and it is often assumed that artisanally-mined gold is channelled through large-scale mining operators, even though artisanal and large-scale miners have distinct supply chains. These misconceptions impact negatively on the reputation of the industry.

The activities of the illegal miners, which include theft and shrinkage, could cause damage to AngloGold Ashanti’s properties, including pollution, underground fires, or personal injury or death, for which AngloGold Ashanti could potentially be held responsible. Illegal mining could result in the depletion of mineral deposits, potentially making the future mining of such deposits uneconomic. The presence of illegal miners could lead to project delays and disputes regarding the development or operation of commercial gold deposits. Furthermore, the company recorded an increase in the number and severity of security incidents, due to a steady migration of people into the areas and an increase in the level of organisation and funding of criminal activity around some of the company’s Continental African operations, likely encouraged by an escalating gold price at that time. The most significant security challenges have occurred in Tanzania and Ghana in areas where there is endemic poverty and high levels of unemployment. For example, in February 2016, AngloGold Ashanti withdrew its employees performing non-essential functions from its idled Obuasi gold mine following the incursion of illegal miners inside the fenced areas of the site. An AngloGold Ashanti employee was killed in the incursions. If allowed to continue unchecked, illegal mining taking place on parts of the concession, and vandalism of property, could threaten the long-term viability of the mine and AngloGold Ashanti Ghana’s ability to continue its feasibility study and maintain critical services. More generally, illegal mining and theft could also result in lost gold Ore Reserves, mine stoppages, and have other material adverse effects on AngloGold Ashanti’s results of operations or financial condition.

AngloGold Ashanti’s Ore Reserve, deposits and mining operations are located in countries that face instability and security risks that may adversely affect both the terms of its mining concessions, as well as its ability to conduct operations in certain countries.

Some of AngloGold Ashanti’s mineral deposits and mining and exploration operations are located in countries that are experiencing political instability and economic and other uncertainty.

Certain of the countries in which AngloGold Ashanti has mineral deposits or mining or exploration operations, including the DRC, Mali, Guinea and Colombia, have in the past experienced, and in certain cases continue to experience, a difficult security environment. In particular, various illegal groups active in regions in which the company is present may pose a credible threat of military repression, terrorism, civil unrest and disturbances, sabotage, extortion and kidnapping, which could have an adverse effect on its operations in these and other regions.

For example, Mali continues to experience a difficult security environment since the military coup in March 2012. The situation in Mali remains of heightened concern as a result of the instability in northern Mali.

Eastern DRC also continues to experience tension consistent with the cycles of unrest experienced since the late 2000s. Fighting has caused instability in the area and could expand or intensify.

In 2012, AngloGold Ashanti Colombia’s (AGAC) assets and employees were the targets of direct attacks by hostile actors around the La Colosa project’s area of influence. These and other such attacks could adversely affect the company’s activities in Colombia.

Since 2009, the company has recorded an almost four-fold increase in the instances of injury to security personnel, including members of AngloGold Ashanti’s internal security, private security companies and public security forces in certain jurisdictions. The rise in the number and severity of security incidents has come as a result of both increased illegal and artisanal mining due to a steady migration of people into the areas and an increase in the level of organisation and funding of criminal activity around some of the company’s Continental African operations. This trend has stabilised, but in 2013, 2014 and 2015, intrusions onto the company’s tenement and operational areas resulted in a marked increase in crime, specifically illegal mining-related activities. The most significant security challenges remain in Tanzania and Ghana, in areas where there is endemic poverty and high levels of unemployment. See “—Illegal and artisanal mining occurs on AngloGold Ashanti’s properties, which can disrupt the company’s business and expose the company to liability.” If the security environment surrounding the company’s operations that are most exposed to these challenges deteriorates, employee, third-party and community member injuries and fatalities could also increase. Any such increase could disrupt the company’s operations in certain mines and adversely affect its reputation, results of operations and financial condition.

In some instances, risk assessments categorise threats as serious enough to require resorting to public security forces, such as national police or military units on a near-permanent basis. For example, the company relies on the army for support at its mining operations in Ghana. Incursions occurred at the Obuasi mine following withdrawal of such state security protection in February 2016. In the event that continued operations in any of the company’s countries of operations compromise the company’s security or business principles, AngloGold Ashanti may withdraw from any such countries on a temporary or permanent basis. This could have a material adverse impact on AngloGold Ashanti’s results of operations and financial condition.

Furthermore, the company continues to experience strained relationships with certain of its host communities. AngloGold Ashanti operates in several regions where poverty, unemployment and the lack of access to alternative livelihoods mean that the creation and distribution of economic benefit from mining operations is a significant area of focus for community and government. For example, the especially high rate of unemployed youths resulted in a picket by members of the community in Khuma at the company’s Mine Waste Solutions site in November 2015. Additionally, AngloGold Ashanti has been involved in disputes with the Merafong City Local Municipality in South Africa over property valuations and water services surcharges. These matters have drawn public attention and have been discussed with the Minister of Mineral Resources.

In addition, infectious diseases are also a threat to the stability of some of the countries in which the company operates, where limited local health infrastructure weakens governments’ ability to manage and contain outbreaks effectively. For example, during August 2014, cases of Ebola virus disease (EVD) were reported in Siguiri, Guinea, which is located near AngloGold Ashanti’s Siguiri mine. EVD was also reported elsewhere in Guinea. The company has implemented certain restrictions on travel to and from the Siguiri mine as a precaution. As EVD caused significant disruptions in the company’s exploration activities, particularly relating to field mapping and geophysics, AngloGold Ashanti also suspended its brownfields work programme and greenfields field work in the middle of 2014. In the future the company may consider further safety measures which may negatively impact the operations at the Siguiri mine or its exploration projects in neighbouring areas.

AngloGold Ashanti does not have any gold hedging instruments or long-term sales contracts, exposing the company to potential gains from subsequent commodity price increases but exposingwhich exposes it entirely to subsequent commodity price decreases.

AngloGold Ashanti removed the last of its gold hedging instruments in October 2010 to provide greater participation in a rising gold price environment. As a result, AngloGold Ashanti no longer has any protection against declines in the market price of gold. AThe sustained decline in the price of gold experienced since 2011 has had an adverse impact on the company’s financial condition and further deterioration could adverselyhave a material adverse impact on the company’s operating results and its financial condition.

Labour unrest, activism and disruptions (including protracted stoppages) could have a material adverse effect on AngloGold Ashanti’s results of operations and financial condition.

AngloGold Ashanti’s employees in South Africa, Ghana, Guinea and Argentina which individually produced approximately 29%, 10%, 7% and 7% respectively, of the company’s total revenue in 2014, are highly unionised and unions are active at some of its other operations. Trade unions, therefore, have a significant impact on the company’sgeneral labour relations as well as on socialenvironment, including labour relations at operational level. The extent of the unions’ influence also impacts the socio-economic and political reforms,socio-political operating environments, most notably in South Africa. There is aUnion involvement in wage negotiations and collective bargaining increases the risk that strikes or other types of conflict with unions or employees may occur at any of the company’s operations, particularly where the labour force is unionised or there is inter-union rivalry. Labour disruptions may be used to advocate labour, political or social goals in the future. For example, labour disruptions may occur in sympathy with retrenchments, strikes or labour unrest in other sectors of the economy and for political goals. Labour unrest instrike action. In South Africa, can also be fuelled by migrant labour conditions and mine worker debt levels. Furthermore, such labour disruptions may themselves affect or be perceived to affect local political and social stability. Acts of vandalism affecting mines and mine equipment are possible during periods of labour unrest.

For example, following a wave of labour unrest and unprotected strike action that took place throughout the South African mining, transport and agricultural sectors since early August 2012, workers from AngloGold Ashanti’s Kopanang mine, three West Wits mines and the Vaal River region’s other operations engaged in unprotected strikes in September 2012. More than 100,000 miners were involved in the strikes across the mining sector during the last four months of 2012. Workers at AngloGold Ashanti’s mines in South Africa have also staged sit-ins which prompted the company to suspend operations at some of its mines. These work stoppages pose significant safety risks and operating challenges. The protracted period of inactivity caused by the strike, coupled by the depth of the affected mines, complicated the consequent ramping up of production following the termination of the strikes and resulted in a lengthened ramp-up period to ensure employee safety. The unprotected strike action at the South African operations had an adverse impact on the company’s third quarter results and significantly adversely impacted its fourth quarter results. The company estimates that the unprotected strike action cost approximately 235,000 ounces in lost production due to the work stoppages and the slow ramp-up to full production. In late April 2013, a number of workers at Moab Khotsong and all workers at Mponeng failed to report for their shifts in a dispute over Saturday working arrangements but returned soon after. Subsequently around 600 workers were dismissed for disciplinary reasons after the strikes. The Labour Court is currently reviewing some of these dismissals. Furthermore, AngloGold Ashanti experienced a 48-hour strike at its Vaal River operations in September 2013.

In addition, the emergence of the Association of Mineworkers andMining Construction Union (“AMCU”),(AMCU) challenging the dominance of the longstanding National Union of Mineworkers (NUM) lends itself to conflict, inter union rivalry and a relative newcomer with respectrisk of labour relations instability. Management expects that unions will continue to use their collective power and ability to withhold labour to advocate for improved conditions of employment, labour regulatory change, political and social goals in the future.

Under the prevailing unstable global economic climate in particular, unions could utilise disruptions, strikes and protest action to oppose restructuring and downscaling of the mining industry. In South Africa, a variety of legacy issues such as housing, migrant labour, poor service delivery and youth unemployment can lead to communities and unions working together to create instability in and around mining operations. As such, there is a risk to the safety of people and damage to company infrastructure and property.

The contagion effect of the wave of unprotected strike action and labour unrest which occurred in South Africa and particularly in the mining sector during 2012 led to a six-week unprotected strike at all of AngloGold Ashanti’s South African operations in September 2012. The strike action was fuelled by several issues, including the emergence of AMCU, expectations of higher wage increases, and the gold sector as a whole, impacted productivity in 2013, as employees changed union affiliationsgeneral social and rivalry with the established National Union of Mineworkers increased. This was evidenced during the first half of 2013 by sporadic, unprotected work interruptions at some operations and some incidents of violence and intimidation. A drive to increase AMCU membership at the company’s Vaal River operations resulting in the AMCU achieving a majority, as exists at West Wits, could increase the risk of industrial action.

Lower production and payroll increases resulting from the labour disruptions have adversely impacted the financial performance of all South African operations, threatening viability in some cases, and similareconomic conditions. Similar disruptions in the future may have a material adverse effect on the company’s results of operations and financial condition. For example, subsequent to the 2012 strikes, AngloGold Ashanti, along with its major gold-producing peers in South Africa, increased the entry-level pay of employees; established a new pay category for equipment operators; provided an allowance for rock-drill operators; and increased pay by 2% for most categories of workers. The net impact of the settlement on the payroll cost for AngloGold Ashanti is $16 million per annum.

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In South Africa, amendmentsa three-year wage agreement was reached in 2015 with unions representing the majority of the company’s employees. This agreement was extended to all employees irrespective of their union affiliation. However, AMCU did not sign the agreement and challenged the extension of the agreement’s terms to its members. The success of challenges like these could have an adverse impact on the company’s financial condition as a result of increases in labour legislationcosts. See “—Increased labour costs could have been proposed, which, if implemented, may have negative consequences for the company. For example, the proposed amendment with respect to labour brokers could mandate that labourers who are provided by labour brokers to perform certain services for the company could be viewed asa material adverse effect on AngloGold Ashanti’s employees, which could increase its labour costsresults of operations and reduce operational flexibility.financial condition”.

In South Africa, the broader labour relations climate remains fragile. Unresolved issues emanating from the 2015 wage review could result in strike action. The labour relations climate is further exacerbated by a number of other issues such as (i) pressure building amongst all unions and employees regarding legislation reform affecting pensions and provident funds; (ii) demonstrations by the citizenry and students about public services and free education; (iii) public outcry relating to racism; and (iv) the effect of confrontations between political parties in the lead-up to elections, all of which may have repercussions in the workplace.

In South Africa, companies’ ability to undertake a restructuring of mining operations that could result in layoffs or redundancies are currently a highly contentious matter. Whilstis curtailed by governmental intervention. Going forward, management expects that the Department of Minerals and Energy does not have any statutory right on the basis of existing labour legislationwill invoke its powers to intervene in any such restructuring process it may intervene by placingand will be able to place external pressure on mining companies in respect ofdue to its control over the renewal orand cancellation of their mining rights.

On 10 February 2014 workers employed byAny future labour unrest and disruptions could have a contractor at Sadiolamaterial adverse effect on AngloGold Ashanti’s results of operations and Yatela went on a five day strike demanding improved redundancy payments. On 25 March 2014, the company signed an agreement to increase social benefits for workers at these mines. Furthermore, between 18 July 2012 and 20 July 2012, fourteen employees went on strike at Sadiola. Following the strike, the company’s joint venture in Mali has been involved in legal proceedings against the workers, which are ongoing.financial condition.

Increased labour costs could have a material adverse effect on AngloGold Ashanti’s results of operations and financial condition.

Labour costs represent a substantial proportion of the company’s total operating costs and at many operations, including itsoperationsin South African, GhanaianAfrica and Tanzanianthe America’s, constitute approximately 40 to 50 percent of the operations constitute the company’s single largest component of operating costs. Failing to obtainAbsent any simultaneous increase in productivity, any change to the company’s wage agreements or other factors that could increase labour costs may have a material adverse effect on AngloGold Ashanti’s results of operations and financial condition.

During 2015, approximately 60 percent of the company’s workforce, excluding contractors, was located in South Africa. In South Africa, the establishedhistorical practice ishas been to negotiate wages and conditions of employment with the unions every two years through the Chamber of Mines of South Africa. South African employment law sets out minimum terms and conditions of employment for employees, which formHowever, the benchmark for all employment contracts. In mid-July 2013, the Chamber of Mines of South Africa undertook wage negotiations on behalf of the gold sector. Wage negotiations were completed following the 48-hour strike at the company’s Vaal River operations and a2015 wage agreement was extendednegotiated to all employees irrespectivecover a period of union affiliation. At present,three years. Nevertheless, AMCU, which did not sign the mining unions and gold mining companies in South Africa are in the second year of the latest two-year wage agreement, with the latest increases of up to 8% as well as increases in living-out allowances awarded to the majority of the workforce in September 2013. At the start of 2014, AMCU embarked upon protracted strike action in the platinum sector and served strike notices at three gold companiescontinues its efforts to challenge the extension of the 2013 Wage Agreementwage

agreement to its members. To this effect, AMCU has applied to the Employment Standards Commission for the Minister of Labour to declare the extension unlawful and to commission an investigation into low wages. Separately, in 2015 the Labour Court found in favour of AMCU membersregarding the dismissal of 542 employees at Moab Khotsong in April 2013. The relevant employees were re-instated and AngloGold Ashanti paid each employee an amount equivalent to obtain substantially higher wages, though12 months’ basic pay, which had an adverse impact on the company’s financial condition. As a result of AMCU’s challenges, the risk of potential strike was later ruled unprotected. The next round of wage negotiations in South Africa is expected to begin in early 2015.

During 2014, approximately 60%action remains high and further adverse findings could increase labour costs of the company’s workforce, excluding contractors, was located in South Africa.company, which could have a material adverse impact on its financial condition.

AngloGold Ashanti’s results may be further impaired if it incurs penalties for failing to meet standards set by labour laws regarding workers’ rights or incurs costs complying with new labour laws, rules and regulations. For example, employment law in South Africa imposes monetary penalties for neglecting to report to government authorities on progress made towards achieving employment equity in the workplace. Ghanaian law also contains broad provisions requiring mining companies to recruit and train Ghanaian personnel and to use the services of Ghanaian companies. In Australia, the federal government has recently introduced a newput in place an industrial relations system that includes “good faith bargaining” obligations for employers, fewer restrictions on the content of collective agreements and an enhanced role for union officials as bargaining representatives, parties to agreements and participants in dispute resolution. Penalties and compliance costs, as well as increased costs due to laws and regulations less favourable to employers, could have a material adverse effect on the company’s results of operations and financial condition.

AngloGold Ashanti’s mining rights in the countries in which it operates could be altered, suspended or cancelled for a variety of reasons, including breaches in its obligations in respect of its mining rights.

AngloGold Ashanti’s right to own and exploit MineralOre Reserves and deposits is governed by the laws and regulations of the jurisdictions in which the mineral properties are located. See “Item 4B: Business Overview—The Regulatory Environment Enabling AngloGold Ashanti to Mine”. Currently, a significant portion of the company’s MineralOre Reserves and deposits are located in countries where mining rights could be suspended or cancelled should it breach its obligations in respect of the acquisition and exploitation of these rights.

In each of the countries in which AngloGold Ashanti operates, the formulation or implementation of government policies on certain issues may be unpredictable. This may include changes in laws relating to mineral rights and ownership of mining assets and the right to prospect and mine, and in extreme cases, nationalisation, expropriation or nullification of existing

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concessions, licenses, permits, agreements and contracts. In May 2012, for example, the Argentine government nationalised the oil company Yacimientos Petrolíferos Fiscales (“YPF”) by expropriating 51% of the shares from the majority Spanish shareholder.

Any existing and new mining and exploration operations and projects are subject to various national and local laws, policies and regulations governing the ownership and the right to prospect or mine or develop proposed projects. For more details on the risks surrounding ownership of mining assets, see “–“— Title to AngloGold Ashanti’s properties may be uncertain and subject to challenge” and “–“— AngloGold Ashanti’s Mineral Reserve, deposits and mining operations are located in countries that face political, economic and security risks that may affect both the terms of its mining concessions, as well as its ability to conduct operations in certain countries”.

Project implementation delays could result in licences not being renewed and the loss of mining rights. Some of AngloGold Ashanti’s mining concessions, authorisations, licences and permits are subject to expiry, limitations on renewal and various other risks and uncertainties. For example, in 2012 the company experienced certification delays at Cripple Creek & VictorDRC Mines Minister announced a reform of the DRC’s mining code that could have had a material adverse impact on the protections enjoyed by AngloGold Ashanti’s projects in the United States earlyDRC. While the reform plans were postponed in 2014, which increased costs and decreased annual production. February 2016, there can be no assurance that the DRC Mines Minister will not undertake similar reforms in the future.

In addition, any dispute with governments or other stakeholders, including labour unions, involving an AngloGold Ashanti operation, as a result of rationalisation efforts or otherwise, could negatively affect AngloGold Ashanti’s relationship with such government or stakeholders in respect of other operations within the same country, which could result in adverse consequences, including unfavourable regulatory action, claims and labour disputes. Such adverse consequences could be exacerbated due to the holding company structure of AngloGold Ashanti’s subsidiaries in some of the countries in which it operates.

In 2012, the DRC Mines Minister announced a reform of the DRC’s mining code. According to recent available data, the proposed laws seek to, amongst other things, increase the government stakeMoreover, in mining operations to 15% from the existing 5%, substantially increase royalties on some minerals, reduce in a significant way the protections AngloGold Ashanti currently enjoys on its projects in the DRC, impose new conditions on the company’s ability to retain and renew licences and introduce a 50% levy on certain profits. Should such laws be enacted in the future, these may have a material adverse impact on the company’s results of operations in the DRC.

Moreover,South Africa, AngloGold Ashanti’s mining rights in South Africa may be suspended or cancelled by the Minister of Mineral Resources, and the company may be unable to obtain new mining rights if it breaches its obligations under the Mineral and Petroleum Resources Development Act (“MPRDA”)(MPRDA). In particular, South Africa’s changing Black Economic Empowerment (“BEE”)(BEE) policies may adversely affect both the terms of AngloGold Ashanti’s mining concessions, as well as its ability to conduct operations. Mining rights are linked to meetingcompliance with various obligations, that includeincluding the Revised Mining Charter. Compliance with the Revised Mining Charter is measured using a designated scorecard relating to equity ownership and management control of mining companies by historically disadvantaged South Africans (“HDSAs”) by no later than(HDSAs). The deadline for compliance was originally set for the end of 2014, andat which time HDSAs musthad to constitute 40%40 percent of all levels of management by 2014. In 2013, AngloGold Ashanti achieved all Mining Charter targets with the exception of senior management (33% versus the target of 40%) and in the procurement services area (57% versus the target of 60%).management.

Whilst AngloGold Ashanti believes that it is compliant with ownership targets that had to be achieved by the end of 2014, it has not yet received its scorecard from the government assessing its compliance with applicable requirements and it may need to make further progress to achieve future targets, including further participation by HDSAs in senior and top management levels, the upgrade of housing and accommodation at the company’s mines, further human resource development, mine community development, sustainable development and growth as well as procurement and enterprise development.

The company will incur expenses in giving further effect to the Revised Mining Charter and the scorecard. AngloGold Ashanti may not meet all of the various requirements by the required dates. Additionally, the South African government may decide that the Revised Mining Charter has not gone far enough to achieve its underlying goals and therefore decide to expand the obligations of mining companies thereunder and the Minister of Mineral Resources may opt to disregard certain historical BEE transactions in connection with its review of new mining rights applications.

In March 2015, the Minister of Mineral Resources announced that the Department of Mineral Resources and the Chamber of Mines of South Africa had jointly agreed to submit certain matters relating to the interpretation of the Revised Mining Charter, including the qualification of certain historical BEE transactions for meeting the HDSA ownership thresholds, to the courts in South Africa for determination and clarification. On 9 March 2016, AngloGold Ashanti received a notice from the DMR stating that the company was not compliant with the 26 percent HDSA ownership requirement. The notice directed the company to remedy the non-compliance within 60 days. Failure to comply with the order would constitute an offence under the MPRDA and, as such, could negatively impact AngloGold Ashanti’s “Scorecard” assessment. AngloGold Ashanti has challenged the order. Should AngloGold Ashanti breach its obligations in complyingto comply with the MPRDA, Revised Mining Charter or any future amendments to the Revised Mining Charter, it may be compelled to conduct additional BEE transactions or its mining rights in South Africa could be suspended or cancelled by the Minister of Mineral Resources and it may be unable to obtain any new mining rights. Any such suspension or cancellation could have a material adverse effect on AngloGold Ashanti’s results of operations and financial condition.

In addition, and as discussed in more detail in “Item 4B: Business Overview – The Regulatory Environment Enabling AngloGold Ashanti to Mine”, South Africa recently enacted the BBBEE Amendment Act, which amended the Broad-based Black Economic Empowerment Act 53 of 2003. There are several areas of potential conflict between the BBBEE Amendment Act and the Revised Charter, and it is unclear whetherMining Charter. Absent any amendments to applicable law, the Amendment Act will overruletrump the provisions of the Revised Mining Charter in the future.as from 24 October 2016.

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AngloGold Ashanti’s insurance does not cover most losses caused by the risks described above; see “–“—The occurrence of events for which AngloGold Ashanti is not insured or for which its insurance is inadequate may adversely affect cash flows and overall profitability”.

If AngloGold Ashanti is not able to obtain or maintain necessary permits, authorisations or agreements to prospect or mine or to implement planned projects, or continue its operations, or comply with all laws, regulations or requirements, or do so within time-framestimeframes that make such plans and operations economically viable, or if the laws impacting the company’s ownership of its mineral rights or the right to prospect or mine change materially, or should governments increase their ownership in the mines or nationalise them, AngloGold Ashanti’s results of operations and financial condition could be adversely affected.

Title to AngloGold Ashanti’s properties may be uncertain and subject to challenge.

AngloGold Ashanti has operations in several countries where ownership of land is uncertain and where disputes may arise in relation to ownership. Certain of the company’s properties may be subject to the rights or the asserted rights of various community stakeholders, including indigenous people. The presence of those stakeholders may have an impact on AngloGold Ashanti’s ability to develop or operate its mining interests. For example, in Australia, the Native Title Act (1993) provides for the establishment and recognition of native title under certain circumstances. In South Africa, the Extension of Security of Tenure Act (1997) and the Restitution of Land Rights Act (1994) provide for various landholding rights. Such legislation is complex, difficult to predict and outside of the company’s control, and could therefore negatively affect the business results of new or existing projects. In Ghana in February 2012, the company negotiated the relocation of the Sansu Community, which lies within its local mining concession; the cost of this relocation was approximately $30 million. Where consultation with stakeholders is statutorily or otherwise mandated, relations may not remain amicable and disputes may lead to reduced access to properties or delays in operations.

Moreover, amendments to the laws regulating mining in South Africa became effective on 7 June 2013. One of these amendments relates to the possible “expropriation” of mine dumps that were created before the coming into effect of the MPRDA on 1 May 2004. Although the legal position is not clear in this regard, it is possible that some pre-2004 mine dumps are now subject to the MPRDA and, as a result, the Minister of Mineral Resources may issue rights over such dumps to third parties.

Title to the company’s properties, particularly undeveloped ones, may also be defective or subject to challenge. Title insurance generally is not available, and title review does not necessarily preclude third parties from contesting ownership. Where surveys have not been conducted, the precise area and location of the company’s claims may be in doubt. Accordingly, AngloGold Ashanti’s mineral properties may be subject to prior unregistered liens, agreements, transfers or claims, including native land claims, and title may be affected by, amongst other things, undetected defects.

AngloGold Ashanti may experience unforeseen difficulties, delays or costs in successfully implementing its business strategy and projects, including any cost-cutting initiatives, temporary or permanent shutdowns, divestments and other portfolio rationalisation initiatives and any such strategy or project may not result in the anticipated benefits.

The successful implementation of the company’s business strategy and projects depends upon many factors, including those outside its control. For example, the successful management of costs will depend on prevailing market prices for input costs. The ability to grow the business will depend on the successful implementation of the company’s existing and proposed project development initiatives and continued exploration success, as well as on the availability of attractive merger and acquisition opportunities, all of which are subject to the relevant mining and company specific risks as outlined in these risk factors.

AngloGold Ashanti is in the process of implementing initiatives relating to strategic alignment, portfolio review, restructuring and cost-cutting, temporary or permanent shutdowns, and divestments, including in connection with the consolidation of its business activities and assets. Any future contribution of these measures to profitability will be influenced by the actual savings achieved and by the company’s ability to sustain these ongoing efforts. Strategic alignment, restructuring and cost-cutting initiatives may involve various risks, including, for example, labour unrest, operating licence withdrawal, and potential knock-on effects to other company projects and jurisdictions. The risk is elevated in South Africa, given calls for withdrawal of mining licences for “mothballed shafts” and hostile reaction to proposed mining industry retrenchments.

The risk mayis also be elevatedsignificant in Ghana, where the restructuring and repositioning of the Obuasi mine have resulted in a substantial reduction in the mine’s existing operations and significant workforce redundancies. In 2014, these redundancies and where,resulted in the company incurring $210 million in retrenchment costs. Furthermore, after entering into a conditional investment agreement with AngloGold Ashanti may failon 16 September 2015 for the purpose of redeveloping and operating the Obuasi mine, Randgold Resources Limited (Randgold) informed AngloGold Ashanti on 21 December 2015 that it wished to terminate the agreement, as the proposed investment did not meet Randgold’s investment criteria.

If AngloGold Ashanti fails to demonstrate or realise its business case for the mine’s redevelopment. redevelopment of the Obuasi operation, including because the company is unable to finalise a joint venture or other agreement with a partner to make the substantial investments necessary for redevelopment, to obtain the required consents, approvals or agreements for continued operation or to reverse deteriorating security conditions following the withdrawal of state security protection in early 2016, AngloGold Ashanti may be forced to withdraw from the Obuasi mine on a long-term or permanent basis.

Finally, the risk may also be high in the DRC where the company has exited the Mongbwalu project, see “–“— AngloGold Ashanti’s mining rights in the countries in which it operates could be altered, suspended or cancelled for a variety of reasons, including breaches in its obligations in respect of its mining rights”.

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In addition, these measures may not be implemented as planned, turn out to be less effective than anticipated, only become effective later than anticipated or not be effective at all. Any of these outcomes, individually or in combination, may adversely impact the company’s business, results of operations and financial condition.

Expectations for and trends in the price of gold, combined with increased costs for project financing and exploration in certain regions, have led AngloGold Ashanti to increase its efforts to focus capital expenditure on its highest quality assets, whilst freeing up capital by curtailing capital expenditure or suspending operations at those projects that the company believes are of lower quality. AngloGold Ashanti may also consider finding partners or conducting asset sales relating to certain of its projects. With respect to dispositions, the company may not be able to obtain prices that it expects for the assets it seeks to dispose of or divest some of its activities as planned or to obtain all of the required approvals, and the divestitures that are carried out could have a negative impact on AngloGold Ashanti’s business, results of operations, financial condition and reputation.reputation including as a result of subsequent claims brought by acquirers in connection with divested assets.

AngloGold Ashanti may also prove unable to deliver on production targets, including in potentially critical areas as well as on the timely, cost-effective and successful execution, including ramping-up, of key capital projects. For example, in South Africa, the company experienced declining production rates (1.21(1.00 million ounces of gold in 2012,2015, compared with 1.621.22 million ounces of gold in 2011,2014, and 1.781.30 million ounces in 2010)2013), principally due to continued safety and associated stoppages, mining flexibility constraints and overall falls in grades. The significant decreaseManagement estimates that stoppages in 2012 was also mainly attributable to the industrial strike action at the company’s South African mines, which2015 resulted in theproduction loss of production of 235,000 ounces of gold.113,000 oz. Unforeseen difficulties, delays or costs may adversely affect the successful implementation of the company’s business strategy and projects, and such strategy and projects may not result in the anticipated benefits, which could have a material adverse effect on its financial results and prospects.

Any acquisition or acquisitions that AngloGold Ashanti may complete may expose the company to new geographic, political, legal, social, operating, financial and geological risks.

AngloGold Ashanti may pursue the acquisition of producing, development and advanced stage exploration properties and companies. Any such acquisition may change the scale of the company’s business and operations and may expose it to new geographic, geological, political, social, operating, financial, legal, regulatory and contractual risks. For example:example, there may be a significant change in commodity prices after the company has committed to complete the transaction and established the purchase price or share exchange ratio; a material ore body may prove below expectations; AngloGold Ashanti may have difficulty integrating and assimilating the operations and personnel of any acquired companies, realising anticipated synergies and maximising the financial and strategic position of the combined enterprise, and maintaining uniform standards, policies and controls; the integration may disrupt the company’s ongoing business and its relationships with employees, suppliers and contractors; and the acquisition may divert management’s attention from AngloGold Ashanti’s day-to-day business. Furthermore, the company operates and acquires businesses in different countries, with different regulatory and operating cultures, which may exacerbate the risks described above. In addition, the acquired business may have undetected liabilities which may be significant.

In the event that the company chooses to raise debt capital to finance any acquisition, the company’s leverage will be increased. Should the company choose to use equity as consideration for an acquisition, existing shareholders may suffer dilution. Alternatively, the company may choose to finance any acquisition with its existing resources, which could decrease its ability to fund future capital expenditures.

The company may not be successful in overcoming these risks or any other problems encountered in connection with acquisitions. Failure by AngloGold Ashanti to implement its acquisition strategy or to integrate acquired businesses successfully could have material adverse effects on its growth and business results.

Ageing infrastructure at some of AngloGold Ashanti’s operations could adversely impact its business.

Deep level gold mining shafts are usually designed with a lifespan of 25 to 30 years. Vertical shafts consist of large quantities of infrastructure steelwork for guiding conveyances and accommodating services such as high and low tension electric cables, air and water pipe columns. Rising temperatures in the deeper mining areas can also lead to increased cooling requirements in the form of upgraded and expanded ice plants. Maintaining this infrastructure requires skilled human resources, capital allocation, management and planned maintenance. Once a shaft has reached the end of its intended lifespan, higher than normal maintenance and care is required. Incidents resulting in production delays, increased costs or industrial accidents may occur. Such incidents may have an adverse effect on the company’s results of operations and financial condition.

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Asset integrity and reliability issues relating to ageing infrastructure are of concern at many operations, but are of particular concern in South Africa and at the Obuasi mine in Ghana. Furthermore in Tanzania, cracks were discovered in the mill feed end in September 2008 and at the discharge end in February 2010 at the Geita gold mine. The Geita gold mine is one of the group’s principal assets and sources of cash flow. After initial repairs, the feed end was replaced during May and June 2011. Production throughput in 2011 was 1one million tonnes lesslower than planned, as a result of mill downtime that included feed end replacement; ore grade was, however, sufficient to achieve 494,000 ounces.replacement. The Geita gold mine produced approximately 531,000 ounces in 2012, with production throughput approximately 100,000 tonnes short of budget. A decision was subsequently taken to replace the entire mill as a result of shell distortion. After new mill manufacture delays, installation was completed during March 2013. Ageing infrastructure may have an adverse effect on the company’s results of operations and financial condition in the future.

Some of AngloGold Ashanti’s technologies are unproven and failure could adversely impact costs and production.

AngloGold Ashanti has created a Technology Innovation Consortium (ATIC) and teamed up with various specialists to engineer new solutions to environmental management, mine design, mining technology and methods and underground logistics, amongst other matters. The company has invested in new technologies, including phyto-technologies to reduce seepage and address soil and groundwater contamination, and in mine support technologies to minimise the impact of seismic activity. The company is also attempting to develop technologies to access the deeper reaches of its South African mines, including rock boring, different hammer configurations and dimensions for drilling, thermal spalling and an ultra-high strength backfill product and system.

Some aspects of these technologies are unproven and their eventual operational outcome or viability cannot be assessed with certainty. AngloGold Ashanti may be unable to successfully put into operation the technological step changes developed and proposed by ATIC. The costs, productivity and other benefits from these initiatives, and the consequent effects on AngloGold Ashanti’s future earnings and financial condition, may vary from expectations. The company’s failure to realise the anticipated benefits could result in increased costs, an inability to realise production or growth plans, or adversely affect its operational performance.

The level of AngloGold Ashanti’s indebtedness could adversely impact its business.

As at 31 December 2014,2015, AngloGold Ashanti had gross borrowings of $3.721$2.737 billion (2013: $3.891(2014: $3.721 billion), excluding all finance leases and fair value adjustments on bonds.

AngloGold Ashanti’s indebtedness could have a material adverse effect on its flexibility to conduct business. For example, the company may be required to use a large portion of its cash flow to pay the principal and interest on its debt, which will reduce funds available to finance existing operations and the development of new organic growth opportunities and further acquisitions. In addition, under the terms of the company’s borrowing facilities from its banks, AngloGold Ashanti is obliged to meet certain financial and other covenants. AngloGold Ashanti’s ability to continue to meet these covenants and to service its debt will depend on its future financial performance, which will be affected by its operating performance as well as by financial and other factors, andincluding in particular the gold price, certain of which are beyond its control.

Should the cash flow from operations be insufficient, AngloGold Ashanti could breach its financial and other covenants. Covenant breaches, if interpreted as events of default under one or more debt agreements, could allow lenders to accelerate payment of such debt. Any such acceleration could result in the acceleration of indebtedness under other financial instruments. As a result, the company may be required to refinance all or part of the existing debt, use existing cash balances, issue additional equity or sell assets. However, the company may be unable to sell assets on reasonable or profitable terms as and when necessary. Additionally, AngloGold Ashanti cannot be sure that it will be able to refinance its debt on commercially reasonable terms, if at all. The company’s ability to access the bank, public debt or equity capital markets on an efficient basis may be constrained by dislocation in the credit markets or capital and liquidity constraints in the banking, debt or equity markets at the time of issuance.

Any downgrade of credit ratings assigned to AngloGold Ashanti’s debt securities could increase future interest costs and adversely affect the availability of new financing.

An actual, anticipated or unexpected negative development of AngloGold Ashanti’s results of operations or cash flows, country risk, financial metrics, or an increase in net debt position could result in a deterioration of the compay’scompany’s credit ratings. AngloGold Ashanti’s ratings are influenced inter alia, by the location of its domicile and its operations.

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FollowingOn 22 January 2016, a rating agency placed the downgraderatings of South Africa’s sovereign debt55 mining companies globally, including AngloGold Ashanti’s, on review for downgrade. This action reflects the agency’s global effort to recalibrate its ratings in the mining sector to align with the continued downside volatility observed in global commodities. The review will consider each mining company’s asset base, cost structure, cash flows and liquidity, as well as management’s strategy for coping with downside price volatility and the ability to execute on the same. While the rating agency affirmed the rating for the company in March 2016 and updated its outlook from negative to stable, there is no assurance that rating agencies will not conduct similar reviews in the future or that the company will not be downgraded as a result of strikes, social tensionsuch further assessments.

A second rating agency downgraded South Africa’s long-term foreign and policy uncertainty inlocal currency rating to ‘BBB-’ from ‘BBB’ and to ‘BBB’ from ‘BBB+’, respectively on 4 December 2015. Furthermore, the first agency’s government issuer rating for South Africa AngloGold Ashanti was placed on “credit watch negative” by aaffirmed but the outlook was changed to negative. A third rating agency warned that weak South African economic growth and government bailouts of state-owned companies could lead the country to be downgraded to sub-investment grade in 2016. Any downgrade of the government issuer rating for South Africa could have a material adverse impact on 17 October 2012. In July 2013, two ratings agencies loweredAngloGold Ashanti’s creditworthiness and could dampen investors’ interest in the company’s long-term credit rating.securities.

Any further downgrade by ratings agencies could further increase the company’s cost of capital, and reduce theits investor base and negatively and materially affecthave a material adverse effect on AngloGold Ashanti’s business, results of operations and financial condition.

AngloGold Ashanti expects to have significant financing requirements.

AngloGold Ashanti’s existing board-approved development projects and exploration initiatives will require significant funding.

The company’s capital expenditure plans and requirements are subject to a number of risks, contingencies and other factors, some of which are beyond its control, including volatile or sustained lower gold prices, and therefore the actual future capital expenditure and investments may differ significantly from the current planned amounts.

AngloGold Ashanti’s operating cash flow and credit facilities may be insufficient to meet all of these expenditures, depending on the timing and cost of development of these and other projects as well as operating performance and available headroom under its credit facilities. As a result, new sources of capital may be needed to help meet the funding requirements of these developments, to fund ongoing business activities and to pay dividends. AngloGold Ashanti’s ability to further raise and service significant new sources of capital will be a function of macroeconomic conditions, the condition of the financial markets, future gold prices, the company’s operational performance and operating cash flow and debt position, amongst other factors. The company’s ability to raise further debt financing in the future and the cost of such financing will depend on, amongst other factors, its prevailing credit rating, which may be affected by the company’s ability to maintain its outstanding debt and financial ratios at levels acceptable to the credit ratings agencies, its business prospects risks relating to the countries in which it operates or other factors. As a result, in the event of depressed gold prices, unanticipated operating or financial challenges, any dislocation in financial markets or new funding limitations, AngloGold Ashanti’s ability to pursue new business opportunities on reasonable terms, invest in existing and new projects, fund its ongoing business activities, exit projects and retire or service outstanding debt and pay dividends could be significantly constrained, all of which could adversely impact the company’s results of operations and financial condition.

Certain factors may affect AngloGold Ashanti’s ability to support the carrying amount of its property, plant and equipment, intangible assets and goodwill on the balance sheet. If the carrying amount of its assets is not recoverable, AngloGold Ashanti may be required to recognise an impairment charge, which could be significant.

AngloGold Ashanti reviews and tests the carrying amount of its assets when events or changes in circumstances suggest that the carrying amount may not be recoverable. The company values individual mining assets at the lowest level for which cash flows are identifiable and independent of cash flows of other mining assets and liabilities.

If there are indications that impairment may have occurred, AngloGold Ashanti prepares estimates of a recoverable amount for each group of assets. Expected future cash flows are inherently uncertain, and could materially change over time. Recoverable amounts are significantly affected by reserveOre Reserve and production estimates, together with economic factors such as spot and forward gold prices and currency exchange rates, as well as discount rates and estimates of costs to produce reservesOre Reserves and future capital expenditure. Estimated rehabilitation and closure costs could also materially affect the company’s financial performance and could result in the need to recognise an impairment charge.

If any of these uncertainties occur, either alone or in combination, management could be required to recognise an impairment, which could have a material adverse effect on the company’s results of operations and financial condition. For example, during 2013, AngloGold Ashanti reviewed the carrying value of its mining assets (including ore stockpiles), goodwill and intangibles and, based on revised forecast gold prices, the company booked a charge of $3,245 million (2014: $12 million) in relation to impairments.impairments, derecognition and revaluation of net realisable value of its mining assets (including ore stockpiles), goodwill and intangibles.

AngloGold Ashanti does not have full management control over some of its significant joint venture projects and other interests. If the operators of these projects do not manage these effectively and efficiently, the company’s investment in these projects could be adversely affected and its reputation could be harmed.

AngloGold Ashanti’s joint ventures at Morila in Mali and at Kibali in the DRC are managed by the company’s joint venture partner Randgold Resources Limited (“Randgold”)(Randgold). In addition, certain of AngloGold Ashanti’s exploration ventures are managed by the relevant joint venture partner.

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Whilst AngloGold Ashanti provides strategic management and operational advice to its joint venture partners in respect of these projects, the company cannot ensure that these projects are operated in compliance with the standards that AngloGold Ashanti applies in its other operations. If these joint ventures are not operated effectively or efficiently, including as a result of weaknesses in the policies, procedures and controls implemented by the joint venture partners, the company’s investment in the relevant project could be adversely affected. In addition, negative publicity associated with operations that are ineffective or inefficiently operated, particularly relating to any resulting accidents or environmental incidents, could harm the company’s reputation and therefore its prospects and potentially its financial condition. Furthermore, any failure of joint venture partners to meet their obligations to AngloGold Ashanti or to third parties, or any disputes with respect to the parties’ respective rights and

obligations, could have a material adverse impact on AngloGold Ashanti’s results of operations and financial condition. In particular, the company and Randgold retain equal representation, with neither party holding a deciding vote, on the board of the two companies that have overall management control of the Morila project in Mali and the Kibali project in the DRC, respectively, and all major management decisions for each of these two projects, including approval of the budget, require board approval. If a dispute arises between the company and Randgold with respect to the Kibali or Morila project and the parties are unable to amicably resolve such dispute, it may be difficult for the parties to make strategic decisions relating to the project affected by such dispute, the day-to-day operations and the development of such project may be adversely affected and the company may have to participate in proceedings to resolve the dispute, which could adversely affect the company’s results of operations and financial condition.

AngloGold Ashanti’s joint venture partners may have economic or business interests or goals that are not consistent with the company’s or may, as a result of financial or other difficulties, be unable or unwilling to fulfill their obligations under the joint venture or other agreements. Disputes between the company and its joint venture partners may lead to legal action, including litigation between AngloGold Ashanti and its joint venture partners. Such disputes could adversely affect the operation of the joint venture and may prevent the realisation of the joint ventures’ goals. There is no assurance that the company’s joint venture partners will continue their relationship with the company in the future or that the company will be able to achieve its financial or strategic objectives relating to the joint ventures.

AngloGold Ashanti’s mineral deposits, MineralOre Reserve, and mining operations are located in countries where political, tax and economic laws and policies may change rapidly and unpredictably and such changes and policies may adversely affect both the terms of its mining concessions, as well as its ability to conduct operations in certain countries.

Past experience demonstrates that political, tax and economic laws and policies in countries in which AngloGold Ashanti operates can change rapidly. Examples include the 2012 coup d’état and subsequent fighting in Mali and the recent changes to the foreign currency regulations that were imposed from 2011 to 2015 in Argentina. As mining assets are fixed, the adverse impacts of such changes may be unavoidable and immediate.

Any existing and new mining, exploration operations and projects that the company carries out are subject to various national and local laws, policies and regulations governing the ownership, prospecting, development and mining of mineral reserves,Ore Reserves, taxation and royalties, exchange controls, import and export duties and restrictions, investment approvals, employee and social community relations and other matters.

In many of the countries in which AngloGold Ashanti operates, there is an ongoing focus by governments seeking greater economic benefit and increased financial and social benefits from extractive industries and mining in particular. This entails the review of mining codes and stability agreements, which were in many cases designed under particular economic conditions, and the formulation or amendment of laws, policies and regulations relating to issues such as mineral rights and asset ownership, royalties, taxation and taxation disputes, “windfall” or “super” taxation, non-recovery of taxation refunds, import and export duties, currency transfers, restrictions on foreign currency holdings and repatriation of earnings. The laws, policies and regulations are increasingly uncertain, changing and generally require progressively higher payments to governments, notably in the form of increased royalties and taxes, mandated beneficiation, export levies and increasing or retaining state or national ownership of resources. In particular, changes to the fiscal terms governing AngloGold Ashanti’s operations may have a material adverse impact on the company’s results of operations or financial condition, threaten the viability of existing operations, and discourage future investments in certain jurisdictions. This may therefore have an adverse impact on the company’s ability to access new assets and potentially reduce future growth opportunities.

For example, on 9 September 2011, a new mining code for Guinea was enacted. The new mining code significantly increased the share of state ownership in the mining industry, extending a 15%15 percent share of future mining projects to the government, without financial compensation. The government also had the option to purchase up to an additional 20%20 percent of each project. However, the new mining code was suspended in October 2012 due to unfavourable reception. On 8 April 2013, the Guinean parliament voted to amend the 2011 Mining Code. The amendment was promulgated shortly afterthereafter by Presidential Decree on 17 April 2013. The new legislation provides that existing mining conventions will be amended through addenda which will contain various provisions, including provisions relating to taxation, state equity participation in mining companies and other matters. The scope of the amendments to AngloGold Ashanti’s existing mining convention will depend on the outcome of negotiations with the technical committee established by the Guinean government. Any material amendments could have an adverse effect on the company’s financial condition and profitability.

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TheIn 2012, the government of Ghana amended its fiscal mining regime, increasing its corporate taxation to 35%35 percent and royalty rates of 5%.five percent. Furthermore, the government of Ghana has constituted a review committee to review and re-negotiate stability agreements with mining companies. AngloGold Ashanti is currently participatingwaiting to be invited to participate in negotiations with the Ghanaian review committee. The outcome of these negotiations may have a material adverse effect on the company’s results of operations or financial condition.

AngloGold Ashanti and other major mining companies are in talks with the Tanzanian government regarding new mining legislation and its impact on existing mining agreements. Such talks follow an earlier declaration in July 2012 by the Tanzanian Minister of Energy and Minerals that the mining contracts were under review. The new mining legislation and the outcome of the review of the mining contracts may have a material adverse impact on the company’s results of operations and financial condition. Recently,In 2012, the Tanzanian Minister of Energy and Minerals increased the royalty rate levied on gold extracted in Tanzania by AngloGold Ashanti’s operations by 1% and this hasone percent, which had a direct impact on the revenues earned from the operations in Tanzania. ProposedThis change was ratified on 9 October 2014, together with the cancellation of a capital allowance previously applicable to unredeemed qualifying capital expenditure and a new levy payable to the Geita District Council. Tanzanian regulations proposed in 2013 set out the requirement to sell shares to nationals by way of a public offering and listing on the Dar es Salaam Stock Exchange that may apply to companies that carry out large scale mining operations.

In 2012, the DRC Mines Minister announced Additionally, in 2015, a reform30 percent capital gains tax on sales of the DRC’s mining code. According to recent available data, the proposedshares and a new act cancelling VAT exemptions on company purchases came into force. These new laws seek to, amongst other things, increase the government stake in mining operations to 15% from the existing 5%, substantially increase royalties on some minerals, reduce in a significant way the protections AngloGold Ashanti currently enjoys on its projects in the DRC, impose new conditions on the company’s ability to retain and renew licences and introduce a 50% levy on certain profits. Should such laws be enacted in the future, these may have a materialan adverse impact on the company’s results of operations in the DRC.Tanzania.

On 1 July 2012, Australia’s Minerals Resource Rent Tax (“MRRT”)(MRRT) came into effect after the legislation was passed in March 2012. The MRRT, applieswhich was repealed in 2014, applied only to the bulk commodities of coal and iron ore, and replaced the previously proposed Resource Super ProfitProfits Tax (“RSPT”)(RSPT), which covered all minerals. The Australian federal government did not include gold and uranium in the final MRRT. However, should Australia consider reintroducing the RSPT, or if similar “super profit” taxes were to be introduced and implemented in any other country in which AngloGold Ashanti operates, the company’s results of operations and financial condition could be materially adversely affected.

In addition, some of AngloGold Ashanti’s mineral deposits and mining and exploration operations are located in countries that are experiencing social and political instability as well as economic uncertainty. For example, in South Africa, country risk has increased in light of the violent strike action, social unrest and protest. The risk of contagion from the tense industrial relations environment in the platinum sector remains, despite the government’s efforts. The high levels of unemployment, poverty and inequality remain, further increasing the risk of social instability that will continue to negatively impact the South African economy, business and the mining industry.

In December 2012, though the ruling African National Congress rejected the concept of wholesale nationalisation, a “resource rent” tax on windfall profits has been discussed, and it is uncertain whether such a tax will become law. The MPRDA Amendment Bill of 2013, passed by the National Assembly of Parliament of the Republic of South Africa on 12 March 2014 (and referred back to the National Assembly by the President on 16 January 2015), could impact AngloGold Ashanti’s business by empowering the Minister of Mineral Resources to set developmental pricing conditions for certain minerals for beneficiation purposes, impose export permits on designated minerals and give the State an open-ended free carried interest and State participation.

In June 2013, the Brazilian government announced increased royalties of up to 4% andproposed changes to explorationthe mining legislation that are still being discussed in congress. The proposals could make the rules governing access to mining titles more discretionary and could shorten the duration of exploitation rights.

Mining is a long termlong-term activity and assets may be located in jurisdictions with elevated risk. Political instability and the resulting unstable business environment in such countries in which companies operate may discourage future investment in those jurisdictions, and may have an adverse impact on the company’s ability to access new assets, potentially reducing growth opportunities.

AngloGold Ashanti is subject to an uncertain tax environment. Increased taxes are expected in most countries of operation. Changes in tax laws could result in higher tax expense and payments. Furthermore, legislation changes could materially impact AngloGold Ashanti’s tax receivables and liabilities as well as deferred tax assets and deferred tax liabilities. In addition, the uncertain tax environment in some regions could limit AngloGold Ashanti’s ability to enforce its rights. As a global company, AngloGold Ashanti conducts its business in countries subject to complex tax rules, which may be interpreted in different ways. Further interpretations or developments of tax regimes may affect the company’s tax liability, return on investments and business operations. AngloGold Ashanti is regularly examined by tax authorities in theits various jurisdictions of operation.

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In Guinea, Mali, DRC and Tanzania, AngloGold Ashanti is due refunds of input tax and fuel duties which have remained outstanding for periods longer than those provided for in the respective statutes. For example, AngloGold Ashanti calculates that overdue recoverable value added tax, fuel duties and appeal deposits of $71$40 million are owed to AngloGold Ashanti and held by the Tanzanian government and it is not certain when AngloGold Ashanti will be refunded this amount, if at all.

The countries in which the company operates may also introduce strict exchange controls, impose restrictions to source materials and services locally, or impose other similar restrictions that hinder foreign companies’ operations within such countries. For example, the Argentine government introduced stricter exchange controls and related protracted approval processes from 2011 to 2015, which may limitlimited the company’s ability to repatriate dividends from its Argentine subsidiaries. In October 2011, the Argentina government decreed that mining, oil and energy companies must repatriate export earnings. Additionally,earnings and additionally, the purchase of U.S. dollars requiresrequired authorisation from the Argentine tax agencycentral bank and the purpose for which the currency willwould be used musthad to be stated. In May 2012, the Argentine Mining Secretariat issued new regulations requiring mining companies in Argentina to boost their domestic purchases of equipment and services. Miningservices and mining companies are nowwere required to resort exclusively to locally established suppliers for their export-related shipping and logistics operations. A separate norm requires companiesWhile the new government, elected in November 2015, started a process to ease these controls and return to an open an import substitution division which will be in chargeeconomy and free market, not all restrictions had been lifted as of submitting procurement plans to the Mining SecretariatMarch 2016, including restrictions on a quarterly basis. Such requirements are hindering the company’s operations within Argentina and these or similar requirements may continue to do so in the future and may have a material adverse effect on AngloGold Ashanti’s results of operations and financial condition.dividend payments.

If, in one or more of the countries in which it operates, AngloGold Ashanti were not able to obtain or maintain necessary permits, authorisations or agreements to implement planned projects or continue its operations under conditions or within timeframes that make such plans and operations economically viable, or if the applicable legal, ownership, fiscal (including all royalties and duties), exchange control, employment, environmental and social laws or regimes change materially, or if the governing political authorities change resulting in amendments to such laws and regimes, this could have a material adverse effect on AngloGold Ashanti’s operating results, financial condition, and, in extreme situations, on the viability of an operation.

For example, in South Africa mining rights are linkedtied to meetingcompliance with various obligations that include the Revised Mining Charter. Compliance with the Revised CharterMining is measured using a designated scorecard relating to equity ownership and management control of mining companies by historically disadvantaged South Africans (“HDSAs”) by no later than(HDSAs). The deadline for compliance was originally set for the end of 2014, andat which time HDSAs musthad to constitute 40%40 percent of all levels of management by 2014. In 2013, AngloGold Ashanti achieved all Mining Charter targets with the exception of senior management (33% versus the target of 40%) and in the procurement services area (57% versus the target of 60%).management.

Whilst AngloGold Ashanti believes that it is compliant with ownershipthe targets that had to be achieved by the end of 2014, it has not yet received its scorecard“Scorecard” from the government assessing its compliance with applicable requirements and it may need to make further progress to achieve future targets, including further participation by HDSAs in senior and top management levels, the upgrade of housing and accommodation at the company’s mines, further human resource development, mine community development, sustainable development and growth as well as procurement and enterprise development. See “Item 4B: Business Overview—The Regulatory Environment Enabling AngloGold Ashanti to Mine”.

The company will incur expenses in giving further effect to the Revised Mining Charter and the scorecard. AngloGold Ashanti may not meet all of the various requirements by the required dates. Additionally, the South African government may decide that the Revised Mining Charter has not gone far enough to achieve its underlying goals and therefore decide to expand the obligations of mining companies thereunder and the Minister of Mineral Resources may opt to disregard certain historical BEE transactions in connection with its review of new mining rights applications. In March 2015, the Minister of Mineral Resources announced that the Department of Mineral Resources and the Chamber of Mines of South Africa had jointly agreed to submit certain matters relating to the interpretation of the Revised Mining Charter, including the qualification of certain historical BEE transactions for meeting the HDSA ownership thresholds, to the courts in South Africa for determination and clarification. On 9 March 2016, AngloGold Ashanti received a notice from the DMR stating that certain of the company’s operations were not compliant with the 26 percent HDSA ownership requirement. The notice directed the company to remedy the non-compliance within 60 days. Failure to comply with the order would constitute an offence under the MPRDA and, as such, could negatively impact AngloGold Ashanti’s “Scorecard” assessment. AngloGold Ashanti has challenged the order. Should AngloGold Ashanti breach its obligations in complyingto comply with the MPRDA, Revised Mining Charter or any future amendments to the Revised Mining Charter it may be compelled to conduct additional BEE transactions or, its mining rights in South Africa could be suspended or cancelled by the Minister of Mineral Resources and it may be unable to obtain any new mining rights. Any such suspension or cancellation could have a material adverse effect on AngloGold Ashanti’s results of operations and financial condition.

AngloGold Ashanti’s Mineral Reserve, deposits and mining operations are located in countries that face instability and security risks that may adversely affect both the terms of its mining concessions, as well as its ability to conduct operations in certain countries.

Some of AngloGold Ashanti’s mineral deposits and mining and exploration operations are located in countries that are experiencing political instability and economic and other uncertainty.

Certain of the countries in whichSee “Item 4B: Business Overview—The Regulatory Environment Enabling AngloGold Ashanti has mineral deposits or mining or exploration operations, including the DRC, Mali, Guinea and Colombia, have in the past experienced, and in certain cases continue to experience, a difficult security environment. In particular, various illegal groups active in regions in which the company is present may pose a credible threat of military repression, terrorism, civil unrest and disturbances, sabotage, extortion and kidnapping, which could have an adverse effect on its operations in these and other regions.Mine”.

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For example, Mali continues to experience a difficult security environment since the military coup in March 2012. The situation in Mali remains of heightened concern as a result of the instability in northern Mali.

Eastern DRC also continues to experience tension consistent with the cycles of unrest experienced since the late 2000s. Fighting has caused instability in the area and could expand or intensify.

In 2012, and for the first time in approximately seven years, Anglo Gold Ashanti Colombia’s (“AGAC”) assets and employees were the targets of direct attacks by hostile actors around the La Colosa project’s area of influence. These and other such attacks could adversely affect the company’s operations in Colombia.

Since 2009, the company has recorded an almost four-fold increase in the instances of injury to security personnel, including members of AngloGold Ashanti’s internal security, private security companies and public security forces in certain jurisdictions. The rise in the number and severity of security incidents has come as a result of both increased illegal and artisanal mining due to a steady migration of people into the areas and an increase in the level of organisation and funding of criminal activity around some of the company’s Continental African operations. This trend has stabilised, but in 2013 and 2014, intrusions onto the company’s tenement and operational areas resulted in a marked increase in crime, specifically illegal mining-related activities. The most significant security challenges remain in Tanzania and Ghana, in areas where there is endemic poverty and high levels of unemployment. If the security environment surrounding the company’s operations that are most exposed to these challenges deteriorates, employee, third-party and community member injuries and fatalities could also increase. Any such increase could disrupt the company’s operations in certain mines and adversely affect its reputation, results of operations and financial condition.

In some instances, risk assessments categorise threats as serious enough to require resorting to public security forces, such as national police or military units on a near-permanent basis. In the event that continued operations in any of the company’s countries of operations compromise the company’s security or business principles, AngloGold Ashanti may withdraw from any such countries on a temporary or permanent basis. This could have a material adverse impact on AngloGold Ashanti’s results of operations and financial condition.

Furthermore, the company continues to experience strained relationships with certain of its host communities. AngloGold Ashanti operates in several regions where poverty, unemployment and the lack of access to alternative livelihoods mean that the creation and distribution of economic benefit from mining operations is a significant area of focus for community and government. During 2013 there were a total of 21 community opposition incidents that were of minor or moderate consequence, mostly at the company’s exploration projects, particularly at Mongbwalu and in Colombia. There were five protests during 2013 at Cerro Vanguardia, Obuasi, Siguiri and Iduapriem.

In addition, infectious diseases are also a threat to the stability of some of the countries in which the company operates, where limited local health infrastructure weakens governments’ ability to manage and contain outbreaks effectively. For example, during August 2014, cases of Ebola virus disease (“EVD”) were reported in Siguiri, Guinea, which is located near AngloGold Ashanti’s Siguiri mine. EVD was also reported elsewhere in Guinea. The company has implemented certain restrictions on travel to and from the Siguiri mine as a precaution. As EVD caused significant disruptions in the company’s exploration activities, particularly relating to field mapping and geophysics, AngloGold Ashanti also suspended its brownfields work programme and greenfields field work in the middle of 2014. In the future the company may consider further safety measures which may negatively impact the operations at the Siguiri mine or its exploration projects in neighbouring areas.

Illegal and artisanal mining occurs on AngloGold Ashanti’s properties, which can disrupt the company’s business and expose the company to liability.

Illegal and artisanal miners are active on, or adjacent to at least 15 AngloGold Ashanti’s properties, which leads at times to interference with the company’s operations and results in conflict situations that present a security threat to property and human life. Artisanal mining is associated with a number of negative impacts, including environmental degradation, flouting of land rights, poor working practices, erosion of civil society, human rights abuse and funding of conflict. The environmental, social, safety and health impacts of artisanal mining are frequently attributed to formal mining activity, and it is often assumed that artisanally-mined gold is channelled through large-scale mining operators, even though artisanal and large-scale miners have distinct supply chains. These misconceptions impact negatively on the reputation of the industry.

The activities of the illegal miners, which include theft and shrinkage, could cause damage to AngloGold Ashanti’s properties, including pollution, underground fires, or personal injury or death, for which AngloGold Ashanti could potentially be held responsible. Illegal mining could result in the depletion of mineral deposits, potentially making the future mining of such deposits uneconomic. The presence of illegal miners could lead to project delays and disputes regarding the development or

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operation of commercial gold deposits. Furthermore, in 2012, the company recorded an increase in the number and severity of security incidents, due to a steady migration of people into the areas and an increase in the level of organisation and funding of criminal activity around some of the company’s Continental African operations, likely encouraged by an escalating gold price at that time. The most significant security challenges have occurred in Tanzania and Ghana in areas where there is endemic poverty and high levels of unemployment. Illegal mining and theft could also result in lost gold reserves, mine stoppages, and have a material adverse effect on AngloGold Ashanti’s results of operations or financial condition.

The use of contractors at certain of the company’s operations may expose AngloGold Ashanti to delays or suspensions in mining activities and increases in mining costs.

AngloGold Ashanti uses contractors at certain of its operations to mine and deliver ore to processing plants as well as for other purposes. At mines employing mining contractors, contracting costs represent a significant proportion of the total operating costs of these operations and the company does not own all of the mining equipment. For example, increased contractor rates at the Sadiola mine in Mali contributed to a significant rise in total cash costs in the final quarter of 2011. Increased contractor costs at Sunrise Dam in Australia and Geita in Tanzania contributed to higher production costs in the first quarter of 2012. Furthermore disagreements over costs with contractors at Siguiri in Guinea and Iduapriem in Ghana resulted in a dispute in 2015.

AngloGold Ashanti’s operations could be disrupted, resulting in additional costs and liabilities, if the mining contractors at affected mines have financial difficulties, or if a dispute arises in renegotiating a contract, or if there is a delay in replacing an existing contractor and its operating equipment to meet business needs at expected cost levels. Increases in contract mining rates, in the absence of associated productivity increases, will also have an adverse impact on the company’s results of operations and financial condition. For example, on 13 October 2012, AngloGold Ashanti terminated the underground development contract with a third-party contractor at the Obuasi mine in Ghana. The costs of the termination amounted to $17 million. On 10 February 2014 workers employed by a contractor at Sadiola and Yatela went on a five dayfive-day strike demanding improved redundancy payments. See “ – “—Labour unrest, activism and disruptions could have a material adverse effect on AngloGold Ashanti’s results of operations and financial condition”. Furthermore disagreements over costs with contractors at Siguiri in Guinea and Iduapriem in Ghana resulted in a dispute in 2015.

Contractor disputes can also arise after the termination of the contractual relationship or the sale of the applicable mine. For example, the company is currently involved in arbitration proceedings with contractors in Ghana with regard to its Obuasi mine and in the United States with regard to its former Cripple Creek & Victor mine. See “Item 8A: Legal Proceedings”

In addition, AngloGold Ashanti’s reduced control over those aspects of operations which are the responsibility of contractors, their failure to comply with applicable legal, human rights and regulatory requirements, or their inability to manage their workforce or provide high quality services or a high level of productivity could adversely affect AngloGold Ashanti’s reputation, results of operations and financial condition, and may result in the company’s incurrence of liability to third parties due to the actions of contractors.

AngloGold Ashanti competes with mining and other companies for key human resources with critical skills and its inability to retain key personnel could have an adverse effect on its business.

AngloGold Ashanti competes on a global basis with mining and other companies to attract and retain key human resources at all levels with the appropriate technical skills and operating and managerial experience necessary to operate and supervise its business. This is exacerbated by the global shortage of persons with critical mining skills, including geologists, mining engineers, metallurgists and skilled artisans. Furthermore, the often remote locations of mining operations may make the mining industry unattractive to potential employees. Changes in taxation and the regulatory environment where AngloGold Ashanti operates may also impact the company’s ability to attract and retain key personnel, especially those from abroad.

The retention of staff is particularly challenging in South Africa, where, in addition to the impacts of global industry shortages of skilled labour, AngloGold Ashanti is required to achieve employment equity targets of participation by HDSAs in management and other positions. AngloGold Ashanti competes with all companies in South Africa to attract and retain a small but growing pool of HDSAs with the necessary skills and experience. AngloGold Ashanti has historically faced difficulty recruiting and retaining young graduates and qualified mid-level management in South Africa. Recruitment of skilled personnel has also been challenging in Continental Africa due to university offerings that are often not well-suited to the specific needs of the mining industry, as well as other factors such as language barriers and low literacy skills.

The recruitment of skilled workers is also highly competitive in South America as a result of a shortage of skills and intense competition between mining companies.

Additionally, the company may incur significant costs to build talent, capacity and expertise across its global operations. Despite AngloGold Ashanti’s investments, the company may not be able to retain and attract sufficient skilled and experienced employees in all areas of the business. Should it fail to do so or lose any of its key personnel with critical skills, business and growth prospects may be harmed and this could have an adverse impact on AngloGold Ashanti’s results of operations and financial condition.

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AngloGold Ashanti’s inability to retain its senior management may have an adverse effect on its business.

The company’s success depends largely upon the continued service of its senior management, including its chief executive officer, chief financial officer, the executive officers at each of its business divisions and general managers at its mines.

The loss of one or more members of the senior management teams, coupled with the reduced attractiveness of the gold mining sector, could lead to other members of the management team leaving, disrupt the company’s operations, and have a material adverse impact on the company’s business, results of operations and financial condition.

The prevalence of occupational health diseases and other diseases and the potential costs and liabilities related thereto may have an adverse effect on the business and results of operations of AngloGold Ashanti.

The primary areas of focus in respect of occupational health of employees within the company’s operations are noise-induced hearing loss and occupational lung diseases (“OLD”)(OLD), which include pulmonary diseases such as tuberculosis from various causes and silicosis in individuals exposed to silica dust. These require active dust management strategies in underground operations, particularly in South Africa where a significant number of silicosis cases by current and former employees alleging past exposures are still reported each year to the board for statutory compensation. AngloGold Ashanti provides occupational health services to its employees at its occupational health centres and clinics and continues to improveruns preventative occupational hygiene initiatives, such as implementing various dust control measures and supplying the company’s employees with respiratory protection equipment. If the costs associated with providing such occupational health services, implementing such dust control measures or supplying such equipment increase significantly beyond anticipated or budgeted amounts, this could have an adverse effect on AngloGold Ashanti’s results of operations and financial condition. Actual and alleged health and safety incidents or breaches of standards may also adversely impact the company’s reputation.

AngloGold Ashanti is currently subject to numerous claims, including class action litigation, with respect to alleged occupational lung diseases (see “—AngloGold Ashanti is subject to the risk of litigation, the causes and costs of which are not always known”). AngloGold AshantAshanti is working with the industry to engage with government (and other stakeholders) to seek an appropriate industry-wide solution. An industry-wide solution may not be reached or the terms thereofof any such solution may have a material adverse effect on AngloGold Ashanti’s financial condition. See “Item 8A: Legal Proceedings” and “Item 18: Note 3635 – Contractual Commitments and Contingencies”.

In response to the effects of silicosis in labour-sending communities, a number of mining companies (under the auspices of the Chamber of Mines of South Africa) together with the NUM, which is the largest union in the mining sector in South Africa, and the national and regional departments of health, have embarked on a project to assist in delivering compensation and relief by mining companies under the Occupational Diseases in Mines and Works Act (“ODMWA”)(ODMWA) to affected communities.

AngloGold Ashanti also faces certain risks in dealing with HIV/AIDS, particularly at its South African operations, and with tropical disease outbreaks such as malaria, and other diseases which may have an adverse effect on the company’s results of operations and financial condition. AIDS and associated diseases remain one of the major health care challenges faced by AngloGold Ashanti’s South African operations. Workforce prevalence studies indicate that HIV prevalence rates amongst AngloGold Ashanti’s South African workforce may be as high as 30%.30 percent.

Malaria and other tropical diseases pose significant health risks at all of the company’s operations in central, west and east Africa where such diseases may assume epidemic proportions because of ineffective national control programmes. Malaria is a major cause of death in young children and pregnant women but also gives rise to fatalities and absenteeism in adult men. Other conditions such as heart disease, chronic diseases and obesity are of increasing incidence and concern.

Such diseases impair the health of workers and negatively affect productivity and profitability as a result of workers’ diminished focus or skill, absenteeism, treatment costs and allocated resources. Any current or future medical programme may not be successful in preventing or reducing the infection rate amongst AngloGold Ashanti’s employees or in affecting consequent illness or mortality rates. AngloGold Ashanti may incur significant costs in addressing this issuethese issues in the future, which could also adversely impact the company’s results of operations and financial condition.

The costs and impacts associated with the pumping of water inflows from closed mines adjacent to the company’s operations could have an adverse effect on its results of operations.

Certain of AngloGold Ashanti’s mining operations are located adjacent to the mining operations of other mining companies. The closure of a mining operation may have an impact upon continued operations at the adjacent mine if appropriate preventative steps are not taken. In particular, this can include the ingress of underground water when pumping operations at the adjacent closed mine are suspended. Such ingress could have an adverse effect on any one of the company’s mining operations as a result of property damage, disruption to operations, additional pollution liabilities and pumping costs and, consequently, could have an adverse impact on its results of operations and financial condition.

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Some of the mining operations adjacent to AngloGold Ashanti’s operations in South Africa have been closed. For example, in May 2013, Village Main Reef (“VMR”)(VMR) announced its intention to wind down its Buffels (Hartebeesfontein and Buffelsfontein)

operations adjacent to AngloGold Ashanti’s Vaal River operations, effectively transitioning their operations to closure. After VMR has ceased pumping of underground water at its Buffelsfontein and Hartebeesfontein operations, but AngloGold Ashanti is preparing and implementingprepared plans to manage the underground water whenthat it reachesanticipated would eventually reach its operations. The infrastructure to pump this water out from underground was completed in December 2015, with an accelerated project plan. The water reached the company’s operations in several months’ time. The company has not released VMR from any environmental obligations as relatesGreat Noligwa boundary on 23 January 2016, and the pumping continues with added costs to such water infiltration, however, and it intends to enforce any rights that it has against VMR and Buffelsfontein, including under the directive issued by the Department of Water Affairs in 2005. AngloGold Ashanti.

In the West Wits district, Blyvooruitzicht Gold Mining Company was placed in provisional liquidation in August 2013. AngloGold Ashanti has secured a court order for access rights to Blyvoor 4 and 6 shafts to keep pumping going. AngloGold Ashanti has also incorporated Covalent Water Company, which has purchased rights of access, electricity etc. to the 4 and 6 shafts as well as the relevant infrastructure to continue pumping underground water. This has reduced the risk of flooding at the company’s West Wits Operations, but the company can provide no assurance that the risk of flooding will not materialise, which could have an adverse impact on its results of operations and financial condition.

The potential costs associated with the remediation and prevention of groundwater contamination from the company’s operations or due to flooding from closed mines adjacent to the company’s operations could have a material adverse effect on AngloGold Ashanti’s results of operations and financial condition.

AngloGold Ashanti has identified groundwater contamination plumes at certain of its operations that have occurred primarily as a result of seepage from surface operations and facilities, including tailings storage facilities and waste rock piles.

Deep groundwater contamination is a significant issue in South Africa, where groundwater in some older mining regions has infiltrated mined-out workings. Potential contamination risk to shallow ground and surface water resources can occur when water is exposed to sulphide-bearing rock in such situations. AngloGold Ashanti has identified a flooding and future pollution risk posed by deep groundwater in the Klerksdorp and Far West Rand goldfields. AngloGold Ashanti’s Vaal River operations are part of the Klerksdorp goldfields and its West Wits operations are part of the Far West Rand goldfields. As a result of the interconnected nature of underground mining operations in South Africa, any proposed solution needs to be a combined one supported by all the companies owning mines located in these goldfields.

In view of the limitation of current information for the accurate estimation of liabilities, no reliable estimate can be made for these obligations. The potential costs of remediation and prevention of groundwater contamination at AngloGold Ashanti’s operations could be significant and may have a material adverse impact on AngloGold Ashanti’s results of operations and financial condition.

The occurrence of events for which AngloGold Ashanti is not insured or for which its insurance is inadequate may adversely affect cash flows and overall profitability.

AngloGold Ashanti maintains insurance to protect only against catastrophic events which could have a significant adverse effect on its operations and profitability. This insurance is maintained in amounts that the company believes to be reasonable depending upon the circumstances surrounding each identified risk. However, damage and third-party claims arising from catastrophic events may exceed the limit of liability oncovered under these insurance policies the company has in place.policies. Furthermore, AngloGold Ashanti’s insurance does not cover all potential risks associated with its business and may exclude certain parts of its business. AngloGold Ashanti may elect not to insure certain risks due to the high premiums or for various other reasons, including an assessment that the risks are remote.

The companyIn order to mitigate the cost of its insurance program, AngloGold Ashanti may not be able to obtain insurance coverage at acceptable premiums. The company believes negotiations with insurance providers have become more difficult forin some instances retain a number of reasons, including prevailing macroeconomic conditions and the risk profileportion of the mining industry. financial loss associated with an insurable event. These financial losses could be significant and have an adverse effect on its financial condition.

Insurance for certain risks in particular, such as loss of title to mineral property, political risks in certain jurisdictions, environmental pollution, or other hazards resulting from exploration and production, is not generally available to mining companies on acceptable terms. The availability and cost of insurance coverage can vary considerably from year to year as a result of events beyond the company’s control or from claims, and thisas a result of previous claims. This can result in higher premiums and periodically being unable to maintain the levels or types of insurance the company typically carries.

The failure to obtain adequate insurance could impair the company’s ability to continue to operate in the normal course or could result in the occurrence of events for which AngloGold Ashanti is not insured, either of whichits business. This could adversely impact its cash flows, results of operations and financial condition.

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AngloGold Ashanti is subject to the risk of litigation, the causes and costs of which are not always known.

AngloGold Ashanti is subject to litigation, arbitration and other legal proceedings arising in the normal course of business and may be involved in disputes that may result in litigation. The causes of potential future litigation cannot be known and may arise from, amongst other things, business activities, environmental and health and safety concerns, share price volatility or failure to comply with disclosure obligations. The results of litigation cannot be predicted with certainty but could include costly damage awards or settlements, fines, and the loss of licenses, concessions, or rights, amongst other things.

In the event of a dispute, AngloGold Ashanti may be subject to the exclusive jurisdiction of foreign courts or may not be successful in subjecting foreign persons to the jurisdiction of courts in South Africa or the United States.Africa.

AngloGold Ashanti is subject to numerous claims, including class actions or similar group claims relating to silicosis and other OLD, and could be subject to similar claims in the future.

In particular, AngloGold Ashanti has received notice of two applications for class certification relating to silicosis in which the company is a respondent. It has also received a significant number of notices of individual claims. For further information, please refer to “Item 8A: Legal Proceedings – South Africa – Silicosis litigation”. It is possible that additional class actions and/or individual claims relating to silicosis and/or other OLD will be filed against AngloGold Ashanti in the future. AngloGold Ashanti will defend all and any subsequent claims as filed on their merits. Should AngloGold Ashanti cannot predict whether or when more individual claims will be filedunsuccessful in the future or whether the classes described above or other classes will be certified. Shoulddefending any such claims, result in an adverse outcome for AngloGold Ashanti, or if AngloGold Ashanti is unsuccessful in otherwise favourably resolving perceived deficiencies in the national occupational disease compensation framework that were identified in anthe earlier decision by the Constitutional Court, of South Africa, such matters would have an adverse effect on its financial position, which could be material.

In Colombia, the company is also involved in class action lawsuits in relation to AGACAGAC’s Santa Maria-Montecristo and La Colosa projects. One of these class action lawsuits led to a preliminary injunction suspending the mining concession contracts of the Santa Maria-Montecristo project in September 2011. Additionally, in Colombia, AGAC is involved in an action in the Administrative Superior Court of the Cundinamarca District against the Department of the Environment, Housing and Territorial Development (“DoE”)(DoE) following its issuance of a fine against AGAC on the basis that AGAC was in breach of its mining terms of reference. Please see “Item 8A: Legal Proceedings – Colombia”.

Should the company be unable to resolve disputes favourably or to enforce its rights, this may have a material adverse impact on the company’s financial performance, cash flow and results of operations.

The implementation of an integrated Enterprise Resource Planning (“ERP”)(ERP) system could have an adverse effect on AngloGold Ashanti’s results of operations and financial condition.

AngloGold Ashanti continues to implement a single, global ERP system to support all the operations that it manages. The implementation and operationalisation of an ERP system on a global basis is an inherently a high riskhigh-risk initiative due to the potential for implementation cost and time overruns. In addition, suchif AngloGold Ashanti experiences difficulties with the implementation could affect AngloGold Ashanti’sand operation of the system, the company’s ability to report and manage technical and financial information if difficulties in the implementation and operation of the system are experienced,could be compromised, which could have an adverse effect on the company’s results of operations and financial condition.

Any similar future problems with the implementation, operation or maintenance of the ERP system could have an adverse effect on the company’s financial condition.

Sales of large quantities of AngloGold Ashanti’s ordinary shares and American Depository Shares (ADSs), and the perception that these sales may occur or other dilution of the company’s equity, could adversely affect the prevailing market price of the company’s securities.

The bulk of AngloGold Ashanti’s shares are held by a relatively small number of investors. According to information available to the company, AngloGold Ashanti’s fourfive largest shareholders beneficially owned 29.30%32.08 percent and the top 10 largest beneficially owned 48.35%49.58 percent of AngloGold Ashanti’s ordinary shares as at 31 December 2014.2015.

Poor returns, soaring costs, higher capital expenditure, ill-conceived corporate activity, rising geopolitical and labour risk, a material decrease in the price of gold and low dividend yields over the past few years have resulted in a change in market sentiment towards gold equities. The market price of the company’s securities could fall if large quantities of ordinary shares or ADSs are sold in the public market, if there is divestment by certain types or groupings of investors, or if there is the perception in the marketplace that such sales could occur. Subject to applicable securities laws, holders of the company’s ordinary shares or ADSs may decide to sell them at any time.

The market price of the company’s ordinary shares or ADSs could also fall as a result of any future offerings AngloGold

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Ashanti makes of its ordinary shares, ADSs, or securities exchangeable or exercisable for the company’s ordinary shares or ADSs, or the perception in the marketplace that these offerings might occur. AngloGold Ashanti may make such offerings, including offerings of additional ADS rights, share rights or similar securities, at any time or from time to time in the future.

Fluctuations in the exchange rate of currencies may reduce the market value of AngloGold Ashanti’s securities, as well as the market value of any dividends or distributions paid by the company.

AngloGold Ashanti has historically declared all dividends in South African rands. As a result, exchange rate movements may have affected and may continue to affect the Australian dollar, the British pound, the Ghanaian cedi and the U.S. dollar value of these dividends, as well as of any other distributions paid by the relevant depositary to investors that holdholders of the company’s securities. This may reduce the value of these securities to investors.

Furthermore, AngloGold Ashanti’s Memorandum of Incorporation allows for dividends and distributions to be declared in any currency at the discretion of the board of directors or the company’s shareholders at a general meeting. If, and to the extent that, AngloGold Ashanti opts to declare dividends and distributions in U.S. dollars, exchange rate movements will not affect the U.S. dollar value of any dividends or distributions. Nevertheless, the value of any dividend or distribution in Australian dollars, Ghanaian cedis or South African rands will continue to be affected. If and to the extent that dividends and distributions are declared in South African rands in the future, exchange rate movements will continue to affect the Australian dollar, Ghanaian cedi and U.S. dollar value of these dividends and distributions. Furthermore,This may reduce the value of the company’s securities to investors. Additionally, the market value of AngloGold Ashanti’s securities as expressed in Australian dollars, Ghanaian cedis, U.S. dollars and South African rands will continue to fluctuate in part as a result of foreign exchange fluctuations.

AngloGold Ashanti may not pay dividends or make similar payments to shareholders in the future.

AngloGold Ashanti pays cash dividends only if there are sufficient funds available for that purpose. Fund availability depends upon many factors that include the amount of cash available in relation to AngloGold Ashanti’s capital expenditure on existing infrastructure and exploration and other projects.

Under South African law, a company is entitled to pay a dividend or similar payment to its shareholders only if the company meets the solvency and liquidity tests set out in legislation and the company’s founding documents.

Given these factors, including the capital and investment needs of AngloGold Ashanti, and the board of directors’ discretion to declare a dividend that includes(including the amount and timing thereof,thereof), cash dividends may not be paid in the future.

U.S. securities laws do not require AngloGold Ashanti to disclose as much information to investors as a U.S. issuer is required to disclose, and investors may receive less information about the company than they might otherwise receive from a comparable U.S. company.

AngloGold Ashanti is subject to the periodic reporting requirements of the SEC and the New York Stock Exchange that apply to “foreign private issuers”. The periodic disclosure required of foreign private issuers under applicable rules is more limited than the periodic disclosure required of U.S. issuers. For example, on 22 February 2016, AngloGold Ashanti announced that it would no longer voluntarily publish reviewed financial statements and analyses of operating and financial results for the quarters ended 31 March and 30 September each year. As a result of this transition to half-yearly reporting, investors will receive less information about AngloGold Ashanti than they have in previous years. They will also receive less timely financial reports than they otherwise might receive from a comparable U.S. company or from certain of the company’s peers in the industry. This may have an adverse impact on investors’ ability to make decisions about their investment in AngloGold Ashanti.

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ITEM 4: INFORMATION ON THE COMPANY

 

4A.

HISTORY AND DEVELOPMENT OF THE COMPANY

GROUP INFORMATION

AngloGold Limited was formed in June 1998 with the consolidation of the gold mining interests of Anglo American plc. AngloGold Ashanti Limited, as the company exists today, was formed on 26 April 2004 following the business combination between AngloGold and Ashanti Goldfields Company Limited.

CURRENT PROFILE

AngloGold Ashanti Limited is headquartered in Johannesburg, South Africa. The company (Registration number 1944/017354/06) was incorporated in the Republic of South Africa in 1944 under the name of Vaal Reefs Exploration and Mining Company Limited and operates under the South African Companies Act.Act, No. 71 of 2008, as amended (the Companies Act).

Its registered office is at 76 JeppeRahima Moosa Street, Newtown, Johannesburg, South Africa, 2001. Telephone: +27 11 6376000.

While AngloGold Ashanti’s primary listing is on the Johannesburg Stock Exchange (JSE), the company is also listed on the New York Stock Exchange (NYSE), the Ghana Stock Exchange (GhSE) and the Australian Securities Exchange (ASX).

HISTORY AND SIGNIFICANT DEVELOPMENTS

Below are highlights of key corporate activities from 1998:

1998

Formation of AngloGold Limited through the consolidation of East Rand Gold and Uranium Company Limited; Eastvaal Gold Holdings Limited; Southvaal Holdings Limited; Free State Consolidated Gold Mines Limited; Elandsrand Gold Mining Company Limited; H.J. Joel Gold Mining Company Limited and Western Deep Levels Limited into a single, focused, independent gold mining company. Vaal Reefs Exploration and Mining Company Limited (Vaal Reefs), the vehicle for the consolidation, changed its name to AngloGold Limited and increased its authorised share capital, effective 30 March 1998.

1998-2004

Expansion of AngloGold Limited’s operations outside of South Africa.

2004

ConcludedConclusion of the business combination with Ashanti Goldfields Company Limited, at which time the company changed its name to AngloGold Ashanti Limited.

2007

Sale by Anglo American plc soldof 69,100,000 ordinary shares of AngloGold Ashanti, thereby reducing Anglo American’s shareholding in AngloGold Ashanti from 41.7 percent to 16.6 percent.

2009

Sale by Anglo American plc soldof its remaining shareholding to Paulson & Co. Inc.

2010

Elimination of AngloGold Ashanti eliminated itsAshanti’s hedge book, thereby gaining full exposure to spot gold prices.

2012

AngloGold Ashanti acquiredAcquisition of the remaining 50 percent interest in Serra Grande in Brazil for $215 million.

The company acquiredAcquisition of 100 percent of First Uranium (Proprietary) Limited for $335 million.

2013

Commissioning of two new gold projects – Tropicana and Kibali in the second half of 2013.

2015

Sale of the Cripple Creek & Victor gold mine in the USA for $819 million.

CAPITAL EXPENDITURE

For information concerning the company’s principal capital expenditures and divestitures currently in progress, including the distribution of these investments geographically and the method of financing, refer “Item 4B: Business Overview – Overview–AngloGold Ashanti Global Operations: 2014”2015”, “Item 5A: Operating Results – Results–Capital expenditure” and “Item 5B: Liquidity and Capital Resources”.

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4B.

BUSINESS OVERVIEW

AngloGold Ashanti, is a global gold mining company with a geographicallyglobally diverse, world-class portfolio of mining operations and projects, with more than 97% ofis headquartered in Johannesburg, South Africa. AngloGold Ashanti is the company’s revenue derived fromthird largest gold mining company in the sale of gold produced at its operations located around the world. The company works acrossworld, measured by production.

Our business activities span the full spectrum of the mining value chain.chain and take into account the impact of our activities on the varied and many communities and environments in which we operate.

PRODUCTS

AngloGold Ashanti’s main product is gold. Once mined, the gold ore is processed into doré (unrefined gold bars) on site and then dispatched to precious metals refineries for refining to a purity of at least 99.5%, in accordance with the standards of ‘good delivery’ as determined by the London Bullion Market Association (LBMA). This refined gold is then sold directly to bullion banks.

By-products of our gold mining operations, often a function of local geological characteristics, include silver (Argentina),in Argentina, sulphuric acid (Brazil)in Brazil and uranium (South Africa).in South Africa.

OPERATIONS

AngloGold Ashanti’s 20Our portfolio of 17 mines in nine countries, comprises long-life, relatively low-cost assets with differing ore body types, located in key gold-producing regions. A number of these assets are strongly leveraged to energy costs and currencies.

Our operations are located in 10 countries.grouped regionally as follows:

Following a strategic review of AngloGold Ashanti’s asset portfolio at the start of 2013, particularly as it pertains to development

South Africa (Vaal River, West Wits and exploration projects, the company embarked on significant restructuring in response to current challenges in the gold sector, including increasing costs of production and fall in gold prices. The gold price continued to decline in 2014. The focus on the qualitySurface Operations)

Continental Africa (Democratic Republic of the portfolio and conservative planning was sustained.

The business segments comprise South Africa, Continental Africa, Americas and Australasia. South Africa comprises operations and assets in South Africa namely West Wits, Vaal River and surface operations, which includes First Uranium SA which owns Mine Waste Solutions (MWS). The company’s operating assets outside of South Africa are Continental Africa with operations in the DRC,Congo, Ghana, Guinea, Mali and Tanzania. Tanzania)

Americas (Argentina and Brazil)

Australasia which comprises two(Australia)

These operating assets are supported by greenfield projects in Colombia and a focused exploration programme.

Given the continued decline in the gold price, the company continued to focus on containing and reducing costs, improving margins and actively managing its portfolio in 2015. In line with this, the Cripple Creek & Victor (CC&V) mine in the United States was sold in August 2015, Obuasi remained on limited operations in Australia. Americas with operations in Argentina, Brazil2015 and the United States. closure process at Yatela continued.

The group support functions from corporate consist ofcover planning and technical, strategy, sustainability, finance, human resources, legal, sustainability,and stakeholder relations andrelations. The planning and technical. Planning and Technicaltechnical function focuses on the management of opportunities and the maintenance of long-term optionality in the business through a range of activities which includes brownfields and greenfields exploration, innovative research, the development and technical assurance of technology and a continuing focus on mining excellence.

On 30 June 2014 the sale of Navachab gold mine in Namibia was completed.

EXPLORATION

ExplorationOur exploration programme is aimed at protecting future sustainability and creatingproviding an organic growth pipeline through which to create significant value for the company.

Greenfields and brownfields exploration takes place in both established and new gold-producing regions through managed and non-managed joint ventures, strategic alliances and wholly-owned ground holdings. AngloGold Ashanti’s discoveries include La Colosa, Gramalote and GramaloteQuebradona (Nuevo Chaquiro) in Colombia and Tropicana in Australia.

GOLD MARKET

AngloGold Ashanti’s gold is refined at various precious metal refineries. In refined and marketable form, gold normally takesSpeculation around the shapetiming of bars, varyinga possible increase in size from 12.5 kilogram to smaller bars weighing 1 kilogram or less, all of which contain 99.5 percent gold. Through the refineries the gold is sold directly to bullion banks. Bullion banks are registered commercial banks which deal in gold, distributing bullion bought from mining companies and refineries to markets worldwide. These banks hold consignment stocks in all major physical markets and finance these inventories from the margins they charge physical buyers.

The Federal Reserve’s monetary policy and the end of quantitative easing continued to depressUS interest rates weighed on the gold price in 2014. The prospectduring 2015. When the US Federal Reserve’s Open Market Committee (FOMC) finally raised rates at its 16 December 2015 meeting, the gold price fell sharply, despite the fact that the increase had been widely anticipated. However as year-end approached, the gold price rose again due to heightened fears of higherfurther global macro-economic risks. Further uncertainty regarding the state of China’s economy as well as that of Europe caused markets to reassess their projections of future interest rates reduced the need for safe-haven investments. Demand for physical bars and coins had declined in 2013, in part as investors digested their heavy buying in 2012 and early 2013. Investors began a sell off of their gold holdingsrate increases in the second half of 2013 and this continued into 2014. In particular, liquidations from exchange traded funds (ETFs) resulted in ETFUnited States, helping to underpin the gold holdings declining by almost 160t, significantly less than the 903t of liquidation in 2013. ETFs have now lost a third of their holdings since their peak at the end of 2012, when they held 89Moz (2,778t). Slowing growth in China, prospects for monetary stimulus in Europe and seemingly no end to Japanese deflation helped to boost the attractiveness of the US dollar which in turn weighed on gold.price.

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In contrast, central banks remained steady net buyers ofPhysical gold a trend that has lasted several years, with net purchases of 14Moz in 2014 (2013: 13Moz). Russia’s central bank started to accumulate domestically produced metal as Ukraine-related sanctions hindered normal gold exports.

Jewellery demand was largely sustained during 2014 at the 7Moz level. Indian demanddiffered in the latterfirst and second halves of 2015. The first half of the year took up most ofsaw very tepid demand. However, the slack occasioned by slower Chinesefall in the gold price around mid-July saw demand return strongly in what is traditionally a slow period for physical offtake. Another sharp drop in the price in November had a similar effect in drawing out demand. This followedThus, although overall physical demand for 2015 was down compared to the lifting of import restrictionsprevious year, it reacted positively when prices fell, which helped to support the company’s performance during these periods.

Investment demand, as evidenced by the Indian government. The Chinese jewellery market has been consolidating after the exceptional growth of 2013 and as warehouse stocks of bullionexchange traded funds, continued to be drawn down. Apartwane through 2015 with a total liquidation of 119t recorded for the year. However, this outflow was slower than the outflows recorded for 2013 (903t) and 2014 (155t).

Official sector buying continued in 2015 as central banks sought to continue diversifying their reserve assets. In July, China revealed that Chinese gold reserves had grown 50% since 2006, taking holdings to 1,658t. Since this announcement, the People’s Bank of China has begun regular reporting updates on its gold holdings and these indicate that the Chinese central bank continues to accumulate gold. Another notable buyer from the official sector was Russia, which announced a purchase of 77t in the United Statesthird quarter, taking its total tally for the first nine months of 2015 to 144t.

COMPETITION

As gold mining is a mature and UK, where economies have been recoveringregulated industry, and lifting jewellery demand, demandvery significant volumes of gold and gold derivatives trade in muchthe world markets independent of gold mine supply, AngloGold Ashanti does not consider that competition for sales plays any role in its operations as a gold producer. For more information on a geographical analysis of gold income by destination, refer “Item 18: Note 2 – Segmental Information”.

However, gold producers do compete against each other for acquisition of mining assets, exploration opportunities and human resources. See “Item 3D: Risk Factors”.

SEASONALITY

Subject to other factors and unforeseen circumstances, quarter one production is generally lower than production during the rest of the world has tended to be weaker.year as a result of the ramp-up of operations after annual holiday production declines.

RAW MATERIALS

AngloGold Ashanti uses chemicals, including cyanide and lime, in the production of gold. These chemicals are available from a large number of suppliers.

COMPETITION

As gold mining issuppliers and do not represent a mature and regulated industry, and very significant volumes of gold and gold derivatives trade in the world markets independent of gold mine supply, AngloGold Ashanti does not consider that competition for sales plays any role in its operations as a gold producer. However, gold producers do compete against each other for acquisition of mining assets, exploration opportunities and human resources. For more information on a geographical analysis of gold income by destination, refer Item 18: Note 2 – “Segmental Information”.

INTELLECTUAL PROPERTY

AngloGold Ashanti, as a group, is not dependent on intellectual property for the conduct of its business as a whole.

SEASONALITY

Subject to other factors and unforeseen circumstances, quarter one production is generally lower than production during the restmaterial portion of the year as a result of the ramp-up of operations after annual holiday production declines.company’s costs.

STRATEGY

AngloGold Ashanti’s core strategic focus is to generate sustainable free cash flow by focusing on five key business objectives, namely: people, safety and sustainability; ensuring financial flexibility; actively managing all expenditures; improving the quality of our portfolio; and maintaining long-term optionality.

Strategic focus areas

AngloGold Ashanti’s five strategic focus areas are set out below:

 

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

Promote financial flexibility. We must protectensure our balance sheet’s abilitysheet always remains able to meet our core funding needs.

Optimise overhead costs and capital expenditure. All spending decisions must be checked and double checkedthoroughly scrutinised to ensure they are optimally structured and necessary to fulfil our core business objective.

Improve portfolio quality. We have a portfolio of assets that must be actively managed to improve the overall mix of our production base as we strive for a competitive valuation as a business.

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

Managing performanceINTELLECTUAL PROPERTY

The five strategic focus areas are reflected in the role descriptions of each executive and senior manager in the group.

AngloGold Ashanti, as a group, is not dependent on intellectual property for the conduct of its business as a whole.

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THE REGULATORY ENVIRONMENT ENABLING ANGLOGOLD ASHANTI TO MINE

AngloGold Ashanti’s rights to own and exploit mineral reservesOre Reserve and deposits are governed by the laws and regulations of the jurisdictions in which these mineral properties lie.

AngloGold Ashanti is subject to a wide range of laws and regulations governing all aspects of its operations, including such areas as environmental protection, reclamation, exploration, development, production, taxes, immigration, labour standards and employment issues, occupational health, mine safety, toxic substances and wastes, securities and foreign corrupt practices. AngloGold Ashanti has made, and expects to amongst other things, make in the future, significant expenditures to comply with these laws and regulations. Non-compliance can result in violations and legal claims, as well as substantial fines, penalties and delays in day-to-day operations. Pending or proposed changes to existing laws and regulations, as well as any proposed or contemplated new laws or regulations could also have significant impacts on AngloGold Ashanti’s business and results of operations, the extent of which cannot always be predicted.

There are in some cases certain restrictions on AngloGold Ashanti’s ability to independently move assets out of certain countries in which it has operations, or transfer assets within the group, without the prior consent of the local government or minority shareholders involved. See “Item 10D.:10D: Exchange controls” for details.

For more information on the risks and uncertainties associated with AngloGold Ashanti’s mining rights, see “Item 3D.:3D: Risk factors”, in particular the risk factors entitled “AngloGold Ashanti’s mining rights in the countries in which it operates could be altered, suspended or cancelled for a variety of reasons, including breaches in its obligations in respect of its mining rights”, “Failure to comply with laws, regulations, standards, contractual obligations whether following a breach or breaches in governance processes or fraud, bribery and corruption may lead to regulatory penalties, loss of licences or permits, negative effects on AngloGold Ashanti’s reported financial results, and loss ofadversely affect its reputation”, “Title to AngloGold Ashanti’s properties may be uncertain and subject to challenge”, “AngloGold Ashanti’s Mineralmineral deposits, Ore Reserve, deposits and mining operations are located in countries where political, tax and economic laws and policies may change rapidly and unpredictably and such changes and policies may adversely affect both the terms of its mining concessions, as well as its ability to conduct operations in certain countries” and “AngloGold Ashanti’s MineralOre Reserve, deposits and mining operations are located in countries that face instability and security risks that may adversely affect both the terms of its mining concessions, as well as its ability to conduct operations in certain countries”.

South Africa

The MPRDA and the Revised Mining Charter

The Mineral and Petroleum Resources Development Act (MPRDA) came into effect on 1 May 2004. The objectives of the MPRDA are, amongst other things, to allow for state sovereignty over all mineral and petroleum resources in the country, to promote economic growth and the development of these resources and to expand opportunities for the historically disadvantaged. Another objective of the MPRDA is to ensure security of tenure for the respective operations concerning prospecting, exploration, mining and production. By virtue of the provisions of the MPRDA, the state ensures that holders of mining and prospecting rights contribute to the socioeconomic development of the areas in which they operate.

The Mineral and Petroleum Resources Development Amendment Act (MPRDAA) was passed by Parliament in 2008 and became effective on 7 June 2013. Its purpose is to amend the MPRDA in order to, amongst other things:

 

make the Minister of Mineral Resources (Minister) the responsible authority for implementing the requirements of the National Environmental Management Act, 1998 (NEMA) and specific environmental legislation as they relate to prospecting, mining, exploration, production and related activities incidental thereto on the prospecting, mining, exploration or production area;

align the MPRDA with the NEMA in order to provide for one environmental management system;

remove ambiguities in certain definitions;

add functions to the Regional Mining Development and Environmental Committee;

amend transitional arrangements so as to further afford statutory protection to certain existing old order rights; and

provide for matters connected therewith.

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When the MPRDAA came into effect on 7 June 2013, only selected provisions became effective immediately. The MPRDAA contains the following provisions, amongst others:

 

ProhibitionEnvironmental authorisations: Provides for a prohibition on any prospecting and mining, or conducting technical co-operation operations, reconnaissance operations or any incidental work without an environmental authorisation (since 7 December 2014), permit and at least 21 days’ written notice to the landowner or lawful occupier.

Historic residues:residues: Provides that the definitions of “residue stockpile” and “residue deposit” now include an old order right. This provision is intended to make old order dumps subject to the MPRDA so that old order dumps which are part of a mining area covered by a new order mining right could only be treated by the holder of the new order rights. Old order dumps not covered by a new order mining right would be considered a residue deposit to which the Minister would have discretion to grant rights.

Applications:Applications: Provides that applicants for prospecting and mining rights must (since 7 December 2014) lodge an application for an environmental authorisation simultaneously with the application for rights. The Department of Mineral Resources should no longer accept more than one application in respect of the same area and mineral.

Environmental Regulation:regulation: Provides that the Minister is the responsible authority for implementing environmental provisions in terms of the National Environmental Management Act (NEMA) as it relates to prospecting, mining, exploration, production or activities incidental thereto on a prospecting, mining, exploration or production area. An environmental authorisation issued by the Minister shall be a condition prior to the issuing of a permit or the granting of a right in terms of the MPRDA.

Closure Certificates:certificates: Provides that previous holders of old order rights or previous owners of works that have ceased to exist remain responsible for any environmental liability until the Minister issues a closure certificate.

On 27 December 2012, the Minister published the Draft Mineral and Petroleum Resources Development Bill, 2012 (2012 Bill) which sought to amend the MPRDA and invited the mining industry and interested and affected parties to comment on it by 8 February 2013. On 21 June 2013, a revised version of the Bill (2013 Bill) was introduced to the National Assembly. The 2013 Bill underwent an extensive public participation process and extensive comments were received from the general public. Following a consultative process with the DMR,Department of Mineral Resources (DMR), the State Law Advisors and the general public, the Portfolio Committee on Mineral Resources (Portfolio Committee) introduced an amended version of the 2013 Bill to the South African Parliament.

The 2013 Bill seeks to amend the MPRDA, to, amongst other things:

remove ambiguities;

provide for regulation of associated minerals;minerals, partitioning of rights, and enhanced provisions on mineral beneficiation;

promote national energy security;

streamline administrative processes; and

enhance sanctions.

The 2013 Bill, as currently drafted, contains, amongst others, the following provisions:

Applications:Applications: The 2013 Bill proposes revising the application system by replacing the “first come, first served” system with a tender and allocation system. This would dramatically affect the way applications are made.

Beneficiation:Beneficiation: The 2013 Bill extends the concept of beneficiation (which has been defined in the 2013 Bill as “transformation, value addition or downstream beneficiation of a mineral or mineral product (or a combination of minerals) to a higher value product, over baselines to be determined by the Minister, which can either be consumed locally or exported”) and would allow the Minister to prescribe the quantities, qualities and timelines at which certain designated commodities must be supplied to local beneficiators at a mine gate price or an agreed price. The reference to the mine gate price appears to suggest companies can recover costs, capital expenditure and make a profit. It is not clear whether the “agreed price” will have general application or whether it will be determined on a case-by-case basis. Another proposed amendment provides that written consent would have to be obtained before exporting of “designated minerals” if the producer or associated company has not offered minerals to local beneficiators. The Minister would have discretion to decide which minerals are to be designated.

Residue stockpiles:stockpiles: The MPRDAA’s inclusion of residue deposits and residue stockpiles in the definition of land, creating a “statutory accession” of movable dumps back to the land, is discussed above. The 2013 Bill would extend this definition to include historic mines and dumps created before the implementation of the MPRDA. The 2013 Bill also seeks to make these historic dumps subject to the MPRDA. This is to be achieved by making the working of these dumps subject to a mining right issued under the MPRDA. There is a transition period of two years to enable owners of these dumps to either apply for mining rights or incorporate them in existing mining rights.

Partitioning of rights and transfers of interests in companies:companies: Section 11 of the MPRDA currently requires that transfer of a controlling interest in an unlisted company be consented to by the Minister. The 2013 Bill proposes amending the MPRDA so that transfer of a controlling interest in listed companies and transfer of any interest in unlisted companies must be consented to by the Minister. The 2013 Bill further proposes amending the MPRDA to allow for an application for ministerial consent to be made to transfer a part of a right.

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Mine closure:closure: The 2013 Bill makes provision for two major changes to mine closure under the MPRDA. Firstly, the MPRDA would be amended so that a mining company could still incur environmental liability even after a closure certificate relative to a mine is obtained. Secondly, any portion of the financial provision paid to the Minister in terms of section 41 of the MPRDA may be retained by the Minister for latent and residual environmental impact which may become known in the future for such period as the Minister may determine having regard to the circumstances relating to the relevant operation, which portion and period must be determined in the prescribed manner.

Penalties:Penalties: The 2013 Bill would also provide for revised penalties for violations of the MPRDA by making provision for both an administrative fine not exceeding 10 per cent of the person or holder’s annual turnover and exports during the preceding year, and imprisonment not exceeding four years.

Legislative force of the Charter and Codes:Codes: The 2013 Bill proposes amending the definition of “this Act” in the MPRDA so that the MPRDA will include the Revised Mining Charter (defined below), the Code of Good Practice for the South African Mineral Industry (Code) and the Housing and Living Conditions Standard. This would give these documents the force of law.

The 2013 Bill was passed by the National Assembly on 12 March 2014 and passed by the National Council of Provinces (NCOP) on 27 March 2014. The 2013 Bill was sent to the President of the Republic of South Africa (President) for assent. On 16 January 2015, the President referred the 2013 Bill back to the National Assembly to accommodate his reservations around the constitutionality of the 2013 Bill. The National Assembly must nowhas yet to reconsider the 2013 Bill in light of the President’s reservations around its constitutionality. Once the National Assembly considers the 2013 Bill and sends it back to the President for assent, the President will then either assent to the 2013 Bill or, if he thinks that his reservations around the constitutionality of the 2013 Bill have still not been addressed he can either assent to the 2013 Bill anyway (i.e. accept that the 2013 Bill should become law despite his reservations) or he can refer the 2013 Bill to the Constitutional Court of South Africa for a decision on its constitutionality.

The Mining Charter

The Mining Charter sprang from the MPRDA and also took effect on 1 May 2004. The Mining Charter committed all stakeholders in the mining industry to transfer ownership of 26 percent of their assets to black or historically disadvantaged South Africans (HDSAs) within 10 years. The Charter also sets targets for, amongst other things, the advancement of HDSAs into management positions, the employment of women, procurement of goods and services from HDSA-owned companies, training, community development and the upgrading of mine housing. Mining companies are required to devise plans to achieve these targets, must identify current levels of beneficiation and must indicate opportunities for growth.

The objectives of the Mining Charter are to:

promote equitable access to the nation’s Mineral Resources by all the people of South Africa;

substantially and meaningfully expand opportunities for HDSAs, including women, to enter the mining and minerals industry and to benefit from the exploitation of the nation’s Mineral Resources;

use the industry’s existing skills base for the empowerment of HDSAs;

expand the skills base of HDSAs in order to serve the community;

promote employment and advance the social and economic welfare of mining communities and the major labour-sending areas; and

promote beneficiation of South Africa’s mineral commodities.

The Mining Charter envisages measuring progress on transformation of ownership by:

taking into account, amongst other things, attributable units of production controlled by HDSAs;

allowing flexibility by credits or offsets, so that, for example, where HDSA participation exceeds any set target in a particular operation, the excess may be offset against shortfalls in another operation;

taking into account previous empowerment deals in determining credits and offsets; and

considering special incentives to encourage the retention by HDSAs of newly acquired equity for a reasonable period.

Under the Mining Charter, the mining industry as a whole agreed to assist HDSA companies in securing finance to fund participation in an amount of RandZAR 100 billion ($10.9 billion) over the first five years. Beyond the RandZAR 100 billion commitment, HDSA participation willwas to be increased on a willing seller, willing buyer basis, at fair market value, where the mining companies are not at risk.

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Following a review, the Department of Mineral Resources (DMR)DMR amended the Mining Charter and the Revised Mining Charter was released on 13 September 2010. The requirement under the Mining Charter for mining entities to achieve a 26 percent HDSA ownership of mining assets by the year 2014 was retained. Amendments to the Mining Charter in the Revised Mining Charter require mining companies to:

facilitate local beneficiation of mineral commodities;

procure a minimum of 40 percent of capital goods, 70 percent of services and 50 percent of consumer goods from HDSA suppliers (i.e., suppliers in which a minimum of 25 percent + 1 vote of share capital is owned by HDSAs) by 2014, these targets being, however, exclusive of non-discretionary procurement expenditure;

ensure that multinational suppliers of capital goods put a minimum of 0.5 percent of their annual income generated from South African mining companies into a social development fund beginning in 2010, to contribute to the socioeconomic development of South African communities;

achieve a minimum of 40 percent HDSA demographic representation by 2014 at executive management (board) level, senior management (EXCO) as well as in those positions requiring core and critical skills, middle management level and junior management level;

invest up to 5five percent of annual payroll in essential skills development activities; and

implement measures to improve the standards of housing and living conditions for mineworkers by converting or upgrading mineworkers’ hostels into family units, attaining an occupancy rate of one person per room and facilitating home ownership options for all mineworkers in consultation with organised labour, all of which must be achieved by 30 April 2014.

In addition, mining companies are required to monitor and evaluate their compliance with the Revised Mining Charter, and must submit annual compliance reports to the DMR.

The government takes a “Scorecard” approach to the different facets of promoting the objectives of the Charter. It uses the Scorecard when considering applications for the conversion of existing old order rights into new order rights. The Scorecard sets out the requirements of the Charter in tabular form which allows the DMR to “tick off” areas where a mining company is in compliance. It covers the following areas:

human resource development;

employment equity;

migrant labour;

mine community and rural development;

housing and living conditions;

ownership and joint ventures;

beneficiation; and

reporting.

The new Scorecard attached to the Revised Mining Charter makesmade provision for a phased-in approach for compliance with the above targets over the 5-yearfive-year period endingended on 30 April 2014. For measurement purposes, the Scorecard allocatesallocated various weightings to the different elements of the Revised Mining Charter.

Failure to comply with the provisions of the Revised Mining Charter will amount to a breach of the MPRDA, may result in the cancellation or suspension of a mining company’s existing mining rights and may prevent AngloGold Ashanti’s South African operations from obtaining any new mining rights. However, AngloGold Ashanti has not yet received its “Scorecard” from the government assessing its compliance with the requirements of the Charter. Further, in

In March 2015, the Minister of Mineral Resources announced that the Department of Mineral Resources and the Chamber of Mines of South Africa had jointly agreed to submit certain matters relating to the interpretation of the Revised Mining Charter, including the qualification of certain historical BEEBBBEE transactions (defined below) for meeting the HDSA ownership thresholds, to the courts in South Africa for determination and clarification. Papers have been filed by the Chamber of Mines of South Africa and the DMR, the parties appeared in court on 15 March 2016 and we await the court’s judgement.

On 9 March 2016, AngloGold Ashanti received a notice from the DMR stating that the company was not compliant with the 26 percent HDSA ownership requirement. The notice directed the company to remedy the non-compliance within 60 days. Failure to comply with the order would constitute an offence under the MPRDA and, as such, could negatively impact AngloGold Ashanti’s “Scorecard” assessment. AngloGold Ashanti has challenged the order.

The Code

On 29 April 2009, as required by section 100(1)(b) of the MPRDA, the Minister published the Code. The purpose of the Code was to set out administrative principles to enhance implementation of the Mining Charter and the MPRDA. The Code is to be read in combination with the Mining Charter and other legislation relating to measurement of socio-economic transformation in the South African mining industry.

Environmental laws relating to mining and prospecting

The MPRDAA repealed the sections in the MPRDA that dealt with environmental regulation of mining and prospecting operations. This was the first step in migrating the environmental regulation provisions from the MPRDA into NEMA. NEMA was amended by the National Environmental Management Amendment Act no. 62 of 2008 and then again by the National Environmental Management Laws Amendment Act 25 of 2014 which came into effect on 2 September 2014. NEMA now includes provisions to deal with environmental regulation of mining and prospecting which provisions are administered by the Minister of Mineral Resources. In addition, The Regulations Pertaining to the Financial Provision for Prospecting, Exploration, Mining or Production Operations were published in the government gazette on 20 November 2015 under GNR 1147 Notice 39425 (New Financial Provision Regulations), and now fall under NEMA.

While the New Financial Provision Regulations are similar to the previous provisions under the MPRDA, some of the significant changes are set forth below:

broadening the definition of “financial provision” to require making financial provision for the adverse impacts that might arise from operations rather than only those listed in the environmental management plan (EMP), as was previously the case;

requiring the holder to annually assess environmental liability and adjust the financial provision to the satisfaction of the Minister of Mineral Resources;

requiring the holder to submit an audit report to the Minister of Mineral Resources on the adequacy of the financial provision from an independent auditor. If the Minister of Mineral Resources is not satisfied with the assessment, he is entitled to appoint his own auditor;

requiring that a holder maintain and retain financial provision notwithstanding the issuance of a closure certificate. Furthermore, the Minister may retain such portion of the financial provision as may be required to rehabilitate the closed mining or prospecting operation in respect of latent, residual or any other environmental impacts, including the pumping of polluted or extraneous water, for a prescribed period. This is not only in respect of holders of rights, but also now in respect of holders of old order rights and holders of works;

before the coming in to effect of the New Financial Provision Regulations, holders could make financial provision for annual rehabilitation, final rehabilitation and post-closure residual impacts and water pumping by adding up the total amount for these three types of rehabilitation and making financial provision in one go using one or a mix of four methods: depositing cash in to the DMR bank account, keeping the amount in a rehabilitation trust in accordance with the Income Tax Act, 1962, obtaining a financial guarantee or a bank guarantee in respect of the amount, or using a method determined by the Director-General (this was not common in practice). Under the New Financial Provision Regulations, if the holder wishes to use a rehabilitation trust in accordance with the Income Tax Act, 1962, the amount in the trust can only relate to financial provision for post-closure residual impacts and water pumping. Holders can no longer make financial provision for annual and final closure through a trust fund;

a holder’s financial provision must be equal to the sum of actual costs of implementing all three broad classes of rehabilitation for at least 10 years; and

the financial provision liability associated with annual rehabilitation, final closure or latent or residual environmental impacts may not be deferred against assets at mine closure or mine infrastructure salvage value.

Failure to realign to the new system constitutes non-compliance with section 24P of NEMA, which would entitle the DMR to issue a directive and failure to comply with the directive is an offence under section 49A(g) of NEMA. A person convicted of an offence under section 49A(g) of NEMA is liable to a fine not exceeding ZAR10 million or to imprisonment for a period not exceeding 10 years, or to both.

Pursuant to section 24N(8) of NEMA, directors of a company are jointly and severally liable for any negative impact on the environment, whether advertently or inadvertently caused by the company they represent, including damage, degradation and pollution.

See also “Item 4B: Business Overview—Mine Site Rehabilitation and Closure” and “Item 4B: Business Overview—Environmental, Health and Safety Matters”.

AngloGold Ashanti’s rights and permits

A mining right will be granted to a successful applicant for a period not exceeding 30 years. Mining rights may be renewed for additional periods not exceeding 30 years at a time. A mining right can be cancelled if the mineral to which such mining right relates is not mined at an “optimal” rate.

AngloGold Ashanti holds seven mining rights in South Africa which have been successfully converted, executed and registered as new order mining rights at the Mineral and Petroleum Resources Titles Registration Office (MPRTO)(MPTRO).

A prospecting right will be granted to a successful applicant for a period not exceeding five years, and may only be renewed once for three years. The MPRDA also provides for a retention period of up to three years after prospecting, with one renewal up to two years, subject to certain conditions.

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AngloGold Ashanti holds twoone prospecting rights. In addition, a third prospecting right has been granted but has not been executed.right.

AngloGold Ashanti also holds a mining permit for the recovery of sand and clay. A renewal application has been timely submitted and AngloGold Ashanti awaits renewal.

AngloGold Ashanti holds a refining licence and an import and export permit from the South African Diamond and Precious Metals Regulator. The import and export permit is currently in the process of being renewed.

The BBBEE Amendment Act

The President of South Africa assented to the BBBEE Amendment Act on 2723 January 2014. The BBBEE Amendment Act came into effect on 24 October 2014 with the object of amending the Broad-based Black Economic Empowerment Act 53 of 2003 (BBBEE Act) to provide a framework of principles, strategies and guidelines aimed at promoting the broad-based socio-economic empowerment of HDSAs across the South African economy and society in the form of ownership, management, employment equity, skills development, preferential procurement, enterprise development and socio-economic development. The BBBEE Amendment Act includes a number of changes to the current framework under the BBBEE Act, including:

amending and clarifying the definition of the intended beneficiaries of such framework;

amending the definition of “Broad-Based Black Economic Empowerment”, or BBBEE, to introduce the concept of viable BBBEE and providing standards for that preferential procurement;

expanding the scope of the Codes of Good Practice (BBBEE Codes), and the related transformation charters, on BBBEE matters that the Minister of Trade and Industry can issue under the BBBEE Act for specific sectors of the South African economy and making it compulsory for public authorities, governmental agencies and other public entities to apply such codes;codes (Sector Codes);

introducing into the BBBEE Act itself the definition of fronting BBBEE practices, which to date has been developed outside of the BBBEE Act and has now been expanded to capture the more sophisticated and unsuspecting fronting transactions, making fronting a criminal offense that is punishable with imprisonment and fines under certain circumstances, reasserting in the BBBEE Act the common law remedies for misrepresentation and more generally enhancing the enforcement mechanism against fronting;

establishing a BBBEE Commission responsible for overseeing, supervising and promoting compliance with the BBBEE Act, as well as receiving and investigating BBBEE-related complaints; and

providing that DTIthe Department of Trade and Industry (DTI) may impose special requirements for specific industries.

Before the BBBEE Amendment Act came into effect, the BBBEE Act provided that in the event of a conflict between the BBBEE Act and any other law in force immediately prior to the commencement of the BBBEE Act, the BBBEE Act would prevail if the conflict specifically relates to a matter addressed in the BBBEE Act. As enacted, theThe BBBEE Amendment Act inserted a new provision in the BBBEE Act whereby the BBBEE Act trumps the provisions of any other law in South Africa with which it conflicts, provided such conflicting law was in force immediately prior to the effective date of the BBBEE Amendment Act. The BBBEE Amendment Act also stipulates that this provision would onlywill be effective one year after the BBBEE Amendment Act is brought into effect, i.e.as from 24 October 2015. It is unclear whether, on that basis,2016.

On 27 October 2015, the Minister for Trade and Industry published Government Notice 1047 of Government Gazette 39350, which declared an exemption in favour of the DMR from applying the requirements contained in section 10(1) of the BBBEE Act andfor a period of 12 months. The exemption can be read as confirmation that the BEEDTI sees the BBBEE Codes may overruleas “applicable” to the Mining Charter inIndustry after the future.exemption is lifted on 27 October 2016.

Additionally, the revised Broad-Based Black Economic EmpowermentBBBEE Codes of Good Practice or the Revised(Revised BEE CodesCodes) became available for voluntary use on 11 October, 2013 and will become effective on 30 April01 May 2015. Entities may however elect to be measured under the Revised BEE Codes immediately. Both the BBBEE Amendment Act and the Revised BEE Codes expressly stipulate that where an economic sector in South Africa has a Sector Code in place for BEE purposes, companies in that sector must comply with the Sector Code. For purposes of the BBBEE Act, the Revised Mining Charter is not a Sector Code. It is not, at this stage, clear what the interplay between the

Revised Mining Charter and the CodeBBBEE Act and Revised BEE Codes is. The government may designate the Revised Mining Charter as a Sector Code in which case it willwould be under the auspices of the BBBEE Act. OnAct, but has not chosen to do so in its government gazette notice of 17 February 2016. Until such determination is made, if at all, the other hand, theRevised Mining Charter may remain asremains a stand-alone document under the auspices of the MPRDA and may bebecome subject to the trumping provision discussed above. This uncertainty might be resolved either by government clarification in this regard or by the matter receiving judicial attention.

The Royalty Act

The Mineral and Petroleum Resources Royalty Act, 2008, or the Royalty Act, was promulgated on 24 November 2008 and came into operation on 1 March 2010. The Royalty Act imposes a royalty on refined and unrefined minerals payable to the state.

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The royalty in respect of refined minerals (which include gold and platinum)silver) is calculated by dividing earnings before interest and taxes, or EBIT, as calculated under IFRS, by the product of 12.5 times gross revenue calculated as a percentage, plus an additional 0.5 percent. EBIT refers to taxable mining income (with certain exceptions such as no deduction for interest payable and foreign exchange losses) before assessed losses but after capital expenditure. A maximum royalty of 5five percent of revenue has been introduced for refined minerals.

The royalty in respect of unrefined minerals (which include uranium) is calculated by dividing EBIT by the product of nine times gross revenue calculated as a percentage, plus an additional 0.5 percent. A maximum royalty of 7 percent of revenue was introduced for unrefined minerals. Where unrefined Mineral Resources (such as uranium) constitute less than 10 percent in value of the total composite Mineral Resources, the royalty rate in respect of refined Mineral Resources may be used for all gross sales and a separate calculation of EBIT for each class of Mineral Resources is not required. For AngloGold Ashanti, this means that currently the company will pay a royalty based on refined Mineral Resources (as the unrefined Mineral Resources (such as uranium) for AngloGold Ashanti for 20132015 constituted less than 10 percent in value of the total composite Mineral Resources). The rate of royalty tax payable for 20142015 was 1.280.50 percent of revenue of the company’s South African operations.

The President has appointed a committee to review the current mining tax regime. The committee, which is undergoing a review not just of the mining tax regime but of the entire South African tax regime, is currently sitting and has not yet made reportssitting. On 13 August 2015, the committee released for public comment the First Interim Report on Mining which was submitted on 01 July 2015 to the Minister of Finance. The committee has not proposed any changes to the royalty regime in this First Interim Report.

Some of the other preliminary recommendations of the committee have included the upfront capital expenditure write-off regime being discontinued and replaced with an accelerated capital expenditure depreciation regime, which is in parity with the write-off periods provided for in respect of the manufacturing (40/20/20/20) basis. Another recommendation has been to bring the taxation of newly established gold mines into line with the tax regime applicable to non-gold mining taxpayers (in so far as possible). The committee has recommended that the so called “gold formula” be retained for existing gold mines. Given the retention of the gold formula for existing gold mines, it will be necessary to retain ring fences in mines where the gold formula subsists. With regard to the additional capital allowances available to gold mines, the committee has recommended that such allowances should be phased out so as to bring the gold mining corporate income tax regime into parity with the tax system applicable to taxpayers as a whole.

CONTINENTAL AFRICA

Democratic Republic of the Congo

The mining industry in the Democratic Republic of the Congo (DRC) is regulated primarily by the Mining Code enacted in July 2002 and its ancillary Mining Regulations, promulgated in March 2003 (DRC Mining Code). The DRC Mining Code vests the Minister of Mines with the authority to grant, refuse, suspend and terminate mineral rights, although such authority is to be exercised upon conditions set out in the Mining Code. Mineral rights may be granted in the form of exploration permits for an initial period of four years or in the form of mining permits which are granted for an initial period of 30 years. An exploration permit may, at any time before expiry, be transformed partially into a mining licence or a small-scale mining permit. Mining permits are granted upon successful completion of exploration and satisfaction of certain requirements, including approval of a feasibility study, an environmental impact study and an environmental management plan.

The holder of a mining permit is required to commence development and mine construction within three years of the award of such permit. Failure to do so may lead to forfeiture of the mining permit. A permit holder must comply with specific rules relating to, amongst others, protection of the environment, cultural heritage, health and safety, construction and infrastructure planning. Mining and exploration activities are required to be undertaken so as to affect as little as possible the interests of lawful occupants of land and surface rights holders, including their customary rights. The exercise of mineral rights by title holders which effectively deprives or interferes with the rights of occupants and surface rights holders requires payment of fair compensation by the mineral title holder.

To protect and enforce rights acquired under an exploration or mining permit, the DRC Mining Code provides, depending on the nature of a dispute or threat, administrative, judicial and national or international arbitral recourses.

The DRC Mining Code sets out taxes, charges, royalties and other fees payable to the treasury by a mining title holder in respect of its activities. It also provides for a level of fiscal stability, in that existing tax, customs, exchange and benefits applicable to the mining activities of a mining title holder are guaranteed to remain unchanged, for a period of 10 years in favouras from the date of a mining title holder in the event thatany amendments to the DRC Mining Code that would result in less favourable payment obligations.

On 1 January 2012, a value added tax (VAT) replaced the previously applicable sales tax. The standard rate of VAT is 16 percent and is applicable to mining companies.

On 1 January 2013, a withholding tax of 14 percent became effective. The tax is applicable to service fees payable to a non-resident service provider by a resident of the DRC.

On 18 July 2012 the Convention between the Government of the Republic of South Africa and the Government of the Democratic Republic of the Congo for the avoidance of double taxation and the prevention of fiscal evasion with respect to taxes on income (Convention) came into effect, and is applicable to:

withholding taxes on amounts paid or credited on or after 1 January 2013; and

other income taxes, levied in respect of taxable periods beginning on or after 1 January 2013.

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The Convention reduces the withholding tax on dividends paid by companies resident in the DRC to companies resident in South Africa from 20 percent to 5five percent and on interest paid by companies resident in the DRC to companies resident in South Africa from 20 percent to 10 percent. A South African company must own at least 25 percent of a relevant DRC entity’s outstanding shares in order to take advantage of the reduced rates.

In 2012, the DRC Mines Minister announced a reform of the DRC’s mining code. Following such announcement, a number of proposed draft bills were circulated and a number of official meetings held amongst key players. According to recent available data, the proposed laws seek to, amongst other things, increaseThe reform, which would have increased royalties payable on certain minerals, boosted the government stake in mining operations to 15 percent from the existing 5 percent, substantially increase royalties on some minerals, reduce in a significant way the protections AngloGold Ashanti currently enjoys on its projects in the DRC, impose new conditions on the company’s ability to retain and renew licences and introduceintroduced a 50 percent levy on certain profits. Shouldprofits, among other changes, was postponed in February 2016 in light of the adverse impact of the collapse in commodity prices on existing mining activities. However, should such laws be enacted in the future, these may have a material adverse impact on the company’s results of operations in the DRC.

AngloGold Ashanti holds a stake in the Kibali gold project located in north-eastern DRC. The project is operated by Randgold Resources and is owned by Randgold Resources (45 percent), AngloGold Ashanti (45 percent) and SOKIMO (10 percent), which latter share represents the interest of the DRC government in the Kibali gold project.

Kibali comprises 10 permits, 7 expiring in 2029 and 3 in 2030 and covering an area of 1,836 square kilometres in the Moto goldfields of the northeast DRC.

On 27 February, 2015 AGAAngloGold Ashanti sold its stake in Ashanti Goldfields Kilo, an exploration and mining joint venture with Société Minière de Kilo-Moto SA UNISARL (SOKIMO), to Fimosa Capital.

AngloGold Ashanti remains invested in the DRC through the Kibali Gold Project which it holds through a joint venture with Randgold Resources and SOKIMO.

Ghana

The Constitution of Ghana as well as the Minerals and Mining Act, 2006 (Act 703) (GMM Act) provide that all minerals in Ghana in their natural state are the property of the State and title to them is vested in the President on behalf of and in trust for the people of Ghana, with rights of reconnaissance, prospecting, recovery and associated land usage being granted under licence or lease.

The grant of a mining lease by the Ghana Minister of MinesLands & Natural Resources (MOLNR) is normally subject to parliamentary ratification unless the mining lease falls into a class of transactions exempted by Parliament.

Control of mining companies

The Ghana Minister of MinesMOLNR has the power to object to a person becoming or remaining a shareholder controller a majority shareholder controller or an “indirect controller” of a company which has been granted a mining lease if the Minister believes, on reasonable grounds, that the public interest would be prejudiced by the person concerned becoming or remaining such a controller.

Stability agreement

The GMM Act provides for stability agreements as a mechanism to ensure that the incentivesguarantee certain terms and protection afforded by laws in force at the time of the stability agreementconditions, mainly fiscal, to which a company’s operations are guaranteedsubject for a period of 15 years. Stability agreements are subject to ratification by Parliament.

Prior to the business combination between AngloGold and Ashanti in April 2004, AngloGold and the governmentGovernment of Ghana agreed on the terms of a stability agreement (the “Ghana(Ghana Stability Agreement”)Agreement) to govern certain aspects of the fiscal and regulatory framework under which AngloGold Ashanti would operate in Ghana following the implementation of the business combination. The Ghana Stability Agreement necessitated the amendment of the Obuasi mining lease which had been ratified by Parliament.

Under the Ghana Stability Agreement, the governmentGovernment of Ghana agreed:

to extend the term of the mining lease relating to the Obuasi mine until 2054 on terms existing prior to the business combination;

to maintain, for a period of 15 years, the royalties payable by AngloGold Ashanti with respect to its mining operations in Ghana at a rate of 3 percent per annum of the total revenue from minerals obtained by AngloGold Ashanti from such mining operations;

to ensure the income tax rate would be 30 percent for a period of 15 years. The agreement was amended in December 2006 to make the tax rate equal to the prevailing corporate rate for listed companies if the rate was less than 30 percent; and

to permit AngloGold Ashanti and any or all of its subsidiaries in Ghana to retain up to 80 percent of export proceeds in foreign currencies offshore, or if such foreign currency is held in Ghana, to guarantee the availability of such foreign currency.

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The Ghana Stability Agreement also stipulates that a sale of AngloGold Ashanti’s or any of its subsidiaries’ assets located in Ghana remains subject to the government’sGovernment’s approval. Furthermore, the governmentGovernment retains its special rights (Golden Share) under the provisions of the GMM Act pertaining to the control of a mining company, in respect of its assets and operations in Ghana.

The governmentGovernment of Ghana agreed that AngloGold Ashanti’s Ghanaian operations will not be adversely affected by any new enactments or orders, or by changes to the level of payments of any customs or other duties relating to mining operations, taxes, fees and other fiscal imports or laws relating to exchange control, transfer of capital and dividend remittance for a period of 15 years after the completion of the business combination.

The governmentGovernment of Ghana has constituted a review committee to review and renegotiate stability agreements with the mining companies.companies (Committee). Within the committee’sCommittee’s powers of review are the redrafting of such stability agreements, the determination of whether stability agreements comply with the mining laws of Ghana and the Ghanaian legal regime for mining (fiscal requirements, foreign exchange regulations and the provisions of the tax laws), and the preparation of guidelines to govern the granting of stability agreements in the mining industry. We are currently participatingAngloGold Ashanti Ghana is waiting to be invited to participate in negotiations with the Ghanaian review committee.

Tax laws

In March 2012 the tax laws of Ghana were amended. Changes to the tax laws included:

An increase in the income tax rate applicable to mining businesses from 25 percent to 35 percent. AngloGold Ashanti is currently protected until 2019 from any increase of its income tax rate to greater than the rate provided for under the Ghana Stability Agreement.

Introduction of a new capital allowance regime for class 3 assets (which include mineral and petroleum exploration and production rights, buildings, structures and works of a permanent nature used in mineral and petroleum exploration and production and plant and machinery used in mining and petroleum operations) that provides for a 20 percent straight line rate for a period of five years. Pursuant to the Ghana Stability Agreement, this change will not affect AngloGold Ashanti until 2019.

Elimination of the 5five percent allowance on prior year additions. Prior to the 2012 amendment, the tax code granted an additional 5five percent of the value of assets acquired and qualified to be classified as class 3 assets for the purpose of granting capital allowances. Capital allowance is now 20 percent each year on the total value of the assets. Pursuant to the Ghana Stability Agreement, this change will not affect AngloGold Ashanti until 2019.

A ring fencing rule to prevent mining businesses from deducting or setting off costs from one mining area with another’s income. Pursuant to the Ghana Stability Agreement, this change will not affect AngloGold Ashanti until 2019.

While the Stability Agreement protects AngloGold Ashanti from any new enactments that would impose obligations upon AngloGold Ashanti or any of its Ghanaian subsidiaries, the Government of Ghana has constituted a team to renegotiate stability agreements with mining companies. A government committee has invited AngloGold Ashanti for discussions and requested certain information. The government may intend to review the Ghana Stability Agreement.Golden Share

Under the Stability Agreement, the Government of Ghana (Government) has confirmed and agreed that the Government’s rights with respect to the Golden Share apply only in respect of AngloGold Ashanti’s assets and operations in Ghana. The rights do not extend to any other assets or operations of AngloGold Ashanti outside Ghana, nor to any assets or operations of AngloGold Ashanti.

The Government has also agreed to waive any right it may have under Section 60(I) of the Minerals and Mining Law, 1986, as amended to acquire a special share in AngloGold Ashanti or any of its direct or indirect subsidiaries or joint ventures.

The Golden Share may only be held by or transferred to a Minister of the Government or any person acting on behalf of such Government and authorised in writing by such Minister.

The following matters require, and will not be effective without, the written consent of the holder of the Golden Share:

 

(i)

any amendment to or removal of the relevant provisions of the AngloGold Ashanti (Ghana) Limited Regulations setting out the rights and restrictions attaching to the Golden Share;

(ii)

the voluntary winding-up or voluntary liquidation of AngloGold Ashanti (Ghana) Limited;

(iii)

the redemption of or purchase by AngloGold Ashanti of the Golden Share;

(iv)

the disposal of any mining lease held by AngloGold Ashanti (Ghana) Limited or any subsidiary of AngloGold Ashanti (Ghana) Limited; and

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(v)

any disposal by AngloGold Ashanti (Ghana) Limited (other than any disposal in the ordinary course of business of AngloGold Ashanti) which, alone or when aggregated with any disposal or disposals forming part of, or connected with, the same or a connected transaction, constitutes a disposal of the whole or a material part of the assets of the AngloGold Ashanti group taken as a whole. For this purpose, a part of the AngloGold Ashanti group’s assets will be considered material if either (a) its book value (calculated by reference to the then latest audited consolidated accounts), or the total consideration to be received on its disposal, is not less than 25 percent of the book value of the net assets of the AngloGold Ashanti group or (b) the average profits attributable to it represent at least 25 percent of the average profits of the AngloGold Ashanti group for the last three years for which audited accounts are available (before deducting all charges, except taxation and extraordinary items).

Upon a return of assets in a winding-up or liquidation of AngloGold Ashanti (Ghana) Limited, the holder of the Golden Share is entitled to the sum of 0.10 cedis (approximately 5 US cents) in priority to any payment to other members, but the Golden Share confers no further right to participate in the profits or assets of AngloGold Ashanti. The Golden Share carries no right to any dividend or any right to participate in any offer of securities to existing shareholders or in any capitalisation issue.

The holder of the Golden Share may require AngloGold Ashanti (Ghana) Limited to redeem the Golden Share at any time in consideration of the payment to such holder of 0.10 cedis (approximately 5 US cents).cedis.

VAT

In December 2013, the Parliament of Ghana (Parliament) passed an amendment to the Internal Revenue Act, 2000 (Act 592) known as the Internal Revenue (Amendment) (No. 2) Act 2013, (Act 871). This, amongst other changes, increased the withholding tax for goods and services supplied by non residents, payments to non-resident individuals and payment for management and technical services from 15%15 percent to 20%.20 percent. A new Value Added Tax Act, (VAT) 2013 (Act 870) was also passed which increases the VAT payable on goods and services from 15%15 percent to 17.5%.17.5 percent. The Value Added Tax 2013, (Act 870) extended the coverage of the tax to some business activities which were hitherto outside the tax net. These included the supply of financial services that are rendered for a fee, commission or a similar charge and the manufacture or supply of pharmaceuticals. The implementation of the charging of VAT in relation to these two services have however been suspended until further notice. These taxes do not have an adverse effect on the Company since they do not directly impact its operations.

Income taxes

In November 2015, Parliament passed the Income Tax Act, 2015 (Act 896) (ITA) which repealed the Internal Revenue Act, 2000, (Act 592), as amended. The ITA became effective from 01 January 2016 for the 2016 year of assessment. The ITA ring fences and taxes income derived from mining operations at the rate of 35 percent. For the purpose of ascertaining the income of a person for taxation, each separate mineral operation is treated as independent business and taxed accordingly. Pursuant to section 2.06 of the Stability Agreement, the ring fencing provision will not apply to AngloGold Ashanti until 2019 and until then the company’s tax exposure will not exceed 30 percent.

The ITA provides for the carrying forward of losses for up to five years. Losses carried forward can only be used in the order in which they were generated or incurred. The ITA further provides that capital allowances calculated or granted shall be taken in that year and shall not be deferred.

The ITA states that expenditure incurred in the course of reconnaissance or prospecting operations shall be placed in a single pool, and the balance in that pool is to be carried forward year to year until commencement of production. When production commences, the amount in the pool must be capitalized and the Commissioner-General of the Ghana Revenue Authority shall grant a capital allowance in respect thereof. The ITA also provides guidance on how costs incurred during the reconnaissance and exploration phase of a mine ought to be treated.

The ITA imposes a withholding tax on dividends paid by a person conducting mineral operations in Ghana at eight percent. This is regardless of the amount of shareholding a shareholder or shareholders may have in the entity paying the dividend. Under section 59 (3) of the ITA, an exemption from tax exists where the recipient of the dividend holds or controls directly or indirectly at least 25 percent of the voting power of the company paying the dividend.

The ITA also introduces some variation in the rates of withholding taxes. For example payments for the supply of services (Payments with a Source in Ghana to Persons Other Than Individuals) has been increased from 5 percent to 15 percent; the withholding tax on resident Directors’ remuneration has been increased from 10 percent to 20 percent; and withholding taxes on natural resource payments and royalties have been increased from 10 percent to 15 percent. This may have an indirect impact on AngloGold Ashanti’s operations as this rate will have a material impact on the margins of suppliers and possibly their working capital. Suppliers may therefore seek to pass this on to AngloGold Ashanti by increasing their fees and charges.

The ITA also abolishes the flat 15 percent rate of tax on capital gains. Capital gains are now to be included in business or investment income and taxed at the applicable income tax rate which, for persons engaged in mineral operations, is 35 percent.

Retention of foreign earnings

AngloGold Ashanti’s operations in Ghana are permitted to retain 80 percent of their foreign exchange earnings in an offshore foreign exchange account. In addition, the company has permission from the Bank of Ghana to retain and use US dollars, outside of Ghana, required to meet paymentsfulfill payment obligations to the company’s hedge counterparties which cannot be met from the cash resources of its treasury company.Oncompany. On 4 February 2014, the Bank of Ghana issued new directives as part of measures to streamline the collection and repatriation of export proceeds to Ghana. These directives included an instruction to all banks and authorised dealers to, within five working days of receipt of export proceeds, convert the proceeds into Ghana cedis based on the average Interbank Foreign Exchange Rate prevailing on the day of conversion with a spread not exceeding 200 percentage in points (pips). Exporters with retention accounts were to continue to operate these accounts in accordance with their retention agreements. Retention proceeds which were sold to the banks were to be converted into Ghana cedis based on the average Interbank Foreign Exchange Rate prevailing on the day of conversion with a spread not exceeding 200 pips. It further advised that offshore foreign exchange transactions by resident companies, including exporters, were strictly prohibited and exporters were to ensure that all export proceeds are repatriated in full. Failure to comply with the provisions attracts penalties including pecuniary sanctions, jail terms, suspension and revocation of the operating licence as applicable.

Following engagement with relevant stakeholders, the Bank of Ghana issued another notice clarifying that the transfer of foreign exchange to meet external payment obligations remains permissible for transactions such as:

a.

redemptions and coupon payments on Bonds held by non-residents;

b.

investment income, technology and management transfer entitlements, expatriate emoluments, and other incentive packages and overseas commitments under provisions in various legislation and legislative instruments such as the Minerals and Mining Act, 2006 (Act 703), and the Technology Transfer Regulations ( L.I.1547 ); and

c.

other outward payments for imports of goods and services.

The notice also stated that all balances in Foreign Currency Accounts (FCAs) and Foreign Exchange Accounts (FEAs) will continue to be held in foreign currency, and will not be converted into Ghana Cedis. External transfers of up to $10,000 per annum without documentation from FEA and FCA are still permitted. Balances held in FEAs and FCAs continue to remain available for all legitimate external transactions.

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The Bank of Ghana on 9 August 2014 further revised the rules on foreign exchange operations, effectively reversing the initial directives controlling transactions in foreign exchange. The details are as follows:

 

1.

The limit of $1000.00 on over-the-counter foreign exchange cash withdrawal is removed.

2.

Exporters shall continue to repatriate in full export proceeds in accordance with the terms agreed between the trading parties. Such proceeds shall be credited to their FEAs and converted on a need basis.

3.

FEAs and FCAs will continue to be opened and operated as they were before the Notices of February 4, 2014.

4.

Except for transfers from FEA to FCA which are still prohibited, all other transfers between accounts are permitted.

5.

For the avoidance of doubt:

 a.

FCAs shall be fed only with unrequited transfers such as transfers from abroad for investment or embassy transfers.

 b.

FEAs shall be fed with foreign exchange generated from activities in Ghana such as proceeds from exports of goods and services.

6.

The threshold for transfers abroad without initial documentation remains at $50,000.00. Where documentation in respect of a transfer remains outstanding, any subsequent import transaction by an importer, irrespective of value, shall only be made on prior provision of documentation required for the current import transaction.

7.

Importers who use non-cash instruments (plastic cards) may continue to load up to $50,000 to meet their legitimate needs abroad subject to the necessary documentation requirements.

8.

Foreign currency denominated loans may be granted by resident banks to their customers subject to their own internal procedures and processes and in compliance with the risk management guidelines of the Bank of Ghana.

9.

Cheques and cheque books may be issued by banks to holders of FEAs and FCAs.

The Bank of Ghana reiterated that the Ghana cedi remains the sole legal tender in Ghana. Therefore, pricing, advertising, invoicing, receiving, and making payments for goods and services should be done in Ghana cedis, unless otherwise authorized by the Bank of Ghana.

Existing measures that were not amended by this Notice continue to remain in force.

In light of the recent clarifications, AGAAngloGold Ashanti maintains and operates its FCA, FEA and Retention Accounts in compliance with the directives.

Localisation policy

Mining companies must submit a detailed programme for the recruitment and training of Ghanaians with a view to achieving “localisation”, which is the replacement of expatriate personnel in a company’s Ghanaian operations by Ghanaian personnel. In addition, mining companies must give preference to Ghanaian products and personnel, to the maximum extent possible, consistent with safety, efficiency and economies. Recently passed Minerals and Mining (General) Regulations, 2012 (L.I. 2173) give further details on the localisation policy.

Except as otherwise provided in a specific mining lease, all immovable assets of the holder of the mining lease vest in the State upon termination, as does all moveable property that is fully depreciated for tax purposes. Moveable property that is not fully depreciated is to be offered to the state at the depreciated cost. The holder must exercise his rights subject to such limitations relating to surface rights as the Minister of Mines may prescribe.

Ground rent

In 2012, the Ghanaian Parliament passed the Fees and Charges Amendment Legislation 2012 (Ll 2191), which fixed mineral concession rent at GH¢Gh¢9,016 per square kilometre per annum as opposed to the previous rate of GH¢Gh¢0.50 per acre per annum. However, on 19 March 2014, the Office of the Administrator of Stool Lands informed the Ministry of Finance in writing that it has agreed with the Ghana Chamber of Mines to revise the fees to GH¢Gh¢15.0 per acre per annum. The Chamber has since 2 September 2014 informedinstructed all mining companies to pay the agreed sum. The Companycompany has since paid the agreed ground rent for its Binsere Leases but paid $36 per km2km2 for the Obuasi lease as specifically provided for in the lease. The Companycompany also indicated to the Office of the Administrator of Stool Lands that by virtue of the Stability Agreement, the Companycompany is protected from the incrementincrease in the ground rent, and that the Company’scompany’s payment of same cannot be deemed as a waiver of its rights under the Stability Agreement.

National Fiscal Stabilisation (Amendment) Act, 2014 (Act 882)

57The National Fiscal Stabilisation (Amendment) Act has extended the application of the National Fiscal Stabilisation Levy to net profits before tax up to and including the 2017 year of assessment. In the past, AngloGold Ashanti has sought protection under the Stability Agreement and this has been granted. AngloGold Ashanti will therefore continue seeking the protection.


Special Import Levy Act, 2014 (Act 884)

The Special Import Levy Act has extended the application of the National Fiscal Stabilisation Levy to profits before tax up to and including the 2017 year of assessment.

Customs and Excise (Petroleum Taxes and Petroleum Related Levies) (Amendment) Act, 2014 (Act 886)

The Customs and Excise (Petroleum Taxes and Petroleum Related Levies) (Amendment) Act reversed the excise tax on petroleum products (petroleum, gas oil, residual fuel oil, unified gasoline, kerosene, liquefied petroleum gas and local marine gas) from ad valorem to specific tax.

Energy Sector Levies Act, 2015 (Act 899)

The Energy Sector Levies Act, which received assent on 24 December 2015, consolidates existing energy sector levies and imposes a new levy, the Price Stabilization and Recovery Levy. The Price Stabilization and Recovery Levy, which is to be collected by the National Petroleum Authority and paid into the Price Stabilisation and Recoveries Account, applies to petrol at a rate of 12 Ghana pesewas per litre, to diesel at a rate of 10 Ghana pesewas per litre, and to liquefied petroleum gas at a rate of 10 Ghana pesewas per kilogram.

Minerals and Mining (Amendment) Act 20142015 (Act 900)

A draft Minerals and Mining (Amendment) Bill is currently being consideredAct was passed by Parliament.Parliament and assented to by the President on 16 December 2015. It proposes to replacereplaces the existing royalty provisions introduced by the Minerals and Mining Amendment Act, 2010 (Act 794) in terms ofpursuant to which the rate of royalties iswas fixed by an Act of Parliament to a situation whereParliament. Under the new regime, the Minister wouldwill prescribe the rate payable and the manner of payment throughby passing a Legislative Instrument or other subsidiary legislation. The existing royalty rate of 5% wouldfive percent however remainremains the same until such time as the rate is altered in the manner prescribed. The Minerals and Mining (Amendment) Act 2015 also makes provision for the confiscation of the equipment of illegal miners.

Minerals Development Fund Bill, 2014

Parliament is also currently considering the Minerals Development Fund Bill, 2014. The purpose of the Bill is to establish a Minerals Development Fund to provide the legal basis for the distribution of 20%20 percent of mineral royalties received by Government which has been apportioned to specified bodies for their use. It also introduces the Mining Community Development Scheme to directly sponsor-socio-economicsponsor socio-economic development in communities in which mining operations take place or which are affected by mining operations.

Mining & Environmental Guidelines

In June 2014, the Ghana Environmental Protection Agency and the Minerals Commission circulated draft Mining and Environmental Guidelines to all mining companies for comment. The guidelines concern environmental management, reclamation, closure requirements and the proposed Mining Community Development Scheme discussed above. Although the guidelines are yet to be agreed upon by stakeholders, it is proposed that the scheme would be funded by said 20%20 percent of mineral royalties, additional contributions from the mining companies, donations and grants from other sources.

Rules regarding the export of gold and diamonds

The Bank of Ghana introduced new measures to regulate and monitor the export of gold and diamonds from Ghana. From 15 September 2015, all exports of gold and diamonds must be carried out through the Precious Minerals Marketing Company, except where the exporter is the holder of a licence that permits it to export directly, and the Ghana Revenue Authority (Customs Division) only permits gold to be exported by a licensed gold exporter who has a completed Form FEX A4 bearing Bank of Ghana’s embossment. The export measures do not apply to AngloGold Ashanti because the company holds a licence granted by the Minister for Land and Natural Resources to sell and export its production.

Budget StatementStatements

In the November 2014 Budget Statement, the following taxes were proposed:

Imposition ofa Special Petroleum Tax of 17.5 percent was proposed as part of a rationalizationrationalisation of the VAT regime and change in the petroleum pricing structure – this policy comes with a mitigation account to manage extremely low and high prices that result in sporadic price increases or decreases under the automatic adjustment formula;structure.

Reversal of the excise tax on petroleum from ad valorem to specific;

Extension of the National Fiscal Stabilisation Levy of 5 percent and special import levy of 1-2 percent to 2017; and

Increase the withholding tax on Directors’ remuneration from 10 percent to 20 percent;

Mining properties

The company is required to pay ground rent to the Government of Ghana and such other fees as are prescribed by legislation, including royalties on timber felled within the lease area.

Obuasi

The current mining lease for the Obuasi area was granted by the Government of Ghana on 5 March 1994. It grants mining rightsconcessions to land with an area of approximately 334338 square kilometres in the Amansie East and Adansi West districts of the Ashanti region for a term of 30 years from the date of the agreement. In addition, a mining lease over an adjacent 140 square kilometres was also granted, resulting in the total area under the mining lease increasing to 474 square kilometres.

The Government of Ghana agreed to extend the term of the mining lease relating to the Obuasi mine until 2054. The mining lease was formally ratified by Parliament on 23 October 2008.

On 20 January 2014, AGAG submitted an application to3 March 2016, the Minerals Commission approved AngloGold Ashanti Ghana’s application to surrender approximately 289.34273.54 square kilometres of the area to the Government of Ghana. Upon issuance by the Government of the certificate of surrender,Ghana, reducing the lease areas will be reduced to 185.66201.46 square kilometres.Thekilometres. The remaining parcel of land that will be subject to the mining lease is situated within various villages and townships in the region, but excludes the municipality of Obuasi.

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Iduapriem

Iduapriem has title to a 3331 square kilometre mining lease granted on 19 April 1989 for a period of 30 years. In January 2009 Iduapriem obtained a new mining lease, the Ajopa Concession, for a period of 10 years. The concession covers an area of 48.34 square kilometres. In December 2011 the Minister of Lands and Natural Resources gave his consent for Teberebie’s title to a 25.83 square kilometre mining lease, granted in June 1992 for a period of 30 years, to be assigned to Iduapriem. While ownership of the lease has passed to Iduapriem, the registration of the transfer of the lease is still in process.

Guinea

In Guinea, all mineral substances are the property of the state.State. Mining activities are currently regulated by law L/2011/006/CNT dated 9 September 2011 (the “2011 Code”)(2011 Code), as amended by law L/2013/053/CNT dated 8 April 2013 and promulgated by Decree D/2013/075/PRG/SGG dated 17 April 2013(together2013 (together, the “NewNew Mining Code”)Code).

The right to undertake mining operations can only be acquired by virtue of one of the following mining titles: surveying permit, small-scale mining licence, mining prospectingexploration licence, mining licence or mining concession.

The group’s Guinea subsidiary, Société AngloGold Ashanti de Guinée SA (“SAG”)(SAG), has title to the Siguiri mine in the form of a mining concession, covered by a mining convention which was entered into with the Republic of Guinea on 11 November 1993 (the “Convention(Convention de Base”)Base). The mining concession, granted to SAG following the execution of the Convention de Base, was redefined by virtue of Presidential Decree D/97/171/PRG/SGG dated 4 August 1997. The Convention de Base was amended in 2005. The Convention de Base provides for a duration of 25 years, with an eventual extension/renegotiation after 23 years for such periods as may be required to exhaust the economic Ore Reserve.

At Siguiri, the original area granted of 8,384 square kilometres was reduced to a concession area of four blocks totalling 1,495 square kilometres. SAG has the exclusive right to explore and mine in the remaining Siguiri concession area for the duration of the initial period of the Convention de Base.

Key elements of the Convention de Base are that:

The Republic of Guinea holds a 15 percent free-carried or non-contributory interest; is entitled to a royalty of 3three percent based on a spot gold price of less than $475 per ounce; and is owed 5five percent of the value of gold exported, based on a spot gold price above $475 per ounce, as fixed on the London Gold Bullion Market;

A local development tax of 0.4 percent is payable on gross sales revenue;

Salaries of expatriate employees are subject to a 10 percent income tax;

Mining goods imported into Guinea are exempt from all import taxes and duties for the first two years of commercial production; and

SAG is committed to adopting and progressively implementing a plan for the effective rehabilitation of the mining areas disturbed or affected by operations.

The Convention de Base is subject to early termination if both parties formally and expressly agree to it, if all project activities are voluntarily suspended for a continuous period of eight months or are permanently abandoned by AngloGold Ashanti’s subsidiary; or if SAG goes into voluntary liquidation or is placed into liquidation by a court of competent jurisdiction.

New Mining Code

Pursuant to the New Mining Code, existing mining titles in effect on the date on which the New Mining Code came into force remain valid for their duration and for the substances for which they have been issued. The New Mining Code does not allow new mining conventions to derogate from its provisions but for holders of validly signed and ratified conventions, the application of the Mining Code will take place by way of amendments to the relevant mining convention (in the case of SAG, the Convention de Base), which amendments are set out in an Addendum to be negotiated between the mining convention holder and the State (the “Addendum”)(Addendum). The Addendum isThese amendments are required to be approved by the Council of Ministers, signed by the Minister of Mines, transmitted to the Supreme Court for its opinion and then to the National Assembly for ratification. They are subject to final ratification by Presidential decree. Mining companies mustwere required to cooperate in view of the conclusion of the Addendumthese amendments within a 24-month delay following the publication of the New Mining Code. The 24-month delay periodCode: that is, expected to end onby or shortly before June 2015. However, the New Mining Code does not impose any consequence to this deadline not being met and the parties are invited to meet and discuss in order to reach, as soon as possible, an agreement on the amendments.

To that effect, the Government has established a Technical Committee, supported by a Strategic Committee, to conduct the renegotiationsrenegotiation of all the mining contracts including the Convention de Base. Until ratification of the Addendum,amendments, the terms of the current Convention de Base apply.

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The type of amendments expected to be contained in the Addendum,made to a mining convention, are categorised below by the method and timing of implementation:

1.

Provisions of immediate application which are non-negotiable relating to transparency, anti-corruption efforts, transfer of mining title interests, tax on capital gains, environmental protection, relationships with local communities, and worker health and safety (Mandatory Provisions);

2.

Provisions of immediate application but which are subject to progressive implementation over a negotiated period of time not exceeding eight years relating to training, employment and preference to Guinean companies (Progressive Provisions); and

3.

Other, negotiable provisions relating to taxation (other than capital gain) and customs, State participation in the capital of mining companies, State rights on transport and marketing and insurance and exchange control rules.

The exact scope of the amendments will depend on the outcome of the negotiations with the Technical Committee. Once signed and ratified, the provisions of the Convention de Base, as amended, by the Addendum, will govern mining activities on the Siguiri concession. While the exact content of the Addendum will depend on the outcome of the negotiations with the Technical Committee, it can be anticipated that the Addendum will contain the Mandatory Provisions and will also provide a time table for the implementation of the Progressive Provisions.

With respect to the Mandatory Provisions, the New Mining Code provides that mining companies must adhere to the principles of the Extractive Industries Transparency Initiative (EITI). The EITI sets a global standard for oil, gas and mining companies to disclose payments to governments and for governments to disclose what they receive. The Mandatory Provisions also provide for the requirement to obtain ministerial consent in respect to any transfer of a mining right as well as any form of direct or indirect transfer of interest in a mining title of 5 percent or greater. In addition, the Mandatory Provisions also provide for a transfer tax regime entailing the payment of a 10percent registration fee, in addition to capital gain tax on the assignment of titles, on the transfer of shares in the company holding the mining titles and on an acquisition of participation leading to an indirect change of control of the title holder.

The Progressive Provisions require, amongst others, the implementation of a training and development plan contemplating a transfer of technology as well as preference for Guinea companies. The Progressive Provisions also establish fixed minimum quotas of Guinean personnel. These quotas depend on the stage of the project and the level of hierarchy. The Progressive Provisions further require that certain positions (General Manager, Deputy General Manager) be filled by Guinean citizens by certain deadlines.The Progressive Provisions provide for minimum quotas of contracts with SMEs, SMIs and businesses belonging to or controlled by Guineans to be complied with by title holders and their sub-contractors.

In addition, certain provisions introduced by the New Mining Code that were not otherwise covered by the previous mining legislation or are not covered by the Convention de Base are likely to apply to SAG, including a limitation on tax stability. The current tax regime applicable to SAG is only guaranteed until November 2018.

The New Mining Code is to be accompanied and implemented by various implementation decrees. To date, decree D/2014/012/PRG/SGG on the management of mining authorisation and titles, D/2014/013/PRG/SGG relating to the application of the financial provisions of the New Mining Code, decree D/2014/014/PRG/SGG on the adoption of a directive for the realisation of an environmental and social impact study for mining operations and decree D/2014/015/PRG/SGG adopting a model of mining convention, all dated 17 January 2014, have been adopted. In addition, decree D/2015/016/PRG/SGG on the government appointment of Guinean directors of mining companies, was adopted on 12 February 2015.

Mali

Mineral rights in Mali are governed by law n°2010-015 dated 27 February 2012 bearing Malian Mining Code (the “New(New Mining Code”)Code), replacing ordinance No. 99-32/P-RM of 19 August 1999 enacting the previous mining code, as amended by ordinance n°013/2000/P-RM of 10 February 2000 and ratified by law n°00-011 of 30 May 2000 (the “1999(1999 Mining Code”)Code), and Decree No. 99-255/P-RM of 15 September 1999 implementing the Mining Code.

Due to stabilisation clauses in the agreement defining the mining rights and obligations of AngloGold Ashanti entities in Mali (further described below), the mining operations carried out by the AngloGold Ashanti entities in Mali are subject to the provisions of the previous mining codes of 1970 and 1991 but also, for residual matters, expressly subject to the provisions of the 1999 Mining Code (see “Applicable mining regime” below). As a consequence the New Mining Code does not apply to the relevant mining operations.

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Applicable mining regime

Prospecting activities are carried out under prospecting authorisations (authorisation(autorisation de prospection). The authorisations give an individual or corporate entity the exclusive right to carry out prospecting activities over a given area for a period of three years renewable without a reduction in the area covered by the authorisation. Exploration activities may be carried out under exploration permits (permis de recherche). The latter are granted to corporate entities only by order of the Minister of Mines. Exploration permits are granted for a period of three years, renewable twice for additional three-year periods. Each renewal requires the permit holder to relinquish 50 percent of the area covered by such permit. The entity applying for such a permit must provide proof of technical and financial capabilities.

An exploitation permit (permis d’exploitation) is required to mine a deposit located within the area of a prospecting authorisation or an exploration permit. The exploitation permit grants an exclusive right to prospect, explore and exploit the named substances for a maximum period of 30 years renewable three times for an additional 10 years. The exploitation permit is granted only to the holder of an exploration permit or of a prospecting authorisation and covers only the area governed by the exploration permit or the prospecting authorisation. An application must be submitted to the Minister of Mines and to the National Director of Mines.

As soon as the exploitation permit is granted, the permit holder must incorporate a company under the law of Mali. The permit holder will assign the permit for free to this company. The State will have a 10 percent free carried interest in the company. This interest will be converted into priority shares and the State’s participation will not be diluted in case of an increase in capital.

Applications for exploitation permits must contain various documents attesting to the financial and technical capacity of the applicant, a detailed environmental study in respect of the impact of the project on the environment, a feasibility study and a bank deposit. The permit is granted by decree of the Head of Government. Refusal to grant a permit may only be based on two grounds: insufficient evidence to support the exploitation of the deposit or the failure of the environmental study.

Applications for prospecting authorisations and exploration permits must contain various documents attesting to the financial and technical capacity of the applicant, a detailed works and costs programme, a map defining the area which is being requested and providing geographical coordinates, the exact details relating to the identity of the applicant and evidence of the authority of the signatory of the application. Such titles are granted by ministerial order. Any refusal to grant such titles shall be notified by letter from the Minister of Mines to the applicant.

All mining titles mentioned above require an establishment convention (convention d’etablissement)d’établissement) to be signed by the State and the titleholder defining their rights and obligations. A standard form of such establishment convention has been approved by decree of the Head of Government.

AngloGold Ashanti has interests in Morila, Sadiola and Yatela, all of which are governed by establishment conventions covering exploration, mining, treatment and marketing in a comprehensive document. These documents include general provisions regarding exploration (work programme, fiscal and customs framework) and exploitation (formation of a local limited liability mining company, State interest, fiscal and customs framework governing construction and exploitation phases, exchange controls, marketing of the product, accounting regime, training programmes for local labour, protection of the environment, reclamation, safety, hygiene and dispute settlement).

AngloGold Ashanti has complied with all applicable requirements and the relevant permits have been issued. Morila, Sadiola and Yatela have 30-year permits which expire in 2024,2029, 2020 and 2024 respectively. Morila’s Exploitation Permit covers approximately 200 square kilometres and was issued on 4 August 1999. Sadiola’s original prospecting and exploitation agreement was entered into on 15 April 1990. Yatela is implementing a closure plan in order to relinquish the property.

Tanzania

Mineral rights

Mineral rights in the United Republic of Tanzania are principally governed by the Mining Act of 2010 (Tanzania Mining Act), and the Mining Regulations, 2010 (Tanzania Mining Regulations), which include: Mining (Mineral Rights) Regulations 2010; Mining (Environmental Protection For Small Scale Mining) Regulations 2010; Mining (Mineral Beneficiation) Regulations 2010; Mining (Mineral Trading) Regulations 2010; Mining (Safety, Occupational Health and Environmental Protection) Regulations 2010; and the Mining (Radioactive Mineral) Regulations 2010.

The Tanzania Mining Act and the Tanzania Mining Regulations came into force in November 2010. Ownership of and control over minerals on, in or under the land vest in the President of the United Republic of Tanzania. No person is allowed to prospect for minerals or carry on mining operations except pursuant to the authority of a mineral right licence granted, or deemed to have been granted, under the Tanzania Mining Act or its predecessor acts.

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To enable a company to prospect or mine, the Ministry of Energy and Minerals (MEM) initially grants an exclusive prospecting licence. Upon presentation of a feasibility study, together with certain other environmental, social and financial assurances, the MEM may then grant a form of licence for mining. Licensing decisions take into account the abilities of the company (including its mining, financial and technical capabilities), projected rehabilitation programmes, environmental compliance and the payment of royalties.

The following licences can be applied for under the Tanzania Mining Act:

Licences for Exploration:

prospecting licence;

gemstone prospecting licence; and

retention licence.

Licences for Mining:

special mining licence (if the proposed capital investment is equal to at least US$100 million);

mining licence (if the proposed capital investment is equal to between $100,000 and $100 million); and

primary mining licence (reserved for Tanzanian citizens).

Licences for Ancillary Activities:

processing licence;

smelting licence; and

refining licence.

For purposes of AngloGold Ashanti’s Geita Gold Mine, only prospecting, retention and special mining licences are relevant.

A prospecting licence grants the holder the exclusive right to prospect in the area covered by the licence for all minerals within the class of minerals applied for. The classes that can be applied for include (amongst others):

metallic minerals;

energy minerals;

gemstones other than kimberlitic diamonds; and

kimberlitic diamonds.

An application for a prospecting licence is made to the Commissioner for Minerals and the licence is valid for a period of four years. After the initial term, the licence is renewable for three further periods – the first period being for three years and the second and third periods being for two years each. Upon each renewal, 50 percent of the area covered by the licence must be relinquished. A company applying for a prospecting licence must, amongst other things, state the financial and technical resources available to it.

If the holder of a prospecting licence has identified a mineral deposit within the prospecting area that is potentially of commercial significance but that cannot be developed immediately because of technical constraints, adverse market conditions or other economic factors of a temporary character, it can apply for a retention licence. A retention licence can also be requested from the Minister after the expiry of a prospecting licence period, for reasons ranging from financial to technical considerations. A retention licence is valid for a period not exceeding five years and is thereafter renewable for a single period of five years. The advantage of converting a prospecting licence into a retention licence is that the MEM may not revoke a retention licence if the licence holder fails to meet its obligations within the time frame agreed on application for the licence (as would be the case with a prospecting licence).

Holders of prospecting or retention licences over a tenement will not automatically have first right to any mining licence granted over that tenement. However, in practice, they will be best positioned to meet the requirements to be granted a form of licence for mining. The holder of a retention licence may also apply for a special mining licence for the area under the retention licence while the retention licence subsists.

Mining is mainly carried out through either a mining licence or a special mining licence, both of which confer on their holder the exclusive right to conduct mining operations in or on the area covered by the licence. A special mining licence is granted for the shorter of either the estimated life of the ore body indicated in the feasibility study report or such period as the applicant may request. It is renewable for a further period not exceeding the estimated life of the remaining ore body.

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Except in the case of a special mining licence, a mineral right may be freely transferred by its holder (in whole or in part) to another person or entity without requiring consent from the MEM. However, the Commissioner for Minerals must be notified of any transfer of a prospecting or retention licence and will refuse to register the transfer unless the transferee proves that it meets the financial and technical capability criteria required to apply for such licences. The assignment of a special mining licence generally requires the prior consent of the MEM, such consent not to be unreasonably withheld or delayed. There are limited exceptions to the requirement for the Minister’s consent (such as transfers to an affiliate company of the licence holder or to a financial institution or bank as security for any loan or guarantee in respect of mining operations).

Special mining licences have certain fiscal and other advantages over mining licences, as the holder of a special mining licence may enter into a mining development agreement with the government of Tanzania to guarantee the fiscal stability of a long-term mining project and make special provision for the payment of royalties, taxes, fees and other fiscal imposts and a special mining licence holder may, in certain circumstances, unilaterally amend the programme of the mining operations agreed with the MEM.

AngloGold Ashanti has concluded a development agreement with the Ministry and was issued a mining special licence covering approximately 196 square kilometres for a period of 25 years, which expires in 2023.on 26 August 2024.

On 9 October 2014 an addendum to the development agreement was entered into ratifying the following prior changes:

An increase in the royalty rate from 3%three percent to 4%four percent with effect from 1 May 2012;

With effect from the financial year 2015, the capital allowance applicable to the unredeemed qualifying capital expenditure (15%(15 percent per annum) referred to in section 18(a) of the Income Tax Act No 33 of 1973 shall no longer apply; and

With effect from 1 July 2014, GGMLGeita Gold Mining Limited is liable to pay the Geita District Council Levy at a rate of 0.3%0.3 percent on turnover (no longer capped at US$200,000 / year)per annum).

The Fiscal Regime

The Finance Act, 20122015 which was passedassented to on 11 October 2012 introduced some important changes to the fiscal regime with effect from28 June 2015 and came into force on 1 July 2012 that impact upon AngloGold Ashanti, in particular:

Introduction of2015 contains a provision for a 30 percent capital gains tax on the sale of shares by an off-shore parent company. ChangesThis provision was introduced by the Finance Act, 2012 and in this legislation, additional changes were also made to the procedure for payment of capital gains tax by the seller of shares. Tax at the rate of 30 percent is payable by way of an initial instalment of 20 percent on the transfer, based on the notional gain that the seller would make where after a further instalment of the remaining 10 percent is due.

Prior to 2012 budgetary changes under theThe Value Added Tax Act, 2014 (the VAT Act) which came into force on 1 July 2015 restricts VAT relief on purchases made by mining companies. The VAT Act 1997,is specific in that it provides that no purchase by companies is exempt or zero rated unless specified by the law. Previously mining companies were entitled to 100 percent VAT relief. This implied that no VAT was applicable on purchases made by mining companies. Following amendments to the VAT Act through the Finance Act 2012, the provision providing VAT relief to mining companies was repealed. As a result mining companies are no longer eligible for VAT relief.

Local Government Levies

As mentioned above, following the signature of the addendum to the development agreement Geita Gold Mine is required to pay local government a service levy of 0.3%0.3 percent of its gross annual turnover in line with the Local Government Finance Act No.9 of 1982.

Potential regulatory changes

In 2013, the Tanzanian Commissioner for Minerals issued the first draft of the Mining (Minimum Shareholding and Public Offering) Regulations, 2013.

The regulations set out the requirement to sell shares to Tanzanian nationals, by way of a public offering and listing on the Dar es Salaam Stock Exchange, which will apply to companies that are carrying out large scale mining operations.

The listing requirement

The draft regulations require all existing holders of a special mining licence to list a minimum of 30 percent of their shares on either the Main Investment Market or the Enterprise Growth Market Segment of the Dar es Salaam Stock Exchange within two years of the regulations coming into force.

Companies that are issued with a new special mining licence after the date the draft regulations come into force are required to list 30 percent of their shares within one year of the date of the issue of their special mining licence.

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The listing rules

The listing of shares on the Dar es Salaam Stock Exchange is to be done in accordance with the existing regulatory framework and listing rules, although the restrictions that would normally permit up to 60 percent of a company’s listed shares to be owned by foreign investors has been removed. The effect of this is that all shares of Tanzanian mining companies that are locally listed can only be purchased by either Tanzanian citizens or locally incorporated companies.

The listing rules require companies that are seeking to list their shares on the Main Investment Market to satisfy a number of criteria, including minimum share value requirements, profitability requirements, management incumbency requirements and financial disclosure requirements.

In the case of a listing on the Enterprise Growth Market Segment these requirements are substantially reduced or removed altogether.

The one year timeframe imposed by the draft regulations that applies to the listing of shares issued by the holder of a new special mining licence may conflict with the current requirement of the Main Investment Market for a management and profitability track record, however the draft regulations do not deal with this issue.

Failure to list

The regulations do contemplate the possibility that a company may proceed with a listing and fail to secure the minimum local shareholding. In such circumstances the Minister of Energy and Minerals may at the request of the company and on the recommendation of the Capital Markets and Securities Authority grant a waiver to the minimum local shareholding requirement. However, it is not clear from the regulations whether the waiver may be general and so exempt the company from the requirement to list altogether or whether the waiver is in effect an extension of the timeframe in which the company must list.

Where a company fails to comply with the listing requirement in the regulations the Minister is empowered to revoke the special mining licence.

New labour law requirements

On 15 September 2015, the Non-Citizens (Employment Regulation) Act (the Non-Citizens Act), 2015 came into force. The Non-Citizens Act vests powers concerning work permit with the Labour Commissioner. Therefore non-citizens wishing to be employed in the country are required to apply and be granted a work permit before applying for a residence permit. Moreover, the Commissioner General of Immigration is required to take into consideration conditions of the work permit issued by the Labour Commissioner when granting a residence permit.

Previously, the issuance of a residence permit was inclusive of a work permit. The resident permit covered working and living in Tanzania.

Further, the Non-Citizens Act introduced the Short Term Permit (STP). The STP is granted to non-citizens who wish to work in the country for a period of not more than six months; foreigners intending to work in Tanzania for more than 3 months are required to apply for an STP. The application for STP is made to the Ministry of Labour and Employment.

AUSTRALASIA

Australia

In Australia, with a few exceptions, all onshore minerals are owned by the Crown. The respective Minister for each state and territory is responsible for administering the relevant mining legislation enacted by the states and territories.

Native Title legislation applies to certain mining tenures within Australia. Australia recognises and protects a form of Native Title that reflects the entitlement of Aboriginal people to their traditional lands in accordance with their traditional custom and laws. Should Native Title claims or determinations exist, certain Native Title processes and procedures will apply under the Native Title Act 1993 (Cth) before the tenure is granted. Tenure may be granted subject to conditions relating to Native Title rights. In the mining context, Native Title matters are managed as part of the tenement grant process. If disputes arise in relation to the grant of a particular tenement, they can be referred to the National Native Title Tribunal, established under the Native Title Act, for resolution.

Other federal and state Aboriginal heritage laws operate in parallel to the Native Title legislation. They exist predominantly for the purposes of protecting Aboriginal sites and areas of significance from disturbance. To date, there has not been any significant impact on any of AngloGold Ashanti’s tenure due to Native Title or Aboriginal Heritage legislation.

AngloGold Ashanti’s operating properties are located in the state of Western Australia where tenure is issued under, and mining operations are governed by, the Mining Act 1978 (WA). The most common forms of tenure are exploration and prospecting licences, mining leases, miscellaneous licences and general purpose leases. In most Australian states, if the holder of an exploration licence establishes indications of an economic mineral deposit in the area covered by the exploration licence and complies with the conditions of the grant, the holder of the exploration licence has a priority right against all others to be granted a mining lease which gives the holder exclusive mining rights with respect to minerals on the property. A general purpose lease may also be granted for one or more of a number of permitted purposes. These purposes include erecting, placing and operating machinery and plants in connection with mining operations, depositing or treating minerals or tailings and using the land for any other specified purpose directly connected with mining operations.

Mining tenures will be granted with conditions relating to protection of the environment. Exploration and mining operations may also require separate approval from the state, territory or federal environment minister, which may require completion of an environmental impact assessment pursuant to applicable protection legislation prior to commencement. Further, an operating licence under the relevant environmental protection legislation in the state or territory may also be required for certain mine processing or mining-related operations.

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It is possible for an individual or entity to own an area of land and for another individual or entity to be granted the right to explore for or mine any minerals located on or under the surface of the same area. Typically, the maximum initial term of a mining lease is 21 years and the holder has the right to renew the lease for an additional 21 years. Subsequent renewals are granted at the discretion of the respective state or territory’s minister responsible for mining rights. In Western Australia, mining leases can only be assigned with the prior written consent of the minister.

Government royalties are payable by the holder of mining tenure in respect of minerals obtained from the relevant area of land, at the rates specified in the relevant legislation in each state or territory. The royalty on gold production in Western Australia is payable quarterly at a fixed rate of 2.5 percent of the royalty value of gold metal produced and sold. The royalty value is calculated by multiplying the amount of gold produced during a given month by the average gold spot price for that month. In addition, the holder of mining tenure may beis required to pay annual rent in respect of the tenure. In Western Australia there is a minimum annual expenditure requirement for prospecting and exploration licences and mining leases. Exemptions from the expenditure requirement can be obtained if certain conditions are satisfied.

AngloGold Ashanti has been granted 21-year term mining leases with rights of renewal to all of its mining areas in Australia, including its proportionate share of joint venture operations and accordingly it has, together with its joint venture partners where applicable, the exclusive right to mine in those areas. Both the group and its joint venture partners are fully authorised to conduct operations in accordance with relevant laws and regulations. The mining leases and rights of renewal cover the current life-of-mine at AngloGold Ashanti’s operations in Australia. In particular, at Sunrise Dam, the deposit spans two mining leases covering approximately 1,429 hectares. Both leases are currently in good standing, with expiry dates in 2032 and 2016 respectively. The lease expiring in 2016 has a right to be renewed for a further term of up to 21 years and a renewal application will be lodged prior to the expiry date.

AMERICAS

Argentina

Land ownership & mining rights

The Argentinean Mining Code governs mining activity in the country. Special regimes exist for hydrocarbons and nuclear minerals. In the case of most minerals, the Argentinean Mining Code establishes that the owner of the land is not the owner of the mineral rights; these are held by the national or provincial governments (depending on the location of the minerals). The national or provincial government, as applicable, is required by the Argentinean Mining Code to grant whomever discovers a new mine title to the mining concession.

The Argentinean Mining Code regulates exploration permits and mining concessions. Exploration permits grant their holders exclusivity rights to any mineral discoveries, including those made by a third party within the exploration area covered by the permit. Exploration permits are limited in time and as to the extent of the exploration area, are subject to the payment of a single-time fee, and also require a minimum exploration work programme and schedule to keep the permit in force.

The Argentinean Mining Code also regulates mining concessions, or exploitation rights. Priority for receiving a mining concession is given to the registered discoverer of the mine, which holds the exploration permit. Once the application for a mine has been submitted, the applicant may commence works and must submit a legal survey of the units requested for the new mine. The application and the legal survey may be opposed by third parties following specific proceedings set forth in the Argentinean Mining Code. Approval and registration of the legal survey by the Provincial mining authority constitutes formal title to the mining concession.

Any mining company wishing to commence or modify any mining-related activity, as defined by the Argentinean Mining Code, including prospecting, exploration, exploitation, development, preparation, extraction, and storage of mineral substances, as well as property abandonment or mine closure activity, is required to prepare and submit to the competent Provincial environmental authority an Environmental Impact Assessment (EIA) prior to commencing the work. Each EIA is required to describe the nature of the proposed work, its potential risk to the environment, and the measures that will be taken to mitigate that risk. If accepted by the competent authority, the EIA is used as the basis to create a Declaration of Environmental Impact (DEI) to which the mining company is required to adhere during the mining-related activity at issue. The DEI is required to be updated at least on a biannual basis. Sanctions and penalties for non-compliance with the DEI are outlined in the Environmental Protection section of the Argentinean Mining Code, and may include warnings, fines, suspension of quality certifications, restoration of the environment, temporary or permanent closure of activities, and withdrawal of authorisation to conduct mining-related activities.

Holders of mining concessions must comply with three main conditions: payment of an annual fee, investment of a minimum amount of capital, and the carrying out of a reasonable level of exploitation. Failure to do so could lead to forfeiture of the mining concession, which would then revert back to the Province.

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In the case of Cerro Vanguardia, AngloGold Ashanti’s operation in Argentina, the mining concession holder is AngloGold Ashanti’s partner, FomentoMinero de Santa Cruz S.A. (Fomicruz). On 27 December 1996, Fomicruz entered into a usufruct agreement whereby Cerro Vanguardia S.A. was granted an irrevocable right to exploit the Cerro Vanguardia deposit (encompassing an area of approximately 543 square kilometres) for a 40-year period, which expires on 2726 December 2036. Cerro Vanguardia S.A. is an Argentinean company controlled by AngloGold Ashanti, with Fomicruz as minority shareholder.

In addition to the Argentinean Mining Code, between 1993 and 1995, Argentina implemented several federal laws to offer foreign companies attractive incentives for exploration and mining in Argentina, the Mining Investment Law (Law No. 24, 196, as amended, and related legal provisions) being the most important one. Such incentives include, amongst others, import duty exemptions, accelerated depreciation of fixed assets, a 3 percent cap on Provincial royalties, value added tax refunds for exploration-related expenses incurred by companies registered under the Mining Investment Law, and, subject to the filing of a feasibility study for the relevant mining project, a 30-year stability as to tax, customs and foreign exchange duties. Cerro Vanguardia S.A. obtained its tax, customs and foreign exchange stability certificate in 1996.

Recent and potential regulatory changes

On 30 September 2010, the National Law on Minimum Requirements for the Protection of Glaciers was enacted in Argentina, banning new mining exploration and exploitation activities on glaciers and “peri-glacial” areas. The law also subjects the on-going mining activities in those areas to an environmental audit. If such audit results in material impacts on glaciers and “peri-glacial” areas, the relevant authority is empowered to take action, including suspension or relocation of the activity. The law establishes a broad definition of “peri-glacial” areas that, together with glacial areas, must yet be surveyed by an existing national Government Agency specifically appointed to this end. The constitutionality of the law has been challenged by some mining companies along with the Province of San Juan (which hosts large mining projects). Injunctions that had been granted by lower courts thatwhich had suspended the application of the law in that Province were lifted by the National Supreme Court of Justice of Argentina, that presides over the case, which is in its early stages.Argentina. Although the injunction hasinjunctions have been lifted, the language that the Court used in the decision implies that until an inventory of glaciers is completed as mandated by the Law, the case is moot, and thereforemoot. Therefore, the case has no practical implications for the operations of CVSA.Cerro Vanguardia at this time.

On 26 October 2011, Decree 1722/2011 (Repatriation Decree) was issued, which imposes on oil, gas and mining companies operating in Argentina the obligation to repatriate all the proceeds of their exports from Argentina and to exchange such proceeds for Argentinean legal currency in the domestic banking system. All exporters, other than oil, gas and mining companies, have been operating under such regime since late 2001. Mining companies, on the other hand, were entitled to two exceptions: (i) a decree of 2003 applicable to mining companies with tax, customs and foreign exchange stability

certificates obtained prior to the date on which such a decree was enacted (which is the case of Cerro Vanguardia S.A.)Vanguardia); and (ii) a decree of 2004 applicable to mining companies with tax, customs and foreign exchange stability certificates obtained after the date on which such decree was enacted. Both exceptions have not been formally superseded by the Repatriation Decree, but appear to conflict with it, and such conflict may result, in some cases, in a violation of mining companies’ rights under the Mining Investment Law.

On 27 December 2011, the Argentinean National Congress passed Law 26,737 which implemented a set of rules restricting the ownership of rural land by foreigners (including foreign individuals or any kind of legal entity controlled by foreign individuals or legal entities). The main restrictions are as follows: (i) foreigners cannot own in the aggregate more than 15 percent of the entire rural land of Argentina, the same cap being applicable to each province and municipality; (ii) foreigners will not be allowed to purchase more than 1,000 hectares in the so-called “zona nùcleo”, which comprises the main agricultural areas of central Argentina or an “equivalent” surface depending on the location of the land and its productive potential; and (iii) foreigners will not be allowed to buy land that contains, or is adjacent to, relevant and permanent water bodies (such as rivers and lakes). Although exploration permits and mining concessions are not the subject matter of the restrictions placed by this law, certain rights granted to foreign mining companies under the Argentinean Mining Code may be restricted by this new law. For example, the right that holders of mining concessions currently have to force the surface owner to sell the land to the holder of the mining concession might be restricted if the concession holder is a foreign individual or a legal entity controlled by foreigners.

Ten provinces in whose territories the main mining projects of Argentina are located, signed a document with the Federal Government entitled Federal Mining Agreement (FMA). The purpose of the FMA is, amongst other things, to increase provincial revenues from the mining industry by creating legal entities owned by provincial governments that would work in association with private mining companies. This scheme is not new in Argentina and it has been used by some provincial governments, amongst them Santa Cruz Province (through Fomicruz), in the Cerro Vanguardia project. The FMA also contemplates other forms of revenues such as the formation of special trusts to be funded by mining companies in order to finance education, health and other programmes. Increase in royalty rates is not specifically contemplated in the FMA. The Provinces that signed the FMA had previously formed a special association of provinces, supported by the National Government.

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In Argentina, the current regulatory regime of royalty payments is expected to change and several different options and payment thresholds have been discussed. The Santa Cruz Province has changed the mining royalty from 1one percent to 3three percent.

Brazil

Land ownership and mining rights

General legal aspects

The Brazilian Constitution of 1934 states that, for purposes of exploration and exploitation, deposits and other Mineral Resources constitute property separate from the soil and belong to the Federal Union. Exploration and exploitation of such Mineral Resources may take place only with the Federal Union’s concession and in such a way as to protect the national interest. Federal law sets out penal and administrative sanctions for conduct and activities deemed harmful to the environment.

In Brazil, the National Department of Mineral Production (DNPM) is the state body within the Mines and Energy Ministry (the “MME”)(MME) that is responsible for: (i) the registration of mining titles, (ii) the grant of authorisations and concessions, (iii) the supervision of mining activities and mining titleholders, and (iv) the issuance of supplementary rules in relation to mining activity.

Under the current Mining Code, there are two kinds of mines: (i) claimstake mines (“Minas Manifestadas”)(Minas Manifestadas), for which rights were acquired before 1934 and exist independently of any mining licence or authorisation from the Federal Government and for which the Mineral Resources constitute property of the landowner and (ii) granted mines, which are those that rely on grants from the Federal Government for mineral exploration or exploitation (pursuant to the Constitution). AngloGold Ashanti’s operations in Brazil consist of both claimstake mines and granted mines.

At AGA Mineraçao, Cuiaba has a single concession covering a total area of 3,662 hectares, Lamego is covered by three geographically contiguous concessions totally 1,622 hectares and Corrego do Sitio is hosted by five geographically contiguous concessions covering a total area of 6,017 hectares. All of these are in good standing. At Serra Grande, the company has interests in or agreements over 61,500 hectares in Crixas Greentone belt, representing approximately 87 percent of the relevant tenements that correspond to all current exploration and mining activities. These have been held since 1987. Brazilian mining concessions remain valid up to the depletion of the Ore Reserve and Mineral Resource.

Mining activities in granted mines must be performed in two defined stages: (i) exploration, which entails defining and evaluating the deposit and determining the feasibility of exploitation, and (ii) exploitation, which involves coordinating operations aimed at the industrial exploitation of the mineral deposit, from the extraction of useful minerals to their processing. Exploration authorisations issued by DNPM are valid for one to three years. Extensions can be obtained if necessary.

In contrast, exploitation rights, once granted, are valid for the lifetime of the deposit, provided the mining titleholder complies with all legal requirements. Pursuant to these requirements, for example, titleholders must (i) start work on mineral exploitation within six (6) months from the date of publication of the Exploitation Concession, (ii) continue their mining activities until the mineral deposit has been exhausted, in accordance with the Economic Exploitation Plan (Plano de Aproveitamento Econômico) approved by DNPM and (iii) refrain from suspending mining activities without prior notice to DNPM.

During the exploration period, the mining titleholder has to pay an Annual Rate per Hectare (“TAH”(TAH – Taxa Anualpor Hectare), subject to a maximum value set by law. In the exploitation period, regardless of the legal regime governing the project (whether claimstake or granted mines), the mining titleholder has to pay the Financial Compensation for Exploiting Mineral Resources (“CFEM”(CFEM – Compensação Financeirapela Exploração Mineral). The CFEM is currently calculated based on revenues, minus some deductions authorised by mining law.

At the end of 2011 and the beginning of 2012 the states of Minas Gerais, Pará, Amapá and Mato Grosso do Sul each created a new tax (duty) on research, extraction and exploration activities as well as on the use of Mineral Resources carried out in those states. This tax could range from BRL3.00 to BRL6.50 per ton. In the state of Minas Gerais, however, gold ore was exempted from the collection of this new duty.

Potential regulatory changes

The Federal Government is contemplating changes to the mining legislation, and those proposed changes were submitted in 2013 to the National Congress for discussion and consideration. Its goals would be to (i) strengthen the role of the Federal Government in regulating the mining industry, (ii) attract more and better investments to the mineral sector, (iii) encourage maximal use of mineral reservesOre Reserves, and (iv) encourage members of the industry to add value to mineral products.

The government’s proposals have institutional, legal and financial facets. Institutionally, the proposals would create a National Council of Mineral Policy to advise the Presidency of Brazil and the MME on, and develop guidelines and directives for, the mining sector. They would also transform the DNPM into a regulatory agency with negotiation and inspection powers.

Legally, the proposals would change the rules governing access to mining titles. While exploration authorisations would be effective for a longer period of five (5) years, they would be renewable for only one extra year, at the discretion of authorities.

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Companies would also have to demonstrate that they are investing in exploration activities on a yearly basis.

Exploitation rights would be limited to 35- or 40-year grants renewable at the discretion of authorities. The granting of rights would become a more discretionary process and would result in a Formal Adhesion Contract for Exploitation rather than in an open-ended concession.

The proposals would raise CFEM rates for trade in gold ore from 1one percent on net invoicing to 2two percent on gross invoicing. They would also create new calculation methods and incidence hypotheses, notably with regard to transactions between related parties.

In light of the November 2015 tailings dam collapse in Minas Gerais, there has been discussion of including tougher requirements related to tailings dams (e.g., mandatory insurance in case of environmental catastrophe).

Colombia

Land ownership and mining rights

In Colombia, all mineral substances are the property of the state of Colombia. The underlying principle of Colombian mining legislation is first-in-time, first-in-right.

Mining activities are regulated by the Mining Code, Act 685, 2001. Amendments to the Mining Code enacted in 2010 pursuant to Act 1382 were found unconstitutional. The Constitutional Court stayed its ruling for two years to give the government the opportunity to present a new law. The government was expected to make new changes to the Mining Code public in the second half of 2012, but has not yet presented any project of law to Congress.

The filing of an exploration and exploitation proposal triggers a right of preference to obtain rights over the targeted area, provided it is available. Such area cannot exceed 10,000 hectares. Upon receipt of a proposal, the relevant government agency determines whether another proposal or contract already governs the area. If there are no pre-existing claims, the government agency grants the applicant a “free zone”.

The concession contract

The government agency grants exclusive concession contracts for exploration and exploitation. Such concessions allow concessionaires to conduct the studies, works and installations necessary to establish the existence of minerals and to organise their exploitation. Upon being awarded a mining concession, a company must take out an insurance policy to cover any possiblethe costs associated with potential environmental damage as well as breaches of its mining obligations. It may then proceed with exploration activities. Once the exploration phase is complete, the concessionaire files a new plan regarding proposed works and installations. An environmental impact study must also be filed and approved in order for the concessionaire to receive an environmental licence prior to beginning construction and development.

The initial term of concessions is 30 years. To receive an extension, a concessionaire must file a request two years before the termination of the initial term, and must substantiate the application with economic, environmental and technical information. Because the extension is not automatic, the concessionaire must renegotiate the conditions of the grant. Any company holding a concession that wishes to obtain a renewal of the contract must be up to date in all its legal and contractual obligations and must present a new plan of works and installations to be executed after the contract is renewed. The term of a concession and all the contractual obligations that arise from it are deemed to take effect as of the date of registration of the contract at the National Mining Register.

AngloGold Ashanti’s core mining concession contracts at the La Colosa project provide that Agencia Nacional Minera (ANM), the new Colombian regulatory agency for mining activities,authority has the discretion to declare the underlying concession void if AngloGold Ashanti Colombia S.A. (AGAC) breaches applicable environmental laws or regulations. If ANMthe mining authority were to exercise such discretion against AGAC, AGAC would be required to abandon the La Colosa projectits projects and all of its other existing mining concession contracts. Pending proposals for new mining concession contracts would also be cancelled and AGAC would be banned from doing business with the Colombian government for a period of five years. As a result, AGAC would be unable to conduct any mining exploration or development activities during such period. However, this would not affect other AngloGold Ashanti subsidiaries operating in Colombia, which hold singularly or in concert with joint venture partners the majority of the company’s concession contracts in Colombia.

There are some areas where mining activity is prohibited. These areas are:

National parks;

Regional parks;

Protected forest reserves;

Paramus (included in Act 1382, introduced in 2010); and

Wetlands, pursuant to the Ramsar Convention.

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Some forest reserves are not “protected”, but are set aside for active forestry purposes. Such forest reserves must be “extracted” after initial prospection, meaning that the concessionaire must obtain a specific permit to partially and temporarily change the use of the soil before pursuing exploration activities.

Cannon fees and royalties

Cannon fees are due from the moment the area is declared available for the company (rather than from the time the concession contract is signed). Such fees change based on the number hectares held by the concessionaire, as follows:

0-2000 hectares, one legal daily minimum wage (approximately $9.00) per hectare per year

2001-5000 hectares, two legal daily minimum wages (approximately $18.00) per hectare per year

5001-10,000 hectares, three legal daily minimum wages (approximately $27.00) per hectare per year

Once exploration is complete and the mining infrastructure is in place, the concessionaire must begin paying royalties. Royalties paid to the Colombian government consist of a percentage of the primary product and sub-products being exploited. For gold, the percentagegross monthly income is multiplied by 0.8, to be paidwhich a four percent royalty is 4 percent.applied.

Potential regulatory changesPINES programme

In 2013 the Federal government instituted the CONPESPINES programme that will aid in promoting certain projects designated by the government as national projects of interest. This designation provides for greater oversight from the Federal government. The La Colosa and Gramalote projects are two such designated projects, and AngloGold Ashanti has requested that its Nuevo Chaquiro project be included in the programme as well.well, and the government accepted this request. All of our three advanced exploration programmes are considered of national strategic interest.

United States of America

Land ownershipOn 03 August 2015, AngloGold Ashanti completed the sale of its Cripple Creek & mining rights

Mineral and surface rightsVictor mine in the United States are owned by private parties, state governments or the federal government. Although not the case at Cripple Creek & Victor Goldto Newmont Mining Company’s (CC&V) Cresson Project, the majority of land utilisedCorporation for precious metals exploration, development and mining$820 million in the western United States is owned by the federal government. The right to mine on such land is governed by the General Mining Law of 1872, as amended (General Mining Law). The General Mining Law allows mining claims on certain federal lands upon the discovery of a valuable mineral deposit and proper compliance with claim location and maintenance requirements. Until 1993, unpatented mining claim holders could apply for patents to their claims from the federal government, and, if granted, those patented mining claims became private lands owned by the mining claimant, limited only by reservations and restrictions contained in the patent from the federal government, andcash, subject to customary closing adjustments, plus a net smelter return royalty. The sale was originally announced on 8 June 2015. At the same permitting, environmental and reclamation laws and regulations as other private lands.

Individual states, including Colorado, typically follow a leasing system for state-owned minerals. Private parties have the right to sell, lease or enter into other agreements, such as joint ventures, with respect to minerals that they own or control. CC&V’s Cresson Project covers approximately 7,100 acres, the vast majority ofclosing, AngloGold Ashanti received $819.4 million in cash, which consists of owned, patented mining claims from former public lands, with a small percentage of private and state lands, some of which are critical to the Cresson Project, being leased. All of the Cresson Project’s current reserves are within the patented claims.

Permitting and reclamation

CC&V’s Cresson Project is subject to a number of state and local permitting requirements, including permitting requirements imposed by the Colorado Mined Land Reclamation Act (MLRA) and Teller County. Under the MLRA, the Colorado Mined Land Reclamation Board (MLRB) issues and enforces mining and reclamation permits for all non-coal minesfactors in Colorado on state, federal or private lands. In carrying out the statutory requirements of the MLRA, the MLRB (i) reviews mine permit applications and amendments and related matters, (ii) inspects active mine sites and prospecting sites and (iii) ensures financial warranties are posted for the actual cost of reclamation.

CC&V’s Cresson Project is currently operating under a permit generally referred to as mine life extension one (MLE1) issued by the MLRB and Teller County. Amongst other things, MLE1 permits CC&V to continue active mining at the Cresson Project through 2016 and imposes reclamation and other requirements on CC&V, including requiring (i) the stabilisation and re-vegetation of disturbed lands, (ii) the control of storm water and drainage from overburden storage areas, (iii) the removal of roads and structures, (iv) the treatment and the elimination of process solutions, (v) the treatment of mine water prior to discharge into the environment and (vi) visual mitigation. In September 2012, CC&V’s permit application for mine life extension two (MLE2) was approved by both the MRLB and Teller County.

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Potential regulatory changes

Over the years, the U.S. Congress has considered a number of proposed amendments to the General Mining Law. Amongst the significant features contained in previously proposed legislation were a production royalty obligation, new and more stringent environmental standards and conditions, additional reclamation requirements, extensive new procedural steps which would likely result in delays in permitting, and granting counties the ability to petition the Secretary of the Interior to make certain areas unavailable for the location of unpatented mining claims. The ultimate content of future proposed legislation, if enacted, is uncertain. If any of the above-referenced provisions were imposed, CC&V’s operations could be adversely affected. Although no such legislation has been adopted to date, there can be no assurance that such legislation will not be adopted in the future.estimated closing adjustments.

MINE SITE REHABILITATION AND CLOSURE

Closure, an integral part of operations

All mining operations eventually cease. An integral aspect of operating AngloGold Ashanti’s mines is ongoing planning for and, where possible, implementation of concurrent rehabilitation, together with an estimate of associated liability costs and the placement of adequate financial provisions and assurances to cover these costs.

AngloGold Ashanti revised its group closure planning management standard in 2013 and all of its operations are now required to comply with the standard as their closure plans are reviewed and updated.

Closure planning is an activity that starts at the exploration and mine design stage and continues throughout the life of mine:

New projects include a closure plan which takes into account future closure and associated rehabilitation and other costs.

The closure plan is reviewed annually and updated every three years (annually in the final three years of a mine’s life) or whenever significant changes are made, and takes into account operational conditions, planning and legislative requirements, international protocols, technological developments and advances in practice.

For many of the older mines, closure planning and the evaluation of environmental liabilities is a complex process. This is particularly so in Brazil, Ghana and South Africa, where many of the mining and other operations have taken place for more than fifty years.

A particular challenge is concurrent rehabilitation, which is carried out while a mine is still operational. This practice serves to decrease the ultimate liability and reduces the final rehabilitation and closure work that must be undertaken, but has the potential to sterilise mineral reserves,Ore Reserves, which the company might wish to exploit should conditions, such as the gold price, change.

OurThe company’s closure standard stipulates that closure planning must be undertaken in consultation with the community. In the course of these consultations, different issues are raised which require site-specific solutions. Livelihood preservation and infrastructure are often key requirements. Previous employees may receive education and training so as to enable them to seek viable employment alternatives. Communities also require information on the Company’scompany’s rehabilitation of the landscape and on any lasting environmental impacts.

In addition, long-term remediation obligations, including decommissioning and restoration liabilities relating to past operations, are based on environmental management plans and comply with current environmental and regulatory requirements.

Provisions for remediation costs are made when there is a present obligation, it is probable that expenditure on remediation work will be required and the cost can be estimated within a reasonable range of possible outcomes. These costs are based on currently available facts, technology expected to be available at the time of the clean-up, laws and regulations presently or virtually certain to be enacted and previous experience in the remediation of mine sites.

Decommissioning costs and restoration costs are provided at the present value of the expenditures expected to settle the obligation, using estimated cash flows based on current prices. Estimates are discounted at a pre-tax rate that reflects current market assessments of the time value of money.

Discounted closure liabilitiesProvisions for decommissioning and for restoration (excluding joint ventures) increaseddecreased from $728 million in 2013 to $851 million in 2014.2014 to $683 million in 2015. This change mainly relates to differing, site-specific changes, including progressthe sale of the CC&V mine in rehabilitation,North America, changes in discount rates due to changes inbased on global economic assumptions and applicationchanges in mine plans and in the design of new technologies.tailings storage facilities following requests from the environmental regulatory authorities.

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ENVIRONMENTAL, HEALTH AND SAFETY MATTERS

In addition to post-mining land reclamation and closure requirements, AngloGold Ashanti is subject to extensive environmental, health and safety (EHS) laws and regulations in the various jurisdictions in which the company operates. These requirements govern, among other things, extraction, use, conservation and discharge of water; air emissions (including dust control); regulatory and community reporting; clean-up of contamination; worker health and safety and community health; and the generation, transportation, storage and disposal of solid and hazardous wastes, such as reagents, radioactive materials, and mine tailings. In addition, environmental laws and regulations, including the requirements contained in environmental permits, are generally becoming more restrictive. Significant EHS requirements, risks and trends affecting our mining and processing operations are described below.

Regulatory Compliance

Capital and operating costs to comply with EHS laws and regulations have been, and are expected to continue to be, significant to AngloGold Ashanti. In addition, AngloGold Ashanti could incur fines, penalties and other sanctions, environmental clean-up costs, and third-party claims for personal injury or property or natural resources damages; suffer reputational damage; and be required to install costly pollution control equipment or to modify or suspend operations, as a result of actual or alleged violations or liabilities under EHS laws and regulations. Failure to comply with applicable EHS laws and regulations may also result in the suspension or revocation of permits. AngloGold Ashanti’s ability to obtain and maintain permits and to successfully operate in particular communities may be adversely impacted by real or perceived effects on the environment or human health and safety associated with AngloGold Ashanti’s or other mining companies’ activities. In addition, unknown environmental hazards may exist on the company’s properties which may have been caused by previous owners or operators.

Water Management

AngloGold Ashanti’s mining and processing operations are heavily dependent upon access to substantial volumes of water required for such operations. Typically, water-use permits or water rights in each country impose limits on the quantity of water that can be extracted from certain sources and require, among other things, that wastewater from mining operations meet certain water quality criteria upon discharge. Water supply, quality and usage are areas of concern globally, but are particularly significant for operations in the USA,Brazil, Ghana and South Africa, and for exploration projects in Colombia, where there is significant potential environmental and social impact and a high level of stakeholder scrutiny. Any failure to secure access to suitable water supplies, or achieve and maintain compliance with the requirements of the permits or licenses, could result in curtailment or suspension of production at the affected operation. Incidents of water pollution or shortage can, in extreme cases, lead to community protest and ultimately result in the withdrawal of community and government support for the company’s operations.

Where feasible, the company operates a “closed loop” system which recycles the water used in its operations without discharging it to the environment. In some areas, however, such as Ghana, high levels of rainfall and surface water runoff mean that a closed loop system is not feasible and that discharges, after water treatment if necessary, must take place. During 2011, the company commissioned a reverse osmosis plant in the northern section of the Obuasi mine which functions in conjunction with complementary water treatment technologies to ensure that water released is compliant with Ghana’s water quality standards. At the southern section of the mine, a 250m3/hour water treatment plant was commissioned in early 2012 and a 500 m3/hour plant was commissioned in September 2014. At the Iduapriem mine, a water treatment plant was commissioned in 2010 to ensure that the operation can release excess water while meeting effluent discharge standards.

At AngloGold Ashanti’s South African operations, ongoing upgrades of process water containment infrastructure to reduce potential environmental discharges have led to a reduction in reportable incidents since 2009.

Waste Management

Mining and mineral processing operations generate waste rock and tailings.

During open-pit mining, large volumes of soil and/or rock (overburden) are generated to expose the ore body. Similarly, waste rock is generated during drilling and developing access to underground ore bodies. Overburden and waste rock typically contain sub-economic levels of gold and are deposited as large waste rock dumps. Mine tailings are the process waste generated once grinding and extraction of gold from the ore is completed in the milling process and are deposited as slurry in large storage facilities specifically designed for this purpose.

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The impact of a breach, leak or other failure of a tailings storage facility can be significant, and the company therefore monitors such facilities closely in accordance with the company’s internal standards, national regulatory requirements and commitments made to local communities. The occasional well-publicised failure of a third-party tailings facility and the potential impact of such failure also mean that these facilities are generally tightly regulated. An incident at the company’s operations could result, among other things, in enforcement, obligations to remediate environmental contamination, and claims for property or natural resources damages and personal injury and negative press coverage. Even anAn incident at another company’s operations has potential to result in governments tightening regulatory requirements and restricting other mine operators in response.

Groundwater Impacts and Environmental Remediation

AngloGold Ashanti has identified groundwater contamination plumes at certain of its operations. Numerous scientific, technical and legal studies have been undertaken to assist in determining the magnitude of the impact and to find sustainable remediation solutions. Based on those studies as well as discussion with regulators, the company has taken steps, including monitored natural attenuation and phyto-technologies, to address soil and groundwater contamination. Subject to the completion of trials and the technology being a proven remediation technique, no reliable estimate can be made for the obligation. Should these obligations be significant, this could have a material adverse impact upon AngloGold Ashanti’s results and its financial condition.

As AngloGold Ashanti or its predecessors have a long history of mining operations in certain regions, issues may arise regarding historical as well as potential future environmental impacts on those areas. For example, certain parties, including Non-Governmental Organisations (NGOs), community groups and institutional investors, have raised concerns, and threatened or commenced litigation, relating to air pollution or surface and groundwater quality, among other issues, in the areas surrounding the company’s Obuasi and Iduapriem mines in Ghana, including potential impacts on local rivers and wells used for water, from heavy metals, arsenic and cyanide as well as sediment and mine rock waste. Following temporary shutdowns at both mines in 2010, the company has made improvements in effluent quality management and constructed a new tailings impoundment at Iduapriem as well as three additional water treatment plants at Obuasi to reduce the risk of incidents that have the potential to degrade local water sources. AngloGold Ashanti is continuing to investigate allegations of impacts by the company’s operations on water quality in mining areas and is implementing, as appropriate, additional responsive actions, such as remediation, engineering and operational changes at the mine sites and community outreach programmes.

In addition, AngloGold Ashanti has identified a flooding and future pollution risk to deep groundwater in the Klerksdorp and Far West Rand goldfields in South Africa. AngloGold Ashanti’s Vaal River operations are part of the Klerksdorp goldfields and its West Wits operations are part of the Far West Rand goldfields. The premature closure of neighbouring mines owned by another mining company in both areas has led to increased pumping obligations on AngloGold Ashanti and these are anticipated to increase in future, requiring additional permits and increased costs for the group.

For example, after Village Main Reef (VMR), now Heaven-Sent, ceased pumping of underground water at its Buffelsfontein and Hartebeesfontein operations, AngloGold Ashanti prepared plans to manage underground water that it anticipated would eventually reach its operations. The infrastructure to pump this water out from underground was completed in December 2015, with an accelerated project plan. The water reached the company’s Great Noligwa boundary on 23 January 2016, and the pumping continues with added costs to AngloGold Ashanti. The company has not released VMR from any environmental obligations as relates to such water infiltration, however, and it intends to enforce any rights that it has against VMR and Buffelsfontein, including under the directive issued by the Department of Water Affairs (now the Department of Water and Sanitation) in 2005.

In addition, in the West Wits district, after Blyvooruitzicht Gold Mining Company was placed in provisional liquidation in August 2013, AngloGold Ashanti secured a court order for access rights to Blyvoor 4 and 6 shafts to keep pumping going. AngloGold Ashanti has also incorporated Covalent Water Company, which has purchased rights of access, electricity etc. to the 4 and 6 shafts as well as the relevant infrastructure to continue pumping underground water. This has reduced the risk of flooding at the company’s West Wits Operations, but the company can provide no assurance that the risk of flooding will not materialise, which could have an adverse impact on its results of operations and financial condition.

Various studies have been undertaken by AngloGold Ashanti since 1999 to better understand groundwater conditions in mined-out workings, including potential groundwater infiltration and acidification concerns. As a result of the interconnected nature of underground mining operations in South Africa, any proposed solution needs to be a combined one supported by all the companies owning mines located in these goldfields.

In view of the limitation of current information for the accurate estimation of liabilities, no reliable estimate can be made for these obligations. The potential costs of remediation and prevention of groundwater contamination at AngloGold Ashanti’s operations could be significant and may have a material adverse impact on AngloGold Ashanti’s results of operations and financial condition.

Climate Change and Greenhouse Gas Regulation

Greenhouse gases, or “GHGs”, are emitted directly by AngloGold Ashanti’s operations, as well as by external utilities from which AngloGold Ashanti purchases power.electricity. Currently, a number of international and national measures to address or limit GHG emissions including the Bali Action Plan and the Durban Platform, are in various phases of discussion or implementation in the countries in which the company operates.

The outcome of the climate change negotiations may, in due time, have the effect of requiring AngloGold Ashanti to reduce its direct GHG emissions or energy use or to incur significant costs for GHG emissions permits or taxes including through costs

passed on by electricity utilities which supply the company. AngloGold Ashanti also could incur significant costs associated with capital equipment, GHG monitoring and reporting and other obligations to comply with applicable requirements. The most likely source of these company-level obligations is unlikely to be by operation of international law but more likely to come through domestic implementation of state obligations pursuant to evolving climate change regulatory regimes.

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For example,As a result of commitments made at the Australian government implementedUN climate conference in Durban, South Africa in December 2011, certain members of the international community negotiated a carbon trading schemetreaty at the December 2015 Conference of the Parties in July 2012, with a carbon price applyingParis (COP 21). The Paris Agreement will require countries to facilities which emittedset targets for emissions reductions if it is ratified prior to April 2017 by at least 55 countries that collectively produce more than 25,000 t/yr, commencinghalf of the world’s GHG emissions and is subsequently adopted by those individual countries within their respective national or federal law. Additional measures addressing GHG emissions may be implemented at A$23/tCO2-e (for 2012the national or international levels. These, or future, measures could require AngloGold Ashanti to 2013), however this was repealedreduce its direct GHG emissions or energy use or to incur significant costs for GHG emissions permits or taxes or have these costs or taxes passed on by a new government in 2013.electricity utilities which supply the company’s operations. AngloGold Ashanti also could incur significant costs associated with capital equipment, GHG monitoring and reporting and other obligations to comply with applicable requirements.

Also in 2011, the South African government released a climate change response white paper and in 2013 a Carbon Tax Policy Paper. In February 2014, the South African Minister of Finance announced his intention to introduce a carbon tax in 2016. The same Minister published a draft Carbon Tax Bill during 2015, providing some details on how the tax would be implemented, but delaying it to 2017. AngloGold Ashanti already pays a levy of ZAR0.035 per kilowatt hour of electricity that it purchases and is generated from fossil fuels. In February 2015, the Minister announced that the government was considering an increase in the levy to ZAR0.055 per kilowatt hour.hour, though this was subsequently withdrawn.

The 2013 Budget Reviewdraft Carbon Tax Bill provides an indication of the expected levels of the carbon tax rate as beingstarting at ZAR120 (approximately $10)$8) per tonne of CO2e emitted above certain thresholds. UnderThe draft Bill allows discretion to the proposal,Minister of Finance to increase the tax rate would increase byannually, though previous proposals were for increases of 10 percent a year reaching ZAR193 (approximately US$17) per tonne by 2020. The end of the decade also marks the end offor the first phaseperiod of the carbon tax.four or five years (government communications are ambiguous). Depending on the nature of the emitter, a basic tax-free threshold of up60 to 6095 percent of the tax liability will apply.

It is probable that the tax will be levied on sectors that comprise elements of the AngloGold Ashanti supply chain. Consequently, it is likely that the costs associated with those elements of the supply chain will increase for the medium- and long-term. The most important of these for AngloGold Ashanti is Eskom, the state-owned electricity utility. The Minister committed to no net increase in the electricity price through the tax, though details of how this will be achieved were not available as of March 2016.

In 2010, Brazil launched the National Climate Change Policy, which established a voluntary reduction target of 1.2 billion tonnes of CO2 below the projected emissions in 2020. The policy required the development of sector-specific plans in order to meet the target. Amongst other plans, it is intended to reduce deforestation in the Cerrado biome, where AngloGold Ashanti operates, by 40 percent compared to the average deforestation in 1999-2008 and expand renewable energy production and energy efficiency programmes. The policy also provided for a Brazilian GHG trading scheme, which is yet to be designed. While Brazil is not yet requiring mandatory GHG emissions reporting at the national level, some state environmental agencies have requested companies to voluntarily submit GHG emissions management plans.

After COP 21, there is a proposal to change the climate legislation in course at National Congress. The proposal foresees updated targets to reduce greenhouse gas emissions by 37% in 2025 and 43% in 2030 (based on the emissions of 2005) and to increase the use of renewable energy. There is still no reduction target for mining.

In addition, potential physical risks to our operations as a result of climate change include changes in rainfall rates or reduced water availability, rising sea levels, higher temperatures and extreme weather events. Events or conditions such as flooding or inadequate water supplies could disrupt mining and transport operations, mineral processing and rehabilitation efforts, could create resource shortages and could damage the company’s property or equipment and increase health and safety risks on site. Such events or conditions could have other adverse effects on the company’s workforce and on the communities in the area around its mines, such as an increased risk of food insecurity, water scarcity and prevalence of disease.

Occupational and Community Safety and Health and Tropical Diseases

AngloGold Ashanti’s operations are subject to a variety of laws and regulations designed to protect and improve the safety and health of employees. In some of the jurisdictions in which AngloGold Ashanti operates, the government enforces compulsory shutdowns of operations to enable investigations into the cause of accidents at those operations. Certain of the company’s operations have been temporarily suspended for safety reasons in the past. In South Africa, in particular, so-called Section 54 safety stoppages have become a significant issue for mining companies. The business has been exposed to safety stoppages which can, individually and/or in aggregate, have a material impact on operations. AngloGold Ashanti is also enhancing safety programmes, and a revised Group Safety strategy have been introduced. In South Africa in line withparticular the overall ONE initiative and industry Best Practice,work culminated in a revised “Safe Production Strategy” which could resultforms the basis of the work in the Region to ensure a highly effective compliant organisation, resulting in a reduction of incidentsin Section 54 stoppages and associated Section 54 safety stoppages.improved levels of performance with regard to fatalities, ultimately striving for Zero Harm.

In addition, AngloGold Ashanti is subject to health and safety regulations relating to occupational disease. The primary areas of focus in respect of occupational health of employees within the company’s operations are noise-induced hearing loss (“NIHL”)(NIHL) and occupational lung diseases (“OLD”)(OLD), which include occupational tuberculosis and silicosis in individuals exposed to silica dust. Silicosis has been particularly prevalent in South Africa and has also arisen at the company’s Continental Africa and Brazilian operations, albeit to a far lesser extent. AngloGold Ashanti provides occupational health services to its employees at its occupational health centers and clinics, and continues to improve preventative occupational hygiene initiatives, such as implementing various dust control measures and supplying its employees with respiratory protective equipment. If the costs associated with providing such occupational health services, implementing such control measures or supplying such equipment increase significantly beyond anticipated or budgeted amounts, this could have an adverse effect on AngloGold Ashanti’s results of operations and its financial condition. Actual and alleged health and safety incidents or breaches of standards may also adversely impact the company’s reputation.

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The South African government, by way of a cabinet resolution in 1999, proposed a possible combination and alignment of benefits of the Occupational Diseases in Mines and Works Act (“ODMWA”)(ODMWA) that provides for compensation to miners who have OLD, and the Compensation for Occupational Injuries and Diseases Act (“COIDA”)(COIDA), that provides for compensation in respect of job related injuries and compensation of non-miners who have OLD. It appears less likely that the proposed combination of the two acts will occur in the short- to medium-term, but some alignment of benefits may be considered in the future. The South African government has indicated that it may also consider amendments in the short-term to address shortcomings in ODMWA. COIDA provides for compensation payments to workers suffering permanent disabilities which are classified as pension liabilities if the permanent disability is above a certain threshold, or a lump sum compensation payment if the permanent disability is below a certain threshold. ODMWA only provides for a lump sum compensation payment to workers suffering from OLD as well as the payment of medical expenses over the claimant’s lifetime. If the proposed combination of COIDA and ODMWA or amendments to ODMWA were to occur, this could further increase the amount of statutory compensation that miners employed by AngloGold Ashanti could claim, which consequently could have an adverse effect on AngloGold Ashanti’s financial condition.

On 23 November 2010, the Chamber of Mines of South Africa applied to the North Gauteng High Court for a declaratory order as to whether or not the Compensation Commissioner may include in the levy to be paid by any specific mine under ODMWA any amount that is intended to be used for funding benefits payable to: (1)(i) ex-mine workers who had never worked at that mine; or (2)(ii) ex-mine workers who used to work at the mine, but no longer work at the mine. On 29 April 2011, the Honorable Judge Zondo dismissed the Chamber’s application with costs. The judge concluded that the Compensation Commissioner has authority under ODMWA to address an historical or actuarial deficit in the Compensation Fund by increasing the levy payable by current mines and works to cover the shortfall in respect of all ex-mine workers. The Chamber lodged an appeal to the Supreme Court of Appeal. The appeal was dismissed with costs. The effect of the judgement is that ODMWA levies may be increased in respect of the category of former employees referred to above.

AngloGold Ashanti is subject to numerous claims, including a consolidated class action and individual claims related to silicosis and other OLD, and could be subject to similar claims in the future. AngloGold Ashanti has received notice of an application for class certification relating to silicosis in which the company is a respondent. It has also received notice of individual claims. Please refer to “Item 8: Financial Information – Legal Proceedings – South Africa – Silicosis litigation.”

In addition to OLD, AIDS and associated diseases remain major health care challenges faced by AngloGold Ashanti’s South African operations. Workforce prevalence studies indicate that HIV prevalence rates among AngloGold Ashanti’s South African workforce may be as high as 30 percent. AngloGold Ashanti continues to develop and implement programmes to help those infected with HIV and prevent new infections from spreading. Since 2001, the company has offered a voluntary counseling and HIV testing programme for employees in South Africa and, since 2003, has offered anti-retroviral therapy to HIV positive employees who meet the current medical criteria and who desire this treatment.

Malaria and other tropical diseases also pose health risks at all of the company’s operations in Central, West and East Africa where such diseases may assume epidemic proportions because of ineffective national control programmes. Malaria is a major cause of death in young children and pregnant women but also gives rise to deaths and absenteeism in adult men. All affected company operations have malaria control programmes in place.

Other conditions such as heart disease, chronic diseases and obesity are of increasing incidence and concern. Such diseases impair the health of workers and negatively affect productivity and profitability as a result of workers’ diminished focus or skill, absenteeism, treatment costs and allocated resources.

AngloGold Ashanti cannot guarantee that any current or future medical programme will be successful in preventing or reducing the injury and illness rates amongst its employees or in affecting consequent morbidity or mortality rates. AngloGold Ashanti may incur significant costs in addressing this issue in the future, which could also adversely impact the company’s results of operations and financial condition.

74


ANGLOGOLD ASHANTI GLOBAL OPERATIONS: 20142015

 

LOGOLOGO

Operations and projects

 

AMERICAS

AMERICAS

  

CONTINENTAL

AFRICA

  

AUSTRALASIA

  

EXPLORATION AND TECHNOLOGY

AMERICAS

  

CONTINENTAL

AFRICA

  

SOUTH AFRICA

1.  Argentina  4. Guinea  10.  Australia  12.  Australia  Argentina  4. Guinea  9.  South Africa
  Cerro Vanguardia (92.5%)   Siguiri (85%)    Sunrise Dam  13.  Colombia  Cerro Vanguardia (92.5%)   Siguiri (85%)    Vaal River
2.  Brazil  5. Mali    Tropicana (70%)  

14.

  Guinea  Brazil  5. Mali    Kopanang
  Serra Grande   Morila (40%)(1)      15.  South Africa  Serra Grande   Morila (40%)(1)    Moab Khotsong(2)
  AGA Mineração   Sadiola (41%)  SOUTH AFRICA      AGA Mineração   Sadiola (41%)    West Wits
3.  United States   Yatela (40%)  11.  South Africa      Colombia  6. Ghana    Mponeng
  Cripple Creek & Victor (CC&V)  6. Ghana    Vaal River      Gramalote (51%)   Iduapriem    TauTona
     Iduapriem    Great Noligwa      La Colosa   Obuasi    Surface Operations(3)
     Obuasi    Kopanang      Quebradona (92.42%)  7. DRC    
    7. DRC    Moab Khotsong         Kibali (45%)(1)    
AUSTRALASIAAUSTRALASIA  8. Tanzania    
10.  Australia   Geita    
     Kibali (45%)(1)    West Wits      Sunrise Dam       
    8. Tanzania    Mponeng      Tropicana (70%)       
     Geita    TauTona             
    9. Namibia    Surface Operations (3)             
     Navachab(2)                 
                      

Percentages indicate the ownership interest in AngloGold Ashanti, whether held directly or indirectly. All operations are 100%-owned unless otherwise indicated.

 

(1)

Both Morila and Kibali are managed and operated by Randgold Resources Limited.

(2)

On 30 June 2014, AngloGold Ashanti announced that it had completed the sale of Navachab.Great Noligwa and Moab Khotsong were combined under Moab as one cash-generating unit.

(3)

IncludesSurface Operations includes First Uranium SA, which owns Mine Waste Solutions (MWS). MWS for purposes of this report. It is operatedmanaged and managedoperated as a separate cash generatingcash-generating unit.

75


OPERATING PERFORMANCE

Group description

HeadquarteredAngloGold Ashanti, a gold mining company with a globally diverse, world-class portfolio of operations and projects, is headquartered in Johannesburg, South Africa, AngloGold Ashanti has 20 operations in 10 countries.

Africa. AngloGold Ashanti is a globalthe third largest gold mining and exploration company with a diversein the world, measured by production.

Our portfolio of mining17 operating mines in nine countries, comprises long-life, relatively lowcost assets with differing ore body types located in key gold-producing regions. A number of these assets are strongly leveraged to energy costs and currencies.

Our operations are grouped regionally as follows:

South Africa (Vaal River, West Wits and projects on four continents, with more than 97%Surface Operations)

Continental Africa (Democratic Republic of the company’s revenue derived from the sale of gold produced at its operations located around the world. Working across the full spectrumCongo, Ghana, Guinea, Mali and Tanzania)

Americas (Argentina and Brazil)

Australasia (Australia)

These operating assets are supported by greenfield projects in Colombia and a focused exploration programme.

In 2015, active management of the mining value chain, the impact of the company’s operating activities on the local communities and environments remain at the core of the business.

Following a strategic review of AngloGold Ashanti’s asset portfolio at the start of 2013, the company embarked on significant restructuringresulted in response to current challenges in the gold sector, including increasing costs of production and a fall in gold prices.

Gold production increased for the second consecutive year, boosted by the contributions of new mines, Kibali and Tropicana, which had their first full year of production in 2014. The rationalisation of corporate structures and marginal production continued with the planned restructuring of the South African operations and the transition to limited production at Obuasi in Ghana. On 30 June 2014, the sale of the NavachabCripple Creek & Victor (CC&V) mine in Namibia was completed.

AngloGold Ashanti’s brownfieldthe United States in August 2015 while Obuasi remained on limited operations during 2015 and greenfield exploration programmes take place in both established and new gold producing regions through managed and non-managed joint ventures, strategic alliances and wholly-owned ground holdings.the closure process at Yatela continued.

AngloGold Ashanti’s operations and joint ventures employed, on average, 58,05752,266 people (including contractors) in 2014 (2013: 66,434)2015 (2014: 58,057).

Performance

In 2014,2015, AngloGold Ashanti produced attributable 4.43.9 million ounces of gold (2013: 4.1(2014: 4.4 million ounces) as well as 1.3 million931,000 pounds of uranium oxide, 3.54.1 million ounces of silver and 192197 tonnes of sulphuric acid as by-products.

ProductionContinuing production of 4.43.8 Moz was achieved at a group all-in sustaining cost of $1,026/$910/oz compared to 4.1 Moz4.2Moz at $1,174/$1,020/oz the previous year.in 2014.

The attributable Ore Reserve at 31 December 20142015 was 57.551.7 Moz, down from 67.957.5 Moz at 2013.2014. This annual decrease reflectsof 5.8Moz includes depletion of 4.3Moz and the sale of CC&V (3.7Moz), which were partly offset by 2.2Moz of additions in Ore Reserve resulting from changes in economic assumptions depletionbetween 2014 and the sale of Navachab.2015 (0.1Moz), exploration and modelling changes (1.6Moz) and other factors (0.5Moz).

Capital expenditure, including equity accounted joint ventures, in 20142015 amounted to $1,209$857 million (2013: $1,993(2014: $1,209 million).

Safety

Regrettably, there were 611 fatalities across the group’s operations in 2014.2015. The all injury frequency rate was 7.367.18 per million hours worked compared to 7.487.36 in 2013.2014.

76


OPERATIONS AT A GLANCEfor the years ended 31 December

 

   Attributable
tonnes
treated/milled
(Mt)
  Average
grade
recovered
(g/t)
  

Attributable
gold

production
(000oz)

  

Total cash
costs

($ per ounce)

  All-in sustaining
costs
($/oz sold)
  Attributable
capital 
(1)
expenditure
($m)
   2014  2013  2012  2014  2013  2012  2014  2013  2012  2014  2013  2012  2014  2013  2012  2014  2013  2012

SOUTH AFRICA

                                    

Vaal River

                                    

Great Noligwa

  0.4    0.4    0.5    6.44    6.15    5.72    78    83    84    1,074    1,100    1,226    1,185    1,305    1,530    7    13   27

Kopanang

  0.8    1.0    0.9    5.55    5.23    5.40    140    178    164    1,023    918    1,015    1,256    1,255    1,497    26    52   94

Moab Khotsong

  0.7    0.7    0.6    11.04    9.47    8.16    234    212    162    685    797    1,040    903    1,223    1,634    45    117   159

West Wits

                                    

Mponeng

  1.1    1.6    1.3    8.99    7.10    9.40    313    354    405    746    719    639    981    1,016    883    97    171   195

Savuka(1)

      0.2        6.09        37        1,041        1,607       20

TauTona(1)

  0.9    1.0    0.8    8.21    7.34    7.63    232    235    189    882    920    924    1,059    1,149    1,316    35    59   73

Surface Operations

                                    

Surface
Operations(2)

  34.5    34.5    17.9    0.20    0.22    0.30    223    240    172    941    883    943    1,153    969    754    46    39   15

Other(3)

                          3            -            -            8        

CONTINENTAL AFRICA

                                    

Ghana

                                    

Iduapriem

  4.9    4.8    4.6    1.13    1.43    1.22    177    221    180    865    861    955    1,020    1,025    1,437    21    28   95

Obuasi(4)

  2.2    1.7    2.1    4.67    4.94    4.79    243    239    280    1,086    1,406    1,187    1,374    2,214    2,021    82    196   185

Guinea

                                    

Siguiri (85%)

  10.1    10.2    10.1    0.89    0.82    0.76    290    268    247    799    918    938    917    1,085    1,105    26    25   28

Mali

                                    

Morila (40%)

  1.3    1.4    1.8    1.06    1.23    1.41    44    57    81    1,162    773    767    1,298    1,051    765    6    13   1

Sadiola (41%)

  2.1    2.0    1.9    1.28    1.34    1.64    85    86    100    1,028    1,334    1,169    1,133    1,510    1,249    6    42   37

Yatela (40%)

  0.9    1.0    1.1    0.59    0.93    1.06    11    27    29    1,438    1,530    1,758    1,795    1,653    1,888    -    3   2

Namibia

                                    

Navachab(5)

  0.7    1.4    1.4    1.44    1.39    1.59    33    63    74    752    691    1,036    719    781    1,329    1    5   15

Tanzania

                                    

Geita

  5.2    4.0    4.8    2.86    3.54    3.47    477    459    531    599    515    427    890    833    816    129    154   216

DRC

                                    

Kibali (45%)(7)

  2.5    0.4        2.95    3.41        237    40        578    471        588    9,065        179    341   263

AUSTRALASIA

                                    

Australia

                                    

Sunrise Dam

  3.8    3.5    3.4    2.13    2.46    2.39    262    276    258    1,105    1,110    1,126    1,214    1,321    1,470    31    39   49

Tropicana (70%)(7)

  4.0    0.9        2.78    2.40        358    66        545    568        752    1,113        59    241   315

AMERICAS

                                    

Argentina

                                    

Cerro Vanguardia  
(92.5%)

  3.0    2.3    1.7    6.08    6.58    6.48    246    241    219    692    622    576    938    912    935    54    64   88

Brazil

                                    

AGA Mineração(4)

  2.5    2.3    2.2    5.65    5.70    6.07    403    391    388    644    646    696    966    1,023    1,114    127    123   162

Serra Grande(6)

  1.3    1.3    0.9    3.28    3.42    3.36    136    138    98    748    719    821    1,062    970    1,168    38    40   33

United States

                                    

Cripple Creek & Victor

  19.3    20.8    20.9    0.32    0.34    0.40    211    231    247    829    732    638    1,147    927    817    169    157   100
(1)

In 2013, Savuka and TauTona were combined under TauTona as one cash generating unit.

(2)

Includes MWS for purposes of this report. It is operated and managed as a separate cash generating unit.

(3)

Gold produced by treating material from multiple mine sources in South Africa.

(4)

The grades from Obuasi and AGA Mineração represent those for their underground operations.

(5)

AngloGold Ashanti sold Navachab effective 30 June 2014.

(6)

AngloGold Ashanti’s holding increased to 100% (from 50%) from July 2012.

(7)

Commenced production in the second half of 2013.

Rounding of figures may result in computational discrepancies.

77


SOUTH AFRICA

LOGO

AngloGold Ashanti’s South African operations comprise five deep-level mines and surface production facilities. They are:

The Vaal River operations – Great Noligwa, Kopanang and Moab Khotsong;

The West Wits operations – Mponeng and TauTona; and

Surface operations.

    Gold production
(000oz)
   Average number of  
employees  
 

  Operations

  

  1.   South Africa

    

        Vaal River

    

        Great Noligwa

   78     2,207    

        Kopanang

   140     4,424    

        Moab Khotsong

   234     4,573    

        West Wits

    

        Mponeng

   313     6,737    

        TauTona

   232     4,712    

        Surface operations(1)

   223     3,058    
           

(1)

Includes MWS for purposes of this report. It is operated and managed as a separate cash generating unit.

78


South Africa Key Statistics

    Unit  2014  2013  2012  

  Operation

        

  Tonnes treated/milled

  Mt  38.4  39.2  22.2  

  Pay limit(1)

  oz/t  0.39  0.36  0.40  
  g/t  14.35  13.37  12.41  

  Recovered grade(1)

  oz/t  0.239  0.204  0.219  
  g/t  8.19  7.00  7.50  

  Gold production

  000oz  1,223  1,302  1,212  

  Total cash costs(2)

  $/oz  849  850  873  

  Total production costs(2)

  $/oz  1,087  1,070  1,097  

  All-in sustaining costs(2)(3)

  $/oz  1,064  1,120  1,189  

  Capital expenditure

  $m  264  451  583  

  Safety

        

  Number of fatalities

    4  6  11  

  AIFR

  Per million hours worked  11.85  12.63  13.24  

  People

        

  Average no of employees: Total

    29,511  32,406  34,186  

Permanent employees

    26,056  28,526  29,740  

Contractors

     3,455  3,880  4,446  

(1)

Refers to underground operations only.

(2)

Total cash costs, total production costs and all-in sustaining costs are non-GAAP measures. For further information on these non-GAAP measures, see “Item 5A – Operating Results”.

(3)

Excludes stockpile impairments.

Performance in the South Africa Region in 2014

Production

Production declined by 6%, predominantly a consequence of safety-related stoppages, the aftermath of the earthquake experienced on 5 August 2014, and unscheduled shaft maintenance at Mponeng.

The 5.3 magnitude earthquake affected the Vaal River mines. Production was halted at these operations for five to ten days to allow the aftershocks to subside and to undertake repairs before production resumed. At Mponeng, production was suspended for seven days to allow significant repair work on damaged shaft steelwork and to return the shaft to safe levels of service.

Production from Surface Operations was negatively affected by the decreased grade of the material sourced from the marginal ore dumps. Mining flexibility has been improved so as to enable more active blending. The region’s contribution to group attributable gold production moved from 32% to 28% in 2014. In addition, the Vaal River operations produced 1.3Mlb of uranium.

The focus on cost containment continued in 2014, in line with the Project 500 initiative to reduce overall group costs by $500m in the 18 months to end 2014, cost reduction initiatives were undertaken in the region. The emphasis on the management of labour costs, reef mining-related activities, power consumption, contractors and the implementation of service optimisation strategies as well as a robust critical review of commodity- and services-related contracts all contributed to lower operating costs. Inflationary pressures, which included increases in electricity tariffs that exceeded inflation, were partially compensated for by cost savings from the Project 500 initiatives and also a weaker local currency. All-in sustaining costs for the year declined 5% to $1,064/oz.

Capital expenditure

Capital expenditure declined by 41%, in line with the groupwide cost optimisation and rationalisation programme and the resultant scaling back of project investment. Capital expenditure in 2014 was again predominantly on ore reserve development across all underground operations and on the Mponeng deepening project, as well as stay-in-business items and activities across all underground operations.

Safety

There were tragically four fatalities during 2014 (2013: six) – one at the Vaal River operations and three at the West Wits operations. Three of these were caused by falls of ground and one was the result of an incident involving piping and construction work.

79


All mines and plants in the region achieved 1 million fatality-free shifts and Kopanang, most notably, has recorded three million fatality-free shifts. This was achieved despite the impact of the 5.3 magnitude earthquake which resulted in minor injuries to 30 employees and the evacuation and safe return to surface of 3,300 people in all at the Vaal River operations.

People

The South Africa region employed an average of 29,511 people in 2014 – 26,056 full-time employees and 3,455 contractors – as compared to 32,406 in 2013 and 34,186 in 2012 – a decline of 14% in two years. This decline in the number employed was a result of various cost rationalisation initiatives implemented across the group over the past two years. Productivity declined to 4.40oz/TEC in 2014 (2013: 4.47oz/TEC).

The next round of wage negotiations is due to begin in the first half of 2015 as the current wage agreement comes to an end on 30 June 2015.

In the South Africa region, 94% of the workforce is represented by four industry unions: AMCU, NUM, Solidarity and Uasa.

Ore Reserve

As at 31 December 2014, the total Ore Reserve for the South Africa region is 27.45Moz (2013: 30.9Moz). This is equivalent to around 48% of the group’s total attributable Ore Reserve.

Growth and improvement

Project Zaaiplaats at Moab Khotsong, which was temporarily halted in 2013, remains on hold. Additional geological information gathered in the interim reflected a deterioration in the grade of the project, making it economically unviable at the current gold price.

At Mponeng, phase 1 of the deepening project to access the VCR progressed well. Although safety stoppages following a shaft incident led to some delays, stoping and ledging operations have begun. The emphasis in the coming year is expected to be to increase the volume of ore reserve development so as to open up high-grade reserves. Given the slump in the gold price, phase 2 of this project to access the CLR was delayed in 2014. Critical path work continued and included the installation of ventilation and refrigeration infrastructure to enable the ramp-up to full project execution in 2015, should the capital budget be approved. This project is also expected to investigate the viability of optimised shift schedules with a view to improving productivity and speeding up access to the higher-grade areas.

The uranium plant at Mine Waste Solutions (MWS) was successfully completed with the first deliveries in the fourth quarter of the year. The recovery in the uranium price during the year was encouraging.

The Technology Innovation Consortium continued to make significant progress towards the development of the new deep-level mining technology. The aim, ultimately, is to develop a cost-efficient, safe, mining method to implement at our deep-level underground operations in South Africa to extract stability pillars and areas that might otherwise not be safe or viable to mine. In 2015, the final element of work is expected to be to compile a deep-level mining method based on this mining style. Key to maximising the efficacy of this method will be enhanced machine efficiencies. This in turn would entail increasing machine availability and a 24-hour mining cycle. While such working arrangements are still to be negotiated with labour, the company believes that they would increase the global competitiveness of the South Africa mining industry.

80


CONTINENTAL AFRICA

LOGO

AngloGold Ashanti has six producing mines and processing operations (of which the group manages four) in five countries in the Continental Africa region, following much activity in 2014 with the sale of the Navachab mine in Namibia, the transition to limited mining at Obuasi in Ghana and the cessation of mining at Yatela in Mali.

    Attributable gold production
(000oz)
   Average number of  
employees  
 

  Operations

    

  1.   Democratic Republic of the Congo

    

Kibali 45%

   237     2,245      

  2.   Ghana

    

Iduapriem

   177     1,352      

Obuasi

   243     3,541      

  3.   Guinea

    

Siguiri 85%

   290     3,494      

  4.   Mali

    

Morila 40%

   44     500      

Sadiola 41%

   85     654      

Yatela 40%

   11     226      

  5.   Namibia

    

Navachab(1)

   33     793      

  6.   Tanzania

    

Geita

   477     3,265      

(1)

Sold effective 30 June 2014.

81


Continental Africa - Key Statistics

    Unit  2014  2013  2012

  Operation

        

  Tonnes treated/milled

  Mt  29.9  26.9  27.8

  Pay limit

  oz/t  0.039  0.049  0.041
  g/t  1.345  1.669  1.273

  Recovered grade

  oz/t  0.054  0.054  0.055
  g/t  1.66  1.69  1.70

  Gold production (attributable)

  000oz  1,597  1,460  1,521

  Total cash costs(1)

  $/oz  783  869  830

  Total production costs(1)

  $/oz  977  1,086  1,060

  All-in sustaining costs(1)(2)

  $/oz  968  1,202  1,235

  Capital expenditure

  $m  454  839  925

  Safety

        

  Number of fatalities

    0  2  5

  AIFR

  Per million hours worked  1.56  1.97  2.26

  People

        

  Average no of employees: Total

    16,070  16,625  16,621

Permanent employees

    8,739  10,778  10,014

Contractors

     7,331  5,847  6,607

(1)

Total cash costs, total production costs and all-in sustaining costs are non-GAAP measures. For further information on these non-GAAP measures, see “Item 5A – Operating Results”.

(2)

Excludes stockpile impairments.

Production

The ramp up and first full year of production at Kibali more than offset the decline at Yatela and the half-year contribution by Navachab which was sold in June 2014. The region’s attributable production increased by 9%.

Kibali produced its first gold in 2013, ahead of schedule, and delivered 527,000oz in 2014, of which 45% is attributable to AngloGold Ashanti.

During 2014, production at Kibali came largely from the open pit, while significant development of underground workings was carried out. Underground mining began following the start of blasting of the first stope in the latter part of the year. The oxide plant was successfully ramped up in early 2014 with the sulphide plant being commissioned in the second half. Kibali’s Ore Reserve is currently estimated at around 11Moz (attributable: 4.94Moz), accounting for 26% of the Continental Africa region’s Ore Reserve.

Our largest operations in the region, Geita and Siguiri, recorded strong performances for the year. At Geita, tonnes milled of hard sulphide ore surpassed 5Mt for the first time, a result of better mill running time and fragmentation control. This followed improvements in blast fragmentation, the installation of a secondary crusher and improved carbon management systems in the leach circuit. These improvements offset grade declines at the Star & Comet pit; the failure of the pit wall at Nyakanga Cut 7; and delays at Geita Hill East pit.

At Siguiri, tonnes treated remained stable with a higher than expected improvement in recovered grades contributing to an increase in production. The grades, however, declined in the latter part of the year as higher-grade ore resources were depleted.

In Mali, production decreased overall as the mines continued to wind down in line with planned transition to closure, treating lower grade waste tonnes.

At Obuasi, while output increased marginally year-on-year, underground production was halted in the fourth quarter. Processing of tailings and aboveground stockpiles is continuing. This was in line with the initiative to downscale the operation temporarily while a feasibility study is undertaken to explore options for its long-term sustainability.

Tailings retreatment continued during the year, contributing to an improvement of close to 2% in ounces produced year-on-year, as we continued to discharge our environmental responsibilities. Development of a decline from surface to the existing mining blocks continued in 2014. The decline is expected to allow development of the appropriate infrastructure to enable mechanised operations and de-bottleneck the mine, which was constrained by an outmoded, labour-intensive mining method and also ageing and sub-optimal vertical hoisting infrastructure.

82


By year-end Obuasi had successfully transitioned to limited operations and the entire work force had been retrenched. Refer “Item 18 - note 7: Special Items”. A limited number of employees were recruited on a one-year fixed-term contract to oversee the mine while the feasibility study is underway. The study is due to be completed in the first half of 2015.

Project 500 gained significant traction in the region, with noteworthy gains made in several areas. In looking to improve process recoveries, an initiative to optimise dissolved oxygen levels improved recoveries across all major operating sites, particularly at Geita, Siguiri and Iduapriem. Mine plans were optimised, with low-margin or loss-making ounces removed and labour efficiencies were realised across the region, both among permanent employees and contractors. The expatriate contingent was reduced and consultant services curtailed. At Geita, mining efficiencies resulted in greater tonnages moved with no additions to the fleet, helping reduce unit mining costs. Work was done to realise benefit of a more favourable environment for buyers of contract mining services due to excess capacity across the globe. Competitive bidding processes for mining and related contracts were held at Siguiri, Geita, Sadiola and Iduapriem, with all resulting in new contractors or more favourable contracts agreed. Considerable effort was also directed at reducing working capital through the optimisation of consumable stores across the regional portfolio, and engagement with governments in Tanzania and Guinea to reduce indirect tax lock-ups.

The region as a whole also continued to realise the benefit of more consistent operating performance with tight management of all costs and capital. The region benefited from the inclusion of the first full-year’s production from the Kibali mine, which contributed production at lower-than-average cash cost. The sharply lower fuel price in the fourth quarter also aided cost control efforts, particularly for open pits mines which operate large truck and shovel fleets and generate all or part of their own power from diesel or heavy fuel oil, like the major mines in the region Geita, Kibali and Siguiri. As with the rest of the group, the focus on strict capital allocation and more concentrated exploration programme was also a strong feature in Continental Africa. The net result of these initiatives was a 19% reduction in all-in-sustaining costs to $968/oz, the lowest in the group.

Capital expenditure

With completion of much of the work to establish operations at Kibali, capital expenditure for Continental Africa dropped to $454m in 2014 from 2013’s $839m and a further fall is anticipated in 2015, with the construction of the sulphide plant largely completed at Kibali. Capital expenditure was reduced almost entirely at Obuasi which was placed on limited mining.

Safety

Overall safety performance in the Continental Africa region continued to improve. There were no fatalities during the year and the all injury frequency rate improved to 1.56 per million hours worked (2013: 1.97).

People

The average number of people employed in the region declined, largely a result of the retrenchment process undertaken at Obuasi, from 16,625 in 2013 to 16,070 in 2014. Regional productivity improved significantly to 14.36oz/TEC (2013: 9.97oz/TEC). Most retrenchments were undertaken at the end of the year.

Ore Reserve

The total attributable Continental Africa Region Ore Reserve is 18.93 million ounces (2013: 24.41 million ounces). This amounts to 33 percent of the group’s Ore Reserve.

Growth and improvement

Our emphasis has been on improving operational and cost efficiencies in response to gold’s persistent price decline and to caution over the metal’s immediate price direction. Kibali’s cost-efficient production ramp up has already contributed to overall production and a containment of overall costs per ounce. The focus for 2015 is expected to be completion of the paste plant and the second hydro-power station – Ambarau. The sinking of the vertical shaft remained ahead of schedule with a shaft depth of 720m at the end of the year with only 40m sinking remaining.

At Obuasi, following a two-year review of operational efficiencies, mining operations were significantly curtailed. A feasibility study investigating options to modernise and improve the life-of-mine plan is underway. The focus of the study is not only on the economic and technical aspects but also security, environmental obligations and community relations.

In Guinea, despite indications of promising new developments, greenfields exploration teams had to be withdrawn during the latter part of the year as a precaution against the outbreak of the Ebola virus disease.

83


   Attributable
tonnes
treated/
milled
(Mt)
  Average
grade
recovered
(g/t)
  

Attributable
gold

production
(000oz)

  

Total cash
costs

($ per ounce)

  

All-in
sustaining

costs
($/oz sold)

  Attributable
capital
expenditure
($m)
 
   2015  2014  2013  2015  2014  2013  2015  2014  2013  2015  2014  2013  2015  2014  2013  2015  2014  2013 

SOUTH AFRICA

                                    

Vaal River

                                    

Great Noligwa(1)

    0.4    0.4      6.44    6.15      78    83      1,074    1,100      1,185    1,305      7    13  

Kopanang

  0.7    0.8    1.0    5.43    5.55    5.23    117    140    178    1,014    1,023    918    1,226    1,256    1,255    21    26    52  

Moab Khotsong(1)

  0.9    0.7    0.7    8.50    11.04    9.47    254    234    212    798    685    797    1,018    903    1,223    47    45    117  

West Wits

                                    

Mponeng

  0.8    1.1    1.6    8.44    8.99    7.10    219    313    354    874    746    719    1,170    981    1,016    85    97    171  

TauTona(2)

  0.8    0.9    1.0    8.46    8.21    7.34    209    232    235    883    882    920    1,044    1,059    1,149    28    35    59  

Surface Operations

                                    

Surface Operations(3)

  33.6    34.5    34.5    0.18    0.20    0.22    193    223    240    912    941    883    1,006    1,153    969    17    46    39  

Other(4)

                          12    3        -    -        -    -        8    8      

CONTINENTAL AFRICA

                                    

Ghana

                                    

Iduapriem

  4.7    4.9    4.8    1.27    1.13    1.43    193    177    221    995    865    861    1,020    1,020    1,025    15    21    28  

Obuasi(5)

  1.0    2.2    1.7    1.47    4.67    4.94    53    243    239    966    1,086    1,406    1,185    1,374    2,214    23    82    196  

Guinea

                                    

Siguiri (85%)

  10.0    10.1    10.2    0.80    0.89    0.82    255    290    268    827    799    918    965    917    1,085    25    26    25  

Mali

                                    

Morila (40%)

  1.2    1.3    1.4    1.24    1.06    1.23    49    44    57    698    1,162    773    815    1,298    1,051    6    6    13  

Sadiola (41%)

  2.1    2.1    2.0    1.04    1.28    1.34    69    85    86    818    1,028    1,334    886    1,133    1,510    2    6    42  

Yatela (40%)(6)

    0.9    1.0      0.59    0.93      11    27      1,438    1,530      1,795    1,653      -    3  

Namibia

                                    

Navachab(7)

    0.7    1.4      1.44    1.39      33    63      752    691      719    781      1    5  

Tanzania

                                    

Geita

  5.2    5.2    4.0    3.18    2.86    3.54    527    477    459    480    599    515    717    890    833    116    129    154  

DRC

                                    

Kibali (45%)(8)

  3.1    2.5    0.4    2.93    2.95    3.41    289    237    40    609    578    471    642    588    9,065    124    179    341  

AUSTRALASIA

Australia

LOGO

    Attributable gold production
(000oz)
   Average number of  
employees  
 

  Operations

    

  Australia

    

   1.  Sunrise Dam

   262     374    

   2.  Tropicana 70%

   358     458    

AngloGold Ashanti’s Australasian assets comprise the wholly owned Sunrise Dam

3.93.83.41.972.132.462162622769701,1051,1101,1101,2141,321293139

Tropicana (70%)(8)

4.34.00.92.482.782.40344358664925455686717521,1134859241

AMERICAS

Argentina

Cerro Vanguardia (92.5%)

3.13.02.36.886.086.58278246241625692622873938912625464

Brazil

AGA Mineração(5)

2.62.52.35.635.655.704214033915186446467129661,02389127123

Serra Grande

1.31.31.33.273.283.421321361386357487198611,062970333840

United States

Cripple Creek & Victor(9)

11.319.320.80.350.320.341172112318948297321,0301,14792758169157
(1)

From 1 January 2015, Great Noligwa and the 70 percent-owned Tropicana Moab Khotsong were combined under Moab Khotsong as one cash-generating unit.

(2)

In 2013, Savuka and TauTona were combined under TauTona as one cash-generating unit.

(3)

Includes MWS for purposes of this report. It is operated and managed as a separate cash-generating unit.

(4)

Gold produced by treating material from multiple mine Australia’s newest gold mine. Tropicana completed its first full year ofsources in South Africa.

(5)

The grades from Obuasi and AGA Mineração represent those for their underground operations.

(6)

Mine in closure mode from 1 January 2015.

(7)

AngloGold Ashanti sold Navachab effective 30 June 2014.

(8)

Commenced production in 2014.the second half of 2013.

(9)

Australasia - Key StatisticsAngloGold Ashanti sold Cripple Creek & Victor effective 3 August 2015. Cripple Creek & Victor is reported as a discontinued operation.

    Unit  2014  2013  2012

  Operation

        

  Tonnes treated/milled

  Mt  7.8  4.3  3.4  

  Pay limit

  oz/t  0.07  0.09  0.08  
  g/t  2.29  2.82  2.42  

  Recovered grade

  oz/t  0.072  0.072  0.070  
  g/t  2.45  2.45  2.39  

  Gold production (attributable)

  000oz  620  342  258  

  Total cash costs(1)

  $/oz  804  1,047  1,211  

  Total production costs(1)

  $/oz  1,070  1,333  1,358  

  All-in sustaining costs(1)(2)

  $/oz  986  1,376  1,680  

  Capital expenditure

  $m  91  285  369  

  Safety

        

  Number of fatalities

    0  0  0  

  AIFR

  Per million hours worked  10.73  7.91  6.33  

  People

        

  Average no of employees: Total

    832  925  494  

Permanent employees

    194  281  110  

Contractors

     638  644  384  

Rounding of figures may result in computational discrepancies.

SOUTH AFRICA

LOGO

AngloGold Ashanti’s South African operations comprise four deep-level mines and surface production facilities. They are:

The West Wits operations – Mponeng and TauTona;

The Vaal River operations – Kopanang and Moab Khotsong; and

Surface operations.

    Gold production
(000oz)
   Average number of  
employees  
 

  Operations

  

        South Africa

    

  1.   Vaal River

    

        Kopanang

   117     4,052    

        Moab Khotsong(1)

   254     6,469    

  2.   West Wits

    

        Mponeng

   219     6,249    

        TauTona

   209     4,656    

  3.   Surface operations (2)

   193     2,929    
           

 

(1)

From 1 January 2015, Moab Khotsong and Great Noligwa were operated and managed as one operation and accordingly combined under Moab Khotsong.

(2)

Includes MWS for purposes of this report. It is operated and managed as a separate cash-generating unit.

South Africa Key Statistics

    Unit  2015  2014  2013  

  Operation

        

  Tonnes treated/milled

  Mt  36.8  38.4  39.2  

  Pay limit(1)

  oz/t  0.39  0.39  0.36  
  g/t  14.38  14.35  13.37  

  Recovered grade(1)

  oz/t  0.225  0.239  0.204  
  g/t  7.70  8.19  7.00  

  Gold production

  000oz  1,004  1,223  1,302  

  Total cash costs(2)

  $/oz  881  849  850  

  Total production costs(2)

  $/oz  1,091  1,087  1,070  

  All-in sustaining costs(2)(3)

  $/oz  1,088  1,064  1,120  

  Capital expenditure

  $m  206  264  451  

  Safety

        

  Number of fatalities

    9  4  6  

  AIFR

  Per million hours worked  10.81  11.85  12.63  

  People

        

  Average no of employees: Total

    28,325  29,511  32,406  

Permanent employees

    25,274  26,056  28,526  

Contractors

     3,051  3,455  3,880  

(1)

Refers to underground operations only.

(2) 

Total cash costs, total production costs and all-in sustaining costs are non-GAAP measures. For further information on these non-GAAP measures, see “Item 5A – Operating Results”.

(2)

Excludes stockpile impairments.

84


Production

With the ramp up in production at Tropicana during the course of 2014, the mine’s first full year of operation, and increased levels of output at Sunrise Dam, total production for the Australasia region was 81% higher than in 2013.

At Sunrise Dam, while underground mining has been providing supplementary ore since 2004, the underground mine transitioned to become the primary source of mill feed in 2014, delivering 2.43Mt of ore to the mill for the year. Stockpiled intermediate grade ore (average 1.45g/t) was blended with the underground ore to meet the processing plant capacity, which saw throughput reach 3.8Mt in 2014, a 10% improvement on 2013, despite the higher proportion of harder underground ore treated. Plant performance improved due to the focus on engineering reliability which reduced plant down time.

A two-year project on planning systems and operational efficiencies resulted in productivity improvements in the underground mine culminating in 675,503t of underground ore being mined in the December quarter – equivalent to an annualised rate of 2.7Mt. This mining rate is expected to be maintained in 2015. The multi-pronged productivity improvement strategy included an innovative approach to grade control based on reverse circulation (RC) drilling that emulated the successful grade control process in the open pit. The change to RC drilling combined with productivity improvements gained in the underground mine drove mining costs down by more than 50% over the two-year period.

Tropicana completed its first full year of operation. In total, the mine produced 511,000oz of which AngloGold Ashanti’s share was 358,000oz. Open pit mining focused on the Havana and Tropicana pits in 2014. During the year additional mining fleet was brought to the site to counteract a decrease in mining rates caused by structural failure that caused part of a tank wall to buckle, remediation of a wall slippage, poor equipment availability and lower-than-planned productivity. Mining productivity improved in the fourth quarter and it is anticipated that productivity rates will be back on target in early 2015. Despite these challenges, feed to the processing plant was on budget, enabling treatment of 5.7Mt for the year at a head grade of 3.06g/t and metallurgical recovery of 90%. Reconciliation of mine to mill, in terms of both tonnes and grade, aligned well.

Production decreased at Sunrise Dam, as lower grades were mined in line with the mine plan.

Total cash costs for the region declined by 23% and all-in sustaining costs by 28%are non-GAAP measures. For further information on these non-GAAP measures, see “Item 5A: Operating Results”. Costs for the Australasian region were positively affected by the ramp-up to full

(3)

Excludes stockpile impairments.

Performance in the South Africa Region in 2015

Production and costs

Production for the year ended 31 December 2015 was 219,000oz, or 18 percent, lower than for the year ended 31 December 2014, predominantly due to safety related stoppages, with approximately 113,000oz lost as a result of these disruptions. Mponeng and Moab Khotsong were most affected. In addition to operational effects of the safety related stoppages, Mponeng also experienced delays to phase 1 of its below 120 level life extension project. The result of this is that mining flexibility was curtailed as production was undertaken on only three levels.

A derisking plan was implemented to address seismicity challenges and a decision was taken during the year to withdraw from some of those areas to improve safety, further reducing available mining areas and leading to lower mining intensity and productivity.

In addition to – and in some cases as a result of – the safety stoppages, production at the Vaal River operations was negatively affected by a deterioration in the mining mix as the anticipated move into higher-grade areas was delayed. Increased dilution resulted in a decline in head grades. Safety stoppages and lack of available face length and mining flexibility resulting from the premature halt to mining of low-grade areas affected production at Kopanang. More concentrated efforts were put in place to prioritise safe practices and plans are underway to increase available face length and Ore Reserve development.

At Surface Operations, a reduction in grades in the marginal ore dumps material impacted negatively on production.

At Mine Waste Solutions, the flotation and uranium plants were temporarily stopped during the latter part of the year as these units did not operate at expected efficiencies.

All-in sustaining costs of $1,088/oz for the year ended 31 December 2015 were two percent higher compared to the previous year. The negative cost impact was marginal, due mainly to the weaker rand relative to the US dollar. The performance was significantly adversely affected by the lower volumes mined as well as ongoing inflationary pressures in South Africa, which is fully exposed to above-inflation administered price increases for critical inputs like power and water, while gaining little benefit from a lower fuel price.

Capital expenditure

Capital expenditure declined by 22 percent, in line with the groupwide cost optimisation and rationalisation programme and cash flow constraints.

Safety

Regrettably, our safety performance was dominated by a significant regression in mine fatalities. Tragically, nine of our colleagues lost their lives in separate fatal accidents, compared with four in 2014. Five of the fatalities resulted from fall of ground incidents, while the other fatalities were due to an underground vehicle incident, carbon monoxide gas inhalation, a scraper winch incident and an electrical incident.

People

In 2015 employee numbers were slightly down year-on-year as a result of the restructuring undertaken in connection with the consolidation of certain mines in the region. However, there was a marginal increase in December relating to the hiring of employees with specific skills and the reinstatement of 456 employees who had previously been dismissed at Moab Khotsong. Wage negotiations took place from June through to October 2015. All unions participated in the central collective bargaining process with the Chamber of Mines representing the gold producers and a three year wage settlement was executed.

Ore Reserve

As at 31 December 2015, the total Ore Reserve for the South Africa region was 26.14Moz (2014: 27.45Moz). This is equivalent to around 51 percent of the group’s total attributable Ore Reserve.

Growth and improvement

Mponeng Phase 1 below 120 level was delayed, with key infrastructure to service Ore Reserve development lagging behind schedule by more than a year at the end of 2015. To address critical issues, a detailed system capability study was undertaken to determine ore handling and material supply capacity. A high-level revised schedule was completed, based on the system capability. The study prioritises capital infrastructure in order to support Ore Reserve development. The preliminary impact of this schedule indicates an approximate 15-18-month delay in the 120 level gold delivery profile.

Given the constraints experienced in phase 1, the approach to phase 2 is being reviewed. Co-extraction of the VCR from the same shaft deepening infrastructure platform is being considered rather than the decline development employed in phase 1. Phase 2 will consequently be delayed by as long as two years. Work on 126 level is expected to be completed on schedule. Consequently, the company does not expect there to be any gap in gold production in spite of other delays.

At Moab Khotsong, project Zaaiplaats remained on hold. Another study has been undertaken to determine the best technical and economically viable options for the project and is expected to recommend alternative investment opportunities. The purpose of this study will be to formulate mine designs to economically extract Zaaiplaats and contiguous blocks from Moab Khotsong shaft systems and to claw back value through potential schedule, cost and mining-volume gains by applying modern shaft designs and other associated technologies.

CONTINENTAL AFRICA

LOGO

AngloGold Ashanti has seven mines in the region, six of which are producing mines and processing operations, and five of which AngloGold Ashanti manages. One mine is on limited operations. Closure is underway at Yatela.

    Attributable gold production
(000oz)
   Average number of  
employees  
 

  Operations

    

 

 

  1.   Democratic Republic of the Congo

    

Kibali 45%

   289     2,061      

  2.   Ghana

    

Iduapriem

   193     1,565      

Obuasi

   53     856      

  3.   Guinea

    

Siguiri 85%

   255     3,445      

  4.   Mali

    

Morila 40%

   49     389      

Sadiola 41%

   69     585      

  5.   Tanzania

    

Geita

   527     3,041      

Continental Africa - Key Statistics

    Unit  2015  2014  2013

  Operation

        

  Tonnes treated/milled

  Mt  27.2  29.9  26.9

  Pay limit

  oz/t  0.036  0.039  0.049
  g/t  1.233  1.345  1.669

  Recovered grade

  oz/t  0.053  0.054  0.054
  g/t  1.64  1.66  1.69

  Gold production (attributable)

  000oz  1,435  1,597  1,460

  Total cash costs(1)

  $/oz  678  783  869

  Total production costs(1)

  $/oz  900  977  1,086

  All-in sustaining costs(1)(2)

  $/oz  815  968  1,202

  Capital expenditure

  $m  315  454  839

  Safety

        

  Number of fatalities

    1  0  2

  AIFR

  Per million hours worked  0.50  1.56  1.97

  People

        

  Average no of employees: Total

    11,942  16,070  16,625

Permanent employees

    5,061  8,739  10,778

Contractors

     6,881  7,331  5,847

(1)

Total cash costs, total production at Tropicana,costs and productivity improvements at Sunrise Dam. However, at Tropicana,all-in sustaining costs are non-GAAP measures. For further information on these were impacted bynon-GAAP measures, see “Item 5A: Operating Results”.

(2)

Excludes stockpile impairments.

Production and costs

Despite a decline in overall production for the region in 2015, Geita, Kibali and Iduapriem all recorded higher levels of production. Underground production at Kibali was successfully ramped up and Geita continued as the star performer, helping to make up some of the production lost due to Obuasi being on limited operations following the suspension of underground mining operations at the end of 2014.

Increased production at Geita was driven by an increase in recovered grade from ore sourced from Nyankanga Cut 7. Mining volumes were maintained despite abnormally heavy rainfall and a decline in plant throughput in the last quarter of the year due to planned maintenance.

At Kibali, the ramp up of plant operations to design capacity and increased plant availability, resulted in a 23 percent increase in tonnage throughput, and a 22 percent increase in gold produced. Production at Iduapriem improved given the increase in the recovered grade and the ramp up from limited operations the previous year.

Production at Morila was boosted by a 17 percent increase in recovered grade as higher grade tonnes were sourced from the satellite pit that was commissioned in the latter part of 2014. Reduced operational flexibility and a decline in the availability of higher-grade oxide ore contributed to reduced production from Sadiola.

Siguiri’s production was negatively impacted by a planned fall in recovered grade, driven by depletion of the higher grade ore in mined areas owing to delayed access to the Soloni pit. This was compounded by a decrease in tonnage throughput following unplanned maintenance that occurred during the year. Production however, started improving in the last quarter of the year as delays in accessing mining areas were resolved and the mine began processing ore from the Soloni pit.

Costs improved significantly, declining by 13 percent, in the case of total cash costs, and 16 percent, in the case of all-in sustaining costs. These improvements were the result of the cumulative benefits of the operating and cost management initiatives that have been implemented since 2013. Costs specifically benefitted from increased production and improved efficiencies at the larger operations. The Continental Africa operations were also able to take advantage of lower oil prices, which particularly benefitted the open pit operations which run large mining fleets and/ or generate all or part of their own power from diesel or heavy fuel oil.

In addition, the region was able to capitalise to some extent on exposure to weaker local currencies by in-country sourcing of goods, services and labour and by targeting operational efficiencies.

Capital expenditure

As anticipated, at Kibali, capital expenditure decreased by $55 million as construction of the plant was largely completed during 2014. Capital expenditure for 2015 decreased by $59 million at Obuasi, which was placed on limited mining operations.

Safety

Tragically, there was one fatality in the region, when an employee drowned at Obuasi. The overall safety performance in the region otherwise continued to improve.

People

The average number of people employed in the region declined from 16,070 in 2014 to 11,942 in 2015, largely as a result of the retrenchment process undertaken at Obuasi during 2014.

Ore Reserve

The total attributable Continental Africa Region Ore Reserve was 19.26 million ounces (2014: 18.93 million ounces). This amounts to 37 percent of the group’s Ore Reserve.

Growth and improvement

An extensive pipeline of project opportunities is planned, targeted mainly at energy cost savings and mine-life extensions. These opportunities include (i) progressing to underground mining at Geita’s Star & Comet ore body and (ii) accessing additional Mineral Resources at Iduapriem (to which end exploration work is to be conducted within the concession and the mine plan is to be revised) and at Siguiri, using heap leaching to supplement production.

Although the portion of hard sulphide ore tonnes milled at Geita remained high during the year, the plant nevertheless managed to process 5.2Mt as a result of the better quality of feed and improved fragmentation control.

At Kibali, sinking of the vertical shaft reached shaft bottom at a depth of 751.2m and equipping of the crusher and production levels was completed. Construction of Ambarau, the second hydropower station, was delayed following the failure of the temporary berm wall owing to high river flows. Repair work continues and the first phase is now expected to be completed in the second quarter of 2016, with full completion and commissioning of the power station scheduled for the latter part of the year. Once operational, Ambarau is expected to deliver 11MW. A third hydropower station, Azambi, also expected to generate 11MW, is planned to come on line in 2018.

At Siguiri, a range of projects is targeted at reducing energy costs, extending the mine life and implementing heap leaching to supplement production.

AUSTRALASIA

LOGO

    Attributable gold production
(000oz)
   Average number of  
employees  
 

  Operations

    

  Australia

    

  1.   Sunrise Dam

   216     400    

  2.   Tropicana 70%

   344     436    

AngloGold Ashanti’s Australasian assets comprise the wholly owned Sunrise Dam and the 70 percent-owned Tropicana Gold mine, Australia’s newest gold mine. Tropicana completed its second full year of production in 2015.

Australasia - Key Statistics

    Unit   2015   2014   2013 

  Operation

        

  Tonnes treated/milled

   Mt     8.2     7.8     4.3  

  Pay limit

   oz/t     0.06     0.07     0.09  
   g/t     1.85     2.29     2.82  

  Recovered grade

   oz/t     0.068     0.078     0.081  
   g/t     2.12     2.43     2.51  

  Gold production (attributable)

   000oz     560     620     342  

  Total cash costs(1)

   $/oz     702     804     1,047  

  Total production costs(1)

   $/oz     919     1,070     1,333  

  All-in sustaining costs(1)(2)

   $/oz     875     986     1,376  

  Capital expenditure

   $m     78     91     285  

  Safety

        

  Number of fatalities

     0     0     0  

  AIFR

   Per million hours worked     8.56     10.73     7.91  

  People

        

  Average no of employees: Total

     836     832     925  

Permanent employees

     195     194     281  

Contractors

        641     638     644  

(1)

Total cash costs, resulting from fleet productivity issuestotal production costs and increased plant maintenance costs. These cost increases however were offset by the savings in other areas resulting in the operation deliveringall-in sustaining costs are non-GAAP measures. For further information on the cost performance anticipated in the feasibility study.these non-GAAP measures, see “Item 5A – Operating Results”.

(2)

Capital expenditureExcludes stockpile impairments.

Capital expenditure for Australasia reduced significantly to $91m in 2014 (2013: $285 million) with the completion of much of the development at Tropicana, as well as completion of the transition at Sunrise Dam from openpit to underground mining. Capital expenditure at Tropicana fell to $59m from $241m in 2013 while at Sunrise Dam expenditure was $31m against $39m in the previous year.

Safety

Safety performance continued to be an area of focus with no fatalities reported. The AIFR for the region was 10.73 per million hours worked (2013: 7.91).

People

A total of 832 people were employed on average by the Australia region – 194 full time employees and 638 contractors. Productivity in the Australia region was 62.00oz/TEC in 2014 (2013: 49.64oz/TEC), the highest in the group.

Ore Reserve

At the end of 2014, the total attributable Ore Reserve for the Australasia Region was 3.53 million ounces (2013: 3.81 million ounces). This makes up around 6 percent of the group’s Ore Reserve.

Growth and improvement

At Tropicana, additional maintenance and engineering work was carried out in the processing plant during the year to close out construction work following commissioning and to optimise sections of the plant with a view to lifting throughput beyond nameplate capacity in 2015. At year-end regulatory approvals were received to complete an expansion of the process water supply borefield that provides water to the operation. By the end of the first quarter of 2015, an additional 27 bores will have been installed and commissioned to take the number of bores servicing the plant to 51 and capacity from approximately 750t of water per hour (tph) to more than 1,000 tph.

Production and costs

Total gold production for the Australasian region of 560,000oz in 2015 was 60,000oz, or 10 percent, lower than the previous year. This decline was largely due to an 18 percent decrease in production from Sunrise Dam.

Production at Sunrise Dam in 2015 was 46,000oz lower than in 2014, due primarily to lower mined grades. The lower grade of this ore was largely due to the nature and location of the zones mined, which were on the periphery of the main ore bodies and generally more variable than those mined in 2014.

Tropicana produced 491,000oz (of which 344,000oz constituted AngloGold Ashanti’s share), reaching its 1 millionth ounce on schedule, just over two years since pouring first gold. Production was 4 percent lower than in 2014 due to the decrease in the average head grade to 2.57 g/t, which is consistent with the grade streaming strategy that underpins the life of mine plan. The lower grades in 2015 were partially offset by an increase in throughput in the processing plant to 6.2Mt (2014: 5.7Mt).

Total cash costs for the year decreased by 13 percent compared to 2014, largely as a result of favourable currency movements. Costs and production remained within guidance and received the benefit of a weaker Australian dollar relative to the US dollar and also lower oil prices.

Capital expenditure

Capital expenditure in total decreased by $13m compared to 2014, largely as a result of favourable currency movements. Stay in business Ore Reserve development, decreased by $6m compared to 2014 while the project capital reduced by $7m, following completion of the Tropicana development.

Safety

Overall safety performance improved at both mines in the region, but particularly at Tropicana, which recorded its best performance to date. There were again no fatalities.

People

A total of 836 people were employed on average by the Australia region – 195 full time employees and 641 contractors.

Ore Reserve

At the end of 2015, the total attributable Ore Reserve for the Australasia Region was 3.09 million ounces (2014: 3.53 million ounces). This makes up around six percent of the group’s Ore Reserve.

Growth and improvement

At Sunrise Dam, work is being carried out to assess the viability of an underground crusher and conveyor system for haulage via a new decline at the northern end of the operation. The conveyor decline would also provide exploration drilling access to the northern parts of the ore body that have been difficult and costly to drill from surface due to the surface waste dumps and salt lake.

At Tropicana, studies are being carried out to assess an alternative, low-cost approach to mining the down-dip extensions of the Havana and Tropicana pits, along with extensions to the north and south.

The mining study is looking at the application of mine design techniques that are used more commonly in mining other commodities such as coal. The work is based on a starter pit followed by strip mining of a large cutback, then backfilling the mined out areas. This approach, which is aimed at extending the mine life, would reduce stripping costs substantially with in-pit dumping of waste and shorter haulage distances.

A substantive Mineral Resource definition programme is being carried out as part of this study, supported by data generated by 3D seismic surveys carried out in 2014 and 2015. This data has enabled the mineralised zones down-dip of the Tropicana ore bodies to be imaged, generating a structural model to help cost-effectively target deep drill holes. The first drill testing of these targets in 2015 returned encouraging results and confirmed the structural interpretation. It is expected that approximately 130,000m of drilling will be carried out at Tropicana in 2016.

Processing plant optimisation work is also underway at Tropicana to debottleneck the processing plant, maximise usage of the larger pieces of equipment, and increase throughput from annual nameplate capacity of 5.8Mt to between 7.0Mt and 7.5Mt through staged increases. The increase in throughput is expected to offset the production decline that will occur as grades decrease over time, as per the mine plan. Upgrade work will be conducted during 2016 with the benefits expected to be realised from 2017 onwards.

85


Analysis of data from a 3D seismic survey which was conducted across the Tropicana ore bodies is expected to be completed in the first half of 2015. This analysis is expected to enable more accurate and more cost effective targeting of deep drill holes to test for extensions of mineralisation beneath the current open pit. This drilling data will augment work already carried out in the Havana Deeps study to determine if the down plunge extensions to the ore bodies continue to the north below Tropicana and Boston Shaker. Ultimately, this information will determine whether these ore bodies could be mined via a large open pit or by underground methods.

In July 2014, AngloGold Ashanti signed agreements with a natural gas infrastructure company for the transportation of natural gas to Sunrise Dam and Tropicana. It is expected that this will provide continuity of fuel supply, reduce exposure to diesel price volatility and significantly reduce the number of trucks on the site access roads. This is expected to yield important safety benefits and will help in reducing road maintenance costs. Construction is scheduled to start in February 2015 with first gas expected to be available at the mines in January 2016. The power stations at both mines are expected to be modified so as to run on 100% natural gas. Backup diesel capability will be retained for emergencies. Gas power generation is expected to reduce cash operating costs.

86


THE AMERICAS

LOGO

LOGO

AngloGold Ashanti has fourthree mining operations – both open pit and deep level mining – in the Americas region. In addition, there is an active greenfields exploration programme underway in Colombia.

 

 

 
  

Attributable gold production
(000oz)

   Average number of  
employees  
   Attributable gold production
(000oz)
   Average number of  
employees  
 

 

 

Operations

        

1. Argentina

        

Cerro Vanguardia 92.5%

   246     1,640       278     1,687    

 

 

2. Brazil

        

AGA Mineração

   403     4,398       421     4,546    

Serra Grande

   136     1,403       132     1,446    

 

 

3. United States

    

Cripple Creek & Victor

   211     1,147    

3. Colombia – exploration programme

    

 

 

87


Americas - Key Statistics (1)

 

  Unit   2014   2013   2012     Unit   2015   2014(5)   2013(5)   

Operation

                            

Tonnes treated/milled

   Mt       26.1       26.7       25.7       Mt       7       6.8       5.9    

Pay limit

   oz/t       0.034       0.026       0.024       oz/t       0.098       0.092       0.096    
   g/t       1.156       0.897       0.822       g/t       3.351       3.152       3.294    

Recovered grade

   oz/t       0.035       0.036       0.034       oz/t       0.108       0.104       0.120    
   g/t       1.13       1.20       1.16       g/t       3.71       3.58       4.13    

Gold production (Attributable)

   000oz       996       1,001       953       000oz       831       785       770    

Total cash costs(1)

   $/oz       709       671       669    

Total production costs(1)

   $/oz       942       886       907    

All-in sustaining costs(1)(2)

   $/oz       1,010       970       1,006    

Capital expenditure(3)

   $m        388        391        387    

Silver (attributable)

   Moz       4.4       3.1       3.1    

Total cash costs(2)

   $/oz       576       676       653    

Total production costs(2)

   $/oz       845       918       892    

All-in sustaining costs(2)(3)

   $/oz       792       974       1,011    

Capital expenditure(4)

   $m        196        225        253    

Safety

                            

Number of fatalities

       2       0       1           1       2       0    

AIFR

   Per million hours worked        3.81        4.74        5.20       Per million hours worked       5.61       3.81       4.74    

 

People

                            

Average no of employees: Total

       8,588       8,374       7,896           7,679       8,588       8,374    

Permanent employees

       5,944       5,979       5,509           5,492       5,944       5,979    

Contractors

         2,644        2,395        2,387           2,187       2,644       2,395    

 

 

(1(1)

Key statistics are for the continuing operations in the region and exclude CC&V which was sold effective 3 August. “Operation” key statistic comparatives have been restated.

)(2) 

Total cash costs, total production costs and all-in sustaining costs are non-GAAP measures. For further information on these non-GAAP measures, see “Item 5A –5A: Operating Results”.

(2)(3) 

Excludes stockpile impairments.

(3)(4) 

100%100 percent, (not attributable) and excludesincludes Colombia

Production and costs

The year was a challenging one overall forProduction in the Americas operations and overallincreased by 46,000oz, or six percent, in 2015 compared to the previous year (excluding production from the region declined marginally. IncreasedCC&V) due principally to a 13 percent increase in production at Cerro Vanguardia and a four percent increase in production at AGA Mineração and at Cerro Vanguardia failed too. These increases were partially offset declines at CC&V andby lower output from Serra Grande. Production was dampened by low grades for some mines as well as negative stockpile movements. The region also produced 4.4Moz of by-product silver.

Cerro Vanguardia’s production for 2014 was the highest in 11 years, due mainly to improved heap-leach production.

AGA MineraçãoVanguardia continued to deliver a strong performance with increasedrecord production driven by a planned improvement in grade with a greater proportion of mill feed coming from underground and better recoveries. Improved production at AGA Mineração was a result of higher tonnage and better feed grades atfrom both the Cuiabá and Córrego do Sítio complexes despite operational delays in high grade areas, changes in mining plan atand Cuiabá Complex, and geotechnical challenges at the new oxide pit. Development here exceeded expectations and production began from the new ore body at Córrego do Sítio (Sulphide II) and full production rates were achieved at the underground Mine I.complexes.

At CC&V, production was negatively affected by several factors including increased amounts of clayTeams in the ore that resulted in reduced volumes and lower grade ore being suppliedregion continued to the crusher. Certification delays for an exposed liner necessitated modifications to the heap-leach stacking plan leading to deferred production in the early part of 2014.

The Americas region’s contribution to group attributable production declined to 22%. In addition, the region produced 3.1Moz (attributable) of silver as a by-product.

Despite the focus on limiting cost increases overin increasingly challenging inflationary environments in both Argentina and Brazil, by prioritising a range of operational improvements.

Cost control efforts were aided by higher gold and silver production levels, the past year, regional cash costs increased by around 5%, due largely to inflationary pressures inremoval of the South American countries. The higher levels of production at AGA Mineração and Cerro Vanguardia failed to offset increased costs at Serra Grande andcost CC&V. Although overall costs increased at Cerro Vanguardia due to deferred stripping adjustments, the negative impact of stockpile movement and inflationary pressures and wage increases, these were partially offset by the increased&V production and weaker exchange rates. Thelocal currency depreciation, of bothgiven that the Brazilian real and Argentinean peso helped to limit cost increases in those countries, as did various cost management initiatives implemented. Operating challenges at CC&V also affected negatively the cost performance of the region. Taxation and royalty payments were lower at all operations, in line with subdued gold and silver prices.

In line with the group cost optimisation drive, the focus of savings initiatives in the Americas region was on average 42 percent weaker in 2015 than in 2014 and the Argentinian peso was on average 14 percent weaker in 2015 than in 2014 against the dollar. Efficiency initiatives covered a range of areas, including labour contractors,and contractor costs, energy, consumables and working and stay-in-business capital. The regional all-in sustaining costs increased by 4% year on year.

capital, as well as a drive to increase production.

88


These cost and cash management programmes involved productivity improvements, process optimisation, and reductions in power costs, materials pricing and in administrative expenses.

At CVSA various initiatives aimed at efficiency and production improvements (underground mine design optimisation, the prolongingCerro Vanguardia continued to implement phase II of the extension operational life tyres,Project 500 efficiency initiative with a focus on optimising mill throughput, improving silver recovery, delivering more underground ore to the mill and improving the optimisationoverall effectiveness of key administration areas such as procurement and stabilisation of CIL and regeneration circuits), continued.

Cost savings initiatives at CC&V focused on improving efficiencies derived from consumables and tyres, and better fleet time management. This enhanced crusher throughput and resulted in savings of $4m.warehousing.

In Brazil, potential savings identifiedthe cost management programme that started in 2013 were addressed by initiatives implementedcontinued into its third year, yielding a range of productivity improvements including the optimisation of operational processes, reductions in 2014.the price of power and materials and decreases in administrative expenses. At Córrego do Sítio, higher grades contributed an additional 20,000oz from the Carvoaria ore body and increased development rates further aided cost improvements.

Capital expenditure

In line with the continuing group-wide cost and strategic review,The region’s capital expenditure of $388m in the Americas region for 2014$196 million (including Colombia and excluding CC&V), was approximately 1% less13 percent lower than the previous year. Much of this wasWhile sharp currency devaluations had a negative effect on the mine life expansion project at CC&V ($145m) andpurchase of imported items, they had a positive impact on expenditure relating to Ore Reserve Development at AGA Mineraçãodevelopment and locally produced items. Most of $53m. Additionalthe capital expenditure was underground expansion at CVSA andon ore development and deferred stripping ($101 million) and general stay-in-business activities at all operations.or maintenance capital ($89 million).

Safety

Two fatalities wereTragically, one fatality was reported in the Americas region (2013: 0). Two contractor employees lost their lives in 2015, when an employee died in a fall-of-ground incident at AGA Mineração’s Cuiabá mine during the renovation of the ventilation shaft when the braking mechanism for a rope holding a suspended platform in place failed. The AIFR for the region was 3.81 per million hours worked in 2014 (2013: 4.74– restated).Lamego.

People

A total of 8,5887,679 people were employed on average by the Americas region in 2014 – 5,9442015, including 5,492 full-time employees and 2,6442,187 contractors. Productivity for the region was 16.35oz/TEC as compared to 16.63oz/TEC in 2013.

Ore Reserve

At the end of 2014,2015, the total attributable Ore Reserve for the Americas Region, was 7.563.21 million ounces (2013: 8.82(2014: 7.56 million ounces). This makes up around 13six percent of the group’s Ore Reserve.

Growth

Various growth programmes are underway at all operations in the region, the most significant of which is CC&V’s expansion project. The first part of the two-phase mine life expansion (MLE) project began production in 2011 and is expected to continue until 2016. MLE2 will expand the operation to include a second valley heap-leach facility (VLF), a CIP mill to process sulphide material and an associated gold recovery plant. The mill began commissioning at the end of 2014 and production is scheduled to begin in the first half of 2015. The second VLF is expected to start production in the second half of 2016.improvement

At Cerro Vanguardia, an underground miningthe expansion project to increase underground production over the next five years is being undertakenunderway and remains on schedule. During 2015 an initiative to accelerate open pit and underground operations using an external contractor was approved in order to improve efficienciesthe production profile. Additional cost reductions are planned by further increasing plant throughput and productivity through underground mine design optimisationrecovery as well as optimising shift configuration and optimisationbackfilling minedout pits with waste material to reduce haul distances. Additionally, mineral rights were acquired adjacent to Cerro Vanguardia, where exploration will be undertaken

The focus at Cuiabá remained on ventilation and stabilisation oftransport projects to support mining at increased depth, as well as the carbon-in-pulp and regeneration circuits.

At the Brazilian operations, the focus was principally on optimisation initiativesoverall drive to improve operational efficiencies. At AGA Mineração’s Córrego do Sítio complex, fullmaintain stable production rates were improved at both the sulphide and oxide mines. The brownfields drilling programme atlevels in coming years. Córrego do Sítio continued initiatives to improve production in the medium term, including development of the underground Mina I ore body, which is expected to be the main contributor in 2016. Drilling programmes aimed at opening a new pit at Mina III and identified satellitenew underground sites at Mina II and São Bento Deep are underway.

At Serra Grande, underground diamond directional drilling proved the continuity of one of the Mina III high-grade gold-bearing quartz veins, from 900m to 1,150m at depth. Importantly, this vein appears to increase in both thickness and length along the strike. Palmeiras Sul targets were drilled in the mine’s tenements confirming the addition of a high-grade Mineral Resource. Surface and underground drilling continued to define the Inga ore bodies closebody, expected to existing infrastructure.go into production in 2016. New open-pit potential was also confirmed, creating a pipeline of small pits to continue producing.

Colombia remains a key area of focus for theand its exploration programme and continues to yield promisingencouraging results. A particular successThe Nuevo Chaquiro target is a porphyry-related, copper-gold mineralised stockwork system, located within the Western Cordillera, where long intersections of significant copper mineralisation with gold credits were intersected during 2013 and 2014. Diamond drilling was undertaken in 2015 to delineate the releaselimits of the maiden Inferredhigher-grade core and increase confidence in the highest-grade portion of the ore body to support a small, phase I concept design. Advanced studies to complete the concept study phase are planned for 2016.

Gramalote exploration focused on regional exploration drilling as well as drilling to improve definition of the low-grade saprolite (oxide ore) Mineral Resource. Some peripheral exploration drilling was also done to define a small, underground Mineral Resource estimateoption for Nuevo Chaquiro, which is part of the Quebradona greenfields exploration programme. Studiesartisanal and engagementsmall-scale mining co-existence model. The Mineral Resource model was updated for the three Gramalote deposits: Gramalote Central, Monjas West and Trinidad, incorporating the latest drill-hole information, reviewed estimation parameters and changes in the geo-statistical methodology (localised uniform conditioning).

At the La Colosa project, drilling focused on data collection at infrastructure locations. No Mineral Resource drilling was conducted. In early 2015, geotechnical and hydrogeological drilling was initiated at the proposed tailings management facility and the waste rock facility. Mine planning continues, with the local communities continue.validation of current base-case opportunities and a small mine concept and several alternatives under evaluation. Metallurgical test work completed in 2015 was conducted to validate process opportunities, including an increase in recovery and plant throughput. A trade-off study is in progress and is expected to be finalised in early 2016.

89


EXPLORATION REVIEW

Our exploration programme covers – greenfieldsis focused on creating value by providing long-term optionality and brownfields projects.improving the portfolio quality. The first stepsobjectives are to identify prospective gold deposit targets, which, once identified as being worthwhile, merit intensive further evaluation.met by:

 

Greenfields exploration, which aims to discover large, high-value gold depositsMineral Resources that can provide a pipeline of furtherhigh-quality and rigorously prioritised exploration projects, which in turnwill eventually lead to the development of new gold mines. Our greenfields exploration team was recognised by a leading industry research group, in 2015 as the industry’s most successful in Mineral Resource discovery. The team has a proven track record that includes the discovery of world-class ore bodies at La Colosa, Gramalote, Tropicana and Nuevo Chaquiro. These discoveries are attributed to our committed and professional team of geoscientists working on a portfolio of highly prospective and rigorously prioritised greenfields ground holdings.

Brownfields exploration, which focuses on delivering value through incremental additions to reservesour Ore Reserve in existing mines as well as new discoveries in defined areas around existing operations. Brownfields exploration actively drives the creation of value by growing our major asset, our Mineral Resource and Ore Reserve. TheReserve, our major assets. Our brownfields exploration programme is based on innovation ininnovative geological modelling and mine planning and continual optimisation of our asset portfolio.

Greenfields exploration

AngloGold Ashanti’sOur greenfields exploration team has a proven track record that includes the world-class discoveries of La Colosa, Gramalote, Tropicana, and Nuevo Chaquiro. These discoveries are attributed to our team of geologists working on a portfolio of prospective and strategic ground holdings.

In 2014, the greenfields exploration business unit delivered exploration successes while, simultaneously, reducing costs aggressively. It has been successful in delivering new quality gold ounces and, now, copper tonnes into our resource inventory. The copper-gold maiden resource for Nuevo Chaquiro in Colombia exemplifies the unit’s success. This is a significant copper-gold porphyry-style mineralised system, one of five known porphyry centres on the property.

During the year, greenfields activities became more focused, helped by rationalising tenures in Colombia and Australia. In 2014, realised expenditure was $41m. AngloGold Ashanti remains committed to its core greenfields projects andprogramme has over 13,000km212,000km2 of highly-prospective ground in two countries – Australia and Colombia and Guinea along withalso maintains small ground positions in Argentina and Brazil. Advanced greenfields exploration activities were conductedExpenditure was $22.4 million in four countries with the completion of2015, including over 100,000m50,000m of diamond, reverse circulation and aircore drilling. Drilling programmes aimed to test new high-priority targetsThis programme also included focused generative activities in countries with operational synergies.

In Western Australia, and further delineate existing discoveries in Colombia, Guinea and Brazil.

Colombia: Exploration success continuedexploration activities at the Nuevo ChaquiroTropicana project, in joint venture with B2GoldIndependence Group NL (AngloGold Ashanti 89.75%). In November,Ashanti: 70 percent), progressed well through the year with more than 33,000m of aircore drilling, 8,500m of reverse circulation drilling and 2,200m of diamond drilling completed. Excellent initial results were returned from the Madras prospect approximately 25km south of Tropicana. Significant drill intersections in shallow oxide material included 15m @ 5.08g/t Au from 45m, 25m @ 2.47g/t Au from 35m, and 17m @ 4.22g/t Au from 64m. To date, the Madras mineralisation has been found to be restricted in size and only well developed in the weathered (saprolite) zone.

Airborne geophysical surveys were completed over several new projects wholly owned by AngloGold Ashanti announced a maiden Inferred Mineral Resource estimate for Nuevo Chaquiro. It represents a realistic inventoryincluding Strawbridge, Pindabunna, and Neds Creek in Western Australia. Target generation and first phase field work is continuing on these projects. In New South Wales at the Mullion Project (wholly-owned), 2,500m of mineralisation within a conceptual underground mine design, based on two lifts using a combination of block caving and panel caving. Resultsdiamond drilling were completed to follow up bedrock targets identified from geophysical surveys conducted in 2014. Although significant favourable alteration was intersected, only low tenor results were returned.

In Colombia, the latest Mineral Resource drilling in December 2014 continueQuebradona project was transferred to return multiple consistently mineralised intersectionsthe projects team early in the high-grade (>0.6% Cu) intrusive phase withinyear. Greenfields exploration then focused on the declared Mineral Resource.Guintar project west of Medellin where mapping outlined an extensive alteration system in sediments overlying a dioritic porphyry intrusion with associated coppergold and epithermal gold occurrences. An eight-hole drilling programme commenced in the third quarter, with 3,000m completed by year end. Drilling is now aimed at better definingintersected hornfelsed sedimentary rocks and extendingbreccia zones with significant pyrrhotite and pyrite in fractures, stringers and fine stockworks returning anomalous geochemical values.

In Brazil, exploration was undertaken early in the high-grade (>0.6% Cu) zone and bringing this to indicated status.

Brazil: Exploration progressedyear on the Graben project, in joint venture with Graben Mineração (AngloGold Ashanti 51%)Ashanti: 80 percent). Following the completionA programme of high-resolution ground magnetics surveying and 3D inversion modelling, approximately 1,100m1,800m of diamond drilling were completedwas completed. Results did not meet expectations and the joint venture was terminated. Project generation work in December on priority targets withinother areas in Brazil progressed for the highly prospective Juruena Belt. These holes targeted de-magnetised intrusive rocks associated with alteration and possible sulphide mineralisation. The holes successfully intersected altered and mineralised rocks.

Guinea: Exploration work continued in Siguiri Blocks 2, 3 and 4 (AngloGold Ashanti 85%) until 20 July, after which work was suspended due to the outbreakrest of the Ebola virus in the immediate region. On the Kounkoun trend located within 50km of the Siguiri mine, in Block 3, 7,259m of reverse circulation drilling was completed to test the continuation of mineralisation between KK1 and KK2. This mineralisation model was confirmed and passed to the BFX evaluations department for Mineral Resource calculations. IP and drill testing of other targets in the region delivered negative results. In December, the greenfields exploration unit withdrew from Guinea and transferred responsibility for Siguiri Blocks 2-4 to the Siguiri brownfields unit.year.

Australia: In Western Australia, exploration activities on the Tropicana project, in joint venture with Independence Group NL AngloGold Ashanti (70%), progressed solidly through the year with more than 60,000m of aircore, 1,800m of reverse circulation and 500m of diamond drilling being completed. Encouraging results were returned from Madras prospect approximately 25km south of the Tropicana Gold Mine. The Strawbridge Project (AngloGold Ashanti 100%) in Western Australia was added to the portfolio late in the year. In New South Wales at the Mullion Project AngloGold Ashanti (100%), significant geophysical surveying was completed.

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Brownfields exploration

Brownfields exploration was carried out in 1110 countries, in and around ourAngloGold Ashanti operations. A total of 389,900m469,818m of diamond and reverse circulation drilling was completed during the year.

South Africa: FiveFour surface holes were drilled during the year – four at the West Wits operationsthree are ongoing at Mponeng’s Western Ultra Deep Levels (WUDLs) and one was completed at the Vaal River operations – achieving a total lengthdrilled depth of 6,923m.4,966m.

Argentina: At Cerro Vanguardia, drilling programmes for Mineral Resource expansion and exploration continued at Cerro Vanguardia with follow-up drilling forduring the year. The focus was on delineating vein extensions along strike and at depth, identifying additional mill ore.depth. Mapping, trenching and channel sampling work definedcontinued as part of the reconnaissance programme to identify new explorationdrilling targets.

Brazil: In the Iron Quadrangle, the underground drilling programmes for Mineral Resource development drilling continued at both the Cuiabá and Lamego mines to support long-term planning and Mineral Resource definition ahead of mining.mines. At Cuiabá, additional drilling was directed at satellite mineralisation that may be accessible from existing infrastructure. Surface drilling programmes at the Córrego do Sítio mine continued to infill and expand the oxide Mineral Resource. Regional exploration tested near-mine satellite projects. At Serra Grande, exploration drilling continuedResource while the underground programme added extensions to delineateseveral ore bodies, including the Inga mineralised structure. Geophysical surveys and soil sampling campaigns were completed as part of the target generation programmes in the district.ore body.

Colombia: Exploration in the Gramalote area focused on infill drilling to support the updated Mineral Resource estimate forcontinued, with programmes in and around the Gramalote Central deposit. Drilling wasLimited drilling programmes were also directed at expandingconducted within the nearby Monjas West target. joint venture area.

At La Colosa, Mineral Resource developmentthe emphasis on other project-related drilling continued, at a slower pace compared to previous years with other drilling expanded to supportsupporting geotechnical, hydrological and site infrastructure studies.

The geological modelQuebradona project development drilling programme continued during the year. The programme focus was updated with expansiondirected at infill drilling in the higher grade, upper part of the deposit to the northwest and at depth.

USA: Mineral Resource development drilling continued at Cripple Creek and Victor and was directed toward identifying expansion opportunities for the current open pit operations through high wall laybacks. Selective drilling also tested deeper targets below or adjacent to planned open pit designs.deposit.

Tanzania: Focus has largely beenDrilling focused on infill drilling within Geita’sMineral Resource delineation, testing both strike and dip extent of current open pits (Geitadeposits as well as confirming underground potential (Matandani North, Geita Hill NyankangaEast and Star & Comet). Mineral Resource conversion infill-drilling programmes took place at Nyankanga Cut 7, Nyankanga Cut 8 and their extensions. Limited pre-resourceStar & Comet Cut 3. Pre-resource drilling programmes were undertaken to test the underground potentialtargets at Star & Comet Deeps, Matandani North and Geita Hill East Deeps. Vertical seismic profiling and metallurgical test work drilling was conducted at Nyankanga, Geita Hill and Matandani respectively. In all, 50 holes (15,273m) were completed. A total2D ground seismic survey was conducted along two sectional lines across Nyankanga and Geita Hill to confirm the suitability of 111 holes (20,220m) was completed.the geology and mineralisation in these deposits for 3D seismic modelling.

Guinea: AtA total of 46,007m was drilled at Siguiri 17,823mduring the year across a range of programmes including fresh rock projects at several pits and oxide reconnaissance drilling. In all, reverse circulation anddrilling totalled 35,080m plus limited (1,077m) aircore drilling, with the remainder being diamond drilling were done across six projectsor RCDD drilling. The reverse circulation drilling included 4,416m of advanced grade control drilling in Block 1. These included reconnaissance, Mineral Resource delineation, and infill projects for oxide and fresh rock mineralisation. The Ebola epidemic in West Africa led to significant disruptions, particularly with field mapping and geophysics anda test block within the work programme was suspended in the second half of the year.Kami pit.

Ghana: UndergroundNo exploration was conducted at ObuasiObuasi. Exploration at Iduapriem during the first half of the year focused on a portionMineral Resource infill drilling at Block 5 to upgrade the Inferred Mineral Resource to Indicated. Reconnaissance exploration (soil geochemistry, mapping and limited trenching) was also completed over the Bankyem, Mile 5 and Ajopa northwest targets. In the latter half of the Red Zone 6 (Block 9) area above 50 level with the aimyear, drilling was initiated at Bankyem, Block 4S and Mile 5. A total of upgrading the block’s Inferred Mineral Resource. At Iduapriem, the main focus in early-20146,924m drilling was the logging, sampling and analysis of core from 2013’s Block 7&8 infill drilling. Several new targets were produced from the existing regional magnetic data over the Iduapriem concession. Analysis of a distinct magnetic anomaly in an area west of the Teberebie warehouse, which is also being exploited by artisanal and small-scale miners, led to the identification of hydrothermal, vein-hosted, mineralisation. Initial sampling results show some promise and a detailed follow-up is expected to begincompleted in 2015.

Democratic Republic of the Congo: DrillingTotal diamond drilling for near-mine exploration at Kibali during 2015 totalled 19,018m,15,883m, with an additional 1,666m1,760m drilled on regional projects. The aim isexploration aims to add material to thefulfil three main objectives: Mineral Resource – Ore Reserve at above run-of-mine grade, to find gap fillers where required, or to add sufficientreplacement, the discovery of potential oxide displacement ounces, and identification and development of new material (3-5Moz) to justify a step change to the operation. At Gorumbwa, three phases of infill drilling were completed during the year.targets.

Mali: A numbertotal of key oxide targets were identified at Sadiola. Research by the Centre for Exploration Targetting continued during the year and a structural framework for mineralisation was defined for Tambali and the FE complex. The most promising target, FE2S, shows potential for low-grade, wide ore zones over a 1.2km strike length. Some results remain outstanding for13,110m of exploration reverse circulation drilling alongfocused on the Sadiola northern extension. Limited fresh rock exploration was conducted in the FE3 and FE4 pits with positive results at both. A scoping- study was done for the newly generated Tambali Mineral Resource. Drilling targets were defined for a possible infill programme. Field mapping and sampling continued over the leaseNorth area and the geological map has been refined with new information from most target area.Tabakoto in 2015.

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Australia: AExploration activities in 2015 were primarily on the Mineral Resource expansion programme at Tropicana with a drilling campaign comprising more than 23,000m of aircore, 27,000m of reverse circulation and 38,000m of diamond drilling completed. Drilling was focused on testing for extensions to mineralisation in the Tropicana, Swizzler, Havana and Havana South areas. An additional block of 3D seismic surveydata was acquired at the southern end of the mine area to image the mineralised zone down dip of Tropicana was designed and completed during the year. Its dataset is high quality and is being interpreted to create a structural model that is expected to be used to help plan drill holes in 2015. aid further exploration.

At Sunrise Dam, all mine exploration was focused onunderground Mineral Resource definitiondevelopment drilling continued throughout the year. Exploration diamond drilling focused primarily on extending the Inferred Mineral Resource as per the mine plan and extensionunderground grade control reverse circulation drilling continued to supportfocus on converting the underground mine. Drilling totalled 53,100m for the year – 67% diamond core and 33% UGRC. Drilling in 2014 targeted the Vogue/Dolly area (42%); Cosmo East (23%); Sunrise Shear (22%) and GQ South (13%). Drilling in Vogue/Dolly defined an Indicated Mineral Resource aboveinto a mineable grade control block model for use in stope development designs. A start was made on the 1,700mRL, in line withdevelopment of key diamond drilling platforms, which will be used over the planlife of mine to start mining stopes indrill test exploration targets along the upper partstrike length of Vogue/Dolly area in 2015. In Cosmo East, the mining area has now been upgraded to an Indicated Mineral Resource down todeposit. A lake aircore drilling programme of just over 9,000m of drilling was completed at the ~1,500mRL, enabling planned mining belowKraken Project, situated over the current 1,625mRL level. The 2015 programme is on more extensional drilling and defining newwestern extents of the Lake Carey playa salt lake system, approximately 10km east of Sunrise Dam. Several target areas to replenish the Inferred Mineral Resource.were drill tested for gold mineralisation. All targets are beneath lake cover sequences.

TECHNOLOGY AND INNOVATION

Towards a new mining method for ultra-deep South African mines

The long-term future of our South African mining operations lies in extracting ore from depths never before achieved and where safety and cost considerations preclude the use of conventional mining practices. Refer Item 3D: “Risk Factors – some of AngloGold Ashanti’s technologies are unproven and failure could adversely impact costs and production”. Safety is paramount, and at AngloGold Ashanti our approach to addressing the challenges of depth is to design and develop innovative mechanised methods that remove miners from hazardous and unhealthy working places.

To overcome the challenges of depth we established the Technology Innovation Consortium charged with investigatingmade headway during the year, specifically pertaining to the development of key technologies and devising ways of safely miningthe methodology employed in achieving the project’s core objectives: to “safely mine all ofthe gold, only the gold, all the time” from our deep-level underground mines, particularly those in the South Africa region. The latest generation reef-boring machine, the MK IV was successfully deployed at TauTona’s lower CLR shaft pillar. During 2015, reef-boring cycle times improved from 159 hours per hole to 82 hours per hole, which compares favourably to the 72 hours per hole targeted.

The ultra-high-strength backfill product has also been successfully developed to the stage where it can be pumped over the required distance of 1,000m, a pre-requisite for a full production mining cycle. This demonstrates progress on the work done that seeks to establish the basis for a safe, automated, deep-level underground mining method at AngloGold Ashanti.

Reef boring

Test site

Since deployment and commissioning of the time and at greater depths than those at which we currently operate. The key componentMKII machine in 2013, a total of 56 holes has been drilled to date. Having completed drilling of the new mining method under development isavailable block of ground, this machine was decommissioned in the usethird quarter of mechanical boring techniques targeting2015. The MKIV reef-boring machine was successfully installed and commissioned in September 2015 at the gold reefs alone, thereby minimising dilution, while reducing or even eliminating seismicity risks.

An initialextended test site was established at TauTona, mineand had drilled seven holes by year-end. Due to challenges experienced in South Africa where reef-boring applications are being tested along with that of ultra-high strength backfill (UHSB). The success of this technology would enable the wider deployment of small-scale prototype units, initially targeting mining opportunities not currently available using conventional practices. Five additional test sites have been identified.

In 2014,collector bin, the Technology Innovation Consortium, which includes a group of original-equipment manufacturers, made progress in advancing and differentiatingmachine was unable to drill. These constraints affected the profilesoperation of the individual key technology projects. Progress on developing technologiescollector bin, causing a shortage of material cars to transport chippings away from the hole. The collector bin has since been redesigned, modified and returned underground for safe, automated mining for selective use at our deep-level mines is as follows:

Ore body knowledge and exploration – geological drilling

Geological drilling is a key area of development for the new mining method. The consortium has identified that a solution for fast and accurate geological information of the complex vein structures will be required to ensure that only the gold is being mined during the reef boring process. During 2014, progress was made in achieving targeted drilling rates with no loss in accuracy. An overall 294m depth (drill string length available) was reached in line with the set target of 8m/hour and depths of between 270m-300m.

Reef boring

The developments of the reef boring technologies have progressed beyond initialfurther trials, and are in the preliminary stages of producing ore from trial sites. Reef boring machines in three different sizes have been commissioned in an attempt to address the variable reef channel widths that reside in the deep underground mining environment of AngloGold Ashanti’s assets. These machines have been commissioned and, in many cases, deployed to the operating environment for testing and further improvement. The biggest challenges were found in areas with softer footwall conditions, typically associated with the C-reef ground. The commissioning, application and development of reef boring machines is expected to continue at various prototype sites. Work teamswhich are expected to continue to focus on improving technical and work management aspects of machine performance toward design expectations.

Machine manufacturing: All four of the medium-reef (width 40-80cm) machines and the two small-reef (width 0-400mm) machines were manufactured and delivered.

TauTona – test site: 30 holes were drilled during the year, at diameters of between 660mm and 720mm, to address changing reef channel. Improvementbegin in the drilling theory remains a focus areafirst half of 2016. Additional material cars have been sourced and different reamer cutter configurations were tested. Due to the reef channel increasing, more holes are expected to be drilled with the 660mm and 720mm reamers and the further information obtained will allow us to evaluate the extent to which the reamers can be deployed at the prototype sites.delivered.

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TauTona minePrototype site prototype sitemedium-range machines:

Three medium-reef (width 400mm-800mm) Atlantis machines were commissioned at TauTona and were progressively deployed at different prototype sites on 97 Level where 11 holes were drilled. Industrial and mechanical engineering support assisted the work teams in identifying technical and work management aspects to achieve machine performance that reach design expectations.

Great Noligwa and Kopanang: Testing started using the new hydro-power equipment, the narrow-reef (0-400mm) machine. Nine holes have been drilled to date. This drilling method requires a double-pass drilling sequence where an initial pilot or direction hole is drilled, followed by a larger diameter cutter that reams the initial hole to a greater width. Drilling of the 115mm pilot holes succeeded in delivering acceptable drilling rates and directions. However, reaming with 250mm and 350mm reamers remains a challenge as the softer footwall conditions associated with the C-reef ground caused the cutter head to diverge from the direction hole into the barren rock below the reef.

It was decided to test the technology in the Vaal Reef where footwall conditions are more consistent, and the machine was moved to Kopanang.

A Sandvik machine was delivered and installed underground, but was removed from underground and returned to the manufacturer for modifications.

Site equipping: In 2014 equipping of the prototype sites and a total of 81 holes were drilled in 2015.

Drilling at Moab Khotsong’s prototype site, where five holes were drilled within that specific block of ground, was completed and work continues on equippingsuspended owing to the machine’s incompatibility with that reef – the geological complexity of the block of ground where drilling took place hampered progress with only a low percentage extraction rate achieved. The machine was relocated to TauTona for drilling in the VCR plane. Geological drilling continued to determine the best way forward for either mechanical or conventional extraction at the sites for 2015.identified at Moab Khotsong.

Ultra high-strength backfill (UHSB)Prototype site – Small-range machines

The successful developmentgeotechnical complexity of the UHSB product, together withblock of ground hampered drilling and only a low percentage extraction was achieved due to the faulty reef plane. Once it was established that the stage gate of 80 percent extraction could not be achieved, drilling was discontinued.

Mechanical development

This development opens and equips the tunnels in which the reef-boring technology for use in mining applications as a support medium, createsmachines drill. However, the potentialmethodology for the earlieropening up of mining grids for continuous reef boring remained a significant technical challenge in 2015.

Ultra-high-strength backfill

Surface trials to reach a pumping distance of shaft pillars,up to 1,000m were successful at a product temperature ranging between 30°C and 35°C. This temperature range simulated the pre-extraction of planned stabilising pillars, post-extraction of existing stabilising pillarsunderground product temperature range. A tailings drying plant was successfully constructed and change from conventional mining to mechanical reef-boring mining.commissioned on surface at TauTona and a VCR plant was successfully constructed on 68 level. Commissioning has begun.

DuringThe Savuka plant was successfully trialled by RULA, the company assisting with design and manufacturing.

Geological drilling

Despite delays experienced during the year, alterations were made todrilling conducted in the underground backfill plant at TauTona mine to enhance the efficiencylast quarter of the system. All available reef-boredyear aimed at resolving the accuracy and deflection constraints by testing different stabiliser configurations. A total of five wet holes were drilled and plotted and final analysis is expected to be reported on in the prototype production block and test site have been filled. As partfirst half of the process2016.

The new fit-for-purpose Bohrmeister drill rig is due to install instrumentation a datalogging software system was installedbe delivered and commissioned for drilling in the prototype production site. Data are currently been captured and analysed. A tailings dry plant has been commissioned on surface.

Surface testing to increase the mixing volume from 4m³/hour to 8m³/hour has seen positive results. Alternative mixing methodologies have been developed with a laboratory scale mixer in Germany. A full-scale prototype mixer was manufactured, delivered and commissioned. Initial trials gave positive results. Mixing trials to increase the volume per mix as well as to reduce the mixing times continued during the first quarterhalf of 2015.2016.

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4C.

ORGANISATIONAL STRUCTURE

GROUP STRUCTURE

AngloGold Ashanti’s operations are divided into the following regions:

South Africa – operations in Vaal River, West Wits and surface operations;

Continental Africa – operations in Ghana, Guinea and Tanzania and joint venture operations in the DRC and Mali;

Australasia – operations in Australia; and

Americas – operations in Argentina Brazil and the United States.Brazil.

The above four regions also correspond to AngloGold Ashanti’s four business segments.

Day-to-day management of the group is entrusted to AngloGold Ashanti’s executive management team, chaired by the Chief Executive Officer. See “Item 6.:6: Directors, senior managementSenior Management and employees”Employees”.

Support is provided to the executive management team in managing AngloGold Ashanti’s corporate activities at both the central and local levels. Group support functions include planning and technical, strategy, sustainability, finance, human resources, legal and stakeholder relations, risk, insurance and information technology.

SUBSIDIARIES

AngloGold Ashanti Limited has investments in principal subsidiaries and joint venture interests, see “Item 19.:19: Exhibits – Exhibit 19.8 Principal subsidiaries and operating entities” for details.

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4D.

PROPERTY, PLANTS AND EQUIPMENT

For more information about ourAngloGold Ashanti’s mines, including as to the company’s mining rights and licences refer “Item 4B: Business overview”Overview—The regulatory environment enabling AngloGold Ashanti to mine”.

AngloGold Ashanti’s operating mines are all accessible by road.

SOUTH AFRICA - GEOLOGY

The Witwatersrand Basin comprises a six kilometresix-kilometre thick sequence of inter-bedded argillaceous and arenaceous sediments that extend laterally for some 300 kilometres north-east/south-west and 100 kilometres north-west/south-east on the Kaapvaal Craton. The upper portion of the basin, which contains the orebodies, crops out at its northern extent near Johannesburg. Further west, south and east the basin is overlain by up to four kilometres of Archaean, Proterozoic and Mesozoic volcanic and sedimentary rocks. The Witwatersrand Basin is late Archaean in age and is considered to be in the order of 2.7 to 2.8 billion years old.

Gold occurs in laterally extensive quartz pebble conglomerate horizons or reefs, generally less than two metres thick, which are widely considered to represent laterally extensive braided fluvial deposits. Separate fan systems were developed at different entry points and these are preserved as distinct goldfields. The most fundamental control to the gold distribution in the Basin remains the sedimentary features, such as facies variations and channel directions. Gold generally occurs in native form often associated with pyrite and carbon, with quartz being the main gangue mineral.

Operations in the South Africa region are powered by electricity from Eskom Holdings Limited which supplies 95 percent of the electricity used in South Africa.

Vaal River operations

Description

The Vaal River operations consist of Great Noligwa, Kopanang, Moab Khotsong as well as surface operations. The process of integrating Great Noligwa into Moab Khotsong began in 2014 and, from an accounting perspective, these operations were treated as one cash-generating unit starting on 1 January 2015. This integration process will continue in 2016.

Geology

In order of importance, the reefs mined at the Vaal River operations are the Vaal Reef the VCR and the “C” Reef:

 

The Vaal Reef contains approximately 8595-99 percent of the reserveOre Reserve tonnage with mining grades between 5 – 10 and 20g/g/t and comprises a series of oligomictic conglomerates and quartzite packages developed on successive unconformities. Several distinct facies have been identified, each with its unique gold distribution and grade characteristic.

The VCR has a lower grade than the Vaal Reef, and contains approximately 15 percent of the estimated reserves. The economic portion is mainly concentrated in the western part of the lease area and can take the form of a massive conglomerate, a pyritic sand unit with intermittent pebble layers or a thin conglomerate horizon. The reef is located at the contact between the overlying Kliprivierberg Lavas of the Ventersdorp SuperGroup and the underlying sediments of the Witwatersrand SuperGroup which creates a distinctive seismic reflector. The VCR is located up to one kilometre above the Vaal Reef.

The “C” Reef is a thin, small pebble conglomerate with a carbon-rich basal contact, located approximately 270 metres above the Vaal Reef. It has less than 1one percent of the estimated reservesOre Reserves with grades similar to the Vaal Reef, but is more erratic. The most significant structural features are the north-east striking normal faults which dip to the north-west and south-east, resulting in zones of fault loss.

Vaal River – Summary of metallurgical operations

 

 
  West Gold
Plant
   Noligwa Gold
Plant
   Mispah Gold
Plant
   Kopanang Gold
Plant
 
  West Gold
Plant
   Noligwa Gold
Plant
   Mispah Gold
Plant
   Kopanang Gold  
Plant  
 

 

Gold plants

                

Capacity (000 tonnes/month)

   180     260     140     420       180     260     140     420  

Uranium plants

                

Capacity (000 tonnes/month)

        260          –            260            

 

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Vaal River – Great Noligwa

Description

Great Noligwa, which began operations in 1972, is a mature operation which adjoins Kopanang and Moab Khotsong and is located close to the town of Orkney, near the Vaal River. The Vaal Reef, the operation’s primary reef, and the Crystalkop Reef, a secondary reef, are mined from a twin-shaft system over eight main levels at an average depth of 2,400 metres. Given the geological complexity of the orebody at Great Noligwa, a pillar mining method is employed.

The mine shares a milling and treatment circuit with Moab Khotsong and Kopanang.

Vaal River – Kopanang

Description

Kopanang is an underground operation located in the Free State province, roughly 170 kilometres southwest of Johannesburg and approximately 10 kilometres southeast of the town of Orkney on a lease area of 35km2. The operation, which started in 1984, is west of neighbour Great Noligwa (now part of Moab Khotsong) and bound to the south by the Jersey Fault. Gold is the primary output, with uranium oxide as a by-product from a single underground shaft system to a depth of 2,600 metres.

Kopanang almost exclusively exploits the Vaal Reef, although minor amounts of gold are also extracted from the secondary Crystalkop Reef. Given the geologically complex orebody, scattered mining is used.

Vaal River – Moab Khotsong

Description

Moab Khotsong is an underground mine that started operations in 2003 and is AGA’s newest gold mine in South Africa. It is situated near Orkney, Klerksdorp and Viljoenskroon, about 180 kilometres southwest of Johannesburg. Given the geological complexity of the Vaal Reef, scattered mining is employed. Great Noligwa mine was merged with Moab Khotsong in 2014 and operations are now collectively referred to as Moab Khotsong. Great Noligwa commenced production in 1968.

Surface Operations

Surface Operations consists of Hard Rock Surface Sources and Mine Waste Solutions (MWS).

Hard Rock Surface SourcesLow grade stockpiles

Description

Hard Rock Surface Sources extract gold from marginal ore dumps at variousThe Vaal River and West Wits operations extract gold from various low grade stockpiles where there is more metallurgical capacity than reef mined. Uranium is produced as a by-product at Vaal River South Uranium Plant. In addition, backfill product is produced and used as support in mining operations. The Hard Rock Surface Sources includes the rail transport infrastructure, the Vaal River and West Wits Laboratories and tailings management facilities.

Mine Waste Solutions (MWS)

Description

MWS is a gold and uranium tailings recovery operation located in the western portion of the Witwatersrand Basin, some 160 kilometres from Johannesburg, approximately 8eight kilometres from the town of Klerksdorp near Stilfontein in the North West Province. It has been operational since 1964 and was previously owned by First Uranium Corp.

MWS consists of 14 tailings dams, which are made up of deposits from three gold and uranium mines that operated for 50 years.

The tailings dams are scattered over an area that stretches approximately 13.5 kilometres north to south and 14 kilometres east to west. The footprints of the 14 tailings dams cover an area of approximately 1,100 hectares.

The MWS gold plants have the capacity to treat tailings of 1.93 million tonnes per month. The uranium plant has a design capacity of 100,000 tonnes per month. The uranium plant was commissioned in the fourth quarter of 2014.

The tailings dams are comprised of tailings material which originated from the processing of underground ore from the now defunct Buffelsfontein Gold Mine (“BGM”)(BGM) and Stilfontein Gold Mine (“SGM”)(SGM). Both BGM and SGM predominately extracted gold from conglomerate reefs of the Witwatersrand Basin. The material contained in the tailings dams is generally fine.

 

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West Wits operations

Description

The West Wits operations, Mponeng and TauTona, are situated southwest of Johannesburg, on the border between Gauteng and North West Province. From 1 January 2013 the Savuka mine was incorporated into the TauTona mine to access Savuka’s remaining Ore ReservesReserve via TauTona’s infrastructure and Savuka and TauTona operate as a single mine.

AngloGold Ashanti holds a number of mining rights in the Vaal River Operation which have been successfully converted, executed and registered as new order mining rights at the Mineral and Petroleum Resources Titles Office (MPRTO).

Geology

Two reef horizons are exploited at the West Wits operations, the VCR located at the top of the Central Rand Group and the CLR near the base. The separation between the two reefs increases from east to west from 400 to 900 metres, due to unconformity in the VCR.VCR unconformity. TauTona exploits both reefs, whereas Mponeng only mines the VCR. Faults of greater than 70 metres are rare. The CLR consists of one or more conglomerate units and varies from several centimetres to more than three metres in thickness. Regionally, the VCR dips at approximately 21 degrees but may vary between 5 degrees and 50 degrees, accompanied by changes in thickness of the conglomerate units. Where the conglomerate has the attitude of the regional dip, it tends to be thick, well-developed and accompanied by higher gold accumulations. Where the attitude departs significantly from the regional dip, the reef is thin, varying from several centimetres to more than three metres in thickness.

West Wits – Mponeng

Description

Mponeng, in operation since 1986, is located between the towns of Carletonville and Fochville on the border between Gauteng and the North West Province, southwest of Johannesburg. The underground operation, the world’s deepest mine, extracts the VCR at depths between 2,4002,800 metres and 3,9003,400 metres through sequential-grid mining. In the future, the mining of the CLR from Mponeng will steadily increase. The Mponeng lease area is constrained to the north by the TauTona mine, to the east by Sibanye’s Driefontein mine and to the west by Harmony’s Kusasalethu mine. Mponeng comprises a twin-shaft system housing two surface shafts and two sub-shafts. Ore is treated and smelted at the mine’s gold plant. The plant has a monthly capacity of 170,000 tonnes.

West Wits – TauTona

Description

TauTona, in operation since 1961, lies on the West Wits Line, just south of Carletonville in Gauteng, about 70 kilometres southwest of Johannesburg. MiningUnderground mining takes place at depths of between 1,8502,000 metres and 3,4503,640 metres. The mine has a three shaft system, supported by secondary and tertiary shafts and employs mainly sequential grid mining method to mine the CLR. Savuka, which is adjacent to and shared a processing plant with TauTona, was incorporated into TauTona following a study in 2012 that concluded that the optimal, most efficient means of accessing Savuka’s remaining resourcesMineral Resource would be through TauTona’s infrastructure. The merging of Savuka into TauTona early in 2013 was determined as the most efficient way of mining the remainder of Savuka’s lower grade reserves,Ore Reserve, while minimising operational and infrastructure maintenance costs. A link between the two mines reduces dependency on a single infrastructure system, including ore passes.

The TauTona and Mponeng reef material is processed through the Mponeng Gold Plant.

The Savuka Gold Plant has a monthly capacity of 165,000 tonnes, processing mainly material from the Mponeng marginal ore dump.low grade stockpile.

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CONTINENTAL AFRICA

GHANA - Summary of metallurgical operations

 

   Obuasi          Iduapriem   
   Sulphide
Treatment Plant
  Tailings
Treatment Plant
  Alternate Ore
Treatment Plant
  

        Iduapriem  

Plant  

 

Capacity (000 tonnes/month)

  195    180    120    392    

Ghana – Iduapriem

Description

Iduapriem, wholly owned by AngloGold Ashanti since September 2007, comprises the Iduapriem and Teberebie properties on a 110km105km2 concession. The mine, which began operations in 1992, is situated in the western region of Ghana, some 7085 kilometres north of the coastal city of Takoradi and 10eight kilometres southwest of Tarkwa.

Iduapriem is an open-pit mine and its processing facilities include a Carbon-in-pulp (CIP) plant.

Geology

The Iduapriem and Teberebie properties are located along the southern end of the Tarkwa basin. The mineralisation is contained in the Banket Series of rocks within the Tarkwaian System of Proterozoic age. The outcropping Banket Series of rocks in the mine area form prominent, arcuate ridges extending southwards from Tarkwa, westwards through Iduapriem and northwards towards Teberebie.

Ghana – Obuasi

Description

Obuasi, wholly owned by AngloGold Ashanti since 2004 and currently in a limited operating phase, is located in the Ashanti Region of Ghana, some 320 kilometres north-west of the capital Accra and approximately 60 kilometres south of Kumasi. Mining operations are primarily underground, to a depth of 1.5 kilometres. However, some surface mining in the form of open pit and tailings reclamation also occurs. Obuasi originally opened in 1897.

Geology

The gold deposits at Obuasi are part of a prominent gold belt of Proterozoic (Birimian) volcano-sedimentary and igneous formations which extend for a distance of approximately 300 kilometres in a north-east/south-west trend insouth-western Ghana. Obuasi mineralisation is shear-zone related and there are three main structural trends hosting gold mineralisation: the Obuasi trend, the Gyabunsu trend and the Binsere trend.

Two main ore types are mined:

quartz veins which consist mainly of quartz with free gold in association with lesser amounts of various metal sulphides such as iron, zinc, lead and copper. The gold particles are generally fine-grainedcoarse-grained and occasionally visible to the naked eye. This ore type is generally non-refractory; and

sulphide ore which is characterised by the inclusion of gold in the crystal structure of a sulphide material. The gold in these ores is fine-grained and often locked in arsenopyrite. Higher gold grades tend to be associated with finer grained arsenopyrite crystals. Other prominent minerals include quartz, chlorite and sericite. Sulphide ore is generally refractory.

Power is supplied to the mines by the Volta River Authority and the transmission is done by the GridCo Company.

GUINEAAUSTRALASIA

DescriptionAustralia

Siguiri,Sunrise Dam

3.93.83.41.972.132.462162622769701,1051,1101,1101,2141,321293139

Tropicana (70%)(8)

4.34.00.92.482.782.40344358664925455686717521,1134859241

AMERICAS

Argentina

Cerro Vanguardia (92.5%)

3.13.02.36.886.086.58278246241625692622873938912625464

Brazil

AGA Mineração(5)

2.62.52.35.635.655.704214033915186446467129661,02389127123

Serra Grande

1.31.31.33.273.283.421321361386357487198611,062970333840

United States

Cripple Creek & Victor(9)

11.319.320.80.350.320.341172112318948297321,0301,14792758169157
(1)

From 1 January 2015, Great Noligwa and Moab Khotsong were combined under Moab Khotsong as one cash-generating unit.

(2)

In 2013, Savuka and TauTona were combined under TauTona as one cash-generating unit.

(3)

Includes MWS for purposes of this report. It is operated and managed as a separate cash-generating unit.

(4)

Gold produced by treating material from multiple open-pit oxide gold mine which openedsources in 1997, is South Africa.

(5)

The grades from Obuasi and AGA Mineração represent those for their underground operations.

(6)

Mine in closure mode from 1 January 2015.

(7)

AngloGold Ashanti’s sole operationAshanti sold Navachab effective 30 June 2014.

(8)

Commenced production in the Republicsecond half of Guinea.2013.

(9)

AngloGold Ashanti sold Cripple Creek & Victor effective 3 August 2015. Cripple Creek & Victor is reported as a discontinued operation.

Rounding of figures may result in computational discrepancies.

SOUTH AFRICA

LOGO

AngloGold Ashanti’s South African operations comprise four deep-level mines and surface production facilities. They are:

The West Wits operations – Mponeng and TauTona;

The Vaal River operations – Kopanang and Moab Khotsong; and

Surface operations.

    Gold production
(000oz)
   Average number of  
employees  
 

  Operations

  

        South Africa

    

  1.   Vaal River

    

        Kopanang

   117     4,052    

        Moab Khotsong(1)

   254     6,469    

  2.   West Wits

    

        Mponeng

   219     6,249    

        TauTona

   209     4,656    

  3.   Surface operations (2)

   193     2,929    
           

(1)

From 1 January 2015, Moab Khotsong and Great Noligwa were operated and managed as one operation and accordingly combined under Moab Khotsong.

(2)

Includes MWS for purposes of this report. It is locatedoperated and managed as a separate cash-generating unit.

South Africa Key Statistics

    Unit  2015  2014  2013  

  Operation

        

  Tonnes treated/milled

  Mt  36.8  38.4  39.2  

  Pay limit(1)

  oz/t  0.39  0.39  0.36  
  g/t  14.38  14.35  13.37  

  Recovered grade(1)

  oz/t  0.225  0.239  0.204  
  g/t  7.70  8.19  7.00  

  Gold production

  000oz  1,004  1,223  1,302  

  Total cash costs(2)

  $/oz  881  849  850  

  Total production costs(2)

  $/oz  1,091  1,087  1,070  

  All-in sustaining costs(2)(3)

  $/oz  1,088  1,064  1,120  

  Capital expenditure

  $m  206  264  451  

  Safety

        

  Number of fatalities

    9  4  6  

  AIFR

  Per million hours worked  10.81  11.85  12.63  

  People

        

  Average no of employees: Total

    28,325  29,511  32,406  

Permanent employees

    25,274  26,056  28,526  

Contractors

     3,051  3,455  3,880  

(1)

Refers to underground operations only.

(2)

Total cash costs, total production costs and all-in sustaining costs are non-GAAP measures. For further information on these non-GAAP measures, see “Item 5A: Operating Results”.

(3)

Excludes stockpile impairments.

Performance in the South Africa Region in 2015

Production and costs

Production for the year ended 31 December 2015 was 219,000oz, or 18 percent, lower than for the year ended 31 December 2014, predominantly due to safety related stoppages, with approximately 113,000oz lost as a result of these disruptions. Mponeng and Moab Khotsong were most affected. In addition to operational effects of the safety related stoppages, Mponeng also experienced delays to phase 1 of its below 120 level life extension project. The result of this is that mining flexibility was curtailed as production was undertaken on only three levels.

A derisking plan was implemented to address seismicity challenges and a decision was taken during the year to withdraw from some of those areas to improve safety, further reducing available mining areas and leading to lower mining intensity and productivity.

In addition to – and in some cases as a result of – the safety stoppages, production at the Vaal River operations was negatively affected by a deterioration in the mining mix as the anticipated move into higher-grade areas was delayed. Increased dilution resulted in a decline in head grades. Safety stoppages and lack of available face length and mining flexibility resulting from the premature halt to mining of low-grade areas affected production at Kopanang. More concentrated efforts were put in place to prioritise safe practices and plans are underway to increase available face length and Ore Reserve development.

At Surface Operations, a reduction in grades in the marginal ore dumps material impacted negatively on production.

At Mine Waste Solutions, the flotation and uranium plants were temporarily stopped during the latter part of the year as these units did not operate at expected efficiencies.

All-in sustaining costs of $1,088/oz for the year ended 31 December 2015 were two percent higher compared to the previous year. The negative cost impact was marginal, due mainly to the weaker rand relative to the US dollar. The performance was significantly adversely affected by the lower volumes mined as well as ongoing inflationary pressures in South Africa, which is fully exposed to above-inflation administered price increases for critical inputs like power and water, while gaining little benefit from a lower fuel price.

Capital expenditure

Capital expenditure declined by 22 percent, in line with the groupwide cost optimisation and rationalisation programme and cash flow constraints.

Safety

Regrettably, our safety performance was dominated by a significant regression in mine fatalities. Tragically, nine of our colleagues lost their lives in separate fatal accidents, compared with four in 2014. Five of the fatalities resulted from fall of ground incidents, while the other fatalities were due to an underground vehicle incident, carbon monoxide gas inhalation, a scraper winch incident and an electrical incident.

People

In 2015 employee numbers were slightly down year-on-year as a result of the restructuring undertaken in connection with the consolidation of certain mines in the region. However, there was a marginal increase in December relating to the hiring of employees with specific skills and the reinstatement of 456 employees who had previously been dismissed at Moab Khotsong. Wage negotiations took place from June through to October 2015. All unions participated in the central collective bargaining process with the Chamber of Mines representing the gold producers and a three year wage settlement was executed.

Ore Reserve

As at 31 December 2015, the total Ore Reserve for the South Africa region was 26.14Moz (2014: 27.45Moz). This is equivalent to around 51 percent of the group’s total attributable Ore Reserve.

Growth and improvement

Mponeng Phase 1 below 120 level was delayed, with key infrastructure to service Ore Reserve development lagging behind schedule by more than a year at the end of 2015. To address critical issues, a detailed system capability study was undertaken to determine ore handling and material supply capacity. A high-level revised schedule was completed, based on the system capability. The study prioritises capital infrastructure in order to support Ore Reserve development. The preliminary impact of this schedule indicates an approximate 15-18-month delay in the 120 level gold delivery profile.

Given the constraints experienced in phase 1, the approach to phase 2 is being reviewed. Co-extraction of the VCR from the same shaft deepening infrastructure platform is being considered rather than the decline development employed in phase 1. Phase 2 will consequently be delayed by as long as two years. Work on 126 level is expected to be completed on schedule. Consequently, the company does not expect there to be any gap in gold production in spite of other delays.

At Moab Khotsong, project Zaaiplaats remained on hold. Another study has been undertaken to determine the best technical and economically viable options for the project and is expected to recommend alternative investment opportunities. The purpose of this study will be to formulate mine designs to economically extract Zaaiplaats and contiguous blocks from Moab Khotsong shaft systems and to claw back value through potential schedule, cost and mining-volume gains by applying modern shaft designs and other associated technologies.

CONTINENTAL AFRICA

LOGO

AngloGold Ashanti has seven mines in the region, six of which are producing mines and processing operations, and five of which AngloGold Ashanti manages. One mine is on limited operations. Closure is underway at Yatela.

    Attributable gold production
(000oz)
   Average number of  
employees  
 

  Operations

    

 

 

  1.   Democratic Republic of the Congo

    

Kibali 45%

   289     2,061      

  2.   Ghana

    

Iduapriem

   193     1,565      

Obuasi

   53     856      

  3.   Guinea

    

Siguiri 85%

   255     3,445      

  4.   Mali

    

Morila 40%

   49     389      

Sadiola 41%

   69     585      

  5.   Tanzania

    

Geita

   527     3,041      

Continental Africa - Key Statistics

    Unit  2015  2014  2013

  Operation

        

  Tonnes treated/milled

  Mt  27.2  29.9  26.9

  Pay limit

  oz/t  0.036  0.039  0.049
  g/t  1.233  1.345  1.669

  Recovered grade

  oz/t  0.053  0.054  0.054
  g/t  1.64  1.66  1.69

  Gold production (attributable)

  000oz  1,435  1,597  1,460

  Total cash costs(1)

  $/oz  678  783  869

  Total production costs(1)

  $/oz  900  977  1,086

  All-in sustaining costs(1)(2)

  $/oz  815  968  1,202

  Capital expenditure

  $m  315  454  839

  Safety

        

  Number of fatalities

    1  0  2

  AIFR

  Per million hours worked  0.50  1.56  1.97

  People

        

  Average no of employees: Total

    11,942  16,070  16,625

Permanent employees

    5,061  8,739  10,778

Contractors

     6,881  7,331  5,847

(1)

Total cash costs, total production costs and all-in sustaining costs are non-GAAP measures. For further information on these non-GAAP measures, see “Item 5A: Operating Results”.

(2)

Excludes stockpile impairments.

Production and costs

Despite a decline in overall production for the region in 2015, Geita, Kibali and Iduapriem all recorded higher levels of production. Underground production at Kibali was successfully ramped up and Geita continued as the star performer, helping to make up some of the production lost due to Obuasi being on limited operations following the suspension of underground mining operations at the end of 2014.

Increased production at Geita was driven by an increase in recovered grade from ore sourced from Nyankanga Cut 7. Mining volumes were maintained despite abnormally heavy rainfall and a decline in plant throughput in the last quarter of the year due to planned maintenance.

At Kibali, the ramp up of plant operations to design capacity and increased plant availability, resulted in a 23 percent increase in tonnage throughput, and a 22 percent increase in gold produced. Production at Iduapriem improved given the increase in the recovered grade and the ramp up from limited operations the previous year.

Production at Morila was boosted by a 17 percent increase in recovered grade as higher grade tonnes were sourced from the satellite pit that was commissioned in the latter part of 2014. Reduced operational flexibility and a decline in the availability of higher-grade oxide ore contributed to reduced production from Sadiola.

Siguiri’s production was negatively impacted by a planned fall in recovered grade, driven by depletion of the higher grade ore in mined areas owing to delayed access to the Soloni pit. This was compounded by a decrease in tonnage throughput following unplanned maintenance that occurred during the year. Production however, started improving in the last quarter of the year as delays in accessing mining areas were resolved and the mine began processing ore from the Soloni pit.

Costs improved significantly, declining by 13 percent, in the case of total cash costs, and 16 percent, in the case of all-in sustaining costs. These improvements were the result of the cumulative benefits of the operating and cost management initiatives that have been implemented since 2013. Costs specifically benefitted from increased production and improved efficiencies at the larger operations. The Continental Africa operations were also able to take advantage of lower oil prices, which particularly benefitted the open pit operations which run large mining fleets and/ or generate all or part of their own power from diesel or heavy fuel oil.

In addition, the region was able to capitalise to some extent on exposure to weaker local currencies by in-country sourcing of goods, services and labour and by targeting operational efficiencies.

Capital expenditure

As anticipated, at Kibali, capital expenditure decreased by $55 million as construction of the plant was largely completed during 2014. Capital expenditure for 2015 decreased by $59 million at Obuasi, which was placed on limited mining operations.

Safety

Tragically, there was one fatality in the region, when an employee drowned at Obuasi. The overall safety performance in the region otherwise continued to improve.

People

The average number of people employed in the region declined from 16,070 in 2014 to 11,942 in 2015, largely as a result of the retrenchment process undertaken at Obuasi during 2014.

Ore Reserve

The total attributable Continental Africa Region Ore Reserve was 19.26 million ounces (2014: 18.93 million ounces). This amounts to 37 percent of the group’s Ore Reserve.

Growth and improvement

An extensive pipeline of project opportunities is planned, targeted mainly at energy cost savings and mine-life extensions. These opportunities include (i) progressing to underground mining at Geita’s Star & Comet ore body and (ii) accessing additional Mineral Resources at Iduapriem (to which end exploration work is to be conducted within the concession and the mine plan is to be revised) and at Siguiri, using heap leaching to supplement production.

Although the portion of hard sulphide ore tonnes milled at Geita remained high during the year, the plant nevertheless managed to process 5.2Mt as a result of the better quality of feed and improved fragmentation control.

At Kibali, sinking of the vertical shaft reached shaft bottom at a depth of 751.2m and equipping of the crusher and production levels was completed. Construction of Ambarau, the second hydropower station, was delayed following the failure of the temporary berm wall owing to high river flows. Repair work continues and the first phase is now expected to be completed in the second quarter of 2016, with full completion and commissioning of the power station scheduled for the latter part of the year. Once operational, Ambarau is expected to deliver 11MW. A third hydropower station, Azambi, also expected to generate 11MW, is planned to come on line in 2018.

At Siguiri, a range of projects is targeted at reducing energy costs, extending the mine life and implementing heap leaching to supplement production.

AUSTRALASIA

LOGO

    Attributable gold production
(000oz)
   Average number of  
employees  
 

  Operations

    

  Australia

    

  1.   Sunrise Dam

   216     400    

  2.   Tropicana 70%

   344     436    

AngloGold Ashanti’s Australasian assets comprise the wholly owned Sunrise Dam and the 70 percent-owned Tropicana Gold mine, Australia’s newest gold mine. Tropicana completed its second full year of production in 2015.

Australasia - Key Statistics

    Unit   2015   2014   2013 

  Operation

        

  Tonnes treated/milled

   Mt     8.2     7.8     4.3  

  Pay limit

   oz/t     0.06     0.07     0.09  
   g/t     1.85     2.29     2.82  

  Recovered grade

   oz/t     0.068     0.078     0.081  
   g/t     2.12     2.43     2.51  

  Gold production (attributable)

   000oz     560     620     342  

  Total cash costs(1)

   $/oz     702     804     1,047  

  Total production costs(1)

   $/oz     919     1,070     1,333  

  All-in sustaining costs(1)(2)

   $/oz     875     986     1,376  

  Capital expenditure

   $m     78     91     285  

  Safety

        

  Number of fatalities

     0     0     0  

  AIFR

   Per million hours worked     8.56     10.73     7.91  

  People

        

  Average no of employees: Total

     836     832     925  

Permanent employees

     195     194     281  

Contractors

        641     638     644  

(1)

Total cash costs, total production costs and all-in sustaining costs are non-GAAP measures. For further information on these non-GAAP measures, see “Item 5A – Operating Results”.

(2)

Excludes stockpile impairments.

Production and costs

Total gold production for the Australasian region of 560,000oz in 2015 was 60,000oz, or 10 percent, lower than the previous year. This decline was largely due to an 18 percent decrease in production from Sunrise Dam.

Production at Sunrise Dam in 2015 was 46,000oz lower than in 2014, due primarily to lower mined grades. The lower grade of this ore was largely due to the nature and location of the zones mined, which were on the periphery of the main ore bodies and generally more variable than those mined in 2014.

Tropicana produced 491,000oz (of which 344,000oz constituted AngloGold Ashanti’s share), reaching its 1 millionth ounce on schedule, just over two years since pouring first gold. Production was 4 percent lower than in 2014 due to the decrease in the average head grade to 2.57 g/t, which is consistent with the grade streaming strategy that underpins the life of mine plan. The lower grades in 2015 were partially offset by an increase in throughput in the processing plant to 6.2Mt (2014: 5.7Mt).

Total cash costs for the year decreased by 13 percent compared to 2014, largely as a result of favourable currency movements. Costs and production remained within guidance and received the benefit of a weaker Australian dollar relative to the US dollar and also lower oil prices.

Capital expenditure

Capital expenditure in total decreased by $13m compared to 2014, largely as a result of favourable currency movements. Stay in business Ore Reserve development, decreased by $6m compared to 2014 while the project capital reduced by $7m, following completion of the Tropicana development.

Safety

Overall safety performance improved at both mines in the region, but particularly at Tropicana, which recorded its best performance to date. There were again no fatalities.

People

A total of 836 people were employed on average by the Australia region – 195 full time employees and 641 contractors.

Ore Reserve

At the end of 2015, the total attributable Ore Reserve for the Australasia Region was 3.09 million ounces (2014: 3.53 million ounces). This makes up around six percent of the group’s Ore Reserve.

Growth and improvement

At Sunrise Dam, work is being carried out to assess the viability of an underground crusher and conveyor system for haulage via a new decline at the northern end of the operation. The conveyor decline would also provide exploration drilling access to the northern parts of the ore body that have been difficult and costly to drill from surface due to the surface waste dumps and salt lake.

At Tropicana, studies are being carried out to assess an alternative, low-cost approach to mining the down-dip extensions of the Havana and Tropicana pits, along with extensions to the north and south.

The mining study is looking at the application of mine design techniques that are used more commonly in mining other commodities such as coal. The work is based on a starter pit followed by strip mining of a large cutback, then backfilling the mined out areas. This approach, which is aimed at extending the mine life, would reduce stripping costs substantially with in-pit dumping of waste and shorter haulage distances.

A substantive Mineral Resource definition programme is being carried out as part of this study, supported by data generated by 3D seismic surveys carried out in 2014 and 2015. This data has enabled the mineralised zones down-dip of the Tropicana ore bodies to be imaged, generating a structural model to help cost-effectively target deep drill holes. The first drill testing of these targets in 2015 returned encouraging results and confirmed the structural interpretation. It is expected that approximately 130,000m of drilling will be carried out at Tropicana in 2016.

Processing plant optimisation work is also underway at Tropicana to debottleneck the processing plant, maximise usage of the larger pieces of equipment, and increase throughput from annual nameplate capacity of 5.8Mt to between 7.0Mt and 7.5Mt through staged increases. The increase in throughput is expected to offset the production decline that will occur as grades decrease over time, as per the mine plan. Upgrade work will be conducted during 2016 with the benefits expected to be realised from 2017 onwards.

THE AMERICAS

LOGO

AngloGold Ashanti has three mining operations – both open pit and deep level mining – in the Americas region. In addition, there is an active greenfields exploration programme underway in Colombia.

 

 
   Attributable gold production
(000oz)
   Average number of  
employees  
 

 

 

  Operations

    

  1.      Argentina

    

         Cerro Vanguardia 92.5%

   278     1,687    

 

 

  2.    Brazil

    

         AGA Mineração

   421     4,546    

         Serra Grande

   132     1,446    

 

 

  3.    Colombia – exploration programme

    

 

 

Americas - Key Statistics (1)

    Unit       2015       2014(5)       2013(5)   

  Operation

              

  Tonnes treated/milled

   Mt       7       6.8       5.9    

  Pay limit

   oz/t       0.098       0.092       0.096    
   g/t       3.351       3.152       3.294    

  Recovered grade

   oz/t       0.108       0.104       0.120    
   g/t       3.71       3.58       4.13    

  Gold production (Attributable)

   000oz       831       785       770    

  Silver (attributable)

   Moz       4.4       3.1       3.1    

  Total cash costs(2)

   $/oz       576       676       653    

  Total production costs(2)

   $/oz       845       918       892    

  All-in sustaining costs(2)(3)

   $/oz       792       974       1,011    

  Capital expenditure(4)

   $m        196        225        253    

  Safety

              

  Number of fatalities

       1       2       0    

  AIFR

   Per million hours worked       5.61       3.81       4.74    

 

 

  People

              

  Average no of employees: Total

       7,679       8,588       8,374    

Permanent employees

       5,492       5,944       5,979    

Contractors

       2,187       2,644       2,395    

 

 

(1)

Key statistics are for the continuing operations in the district of Siguiri, around 850 kilometres northeast of the country’s capital Conakry. Conventional mining activities are performed by contractors in multiple open pits using conventional techniques. On surface, Siguiri’s gold processing plant treats about 998,000 tonnes per month. Power to the mine is self-generated.

AngloGold Ashanti holds an 85 percent interest in Siguiriregion and the balance of 15 percent is held by the Government of Guinea.

98


Geology

This concession is dominated by Proterozoic Birimian rocksexclude CC&V which consist of turbidite facies sedimentary sequences. The two main types of gold deposits which occur in the Siguiri basin and are mined are:

laterite mineralisation (CAP) which occurs as surficial aprons of colluvium or aspalaeo-channels of alluvial lateritic gravel adjacent to, and immediately above in-situ deposits; and

in-situ quartz-vein related mineralisation hosted in meta-sediments with the better mineralisation associated with vein stockworks that occurs preferentially in the coarser, brittle siltstones and sandstones.

The mineralised rockswas sold effective 3 August. “Operation” key statistic comparatives have been deeply weathered to below restated.

(2)

Total cash costs, total production costs and all-in sustaining costs are non-GAAP measures. For further information on these non-GAAP measures, see “Item 5A: Operating Results”.

(3)

Excludes stockpile impairments.

(4)

100 metres in places to form saprolite mineralisation (SAP). With the percentage of available CAP ore decreasing, a CIP plant is used to treat predominantly SAP ore.

MALIpercent, (not attributable) and includes Colombia

AngloGold Ashanti has interests in three gold mining operations in Mali, namely, Sadiola, Yatela and Morila. It manages two of these operations, Sadiola and Yatela.

Mali – Morila

Description

AngloGold Ashanti has an effective 40 percent stake in Morila, as does Randgold Resources Limited (which manages the mine). The state of Mali owns the remaining 20 percent.

The Morila mine has operated for 14 years and is situated 280 kilometres southeast of Bamako, the capital of Mali. The operation treats low-grade stockpiles while the plant, which incorporates a conventional CIL process with an upfront gravity section to extract the free gold, has annual throughput capacity of 3.7 million tonnes. Since mining was concluded in 2009 with the depletion of the orebody, operations at Morila currently involve processing of the stockpile which stood at 1.3 million tonnes (mineralised waste) as at year-end. In addition, a push back at the open pit provided limited amounts of ore. Power is supplied by a subcontractor.

Geology

The Morila deposit is hosted in a flat lying fold structure which rises sharply to surface in the south and west. The deposit occurs within a sequence Birimian metal-arkoses of amphibolite metamorphic grade. Mineralisation is characterised by silica-feldspar alteration and sulphide mineralisation consists of arsenopyrite, pyrrhotite, pyrite and chalcopyrite.

Mali – Sadiola

Description

The Sadiola mine is situated in western Mali, some 77 kilometres south-southwest of the regional capital Kayes. The mine is a joint venture between AngloGold Ashanti (41 percent) and IAMGOLD (41 percent) and the state of Mali (18 percent). The mine has been operating since 1996. Mining reduced considerably to adapt to the 2014 gold price decrease but continued predominantly in Tambali. On-site surface infrastructure includes a 4.9 million tonnes per annum CIP gold plant where the ore is eluted and smelted. Power to the Sadiola and Yatela mines is self-generated.

Geology

The Sadiola deposit occurs within an inlier of greenschist facies metamorphosed Birimian rocks known as the Kenieba Window. The specific rocks which host the mineralisation are marbles and greywackes which have been intensely weathered to a maximum depth of 200 metres. As a result of an east-west regional compression event, deformation occurs along a north-south striking marble-greywacke contact, increasing the porosity of this zone. North-east striking structures which intersect the north-south contact have introduced mineralisation, mainly with the marble where the porosity was greatest. The Sadiola Hill deposit generally consists of two zones, an upper oxidised cap and an underlying sulphide zone. From 1996 until 2010, oxide and transitional ore from the Sadiola Hill pit was the primary ore source for the mine while being increasingly supplemented from the outlying satellite pits during the latter years. From 2011 when the Sadiola Main pit was mined out, the satellite pits became the dominant source of oxide and transitional ore.

Production and costs

Production in the Americas increased by 46,000oz, or six percent, in 2015 compared to the previous year (excluding production from CC&V) due principally to a 13 percent increase in production at Cerro Vanguardia and a four percent increase in production at AGA Mineração. These increases were partially offset by lower output from Serra Grande. The region also produced 4.4Moz of by-product silver.

Cerro Vanguardia continued to deliver a strong performance with record production driven by a planned improvement in grade with a greater proportion of mill feed coming from underground and better recoveries. Improved production at AGA Mineração was a result of higher tonnage and better feed grades from both the Córrego do Sítio and Cuiabá complexes.

Teams in the region continued to focus on limiting cost increases in increasingly challenging inflationary environments in both Argentina and Brazil, by prioritising a range of operational improvements.

Cost control efforts were aided by higher gold and silver production levels, the removal of the higher cost CC&V production and local currency depreciation, given that the Brazilian real was on average 42 percent weaker in 2015 than in 2014 and the Argentinian peso was on average 14 percent weaker in 2015 than in 2014 against the dollar. Efficiency initiatives covered a range of areas, including labour and contractor costs, energy, consumables and stay-in-business capital, as well as a drive to increase production.

Cerro Vanguardia continued to implement phase II of the Project 500 efficiency initiative with a focus on optimising mill throughput, improving silver recovery, delivering more underground ore to the mill and improving the overall effectiveness of key administration areas such as procurement and warehousing.

In Brazil, the cost management programme that started in 2013 continued into its third year, yielding a range of productivity improvements including the optimisation of operational processes, reductions in the price of power and materials and decreases in administrative expenses. At Córrego do Sítio, higher grades contributed an additional 20,000oz from the Carvoaria ore body and increased development rates further aided cost improvements.

Capital expenditure

The region’s capital expenditure of $196 million (including Colombia and excluding CC&V), was 13 percent lower than the previous year. While sharp currency devaluations had a negative effect on the purchase of imported items, they had a positive impact on expenditure relating to Ore Reserve development and locally produced items. Most of the capital expenditure was on ore development and deferred stripping ($101 million) and general stay-in-business or maintenance capital ($89 million).

Safety

Tragically, one fatality was reported in the Americas in 2015, when an employee died in a fall-of-ground incident at Lamego.

People

A total of 7,679 people were employed on average by the Americas region in 2015, including 5,492 full-time employees and 2,187 contractors.

Ore Reserve

At the end of 2015, the total attributable Ore Reserve for the Americas Region, was 3.21 million ounces (2014: 7.56 million ounces). This makes up around six percent of the group’s Ore Reserve.

Growth and improvement

At Cerro Vanguardia, the expansion project to increase underground production over the next five years is underway and remains on schedule. During 2015 an initiative to accelerate open pit and underground operations using an external contractor was approved in order to improve the production profile. Additional cost reductions are planned by further increasing plant throughput and recovery as well as optimising shift configuration and backfilling minedout pits with waste material to reduce haul distances. Additionally, mineral rights were acquired adjacent to Cerro Vanguardia, where exploration will be undertaken

The focus at Cuiabá remained on ventilation and transport projects to support mining at increased depth, as well as the overall drive to maintain stable production levels in coming years. Córrego do Sítio continued initiatives to improve production in the medium term, including development of the underground Mina I ore body, which is expected to be the main contributor in 2016. Drilling programmes aimed at opening a new pit at Mina III and new underground sites at Mina II and São Bento Deep are underway.

At Serra Grande, underground diamond directional drilling proved the continuity of one of the Mina III high-grade gold-bearing quartz veins, from 900m to 1,150m at depth. Importantly, this vein appears to increase in both thickness and length along the strike. Palmeiras Sul targets were drilled in the mine’s tenements confirming the addition of a high-grade Mineral Resource. Surface and underground drilling continued to define the Inga ore body, expected to go into production in 2016. New open-pit potential was also confirmed, creating a pipeline of small pits to continue producing.

Colombia remains a key area of focus and its exploration programme continues to yield encouraging results. The Nuevo Chaquiro target is a porphyry-related, copper-gold mineralised stockwork system, located within the Western Cordillera, where long intersections of significant copper mineralisation with gold credits were intersected during 2013 and 2014. Diamond drilling was undertaken in 2015 to delineate the limits of the higher-grade core and increase confidence in the highest-grade portion of the ore body to support a small, phase I concept design. Advanced studies to complete the concept study phase are planned for 2016.

Gramalote exploration focused on regional exploration drilling as well as drilling to improve definition of the low-grade saprolite (oxide ore) Mineral Resource. Some peripheral exploration drilling was also done to define a small, underground Mineral Resource option for the artisanal and small-scale mining co-existence model. The Mineral Resource model was updated for the three Gramalote deposits: Gramalote Central, Monjas West and Trinidad, incorporating the latest drill-hole information, reviewed estimation parameters and changes in the geo-statistical methodology (localised uniform conditioning).

At the La Colosa project, drilling focused on data collection at infrastructure locations. No Mineral Resource drilling was conducted. In early 2015, geotechnical and hydrogeological drilling was initiated at the proposed tailings management facility and the waste rock facility. Mine planning continues, with the validation of current base-case opportunities and a small mine concept and several alternatives under evaluation. Metallurgical test work completed in 2015 was conducted to validate process opportunities, including an increase in recovery and plant throughput. A trade-off study is in progress and is expected to be finalised in early 2016.

EXPLORATION REVIEW

Our exploration is focused on creating value by providing long-term optionality and improving the portfolio quality. The objectives are met by:

Greenfields exploration, which aims to discover large, high-value Mineral Resources that will eventually lead to the development of new gold mines. Our greenfields exploration team was recognised by a leading industry research group, in 2015 as the industry’s most successful in Mineral Resource discovery. The team has a proven track record that includes the discovery of world-class ore bodies at La Colosa, Gramalote, Tropicana and Nuevo Chaquiro. These discoveries are attributed to our committed and professional team of geoscientists working on a portfolio of highly prospective and rigorously prioritised greenfields ground holdings.

Brownfields exploration, which focuses on delivering value through incremental additions to our Ore Reserve in existing mines as well as new discoveries in defined areas around existing operations. Brownfields exploration actively drives the creation of value by growing our Mineral Resource and Ore Reserve, our major assets. Our brownfields exploration programme is based on innovative geological modelling and mine planning and continual optimisation of our asset portfolio.

Greenfields exploration

Our greenfields exploration programme has over 12,000km2 of highly-prospective ground in two countries – Australia and Colombia – and also maintains small ground positions in Argentina and Brazil. Expenditure was $22.4 million in 2015, including over 50,000m of diamond, reverse circulation and aircore drilling. This programme also included focused generative activities in countries with operational synergies.

In Western Australia, exploration activities at the Tropicana project, in joint venture with Independence Group NL (AngloGold Ashanti: 70 percent), progressed well through the year with more than 33,000m of aircore drilling, 8,500m of reverse circulation drilling and 2,200m of diamond drilling completed. Excellent initial results were returned from the Madras prospect approximately 25km south of Tropicana. Significant drill intersections in shallow oxide material included 15m @ 5.08g/t Au from 45m, 25m @ 2.47g/t Au from 35m, and 17m @ 4.22g/t Au from 64m. To date, the Madras mineralisation has been found to be restricted in size and only well developed in the weathered (saprolite) zone.

Airborne geophysical surveys were completed over several new projects wholly owned by AngloGold Ashanti including Strawbridge, Pindabunna, and Neds Creek in Western Australia. Target generation and first phase field work is continuing on these projects. In New South Wales at the Mullion Project (wholly-owned), 2,500m of diamond drilling were completed to follow up bedrock targets identified from geophysical surveys conducted in 2014. Although significant favourable alteration was intersected, only low tenor results were returned.

In Colombia, the Quebradona project was transferred to the projects team early in the year. Greenfields exploration then focused on the Guintar project west of Medellin where mapping outlined an extensive alteration system in sediments overlying a dioritic porphyry intrusion with associated coppergold and epithermal gold occurrences. An eight-hole drilling programme commenced in the third quarter, with 3,000m completed by year end. Drilling intersected hornfelsed sedimentary rocks and breccia zones with significant pyrrhotite and pyrite in fractures, stringers and fine stockworks returning anomalous geochemical values.

In Brazil, exploration was undertaken early in the year on the Graben project, in joint venture with Graben Mineração (AngloGold Ashanti: 80 percent). A programme of 1,800m of diamond drilling was completed. Results did not meet expectations and the joint venture was terminated. Project generation work in other areas in Brazil progressed for the rest of the year.

Brownfields exploration

Brownfields exploration was carried out in 10 countries, in and around AngloGold Ashanti operations. A total of 469,818m of diamond and reverse circulation drilling was completed during the year.

South Africa: Four surface holes were drilled during the year – three are ongoing at Mponeng’s Western Ultra Deep Levels (WUDLs) and one was completed at the Vaal River operations – achieving a total drilled depth of 4,966m.

Argentina: At Cerro Vanguardia, drilling programmes for Mineral Resource expansion and exploration continued during the year. The focus was on delineating vein extensions along strike and at depth. Mapping, trenching and channel sampling continued as part of the reconnaissance programme to identify new drilling targets.

Brazil: In the Iron Quadrangle, the underground drilling programmes for Mineral Resource development continued at both the Cuiabá and Lamego mines. At Cuiabá, additional drilling was directed at satellite mineralisation that may be accessible from existing infrastructure. Surface drilling programmes at Córrego do Sítio continued to infill and expand the oxide Mineral Resource while the underground programme added extensions to several ore bodies, including the Inga ore body.

Colombia: Exploration in the Gramalote area continued, with programmes in and around the Gramalote Central deposit. Limited drilling programmes were also conducted within the joint venture area.

At La Colosa, the emphasis on other project-related drilling continued, supporting geotechnical, hydrological and site infrastructure studies.

The Quebradona project development drilling programme continued during the year. The programme focus was directed at infill drilling in the higher grade, upper part of the deposit.

Tanzania: Drilling focused on Mineral Resource delineation, testing both strike and dip extent of current deposits as well as confirming underground potential (Matandani North, Geita Hill East and Star & Comet). Mineral Resource conversion infill-drilling programmes took place at Nyankanga Cut 7, Nyankanga Cut 8 and Star & Comet Cut 3. Pre-resource drilling programmes were undertaken to test targets at Star & Comet Deeps, Matandani North and Geita Hill East Deeps. Vertical seismic profiling and metallurgical test work drilling was conducted at Nyankanga, Geita Hill and Matandani respectively. In all, 50 holes (15,273m) were completed. A 2D ground seismic survey was conducted along two sectional lines across Nyankanga and Geita Hill to confirm the suitability of the geology and mineralisation in these deposits for 3D seismic modelling.

Guinea: A total of 46,007m was drilled at Siguiri during the year across a range of programmes including fresh rock projects at several pits and oxide reconnaissance drilling. In all, reverse circulation drilling totalled 35,080m plus limited (1,077m) aircore drilling, with the remainder being diamond drilling or RCDD drilling. The reverse circulation drilling included 4,416m of advanced grade control drilling in a test block within the Kami pit.

Ghana: No exploration was conducted at Obuasi. Exploration at Iduapriem during the first half of the year focused on Mineral Resource infill drilling at Block 5 to upgrade the Inferred Mineral Resource to Indicated. Reconnaissance exploration (soil geochemistry, mapping and limited trenching) was also completed over the Bankyem, Mile 5 and Ajopa northwest targets. In the latter half of the year, drilling was initiated at Bankyem, Block 4S and Mile 5. A total of 6,924m drilling was completed in 2015.

Democratic Republic of the Congo: Total diamond drilling for near-mine exploration at Kibali during 2015 totalled 15,883m, with an additional 1,760m drilled on regional projects. The exploration aims to fulfil three main objectives: Mineral Resource – Ore Reserve replacement, the discovery of potential oxide displacement ounces, and identification and development of new targets.

Mali: A total of 13,110m of exploration reverse circulation drilling focused on the Sadiola North area and Tabakoto in 2015.

Australia: Exploration activities in 2015 were primarily on the Mineral Resource expansion programme at Tropicana with a drilling campaign comprising more than 23,000m of aircore, 27,000m of reverse circulation and 38,000m of diamond drilling completed. Drilling was focused on testing for extensions to mineralisation in the Tropicana, Swizzler, Havana and Havana South areas. An additional block of 3D seismic data was acquired at the southern end of the mine area to aid further exploration.

At Sunrise Dam, underground Mineral Resource development drilling continued throughout the year. Exploration diamond drilling focused primarily on extending the Inferred Mineral Resource as per the mine plan and underground grade control reverse circulation drilling continued to focus on converting the Indicated Mineral Resource into a mineable grade control block model for use in stope development designs. A start was made on the development of key diamond drilling platforms, which will be used over the life of mine to drill test exploration targets along the strike length of the deposit. A lake aircore drilling programme of just over 9,000m of drilling was completed at the Kraken Project, situated over the western extents of the Lake Carey playa salt lake system, approximately 10km east of Sunrise Dam. Several target areas were drill tested for gold mineralisation. All targets are beneath lake cover sequences.

TECHNOLOGY AND INNOVATION

Towards a new mining method for ultra-deep South African mines

The AngloGold Ashanti Technology Innovation Consortium made headway during the year, specifically pertaining to the development of key technologies and the methodology employed in achieving the project’s core objectives: to “safely mine all the gold, only the gold, all the time” from our deep-level underground mines, particularly those in the South Africa region. The latest generation reef-boring machine, the MK IV was successfully deployed at TauTona’s lower CLR shaft pillar. During 2015, reef-boring cycle times improved from 159 hours per hole to 82 hours per hole, which compares favourably to the 72 hours per hole targeted.

The ultra-high-strength backfill product has also been successfully developed to the stage where it can be pumped over the required distance of 1,000m, a pre-requisite for a full production mining cycle. This demonstrates progress on the work done that seeks to establish the basis for a safe, automated, deep-level underground mining method at AngloGold Ashanti.

Reef boring

Test site

Since deployment and commissioning of the MKII machine in 2013, a total of 56 holes has been drilled to date. Having completed drilling of the available block of ground, this machine was decommissioned in the third quarter of 2015. The MKIV reef-boring machine was successfully installed and commissioned in September 2015 at the extended test site at TauTona, and had drilled seven holes by year-end. Due to challenges experienced in the collector bin, the machine was unable to drill. These constraints affected the operation of the collector bin, causing a shortage of material cars to transport chippings away from the hole. The collector bin has since been redesigned, modified and returned underground for further trials, which are expected to begin in the first half of 2016. Additional material cars have been sourced and delivered.

Prototype site – medium-range machines

Three machines were commissioned at the prototype sites and a total of 81 holes were drilled in 2015.

Drilling at Moab Khotsong’s prototype site, where five holes were drilled within that specific block of ground, was suspended owing to the machine’s incompatibility with that reef – the geological complexity of the block of ground where drilling took place hampered progress with only a low percentage extraction rate achieved. The machine was relocated to TauTona for drilling in the VCR plane. Geological drilling continued to determine the best way forward for either mechanical or conventional extraction at the sites identified at Moab Khotsong.

Prototype site – Small-range machines

The geotechnical complexity of the block of ground hampered drilling and only a low percentage extraction was achieved due to the faulty reef plane. Once it was established that the stage gate of 80 percent extraction could not be achieved, drilling was discontinued.

Mechanical development

This development opens and equips the tunnels in which the reef-boring machines drill. However, the methodology for the opening up of mining grids for continuous reef boring remained a significant technical challenge in 2015.

Ultra-high-strength backfill

Surface trials to reach a pumping distance of up to 1,000m were successful at a product temperature ranging between 30°C and 35°C. This temperature range simulated the underground product temperature range. A tailings drying plant was successfully constructed and commissioned on surface at TauTona and a VCR plant was successfully constructed on 68 level. Commissioning has begun.

The Savuka plant was successfully trialled by RULA, the company assisting with design and manufacturing.

Geological drilling

Despite delays experienced during the year, drilling conducted in the last quarter of the year aimed at resolving the accuracy and deflection constraints by testing different stabiliser configurations. A total of five wet holes were drilled and plotted and final analysis is expected to be reported on in the first half of 2016.

The new fit-for-purpose Bohrmeister drill rig is due to be delivered and commissioned for drilling in the first half of 2016.

4C.

ORGANISATIONAL STRUCTURE

GROUP STRUCTURE

AngloGold Ashanti’s operations are divided into the following regions:

South Africa – operations in Vaal River, West Wits and surface operations;

Continental Africa – operations in Ghana, Guinea and Tanzania and joint venture operations in the DRC and Mali;

Australasia – operations in Australia; and

Americas – operations in Argentina and Brazil.

The above four regions also correspond to AngloGold Ashanti’s four business segments.

Day-to-day management of the group is entrusted to AngloGold Ashanti’s executive management team, chaired by the Chief Executive Officer. See “Item 6: Directors, Senior Management and Employees”.

Support is provided to the executive management team in managing AngloGold Ashanti’s corporate activities at both the central and local levels.

SUBSIDIARIES

AngloGold Ashanti Limited has investments in principal subsidiaries and joint venture interests, see “Item 19: Exhibits – Exhibit 19.8 Principal subsidiaries and operating entities” for details.

99


4D.

Mali – YatelaPROPERTY, PLANTS AND EQUIPMENT

For more information about AngloGold Ashanti’s mines, including as to the company’s mining rights and licences refer “Item 4B: Business Overview—The regulatory environment enabling AngloGold Ashanti to mine”.

AngloGold Ashanti’s operating mines are all accessible by road.

SOUTH AFRICA - GEOLOGY

The Witwatersrand Basin comprises a six-kilometre thick sequence of inter-bedded argillaceous and arenaceous sediments that extend laterally for some 300 kilometres north-east/south-west and 100 kilometres north-west/south-east on the Kaapvaal Craton. The upper portion of the basin, which contains the orebodies, crops out at its northern extent near Johannesburg. Further west, south and east the basin is overlain by up to four kilometres of Archaean, Proterozoic and Mesozoic volcanic and sedimentary rocks. The Witwatersrand Basin is late Archaean in age and is considered to be in the order of 2.7 to 2.8 billion years old.

Gold occurs in laterally extensive quartz pebble conglomerate horizons or reefs, generally less than two metres thick, which are widely considered to represent laterally extensive braided fluvial deposits. Separate fan systems were developed at different entry points and these are preserved as distinct goldfields. The most fundamental control to the gold distribution in the Basin remains the sedimentary features, such as facies variations and channel directions. Gold generally occurs in native form often associated with pyrite and carbon, with quartz being the main gangue mineral.

Operations in the South Africa region are powered by electricity from Eskom Holdings Limited which supplies 95 percent of the electricity used in South Africa.

Vaal River operations

Description

The Vaal River operations consist of Kopanang, Moab Khotsong as well as surface operations. The process of integrating Great Noligwa into Moab Khotsong began in 2014 and, from an accounting perspective, these operations were treated as one cash-generating unit starting on 1 January 2015. This integration process will continue in 2016.

Geology

In order of importance, the reefs mined at the Vaal River operations are the Vaal Reef and the “C” Reef:

The Vaal Reef contains approximately 95-99 percent of the Ore Reserve tonnage with mining grades between 5 – 10 g/t and comprises a series of oligomictic conglomerates and quartzite packages developed on successive unconformities. Several distinct facies have been identified, each with its unique gold distribution and grade characteristic.

The “C” Reef is a thin, small pebble conglomerate with a carbon-rich basal contact, located approximately 270 metres above the Vaal Reef. It has less than one percent of the estimated Ore Reserves with grades similar to the Vaal Reef, but is more erratic. The most significant structural features are the north-east striking normal faults which dip to the north-west and south-east, resulting in zones of fault loss.

Vaal River – Summary of metallurgical operations

 

 
   West Gold
Plant
   Noligwa Gold
Plant
   Mispah Gold
Plant
   Kopanang Gold
Plant
 

 

 

Gold plants

        

Capacity (000 tonnes/month)

   180     260     140     420  

Uranium plants

        

Capacity (000 tonnes/month)

        260            

 

 

Vaal River – Kopanang

Description

Kopanang is an underground operation located in the Free State province, roughly 170 kilometres southwest of Johannesburg and approximately 10 kilometres southeast of the town of Orkney on a lease area of 35km2. The operation, which started in 1984, is west of neighbour Great Noligwa (now part of Moab Khotsong) and bound to the south by the Jersey Fault. Gold is the primary output, with uranium oxide as a by-product from a single underground shaft system to a depth of 2,600 metres.

Kopanang almost exclusively exploits the Vaal Reef, although minor amounts of gold are also extracted from the secondary Crystalkop Reef. Given the geologically complex orebody, scattered mining is used.

Vaal River – Moab Khotsong

Description

Moab Khotsong is an underground mine that started operations in 2003 and is AGA’s newest gold mine in South Africa. It is situated near Orkney, Klerksdorp and Viljoenskroon, about 180 kilometres southwest of Johannesburg. Given the geological complexity of the Vaal Reef, scattered mining is employed. Great Noligwa mine was merged with Moab Khotsong in 2014 and operations are now collectively referred to as Moab Khotsong. Great Noligwa commenced production in 1968.

Surface Operations

Surface Operations consists of Hard Rock Surface Sources and Mine Waste Solutions (MWS).

Low grade stockpiles

Description

The Vaal River and West Wits operations extract gold from various low grade stockpiles where there is more metallurgical capacity than reef mined. Uranium is produced as a by-product at Vaal River South Uranium Plant. In addition, backfill product is produced and used as support in mining operations. The Hard Rock Surface Sources includes the rail transport infrastructure, the Vaal River and West Wits Laboratories and tailings management facilities.

Mine Waste Solutions (MWS)

Description

MWS is a gold and uranium tailings recovery operation located in the western portion of the Witwatersrand Basin, some 160 kilometres from Johannesburg, approximately eight kilometres from the town of Klerksdorp near Stilfontein in the North West Province. It has been operational since 1964 and was previously owned by First Uranium Corp.

MWS consists of 14 tailings dams, which are made up of deposits from three gold and uranium mines that operated for 50 years.

The tailings dams are scattered over an area that stretches approximately 13.5 kilometres north to south and 14 kilometres east to west. The footprints of the 14 tailings dams cover an area of approximately 1,100 hectares.

The MWS gold plants have the capacity to treat tailings of 1.93 million tonnes per month. The uranium plant has a design capacity of 100,000 tonnes per month. The uranium plant was commissioned in the fourth quarter of 2014.

The tailings dams are comprised of tailings material which originated from the processing of underground ore from the now defunct Buffelsfontein Gold Mine (BGM) and Stilfontein Gold Mine (SGM). Both BGM and SGM predominately extracted gold from conglomerate reefs of the Witwatersrand Basin. The material contained in the tailings dams is generally fine.

West Wits operations

Description

The West Wits operations, Mponeng and TauTona, are situated southwest of Johannesburg, on the border between Gauteng and North West Province. From 1 January 2013 the Savuka mine was incorporated into the TauTona mine to access Savuka’s remaining Ore Reserve via TauTona’s infrastructure and Savuka and TauTona operate as a single mine.

AngloGold Ashanti holds a number of mining rights in the Vaal River Operation which have been successfully converted, executed and registered as new order mining rights at the Mineral and Petroleum Resources Titles Office (MPRTO).

Geology

Two reef horizons are exploited at the West Wits operations, the VCR located at the top of the Central Rand Group and the CLR near the base. The separation between the two reefs increases from east to west from 400 to 900 metres, due to the VCR unconformity. TauTona exploits both reefs, whereas Mponeng only mines the VCR. Faults of greater than 70 metres are rare. The CLR consists of one or more conglomerate units and varies from several centimetres to more than three metres in thickness. Regionally, the VCR dips at approximately 21 degrees but may vary between 5 degrees and 50 degrees, accompanied by changes in thickness of the conglomerate units. Where the conglomerate has the attitude of the regional dip, it tends to be thick, well-developed and accompanied by higher gold accumulations. Where the attitude departs significantly from the regional dip, the reef is thin, varying from several centimetres to more than three metres in thickness.

West Wits – Mponeng

Description

Mponeng, in operation since 1986, is located between the towns of Carletonville and Fochville on the border between Gauteng and the North West Province, southwest of Johannesburg. The underground operation, the world’s deepest mine, extracts the VCR at depths between 2,800 metres and 3,400 metres through sequential-grid mining. In the future, the mining of the CLR from Mponeng will steadily increase. The Mponeng lease area is constrained to the north by the TauTona mine, to the east by Sibanye’s Driefontein mine and to the west by Harmony’s Kusasalethu mine. Mponeng comprises a twin-shaft system housing two surface shafts and two sub-shafts. Ore is treated and smelted at the mine’s gold plant. The plant has a monthly capacity of 170,000 tonnes.

West Wits – TauTona

Description

TauTona, in operation since 1961, lies on the West Wits Line, just south of Carletonville in Gauteng, about 70 kilometres southwest of Johannesburg. Underground mining takes place at depths of between 2,000 metres and 3,640 metres. The mine has a three shaft system, supported by secondary and tertiary shafts and employs mainly sequential grid mining method to mine the CLR. Savuka, which is adjacent to and shared a processing plant with TauTona, was incorporated into TauTona following a study in 2012 that concluded that the optimal, most efficient means of accessing Savuka’s remaining Mineral Resource would be through TauTona’s infrastructure. The merging of Savuka into TauTona early in 2013 was determined as the most efficient way of mining the remainder of Savuka’s lower grade Ore Reserve, while minimising operational and infrastructure maintenance costs. A link between the two mines reduces dependency on a single infrastructure system, including ore passes.

The TauTona and Mponeng reef material is processed through the Mponeng Gold Plant.

The Savuka Gold Plant has a monthly capacity of 165,000 tonnes, processing mainly material from the Mponeng low grade stockpile.

CONTINENTAL AFRICA

GHANA - Summary of metallurgical operations

   Obuasi          Iduapriem   
   Sulphide
Treatment Plant
  Tailings
Treatment Plant
  Alternate Ore
Treatment Plant
  

        Iduapriem  

Plant  

 

Capacity (000 tonnes/month)

  195    180    120    392    

Ghana – Iduapriem

Description

Iduapriem, wholly owned by AngloGold Ashanti since September 2007, comprises the Iduapriem and Teberebie properties on a 105km2 concession. The mine, which began operations in 1992, is situated in the western region of Ghana, some 85 kilometres north of the coastal city of Takoradi and eight kilometres southwest of Tarkwa.

Iduapriem is an open-pit mine and its processing facilities include a Carbon-in-pulp (CIP) plant.

Geology

The Iduapriem and Teberebie properties are located along the southern end of the Tarkwa basin. The mineralisation is contained in the Banket Series of rocks within the Tarkwaian System of Proterozoic age. The outcropping Banket Series of rocks in the mine area form prominent, arcuate ridges extending southwards from Tarkwa, westwards through Iduapriem and northwards towards Teberebie.

Ghana – Obuasi

Description

Obuasi, wholly owned by AngloGold Ashanti since 2004 and currently in a limited operating phase, is located in the Ashanti Region of Ghana, some 320 kilometres north-west of the capital Accra and approximately 60 kilometres south of Kumasi. Mining operations are primarily underground, to a depth of 1.5 kilometres. Obuasi originally opened in 1897.

Geology

The gold deposits at Obuasi are part of a prominent gold belt of Proterozoic (Birimian) volcano-sedimentary and igneous formations which extend for a distance of approximately 300 kilometres in a north-east/south-west trend insouth-western Ghana. Obuasi mineralisation is shear-zone related and there are three main structural trends hosting gold mineralisation: the Obuasi trend, the Gyabunsu trend and the Binsere trend.

Two main ore types are mined:

quartz veins which consist mainly of quartz with free gold in association with lesser amounts of various metal sulphides such as iron, zinc, lead and copper. The gold particles are generally coarse-grained and occasionally visible to the naked eye. This ore type is generally non-refractory; and

sulphide ore which is characterised by the inclusion of gold in the crystal structure of a sulphide material. The gold in these ores is fine-grained and often locked in arsenopyrite. Higher gold grades tend to be associated with finer grained arsenopyrite crystals. Other prominent minerals include quartz, chlorite and sericite. Sulphide ore is generally refractory.

Power is supplied to the mines by the Volta River Authority and the transmission is done by the GridCo Company.

Yatela, operational since 2001, is 80 percent owned by the Sadiola Exploration Company Limited, a joint venture between AngloGold Ashanti and IAMGOLD, giving each a 40 percent stake in Yatela. The balance of 20 percent is owned by the state of Mali.

The Yatela mine which is a heap leach operation is situated in western Mali, some 25 kilometres north of Sadiola and approximately 50 kilometres south-southwest of the regional capital Kayes. Ore extraction ceased in September 2013 and processing is planned to end during 2015. The main activity at Yatela is the implementation of the closure plan in order to relinquish the property.

Geology

Yatela mineralisation occurs as a keel-shaped body in Birimian metacarbonates. The ‘keel’ is centered on a fault which was the feeder for the original mesothermal mineralisation, with an associated weakly mineralised diorite intrusion. Mineralisation occurs as a layer along the sides and in the bottom of the ‘keel’. The ore dips almost vertically on the west limb and more gently towards the west on the east limb, with tight closure to the south.

TANZANIA

Tanzania – Geita

Description

The Geita gold mine is located in the Lake Victoria goldfields of the Mwanza region of Tanzania, about 120 kilometres from Mwanza and 5 kilometres west of the town of Geita. It has been in operation for 15 years.

The Geita gold mine is a multiple open pit operation with underground potential and is currently serviced by a 5.1 million tonnes per annum CIL processing plant. Power to the mine is self-generated.

Geology

Geita is a multi- open pit operation with the dominant ore sources being from the Nyankanga and Geita Hill pits. Historically, other pits such as Star and Comet, Matandani and Kukuluma have also contributed to the ore feed. The terrain is Archaean in age and generally characterised by Greenschist metamorphism, although amphibolitic metamorphism n occurs in places. Ore zones are usually associated with Banded Iron Formation (BIF) or other iron rich rocks and typically when they are in contact with intrusive rocks such as diorites. These contacts have been deformed and act as fluid pathways for the mineralising fluids. Gold mineralisation is associated with alteration that includes sulphides such as pyrite and arsenopyrite, whilst other minerals such as hematite, magnetite, quartz, calcite, dolomite, biotite and chlorite also occur.

DEMOCRATIC REPUBLIC OF THE CONGO

Kibali

Description

The Kibali Gold Mine is a Joint venture between AngloGold Ashanti (45 percent), Randgold Resources Limited (45 percent) with Société Miniere de Kilo-Moto (SOKIMO), a state-owned gold company owning the balance. Randgold Resources is the operator and project manager.

Kibali comprises 10 permits covering an area of 1,836 km2 in the Moto goldfields of the north-east DRC.

The mine is located within 10 kilometres of the town of Watsa in the north east portion of the DRC in the Orientale Province. Access to the area is available by gravel road from the Ugandan border town of Arua over a distance of 180 kilometres. Power to the mine is self-generated.

The Kibali Gold Mine has a processing operation capable of producing an average of 600koz of gold per annum by treating 7.2Mtpa throughput. The processing plant has a capability of process oxide and sulphide material. Once the project is completed, the mine is expected to consist of:

An open pit generating a peak run of mine capacity of 7Mtpa;

Vertical shaft complex generating a peak run of mine capacity of 3Mtpa;

Decline underground development providing a run of mine capacity of 1.4Mtpa;

100


Tailings storage facilities with a total capacity of 75Mt; and

Associated infrastructure.

In October 2013, the oxide circuit was commissioned. During 2014 the oxide plant was successfully ramped up. The sulphide circuit has been commissioned and ramped during the second quarter of 2014.

On the mining front, the development of the decline system continued. Blasting of the first stope took place in quarter four, hence the commencement of underground mining. On the vertical shaft, the shaft depth at the end of December was 719.5 metres.

Geology

The Kibali Gold Mine is located within the Moto Greenstone Belt, which consists of Archean Kibalian volcano sedimentary rocks and ironstone-chert horizons that have been metamorphosed to greenschist facies.

The combined Karagba, Chauffeur and Durba (KCD) deposit is host to the majority of the currently defined Mineral Resource and Ore Reserve, as well as the current open pit and underground mining operations. KCD is hosted within a mineralised corridor that also hosts the Sessenge, Gorumbwa and Pakaka deposits and a number of exploration prospects.

The known deposits of the Kibali project are hosted along a reactivated thrust plane that creates plunging lodes of mineralisation as exemplified by the KCD deposit. The majority of gold mineralisation identified to date is disseminated style, hosted within a sequence of coarse volcaniclastic and sedimentary rocks. The mineralisation is generally stratigraphically bound and associated with carbonate-silica-albite alteration with minor sulphide.

AUSTRALASIA

AUSTRALIAAustralia

Australia – Sunrise Dam

Description

Sunrise Dam which

3.93.83.41.972.132.462162622769701,1051,1101,1101,2141,321293139

Tropicana (70%)(8)

4.34.00.92.482.782.40344358664925455686717521,1134859241

AMERICAS

Argentina

Cerro Vanguardia (92.5%)

3.13.02.36.886.086.58278246241625692622873938912625464

Brazil

AGA Mineração(5)

2.62.52.35.635.655.704214033915186446467129661,02389127123

Serra Grande

1.31.31.33.273.283.421321361386357487198611,062970333840

United States

Cripple Creek & Victor(9)

11.319.320.80.350.320.341172112318948297321,0301,14792758169157
(1)

From 1 January 2015, Great Noligwa and Moab Khotsong were combined under Moab Khotsong as one cash-generating unit.

(2)

In 2013, Savuka and TauTona were combined under TauTona as one cash-generating unit.

(3)

Includes MWS for purposes of this report. It is wholly-owned, is located 220km northeast of Kalgoorlieoperated and 55km south of Lavertonmanaged as a separate cash-generating unit.

(4)

Gold produced by treating material from multiple mine sources in Western Australia. Mining of the Crown Pillar at the base of the 490m deep pit was completedSouth Africa.

(5)

The grades from Obuasi and AGA Mineração represent those for their underground operations.

(6)

Mine in early 2014. By year-end, underground mining, which is conducted by a contract mining company, was the primary source of ore, with supplementary mill feed provided by stockpiles. Ore is treated via conventional gravity and carbon-in-leach (CIL) processing plant which is owner-managed.closure mode from 1 January 2015.

(7)

Geology

Gold ore at Sunrise Dam is structurally and lithologically controlled within gently dipping high strain shear zones and steeply dipping brittle-ductile low strain shear zones. Host rocks include andesitic volcanic rocks, volcanogenic sediments and magnetic shales.

Australia – Tropicana

Description

Tropicana, a joint venture between AngloGold Ashanti (70%sold Navachab effective 30 June 2014.

(8)

Commenced production in the second half of 2013.

(9)

AngloGold Ashanti sold Cripple Creek & Victor effective 3 August 2015. Cripple Creek & Victor is reported as a discontinued operation.

Rounding of figures may result in computational discrepancies.

SOUTH AFRICA

LOGO

AngloGold Ashanti’s South African operations comprise four deep-level mines and surface production facilities. They are:

The West Wits operations – Mponeng and TauTona;

The Vaal River operations – Kopanang and Moab Khotsong; and

Surface operations.

    Gold production
(000oz)
   Average number of  
employees  
 

  Operations

  

        South Africa

    

  1.   Vaal River

    

        Kopanang

   117     4,052    

        Moab Khotsong(1)

   254     6,469    

  2.   West Wits

    

        Mponeng

   219     6,249    

        TauTona

   209     4,656    

  3.   Surface operations (2)

   193     2,929    
           

(1)

From 1 January 2015, Moab Khotsong and manager)Great Noligwa were operated and Independence Group NL (30%),managed as one operation and accordingly combined under Moab Khotsong.

(2)

Includes MWS for purposes of this report. It is located 200 km east of Sunrise Damoperated and 330 km east-northeast of Kalgoorlie. Firstmanaged as a separate cash-generating unit.

South Africa Key Statistics

    Unit  2015  2014  2013  

  Operation

        

  Tonnes treated/milled

  Mt  36.8  38.4  39.2  

  Pay limit(1)

  oz/t  0.39  0.39  0.36  
  g/t  14.38  14.35  13.37  

  Recovered grade(1)

  oz/t  0.225  0.239  0.204  
  g/t  7.70  8.19  7.00  

  Gold production

  000oz  1,004  1,223  1,302  

  Total cash costs(2)

  $/oz  881  849  850  

  Total production costs(2)

  $/oz  1,091  1,087  1,070  

  All-in sustaining costs(2)(3)

  $/oz  1,088  1,064  1,120  

  Capital expenditure

  $m  206  264  451  

  Safety

        

  Number of fatalities

    9  4  6  

  AIFR

  Per million hours worked  10.81  11.85  12.63  

  People

        

  Average no of employees: Total

    28,325  29,511  32,406  

Permanent employees

    25,274  26,056  28,526  

Contractors

     3,051  3,455  3,880  

(1)

Refers to underground operations only.

(2)

Total cash costs, total production costs and all-in sustaining costs are non-GAAP measures. For further information on these non-GAAP measures, see “Item 5A: Operating Results”.

(3)

Excludes stockpile impairments.

Performance in the South Africa Region in 2015

Production and costs

Production for the year ended 31 December 2015 was 219,000oz, or 18 percent, lower than for the year ended 31 December 2014, predominantly due to safety related stoppages, with approximately 113,000oz lost as a result of these disruptions. Mponeng and Moab Khotsong were most affected. In addition to operational effects of the safety related stoppages, Mponeng also experienced delays to phase 1 of its below 120 level life extension project. The result of this is that mining flexibility was curtailed as production was undertaken on only three levels.

A derisking plan was implemented to address seismicity challenges and a decision was taken during the year to withdraw from some of those areas to improve safety, further reducing available mining areas and leading to lower mining intensity and productivity.

In addition to – and in some cases as a result of – the safety stoppages, production at the Vaal River operations was negatively affected by a deterioration in the mining mix as the anticipated move into higher-grade areas was delayed. Increased dilution resulted in a decline in head grades. Safety stoppages and lack of available face length and mining flexibility resulting from the premature halt to mining of low-grade areas affected production at Kopanang. More concentrated efforts were put in place to prioritise safe practices and plans are underway to increase available face length and Ore Reserve development.

At Surface Operations, a reduction in grades in the marginal ore dumps material impacted negatively on production.

At Mine Waste Solutions, the flotation and uranium plants were temporarily stopped during the latter part of the year as these units did not operate at expected efficiencies.

All-in sustaining costs of $1,088/oz for the year ended 31 December 2015 were two percent higher compared to the previous year. The negative cost impact was marginal, due mainly to the weaker rand relative to the US dollar. The performance was significantly adversely affected by the lower volumes mined as well as ongoing inflationary pressures in South Africa, which is fully exposed to above-inflation administered price increases for critical inputs like power and water, while gaining little benefit from a lower fuel price.

Capital expenditure

Capital expenditure declined by 22 percent, in line with the groupwide cost optimisation and rationalisation programme and cash flow constraints.

Safety

Regrettably, our safety performance was dominated by a significant regression in mine fatalities. Tragically, nine of our colleagues lost their lives in separate fatal accidents, compared with four in 2014. Five of the fatalities resulted from fall of ground incidents, while the other fatalities were due to an underground vehicle incident, carbon monoxide gas inhalation, a scraper winch incident and an electrical incident.

People

In 2015 employee numbers were slightly down year-on-year as a result of the restructuring undertaken in connection with the consolidation of certain mines in the region. However, there was a marginal increase in December relating to the hiring of employees with specific skills and the reinstatement of 456 employees who had previously been dismissed at Moab Khotsong. Wage negotiations took place from June through to October 2015. All unions participated in the central collective bargaining process with the Chamber of Mines representing the gold producers and a three year wage settlement was executed.

Ore Reserve

As at 31 December 2015, the total Ore Reserve for the South Africa region was 26.14Moz (2014: 27.45Moz). This is equivalent to around 51 percent of the group’s total attributable Ore Reserve.

Growth and improvement

Mponeng Phase 1 below 120 level was delayed, with key infrastructure to service Ore Reserve development lagging behind schedule by more than a year at the end of 2015. To address critical issues, a detailed system capability study was undertaken to determine ore handling and material supply capacity. A high-level revised schedule was completed, based on the system capability. The study prioritises capital infrastructure in order to support Ore Reserve development. The preliminary impact of this schedule indicates an approximate 15-18-month delay in the 120 level gold delivery profile.

Given the constraints experienced in phase 1, the approach to phase 2 is being reviewed. Co-extraction of the VCR from the same shaft deepening infrastructure platform is being considered rather than the decline development employed in phase 1. Phase 2 will consequently be delayed by as long as two years. Work on 126 level is expected to be completed on schedule. Consequently, the company does not expect there to be any gap in gold production in spite of other delays.

At Moab Khotsong, project Zaaiplaats remained on hold. Another study has been undertaken to determine the best technical and economically viable options for the project and is expected to recommend alternative investment opportunities. The purpose of this study will be to formulate mine designs to economically extract Zaaiplaats and contiguous blocks from Moab Khotsong shaft systems and to claw back value through potential schedule, cost and mining-volume gains by applying modern shaft designs and other associated technologies.

CONTINENTAL AFRICA

LOGO

AngloGold Ashanti has seven mines in the region, six of which are producing mines and processing operations, and five of which AngloGold Ashanti manages. One mine is on limited operations. Closure is underway at Yatela.

    Attributable gold production
(000oz)
   Average number of  
employees  
 

  Operations

    

 

 

  1.   Democratic Republic of the Congo

    

Kibali 45%

   289     2,061      

  2.   Ghana

    

Iduapriem

   193     1,565      

Obuasi

   53     856      

  3.   Guinea

    

Siguiri 85%

   255     3,445      

  4.   Mali

    

Morila 40%

   49     389      

Sadiola 41%

   69     585      

  5.   Tanzania

    

Geita

   527     3,041      

Continental Africa - Key Statistics

    Unit  2015  2014  2013

  Operation

        

  Tonnes treated/milled

  Mt  27.2  29.9  26.9

  Pay limit

  oz/t  0.036  0.039  0.049
  g/t  1.233  1.345  1.669

  Recovered grade

  oz/t  0.053  0.054  0.054
  g/t  1.64  1.66  1.69

  Gold production (attributable)

  000oz  1,435  1,597  1,460

  Total cash costs(1)

  $/oz  678  783  869

  Total production costs(1)

  $/oz  900  977  1,086

  All-in sustaining costs(1)(2)

  $/oz  815  968  1,202

  Capital expenditure

  $m  315  454  839

  Safety

        

  Number of fatalities

    1  0  2

  AIFR

  Per million hours worked  0.50  1.56  1.97

  People

        

  Average no of employees: Total

    11,942  16,070  16,625

Permanent employees

    5,061  8,739  10,778

Contractors

     6,881  7,331  5,847

(1)

Total cash costs, total production costs and all-in sustaining costs are non-GAAP measures. For further information on these non-GAAP measures, see “Item 5A: Operating Results”.

(2)

Excludes stockpile impairments.

Production and costs

Despite a decline in overall production for the region in 2015, Geita, Kibali and Iduapriem all recorded higher levels of production. Underground production at Kibali was successfully ramped up and Geita continued as the star performer, helping to make up some of the production lost due to Obuasi being on limited operations following the suspension of underground mining operations at the end of 2014.

Increased production at Geita was driven by an increase in recovered grade from ore sourced from Nyankanga Cut 7. Mining volumes were maintained despite abnormally heavy rainfall and a decline in plant throughput in the last quarter of the year due to planned maintenance.

At Kibali, the ramp up of plant operations to design capacity and increased plant availability, resulted in a 23 percent increase in tonnage throughput, and a 22 percent increase in gold produced. Production at Iduapriem improved given the increase in the recovered grade and the ramp up from limited operations the previous year.

Production at Morila was boosted by a 17 percent increase in recovered grade as higher grade tonnes were sourced from the satellite pit that was commissioned in the latter part of 2014. Reduced operational flexibility and a decline in the availability of higher-grade oxide ore contributed to reduced production from Sadiola.

Siguiri’s production was negatively impacted by a planned fall in recovered grade, driven by depletion of the higher grade ore in mined areas owing to delayed access to the Soloni pit. This was compounded by a decrease in tonnage throughput following unplanned maintenance that occurred during the year. Production however, started improving in the last quarter of the year as delays in accessing mining areas were resolved and the mine began processing ore from the Soloni pit.

Costs improved significantly, declining by 13 percent, in the case of total cash costs, and 16 percent, in the case of all-in sustaining costs. These improvements were the result of the cumulative benefits of the operating and cost management initiatives that have been implemented since 2013. Costs specifically benefitted from increased production and improved efficiencies at the larger operations. The Continental Africa operations were also able to take advantage of lower oil prices, which particularly benefitted the open pit operations which run large mining fleets and/ or generate all or part of their own power from diesel or heavy fuel oil.

In addition, the region was able to capitalise to some extent on exposure to weaker local currencies by in-country sourcing of goods, services and labour and by targeting operational efficiencies.

Capital expenditure

As anticipated, at Kibali, capital expenditure decreased by $55 million as construction of the plant was largely completed during 2014. Capital expenditure for 2015 decreased by $59 million at Obuasi, which was placed on limited mining operations.

Safety

Tragically, there was one fatality in the region, when an employee drowned at Obuasi. The overall safety performance in the region otherwise continued to improve.

People

The average number of people employed in the region declined from 16,070 in 2014 to 11,942 in 2015, largely as a result of the retrenchment process undertaken at Obuasi during 2014.

Ore Reserve

The total attributable Continental Africa Region Ore Reserve was 19.26 million ounces (2014: 18.93 million ounces). This amounts to 37 percent of the group’s Ore Reserve.

Growth and improvement

An extensive pipeline of project opportunities is planned, targeted mainly at energy cost savings and mine-life extensions. These opportunities include (i) progressing to underground mining at Geita’s Star & Comet ore body and (ii) accessing additional Mineral Resources at Iduapriem (to which end exploration work is to be conducted within the concession and the mine plan is to be revised) and at Siguiri, using heap leaching to supplement production.

Although the portion of hard sulphide ore tonnes milled at Geita remained high during the year, the plant nevertheless managed to process 5.2Mt as a result of the better quality of feed and improved fragmentation control.

At Kibali, sinking of the vertical shaft reached shaft bottom at a depth of 751.2m and equipping of the crusher and production levels was completed. Construction of Ambarau, the second hydropower station, was delayed following the failure of the temporary berm wall owing to high river flows. Repair work continues and the first phase is now expected to be completed in the second quarter of 2016, with full completion and commissioning of the power station scheduled for the latter part of the year. Once operational, Ambarau is expected to deliver 11MW. A third hydropower station, Azambi, also expected to generate 11MW, is planned to come on line in 2018.

At Siguiri, a range of projects is targeted at reducing energy costs, extending the mine life and implementing heap leaching to supplement production.

AUSTRALASIA

LOGO

    Attributable gold production
(000oz)
   Average number of  
employees  
 

  Operations

    

  Australia

    

  1.   Sunrise Dam

   216     400    

  2.   Tropicana 70%

   344     436    

AngloGold Ashanti’s Australasian assets comprise the wholly owned Sunrise Dam and the 70 percent-owned Tropicana Gold mine, Australia’s newest gold mine. Tropicana completed its second full year of production in 2015.

Australasia - Key Statistics

    Unit   2015   2014   2013 

  Operation

        

  Tonnes treated/milled

   Mt     8.2     7.8     4.3  

  Pay limit

   oz/t     0.06     0.07     0.09  
   g/t     1.85     2.29     2.82  

  Recovered grade

   oz/t     0.068     0.078     0.081  
   g/t     2.12     2.43     2.51  

  Gold production (attributable)

   000oz     560     620     342  

  Total cash costs(1)

   $/oz     702     804     1,047  

  Total production costs(1)

   $/oz     919     1,070     1,333  

  All-in sustaining costs(1)(2)

   $/oz     875     986     1,376  

  Capital expenditure

   $m     78     91     285  

  Safety

        

  Number of fatalities

     0     0     0  

  AIFR

   Per million hours worked     8.56     10.73     7.91  

  People

        

  Average no of employees: Total

     836     832     925  

Permanent employees

     195     194     281  

Contractors

        641     638     644  

(1)

Total cash costs, total production costs and all-in sustaining costs are non-GAAP measures. For further information on these non-GAAP measures, see “Item 5A – Operating Results”.

(2)

Excludes stockpile impairments.

Production and costs

Total gold production for the Australasian region of 560,000oz in 2015 was 60,000oz, or 10 percent, lower than the previous year. This decline was largely due to an 18 percent decrease in production from Sunrise Dam.

Production at Sunrise Dam in 2015 was 46,000oz lower than in 2014, due primarily to lower mined grades. The lower grade of this ore was largely due to the nature and location of the zones mined, which were on the periphery of the main ore bodies and generally more variable than those mined in 2014.

Tropicana produced 491,000oz (of which 344,000oz constituted AngloGold Ashanti’s share), reaching its 1 millionth ounce on schedule, just over two years since pouring first gold. Production was 4 percent lower than in 2014 due to the decrease in the average head grade to 2.57 g/t, which is consistent with the grade streaming strategy that underpins the life of mine plan. The lower grades in 2015 were partially offset by an increase in throughput in the processing plant to 6.2Mt (2014: 5.7Mt).

Total cash costs for the year decreased by 13 percent compared to 2014, largely as a result of favourable currency movements. Costs and production remained within guidance and received the benefit of a weaker Australian dollar relative to the US dollar and also lower oil prices.

Capital expenditure

Capital expenditure in total decreased by $13m compared to 2014, largely as a result of favourable currency movements. Stay in business Ore Reserve development, decreased by $6m compared to 2014 while the project capital reduced by $7m, following completion of the Tropicana development.

Safety

Overall safety performance improved at both mines in the region, but particularly at Tropicana, which recorded its best performance to date. There were again no fatalities.

People

A total of 836 people were employed on average by the Australia region – 195 full time employees and 641 contractors.

Ore Reserve

At the end of 2015, the total attributable Ore Reserve for the Australasia Region was 3.09 million ounces (2014: 3.53 million ounces). This makes up around six percent of the group’s Ore Reserve.

Growth and improvement

At Sunrise Dam, work is being carried out to assess the viability of an underground crusher and conveyor system for haulage via a new decline at the northern end of the operation. The conveyor decline would also provide exploration drilling access to the northern parts of the ore body that have been difficult and costly to drill from surface due to the surface waste dumps and salt lake.

At Tropicana, studies are being carried out to assess an alternative, low-cost approach to mining the down-dip extensions of the Havana and Tropicana pits, along with extensions to the north and south.

The mining study is looking at the application of mine design techniques that are used more commonly in mining other commodities such as coal. The work is based on a starter pit followed by strip mining of a large cutback, then backfilling the mined out areas. This approach, which is aimed at extending the mine life, would reduce stripping costs substantially with in-pit dumping of waste and shorter haulage distances.

A substantive Mineral Resource definition programme is being carried out as part of this study, supported by data generated by 3D seismic surveys carried out in 2014 and 2015. This data has enabled the mineralised zones down-dip of the Tropicana ore bodies to be imaged, generating a structural model to help cost-effectively target deep drill holes. The first drill testing of these targets in 2015 returned encouraging results and confirmed the structural interpretation. It is expected that approximately 130,000m of drilling will be carried out at Tropicana in 2016.

Processing plant optimisation work is also underway at Tropicana to debottleneck the processing plant, maximise usage of the larger pieces of equipment, and increase throughput from annual nameplate capacity of 5.8Mt to between 7.0Mt and 7.5Mt through staged increases. The increase in throughput is expected to offset the production decline that will occur as grades decrease over time, as per the mine plan. Upgrade work will be conducted during 2016 with the benefits expected to be realised from 2017 onwards.

THE AMERICAS

LOGO

AngloGold Ashanti has three mining operations – both open pit and deep level mining – in the Americas region. In addition, there is an active greenfields exploration programme underway in Colombia.

 

 
   Attributable gold production
(000oz)
   Average number of  
employees  
 

 

 

  Operations

    

  1.      Argentina

    

         Cerro Vanguardia 92.5%

   278     1,687    

 

 

  2.    Brazil

    

         AGA Mineração

   421     4,546    

         Serra Grande

   132     1,446    

 

 

  3.    Colombia – exploration programme

    

 

 

Americas - Key Statistics (1)

    Unit       2015       2014(5)       2013(5)   

  Operation

              

  Tonnes treated/milled

   Mt       7       6.8       5.9    

  Pay limit

   oz/t       0.098       0.092       0.096    
   g/t       3.351       3.152       3.294    

  Recovered grade

   oz/t       0.108       0.104       0.120    
   g/t       3.71       3.58       4.13    

  Gold production (Attributable)

   000oz       831       785       770    

  Silver (attributable)

   Moz       4.4       3.1       3.1    

  Total cash costs(2)

   $/oz       576       676       653    

  Total production costs(2)

   $/oz       845       918       892    

  All-in sustaining costs(2)(3)

   $/oz       792       974       1,011    

  Capital expenditure(4)

   $m        196        225        253    

  Safety

              

  Number of fatalities

       1       2       0    

  AIFR

   Per million hours worked       5.61       3.81       4.74    

 

 

  People

              

  Average no of employees: Total

       7,679       8,588       8,374    

Permanent employees

       5,492       5,944       5,979    

Contractors

       2,187       2,644       2,395    

 

 

(1)

Key statistics are for the continuing operations in the region and exclude CC&V which was poured ahead of schedulesold effective 3 August. “Operation” key statistic comparatives have been restated.

(2)

Total cash costs, total production costs and all-in sustaining costs are non-GAAP measures. For further information on budget in September 2013, following development approval in November 2010. The open pit operation features a large scale, modern processing plant which uses conventional carbon-in-leach technologythese non-GAAP measures, see “Item 5A: Operating Results”.

(3)

Excludes stockpile impairments.

(4)

100 percent, (not attributable) and includes high-pressure grinding rolls for energy-efficient comminution. Mining is carried out by a contract mining company and the plant is owner-managed.Colombia

The mine is a fly in fly out operation, with a mine site village and aviation services operated from Perth and Kalgoorlie. A 220km private road and the public road network provide access for the delivery of supplies to the operation.

The Tropicana JV includes approximately 3,000km2 of tenure in the prospective Tropicana belt, with active exploration programmes seeking both satellite extensions to the Tropicana Gold Mine and discoveries with standalone potential.

Production and costs

Production in the Americas increased by 46,000oz, or six percent, in 2015 compared to the previous year (excluding production from CC&V) due principally to a 13 percent increase in production at Cerro Vanguardia and a four percent increase in production at AGA Mineração. These increases were partially offset by lower output from Serra Grande. The region also produced 4.4Moz of by-product silver.

Cerro Vanguardia continued to deliver a strong performance with record production driven by a planned improvement in grade with a greater proportion of mill feed coming from underground and better recoveries. Improved production at AGA Mineração was a result of higher tonnage and better feed grades from both the Córrego do Sítio and Cuiabá complexes.

Teams in the region continued to focus on limiting cost increases in increasingly challenging inflationary environments in both Argentina and Brazil, by prioritising a range of operational improvements.

Cost control efforts were aided by higher gold and silver production levels, the removal of the higher cost CC&V production and local currency depreciation, given that the Brazilian real was on average 42 percent weaker in 2015 than in 2014 and the Argentinian peso was on average 14 percent weaker in 2015 than in 2014 against the dollar. Efficiency initiatives covered a range of areas, including labour and contractor costs, energy, consumables and stay-in-business capital, as well as a drive to increase production.

Cerro Vanguardia continued to implement phase II of the Project 500 efficiency initiative with a focus on optimising mill throughput, improving silver recovery, delivering more underground ore to the mill and improving the overall effectiveness of key administration areas such as procurement and warehousing.

In Brazil, the cost management programme that started in 2013 continued into its third year, yielding a range of productivity improvements including the optimisation of operational processes, reductions in the price of power and materials and decreases in administrative expenses. At Córrego do Sítio, higher grades contributed an additional 20,000oz from the Carvoaria ore body and increased development rates further aided cost improvements.

Capital expenditure

The region’s capital expenditure of $196 million (including Colombia and excluding CC&V), was 13 percent lower than the previous year. While sharp currency devaluations had a negative effect on the purchase of imported items, they had a positive impact on expenditure relating to Ore Reserve development and locally produced items. Most of the capital expenditure was on ore development and deferred stripping ($101 million) and general stay-in-business or maintenance capital ($89 million).

Safety

Tragically, one fatality was reported in the Americas in 2015, when an employee died in a fall-of-ground incident at Lamego.

People

A total of 7,679 people were employed on average by the Americas region in 2015, including 5,492 full-time employees and 2,187 contractors.

Ore Reserve

At the end of 2015, the total attributable Ore Reserve for the Americas Region, was 3.21 million ounces (2014: 7.56 million ounces). This makes up around six percent of the group’s Ore Reserve.

Growth and improvement

At Cerro Vanguardia, the expansion project to increase underground production over the next five years is underway and remains on schedule. During 2015 an initiative to accelerate open pit and underground operations using an external contractor was approved in order to improve the production profile. Additional cost reductions are planned by further increasing plant throughput and recovery as well as optimising shift configuration and backfilling minedout pits with waste material to reduce haul distances. Additionally, mineral rights were acquired adjacent to Cerro Vanguardia, where exploration will be undertaken

The focus at Cuiabá remained on ventilation and transport projects to support mining at increased depth, as well as the overall drive to maintain stable production levels in coming years. Córrego do Sítio continued initiatives to improve production in the medium term, including development of the underground Mina I ore body, which is expected to be the main contributor in 2016. Drilling programmes aimed at opening a new pit at Mina III and new underground sites at Mina II and São Bento Deep are underway.

At Serra Grande, underground diamond directional drilling proved the continuity of one of the Mina III high-grade gold-bearing quartz veins, from 900m to 1,150m at depth. Importantly, this vein appears to increase in both thickness and length along the strike. Palmeiras Sul targets were drilled in the mine’s tenements confirming the addition of a high-grade Mineral Resource. Surface and underground drilling continued to define the Inga ore body, expected to go into production in 2016. New open-pit potential was also confirmed, creating a pipeline of small pits to continue producing.

Colombia remains a key area of focus and its exploration programme continues to yield encouraging results. The Nuevo Chaquiro target is a porphyry-related, copper-gold mineralised stockwork system, located within the Western Cordillera, where long intersections of significant copper mineralisation with gold credits were intersected during 2013 and 2014. Diamond drilling was undertaken in 2015 to delineate the limits of the higher-grade core and increase confidence in the highest-grade portion of the ore body to support a small, phase I concept design. Advanced studies to complete the concept study phase are planned for 2016.

Gramalote exploration focused on regional exploration drilling as well as drilling to improve definition of the low-grade saprolite (oxide ore) Mineral Resource. Some peripheral exploration drilling was also done to define a small, underground Mineral Resource option for the artisanal and small-scale mining co-existence model. The Mineral Resource model was updated for the three Gramalote deposits: Gramalote Central, Monjas West and Trinidad, incorporating the latest drill-hole information, reviewed estimation parameters and changes in the geo-statistical methodology (localised uniform conditioning).

At the La Colosa project, drilling focused on data collection at infrastructure locations. No Mineral Resource drilling was conducted. In early 2015, geotechnical and hydrogeological drilling was initiated at the proposed tailings management facility and the waste rock facility. Mine planning continues, with the validation of current base-case opportunities and a small mine concept and several alternatives under evaluation. Metallurgical test work completed in 2015 was conducted to validate process opportunities, including an increase in recovery and plant throughput. A trade-off study is in progress and is expected to be finalised in early 2016.

EXPLORATION REVIEW

Our exploration is focused on creating value by providing long-term optionality and improving the portfolio quality. The objectives are met by:

Greenfields exploration, which aims to discover large, high-value Mineral Resources that will eventually lead to the development of new gold mines. Our greenfields exploration team was recognised by a leading industry research group, in 2015 as the industry’s most successful in Mineral Resource discovery. The team has a proven track record that includes the discovery of world-class ore bodies at La Colosa, Gramalote, Tropicana and Nuevo Chaquiro. These discoveries are attributed to our committed and professional team of geoscientists working on a portfolio of highly prospective and rigorously prioritised greenfields ground holdings.

Brownfields exploration, which focuses on delivering value through incremental additions to our Ore Reserve in existing mines as well as new discoveries in defined areas around existing operations. Brownfields exploration actively drives the creation of value by growing our Mineral Resource and Ore Reserve, our major assets. Our brownfields exploration programme is based on innovative geological modelling and mine planning and continual optimisation of our asset portfolio.

Greenfields exploration

Our greenfields exploration programme has over 12,000km2 of highly-prospective ground in two countries – Australia and Colombia – and also maintains small ground positions in Argentina and Brazil. Expenditure was $22.4 million in 2015, including over 50,000m of diamond, reverse circulation and aircore drilling. This programme also included focused generative activities in countries with operational synergies.

In Western Australia, exploration activities at the Tropicana project, in joint venture with Independence Group NL (AngloGold Ashanti: 70 percent), progressed well through the year with more than 33,000m of aircore drilling, 8,500m of reverse circulation drilling and 2,200m of diamond drilling completed. Excellent initial results were returned from the Madras prospect approximately 25km south of Tropicana. Significant drill intersections in shallow oxide material included 15m @ 5.08g/t Au from 45m, 25m @ 2.47g/t Au from 35m, and 17m @ 4.22g/t Au from 64m. To date, the Madras mineralisation has been found to be restricted in size and only well developed in the weathered (saprolite) zone.

Airborne geophysical surveys were completed over several new projects wholly owned by AngloGold Ashanti including Strawbridge, Pindabunna, and Neds Creek in Western Australia. Target generation and first phase field work is continuing on these projects. In New South Wales at the Mullion Project (wholly-owned), 2,500m of diamond drilling were completed to follow up bedrock targets identified from geophysical surveys conducted in 2014. Although significant favourable alteration was intersected, only low tenor results were returned.

In Colombia, the Quebradona project was transferred to the projects team early in the year. Greenfields exploration then focused on the Guintar project west of Medellin where mapping outlined an extensive alteration system in sediments overlying a dioritic porphyry intrusion with associated coppergold and epithermal gold occurrences. An eight-hole drilling programme commenced in the third quarter, with 3,000m completed by year end. Drilling intersected hornfelsed sedimentary rocks and breccia zones with significant pyrrhotite and pyrite in fractures, stringers and fine stockworks returning anomalous geochemical values.

In Brazil, exploration was undertaken early in the year on the Graben project, in joint venture with Graben Mineração (AngloGold Ashanti: 80 percent). A programme of 1,800m of diamond drilling was completed. Results did not meet expectations and the joint venture was terminated. Project generation work in other areas in Brazil progressed for the rest of the year.

Brownfields exploration

Brownfields exploration was carried out in 10 countries, in and around AngloGold Ashanti operations. A total of 469,818m of diamond and reverse circulation drilling was completed during the year.

South Africa: Four surface holes were drilled during the year – three are ongoing at Mponeng’s Western Ultra Deep Levels (WUDLs) and one was completed at the Vaal River operations – achieving a total drilled depth of 4,966m.

Argentina: At Cerro Vanguardia, drilling programmes for Mineral Resource expansion and exploration continued during the year. The focus was on delineating vein extensions along strike and at depth. Mapping, trenching and channel sampling continued as part of the reconnaissance programme to identify new drilling targets.

Brazil: In the Iron Quadrangle, the underground drilling programmes for Mineral Resource development continued at both the Cuiabá and Lamego mines. At Cuiabá, additional drilling was directed at satellite mineralisation that may be accessible from existing infrastructure. Surface drilling programmes at Córrego do Sítio continued to infill and expand the oxide Mineral Resource while the underground programme added extensions to several ore bodies, including the Inga ore body.

Colombia: Exploration in the Gramalote area continued, with programmes in and around the Gramalote Central deposit. Limited drilling programmes were also conducted within the joint venture area.

At La Colosa, the emphasis on other project-related drilling continued, supporting geotechnical, hydrological and site infrastructure studies.

The Quebradona project development drilling programme continued during the year. The programme focus was directed at infill drilling in the higher grade, upper part of the deposit.

Tanzania: Drilling focused on Mineral Resource delineation, testing both strike and dip extent of current deposits as well as confirming underground potential (Matandani North, Geita Hill East and Star & Comet). Mineral Resource conversion infill-drilling programmes took place at Nyankanga Cut 7, Nyankanga Cut 8 and Star & Comet Cut 3. Pre-resource drilling programmes were undertaken to test targets at Star & Comet Deeps, Matandani North and Geita Hill East Deeps. Vertical seismic profiling and metallurgical test work drilling was conducted at Nyankanga, Geita Hill and Matandani respectively. In all, 50 holes (15,273m) were completed. A 2D ground seismic survey was conducted along two sectional lines across Nyankanga and Geita Hill to confirm the suitability of the geology and mineralisation in these deposits for 3D seismic modelling.

Guinea: A total of 46,007m was drilled at Siguiri during the year across a range of programmes including fresh rock projects at several pits and oxide reconnaissance drilling. In all, reverse circulation drilling totalled 35,080m plus limited (1,077m) aircore drilling, with the remainder being diamond drilling or RCDD drilling. The reverse circulation drilling included 4,416m of advanced grade control drilling in a test block within the Kami pit.

Ghana: No exploration was conducted at Obuasi. Exploration at Iduapriem during the first half of the year focused on Mineral Resource infill drilling at Block 5 to upgrade the Inferred Mineral Resource to Indicated. Reconnaissance exploration (soil geochemistry, mapping and limited trenching) was also completed over the Bankyem, Mile 5 and Ajopa northwest targets. In the latter half of the year, drilling was initiated at Bankyem, Block 4S and Mile 5. A total of 6,924m drilling was completed in 2015.

Democratic Republic of the Congo: Total diamond drilling for near-mine exploration at Kibali during 2015 totalled 15,883m, with an additional 1,760m drilled on regional projects. The exploration aims to fulfil three main objectives: Mineral Resource – Ore Reserve replacement, the discovery of potential oxide displacement ounces, and identification and development of new targets.

Mali: A total of 13,110m of exploration reverse circulation drilling focused on the Sadiola North area and Tabakoto in 2015.

Australia: Exploration activities in 2015 were primarily on the Mineral Resource expansion programme at Tropicana with a drilling campaign comprising more than 23,000m of aircore, 27,000m of reverse circulation and 38,000m of diamond drilling completed. Drilling was focused on testing for extensions to mineralisation in the Tropicana, Swizzler, Havana and Havana South areas. An additional block of 3D seismic data was acquired at the southern end of the mine area to aid further exploration.

At Sunrise Dam, underground Mineral Resource development drilling continued throughout the year. Exploration diamond drilling focused primarily on extending the Inferred Mineral Resource as per the mine plan and underground grade control reverse circulation drilling continued to focus on converting the Indicated Mineral Resource into a mineable grade control block model for use in stope development designs. A start was made on the development of key diamond drilling platforms, which will be used over the life of mine to drill test exploration targets along the strike length of the deposit. A lake aircore drilling programme of just over 9,000m of drilling was completed at the Kraken Project, situated over the western extents of the Lake Carey playa salt lake system, approximately 10km east of Sunrise Dam. Several target areas were drill tested for gold mineralisation. All targets are beneath lake cover sequences.

TECHNOLOGY AND INNOVATION

Towards a new mining method for ultra-deep South African mines

The AngloGold Ashanti Technology Innovation Consortium made headway during the year, specifically pertaining to the development of key technologies and the methodology employed in achieving the project’s core objectives: to “safely mine all the gold, only the gold, all the time” from our deep-level underground mines, particularly those in the South Africa region. The latest generation reef-boring machine, the MK IV was successfully deployed at TauTona’s lower CLR shaft pillar. During 2015, reef-boring cycle times improved from 159 hours per hole to 82 hours per hole, which compares favourably to the 72 hours per hole targeted.

The ultra-high-strength backfill product has also been successfully developed to the stage where it can be pumped over the required distance of 1,000m, a pre-requisite for a full production mining cycle. This demonstrates progress on the work done that seeks to establish the basis for a safe, automated, deep-level underground mining method at AngloGold Ashanti.

Reef boring

Test site

Since deployment and commissioning of the MKII machine in 2013, a total of 56 holes has been drilled to date. Having completed drilling of the available block of ground, this machine was decommissioned in the third quarter of 2015. The MKIV reef-boring machine was successfully installed and commissioned in September 2015 at the extended test site at TauTona, and had drilled seven holes by year-end. Due to challenges experienced in the collector bin, the machine was unable to drill. These constraints affected the operation of the collector bin, causing a shortage of material cars to transport chippings away from the hole. The collector bin has since been redesigned, modified and returned underground for further trials, which are expected to begin in the first half of 2016. Additional material cars have been sourced and delivered.

Prototype site – medium-range machines

Three machines were commissioned at the prototype sites and a total of 81 holes were drilled in 2015.

Drilling at Moab Khotsong’s prototype site, where five holes were drilled within that specific block of ground, was suspended owing to the machine’s incompatibility with that reef – the geological complexity of the block of ground where drilling took place hampered progress with only a low percentage extraction rate achieved. The machine was relocated to TauTona for drilling in the VCR plane. Geological drilling continued to determine the best way forward for either mechanical or conventional extraction at the sites identified at Moab Khotsong.

Prototype site – Small-range machines

The geotechnical complexity of the block of ground hampered drilling and only a low percentage extraction was achieved due to the faulty reef plane. Once it was established that the stage gate of 80 percent extraction could not be achieved, drilling was discontinued.

Mechanical development

This development opens and equips the tunnels in which the reef-boring machines drill. However, the methodology for the opening up of mining grids for continuous reef boring remained a significant technical challenge in 2015.

Ultra-high-strength backfill

Surface trials to reach a pumping distance of up to 1,000m were successful at a product temperature ranging between 30°C and 35°C. This temperature range simulated the underground product temperature range. A tailings drying plant was successfully constructed and commissioned on surface at TauTona and a VCR plant was successfully constructed on 68 level. Commissioning has begun.

The Savuka plant was successfully trialled by RULA, the company assisting with design and manufacturing.

Geological drilling

Despite delays experienced during the year, drilling conducted in the last quarter of the year aimed at resolving the accuracy and deflection constraints by testing different stabiliser configurations. A total of five wet holes were drilled and plotted and final analysis is expected to be reported on in the first half of 2016.

The new fit-for-purpose Bohrmeister drill rig is due to be delivered and commissioned for drilling in the first half of 2016.

4C.

ORGANISATIONAL STRUCTURE

GROUP STRUCTURE

AngloGold Ashanti’s operations are divided into the following regions:

South Africa – operations in Vaal River, West Wits and surface operations;

Continental Africa – operations in Ghana, Guinea and Tanzania and joint venture operations in the DRC and Mali;

Australasia – operations in Australia; and

Americas – operations in Argentina and Brazil.

The above four regions also correspond to AngloGold Ashanti’s four business segments.

Day-to-day management of the group is entrusted to AngloGold Ashanti’s executive management team, chaired by the Chief Executive Officer. See “Item 6: Directors, Senior Management and Employees”.

Support is provided to the executive management team in managing AngloGold Ashanti’s corporate activities at both the central and local levels.

SUBSIDIARIES

AngloGold Ashanti Limited has investments in principal subsidiaries and joint venture interests, see “Item 19: Exhibits – Exhibit 19.8 Principal subsidiaries and operating entities” for details.

101
4D.

PROPERTY, PLANTS AND EQUIPMENT


For more information about AngloGold Ashanti’s mines, including as to the company’s mining rights and licences refer “Item 4B: Business Overview—The regulatory environment enabling AngloGold Ashanti to mine”.

AngloGold Ashanti’s operating mines are all accessible by road.

SOUTH AFRICA - GEOLOGY

The Witwatersrand Basin comprises a six-kilometre thick sequence of inter-bedded argillaceous and arenaceous sediments that extend laterally for some 300 kilometres north-east/south-west and 100 kilometres north-west/south-east on the Kaapvaal Craton. The upper portion of the basin, which contains the orebodies, crops out at its northern extent near Johannesburg. Further west, south and east the basin is overlain by up to four kilometres of Archaean, Proterozoic and Mesozoic volcanic and sedimentary rocks. The Witwatersrand Basin is late Archaean in age and is considered to be in the order of 2.7 to 2.8 billion years old.

Gold occurs in laterally extensive quartz pebble conglomerate horizons or reefs, generally less than two metres thick, which are widely considered to represent laterally extensive braided fluvial deposits. Separate fan systems were developed at different entry points and these are preserved as distinct goldfields. The most fundamental control to the gold distribution in the Basin remains the sedimentary features, such as facies variations and channel directions. Gold generally occurs in native form often associated with pyrite and carbon, with quartz being the main gangue mineral.

Operations in the South Africa region are powered by electricity from Eskom Holdings Limited which supplies 95 percent of the electricity used in South Africa.

Vaal River operations

Description

The Vaal River operations consist of Kopanang, Moab Khotsong as well as surface operations. The process of integrating Great Noligwa into Moab Khotsong began in 2014 and, from an accounting perspective, these operations were treated as one cash-generating unit starting on 1 January 2015. This integration process will continue in 2016.

Geology

In order of importance, the reefs mined at the Vaal River operations are the Vaal Reef and the “C” Reef:

The Vaal Reef contains approximately 95-99 percent of the Ore Reserve tonnage with mining grades between 5 – 10 g/t and comprises a series of oligomictic conglomerates and quartzite packages developed on successive unconformities. Several distinct facies have been identified, each with its unique gold distribution and grade characteristic.

The “C” Reef is a thin, small pebble conglomerate with a carbon-rich basal contact, located approximately 270 metres above the Vaal Reef. It has less than one percent of the estimated Ore Reserves with grades similar to the Vaal Reef, but is more erratic. The most significant structural features are the north-east striking normal faults which dip to the north-west and south-east, resulting in zones of fault loss.

Vaal River – Summary of metallurgical operations

 

 
   West Gold
Plant
   Noligwa Gold
Plant
   Mispah Gold
Plant
   Kopanang Gold
Plant
 

 

 

Gold plants

        

Capacity (000 tonnes/month)

   180     260     140     420  

Uranium plants

        

Capacity (000 tonnes/month)

        260            

 

 

Vaal River – Kopanang

Description

Kopanang is an underground operation located in the Free State province, roughly 170 kilometres southwest of Johannesburg and approximately 10 kilometres southeast of the town of Orkney on a lease area of 35km2. The operation, which started in 1984, is west of neighbour Great Noligwa (now part of Moab Khotsong) and bound to the south by the Jersey Fault. Gold is the primary output, with uranium oxide as a by-product from a single underground shaft system to a depth of 2,600 metres.

Kopanang almost exclusively exploits the Vaal Reef, although minor amounts of gold are also extracted from the secondary Crystalkop Reef. Given the geologically complex orebody, scattered mining is used.

Vaal River – Moab Khotsong

Description

Moab Khotsong is an underground mine that started operations in 2003 and is AGA’s newest gold mine in South Africa. It is situated near Orkney, Klerksdorp and Viljoenskroon, about 180 kilometres southwest of Johannesburg. Given the geological complexity of the Vaal Reef, scattered mining is employed. Great Noligwa mine was merged with Moab Khotsong in 2014 and operations are now collectively referred to as Moab Khotsong. Great Noligwa commenced production in 1968.

Surface Operations

Surface Operations consists of Hard Rock Surface Sources and Mine Waste Solutions (MWS).

Low grade stockpiles

Description

The Vaal River and West Wits operations extract gold from various low grade stockpiles where there is more metallurgical capacity than reef mined. Uranium is produced as a by-product at Vaal River South Uranium Plant. In addition, backfill product is produced and used as support in mining operations. The Hard Rock Surface Sources includes the rail transport infrastructure, the Vaal River and West Wits Laboratories and tailings management facilities.

Mine Waste Solutions (MWS)

Description

MWS is a gold and uranium tailings recovery operation located in the western portion of the Witwatersrand Basin, some 160 kilometres from Johannesburg, approximately eight kilometres from the town of Klerksdorp near Stilfontein in the North West Province. It has been operational since 1964 and was previously owned by First Uranium Corp.

MWS consists of 14 tailings dams, which are made up of deposits from three gold and uranium mines that operated for 50 years.

The tailings dams are scattered over an area that stretches approximately 13.5 kilometres north to south and 14 kilometres east to west. The footprints of the 14 tailings dams cover an area of approximately 1,100 hectares.

The MWS gold plants have the capacity to treat tailings of 1.93 million tonnes per month. The uranium plant has a design capacity of 100,000 tonnes per month. The uranium plant was commissioned in the fourth quarter of 2014.

The tailings dams are comprised of tailings material which originated from the processing of underground ore from the now defunct Buffelsfontein Gold Mine (BGM) and Stilfontein Gold Mine (SGM). Both BGM and SGM predominately extracted gold from conglomerate reefs of the Witwatersrand Basin. The material contained in the tailings dams is generally fine.

West Wits operations

Description

The West Wits operations, Mponeng and TauTona, are situated southwest of Johannesburg, on the border between Gauteng and North West Province. From 1 January 2013 the Savuka mine was incorporated into the TauTona mine to access Savuka’s remaining Ore Reserve via TauTona’s infrastructure and Savuka and TauTona operate as a single mine.

AngloGold Ashanti holds a number of mining rights in the Vaal River Operation which have been successfully converted, executed and registered as new order mining rights at the Mineral and Petroleum Resources Titles Office (MPRTO).

Geology

Two reef horizons are exploited at the West Wits operations, the VCR located at the top of the Central Rand Group and the CLR near the base. The separation between the two reefs increases from east to west from 400 to 900 metres, due to the VCR unconformity. TauTona exploits both reefs, whereas Mponeng only mines the VCR. Faults of greater than 70 metres are rare. The CLR consists of one or more conglomerate units and varies from several centimetres to more than three metres in thickness. Regionally, the VCR dips at approximately 21 degrees but may vary between 5 degrees and 50 degrees, accompanied by changes in thickness of the conglomerate units. Where the conglomerate has the attitude of the regional dip, it tends to be thick, well-developed and accompanied by higher gold accumulations. Where the attitude departs significantly from the regional dip, the reef is thin, varying from several centimetres to more than three metres in thickness.

West Wits – Mponeng

Description

Mponeng, in operation since 1986, is located between the towns of Carletonville and Fochville on the border between Gauteng and the North West Province, southwest of Johannesburg. The underground operation, the world’s deepest mine, extracts the VCR at depths between 2,800 metres and 3,400 metres through sequential-grid mining. In the future, the mining of the CLR from Mponeng will steadily increase. The Mponeng lease area is constrained to the north by the TauTona mine, to the east by Sibanye’s Driefontein mine and to the west by Harmony’s Kusasalethu mine. Mponeng comprises a twin-shaft system housing two surface shafts and two sub-shafts. Ore is treated and smelted at the mine’s gold plant. The plant has a monthly capacity of 170,000 tonnes.

West Wits – TauTona

Description

TauTona, in operation since 1961, lies on the West Wits Line, just south of Carletonville in Gauteng, about 70 kilometres southwest of Johannesburg. Underground mining takes place at depths of between 2,000 metres and 3,640 metres. The mine has a three shaft system, supported by secondary and tertiary shafts and employs mainly sequential grid mining method to mine the CLR. Savuka, which is adjacent to and shared a processing plant with TauTona, was incorporated into TauTona following a study in 2012 that concluded that the optimal, most efficient means of accessing Savuka’s remaining Mineral Resource would be through TauTona’s infrastructure. The merging of Savuka into TauTona early in 2013 was determined as the most efficient way of mining the remainder of Savuka’s lower grade Ore Reserve, while minimising operational and infrastructure maintenance costs. A link between the two mines reduces dependency on a single infrastructure system, including ore passes.

The TauTona and Mponeng reef material is processed through the Mponeng Gold Plant.

The Savuka Gold Plant has a monthly capacity of 165,000 tonnes, processing mainly material from the Mponeng low grade stockpile.

CONTINENTAL AFRICA

GHANA - Summary of metallurgical operations

   Obuasi          Iduapriem   
   Sulphide
Treatment Plant
  Tailings
Treatment Plant
  Alternate Ore
Treatment Plant
  

        Iduapriem  

Plant  

 

Capacity (000 tonnes/month)

  195    180    120    392    

Ghana – Iduapriem

Description

Iduapriem, wholly owned by AngloGold Ashanti since September 2007, comprises the Iduapriem and Teberebie properties on a 105km2 concession. The mine, which began operations in 1992, is situated in the western region of Ghana, some 85 kilometres north of the coastal city of Takoradi and eight kilometres southwest of Tarkwa.

Iduapriem is an open-pit mine and its processing facilities include a Carbon-in-pulp (CIP) plant.

Geology

The Iduapriem and Teberebie properties are located along the southern end of the Tarkwa basin. The mineralisation is contained in the Banket Series of rocks within the Tarkwaian System of Proterozoic age. The outcropping Banket Series of rocks in the mine area form prominent, arcuate ridges extending southwards from Tarkwa, westwards through Iduapriem and northwards towards Teberebie.

Ghana – Obuasi

Description

Obuasi, wholly owned by AngloGold Ashanti since 2004 and currently in a limited operating phase, is located in the Ashanti Region of Ghana, some 320 kilometres north-west of the capital Accra and approximately 60 kilometres south of Kumasi. Mining operations are primarily underground, to a depth of 1.5 kilometres. Obuasi originally opened in 1897.

Geology

The gold deposits at Obuasi are part of a prominent gold belt of Proterozoic (Birimian) volcano-sedimentary and igneous formations which extend for a distance of approximately 300 kilometres in a north-east/south-west trend insouth-western Ghana. Obuasi mineralisation is shear-zone related and there are three main structural trends hosting gold mineralisation: the Obuasi trend, the Gyabunsu trend and the Binsere trend.

Two main ore types are mined:

quartz veins which consist mainly of quartz with free gold in association with lesser amounts of various metal sulphides such as iron, zinc, lead and copper. The gold particles are generally coarse-grained and occasionally visible to the naked eye. This ore type is generally non-refractory; and

sulphide ore which is characterised by the inclusion of gold in the crystal structure of a sulphide material. The gold in these ores is fine-grained and often locked in arsenopyrite. Higher gold grades tend to be associated with finer grained arsenopyrite crystals. Other prominent minerals include quartz, chlorite and sericite. Sulphide ore is generally refractory.

Power is supplied to the mines by the Volta River Authority and the transmission is done by the GridCo Company.

GUINEA

Description

Siguiri, a multiple open-pit oxide gold mine which opened in 1997, is AngloGold Ashanti’s sole operation in the Republic of Guinea. It is located in the district of Siguiri. The mine is located approximately 520 kilometres north-northeast of Conakry, 25 kilometres northwest of the town of Siguiri and 190 kilometres southeast of the Malian capital Bamako, near the Mali boarder. Conventional mining activities are performed by contractors in multiple open pits using conventional techniques. On surface, Siguiri’s gold processing plant treats about 998,000 tonnes per month. Power to the mine is self-generated.

AngloGold Ashanti holds an 85 percent interest in Siguiri and the balance of 15 percent is held by the government of Guinea.

Geology

This concession is dominated by Proterozoic Birimian rocks which consist of turbidite facies sedimentary sequences. The two main types of gold deposits which occur in the Siguiri basin and are mined are:

laterite mineralisation (CAP) which occurs as surficial aprons of colluvium or aspalaeo-channels of alluvial lateritic gravel adjacent to, and immediately above in-situ deposits; and

in-situ quartz-vein related mineralisation hosted in meta-sediments with the better mineralisation associated with vein stockworks that occurs preferentially in the coarser, brittle siltstones and sandstones.

The mineralised rocks have been deeply weathered to below 100 metres in places to form saprolite mineralisation (SAP). With the percentage of available CAP ore decreasing, a CIP plant is used to treat predominantly SAP ore. A feasibility study to consider the exploitation of the fresh rock material was completed in December 2015. The project will upgrade the current plant and enable processing of a combination of oxides and fresh rock material. The plant throughput will remain at 12 Mtpa with a flexible design allowing up to 6Mtpa hard material to be processed. Targeted fresh rock pits include Kami, Bidini, Tubani, Sintroko, Seguelen and Sokuno. The feasibility study has been conditionally approved by AngloGold Ashanti subject to the successful negotiations with the Government of Guinea of the Convention de Base and access to the required areas.

MALI

AngloGold Ashanti has interests in three operations in Mali, namely, Sadiola, Yatela and Morila. It manages two of these operations, Sadiola and Yatela.

Mali – Morila

Description

AngloGold Ashanti has an effective 40 percent stake in Morila, as does Randgold Resources Limited (which manages the mine). The state of Mali owns the remaining 20 percent.

The Morila mine has operated since 2001 and is situated 280 kilometres southeast of Bamako, the capital of Mali. The operation treats low-grade stockpiles while the plant, which incorporates a conventional CIL process with an upfront gravity section to extract the free gold, has annual throughput capacity of 3.7 million tonnes. Since mining was concluded in 2009 with the depletion of the orebody, operations at Morila currently involve processing of the tailings which stood at 6.19 million tonnes (mineralised waste) as at year-end. Power is supplied by a subcontractor.

Geology

The Morila deposit is hosted in a flat lying fold structure which rises sharply to surface in the south and west. The deposit occurs within a sequence Birimian metal-arkoses of amphibolite metamorphic grade. Mineralisation is characterised by silica-feldspar alteration and sulphide mineralisation consists of arsenopyrite, pyrrhotite, pyrite and chalcopyrite.

Mali – Sadiola

Description

The Sadiola mine is situated in western Mali, 77 kilometres to the south of the regional capital of Kayes and about 440 kilometres north-west of the capital city of Bamako.The mine is a joint venture between AngloGold Ashanti (41 percent) and IAMGOLD (41 percent) and the government of Mali (18 percent). The Sadiola gold deposit is mined by the Société d’Exploitation des Mines d’Or de Sadiola S.A. (SEMOS) since 1996. Mining reduced considerably to adapt to the 2014 gold price decrease but continued predominantly in various satellite pits. On-site surface infrastructure includes a 4.9 million tonnes per annum CIP gold plant where the ore is eluted and smelted. Power to the Sadiola mine is self-generated.

Geology

The Sadiola deposit occurs within an inlier of greenschist facies metamorphosed Birimian rocks known as the Kenieba Window. The specific rocks which host the mineralisation are marbles and greywackes which have been intensely weathered to a maximum depth of 200 metres. As a result of an east-west regional compression event, deformation occurs along a north-south striking marble-greywacke contact, increasing the porosity of this zone. North-east striking structures which intersect the north-south contact have introduced mineralisation, mainly with the marble where the porosity was greatest. The Sadiola Hill deposit generally consists of two zones, an upper oxidised cap and an underlying sulphide zone. From 1996 until 2010, oxide and transitional ore from the Sadiola Hill pit was the primary ore source for the mine while being increasingly supplemented from the outlying satellite pits during the latter years. From 2011 when the Sadiola Main pit was mined out, the satellite pits became the dominant source of oxide and transitional ore.

Mali – Yatela

Description

Yatela, operational since 2001, is 80 percent owned by the Sadiola Exploration Company Limited, a joint venture between AngloGold Ashanti and IAMGOLD, giving each a 40 percent stake in Yatela. The balance of 20 percent is owned by the state of Mali.

The Yatela mine, which is a heap leach operation, is situated in western Mali, some 25 kilometres north of Sadiola and approximately 50 kilometres south-southwest of the regional capital Kayes. Ore extraction ceased in September 2013 and processing of the stockpiles and heap leach pads is expected to continue until the end of 2016. The main activity at Yatela is the implementation of the closure plan in order to relinquish the property. Power to the Yatela operation is self-generated.

Geology

Yatela mineralisation occurs as a keel-shaped body in Birimian metacarbonates. The ‘keel’ is centered on a fault which was the feeder for the original mesothermal mineralisation, with an associated weakly mineralised diorite intrusion. Mineralisation occurs as a layer along the sides and in the bottom of the ‘keel’. The ore dips almost vertically on the west limb and more gently towards the west on the east limb, with tight closure to the south.

TANZANIA

Tanzania – Geita

Description

The Geita gold mine is located in the Lake Victoria goldfields of the Mwanza region of Tanzania, about 120 kilometres west of Mwanza and four kilometres away from the town of Geita. It has been in operation since 1996.

The Geita gold mine is a multiple open pit operation with underground potential and is currently serviced by a 5.1 million tonnes per annum CIL processing plant. Power to the mine is self-generated.

Geology

Geita is a multi- open pit operation with the dominant ore sources being from the Nyankanga and Geita Hill pits. Historically, other pits such as Star and Comet, Matandani and Kukuluma have also contributed to the ore feed. The terrain is Archaean in age and generally characterised by Greenschist metamorphism, although amphibolitic metamorphism occurs in places. Ore zones are usually associated with Banded Iron Formation (BIF) or other iron rich rocks and typically when they are in contact with intrusive rocks such as diorites. These contacts have been deformed and act as fluid pathways for the mineralising fluids. Gold mineralisation is associated with alteration that includes sulphides such as pyrite and arsenopyrite, whilst other minerals such as hematite, magnetite, quartz, calcite, dolomite, biotite and chlorite also occur.

DEMOCRATIC REPUBLIC OF THE CONGO

Kibali

Description

The Kibali Gold Mine is a Joint venture between AngloGold Ashanti (45 percent), Randgold Resources Limited (45 percent) with Société Miniere de Kilo-Moto SA UNISARL (SOKIMO), a state-owned gold company owning the balance. Randgold Resources is the operator and project manager.

Kibali is located in the north-eastern part of the DRC near the international borders with Uganda and Sudan. The mine is located adjacent to the village of Doko, which is located in the west of the project area. Kibali is approximately 210 kilometres by road from Arua, on the Ugandan border and immediately north of the district capital of Watsa. The operations area falls within the administrative district of Haut Uélé in Orientale Province. Power to the mine is self-generated. Gold production began in the fourth quarter of 2013.

The Kibali Gold Mine has a processing operation capable of producing an average of 600koz of gold per annum by treating 7.2Mtpa throughput. The processing plant has a capability of process oxide and sulphide material. Once the project is completed, the mine is expected to consist of:

An open pit generating a peak run of mine capacity of 7Mtpa;

Vertical shaft complex generating a peak run of mine capacity of 3Mtpa;

Decline underground development providing a run of mine capacity of 1.4Mtpa;

Tailings storage facilities with a total capacity of 75Mt; and

Associated infrastructure.

In October 2013, the oxide circuit was commissioned. During 2014 the oxide plant was successfully ramped up. The sulphide circuit has been commissioned and ramped during the second quarter of 2014.

On the mining front, the development of the decline system continued. Blasting of the first stope took place in quarter four, hence the commencement of underground mining. On the vertical shaft, the final shaft depth at the end of December was 751.2 metres.

Geology

The Kibali Gold Mine is located within the Moto Greenstone Belt, which consists of Archean Kibalian volcano sedimentary rocks and ironstone-chert horizons that have been metamorphosed to greenschist facies.

The combined Karagba, Chauffeur and Durba (KCD) deposit is host to the majority of the currently defined Mineral Resource and Ore Reserve, as well as the current open pit and underground mining operations. KCD is hosted within a mineralised corridor that also hosts the Sessenge, Gorumbwa and Pakaka deposits and a number of exploration prospects.

The known deposits of the Kibali project are hosted along a reactivated thrust plane that creates plunging lodes of mineralisation as exemplified by the KCD deposit. The majority of gold mineralisation identified to date is disseminated style, hosted within a sequence of coarse volcaniclastic and sedimentary rocks. The mineralisation is generally stratigraphically bound and associated with carbonate-silica-albite alteration with minor sulphide.

AUSTRALASIA

AUSTRALIA

Australia – Sunrise Dam

Description

Sunrise Dam, which is wholly-owned, is located 220 kilometres northeast of Kalgoorlie and 55 kilometres south of Laverton in Western Australia. Mining of the Crown Pillar at the base of the 490m deep pit was completed in early 2014. Underground mining, which is conducted by a contract mining company, is the primary source of ore, with supplementary mill feed provided by stockpiles. Ore is treated via conventional gravity and carbon-in-leach (CIL) processing plant, with a nameplate capacity of 2.5Mt per annum, which is owner-managed.

Open pit production began in 1997 and has now been completed at a final depth of 500m below surface. Underground mining commenced in 2003 with a number of different mining methods being applied, depending on the style of mineralisation and grade of the geological domain.

Power at Sunrise Dam is self-generated and the mine uses natural gas supplied by APA Operations (Pty) Limited.

Geology

Gold ore at Sunrise Dam is structurally and lithologically controlled within gently dipping high strain shear zones and steeply dipping brittle-ductile low strain shear zones. Host rocks include andesitic volcanic rocks, volcanogenic sediments and magnetic shales.

Australia - Tropicana

Description

Tropicana, a joint venture between AngloGold Ashanti (70% and manager) and Independence Group NL (30%), is located 200 kilometres east of Sunrise Dam and 330 kilometres east-northeast of Kalgoorlie. First gold was poured ahead of schedule and on budget in September 2013, following development approval in November 2010. The open pit operation features a large scale, modern processing plant which uses conventional carbon-in-leach technology and includes high-pressure grinding rolls for energy-efficient comminution. Mining is carried out by a contract mining company and the plant, with a nameplate capacity of 5.8Mt per annum, is owner-managed.

The mine is a fly-in fly-out operation, with a mine site village and aviation services operated from Perth and Kalgoorlie. A 220 kilometres private road and the public road network provide access for the delivery of supplies to the operation.

The Tropicana JV includes approximately 2,863km2 of tenure in the prospective Tropicana belt, with active exploration programmes seeking both satellite extensions to the Tropicana Gold Mine and discoveries with standalone potential.

Power is supplied to the mine by on site gas and diesel power stations, natural gas is supplied by APA Operations (Pty) Limited.

Geology

Gold mineralisation at Tropicana occurs in high metamorphic grade gneissic rocks, which dip gently to the south east. Mineralisation is structurally controlled and occurs within a preferred host unit within the gneissic package. Post mineralisation faulting has separated the once continuous ore zone, with the open pits developed on each of the fault bounded blocks.

THE AMERICAS

UNITED STATES OF AMERICA

United States of America – Cripple Creek & Victor

Description

AngloGold Ashanti holds a 100 percent interest in Cripple Creek & Victor (CC&V) Gold Mining Company’s Cresson Project, located in the state of Colorado in the United States. A surface mining operation provides ore to a crusher and valley-leach facility, one of the largest in the world. Production here began in 1994. Production from the mine life extension (MLE1) project, which involved expanding capacity at the heap-leach pad, began in 2011. A further life extension and production expansion project (MLE2), approved in 2012, is in implementation phase and is expected to increase production from 2015. The power for the mine is purchased from Black Hills Energy. The mine became operational in 1976. The mine has been operated by AngloGold Ashanti since 1999.

Geology

The district of Cripple Creek is centered on an intensely altered alkaline, Tertiary-aged, diatreme-volcanic, intrusive complex, approximately circular in shape covering 18.4 square kilometres and surrounded by Precambrian rocks. The Precambrian rocks consist of biotite gneiss, granodiorite and quartz monzonite and granite.

Geologic events that created the intersection of these Precambrian units also formed an area of regional dilation which, subsequently, facilitated the formation of the volcanic complex. The majority of the complex thenin-filled with the eruptive phase of the Cripple Creek Breccia host rock. This complex was subsequently intruded by a series of intrusive dykes and sills that include syenites, phonolites, phonotephrites and lamprophyres. These intrusives occupy all of the dominant district structural orientations. District structures are generally near vertical and strike north-north-west tonorth-east. These structures acted as primary conduits for the late-stage gold mineralising solutions. Higher grade pods of mineralisation occur at structural intersections and/or as sheeted veins along zones of strike deflection. High-grade gold mineralisation is associated with K-feldspar + pyrite +/- carbonate alteration and occurs within the major structural and intrusive dyke zones. The broader zones of disseminated mineralisation occur primarily as micro-fractured halos around the stronger alteration zones in the more permeable Cripple Creek Breccia wall rocks.

The average depth of oxidation is 120 metres and is also developed along major structural zones to even greater depths. Individual orebodies can be tabular, pipe-like, irregular or massive. Individual gold particles are generally less than 20 microns in size. Gold occurs primarily as gold tellurides, gold-silver tellurides or their oxidized equivalents. It can also occur as native gold, native gold with pyrite or native gold with iron and manganese oxides. Silver is present but is economically unimportant. Gold mineralisation can be encapsulated by iron and manganese oxides, pyrite, K-feldspar alteration and minor quartz.

Cripple Creek & Victor – Summary of metallurgical operations

Gold plants

Capacity (000 tonnes/month)

- crushed ore production

1,607

- total ore production

1,757

- solution processed

2,630

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ARGENTINA

Argentina – Cerro Vanguardia

Description

AngloGold Ashanti has a 92.5 percent interest in Cerro Vanguardia with Fomicruz (the province of Santa Cruz) owning the remaining 7.5 percent. Located to the northwest of Puerto San Julian in the province of Santa Cruz, Cerro Vanguardia consists of multiple small open pits. Shallow underground mining began in 2010 to access high-grade material and accounts for about 23 percent of the mine’s production. The heap leaching operation started in 2012. The orebodies comprise a series of hydrothermal vein deposits containing gold and large quantities of silver, which is mined as a by-product. Ore is processed at the metallurgical plant which has a capacity of 3,150 tonnes per day and includes a cyanide recovery facility. Power for the mine is self-generated but operated by an external contractor. The mine has been operated by AngloGold Ashanti since 1998.

Geology

The oldest rocks in this part of Patagonia are metamorphics of the Precambrian-Cambrian age. These are overlain by Permian and Triassic continental clastic rocks which have been faulted into a series of horsts and grabens and are associated with both limited basaltic sills and dykes and with calc-alkaline granite and granodiorite intrusions. Thick andesite flows of Lower Jurassic age occur above these sedimentary units. A large volume of rhyolitic ignimbrites was emplaced during the Middle and Upper Jurassic age over an area of approximately 100,000 square kilometres. These volcanic rocks include the Chon Aike formation ignimbrite units that host the gold bearing veins at Cerro Vanguardia. Post-mineral units include Cretaceous and Tertiary rocks of both marine and continental origin, the Quaternary La Avenida formation, the Patagonia gravel and the overlying La Angelita basalt flows. These flows do not cover the area of the Cerro Vanguardia veins.

Gold and silver mineralisation at Cerro Vanguardia occurs within a vertical range of about 150 metres to 200 metres in a series of narrow, banded quartz veins that occupy structures within the Chon Aike ignimbrites. These veins form a typical structural pattern related to major north-south (Concepcion) and east-west (Vanguardia) shears. Two sets of veins have formed in response to this shearing. One set of veins strikes about N40W and generally dips 65 to 90 degrees to the east; while the other set strikes about N75W and the veins dip 60 degrees to 80 degrees to the south.

The veins are typical of epithermal, low-temperature, adularia-sericite character and consist primarily of quartz in several forms: as massive quartz, banded chalcedonic quartz, and quartz-cemented breccias. Dark bands in the quartz are due to finely disseminated pyrite, now oxidised to limonite. The veins show sharp contacts with the surrounding ignimbrite which hosts narrow stockwork zones that are weakly mineralised and appear to have been cut by a sequence of north-east-trending faults that have southerly movement with no appreciable lateral displacement.

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BRAZIL

Brazil – AngloGold Ashanti Córrego do Sítio Mineração (AGA Mineração)

Description

AngloGold Ashanti Córrego do Sítio Mineração (AGA Mineração) comprises two operational units, namely the Cuiabá and the Córrego do Sítio complexes.

The Cuiabá complex includes the Cuiabá and Lamego mines and the Cuiabá and Queiroz plants. In operation for 29 years,The Cuiabá and Lamego mines are located near Sabará, southeast and east respectively of the city of Belo Horizonte, the capital of Minas Gerais State, in the southeast of Brazil. The Cuiabá mine is a mix of sublevel benchcut-and-fill and cut-and-fill minelong hole stoping accessed by ramp and shaft. Lamego is a new mine developed to mine an underground sulphide ore. The first stage of the processing of the ore from Cuiabá and Lamego mines is in the gold plant at the Cuiabá complex, where concentrate is produced. The material is then transported 15 kilometres by aerial ropeway to the Queiroz plant where milling, flotation, roasting, leaching, precipitation and refining occur. Total capacity of the complete circuit is 1.7 million tonnes per year and recoveries of 93 percent are achieved. Power for the mine is both self-generated and supplied by Cemig a state owned company. The CuiabaCuiabá mine became operational in 1988 and the Lamego mine in 2009. However some of the older mines which are now closed have been operating since 1834.

The Córrego do Sítio operation(CdS) is located in the Municipality of Santa Bárbara, 60 kilometres east of the city of Belo Horizonte, the capital of Minas Gerais state. The southern portion of this mining complex is referred to as CdS I while the northern portion (formerly known as São Bento) has been renamed CdS II. CdS comprises one surface (oxide) and two sub-level stoping underground (sulphide) mines, as well as a heap leach pad and sulphide plant, the latter originally acquired from Eldorado late in 2008 was refurbished and brought into operation in January 2012. There are two metallurgical plants in CdS: the heap-leach plant for the oxide ore and the sulphide plant. The sulphide process consists of crushing, grinding and gravity concentration, flotation, thickening, acidulation, pressure oxidation (POX autoclave), CCD (counter current decantation), CIL extraction, elution, neutralisation, electro winning and tailings disposal. The plant and POX circuit have a capacity as of 600ktpy. The heap-leaching process consists of crushing, agglomeration, stacking, leaching, adsorption, elution and electro winning. Power is supplied to CdS by Cemig a state owned company.

Geology

The area in which Brasil Mineração is located is known as the Iron Quadrangle and is host to historic and current gold mining operations, as well as a number of open-pit limestone and iron ore operations. The geology of the Iron Quadrangle is composed of Proterozoic and Archaeanvolcano-sedimentary sequences andPre-Cambrian granitic complexes. The host to the gold mineralisation is the volcano-sedimentary Nova Lima Group (NLG) that occurs at the base of the Rio das Velhas SuperGroup (RDVS). The upper sequence of the RDVS is the meta-sedimentary Maquiné Group. Cuiabá mine, located at Sabara Municipality, has gold mineralisation associated with sulphides and quartz veins in Banded Ironstone Formation (BIF) and

volcanic sequences. At this mine, structural control and fluids flow ascension are the most important factors for gold mineralisation with a common association between large-scale shear zones and their associated structures. Where BIF is mineralised the ore appears strongly stratiform due to the selective sulphidation of the iron rich layers. Steeply plunging shear zones tend to control the ore shoots, which commonly plunge parallel to intersections between the shears and other structures.

The controlling mineralisation structures are the apparent intersection of thrust faults with tight isoclinal folds in a ductile environment. The host rocks at Brasil Mineração are BIF, Lapa Seca and mafic volcanics (principally basaltic). Mineralisation is due to the interaction of low salinity carbon dioxide rich fluids with the high-iron BIF, basalts and carbonaceous graphitic schists. Sulphide mineralisation consists of pyrrhotite and pyrite with subordinate pyrite and chalcopyrite; the latter tends to occur as a late-stage fracture fill and is not associated with gold mineralisation. Wallrock alteration is typically carbonate, potassic and silicic.

Brazil – Summary of metallurgical operations

 

    Corrego do Sitio   Corrego do Sito   AngloGold Ashanti Mineração   Serra Grande   
    Oxide   Sulphide   Cuiaba   Raposos      

Capacity

(000 tonnes/month)

   38       50       147       28       108    

Brazil – Serra Grande

Description

Serra Grande is located in central Brazil, in the state of Goiás, about 5five kilometers from the city of Crixás. Serra Grande comprises three mechanised underground mines: Mina III (which includes orebody IV), Mina Nova (which includes the Pequizão orebody) and Palmeiras – and an open pit in the outcrop of Mina III orebodies. Recently a newA gold bearing quartz vein was identified just beneath Pequizão Orebody and a new decline is being developed from Mina III (orebody IV) to access and expose this new orebody named Ingá, wichwhich contains high grade content.ore. One dedicated metallurgical plant treats ore from these different sources. The annual capacity of the processing circuit, which has grinding, leaching, filtration, precipitation and smelting facilities, is 1.3 million tonnes. The power for the mine is supplied and purchased in the open market. The mine became operational in 1989 and has been operated by AngloGold Ashanti since 1999.

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Geology

The gold ore deposits are located in the Rio Vermelho and Ribeirão das Antas Formations of the Archaean Pilar de Goia’s Group which account together for a large proportion of the Crixás Greenstone Belt in central Brazil.

The stratigraphy of the belt is dominated by basics and ultrabasics in the lower sequences with volcano sedimentary units forming the upper successions.

The gold deposits are hosted in a sequence of schists, meta volcanics and dolomites occurring in a typical greenstone belt structural setting. Gold mineralisation is associated with massive sulphides and vein quartz material associated with carbonaceous and sericitic schists and dolomites. The oreshoots plunge to the north-west with dipping between 6six and 35 degrees. The stratigraphy is overturned and thrusted towards the east, being recognized different shear thrust structures that are stacked and controls the mineralization,mineralisation, behaving as frontal and lateral ramps and horses.

The greenstone belt lithologies are surrounded by Archaean tonalitic gneiss and granodiorites of TTG suite. The metamorphic sediments are primarily composed of quartz, chlorite, sericite, carbonaceous material and garnetiferous schists. The carbonates have been metamorphosed to ferroan dolomite marble with development of siderite and ankerite veining in the surrounding wallrock, usually associated with quartz veins. The basalts are relatively unaltered but do show pronounced stretching with elongation of pillow structures being evident.

The Crixás greenstone belt comprises a series of Archaean to Palaeoproterozoic metavulcanics, metasediments and basement granitoids stacked within a series of north to north-east transported thrust sheet. Thrusting (D1) was accompanied by significant F1 folding/foliation development and progressive alteration in a brittle-ductile regime. D1 thrusting was developed with irregular thrust ramp geometry, in part controlled by concealed early basin faults. The main Crixás orebodies are adjacent to a majornorth-northwest structural corridor, and up the main fault ramp/corner, to become dispersed to the east and north in zones of foreland thrust flats. Fluid alteration also diminished to the west away from the main fault corner. A series of concealed east-west tonorthwest-southeast basement block faults may have provided secondary fluid migration, and development of earlyanti-formal warps in the thrust sheets; these structures probably define thequasi-regular spacing of significant mineralisation within the belt. The D1 thrust stack was gently folded bynon-cylindrical folds. Gold mineralising fluids probably migrated during this event, with similarsouth-south-west tonorth-north-east migration, and focusing on bedding slip during folding. Gold mineralisation became minor and dispersed to the north and east along the formal thrust flat zone. Concentrations of gold along the case of quartz vein may be due to the damming of fluids migrating upward along layering.

105


ORE RESERVES

The combined Proven and Probable Ore Reserve of the group amounted to 57.551.7 million ounces as at 31 December 2014.2015.

Ore Reserve estimates are reported in accordance with the requirements of the SEC’s Industry Guide 7. Accordingly, as of the date of reporting, all Ore Reserves are planned to be mined out under the life-of-mine plans within the period of AngloGold Ashanti’s existing rights to mine, or within the renewal periods of AngloGold Ashanti’s rights to mine. In addition, as of the date of reporting, all Ore Reserves are covered by required mining permits. See “Item 4B.: Business overview – The regulatory environment enabling AngloGold Ashanti to mine”.permits or there is a high probability that these approvals will be secured.

AngloGold Ashanti has standard procedures for the estimation of Ore Reserve. These standard procedures are performed by technical personnel at the mining operations and reviewed by regional and corporate competent persons.

In the case of its underground mines, the procedure is as follows: Firstly, gold content and tonnage are estimated for in-situ mineralized material at a mining operation. This mineralized material is not necessarily economically viable over the full extent of the operation. Exclusions on the grounds of safety (for example, stability pillars and shaft pillars) are then also defined. Grade-tonnage curves specific for each of the deposits, in conjunction with parameters such as the cost structure; yield;structure, yield, mine call factor and gold price estimates are used to determine an optimal mining mix. This process facilitates the determination of the average grade to be mined by each operation. This grade is then applied to the grade-tonnage curves, which in turn facilitates the determination of the cut-off grade and Ore Reserve tonnage for the operation. A full mine design is carried out on the blocks of mineralized material, excluding any large mining areas that do not meet the cut-off grade criterion. This mining plan is reviewed to ensure that it satisfies the economic criteria and practical limitations of access and timing. If the review process is positive then the mineralized material (with dilution and discounts) included in the mining plan is declared and published as the Ore Reserve for that operation.

In the case of open-pit mines the procedure is as follows: revenue and costs are calculated for each mining block within a three-dimensional model of the ore body using estimated values for gold price, operating costs and metallurgical recoveries. An optimizationoptimisation process is then applied to determine the combination of blocks within the model that make a positive contribution under these estimations. Block selection is within a shell whose limits are defined by the planned slope angles of the pit. Within this process, a cut-off grade is applied which determines the ore blocks to be treated and included in the Ore Reserve. These blocks are scheduled with consideration being given to practical mining constraints and limitations. Scheduled ore blocks that are classified as Proven or Probable constitute the Ore Reserve.

The gold price and exchange rate used for determining the 20142015 and 20132014 Ore Reserve are outlined in the following table.

 

    2014
(3 year
average)
   2014
(Business
Plan)
   2013
(3 year
average)
   

 

Units  

 

Ore Reserve Gold Price

   1,448     1,100     1,550     US$ per ounce    
    2015
(3 year
average)
   2015
(Business
Plan)
   2014
(3 year
average)
   

 

Units  

 

Ore Reserve Gold Price

   1,278     1,100     1,448     US$ per ounce    

As in prior years, the Ore Reserve determined from the planning process was then tested for economic viability at the three-year historical average gold price shown in the above table for determining the SEC compliant Ore Reserve. This did not result in any changes. The resultant SEC compliant Proven and Probable Ore Reserve is shown in the following pages.

In Australia and South Africa, AngloGold Ashanti is legally required to publicly report Ore Reserve and Mineral Resource according to the Australasian Code for Reporting of Exploration Results, Mineral Resources and Ore Reserves (The JORC Code, 2012 edition) and the South African Code for Reporting of Exploration Results, Mineral Resources and Mineral Reserves (The SAMREC Code, 2007 edition and amended July 2009). The SEC’s Industry Guide 7 does not recognize Mineral Resources. Accordingly, AngloGold Ashanti does not report estimates of Mineral Resource in this annual report on Form 20-F.

The AngloGold Ashanti Ore Reserve reduceddecreased from 67.9Moz in57.5Moz as at 31 December 20132014 to 57.5Moz in51.7Moz as at 31 December 2014.2015. This gross annual decrease of 10.5Moz5.8Moz includes depletion of 4.9Moz4.3Moz and the sale of Navachab 1.9Moz. The remaining reductionCC&V (3.7Moz), which were partly offset by 2.2Moz of 3.7Mozadditions in Ore Reserve resultsresulting from changes in economic assumptions between 20132014 and 2014 which resulted in a reduction of 3.0Moz to the Ore Reserve, whilst exploration and modelling changes resulted in a decrease of a further 0.7Moz.2015.

106


The principal changes in AngloGold Ashanti’s Ore Reserves as at 31 December 2014,2015, compared with those published as at 31 December 20132014, are as follows:

 

ORE RESERVE     Moz
Ore Reserve as at 31 December 20132014  67.957.5

Disposal - Navachab– CC&V

    (1.9)-3.7
   SubtotalSub Total  66.153.8

Depletion

    (4.9)-4.3
   SubtotalSub Total  61.149.5

Additions

    

Siguri

Inclusion of fresh rock for the Kami deposit0.6

Sunrise DamIduapriem

  Exploration success at Vogueand mine optimisation as well as the addition of new areas such as the spent heap leach and Block 5  0.40.8

Obuasi

Updated Feasibility study and introduction of a revised mining method for narrow lodes and inclusion of Cote D’or0.5

Other

  Additions less than 0.3Moz  1.01.4
   SubtotalSub Total  63.152.2

Reductions

    

ObuasiKopanang

  Initial results of feasibility studyRevised mining strategy in order to maximise the cash flow.  (2.6)

Mponeng

Revisions to the Carbon Leader Reef (CLR) and Ventersdorp Contact Reef (VCR) models due to new exploration and development data(1.3)

Moab Khotsong (Including Great Noligwa)

New surface exploration data led to revision of the project Zaaiplaats models(0.8)

CC&V

Increased costs and reduction in sub marginal ounces(0.4)-0.4

Other

  Reductions less than 0.3Moz  (0.5)-0.1

Ore Reserve as at 31 December 20142015

  57.551.7

AngloGold Ashanti strives to actively create value by growing its major asset – the Ore Reserve. This drive is based on a well-defined brownfields and greenfields exploration programme, innovation in both geological modeling and mine planning and optimizationoptimisation of its asset portfolio.

The Ore Reserve estimates in this document include the Ore Reserve below the current infrastructure in the case of the underground mines. These include mines which are in production in South Africa, Ghana, Democratic Republic of the CongoDRC and Brazil.

By-products

Several by-products are recovered as a result of the processingexploitation of gold Ore Reserve. TheseThe by-product Ore Reserves include 122.58118.38 million pounds of uranium oxide from the South African operations, 0.350.32 million tons of sulphur from Brazil and 25.0626.0 million ounces of silver from Argentina.

External reviews of Mineral Resource and Ore Reserve Statement

During the course of 2014,2015, the following AngloGold Ashanti operations were subjected to external reviews in line with the policy that each operation / project will be reviewed by an independent third party on average once every three years:

 

Mineral Resource and Ore Reserve at MponengTropicana

Mineral Resource and Ore Reserve at Moab KhotsongAGA Mineraçáo Cuiabá and Lamego

Mineral Resource and Ore Reserve at IduapriemGeita

Mineral Resource and Ore Reserve at Sunrise DamSiguiri

Mineral Resource and Ore Reserve at Cerro Vanguardia

Mineral Resource and Ore Reserve at Serra Grande

Mineral Resource and Ore Reserve at Obuasi

107


The company has been informed that the external reviews identified no material shortcomings in the process by which AngloGold Ashanti’sof evaluation of the grade models were evaluated.and estimation of the Ore Reserves. The external reviews were conducted by the following companies The Mineral Corporation (Mponeng and Moab Khotsong Mines), Coffey Mining (Iduapriem Mine), Snowden (Sunrise Dam Mine)companies: Golder Associates (Tropicana), Optiro (Cerro Vanguardia(AGA Mineraçáo Cuiabá and Serra Grande Mines), AMEC (Obuasi Mineral Resource)Lamego, Geita and SRK (Obuasi – Mineral Resource and Ore Reserve)Siguiri).

Competent Persons

The information in this report relating Ore Reserves is based on information compiled by or under the supervision of the Competent Persons as defined in the JORC or SAMREC Codes. All Competent Persons are employed by AngloGold Ashanti, unless stated otherwise, and have sufficient experience relevant to the style of mineralisation and type of deposit under consideration and to the activity which they are undertaking. The Competent Persons consent to the inclusion of Ore Reserve information in this report, in the form and context in which it appears. Details of the Competent Persons per operation are given in the Mineral Resource and Ore Reserve Report 2015, which is available on the corporate website. The legal tenure of each operation and project has been verified to the satisfaction of the accountable Competent Person and all Ore Reserves have been confirmed to be covered by the required mining permits or there is a high probability that these permits will be issued.

During the pastOver more than a decade, the company has developed and implemented a rigorous system of internal and external reviews aimed at providing assurance in respect of Ore Reserve estimates were completed by suitably qualified Competent Persons from within AngloGold Ashanti. A documented chain of responsibility exists from the Competent Persons at the operations to the company’s Mineral Resource and Ore Reserve Steering Committee. Accordingly, the Chairman of the AngloGold Ashanti Mineral Resource and Ore Reserve Steering Committee, VA Chamberlain, MSc (Mining Engineering), BSc (Hons) (Geology), MGSSA, FAusIMM, assumes responsibility for the Mineral Resource and Ore Reserve processes for AngloGold Ashanti and is satisfied that the Competent Persons have fulfilled their responsibilities.

108


 

 
Ore Reserve: Imperial  At 31 December 2014   At 31 December 2015     
  Proven Ore Reserve(1)(2)   Probable Ore Reserve(1)(2)   Metallurgical   Proven Ore Reserve (1) (2)   Probable Ore Reserve (1) (2)   Metallurgical   Cut-off 
          Gold           Gold   Recovery   Tons(5)   Grade   Gold
Content (1)
   Tons(5)   Grade   Gold
Content (1)
   Recovery
Factor
   Grade (13) 
  Tons(5)   Grade Content (1)   Tons(5)   Grade Content (1)   Factor   (million)   (oz/ton)   (Moz)   (million)   (oz/ton)   (Moz)   percent   (oz/ton) 
  (million)   (oz/ton)   (Moz))   (million)   (oz/ton)   (Moz)   percent 

 

 

South Africa

                              

Vaal River(6)

                              

Great Noligwa(10)

   0.00     0.000     0.00     0.00     0.000     0.00     0.0   

Kopanang

   2.00     0.174     0.35     5.11     0.176     0.90     94.3      1.90     0.187     0.35     2.01     0.200     0.40     95.3-95.5 (4)     0.278  

Moab Khotsong(2)

   2.95     0.268     0.79     15.73     0.298     4.69     95.0-96.0 (4)  

Moab Khotsong (2) (10)

   2.82     0.238     0.67     15.79     0.291     4.59     96.0-96.3 (4)     0.120-0.177 (4)  

West Wits

                              

Mponeng(2)

   2.39     0.252     0.60     44.02     0.280     12.33     97.7-98.1 (4)     1.89     0.233     0.44     42.20     0.291     12.30     97.6-98.2(4)     0.122-0.208 (4)  

TauTona

   0.51     0.261     0.13     4.59     0.233     1.07     96.9      0.74     0.287     0.21     3.82     0.220     0.84     97.0-97.3(4)     0.228-0.232 (4)  

 

 

Surface

                              

Surface sources(6)(11)

   139.26     0.006     0.86     717.60     0.008     5.73     30.0-88.0 (4)  

Surface sources(6) (11)

   129.5     0.006     0.79     705.90     0.008     5.54     40.0-92.0 (4)     0.006-0.015 (4)  

 

 

Continental Africa

                              

Democratic Republic of the Congo

                              

Kibali (45 percent)(2)(3)

   2.66     0.051     0.14     38.46     0.125     4.80     84.5-88.9 (9)  

Kibali (45 percent) (2) (3)

   2.01     0.053     0.11     37.61     0.124     4.66     84.5-88.9(9)     0.044-0.073 (4)  

 

 

Ghana

                              

Iduapriem

   11.23     0.034     0.38     27.10     0.049     1.32     92.0-95.0 (4)     3.68     0.023     0.09     54.28     0.040     2.18     94.5     0.024-0.027 (4)  

Obuasi(2)

   8.07     0.147     1.19     18.97     0.216     4.10     41.0-87.0 (4)     0.00     0.000     0.00     21.55     0.267     5.74     86.9     0.128-0.146 (4)  

 

 

Guinea

                              

Siguiri (85 percent)(3)

   27.59     0.018     0.49     77.24     0.023     1.75     88.0-93.1 (4)     29.99     0.018     0.53     66.43     0.023     1.56     88.0-93.0(4)     0.012-0.021 (4)  

 

 

Mali

                              

Morila (40 percent)(3)

   0.00     0.000     0.00     5.43     0.018     0.10     57.0-91.0 (4)     0.00     0.000     0.00     6.82     0.016     0.11     57.0-91.0(4)     0.014-0.027 (4)  

Sadiola (41 percent)(3)

   0.00     0.000     0.00     25.95     0.061     1.57     75.0-96.0 (4)     0.00     0.000     0.00     27.90     0.060     1.69     75.0-96.0(4)     0.025-0.032 (4)  

 

 

Namibia

              

Navachab(12)

   0.00     0.000     0.00     0.00     0.000     0.00     0.0   

 

Tanzania

                              

Geita

   0.00     0.000     0.00     31.54     0.098     3.10     48.1-92.7 (4)  

Geita(14)

   0.00     0.000     0.00     26.71     0.097     2.60     89.3-92.7(4)     0.029-0.048 (4)  

 

 

Australasia

                              

Australia

                              

Sunrise Dam

   15.18     0.031     0.47     8.46     0.096     0.81     80.0-82.5 (4)     14.12     0.030     0.43     9.64     0.086     0.82     80.6     0.032  

Tropicana (70 percent)(3)

   15.98     0.056     0.89     22.62     0.059     1.35     89.9      14.48     0.049     0.71     19.50     0.058     1.13     90.3     0.015-0.020 (4)  

 

 

Americas

                              

Argentina

                              

Cerro Vanguardia (92.5 percent)(3)(7)

   10.75     0.035     0.37     6.63     0.139     0.92     61.3-95.0 (4)  

Cerro Vanguardia (92.5 percent)(3) (7)

   8.03     0.028     0.22     8.42     0.119     1.00     61.3-95.4(4)     0.014-0.131 (4)  

 

 

Brazil

                              

AGA Mineraçáo(2)(8)

   4.90     0.147     0.72     6.89     0.158     1.09     85.0-93.3 (4)  

AGA Mineraçáo(2) (8)

   3.43     0.151     0.52     6.25     0.163     1.02     65.0-93.3(4)     0.020-0.132 (4)  

Serra Grande(2)

   3.00     0.080     0.24     2.80     0.092     0.26     92.0-94.0 (4)     2.14     0.084     0.18     2.70     0.090     0.24     88.0-94.0 (4)     0.062  

 

 

United States of America

                              

Cripple Creek & Victor

   118.73     0.023     2.72     64.01     0.019     1.24     53.0-83.2 (4)  

Cripple Creek & Victor(12)

   0.00     0.000     0.00     0.00     0.000     0.00     0.0     0.000  

 

 

Total

   365.20     0.028     10.35     1,123.14     0.042     47.12       214.46     0.024     5.25     1,057.55     0.044     46.42      

 

 

 
(1) 

Ore Reserve includes marginally economic and diluting materials delivered for treatment and allow for losses that may occur during mining.

(2)(2)

Proven and/or Probable Ore Reserve includes Ore Reserve below infrastructure. See table that follows.

(3)

Ore Reserve attributable to AngloGold Ashanti’s percentage interest shown.

(4) 

Recovery factor variesand cut-off grade vary according to ore type.

(5)

Tons refers to a short ton, which is equivalent to 2000 pounds avoirdupois.

(6)

The Vaal Reef Ore Reserve includes 118.38 million pounds of Uranium oxide by-products; this cannot be accounted for by individual mine as Kopanang, Moab Khotsong and Surface sources in Vaal River feed to a combination of plants.

(7)

The Ore Reserve contains 26.01 million ounces of silver to be recovered as a by-product.

(8)

The Ore Reserve contains 0.32 million tons of sulphur to be recovered as a by-product.

(9)

Open pit and underground mining, respectively.

(10)

Great Noligwa is reported under Moab Khotsong.

(11)

Includes Mine Waste Solutions (MWS).

(12)

Operation sold.

(13)

In-situ cut-off grade.

(14)

Refractory Stockpile removed from Ore Reserve.

Rounding may result in computational differences.

The 2015 Proven and Probable Ore Reserve includes Ore Reserve below infrastructure in the case of the following underground mines currently in production:

Mine  Tons (millions)  Grade (ounces/ton)  

Gold Content

(million ounces)

Moab Khotsong

  11.29  0.28  3.21

Mponeng

  29.63  0.29  8.56

Kibali

  16.19  0.17  2.73

Obuasi

  2.49  0.63  1.57

AGA Mineração

  1.79  0.16  0.29

Serra Grande

  0.78  0.12  0.09

Total

  62.18  0.26  16.45

The Ore Reserve has been determined based on completed economic studies.

 

 
Ore Reserve: Imperial  At 31 December 2014     
   Proven Ore Reserve (1) (2)   Probable Ore Reserve (1) (2)   Metallurgical   Cut-off 
   Tons(5)   Grade   Gold
Content (1)
   Tons(5)   Grade   Gold
Content (1)
   Recovery
Factor
   Grade (13) 
   (million)   (oz/ton)   (Moz)   (million)   (oz/ton)   (Moz)   percent   (oz/ton) 

 

 

South Africa

                

Vaal River(6)

                

Great Noligwa(10)

   0.00     0.000     0.00     0.00     0.000     0.00     0.0     0.000  

Kopanang

   2.00     0.174     0.35     5.11     0.176     0.90     94.3     0.265-0.277 (4)  

Moab Khotsong (2)

   2.95     0.268     0.79     15.73     0.298     4.69     95.0-96.0(4)     0.133-0.161 (4)  

West Wits

                

Mponeng(2)

   2.39     0.252     0.60     44.02     0.280     12.33     97.7-98.1(4)     0.122-0.230 (4)  

TauTona

   0.51     0.261     0.13     4.59     0.233     1.07     96.9     0.219-0.250 (4)  

 

 

Surface

                

Surface sources(6) (11)

   139.26     0.006     0.86     717.60     0.008     5.73     30.0-88.0 (4)     0.006-0.012 (4)  

 

 

Continental Africa

                

DemocraticRepublic of the Congo

                

Kibali (45 percent) (2) (3)

   2.66     0.051     0.14     38.46     0.125     4.80     84.5-88.9(9)     0.044-0.070 (4)  

 

 

Ghana

                

Iduapriem

   11.23     0.034     0.38     27.10     0.049     1.32     92.0-95.0(4)     0.017-0.022 (4)  

Obuasi(2)

   8.07     0.147     1.19     18.97     0.216     4.10     41.0-87.0(4)     0.125-0.152 (4)  

 

 

Guinea

                

Siguiri (85 percent)(3)

   27.59     0.018     0.49     77.24     0.023     1.75     88.0-93.1(4)     0.012-0.018 (4)  

 

 

Mali

                

Morila (40 percent)(3)

   0.00     0.000     0.00     5.43     0.018     0.10     57.0-91.0(4)     0.014-0.027 (4)  

Sadiola (41 percent)(3)

   0.00     0.000     0.00     25.95     0.061     1.57     75.0-96.0(4)     0.025-0.032 (4)  

 

 

Namibia

                

Navachab(12)

   0.00     0.000     0.00     0.00     0.000     0.00     0.0     0.000  

 

 

Tanzania

                

Geita

   0.00     0.000     0.00     31.54     0.098     3.10     48.1-92.7(4)     0.029-0.069 (4)  

 

 

Australasia

                

Australia

                

Sunrise Dam

   15.18     0.031     0.47     8.46     0.096     0.81     80.0-82.5(4)     0.038  

Tropicana (70 percent)(3)

   15.98     0.056     0.89     22.62     0.059     1.35     89.9     0.020  

 

 

Americas

                

Argentina

                

Cerro Vanguardia (92.5 percent)(3) (7)

   10.75     0.035     0.37     6.63     0.139     0.92     61.3-95.0(4)     0.014-0.131 (4)  

 

 

Brazil

                

AGA Mineraçáo(2) (8)

   4.90     0.147     0.72     6.89     0.158     1.09     85.0-93.3(4)     0.015-0.128 (4)  

Serra Grande(2)

   3.00     0.080     0.24     2.80     0.092     0.26     92.0-94.0(4)     0.050-0.059 (4)  

 

 

United States of America

                

Cripple Creek & Victor(12)

   118.73     0.023     2.72     64.01     0.019     1.24     53.0-83.2 (4)     0.007  

 

 

Total

   365.20     0.028     10.35     1,123.14     0.042     47.12      

 

 
(1)

Ore Reserve includes marginally economic and diluting materials delivered for treatment and allow for losses that may occur during mining.

(2)

Proven and/or Probable Ore Reserve includes Ore Reserve below infrastructure. See table that follows.

(3)

Ore Reserve attributable to AngloGold Ashanti’s percentage interest shown.

(4)

Recovery factor and cut-off grade vary according to ore type.

(5) 

Tons refers to a short ton, which is equivalent to 2000 pounds avoirdupois.

(6) 

The Vaal Reef Ore Reserve includes 122.58 million pounds of Uranium oxide by-products; this cannot be accounted for by individual mine as Kopanang, Moab Khotsong and Surface sources in Vaal River feed to a combination of plants.

(7) 

The Ore Reserve contains 25.06 million ounces of silver to be recovered as a by-product.

(8) 

The Ore Reserve contains 0.35 million tons of sulphur to be recovered as a by-product.

(9) 

Open pit and underground mining, respectively.

(10) 

No Ore Reserve is declared for 2014 – Great Noligwa is reported under Moab Khotsong.

(11) 

Includes Mine Waste Solutions (MWS).

(12) 

Operation sold.

(13)

In-situ cut-off grade.

Rounding may result in computational differences.

109


The 2014 Proven and Probable Ore Reserve includes Ore Reserve below infrastructure in the case of the following underground mines currently in production:

 

Mine  Tons (millions)   Grade (ounces/ton)   Gold Content
  (million ounces)  Tons (millions)  Grade (ounces/ton)  

Gold Content

(million ounces)

Moab Khotsong

   11.74     0.285    3.34  11.74  0.285  3.34

Mponeng

   30.46     0.280    8.54  30.46  0.280  8.54

Kibali

   18.65     0.169    3.15  18.65  0.169  3.15

Obuasi

   1.75     0.631    1.11  1.75  0.631  1.11

AGA Mineração

   3.49     0.156    0.54  3.49  0.156  0.54

Serra Grande

   0.71     0.098    0.07  0.71  0.098  0.07

Total

   66.81     0.251    16.75  66.81  0.251  16.75

The Ore Reserve has been determined based on completed economic studies.

110


Ore Reserve: Imperial  

At 31 December 2013

 
   Proven Ore Reserve(1)(2)   Probable Ore Reserve(1)(2)   Metallurgical 
           Gold           Gold   Recovery 
   Tons(5)   Grade Content (1)   Tons(5)   Grade Content (1)   Factor 
   (million)   (oz/ton)   (Moz)   (million)   (oz/ton)   (Moz)   percent 

 

 

South Africa

              

Vaal River(6)

              

Great Noligwa

   1.64     0.242     0.40     0.38     0.214     0.08     94.5   

Kopanang

   2.42     0.188     0.45     5.06     0.197     1.00     95.5   

Moab Khotsong(2)

   1.37     0.331     0.45     19.62     0.289     5.67     95.1-96.0 (4)  

West Wits

              

Mponeng(2)

   3.08     0.255     0.79     46.98     0.293     13.78     97.9-98.4(4)  

Savuka(10)

   0.00     0.00     0.00     0.00     0.000     0.00     0.00   

TauTona

   0.69     0.273     0.19     4.56     0.263     1.20     97.3   

 

 

Surface

              

Surface sources(6)(11)

   157.00     0.006     1.00     730.25     0.008     5.89     57.6-90(4)  

 

 

Continental Africa

              

Democratic Republic of the Congo

              

Kibali (45 percent)(2)(3)

   2.67     0.069     0.18     41.04     0.121     4.98     94.5-88.9 (9)  

 

 

Ghana

              

Iduapriem

   15.04     0.032     0.47     30.40     0.049     1.50     95.0   

Obuasi(2)

   19.94     0.175     3.50     28.41     0.163     4.64     85.4   

 

 

Guinea

              

Siguiri (85 percent)(3)

   37.17     0.018     0.68     57.88     0.020     1.17     88.0-90.0 (4)  

 

 

Mali

              

Morila (40 percent)(3)

   0.00     0.000     0.00     0.63     0.070     0.04     88.8-91.0 (4)  

Sadiola (41 percent)(3)

   0.00     0.000     0.00     25.49     0.056     1.43     76.0-94.0 (4)  

Yatela (40 percent)(3)(10)

   0.00     0.000     0.00     0.00     0.000     0.00     0.00   

 

 

Namibia

              

Navachab*

   0.00     0.000     0.00     51.08     0.038     1.92     88.6   

 

 

Tanzania

              

Geita

   0.00     0.000     0.00     40.70     0.096     3.90     46.2-100.0 (4)  

 

 

Australasia

              

Australia

              

Sunrise Dam

   16.47     0.032     0.54     6.83     0.094     0.64     85.5   

Tropicana (70 percent)(3)

   19.21     0.066     1.27     23.10     0.059     1.36     90.0   

 

 

Americas

              

Argentina

              

Cerro Vanguardia (92.5 percent)(3)(7)

   11.32     0.030     0.34     8.05     0.153     1.23     61.3-94.3 (4)  

 

 

Brazil

              

AGA Mineraçáo(2)(8)

   5.49     0.148     0.81     8.66     0.134     1.16     88.0-93.0 (4)  

Serra Grande

   3.77     0.080     0.30     2.70     0.098     0.26     92.1   

 

 

United States of America

              

Cripple Creek & Victor

   134.49     0.025     3.31     66.85     0.021     1.40     43.0-95.0 (4)  

 

 

Total

   431.77     0.034     14.68     1,198.70     0.044     53.26    

 

 

 

 
Ore Reserve: Metric At 31 December 2015 
  Proven Ore Reserve (1) (2)  Probable Ore Reserve (1) (2)  Metallurgical  Cut-off 
  Tonnes(6)  Grade  Gold
Content
  Tonnes (6)  Grade  Gold
Content
  Recovery
Factor
  Grade(13) 
  (million)  (g/t)  (tonnes)  (million)  (g/t)  (tonnes)  percent  (g/t) 

 

 

South Africa

        

Vaal River (5)

        

Kopanang

  1.72    6.40    11.02    1.83    6.86    12.52    95.3-95.5 (4)    9.52   

Moab Khotsong (2) (10)

  2.56    8.17    20.90    14.32    9.96    142.67    96.0-96.3(4)    4.12-6.08 (4)  

West Wits

        

Mponeng (2)

  1.71    7.98    13.66    38.29    9.99    382.53    97.6-98.2(4)    4.17-7.14 (4)  

TauTona

  0.67    9.83    6.56    3.47    7.54    26.16    97.0-97.3(4)    7.83-7.96 (4)  

 

 

Surface

        

Surface sources (5) (11)

  117.25    0.21    24.70    640.39    0.27    172.20    40.0-92.0 (4)    0.21-0.51 (4)  

 

 

Continental Africa

        

DemocraticRepublic of the Congo

        

Kibali (45 percent) (2) (3)

  1.82    1.83    3.34    34.12    4.25    145.07    84.5-88.9(9)    1.52-2.50 (4)  

 

 

Ghana

        

Iduapriem

  3.34    0.79    2.65    49.24    1.38    67.81    94.5     0.83-0.92 (4)  

Obuasi (2)

  0.00    0.00    0.00    19.55    9.14    178.65    86.9     4.40-5.00 (4)  

 

 

Guinea

        

Siguiri (85 percent) (3)

  27.20    0.61    16.53    60.27    0.80    48.50    88.0-93.0(4)    0.42-0.72 (4)  

 

 

Mali

        

Morila (40 percent) (3)

  0.00    0.00    0.00    6.19    0.56    3.45    57.0-91.0(4)    0.49-0.92 (4)  

Sadiola (41 percent) (3)

  0.00    0.00    0.00    25.31    2.07    52.44    75.0-96.0(4)    0.85-1.10 (4)  

 

 

Tanzania

        

Geita(14)

  0.00    0.00    0.00    24.23    3.33    80.74    89.3-92.7(4)    1.00–1.63 (4)  

 

 

Australasia

        

Australia

        

Sunrise Dam

  12.81    1.04    13.29    8.74    2.93    25.63    80.6     1.11   

Tropicana (70 percent) (3)

  13.14    1.67    21.98    17.69    1.98    35.06    90.3     0.50-0.70 (4)  

 

 

Americas

        

Argentina

        

Cerro Vanguardia (92.5 percent) (3) (7)

  7.29    0.95    6.94    7.64    4.08    31.13    61.3-95.4(4)    0.47-4.50 (4)  

 

 

Brazil

        

AGA Mineraçáo (2) (8)

  3.11    5.17    16.07    5.67    5.59    31.67    65.0-93.3(4)    0.70-4.53 (4)  

Serra Grande (2)

  1.94    2.88    5.59    2.45    3.10    7.60    88.0-94.0 (4)    2.11   

 

 

United States of America

        

Cripple Creek & Victor (12)

  0.00    0.00    0.00    0.00    0.00    0.00    0.0     0.00   

 

 

Total

  194.56    0.84    163.24    959.40    1.50    1,443.83    

 

 
(1)

Ore Reserve includes marginally economic and diluting materials delivered for treatment and allow for losses that may occur during mining.

(2)

Proven and/or Probable Ore Reserve includes Ore Reserve below infrastructure. See table that follows.

(3)

Ore Reserve attributable to AngloGold Ashanti’s percentage interest shown.

(4) 

Recovery factor variesand cut-off grade vary according to ore type.

(5) 

Tons refers to a short ton, which is equivalent to 2000 pounds avoirdupois.

(6)

The Vaal Reef Ore Reserve includes 127.64 million pounds53.7 thousand tonnes of Uranium oxide by-products; this cannot be accounted for by individual mine as Great Noligwa, Kopanang, Moab Khotsong and Surface sources in Vaal River feed to a combination of plants.

(6)

Tonnes refers to a metric tonne which is equivalent to 1000 kilograms.

(7) 

The Ore Reserve contains 29.58 million ounces808.91 tonnes of silver to be recovered as a by-product.

(8) 

The Ore Reserve contains 0.420.29 million tonstonnes of sulphur to be recovered as a by-product.

(9) 

Open pit and underground mining, respectively.

(10)

No Ore ReserveGreat Noligwa is declared for 2013.reported under Moab Khotsong.

(11) 

Includes Mine Waste Solutions (MWS).

* On 10 February 2014, AngloGold Ashanti announced that it had signed a binding agreement to sell Navachab subject to certain conditions.
(12)

Operation sold.

(13)

In-situ cut-off grade.

(14)

Refractory Stockpile removed from Ore Reserve.

Rounding may result in computational differences.

111


The 20132015 Proven and Probable Ore Reserve includes Ore Reserve below infrastructure in the case of the following underground mines currently in production:

 

Mine  Tons (millions)  Grade (ounces/ton)  

Gold Content

(million ounces)

  Tonnes (millions)  Grade (grams/tonne)  Gold Content (tonnes)

Moab Khotsong

  15.46  0.268  4.14  10.24  9.75  99.89

Mponeng

  25.69  0.354  9.09  26.88  9.90  266.21

Kibali

  21.70  0.165  3.58  14.69  5.77  84.76

Obuasi

  3.30  0.382  1.26  2.26  21.57  48.72

AGA Mineração

  3.99  0.134  0.53  1.63  5.61  9.13

Serra Grande

  0.71  4.00  2.84

Total

  70.14  0.265  18.60  56.41  9.07  511.55

The Ore Reserve has been determined based on completed economic studies.

112


 
Ore Reserve: Metric  

At 31 December 2014

  At 31 December 2014 
  Proven Ore Reserve(1)(2)   Probable Ore Reserve(1)(2)   Metallurgical 
  

Tonnes(6)

(million)

   

Grade

(g/t)

   Gold   

Tonnes(6)

(million)

   

Grade

(g/t)

   Gold   Recovery  Proven Ore Reserve (1) (2) Probable Ore Reserve (1) (2) Metallurgical Cut-off 
  Content   Content   factor  Tonnes(6) Grade Gold
Content
 Tonnes (6) Grade Gold
Content
 Recovery
Factor
 Grade(13) 
  (tonnes)   (tonnes)   percent  (million) (g/t) (tonnes) (million) (g/t) (tonnes) percent (g/t) 

 

 

South Africa

                      

Vaal River(5)

                      

Great Noligwa(10)

   0.00     0.00     0.00     0.00     0.00     0.00     0.0     0.00    0.00    0.00    0.00    0.00    0.00    0.0     0.00   

Kopanang

   1.81     5.98     10.83     4.64     6.04     28.00     94.3     1.81    5.98    10.83    4.64    6.04    28.00    94.3     9.08-9.49(4)  

Moab Khotsong(2)

   2.68     9.20     24.61     14.27     10.23     145.89     95.0-96.0 (4)    2.68    9.20    24.61    14.27    10.23    145.89    95.0-96.0 (4)    4.55-5.51(4)  

West Wits

                      

Mponeng(2)

   2.16     8.64     18.71     39.94     9.60     383.43     97.7-98.1 (4)    2.16    8.64    18.71    39.94    9.60    383.43    97.7-98.1(4)    4.17-7.89(4)  

TauTona

   0.47     8.93     4.16     4.16     7.99     33.26     96.9     0.47    8.93    4.16    4.16    7.99    33.26    96.9     7.50-8.57(4)  

 

 

Surface

                      

Surface sources(5)(11)

   126.33     0.21     26.89     651.00     0.27     178.13     30.0-88.0 (4)    126.33    0.21    26.89    651.00    0.27    178.13    30.0-88.0(4)    0.19-0.41(4)  

 

 

Continental Africa

                      

Democratic Republic of the Congo

                      

Kibali (45 percent)(2)(3)

   2.41     1.76     4.25     34.89     4.28     149.44     84.5-88.9 (9)    2.41    1.76    4.25    34.89    4.28    149.44    84.5-88.9(9)    1.52-2.40(4)  

 

 

Ghana

                      

Iduapriem

   10.19     1.15     11.74     24.58     1.67     41.11     92.0-95.0 (4)    10.19    1.15    11.74    24.58    1.67    41.11    92.0-95.0(4)    0.58-0.77(4)  

Obuasi(2)

   7.32     5.05     36.7     17.21     7.40     127.45     41.0-87.0 (4)    7.32    5.05    36.7    17.21    7.40    127.45    41.0-87.0(4)    4.30-5.20(4)  

 

 

Guinea

                      

Siguiri (85 percent)(3)

   25.03     0.61     15.16     70.07     0.77     54.29     88.0-93.1 (4)    25.03    0.61    15.16    70.07    0.77    54.29    88.0-93.1(4)    0.42-0.62(4)  

 

 

Mali

                      

Morila (40 percent)(3)

   0.00     0.00     0.00     4.92     0.63     3.11     57.0-91.0 (4)    0.00    0.00    0.00    4.92    0.63    3.11    57.0-91.0(4)    0.49-0.92(4)  

Sadiola (41 percent)(3)

   0.00     0.00     0.00     23.55     2.08     48.98     75.0-96.0 (4)    0.00    0.00    0.00    23.55    2.08    48.98    75.0-96.0(4)    0.85-1.10(4)  

 

 

Namibia

                      

Navachab(12)

   0.00     0.00     0.00     0.00     0.00     0.00     0.0     0.00    0.00    0.00    0.00    0.00    0.00    0.0     0.00   

 

 

Tanzania

                      

Geita

   0.00     0.00     0.00     28.61     3.37     96.29     48.1-92.7 (4)    0.00    0.00    0.00    28.61    3.37    96.29    48.1-92.7(4)    1.00-2.35(4)  

 

 

Australasia

                      

Australia

                      

Sunrise Dam

   13.77     1.07     14.77     7.68     3.29     25.24     80.0-82.5 (4)    13.77    1.07    14.77    7.68    3.29    25.24    80.0-82.5(4)    1.29   

Tropicana (70 percent)(3)

   14.50     1.92     27.79     20.52     2.04     41.85     89.9     14.50    1.92    27.79    20.52    2.04    41.85    89.9     0.70   

 

 

Americas

                      

Argentina

                      

Cerro Vanguardia (92.5 percent)(3)(7)

   9.76     1.18     11.55     6.01     4.78     28.73     61.3-95.0 (4)    9.76    1.18    11.55    6.01    4.78    28.73    61.3-95.0(4)    0.47-4.50(4)  

 

 

Brazil

                      

AGA Mineraçáo(2)(8)

   4.45     5.05     22.48     6.25     5.42     33.86     85.0-93.3 (4)    4.45    5.05    22.48    6.25    5.42    33.86    85.0-93.3(4)    0.50-4.39(4)  

Serra Grande(2)

   2.72     2.75     7.47     2.54     3.15     8.00     92.0-94.0 (4)    2.72    2.75    7.47    2.54    3.15    8.00    92.0-94.0(4)    1.73-2.03(4)  

 

 

United States of America

                      

Cripple Creek & Victor

   107.71     0.79     84.64     58.07     0.66     38.44     53.0-83.2 (4)  

Cripple Creek & Victor(12)

  107.71    0.79    84.64    58.07    0.66    38.44    53.0-83.2(4)    0.23   

 

 

Total

   331.30     0.97     322.03     1,018.90     1.44     1,465.51      331.30    0.97    322.03    1,018.90    1.44    1,465.51    

 

 
(1)(1) 

Ore Reserve includes marginally economic and diluting materials delivered for treatment and allow for losses that may occur during mining.

(2)

Proven and/or Probable Ore Reserve includes Ore Reserve below infrastructure. See table that follows.

(3)

Ore Reserve attributable to AngloGold Ashanti’s percentage interest shown.

(4)

Recovery factor variesand cut-off grade vary according to ore type.

(5)

The Vaal Reef Ore Reserve includes 55.6 thousand tonnes of Uranium oxide by-products; this cannot be accounted for by individual mine as Great Noligwa, Kopanang, Moab Khotsong and Surface sources in Vaal River feed to a combination of plants.

(6) 

Tonnes refers to a metric tonne which is equivalent to 1000 kilograms.

(7)

The Ore Reserve contains 779.61 tonnes of silver to be recovered as a by-product.

(8)

The Ore Reserve contains 0.32 million tonnes of sulphur to be recovered as a by-product.

(9)

Open pit and underground mining, respectively.

(10)

No Ore Reserve is declared for 2014 – Great Noligwa is reported under Moab Khotsong.

(11)

Includes Mine Waste Solutions (MWS).

(12)(12) 

Operation sold.

(13)

In-situ cut-off grade.

Rounding may result in computational differences.

113


The 2014 Proven and Probable Ore Reserve includes Ore Reserve below infrastructure in the case of the following underground mines currently in production:

 

Mine  Tonnes (millions)  Grade (grams/tonne)  Gold Content (tonnes)

Moab Khotsong

  10.65  9.76  103.91

Mponeng

  27.63  9.61  265.57

Kibali

  16.92  5.79  97.98

Obuasi

  1.59  21.65  34.43

AGA Mineração

  3.17  5.34  16.91

Serra Grande

  0.65  3.37  2.17

Total

  60.61  8.60  520.96

114


Ore Reserve: Metric  

At 31 December 2013

 
   Proven Ore Reserve(1)(2)   Probable Ore Reserve(1)(2)   Metallurgical 
   

Tonnes(6)

(million)

   

Grade

(g/t)

   Gold   

Tonnes(6)

(million)

   

Grade

(g/t)

   Gold   Recovery 
       Content       Content   factor 
       (tonnes)       (tonnes)   percent 

 

 

South Africa

              

Vaal River(5)

              

Great Noligwa

   1.48     8.31     12.33     0.35     7.35     2.56     94.5   

Kopanang

   2.19     6.46     14.15     4.59     6.77     31.09     95.5   

Moab Khotsong(2)

   1.24     11.34     14.11     17.79     9.91     176.29     95.1-96.0 (4)  

 

 

West Wits

              

Mponeng(2)

   2.80     8.73     24.44     42.62     10.06     428.63     97.9-98.4 (4)  

Savuka(10)

   0.00     0.00     0.00     0.00     0.00     0.00     0.00   

TauTona

   0.62     9.36     5.85     4.14     9.02     37.33     97.3   

 

 

Surface

              

Surface sources(5)(11)

   142.43     0.22     31.18     662.48     0.28     183.18     57.6-90(4)  

 

 

Continental Africa

              

Democratic Republic of the Congo

              

Kibali (45 percent)(2)(3)

   2.43     2.36     5.71     37.23     4.16     154.98     94.5-88.9 (9)  

 

 

Ghana

              

Iduapriem

   13.64     1.08     14.75     27.58     1.69     46.54     95.0   

Obuasi(2)

   18.09     6.02     108.87     25.77     5.60     144.36     85.4   

 

 

Guinea

              

Siguiri (85 percent)(3)

   33.72     0.62     21.03     52.51     0.69     36.26     88.0-90.0 (4)  

 

 

Mali

              

Morila (40 percent)(3)

   0.00     0.00     0.00     0.57     2.40     1.38     88.8-91.0 (4)  

Sadiola (41 percent)(3)

   0.00     0.00     0.00     23.13     1.93     44.53     76.0-94.0 (4)  

Yatela (40 percent)(3)(10)

   0.00     0.00     0.00     0.00     0.00     0.00     0.00   

 

 

Namibia

              

Navachab*

   0.00     0.00     0.00     46.34     1.29     59.65     88.6   

 

 

Tanzania

              

Geita

   0.00     0.00     0.00     36.92     3.28     121.29     46.2-100.0 (4)  

 

 

Australasia

              

Australia

              

Sunrise Dam

   14.94     1.11     16.65     6.20     3.22     19.97     85.5   

Tropicana (70 percent)(3)

   17.43     2.26��    39.43     20.96     2.02     42.36     90.0   

 

 

Americas

              

Argentina

              

Cerro Vanguardia (92.5 percent)(3)(7)

   10.27     1.04     10.63     7.30     5.23     38.20     61.3-94.3 (4)  

 

 

Brazil

              

AGA Mineraçáo(2)(8)

   4.98     5.08     25.33     7.85     4.58     35.97     88.0-93.0 (4)  

Serra Grande

   3.42     2.74     9.38     2.45     3.35     8.22     92.1   

 

 

United States of America

              

Cripple Creek & Victor

   122.01     0.84     102.83     60.65     0.72     43.67     43.0-95.0 (4)  

 

 

Total

   391.70     1.17     456.65     1,087.44     1.52     1,656.45    

 

 
(1)

Ore Reserve includes marginally economic and diluting materials delivered for treatment and allow for losses that may occur during mining.

(2)

Proven and/or Probable Ore Reserve includes Ore Reserve below infrastructure. See table that follows.

(3)

Ore Reserve attributable to AngloGold Ashanti’s percentage interest shown.

(4)

Recovery factor varies according to ore type.

(5)

The Vaal Reef Ore Reserve includes 57.9 thousand tonnes of Uranium oxide by-products; this cannot be accounted for by individual mine as Great Noligwa, Kopanang, Moab Khotsong and Surface sources in Vaal River feed to a combination of plants.

(6)

Tonnes refers to a metric tonne which is equivalent to 1000 kilograms.

(7)

The Ore Reserve contains 920 tonnes of silver to be recovered as a by-product.

(8)

The Ore Reserve contains 0.38 million tonnes of sulphur to be recovered as a by-product.

(9)

Open pit and underground mining, respectively.

(10)

No Ore Reserve is declared for 2013.

(11)

Includes Mine Waste Solutions (MWS).

Mine  Tonnes (millions)  Grade (grams/tonne)  Gold Content (tonnes)

Moab Khotsong

  10.65  9.76  103.91

Mponeng

  27.63  9.61  265.57

Kibali

  16.92  5.79  97.98

Obuasi

  1.59  21.65  34.43

AGA Mineração

  3.17  5.34  16.91

Serra Grande

  0.65  3.37  2.17

Total

  60.61  8.60  520.96

* On 10 February 2014, AngloGold Ashanti announced that it had signed a binding agreement to sell Navachab subject to certain conditions.

Rounding may result in computational differences.The Ore Reserve has been determined based on completed economic studies.

115


The 2013 Proven and Probable Ore Reserve includes Ore Reserve below infrastructure in the case of the following underground mines currently in production:

Mine  Tonnes (millions)  Grade (grams/tonne)  Gold Content (tonnes)

Moab Khotsong

  14.03  9.18  128.75

Mponeng

  23.31  12.13  282.63

Kibali

  19.69  5.66  111.33

Obuasi

  2.99  13.11  39.23

AGA Mineração

  3.62  4.58  16.57

Total

  63.63  9.09  578.52

116


Stockpiles: Imperial

Stockpiles are previously mined ore scheduled for future process plant feed. The Proven and Probable Ore Reserve includes the following stockpile material:

 

 

 
Stockpiles  

At 31 December 2014

   At 31 December 2015 

 

 
  Tons (million)   Grade (ounces/ton)   

Gold content

(million ounces)

   Tons (million)   Grade (ounces/ton)   

Gold content

(million ounces)

 

 

 

South Africa

            

Surface sources(2)

   856.86     0.008     6.59      835.15     0.008     6.33   

 

 

Continental Africa

            

Ghana

            

Iduapriem

   4.30     0.025     0.11      13.30     0.021     0.28   

Obuasi

   5.37     0.057     0.31   

 

 

Guinea

            

Siguiri (85 percent)(1)(3)

   62.81     0.017     1.04      65.21     0.017     1.09   

 

 

Mali

            

Morila (40 percent)(1)

   5.20     0.016     0.08      6.82     0.016     0.11   

Sadiola (41 percent)(1)

   1.87     0.058     0.11      2.38     0.057     0.14   

 

Namibia

      

Navachab(4)

   0.00     0.000     0.00   

 

 

Tanzania

            

Geita

   7.13     0.034     0.24      7.41     0.033     0.24   

 

 

Australasia

            

Australia

            

Sunrise Dam

   15.18     0.031     0.47      14.12     0.030     0.43   

Tropicana (70 percent)(1)

   4.17     0.027     0.11      7.21     0.030     0.22   

 

 

Americas

            

Argentina

            

Cerro Vanguardia (92.5 percent)(1)

   12.10     0.020     0.24      11.61     0.019     0.22   

 

 

Brazil

            

Serra Grande

   0.32     0.052     0.02      0.14     0.052     0.01   

 

 

United States of America

            

Cripple Creek & Victor

   1.33     0.036     0.05   

Cripple Creek & Victor(4)

   0.00     0.000     0.00   

 

 

 

(1)

Ore Reserve attributable to AngloGold Ashanti’s percentage interest shown.

(2)

Centralised operations treating material on surface that was previously generated by several underground operations.

((3)3)

Spent heap included in Ore Reserve.

((4)4)

Operation sold.

Rounding may result in computational differences.

117


Stockpiles: Imperial

Stockpiles are previously mined ore scheduled for future process plant feed. The Proven and Probable Ore Reserve includes the following stockpile material:

 

 

 
Stockpiles  At 31 December 2013   At 31 December 2014 

 

 
  Tons (million)   Grade (ounces/ton)   Gold content
(million ounces)
   Tons (million)   Grade (ounces/ton)   

Gold content

(million ounces)

 

 

 

South Africa

            

Surface sources(2)

   887.26     0.008     6.89      856.86     0.008     6.59   

 

 

Continental Africa

            

Ghana

            

Iduapriem

   7.81     0.025     0.19      4.30     0.025     0.11   

Obuasi

   6.57     0.058     0.38      5.37     0.057     0.31   

 

 

Guinea

            

Siguiri (85 percent)(1)(3)

   65.75     0.016     1.08      62.81     0.017     1.04   

 

 

Mali

            

Morila (40 percent)(1)

   0.19     0.033     0.01      5.20     0.016     0.08   

Sadiola (41 percent)(1)

   2.91     0.032     0.09      1.87     0.058     0.11   

 

 

Namibia

            

Navachab*

   14.62     0.021     0.31   

Navachab(4)

   0.00     0.000     0.00   

 

 

Tanzania

            

Geita

   11.55     0.036     0.41      7.13     0.034     0.24   

 

 

Australasia

            

Australia

            

Sunrise Dam

   16.47     0.032     0.54      15.18     0.031     0.47   

Tropicana (70 percent)(1)

   2.04     0.060     0.12      4.17     0.027     0.11   

 

 

Americas

            

Argentina

            

Cerro Vanguardia (92.5 percent)(1)

   12.00     0.017     0.20      12.10     0.020     0.24   

 

 

Brazil

            

Serra Grande

   0.20     0.048     0.01      0.32     0.052     0.02   

 

 

United States of America

            

Cripple Creek & Victor(4)

   0.71     0.032     0.02      1.33     0.036     0.05   

 

 

 

(1)

Ore Reserve attributable to AngloGold Ashanti’s percentage interest shown.

(2)

Centralised operations treating material on surface that was previously generated by several underground operations.

(3)

Spent heap included in Ore Reserve.

* On 10 February 2014, AngloGold Ashanti announced that it had signed a binding agreement to sell Navachab subject to certain conditions.
(4)

Operation sold.

Rounding may result in computational differences.

118


Stockpiles: Metric

Stockpiles are previously mined ore scheduled for future process plant feed. The Proven and Probable Ore Reserve includes the following stockpile material:

 

 

 
Stockpiles  At 31 December 2014   At 31 December 2015 

 

 
  Tonnes (million)   Grade (grams/tonne)   Gold content
(tonnes)
   Tonnes (million)   Grade (grams/tonne)   Gold content
(tonnes)
 

 

 

South Africa

            

Surface sources(2)

   777.33     0.26     205.02      757.64     0.26     196.90   

 

 

Continental Africa

            

Ghana

            

Iduapriem

   3.90     0.87     3.40      12.07     0.73     8.82   

Obuasi

   4.87     1.96     9.57   

 

 

Guinea

            

Siguiri (85 percent)(1)(3)

   56.98     0.57     32.45      59.16     0.57     33.83   

 

 

Mali

            

Morila (40 percent)(1)

   4.72     0.53     2.52      6.19     0.56     3.45   

Sadiola (41 percent)(1)

   1.70     2.00     3.39      2.16     1.96     4.22   

 

Namibia

      

Navachab(4)

   0.00     0.00     0.00   

 

 

Tanzania

            

Geita

   6.47     1.16     7.52      6.72     1.12     7.51   

 

 

Australasia

            

Australia

            

Sunrise Dam

   13.77     1.07     14.77      12.81     1.04     13.29   

Tropicana (70 percent)(1)

   3.78     0.94     3.57      6.54     1.03     6.71   

 

 

Americas

            

Argentina

            

Cerro Vanguardia (92.5 percent)(1)

   10.98     0.67     7.37      10.53     0.65     6.84   

 

 

Brazil

            

Serra Grande

   0.29     1.79     0.52      0.13     1.80     0.24   

 

 

United States of America

            

Cripple Creek & Victor

   1.20     1.22     1.47  

Cripple Creek & Victor(4)

   0.00     0.00     0.00   

 

 

 

(1)

Ore Reserve attributable to AngloGold Ashanti’s percentage interest shown.

((2)2)

Centralised operations treating material on surface that was previously generated by several underground operations.

(3)

Spent heap included in Ore Reserve.

(4)

Operation sold.

Rounding may result in computational differences.

119


Stockpiles: Metric

Stockpiles are previously mined ore scheduled for future process plant feed. The Proven and Probable Ore Reserve includes the following stockpile material:

 

 

 
Stockpiles  At 31 December 2013   At 31 December 2014 

 

 
  Tonnes (million)   Grade (grams/tonne)   Gold content
(tonnes)
   Tonnes (million)   Grade (grams/tonne)   Gold content
(tonnes)
 

 

 

South Africa

            

Surface sources(2)

   804.91     0.27     214.36      777.33     0.26     205.02   

 

 

Continental Africa

            

Ghana

            

Iduapriem

   7.08     0.86     6.06      3.90     0.87     3.40   

Obuasi

   5.96     1.99     11.86      4.87     1.96     9.57   

 

 

Guinea

            

Siguiri (85 percent)(1)(3)

   59.65     0.56     33.49      56.98     0.57     32.45   

 

 

Mali

            

Morila (40 percent)(1)

   0.17     1.14     0.20      4.72     0.53     2.52   

Sadiola (41 percent)(1)

   2.64     1.11     2.92      1.70     2.00     3.39   

 

 

Namibia

            

Navachab*

   13.26     0.73     9.66   

Navachab(4)

   0.00     0.00     0.00   

 

 

Tanzania

            

Geita

   10.48     1.22     12.83      6.47     1.16     7.52   

 

 

Australasia

            

Australia

            

Sunrise Dam

   14.94     1.11     16.65      13.77     1.07     14.77   

Tropicana (70 percent)(1)

   1.85     2.04     3.79      3.78     0.94     3.57   

 

 

Americas

            

Argentina

            

Cerro Vanguardia (92.5 percent)(1)

   10.89     0.58     6.27      10.98     0.67     7.37   

 

 

Brazil

            

Serra Grande

   0.19     1.65     0.31      0.29     1.79     0.52   

 

 

United States of America

            

Cripple Creek & Victor(4)

   0.64     1.09     0.70      1.20     1.22     1.47   

 

 

 

(1)

Ore Reserve attributable to AngloGold Ashanti’s percentage interest shown.

((2)2)

Centralised operations treating material on surface that was previously generated by several underground operations.

(3)

Spent heap included in Ore Reserve.

* On 10 February 2014, AngloGold Ashanti announced that it had signed a binding agreement to sell Navachab subject to certain conditions.
(4)

Operation sold.

Rounding may result in computational differences.

120


Drill hole spacing: Imperial

In determining the Proven and Probable Ore Reserve, AngloGold Ashanti applied the following drill hole spacing:

 

   Drill Hole Spacing
   Proven Ore Reserve Probable Ore Reserve

South Africa

   

Underground sources

 

Ore body opened up, developed and sampled on a 7 to 10 foot spacing on raise lines and on a 16 x 16 foot grid thereafter

 

 From a 131 x 131 foot spacing up to 3281 x 3281 foot spacing

Surface sources

 

164 x 164 footfeet to 1050 x 820 feet auger drilling, variable sampling strategies: Beltbelt samplers, cross stream residue samplers and bulk sampling campaigns

 

 Variable328 x 328 feet to 984 x 1230 feet auger drilling, variable sampling strategies: Beltbelt samplers, cross stream residue samplers

Continental Africa

   

Democratic Republic of the Congo

   

Kibali

 

16 x 33 feet, 66 x 66 feet

 

131 x 131 feet, 262 x 262 feet

Ghana

   

Iduapriem

 

33 x 39 feet, 33 x 49 feet, 66 x 49 feet, 66 x 66 feet, 82 x 82 feet, 164 x 164 feet

164 x 246 feet, 328 x 164 feet

 

164 x 164 feet, 164 x 246 feet, 164 x 328 feet,

328 x 246 feet

Obuasi

 

33 x 33 feet, 66 x 66 feet,

131 x 66 feet, 164 x 164 feet

 

98 x 98 feet, 164 x 164 feet,

197 x 197 feet

Guinea

   

Siguiri

 

16 x 33 feet, 16 x 39 feet, 33 x 33 feet

 

66 x 131 feet, 82 x 82 feet, 164 x 82 feet

Mali

   

Morila

 

33 x 33 feet

 

98 x 98 feet, 164 x 328 feet

Sadiola

 

16 x 33 feet, 20 x 39 feet, 82 x 82 feet

 

82 x 82 feet, 164 x 82 feet

Tanzania

   

Geita

 

16 x 33 feet

 

33 x 33 foot,feet, 66 x 66 feet, 82 x 82 feet, 131 x 66 feet, 131 x 131 feet

Australasia

   

Australia

   

Sunrise Dam

 

8223 x 8223 feet

 

66 x 66 feet, 131 x 131 feet

Tropicana

 

33 x 39 feet, 82 x 82 feet

 

164 x 164 feet

Americas

   

Argentina

   

Cerro Vanguardia

 

20 x 49 feet, 39 x 16 feet, 39 x 49 feet

 

131 x 131 feet

Brazil

   

AGA Mineraçáo

 

66 x 33 feet, 82 x 82 feet,

feet, 98 x 197 feet

 

82 x 131 feet, 98 x 82 feet, 164 x 98 feet, 164 x 164 feet, 33 x 197 feet, 98 x 197 feet, 410 x 82 feet

 

Serra Grande

 

 

33 x 33 feet, 66 x 33 feet

 

 

3382 x 6682 feet, 66 x 164 feet

 

United States of America

Cripple Creek & Victor

<98 x 98 feet

148 x 148 feet

121


Drill hole spacing: Metric

In determining the Proven and Probable Ore Reserve, AngloGold Ashanti applied the following table of drill hole spacing:

 

    Drill Hole Spacing
    Proven Ore Reserve  Probable Ore Reserve

South Africa

     

Underground sources

  

Ore body opened up, developed and sampled on a 2 to 3 metre spacing on raise lines and on a 5 x 5 metre grid thereafter

 

  From a 40 x 40 metre spacing up to 1000 x 1000 metre spacing

Surface sources

  

50 x 50 metre to 320 x 250 metre auger drilling, variable sampling strategies: Beltbelt samplers, cross stream residue samplers and bulk sampling campaigns

 

  Variable100 x 100 metre to 300 x 375 metre auger drilling, variable sampling strategies: Beltbelt samplers, cross stream residue samplers
Continental Africa     

Democratic Republic of the Congo

     

Kibali

  5 x 10 metre, 20 x 20 metre  40 x 40 metre, 80 x 80 metre

Ghana

     

Iduapriem

  

10 x 12 metre, 10 x 15 metre,

20 x 15 metre, 20 x 20 metre, 25 x 25 metre, 50 x 50 metre, 50 x 75 metre,

100 x 50 metre

50 x 50 metre, 50 x 75 metre, 100 x 50 metre

50 x 75 metre, 50 x 100 metre,

100 x 75 metre

Obuasi

  

10 x 10 metre, 20 x 20 metre,

40 x 20 metre, 50 x 50 metre

  30 x 30 metre, 50 x 50 metre, 60 x 60 metre

Guinea

     

Siguiri

  

5 x 10 metre, 5 x 12 metre,

10 x 10 metre

  20 x 40 metre, 25 x 25 metre, 50 x 25 metre

Mali

     

Morila

  10 x 10 metre  30 x 30 metre, 50 x 100 metre

Sadiola

  5 x 10 metre, 6 x 12 metre, 25 x 25 metre  25 x 25 metre, 50 x 25 metre

Tanzania

     

Geita

  5 x 10 metre  10 x 10 metre, 20 x 20 metre, 25 x 25 metre, 40 x 20 metre, 40 x 40 metre
Australasia     

Australia

     

Sunrise Dam

  257 x 257 metre  20 x 20 metre, 40 x 40 metre

Tropicana

  10 x 12 metre, 25 x 25 metre  50 x 50 metre
Americas     

Argentina

     

Cerro Vanguardia

  6 x 15 metre, 12 x 5 metre, 12 x 15 metre  40 x 40 metre

Brazil

     

AGA Mineraçáo

 

  

20 x 10 metre,

25 x 25 metre, 30 x 60 metre

 

  

25 x 40 metre, 30 x 25 metre, 50 x 30 metre, 50 x 50 metre, 10 x 60 metre, 30 x 60 metre, 125 x 25 metre

 

Serra Grande

 

  

10 x 10 metre, 20 x 10 metre

 

  

1025 x 2025 metre, 20 x 50 metre

 

United States of AmericaITEM 4A:

Cripple Creek & Victor

<30 x 30 metre45 x 45 metreUNRESOLVED STAFF COMMENTS

ITEM 4A:  UNRESOLVED STAFF COMMENTS

Not applicable.

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ITEM 5: OPERATING AND FINANCIAL REVIEW AND PROSPECTS

The following discussion provides information that management believes is relevant to an assessment and understanding of the consolidated financial condition and results of operations of AngloGold Ashanti Limited under IFRS for the three years ended and as at 31 December 2015, 2014 2013 and 2012.2013.

This item should be read in conjunction with the company’s consolidated financial statements and the notes thereto which are included under Item 18 of this annual report.

The principal accountant of AngloGold Ashanti has made reference to the work of other auditors in its report on the consolidated financial statements of AngloGold Ashanti Limited for the years ended 31 December 2014, 2013 and 2012 and therefore in compliance with Regulation S-X Rule 2-05 the separate reports of the other auditors are included in Item 18.

Overview

AngloGold Ashanti is a global gold mining company headquartered in Johannesburg, South Africa. AngloGold Ashanti’s main product is gold. As part of extracting gold the company also produces silver, uranium oxide and sulphuric acid as by-products. Revenue from the sale of by-products is recognised as a reduction of cost of sales in the consolidated statement of income. By-product revenue amounted to $132$127 million in 2014 (2013:2015 (2014: $130 million; 2013: $149 million; 2012: $206 million) out of total revenue of $5,378$4,174 million in 2014 (2013: $5,7082015 (2014: $5,110 million; 2012: $6,6322013: $5,383 million). See “Note 3 – Revenue” to the consolidated financial statements for additional information. The company sells its products on world markets.

AngloGold Ashanti conducts gold-mining operations in the following regions, which represent its business segments:

 

South Africa (comprising the Vaal River, West Wits and Surface Operations)

Continental Africa (comprising Ghana, Guinea, Mali, Namibia (sold June 2014), the DRC and Tanzania operations)Tanzania)

Australasia (comprising Australia)

Americas (comprising Argentina, Brazil and United States of America)America (sold August 2015))

In particular, AngloGold Ashanti has 2017 operations in the four regions comprising open-pit and underground mines and surface metallurgical plants, which are supported by extensive, yet focused exploration activities. For more information on the company’s business and operations, see “Item 4B.:4B: Business Overview – Products, operations and geographical locations”Overview”.

As at 31 December 20142015 the company had on an attributable basis, Proven and Probable Ore Reserves of approximately 57.551.7 million ounces (including joint ventures). For the year ended 31 December 2014,2015, AngloGold Ashanti had an attributable gold production of approximately 4.443.9 million ounces (including joint ventures).

AngloGold Ashanti’s costs and expenses consist primarily of production costs, amortisation, royalties, corporate administration, marketing and other expenses and exploration and evaluation costs. Production costs include salaries and wages, stores and other consumables (which include explosives, timber and other consumables), fuel, power and water, contractors’ costs and costs of environmental rehabilitation. The company’s mining operations consist of deep-level underground mines as well as open-pit operations, both of which are labour intensive, therefore salaries and wages isare a significant component of production costs.

Outlook

Gold production for 20152016 is forecast to be between 4.03.6 million and 4.33.8 million ounces reflecting Obuasi’s limited operations, the sale of Navachab and production decreases in Mali.ounces. Capital expenditure is expected to be approximately between $1.00 billion$790 million and $1.10 billion$850 million in 2015 (2014: $1.21 billion)2016 based on the following assumptions: R11.60/R15.00/$, $0.85/$0.70/A$, BRL2.60/BRL4.00/$ and ARS9.50/ARS14.90/$; Brent crude at $70$35 per barrel.

AngloGold Ashanti’s results of operations, financial condition and prospects, as well as the company’s ability to meet its targets, may be adversely affected by a number of factors, risks and uncertainties, some of which are beyond the company’s control, including gold prices, exchange rate fluctuations, inflation, as well as political, mining and other risks. In particular, our production outlook is subject to, among other things, labour disruptions, unplanned stoppages and safety-related interventions, the stability and availability of power as well as other operational risks. Certain of these risks, uncertainties and other factors are described in “Item 3D.:3D: Risk factors”. See also “Note regarding forward-looking statements”. Furthermore the forecast assumes no changes to the asset portfolio/operating mines.

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5A.

5A. OPERATING RESULTS

INTRODUCTION

The gold price started 2014 on a positive trajectory which was unexpected givendeclined during 2015 primarily due to the negative price actionstrength of the final quarter of 2013. It appeared that earlier trepidation aroundUS dollar. The US dollar appreciated steadily over the taperingcourse of the year in anticipation of the normalisation of interest rates. Following a meeting on 16 December 2015, the Federal Reserve’s quantitative easing programOpen Market Committee (FOMC) announced an increase of 25 basis points in the Federal Funds rate. This was the first increase in nine and a half years. Despite the fact that the majority of analysts had given way to a more bullish optimism on global growth.

The slow start tobeen expecting the year for the US economy on account of an extreme weather front, underpinnedmove, the gold price in the first quarter as many saw this slow start as a justification for the Federal Reserve to extend the tenor of its monetary stimulus. The Russian invasion of Ukraine in the first quarter of 2014 added further supportreacted negatively to the goldannouncement. Following the rate increase, the price which traded up to its higha low of $1,047 per ounce before strong physical demand stabilised the price. Towards the end of the year at $1,391/ozfurther adverse economic developments highlighted broader global economic weaknesses and put into question the sustainability of the increase in March 2014.US interest rates.

ThePhysical demand faced a number of challenges during the first half of 2015 mainly due to adverse weather conditions impacting jewellery demand from India as well as an economic slowdown and financial market turbulence in China. In the second half of the year, saw a turnaround of economic eventsjewellery demand increased across the board as consumers purchased more affordable gold jewellery (2,414 tonnes) and total coins & bars (1,011 tonnes).

Central banks’ demand for gold increased significantly in the US Dollar became the focus of attention; European growth was waning and there seemed to be no strategy or agreement amongst EU members on how to tackle it; Japan was not showing any convincing signs of extricating itself from decades of deflation and there was confirmation that China’s growth was slowing too. The news outsecond half of the US on the other hand was becoming more and more positive and hence attention was once again focused on Federal Reserve meetings for confirmation around the timingyear as a result of the end of the monetary stimulus and forward looking guidance on interest rates.

Against this backdrop, commodity prices sufferedaccelerated purchasing programmes as the Euro increasingly reflected investor concerns arounddiversification of foreign reserves remained a top priority. Russia led the EU member’s ability to agree and implement a suitable economic strategy to deal with Europe’s slowing economy. The US Dollar benefitted from this uncertainty as the market focus turned to speculation around the timing of interest rates hikesway by purchasing approximately 200 tonnes while Chinese central bank buying was estimated at 103 tonnes in the US.second half of 2015.

A stronger US Dollar with rising interest rates has historically beenGold ETFs were net negative for 2015 (133 tonnes) although sales occurred at a slower pace than in 2014 (185 tonnes) and 2013 (915 tonnes).

During the year gold (other factors being equal),traded up to a high of $1,306 per ounce (on 22 January 2015) and down to a low of $1,045 per ounce (on 3 December 2015). The biggest intraday move was recorded on 20 July 2015 when the gold price traded under pressure for the balance of 2014. Nevertheless, thedecreased by four percent from $1,132 per ounce to $1,088 per ounce. The average gold price for the year was $1,266/oz$1,159 per ounce and it closed the year ($1,183/oz) largely unchanged from its levelsat $1,060 per ounce, 10.2 percent lower than at the start of 2015.

In August 2015, AngloGold Ashanti completed its disposal of Cripple Creek & Victor (CC&V), its sole asset in North America, to Newmont Mining Corporation for proceeds of $819.4 million. See “Item 18: Note 10–Discontinued operations” for details of the year ($1,205/oz). This was contraryoperating results at the date of disposal.

The financial results of CC&V have been presented as discontinued operations in the consolidated financial statements and the comparative statements of operations and the statement of cash flows have been presented as if CC&V had been discontinued from the start of the comparative periods. The discussion of financial results of AngloGold Ashanti in this Operating and Financial review and Prospects relates to many analyst predictions, but these resultscontinuing operations only unless the context indicates otherwise.

The proceeds from the sale of CC&V were in line withprimarily used to execute a partial tender offer for the performance of most other precious metalscompany’s long-term debt under its 8.50 percent bonds due 2020. See “Item 5B: Liquidity and better than most commodities.Capital Resources”.

Key factors affecting results

Gold prices

AngloGold Ashanti’s operating results are directly related to the price of gold, which can fluctuate widely and is affected by numerous factors beyond its control, including investment, jewellery and industrial demand (particularly in China and India), expectations with respect to the rate of inflation, the strength of the US dollar (the currency in which the price of gold is generally quoted) and of other currencies, interest rates, actual or expected gold sales and purchases by central banks and the International Monetary Fund (“IMF”)(IMF), global or regional political or economic events, and production and cost levels in major gold-producing regions. In addition, the price of gold is often subject to sharp, short-term changes.

The current demand for and supply of gold may affect gold prices, but not necessarily in the same manner as current supply and demand affects the prices of other commodities. The supply of gold consists of a combination of new production and fabricated gold held by governments, public and private financial institutions, industrial organisations and private individuals. As the global gold production in any single year constitutes a small portion of the total potential supply of gold, short term variations in current production do not necessarily have a significant impact on the supply of gold or on its price.

The market for gold bullion bar, the company’s primary product, is generally limited to the bullion banks. The number of these banks has declined over the last few years. Additionally, due to the diversity and depth of the total gold market, the bullion banks do not possess significant pricing power. Approximately 37 percent of the group’s total gold produced was sold to two customers of the group in 2015.

The price of gold is often subject to sharp, short-term changes. The shift in gold demand from physical demand to investment and speculative demand may exacerbate the volatility of gold prices.

Yearly average spot gold prices have changed during the three years under review as follows:

 

2012 - $1,668 per ounce

2013 - $1,411 per ounce

2014 - $1,266 per ounce

2015 - $1,159 per ounce

The average of the spot gold price from 1 January 20152016 to 2318 March 20152016 was $1,221$1,175 per ounce. On 2318 March 2015,2016, the afternoon price for gold on the London Bullion Market was $1,186$1,255 per ounce.

If income from gold sales falls for an extended period below the company’s production costs at its operations, AngloGold Ashanti could determine that it is not economically feasible to continue production at some or all of its operations. Declining gold prices may also force a reassessment of the feasibility of a particular exploration or development project or projects, and could lead to the curtailment or suspension of such projects. A sustained decrease in gold prices may force the company to

124


change its dividend payment policies, reduce expenditures and undertake measures to address its cost base. In addition, the use of lower gold prices in reserve calculationsOre Reserve estimates and life-of-mine plans could result in material write-downs of the company’s investment in mining properties and increase amortisation, rehabilitation and closure charges.

Production levels

In addition to gold prices, AngloGold Ashanti’s gold income in any year is also influenced by its level of gold production. Production levels are in turn influenced by grades, tonnages mined and processed through the plant, and metallurgical recoveries. Attributable gold production (including joint ventures) improveddecreased from 4.114.4 million ounces in 20132014 to 4.443.9 million ounces in 2014.2015. The increasedecrease in production levels is due to a variety of factors, as follows:

 

South Africa: 618 percent decline in production in 20142015 primarily due to the earthquake near the Vaal River operations on 5 August 2014, which caused infrastructure damage, as well as safety related stoppages across the regional portfolio.portfolio as well as lower volumes and grades mined.

Continental Africa: 910 percent decline in production primarily due to the transitioning of Obuasi into a limited operations phase in 2015.

Australasia: 10 percent decline in production primarily due to lower grades mined at Sunrise Dam in 2015.

Americas: six percent increase in production primarily due to Kibali’s full year of production in 2014.

Australasia: 81 percenta 32,000oz increase in production primarilyat Cerro Vanguardia due to Tropicana’s full year of production in 2014.higher tonnes treated and higher grades mined.

Americas: production declined by 5,000oz from to 996,000oz in 2014 from 1,001,000oz in 2013 primarily due to low grades and negative stockpile movements.

Grades from gold ore bodies tend to decline as they mature over time. With a view to reversing the grade decline, the company embarked on the following initiatives:

Short-term: Ongoing deleveraging of the balance sheet to maintain sufficient liquidity and flexibility in a lower gold price environment, review of the asset portfolio with a view to reduce the net debt levels and balance the portfolio with more profitable ounces and maintain ongoing focus in the management of costs to deliver competitive all-in sustaining costs and all-in costs and continue to target sustainable cash generation.

Medium-term: Active exploration programmes to replenish depletion in existing ore bodies by mine life extensions and new mines.

Long-term: Technology project in South Africa with a view to using reef boring.

Concurrently, AngloGold Ashanti also embarked on ways of increasing the tonnage mined and processed, and processing improvements to enhance metallurgical recoveries.

Foreign exchange fluctuations

Production costs in all business segments are largely incurred in local currency where the relevant operation is located. US dollar denominated production costs and net income tend to be adversely impacted by local currency strength and favourably impacted by local currency weakness, assuming there are no other offsetting factors. AngloGold Ashanti’s financial results can be influenced significantly by the fluctuations in the South African Rand, Brazilian Real, Australian Dollar, and, to a lesser extent, the ArgentineanArgentinian Peso, Ghanaian Cedi and other local currencies. As set out below, during the year ended 31 December 2014,2015, the US dollar strengthened and the South African Rand, Australian dollar, Brazilian Real and Argentinean Peso weakened, which had a favourable impact on AngloGold Ashanti’s US Dollar denominated production costs.

 

Average annual exchange rates to the US dollar

  

2014

 

   

2013

 

   

2012

 

   

2015

 

   

2014

 

   

2013

 

 

South African Rand

   10.83     9.62     8.20     12.77     10.83     9.62  

Brazilian Real

   2.35     2.16     1.95     3.33     2.35     2.16  

Australian Dollar

   1.11     1.03     0.97     1.33     1.11     1.03  

Argentinian Peso

   8.12     5.48     4.55     9.26     8.12     5.48  

In 2014,2015, the company derived 6467 percent (58(60 percent including joint ventures) of its revenues from South Africa, Brazil, Australia and Argentina, and incurred 6267 percent (57(61 percent including joint ventures) of its production costs in these local currencies.South Africa, Brazil, Australia and Argentina. A one percent strengthening of these local currencies against the US dollar will result in an increase in total cash costs incurred of about $6 per ounce.

Certain exchange controls are currentlywere in force in most emerging markets in which the company operates during the period under review, including, for example, South Africa and Argentina. In the case of South Africa, although the exchange rate of the rand is primarily market determined, its value at any time may not be considered a true reflection of the underlying value while exchange controls exist. The government has indicated its intention to relax exchange controls over time. As exchange controls are relaxed, rand exchange rates will be more closely tied to market forces. It is not possible to predict whether or when this will occur or the future value of the rand. For a detailed discussion of these exchange controls, see “Item 10D.:10D: Exchange controls”. Funds in bank accounts in Argentina were subject to regulatory approvals before such funds could be transmitted until a new government elected in November 2015 started the process of easing controls and returning to an open economy and free market. During 2015 the group was not able to remit funds from Argentina due to the absence of necessary approvals.

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Production costs and effects of inflation

Production costs include salaries and wages, stores and other consumables (which include explosives, timber and other consumables), fuel, power and water, contractors’ costs and costs of environmental rehabilitation. The mining industry continues to experience price inflation for costs of inputs used in the production of gold, which leads to higher production costs reported by many gold producers.

AngloGold Ashanti is unable to control the prices at which it sells its gold. Accordingly, in the event of significant inflation in South Africa or, to a lesser extent, Brazil, Argentina or Australia, without a concurrent devaluation of the local currency or an increase in the price of gold, there could be a material adverse effect upon the company’s results and financial condition.

AngloGold Ashanti employs over 58,00052,000 people globally, most of whom are members of trade unions, particularly in South Africa, Continental Africa and the Americas. Salaries and wages account for a significant component of production costs and are impacted by annual wage increases.

Energy costs, comprising power, fuel and lubricants, are another material component of production costs. Due to the remote location of some of its mines in Continental Africa, AngloGold Ashanti uses fuel to generate power and uses fuel and lubricants at its mines to run its fleet and processing plants. The price of oil has recently been volatile, fluctuating between $55$35 and $115$66 per barrel of Brent crude in 2014.2015. AngloGold Ashanti estimates that for each $1 per barrel rise in the oil price, other factors remaining equal, the average total cash costs of all its operations increases by about $0.78$0.87 per ounce, with the cash costs of certain of the company’s mines, particularly Geita, Cripple Creek & Victor, Siguiri and Sadiola, which are more dependent on fuel, being more sensitive to changes in the price of oil. Energy costs, even in business segments which are supported by grid power, like South Africa, have increased considerably over the three year period, with price increases from Eskom (South Africa’s power utility) that exceeded average inflation. These increases have adversely impacted production costs.

AngloGold Ashanti has no influence over the cost of most consumables, many of which are linked to some degree to the price of oil and steel and in a number of cases have exceeded inflation. Furthermore, there has also been volatility recently in the price of steel, used in the manufacture of most forms of fixed and mobile mining equipment, which is a relatively large contributor to the operating costs and capital expenditure of a mine. All of these cost pressuresFluctuations in oil and steel prices have adversely impacted net income during the period.a significant impact on operating costs and capital expenditure.

Total group rehabilitation obligationprovisions for decommissioning and for restoration (excluding joint ventures) increased from $728 million in 2013 tototalled $851 million in 2014.2014 and $683 million in 2015. This change is attributable to the sale of Cripple Creek & Victor, which accounted for $116 million of this change, changes in discount rates due to changes inbased on global economic assumptions and changes in mine plans resultingand in changes in cash flows and changes inthe design of tailings storage facilities and in methodology following requests from the environmental regulatory authorities.

Royalties, which are generally calculated as a percentage of revenue, varied over the past three years from $164$124 million incurred in 20122013 to $129 million incurred in 20132014 and $131$100 million in 2014,2015, primarily due to the variations in the spot gold prices and production.

Royalties are likely to continue to vary in the coming years as in a number of jurisdictions host governments increasingly seek to obtain a higher share of revenue by increasing the royalty rates for gold mines.

Exploration and evaluation costs

The company has incurred exploration expenditure during the years ended 31 December 2012, 2013, 2014 and 20142015 in order to replenish depleting gold reservesOre Reserves and bring new ore bodies into pre-feasibility or feasibility. The exploration costs incurred over the last three fiscal years amounted to $395 million in 2012, $255$250 million in 2013, and $144$142 million in 2014.2014 and $132 million in 2015. Exploration expenditure was curtailed during 2014, with a significant cut back in brownfields and greenfields exploration as well as prefeasibility studies.

126


Corporate administration, marketing and other expenses

In order to meet AngloGold Ashanti’s strategic objectives, management has incurred costs to build talent, capacity and expertise globally and in particular to support its Project ONE initiatives. The corporate administration, marketing and other expenses incurred over such period amounted to $291 million in 2012, $201 million in 2013, and $92 million in 2014.2014 and $78 million in 2015. The costs were lower in 20142015 due to reduced labour costs, consultancy and travel costs as well as increased recoveries for shared service costs, aided by the effects of the weaker Rand.

Amortisation of tangible assets

Amortisation of tangible assets decreased during the 2012201320142015 period, from $830$754 million to $750$737 million, largely due to the safety stoppages in South Africa that severely impacted the production profile (thereby decreasing the depreciation charge), lower production and grades at Sunrise Dam and Tropicana and a reduction in capital expenditure at Obuasi following the impending move to limited operations; lower amortisation at Cripple Creek and Victor and Geita following the impairment of assets in June 2013 and the reset of the amortisation lives; lower production at Sunrise Dam,operations, partly offset by higher amortisation at Tropicana sinceGeita due to higher production startedand a change in mining strategy, higher deferred stripping amortisation at Cerro Vanguardia due to increased Ore production and higher amortisation at Corrego do Sitio due to higher production, additional capital expenditure and lower Ore Reserves. The decrease was also aided by the fourth quarterweakening of 2013.local currencies against the US dollar.

Impairments

AngloGold Ashanti reviews and tests the carrying value of its assets when events or changes in circumstances suggest that the carrying amount may not be recoverable. AngloGold Ashanti values individual mining assets at the lowest level for which cash flows are identifiable as independent of cash flows of other mining assets and liabilities.

If there are indications that impairment may have occurred, AngloGold Ashanti prepares estimates of expected future cash flows for each group of assets. Expected future cash flows are inherently uncertain, and could materially change over time. They are significantly affected by reserveOre Reserve and production estimates, together with economic factors, such as spot and forward gold prices, discount rates, currency exchange rates, estimates of costs to produce reservesOre Reserves and future capital expenditures. Alternatively, should any of these factors reverse, then AngloGold Ashanti may have to reverse previously recognised impairments.

The impairment charges AngloGold Ashanti incurred on tangible and intangible assets amounted to a charge of $346 million in 2012, a charge of $3,029 million in 2013 and a charge of $10 million in 2014. See “Note 7 – Special Items”, “Note 15 – Tangible assets” and “Note 16 – Intangible assets” to the consolidated financial statements for a detailed description of impairments.

When reviewing goodwill and other tangible assets for impairment, AngloGold Ashanti’s assumption on gold price represents its best estimate of the future price of gold. In arriving at the estimated long-term real gold price, AngloGold Ashanti considers all available market information including current prices, historical averages, and forward pricing information and data. The long term real gold price of $1,179 per ounce in 2015 and $1,267 per ounce in 2014, and $1,269 per ounce in 2013, were based on a range of economic and market conditions, which were, at that time, expected to exist over the remaining useful life of the assets.

AngloGold Ashanti considers the long-term fundamentals that provide support to the gold price assumption. These include, amongst other things, gold as a long-term store of value, hedge against inflation, safe haven status, strong physical demand from emerging markets, central bank purchases, quantitative easing and devaluation of paper currency, falling global mine production and rising costs of producing gold, all of which represent significant and enduring trends supportive of AngloGold Ashanti’s gold price assumption.

The actual gold price averaged $1,159 per ounce in 2015 and $1,266 per ounce in 2014 and $1,411 per ounce in 2013.2014. The gold price in 20152016 has been subject to volatile short term swings and has averaged $1,221$1,175 per ounce from 1 January 20152016 to 2318 March 20152016 and closed at $1,186$1,255 per ounce on 2318 March 2015.2016.

AngloGold Ashanti will continue to monitor the underlying long-term factors driving the gold price and will review its gold price assumption, should it consider it appropriate to do so.

Furthermore, should the gold price fall and remain at such lower levels, management will consider, in addition to other mitigating factors, reviewing and amending the life of mine plans to reduce expenditures, optimise costs and increase cash flows in respect of its mining assets.

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Taxation

Taxation decreasedincreased over the period 20122013 - 20142015 from an expensea credit of $346$237 million in 20122013 to an expense of $255$211 million in 2014.2015. The decreaseincrease in the tax charge was mainly due to lower taxable income as a result of the lower gold price as well as tax credits on impairment and disposal of assets.assets in 2013, not being repeated in 2014 and 2015. Lower taxes were recorded in 2015 compared to 2014, mainly due to lower earnings and a lower gold price.

Taxation is likely to continue to be volatile in the coming years, as host governments in a number of jurisdictions increasingly seek to obtain a higher share of revenue by increasing rates of existing taxes and introducing new taxes on gold mines.

Business combinations

The global gold mining industry has experienced active consolidation and rationalisation in recent years. Accordingly, AngloGold Ashanti has been, and expects to continue to be, involved in assessing a number of acquisitions, dispositions and joint ventures as part of this global trend and to identify value-adding business combinations and acquisition opportunities.

Acquisitions and dispositions are described in Note 34 to the consolidated financial statements, “Business combinations and disposals”. See also Note 39 to the consolidated financial statements, “Subsequent events”. The consolidated financial statements reflect the operations and financial condition of AngloGold Ashanti, giving effect to the acquisitions and disposals on the effective date.

South African economic and other factors

AngloGold Ashanti is a company domiciled in South Africa with significant operations in South Africa. As a result, the company is subject to various economic, fiscal and monetary factors that affect South African companies generally.

For more information about the impact of governmental economic, fiscal, monetary or political policies or factors on our operations, see also “Item 3.D.:3.D: Risk factors”Factors” and “Item 4.B.:4.B: Business Overview – Overview–The Regulatory Environment Enablingregulatory environment enabling AngloGold Ashanti to Mine”mine”.

Comparison of operating performance in 2015, 2014 2013 and 20122013

The following table presents operating data for the AngloGold Ashanti group for the three yearthree-year period ended 31 December 2014:2015:

 

Operating data for AngloGold Ashanti  Year ended 31 December     Year ended December 31   
  2014   2013   2012   2015   2014   2013 

Total attributable gold production (thousand ounces)(1)

   4,436     4,105     3,944     3,947     4,436     4,105  

Total attributable gold sold (thousand ounces)(1)(2)

   4,454     4,093     3,953     3,965     4,454     4,093  

All-in sustaining costs ($/oz)(2)(3)

   1,026     1,174     1,251     910     1,020     1,195  

All-in costs ($/oz)(2)(3)

   1,148     1,466    

All-in costs ($/oz)(3)

   1,001     1,114     1,466  

Total cost of sales (million US dollars) – per financial statements

   4,190     4,146     3,964     3,294     3,972     3,947  

Total cash costs ($/oz)(2)(3)

   787     830     829     712     785     836  

Total production costs ($/oz)(2)(3)

   1,014     1,054     1,054     942     1,013     1,066  

Total cash costs (million US dollars) – per financial statements

   3,292     3,297     3,135     2,493     3,071     3,067  

Production costs (million US dollars) – per financial statements

   3,410     3,384     3,212     2,494     3,161     3,169  

Capital expenditure (million US dollars)

   1,209     1,993     2,322     857     1,209     1,993  

- Consolidated entities

   1,018     1,582     2,019     726     1,018     1,582  

- Associates and equity accounted joint ventures

   191     411     303  

- Equity accounted investments

   131     191     411  
            
                  

 

(1)

Including discontinued operations.

(2) 

Ounces of gold sold used in the calculation of all-in sustaining costs per ounce and all-in costs per ounce.

(2)(3) 

All-in sustaining costs, all-in costs, total cash costs and total production costs are non-GAAP measures. For further information on these non-GAAP measures, see “Item 5A.:5A: Comparison of Operating results – Performance in 2015, 2014 and 2013–Total all-in sustaining costs, all-in costs and total cash costs and total production costs”.

(3)

All-in costs have been calculated from 2013 onwards.

128


Attributable gold production

Production in 2015

For the year ended 31 December 2015, AngloGold Ashanti’s total attributable gold production including discontinued operations of 3.95 million ounces was 490,000 ounces, or 11 percent, lower than the 2014 production of 4.44 million ounces.

InSouth Africa, gold production decreased by 18 percent, or 219,000 ounces, in 2015 as compared to 2014. The lower production was due to safety stoppages that affected the whole region. Furthermore, at Mponeng the lower area mined profile was affected by the de-risk plan. At Moab Khotsong, the volumes milled and the yield recovered was lower than the previous year. At Kopanang the lower volumes mined and lower grade were as a result of mining in lower grade areas and lower grade tonnes coming from the Uranium-plant clean-up. The volume decrease was due to the slow start-up after the safety related stoppages and limited mining flexibility.

Production decreased by 10 percent, or 162,000 ounces, in 2015, as compared to 2014, inContinental Africa mainly due to Obuasi moving into limited operations in 2015, the sale of in Namibia in June 2014 and lower tonnes and grades at Siguiri. The decrease was partially offset by higher production in Kibali due to higher tonnes treated and higher production in Geita due to higher grades.

Production decreased by 10 percent, or 60,000 ounces, in 2015, as compared to 2014, inAustralia mainly due to lower grades mined at Sunrise Dam.

In theAmericas region, production increased by six percent, or 46,000 ounces in 2015 as compared to 2014. The increase was due principally to increases in production in Brazil at AGA Mineração and at Cerro Vanguardia resulting from increased tonnage and higher feed grades.

Production in 2014

For the year ended 31 December 2014, AngloGold Ashanti’s total attributable gold production atincluding discontinued operations of 4.44 million ounces was 330,000 ounces, or 8 percent, higher when compared to the 2013 production of 4.11 million ounces.

InSouth Africa, gold production decreased by 6six percent, or 79,000 ounces, in 2014 as compared to 2013. The lower production was due largely to the earthquake near the Vaal River operations on 5 August 2014, which caused infrastructure damage, as well as safety related stoppages across the regional portfolio. The decrease was partially offset by higher production at Moab Khotsong arising from higher grade due to lower declared waste to reef tonnes.

Production increased by 9nine percent, or 137,000 ounces, in 2014, as compared to 2013, inContinental Africa mainly due to Kibali’s full year of production in 2014, higher production at Siguiri in Guinea due to higher recovered grades and at Geita in Tanzania due to increased tonnage throughput. The strong results were achieved despite Navachab’s sale at the end of June 2014, the continued winding down of operations in Mali and the treatment of low grade stockpile during the current year at Iduapriem in Ghana.

Production increased by 81 percent, or 278,000 ounces, in 2014, as compared with 2013, inAustralia mainly due to Tropicana’s full year of production in 2014. Lower grades were mined at Sunrise Dam, in line with the mine plan partially offsettting the increase in production in this segment.

In theAmericas region, production decreased by 5,000 ounces in 2014, as compared with 2013. In North America at Cripple Creek & Victor production decreased due to ore being placed further from the liner. This decrease and a further decrease at Serra Grande were partially offset by increases in production in Brazil at AGA Mineração and at Cerro Vanguardia. The increase was mainly due to increased tonnage and feed grades at both the Cuiabá and Córrego do Sítio complexes. Development work improved and production began from the new orebody at Córrego do Sítio (Sulphide II) and full production rates were achieved at the underground Mine l.

Production in 2013

For the year ended 31 December 2013, AngloGold Ashanti’s total attributable gold production at 4.11 million ounces was 160,000 ounces, or 4 percent, higher when compared to the 2012 production of 3.94 million ounces.

InSouth Africa, gold production increased by 7 percent, or 90,000 ounces, in 2013 as compared to 2012. The increase in output was mainly due to increased production from MWS (acquired effective July 2012), non-recurring strike action in South Africa, fewer safety and associated stoppages, reduced dilution owing to decrease in stoping widths and higher grades mined at Moab Khotsong during 2013. The increase was partially offset by decreased production at Mponeng due to lower grades.

Production decreased by 4 percent, or 61,000 ounces, in 2013, as compared to 2012, inContinental Africa mainly due to the mill shutdown at Geita in 2013, lower recovered grades at Morila, Sadiola and Navachab and lower production at Obuasi due to underground mining challenges and backfill constraints. The decrease was partially offset by higher production at Iduapriem in Ghana and Siguiri in Guinea due to higher grades and production starting ahead of schedule at Kibali.

Production increased by 33 percent, or 84,000 ounces, in 2013, as compared with 2012, inAustralia mainly due to production starting ahead of schedule at Tropicana Gold Mine and higher grade ore from the Crown pillar in the base of the open pit at Sunrise Dam.

In theAmericas region, production increased by 5 percent, or 48,000 ounces in 2013, as compared with 2012. In Brazil the increase was mainly due the increase of the company’s ownership in of Serra Grande to 100 percent, effective July 2012. In Argentina at Cerro Vanguardia, the increase in production was mainly due to operational improvements giving rise to an increase in recoveries and grades. The increase was partially offset by lower production at Cripple Creek & Victor in North America due to lower recovered grades.

129


Total all-in sustaining costs, all-in costs and total cash costs and total production costs

Comparison of all-in sustaining costs in 2015 with 2014

All-in sustaining costs per ounce (excluding stockpile impairments) in South Africa increased in 2015 by $24 per ounce, or two percent, to $1,088 per ounce from $1,064 per ounce in 2014. The increase was a result of a 218,000-ounce decrease in gold sold in 2015 over 2014. The increase was partially offset by the weakening of the rand and a decrease of cost of sales.

In Continental Africa, all-in sustaining costs (excluding stockpile impairments) decreased by $153 per ounce, or 16 percent, to $815 per ounce in 2015 from $968 per ounce in 2014. This decrease was mainly due to a decrease in cost of sales and total sustaining capital expenditure. The decrease was partially offset by a 174,000-ounce decrease in gold sold.

In the Americas, all-in sustaining costs (excluding stockpile impairments) decreased by $182 per ounce, or 19 percent, to $792 per ounce in 2015 from $974 per ounce in 2014. This decrease was mainly due to a decrease in costs of sales and an increase of 41,000 ounces in gold sold in 2015.

In Australia, all-in sustaining costs decreased by $111 per ounce, or 11 percent, to $875 per ounce in 2015 from $986 per ounce in 2014, mainly due to a decrease in cost of sales in 2015, which was partially offset by a 47,000-ounce decrease in gold sold in 2015 and a decrease in amortisation.

Comparison of all-in costs in 2015 with 2014

All-in costs per ounce (excluding stockpile impairments) in South Africa increased by $24 per ounce, or two percent, to $1,131 per ounce in 2015 from $1,107 per ounce in 2014. The increase was a result of a 218,000-ounce decrease in gold sold in 2015 compared to 2014. The increase was partially offset by the weakening of the rand and a decrease in all-in sustaining costs.

In Continental Africa, all-in costs (excluding stockpile impairments) decreased by $148 per ounce, or 13 percent, to $957 per ounce in 2015 from $1,105 per ounce in 2014. This decrease was mainly due to a decrease in all-in sustaining costs and non-sustaining project capital expenditure. The decrease was partially offset by a 174,000-ounce decrease in gold sold from 1,615,000 ounces in 2014 to 1,441,000 ounces in 2015 and an increase in care and maintenance costs.

In the Americas, all-in costs (excluding stockpile impairments) decreased by $223 per ounce, or 20 percent, to $885 per ounce in 2015 from $1,108 per ounce in 2014. This decrease was mainly due to a decrease in all-in sustaining costs and non-sustaining exploration and study costs and a 41,000-ounce increase in gold sold from 788,000 ounces in 2014 to 829,000 ounces in 2015.

In Australia, all-in costs decreased by $112 per ounce, or 11 percent, to $886 per ounce in 2015 from $998 per ounce in 2014, mainly due to a decrease in all-in sustaining costs in 2015, which was partially offset by a 47,000-ounce decrease in gold sold in 2015.

Comparison of total cash costs in 2015 with 2014

The currencies of South Africa, Australia, Argentina and Brazil were, on average, weaker against the US dollar during 2015 as compared to 2014 which positively impacted total cash costs for 2015.

In South Africa, total cash costs increased by $32 per ounce, or four percent, to $881 per ounce in 2015 from $849 per ounce in 2014. The increase was mainly due to a 219,000-ounce decrease in production partially offset by a decrease in salaries and wages costs, power costs, service related costs and the weakening of the rand.

At Moab Khotsong, total cash costs increased by $16 per ounce, or 2 percent, to $798 per ounce in 2015 from $782 per ounce in 2014 (being the combined cost per ounce of the Moab Khotsong and Great Noligwa mines which are combined in 2015 as one cash-generating unit under Moab Khotsong). The increase was mainly due to a 58,000-ounce decrease in production partially offset by a decrease in salaries and wages costs, service related costs and the weakening of the rand.

At Mponeng, total cash costs increased by $128 per ounce, or 17 percent, to $874 per ounce in 2015 from $746 per ounce in 2014. The increase was mainly due to a 94,000-ounce decrease in production partially offset by a decrease in salaries and wage costs, service related costs and the weakening of the rand.

At Kopanang, total cash costs decreased by $9 per ounce, or one percent, to $1,014 per ounce in 2015 from $1,023 per ounce in 2014. The decrease was mainly due to a decrease in salaries and wages costs, service related costs and the weakening of the rand partially offset by a 24,000-ounce decrease in production.

At the Surface Operations, total cash costs decreased by $29 per ounce, or three percent, to $912 per ounce in 2015 from $941 per ounce in 2014. The decrease was mainly due to a decrease in service-related costs and the weakening of the rand, partially offset by a 30,000-ounce decrease in production.

In Continental Africa, total cash costs decreased by $105 per ounce, or 13 percent, to $678 per ounce in 2015 from $783 per ounce in 2014. The decrease was mainly due to a decrease in salaries and wages costs, stores and consumables costs, fuel costs and power costs partially offset by a 162,000-ounce decrease in production.

Total cash costs at Geita, in Tanzania, decreased by $119 per ounce, or 20 percent, to $480 per ounce in 2015 from $599 per ounce in 2014. The decrease was mainly due to a decrease in fuel costs and contractor costs and a 50,000-ounce increase in production.

In Mali, at Morila, total cash costs decreased by $464 per ounce, or 40 percent, to $698 per ounce in 2015 from $1,162 per ounce in 2014. The decrease was mainly due to a decrease in stores and consumables costs, fuel costs and contractor costs and a 5,000-ounce increase in production. At Sadiola, total cash costs decreased by 20 percent from $1,028 per ounce in 2014 to $818 per ounce in 2015. This decrease was primarily due to a decrease in fuel costs and service related costs partially offset by a 16,000-ounce decrease in production.

In Ghana, at Obuasi, total cash costs decreased by 11 percent in 2015 to $966 per ounce compared to $1,086 per ounce in 2014 mainly due to a decrease in all the costs due to the transition to a limited operating state. At Iduapriem, in Ghana, total cash costs increased by $130 per ounce, or 15 percent, to $995 per ounce in 2015 compared to $865 per ounce in 2014 mainly due to an increase in contractor costs, fuel costs and store costs partially offset by a 16,000-ounce increase in production. At Siguiri, in Guinea, total cash costs increased by four percent to $827 per ounce in 2015 from $799 per ounce in 2014 mainly due to a 35,000-ounce decrease in production partially offset by a decrease in consumable store costs, contractor costs, fuel costs and service related costs.

In the DRC, at Kibali, total cash costs increased by $31 per ounce, or five percent, to $609 per ounce in 2015 from $578 per ounce in 2014 mainly due to an increase in contractor and store costs, partially offset by a 52,000-ounce increase in production.

In the Americas, total cash costs decreased by $100 per ounce, or 15 percent, to $576 per ounce in 2015 from $676 per ounce in 2014. The decrease was mainly due to a decrease in all costs and a 46,000-ounce increase in production.

In Brazil, at AngloGold Ashanti Córrego do Sítio Mineração, total cash costs decreased by $126 per ounce, or 20 percent, to $518 per ounce in 2015 from $644 per ounce in 2014 primarily due to a 18,000-ounce increase in production and a decrease in all costs. At Serra Grande total cash costs decreased by 15 percent or $113 per ounce to $635 per ounce in 2015 as compared to $748 per ounce in 2014 due to a decrease in all costs partially offset by a 4,000 ounces decrease in production. In Argentina at Cerro Vanguardia, total cash costs decreased to $625 per ounce in 2015 from $692 per ounce in 2014 primarily due to a 32,000 ounces increase in production partially offset by higher salaries and wages costs.

In Australia, total cash costs decreased by $102 per ounce, or 13 percent, to $702 per ounce in 2015 from $804 per ounce in 2014 primarily due to a decrease in all costs due to the weakening of the Australian Dollar partially offset by a 59,000 ounces decrease in production.

In Australia, at Sunrise Dam, total cash costs decreased by $135 per ounce, or 12 percent, to $970 per ounce in 2015 compared to $1,105 per ounce in 2014, mainly due to a decrease in all costs and the weakening of the Australian Dollar partially offset by a 46,000-ounce decrease in production. At Tropicana total cash costs decreased by $53 per ounce, or 10 percent, to $492 per ounce in 2015 compared to $545 per ounce in 2014, mainly due to a decrease in fuel costs and the weakening of the Australian Dollar. The decrease was partially offset by a 14,000 ounces decrease in production.

Overall the company’s total cash costs decreased by $73 per ounce, or nine percent, to $712 per ounce in 2015 compared to $785 per ounce in 2014. Most of this decrease is due to, weaker local currencies of $90 per ounce and acquisitions and disposals of $17 per ounce, offset by higher inflation of $30 per ounce.

Comparison of all-in sustaining costs in 2014 with 2013

All-in sustaining costs per ounce (excluding stockpile impairments) in South Africa decreased in 2014 by $56 per ounce, or five percent, to $1,064 per ounce in 2014 from $1,120 per ounce in 2013. The decrease was a result of a decrease in total sustaining capital expenditure and the weakening of the rand. The decrease was partially offset by a decrease in gold sold of 79,000 ounces in 2014 over 2013.

In Continental Africa, all-in sustaining costs (excluding stockpile impairments) decreased by $234 per ounce, or 19 percent, to $968 per ounce in 2014 from $1,202 per ounce in 2013. This decrease was mainly due to a decrease in cost of sales, (refer comparison of total cash costs in 2014 with 2013), total sustaining capital expenditure and a 153,000 ounce153,000-ounce increase in gold sold from 1,462,000 ounces in 2013 to 1,615,000 ounces in 2014. The decrease was partially offset by an increase in associates and equity joint ventures’ share of costs and a decrease in amortisation.

In the Americas, all-in sustaining costs (excluding stockpile impairments) increaseddecreased by $40$37 per ounce, or 4four percent, to $1,010$974 per ounce in 2014 from $970$1,011 per ounce in 2013. This increasedecrease was mainly due to an increase in costs of sales (refer comparison of total cash costs in 2014 with 2013) and a decrease of 9,00012,000 ounces, or 1two percent, in gold sold in 2014.2014 partially offset by an increase in costs of sales.

In Australia, all-in sustaining costs decreased by $390 per ounce, or 28 percent, to $986 per ounce in 2014 from $1,376 per ounce in 2013, mainly due to an increase in gold sold which was partially offset by an increase in costs. This was mainly due to Tropicana’s ramp up for the full year of production in 2014.

Comparison of all-in costs in 2014 with 2013

All-in costs per ounce (excluding stockpile impairments) in South Africa decreased in 2014 by $131 per ounce, or 11 percent, to $1,107 per ounce in 2014 from $1,238 per ounce in 2013. The decrease was a result of a decrease in all-in sustaining costs, non-sustaining project capex and the weakening of the rand. The decrease was partially offset by a decrease in gold sold of 79,000 ounces in 2014 over 2013.

In Continental Africa, all-in costs (excluding stockpile impairments) decreased by $433 per ounce, or 28 percent, to $1,105 per ounce in 2014 from $1,538 per ounce in 2013. This decrease was mainly due to a decrease in all-in sustaining costs, non-sustaining project capex, non-sustaining exploration and study costs and a 153,000 ounce153,000-ounce increase in gold sold from 1,462,000 ounces in 2013 to 1,615,000 ounces in 2014.

In the Americas, all-in costs (excluding stockpile impairments) decreased by $9$104 per ounce, or 1nine percent, to $1,262$1,108 per ounce in 2014 from $1,271$1,212 per ounce in 2013.

In Australia, all-in costs decreased by $1,075 per ounce, or 52 percent, to $998 per ounce in 2014 from $2,073 per ounce in 2013, mainly due to an increase in gold sold which was partially offset by an increase in costs.

Comparison of total cash costs in 2014 with 2013

The currencies of South Africa, Australia, Argentina and Brazil were, on average, weaker against the US dollar during 2014 as compared to 2013 which positively impacted total cash costs for 2014.

Total cash costs per ounce in South Africa, at Kopanang, Moab Khotsong, Great Noligwa, Tau Tona and the surface operations, decreased marginally to $849 per ounce in 2014 from $850 per ounce in 2013. The decrease was a result of the weakening of the rand partially offset by a decrease in production.

In Continental Africa, total cash costs decreased by $86 per ounce, or 10 percent, to $783 per ounce in 2014 from $869 per ounce in 2013. The decrease was mainly due to the 137,000 ouncesa 137,000-ounce increase in production.

Total cash costs at Geita, in Tanzania, increased by $84 per ounce, or 16 percent, from $515 per ounce in 2013 to $599 per ounce in 2014. This was mainly due to the utilisation of higher cost ore stockpiles.

In Mali, at Morila, total cash costs increased by $389 per ounce, or 50 percent, in 2014 to $1,162 per ounce in 2014 compared to $773 per ounce in 2013, mainly due to lower production and an increase in contractor costs. At Sadiola, total cash costs decreased by $306 per ounce, or 23 percent, from $1,334 per ounce in 2013 to $1,028 per ounce in 2014. This decrease was primarily due to a decrease in contractor costs. Total cash costs at Yatela decreased by 6$92 per ounce, or six percent, from $1,530 per ounce in 2013 to $1,438 per ounce in 2014 mainly due to a decrease in all the costs which was partially offset by lower production.

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In Ghana, at Obuasi, total cash costs decreased by $320 per ounce, or 23 percent, in 2014 to $1,086 per ounce compared to $1,406 per ounce in 2013 mainly due to a decrease in all the costs due to the transition to a limited operating state. At Iduapriem, in Ghana, total cash costs increased marginally to $865 per ounce in 2014 compared to $861 per ounce in 2013 mainly due to decreased production which was partially offset by a decrease in salaries, consumable store costs, power costs and contractor costs. At Siguiri, in Guinea, total cash costs decreased by $119 per ounce, or 13 percent, to $799 per ounce in 2014 from $918 per ounce in 2013 mainly due to an increase in production and a decrease in consumable store costs, contractor costs and service related costs.

In the DRC, at Kibali, total cash costs increased by $107 per ounce, or 23 percent, to $578 per ounce in 2014 from $471 per ounce in 2013 mainly due to an increase in all the costs partially offset by an increase in production. The increase in production and costs are due to Kibali’s ramp up to the full year of production in 2014.

In the Americas, total cash costs increased by $23 per ounce, or four percent, to $709$676 per ounce in 2014 from $671$653 per ounce in 2013. The increase was mainly due to an increase in consumable store costs, contractor costs andoffset by a decrease15,000-ounce increase in production.

In the United States, at Cripple Creek, total cash costs increased by 13 percent or $97 per ounce to $829 per ounce in 2014 from $732 per ounce in 2013 due primarily to a decline in production. In Brazil, at AngloGold Ashanti Córrego do Sítio Mineração, total cash costs decreased marginally to $644 per ounce in 2014 from $646 per ounce in 2013 primarily due to higher production partially offset by an increase in consumable store costs. At Serra Grande total cash costs increased by 4 percent or $29 per ounce, or four percent, to $748 per ounce in 2014 as compared to $719 per ounce in 2013 due to an increase in service related costs and a decrease in production. In Argentina at Cerro Vanguardia, total cash costs increased by $70 per ounce, or 11 percent, to $692 per ounce in 2014 from $622 per ounce in 2013 primarily due to an increase in contractor costs and service related costs partially offset by higher production.

In Australia, total cash costs decreased by $243 per ounce, or 23 percent, to $804 per ounce in 2014 from $1,047 per ounce in 2013.

In Australia, at Sunrise Dam, total cash costs decreased in 2014 to $1,105 per ounce in 2014 compared to $1,110 per ounce in 2013, mainly due to the weakening of the Australian Dollar. The decrease was partially offset by a decrease in production. At Tropicana total cash costs decreased in 2014 to $545 per ounce in 2014 compared to $568 per ounce in 2013, mainly due to an increase in production and the weakening of the Australian Dollar. The decrease was partially offset by an increase in consumable store costs, power costs, contractor costs and service related costs. The increase in production and costs was mainly due to Tropicana’s ramp up to the full year of production in 2014.

Overall the company’s total cash costs decreased by $51 per ounce, or six percent, to $785 per ounce in 2014 decreased to $787 per ounce compared to $830$836 per ounce in 2013. Of this decrease, weaker local currencies accounted for $58 per ounce and acquisitions and disposals accounted for $26 per ounce, offset by higher inflation of $44 per ounce.

Comparison of all-in sustaining costs in 2013 with 2012

All-in sustaining costs per ounce in South Africa decreased in 2013 by $69 per ounce to $1,120 per ounce from $1,189 per ounce in 2012. The decrease was a result of an increase in gold sold in 2013 and the weakening of the rand.

In Continental Africa, all-in sustaining costs (excluding stockpile impairments) decreased by $33 per ounce, or 3 percent, to $1,202 per ounce in 2013 from $1,235 per ounce in 2012. This decrease was mainly due to a decrease in all-in sustaining costs adjusted for non-controlling interests of $110 million or 6 percent from $1,886 million in 2012 to $1,776 million in 2013. This decrease was partially offset by a 65,000 ounce decrease in gold sold from 1,527,000 ounces in 2012 to 1,462,000 ounces in 2013.

In the Americas, all-in sustaining costs decreased by $36 per ounce, or 4 percent, to $970 per ounce in 2013 from $1,006 per ounce in 2012. This decrease was mainly due to an increase of 48,000 ounces, or 5 percent, in gold sold in 2013.

In Australia, all-in sustaining costs decreased by $304 per ounce, or 18 percent, to $1,376 per ounce in 2013 from $1,680 per ounce in 2012, mainly due to an increase in gold sold which was partially offset by an increase in costs. The increase in gold sold and costs are due to Tropicana starting production ahead of schedule.

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Comparison of all-in costs in 2013 with 2012

No comparison of all-in costs in 2013 with 2012 is presented as all-in costs have been calculated from 2013 onwards.

Comparison of total cash costs in 2013 with 2012

The currencies of South Africa, Australia, Argentina and Brazil were, on average, weaker against the US dollar during 2013 as compared to 2012 which positively impacted total cash costs for 2013.

Total cash costs per ounce in South Africa, at Kopanang, Moab Khotsong, Great Noligwa, Tau Tona and the surface operations, decreased by $23 per ounce, or 3 percent, to $850 per ounce in 2013 from $873 per ounce in 2012. The decrease was a result of an increase in production in 2013 and the weakening of the rand.

In Continental Africa, total cash costs increased by $39 per ounce, or 5 percent, to $869 per ounce in 2013 from $830 per ounce in 2012. The increase was mainly due to the 61,000 ounces decrease in production.

Total cash costs at Geita, in Tanzania, increased by 21 percent from $427 per ounce in 2012 to $515 per ounce in 2013. This was mainly as a result of decreased production and an increase in labour, consumables and contract labour costs.

In Mali, at Morila, total cash costs increased by 1 percent in 2013 to $773 per ounce compared to $767 per ounce in 2012, mainly due to lower production which was partially offset by a decrease in inventory adjustments. At Sadiola, total cash costs increased by 14 percent from $1,169 per ounce in 2012 to $1,334 per ounce in 2013. This increase was primarily due to lower production. Total cash costs at Yatela decreased by 13 percent from $1,758 per ounce in 2012 to $1,530 per ounce in 2013 mainly due to a decrease in contract labour which was partially offset by lower production.

In Ghana, at Obuasi, total cash costs increased by 18 percent in 2013 to $1,406 per ounce compared to $1,187 per ounce in 2012 mainly due to the decline in production. At Iduapriem, in Ghana, total cash costs decreased by 10 percent to $861 per ounce in 2013 compared to $955 per ounce in 2012 mainly due to increased production which was partially offset by an increase in contract labour costs. At Siguiri, in Guinea, total cash costs decreased by 2 percent to $918 per ounce in 2013 from $938 per ounce in 2012 mainly due to an increase in production which was partially offset by an increase in ore stockpile adjustments and increased costs related to labour.

In the DRC, at Kibali, total cash costs were $471 per ounce in 2013. Kibali began commercial production in October 2013.

In the Americas, total cash costs increased marginally to $671 per ounce in 2013 from $669 per ounce in 2012. The increase was mainly due to an increase in commodity prices, labour costs and service related costs partially offset by an increase in production.

In the United States, at Cripple Creek, total cash costs increased by 15 percent or $94 per ounce to $732 per ounce in 2013 from $638 per ounce in 2012 due primarily to a decline in production, rising commodity prices (stores, in particular) and increased labour costs. In Brazil at AngloGold Ashanti Córrego do Sítio Mineração, total cash costs decreased by 7 percent to $646 per ounce in 2013 from $696 per ounce in 2012 primarily due to a decrease in service related costs and higher production. At Serra Grande total cash costs decreased by 12 percent or $102 per ounce to $719 per ounce in 2013 as compared to $821 per ounce in 2012 due to a decrease in service related and store costs.

In Australia, total cash costs decreased by $164 per ounce, or 14 percent, to $1,047 per ounce in 2013 from $1,211 per ounce in 2012.

In Australia, at Sunrise Dam, total cash costs decreased in 2013 to $1,110 per ounce compared to $1,126 per ounce in 2012, mainly due to an increase in production and the weakening of the Australian Dollar. The decrease was partially offset by an increase in service related costs due to a reduction in recovery from settled insurance claims as compared with 2012 during which there was a reimbursement of costs relating to the pitwall failure at Sunrise Dam (Australia) in the amount of $30 million. At Tropicana Gold Mine total cash costs were $568 per ounce in 2013. Tropicana began commercial production in October 2013.

Overall the company’s total cash costs in 2013 increased marginally to $830 per ounce compared to $829 per ounce in 2012. Of these increased costs, inflation accounted for $51 per ounce and unfavourable inventory movements accounted for $10 per ounce, offset by higher production and weaker local currencies.

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Reconciliation of all-in sustaining costs and all-in costs to cost of sales per the financial statements

During June 2013 the World Gold Council (WGC), an industry body, published a Guidance Note on “all-in sustaining costs” and “all-in costs” metrics, which gold mining companies can use to supplement their overall non-GAAP disclosure. The WGC worked closely with its members (including AngloGold Ashanti) to develop these non-GAAP measures which are intended to provide further transparency into the full cost associated with producing gold. It is expected that these new metrics, in particular the “all-in sustaining cost” and “all-in cost” metrics which AngloGold Ashanti provides in this annual report on Form 20-F, will be helpful to investors, governments, local communities and other stakeholders in understanding the economics of gold mining. “All-in sustaining costs” is an extension of the existing “cash“total cash cost” metric and incorporates all costs related to sustaining production and in particular recognises the sustaining capital expenditures associated with developing and maintaining gold mines. In addition, this metric includes the cost associated with Corporate Office structures that support these operations, the community and rehabilitation costs attendant with responsible mining and any exploration and evaluation cost associated with sustaining current operations. “All-in sustaining costs per ounce” is arrived at by dividing the dollar value of the sum of these cost metrics, by the ounces of gold sold. “All-in cost” includes additional costs which reflect the varying costs of producing gold over the life-cycle of a mine including costs incurred at new operations and costs related to major projects at existing operations, which are expected to increase production. “All-in cost per ounce” is arrived at by dividing the dollar value of the sum of these cost metrics, by the ounces of gold sold.

Reconciliation of total cash costs and total production costs to financial statements

Total cash costs and total production costs are calculated in accordance with the guidelines of the Gold Institute industry standard and industry practice and are non-GAAP measures. The Gold Institute, which has been incorporated into the National Mining Association, is a non-profit international association of miners, refiners, bullion suppliers and manufacturers of gold products, which developed a uniform format for reporting total production costs on a per ounce basis. The guidance was first adopted in 1996 and revised in November 1999.

Total cash costs, as defined in the Gold Institute industry guidelines, are production costs as recorded in the statement of operations, less offsite (i.e. central), general and administrative expenses (including head office costs charged to the mines, central training expenses, industry association fees, refinery charges and social development costs) and rehabilitation costs, plus royalties and employee termination costs.

Total cash costs as calculated and reported by AngloGold Ashanti include costs for all mining, processing, onsite administration costs, royalties and production taxes, as well as contributions from by-products, but exclusive of amortisation of tangible and intangible assets, rehabilitation costs and other non-cash costs, retrenchment costs, corporate administration, marketing and other costs, capital costs and exploration costs. Total cash costs per ounce are calculated by dividing attributable total cash costs by attributable ounces of gold produced.

Total production costs, as defined in the Gold Institute industry guidelines, are total cash costs, as calculated using the Gold Institute industry guidelines, plus amortisation, depreciation and rehabilitation costs.

Total production costs as calculated and reported by AngloGold Ashanti include total cash costs, plus amortisation of tangible and intangible assets, retrenchment costs and rehabilitation and other non-cash costs. Total production costs per ounce are calculated by dividing attributable total production costs by attributable ounces of gold produced.

All-in sustaining costs, all-in sustaining costs per ounce, all-in costs, all-in costs per ounce, total cash costs, total cash costs per ounce, total production costs and total production costs per ounce should not be considered by investors in isolation or as alternatives to production costs, profit/(loss) applicable to equity shareholders, profit/(loss) before taxation, cash flows from operating activities or any other measure of financial performance presented in accordance with IFRS or as an indicator of the company’s performance. While the WGC has published guidance on how to define all-in sustaining costs and all-in costs and the Gold Institute has provided definitions for the calculation of total cash costs and total production costs, the calculation of these metrics may vary significantly among gold mining companies, and by themselves do not necessarily provide a basis for comparison with other gold mining companies.

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However, AngloGold Ashanti believes that all-in sustaining costs, all-in costs, total cash costs and total production costs in total by mine and per ounce by mine are useful indicators to investors and management as they provide:

 

an indication of profitability, efficiency and cash flows;

the trend in costs as the mining operations mature over time on a consistent basis; and

an internal benchmark of performance to allow for comparison against other mines, both within the AngloGold Ashanti group and at other gold mining companies.

A reconciliation of both cost of sales and total cash costs as included in the company’s audited financial statements to all-in sustaining costs, all-in costs, total cash costs and total production costs for each of the three years in the period ended 31 December 20142015 is presented below. In addition, the company has provided below detail of the attributable ounces of gold produced and sold by mine for each of those periods.

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For the year ended 31 December 20142015

Operations in South Africa

(in $ millions, except as otherwise noted)

 

    
 

 

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All-in sustaining costs

                                            

Cost of sales per financial statements

  94    201    217    512    313    268    581    231    -    1,324    1    148    260    408    251    230    481    194    -    1,083    (2

Amortisation of tangible and intangible assets

  (8  (50  (50  (107  (71  (58  (129  (22  1    (258  (8  (24  (47  (71  (53  (40  (93  (17  -    (181  (9

Adjusted for decomissioning amortisation

  1    -    -    1    -    -    -    1    (2  -    -  

Corporate administration and marketing related to current operations

  -    -    -    -    -    -    -    -    1    1    85    -    -    -    -    -    -    -    -    -    77  

Inventory writedown to net realisable value and other stockpile adjustments

  -    -    -    -    -    -    -    -    1    1    1    -    -    -    -    -    -    -    1    1    (1

Total sustaining capital expenditure

  7    26    44    76    65    35    100    46    7    230    5    21    46    66    59    28    87    17    8    178    3  

All-in sustaining costs

  94    177    211    482    307    245    552    256    8    1,298    84    145    259    403    257    218    475    194    9    1,081    68  

Adjusted for non-controlling interests and non-gold producing companies(1)

  -    -    -    -    -    -    -    -    -    -    6  

Adjusted for non-controlling interests and non -gold producing companies(1)

  -    -    -    -    -    -    -    -    -    8  

All-in sustaining costs adjusted for non-controlling interests and non-gold producing companies

  94    177    211    482    307    245    552    256    8    1,298    90    145    259    403    257    218    475    194    9    1,081    76  

Adjusted for stockpile write-offs

  -    -    -    -    -    -    -    -    (1  (1  (1  -    -    -    -    -    -    -    (1  (1  -  

All-in sustaining costs adjusted for non-controlling interests, non-gold producing companies and stockpile write-offs

  94    177    211    482    307    245    552    256    7    1,297    89    145    259    403    257    218    475    194    8    1,080    76  

All-in sustaining costs

  94    177    211    482    307    245    552    256    8    1,298    84    145    259    403    257    218    475    194    9    1,081    68  

Non-sustaining Project Capital expenditure

  -    -    2    2    32    -    32    -    -    34    -  

Non-sustaining project capital expenditure

  -    2    2    26    -    26    -    -    28    -  

Technology improvements

  -    -    -    -    -    -    -    -    19    19    -    -    -    -    -    -    -    -    15    15    -  

Non-sustaining exploration and study costs

  -    -    -    -    -    -    -    -    -    -    5    -    -    -    -    -    -    -    -    -    11  

Corporate and social responsibility costs not related to current operations

  -    -    -    -    -    -    -    -    -    -    7    -    -    -    -    -    -    -    -    -    17  

All-in costs

  94    177    213    484    339    245    584    256    27    1,351    96    145    261    405    283    218    501    194    24    1,124    96  

Adjusted for non-controlling interests and non-gold producing companies(1)

  -    -    -    -    -    -    -    -    -    -    6    -    -    -    -    -    -    -    -    -    8  

All-in costs adjusted for non-controlling interests and non-gold producing companies

  94    177    213    484    339    245    584    256    27    1,351    102    145    261    405    283    218    501    194    24    1,124    104  

Adjusted for stockpile write-offs

  -    -    -    -    -    -    -    -    (1  (1  (1  -    -    -    -    -    -    -    (1  (1  -  

All-in costs adjusted for non-controlling interests, non-gold producing companies and stockpile write-offs

  94    177    213    484    339    245    584    256    26    1,350    101    145    261    405    283    218    501    194    23    1,123    104  

Gold sold – oz (000)(3)

  78    140    234    452    313    232    544    223    3    1,223    -  

All-in sustaining cost (excluding stockpile write-offs) per unit – $/oz(4)

  1,185    1,256    903    1,061    981    1,059    1,014    1,153    -    1,064    -  

All-in cost per unit (excluding stockpile
write-offs) – $/oz(4)

  1,185    1,256    909    1,064    1,085    1,059    1,074    1,153    -    1,107    -  

Gold sold - oz (000)(3)

  118    254    371    219    209    428    193    13    1,005    -  

All-in sustaining cost (excluding stockpile write-offs) per unit - $/oz(4)

  1,226    1,018    1,084    1,170    1,044    1,108    1,006    -    1,088    -  

All-in cost per unit (excluding stockpile write-offs) - $/oz(4)

  1,226    1,024    1,088    1,290    1,044    1,170    1,006    -    1,131    -  
(1)(1) 

Adjusting for non-controlling interest of items included in calculation, to disclose the attributable portions only. Other consists of heap leach inventory.

 

(2) 

Attributable costs and related expenses of associates and equity accounted joint ventures are included in the calculation of total cash costs per ounce and total production costs per ounce.

 

(3)

Attributable portion.

 

(4)

In addition to the operational performances of the mines, all-in sustaining cost per ounce, all-in cost per ounce, total cash costs per ounce and total production costs per ounce are affected by fluctuations in the currency exchange rate. AngloGold Ashanti reports all-in sustaining cost per ounce and all-in cost per ounce calculated to the nearest US dollar amount and gold sold in ounces. AngloGold Ashanti reports total cash costs per ounce and total production costs per ounce calculated to the nearest US dollar amount and gold produced in ounces.

(5)

Corporate includes non-gold producing subsidiaries.

 

(6)(5) 

Total cash costs per ounce calculationCorporate includes heap-leach inventory change.non-gold producing subsidiaries.

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For the year ended 31 December 20142015

Operations in South Africa

(in $ millions, except as otherwise noted)

 

 

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Total cash costs

                                          

Total cash costs per financial statements

  84    144    160    388    233    205    438    210    (1  1,035    (8  119    202    322    191    185    376    176    -    874    (9

Adjusted for non-controlling interests, non-gold producing companies and other(1)

  -    -    -    -    -    -    -    -    -    -    7    -    -    -    -    -    -    -    -    -    9  

Total cash costs adjusted for non-controlling interests and non-gold producing companies

  84    144    160    388    233    205    438    210    (1  1,035    (1  119    202    322    191    185    376    176    -    874    -  

Retrenchment costs

  2    5    3    9    4    3    7    -    (1  16    -    2    3    4    2    1    3    -    -    7    -  

Rehabilitation and other non-cash costs

  1    3    4    8    4    3    8    -    1    16    -    3    8    11    5    4    9    1    -    21    (1

Amortisation of tangible assets

  6    47    46    100    65    54    119    20    1    239    5    22    42    65    49    35    84    15    -    164    5  

Amortisation of intangible assets

  1    2    4    8    5    4    9    2    1    19    3    2    4    7    4    4    8    2    -    17    3  

Total production costs adjusted for non-controlling interests and non-gold producing companies

  94    201    217    513    311    269    581    232    1    1,325    7    148    259    409    251    229    480    194    -    1,083    7  

Gold produced – oz (000)(3)

  78    141    234    453    313    232    544    223    3    1,223    -    117    254    371    219    209    428    193    12    1,004    -  

Total cash costs per unit – $/oz(4)

  1,074    1,023    685    857    746    882    804    941    -    849    -    1,014    798    867    874    883    879    912    -    881    -  

Total production costs per unit – $/oz(4)

  1,208    1,431    928    1,132    1,001    1,159    1,068    1,040    -    1,087    -    1,258    1,025    1,099    1,146    1,098    1,122    1,007    -    1,091    -  

136


For the year ended 31 December 20142015

Operations in DRC, Ghana, Guinea, Mali Namibia and Tanzania

(in $ millions, except as otherwise noted)

 

 

 

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All-in sustaining costs

                      

Cost of sales per financial statements

  -    192    303    314    -    -    -    26    403    5    1,243     -     219    64    280    -    -    404    2    969  

Amortisation of tangible and intangible assets

  -    (24  (19  (32  -    -    -    -    (99  (4  (178   -     (32  (22  (26  -    -    (148  (2  (230

Adjusted for decomissioning amortisation

  -    -    1    4    -    -    -    -    2    (1  6  

Corporate administration and marketing related to current operations

  -    -    -    -    -    -    -    -    -    1    1  

Adjusted for decommissioning amortisation

   -     -    4    2    -    -    3    -    9  

Associates and equity accounted joint ventures’ share of
costs(2)

  133    -    -    -    51    89    20    -    -    1    294     179     -    -    -    35    56    -    -    270  

Inventory writedown to net realisable value and other stockpile adjustments

  -    -    -    -    -    -    8    -    -    -    8     -     2    -    -    2    -    3    -    7  

Sustaining exploration and study costs

  -    -    13    2    -    1    -    -    2    (1  17     -     1    16    6    -    -    7    1    31  

Total sustaining capital expenditure

  3    21    43    30    6    6    -    1    129    1    240     7     15    3    29    5    4    116    1    180  

All-in sustaining costs

  136    189    341    318    57    96    28    27    437    2    1,631     186     205    65    291    42    60    385    2    1,236  

Adjusted for non-controlling interests and non-gold producing companies(1)

  -    -    -    (48  -    -    -    -    -    -    (48

Adjusted for non-controlling interests and non -gold producing companies(1)

   -     -    -    (44  -    -    -    -    (44

All-in sustaining costs adjusted for non-controlling interests and non-gold producing companies

  136    189    341    270    57    96    28    27    437    2    1,583     186     205    65    247    42    60    385    2    1,192  

Adjusted for stockpile write-offs

  -    -    -    -    -    -    (8  (2  (9  -    (19   -     (12  -    -    (2  -    (3  -    (17

All-in sustaining costs adjusted for non-controlling interests, non-gold producing companies and stockpile write-offs

  136    189    341    270    57    96    20    25    428    2    1,564     186     193    65    247    40    60    382    2    1,175  

All-in sustaining costs

  136    189    341    318    57    96    28    27    437    2    1,631     186     205    65    291    42    60    385    2    1,236  

Non-sustaining Project Capital expenditure

  176    -    38    -    -    -    -    -    -    -    214  

Non-sustaining project capital expenditure

   117     -    20    -    -    (2  -    -    135  

Non-sustaining exploration and study costs

  2    -    -    5    -    -    -    -    -    -    7     1     -    -    1    -    -    -    -    2  

Care and maintenance costs

   -     -    67    -    -    -    -    -    67  

Corporate and social responsibility costs not related to current operations

   -     -    1    -    -    -    -    -    1  

All-in costs

  314    189    379    323    57    96    28    27    437    2    1,852     304     205    153    292    42    58    385    2    1,441  

Adjusted for non-controlling interests and non-gold producing companies(1)

  -    -    -    (48  -    -    -    -    -    -    (48   -     -    -    (44  -    -    -    -    (44

All-in costs adjusted for non-controlling interests and non-gold producing companies

  314    189    379    275    57    96    28    27    437    2    1,804     304     205    153    248    42    58    385    2    1,397  

Adjusted for stockpile write-offs

  -    -    -    -    -    -    (8  (2  (9  -    (19   -     (12  -    -    (2  -    (3  -    (17

All-in costs adjusted for non-controlling interests, non-gold producing companies and stockpile write-offs

  314    189    379    275    57    96    20    25    428    2    1,785     304     193    153    248    40    58    382    2    1,380  

Gold sold – oz (000)(3)

  233    185    248    294    44    85    11    34    481    -    1,615     290     190    56    256    49    69    531    -    1,441  

All-in sustaining cost (excluding stockpile write-offs) per
unit – $/oz(4)

  588    1,020    1,374    917    1,298    1,133    1,795    719    890    -    968     642     1,020    1,185    965    815    886    717    -    815  

All-in cost per unit (excluding stockpile write-offs) – $/oz(4)

  1,351    1,020    1,530    933    1,298    1,133    1,795    719    890    -    1,105     1,051     1,020    2,750    969    815    852    717    -    957  

137


For the year ended 31 December 20142015

Operations in DRC, Ghana, Guinea, Mali Namibia and Tanzania

(in $ millions, except as otherwise noted)

 

 

 

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Total cash costs

                                                

Total cash costs per financial statements

  -    153    264    273    -    -    -    25    286    -    1,001     -     192    51    248    -     -     253    (1  743  

Adjusted for non-controlling interests and non-gold producing companies and other(1)

  -    -    -    (41  -    -    -    -    -    -    (41

Adjusted for non-controlling interests, non-gold producing companies and other(1)

   -     -    -    (37  -     -     -    -    (37

Associates and equity accounted joint ventures’ share of total cash costs(2)

  137    -    -    -    51    87    16    -    -    -    291     176     -    -    -    34     57     -    -    267  

Total cash costs adjusted for non-controlling interests and non-gold producing companies

  137    153    264    232    51    87    16    25    286    -    1,251     176     192    51    211    34     57     253    (1  973  

Retrenchment costs

  -    -    -    -    -    -    -    -    1    -    1     -     -    -    -    -     -     -    1    1  

Rehabilitation and other non-cash costs

  -    6    15    5    -    -    -    -    7    -    33     -     (4  (12  (1  -     -     (3  1    (19

Amortisation of tangible assets

  -    24    19    32    -    -    -    -    99    -    174     -     32    22    26    -     -     148    -    228  

Amortisation of intangible assets

  -    -    -    -    -    -    -    -    -    4    4     -     -    -    -    -     -     -    2    2  

Adjusted for non-controlling interests and non-gold producing companies(1)

  -    -    -    (6  -    -    -    -    -    -    (6

Associates and equity accounted joint ventures’ share of production costs(2)

  67    -    -    -    8    25    4    -    -    -    104  

Adjusted for non-controlling interests, non-gold producing companies(1)

   -     -    -    (4  -     -     -    -    (4

Associates and equity accounted joint ventures’ share of total cash costs(2)

   90     -    -    -    11     10     -    -    111  

Total production costs adjusted for non-controlling interests and non-gold producing companies

  204    183    298    263    59    112    20    25    393    4    1,561     266     220    61    232    45     67     398    3    1,292  

Gold produced - oz (000)(3)

  237    177    243    290    44    85    11    33    477    -    1,597     289     193    53    255    49     69     527    -    1,435  

Total cash costs per unit – $/oz(4)

  578    865    1,086    799    1,162    1,028    1,438    752    599    -    783  

Total production costs per unit – $/oz(4)

  860    1,035    1,223    909    1,343    1,329    1,760    756    821    -    977  

Total cash costs per unit - $/oz(4)

   609     995    966    827    698     818     480    -    678  

Total production costs per unit - $/oz(4)

   920     1,142    1,159    912    924     959     756    -    900  

138


For the year ended 31 December 20142015

Operations in Australia, United States of America, Argentina and Brazil

(in $ millions, except as otherwise noted)

 

 

 

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All-in sustaining costs

                                      

Cost of sales per financial statements

  344    296    20    660    218    222    362    156    4    962    239    266    20    525    244    335    137    3    719  

Amortisation of tangible and intangible assets

  (47  (98  (5  (150  (3  (33  (107  (49  -    (192  (25  (88  (4  (117  (58  (125  (57  -    (240

Adjusted for decomissioning amortisation

  -    3    -    3    -    -    -    -    1    1  

Adjusted for decommissioning amortisation

  -    3    -    3    1    -    -    -    1  

Corporate administration and marketing related to current operations

  -    -    -    -    -    -    1    -    -    1    -    -    -    -    -    1    -    -    1  

Inventory writedown to net realisable value and other stockpile adjustments

  -    -    -    -    -    -    1    -    -    1    -    -    -    -    -    1    3    1    5  

Sustaining exploration and study costs

  -    3    6    9    2    2    8    1    10    23    1    8    6    15    3    2    2    9    16  

Total sustaining capital expenditure

  31    59    1    91    24    58    127    38    1    248    29    48    1    78    67    89    33    1    190  

All-in sustaining costs

  328    263    22    613    241    249    392    146    16    1,044    244    237    23    504    257    303    118    14    692  

Adjusted for non-controlling interests and non-gold producing companies(1)

  -    -    -    -    -    (19  -    -    (16  (35

Adjusted for non-controlling interests and non -gold producing companies(1)

  -    -    -    -    (19  -    -    (9  (28

All-in sustaining costs adjusted for non-controlling interests and non-gold producing companies

  328    263    22    613    241    230    392    146    -    1,009    244    237    23    504    238    303    118    5    664  

Adjusted for stockpile write-offs

  -    -    -    -    -    -    (1  -    -    (1  -    -    -    -    -    (1  (4  -    (5

All-in sustaining costs adjusted for non-controlling interests, non-gold producing companies and stockpile write-offs

  328    263    22    613    241    230    391    146    -    1,008    244    237    23    504    238    302    114    5    659  

All-in sustaining costs

  328    263    22    613    241    249    392    146    16    1,044    244    237    23    504    257    303    118    14    692  

Non-sustaining Project Capital expenditure

  -    -    -    -    145    -    -    -    1    146  

Non-sustaining project capital expenditure

  -    -    -    -    -    -    -    6    6  

Non-sustaining exploration and study costs

  -    -    7    7    -    -    1    -    71    72    -    -    6    6    -    2    -    41    43  

Corporate and social responsibility costs not related to current operations

  -    -    -    -    -    -    14    2    1    17    -    -    -    -    -    7    -    1    8  

All-in costs

  328    263    29    620    386    249    407    148    89    1,279    244    237    29    510    257    312    118    62    749  

Adjusted for non-controlling interests and non-gold producing companies(1)

  -    -    -    -    -    (19  -    -    (1  (20  -    -    -    -    (19  -    -    -    (19

All-in costs adjusted for non-controlling interests and non-gold producing companies

  328    263    29    620    386    230    407    148    88    1,259    244    237    29    510    238    312    118    62    730  

Adjusted for stockpile write-offs

  -    -    -    -    -    -    (1  -    -    (1  -    -    -    -    -    (1  (4  -    (5

All-in costs adjusted for non-controlling interests, non-gold producing companies and stockpile write-offs

  328    263    29    620    386    230    406    148    88    1,258    244    237    29    510    238    311    114    62    725  

Gold sold – oz (000)(3)

  271    350    -    622    210    246    404    138    -    998    221    354    -    575    273    423    133    -    829  

All-in sustaining cost (excluding stockpile write-offs) per unit – $/oz(4)

  1,214    752    -    986    1,147    938    966    1,062    -    1,010    1,110    671    -    875    873    712    861    -    792  

All-in cost per unit (excluding stockpile write-offs) – $/oz(4)

  1,214    752    -    998    1,837    938    1,004    1,078    -    1,262    1,110    671    -    886    874    733    865    -    885  

139


For the year ended 31 December 20142015

Operations in Australia, United States of America, Argentina and Brazil

(in $ millions, except as otherwise noted)

 

 

 

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Total cash costs

                                      

Total cash costs per financial statements

  289    195    14    498    222    184    260    102    (2  766    210    169    14    393    188    218    84    2    492  

Adjusted for non-controlling interests and non-gold producing companies and other(1)

  -    -    -    -    (47  (14  -    -    -    (61

Adjusted for non-controlling interests, non-gold producing companies and other(1)

  -    -    -    -    (14  -    -    -    (14

Total cash costs adjusted for non-controlling interests and non-gold producing companies

  289    195    14    498    175    170    260    102    (2  705    210    169    14    393    174    218    84    2    478  

Retrenchment costs

  -    -    1    1    -    2    3    -    1    6    -    -    -    -    1    2    -    -    3  

Rehabilitation and other non-cash costs

  4    9    -    13    28    5    (7  -    6    32    1    3    -    4    1    (10  (6  -    (15

Amortisation of tangible assets

  47    98    4    149    1    32    101    48    1    183    25    88    4    117    58    113    52    -    223  

Amortisation of intangible assets

  -    -    1    1    1    -    6    1    1    9    -    -    1    1    -    12    5    -    17  

Adjusted for non-controlling interests and non-gold producing companies(1)

  -    -    -    -    12    (3  -    -    (6  3  

Adjusted for non-controlling interests, non-gold producing companies(1)

    -    -    -    (5  -    -    -    (5

Total production costs adjusted for non-controlling interests and non-gold producing companies

  340    302    20    662    217    206    363    151    1    938    236    260    19    515    229    335    135    2    701  

Gold produced – oz (000)(3)

  262    358    -    619    211    246    403    136    -    996    216    344    -    560    278    421    132    -    831  

Total cash costs per unit – $/oz(4)

  1,105    545    -    804    829(6)   692    644    748    -    709    970    492    -    702    625    518    635    -    576  

Total production costs per unit – $/oz(4)

  1,301    845    -    1,070    1,031    842    902    1,113    -    942    1,089    755    -    919    825    796    1,025    -    845  

140


For the year ended 31 December 20142015

AngloGold Ashanti operations – Total

(in $ millions, except as otherwise noted)

 

   

Year endedTOTAL

December 2014

US Dollar million 

All-in sustaining costs

  

Cost of sales per financial statements (refer Item 18 – Financial Statements, Note 4)

   4,1903,294  

Amortisation of tangible and intangible assets

   (786777

Adjusted for decomissioningdecommissioning amortisation

   1013  

Corporate administration and marketing related to current operations

   8878  

Associates and equity accounted joint ventures’ share of costs

   294270  

Inventory writedown to net realisable value and other stockpile adjustments

   1112  

Sustaining exploration and study costs

   4962  

Total sustaining capital expenditure

   814629  

All-in sustaining costs

   4,6703,581  

Adjusted for non-controlling interests and non-gold producing companies

   (7764

All-in sustaining costs adjusted for non-controlling interests and non-gold producing companies

   4,5933,517  

Adjusted for stockpile write-offs

   (2223

All-in sustaining costs adjusted for non-controlling interests, non-gold producing companies and stockpile write-offs

   4,5713,494  

All-in sustaining costs

   4,6703,581  

Non-sustaining Project Capitalproject capital expenditure

   394169  

Technology improvements

   1916  

Non-sustaining exploration and study costs

   9162

Care and maintenance costs

67  

Corporate and social responsibility costs not related to current operations

   2426  

All-in costs

   5,1983,921  

Adjusted for non-controlling interests and non-gold producing companies

   (6255

All-in costs adjusted for non-controlling interests and non-gold producing companies

   5,1363,866  

Adjusted for stockpile write-offs

   (2223

All-in costs adjusted for non-controlling interests, non-gold producing companies and stockpile write-offs

   5,1143,843  

Gold sold – oz (000)

   4,4543,838  

All-in sustaining cost (excluding stockpile write-offs) per unit – $/oz

   1,026910  

All-in cost per unit (excluding stockpile write-offs) – $/oz

   1,1481,001  

141


For the year ended 31 December 20142015

AngloGold Ashanti operations – Total

(in $ millions, except as otherwise noted)

 

   

Year endedTOTAL

December 2014

US Dollar million 

Total cash costs

  

Total cash costs per financial statements (refer Item 18 – Financial Statements, Note 4)

   3,2922,493  

Adjusted for non-controlling interests, and non-gold producing companies and other(1)

   (9442

Associates and equity accounted joint ventures’ share of total cash costs

   291267  

Total cash costs adjusted for non-controlling interests and non-gold producing companies

   3,4892,718  

Retrenchment costs

   2411  

Rehabilitation and other non-cash costs

   94(10) 

Amortisation of tangible assets

   750737  

Amortisation of intangible assets(2)

   3640  

Adjusted for non-controlling interests, and non-gold producing companies

   (49

Associates and equity accounted joint ventures’ share of productiontotal cash costs(3)

   104111  

Total production costs adjusted for non-controlling interests and non-gold producing companies

   4,4933,598  

Gold produced – oz (000)

   4,4323,818  

Total cash costcosts per unit - $/oz

   787712  

Total production costcosts per unit - $/oz

   1,014942  

142


For the year ended 31 December 20132014

Operations in South Africa

(in $ millions, except as otherwise noted)

 

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All-in sustaining costs

                                              

Cost of sales per financial statements

  103    215    240    558    347    -    262    609    226    -    1,393    1    94    201    217    512    313    268    581    231    -    1,324    -  

Amortisation of tangible and intangible assets

  (8  (43  (60  (111  (82  -    (51  (133  (9  -    (253  (9  (8  (50  (50  (107  (71  (58  (129  (22  1    (258  (7

Adjusted for decomissioning amortisation

  (1  1    1    1    -    -    -    -    -    -    1    (1

Adjusted for decommissioning amortisation

  1    -    -    1    -    -    -    1    (2  -    -  

Corporate administration and marketing related to current operations

  -    -    -    -    -    -    -    -    -    5    5    168    -    -    -    -    -    -    -    -    1    1    85  

Associates and equity accounted joint ventures’ share of costs(2)

  -    -    -    -    -    -    -    -    -    -    -    2  

Inventory writedown to net realisable value and other stockpile adjustments

  -    -    -    -    -    -    -    -    -    1    1    (1  -    -    -    -    -    -    -    -    1    1    1  

Sustaining exploration and study costs

  -    -    -    -    -    -    -    -    -    -    -    (1

Total sustaining capital expenditure

  14    50    78    142    95    -    59    154    16    -    312    9    7    26    44    76    65    35    100    46    7    230    5  

All-in sustaining costs

  108    223    259    590    360    -    270    630    233    6    1,459    168    94    177    211    482    307    245    552    256    8    1,298    84  

Adjusted for non-controlling interests and non -gold producing companies(1)

  -    -    -    -    -    -    -    -    -    -    6  

All-in sustaining costs adjusted for non-controlling interests and non-gold producing companies

  108    223    259    590    360    -    270    630    233    6    1,459    168    94    177    211    482    307    245    552    256    8    1,298    90  

Adjusted for stockpile write-offs

  -    -    -    -    -    -    -    -    -    (1  (1  1    -    -    -    -    -    -    -    -    (1  (1  -  

All-in sustaining costs adjusted for non-controlling interests, non-gold producing companies and stockpile write-offs

  108    223    259    590    360    -    270    630    233    5    1,458    169    94    177    211    482    307    245    552    256    7    1,297    90  

All-in sustaining costs

  108    223    259    590    360    -    270    630    233    6    1,459    168    94    177    211    482    307    245    552    256    8    1,298    84  

Non-sustaining Project Capital expenditure

  -    1    39    40    76    -    1    77    23    (1  139    (1

Non-sustaining project capital expenditure

  -    -    2    2    32    -    32    -    -    34    -  

Technology improvements

  -    -    -    -    -    -    -    -    -    14    14    -    -    -    -    -    -    -    -    -    19    19    -  

Non-sustaining exploration and study costs

  -    -    -    -    -    -    -    -    -    -    -    6    -    -    -    -    -    -    -    -    -    -    5  

Corporate and social responsibility costs not related to current operations

  -    -    -    -    -    -    -    -    -    -    -    16    -    -    -    -    -    -    -    -    -    -    7  

All-in costs

  108    224    298    630    436    -    271    707    256    19    1,612    189    94    177    213    484    339    245    584    256    27    1,351    96  

Adjusted for non-controlling interests and non-gold producing companies(1)

  -    -    -    -    -    -    -    -    -    -    6  

All-in costs adjusted for non-controlling interests and non-gold producing companies

  108    224    298    630    436    -    271    707    256    19    1,612    189    94    177    213    484    339    245    584    256    27    1,351    102  

Adjusted for stockpile write-offs

  -    -    -    -    -    -    -    -    -    (1  (1  1    -    -    -    -    -    -    -    -    (1  (1  -  

All-in costs adjusted for non-controlling interests, non-gold producing companies and stockpile write-offs

  108    224    298    630    436    -    271    707    256    18    1,611    190    94    177    213    484    339    245    584    256    26    1,350    102  

Gold sold – oz (000)(3)

  83    178    212    472    354    -    235    589    240    -    1,302    -  

Gold sold - oz (000)(3)

  78    140    234    452    313    232    544    223    3    1,223    -  

All-in sustaining cost (excluding stockpile
write-offs) per unit – $/oz(4)

  1,305    1,255    1,223    1,249    1,016    -    1,149    1,069    969    -    1,120    -    1,185    1,256    903    1,061    981    1,059    1,014    1,153    -    1,064    -  

All-in cost per unit (excluding stockpile
write-offs) – $/oz(4)

  1,305    1,262    1,406    1,334    1,230    -    1,152    1,199    1,064    -    1,238    -    1,185    1,256    909    1,064    1,085    1,059    1,074    1,153    -    1,107    -  
(1) 

Adjusting for non-controlling interest of items included in calculation, to disclose the attributable portions only. Other consists of heap leach inventory.

 

(2) 

Attributable costs and related expenses of associates and equity accounted joint ventures are included in the calculation of total cash costs per ounce and total production costs per ounce.

 

(3) 

Attributable portion.

 

(4) 

In addition to the operational performances of the mines, all-in sustaining cost per ounce, all-in cost per ounce, total cash costs per ounce and total production costs per ounce are affected by fluctuations in the currency exchange rate. AngloGold Ashanti reports all-in sustaining cost per ounce and all-in cost per ounce calculated to the nearest US dollar amount and gold sold in ounces. AngloGold Ashanti reports total cash costs per ounce and total production costs per ounce calculated to the nearest US dollar amount and gold produced in ounces.

 

(5) 

Corporate includes non-gold producing subsidiaries.

(6)

Total cash costs per ounce calculation includes heap-leach inventory change.

(7)

As from 1 January 2013, Tau Tona and Savuka were mined as one operation.

143


For the year ended 31 December 20132014

Operations in South Africa

(in $ millions, except as otherwise noted)

 

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Total cash costs

                                            

Total cash costs per financial statements

  91    163    169    423    255    216    471    213    -    1,107    (7  84    144    160    388    233    205    438    210(1)     1,035    (8

Adjusted for non-controlling interests, non-gold producing companies and other(1)

  -    -    -    -    -    -    -    -    -    -    6    -    -    -    -    -    -    -    -    -    -    7  

Associates and equity accounted joint ventures’ share of total cash costs(2)

  -    -    -    -    -    -    -    -    -    -    -  

Total cash costs adjusted for non-controlling interests and non-gold producing companies

  91    163    169    423    255    216    471    213    -    1,107    (1  84    144    160    388    233    205    438    210    (1  1,035    (1

Retrenchment costs

  3    5    6    14    7    6    13    -    -    27    -    2    5    3    9    4    3    7    -    (1  16    -  

Rehabilitation and other non-cash costs

  1    4    6    11    3    (10  (7  3    -    7    1    1    3    4    8    4    3    8    -    1    16    -  

Amortisation of tangible assets

  7    41    57    105    77    47    124    8    -    237    5    6    47    46    100    65    54    119    20    1    239    5  

Amortisation of intangible assets

  1    3    3    7    5    3    8    -    -    15    2    1    2    4    8    5    4    9    2    1    19    3  

Adjusted for non-controlling interests and non-gold producing companies(1)

  -    -    -    -    -    -    -    -    -    -    (4

Associates and equity accounted joint ventures’ share of production costs(2)

  -    -    -    -    -    -    -    -    -    -    1  

Total production costs adjusted for non-controlling interests and non-gold producing companies

  103    216    241    560    347    262    609    224    -    1,393    4    94    201    217    513    311    269    581    232    1    1,325    7  

Gold produced – oz (000)(3)

  83    178    212    472    354    235    589    240    -    1,302    -  

Gold produced - oz (000)(3)

  78    141    234    453    313    232    544    223    3    1,223    -  

Total cash costs per unit – $/oz(4)

  1,100    918    797    895    719    920    800    883    -    850    -    1,074    1,023    685    857    746    882    804    941    -    849    -  

Total production costs per unit – $/oz(4)

  1,252    1,210    1,138    1,185    978    1,117    1,034    933    -    1,070    -    1,208    1,431    928    1,132    1,001    1,159    1,068    1,040    -    1,087    -  

144


For the year ended 31 December 20132014

Operations in DRC, Ghana, Guinea, Mali Namibia and Tanzania

(in $ millions, except as otherwise noted)

 

 

 

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All-in sustaining costs

                                                    

Cost of sales per financial statements

  -    226    425    324    -    -    -    49    346    23    1,393     -     192    303    314    -     -     -    26    403    5    1,243  

Amortisation of tangible and intangible assets

  -    (30  (50  (27  -    -    -    (6  (120  (6  (239   -     (24  (19  (32  -     -     -    -    (99  (4  (178

Adjusted for decomissioning amortisation

  -    1    1    3    -    -    -    -    1    -    6  

Adjusted for decommissioning amortisation

   -     -    1    4    -     -     -    -    2    (1  6  

Corporate administration and marketing related to current operations

  -    -    1    -    -    -    -    -    -    2    3     -     -    -    -    -     -     -    -    -    1    1  

Associates and equity accounted joint ventures’ share of costs(2)

  21    -    -    -    47    118    46    -    -    -    232     133     -    -    -    51     89     20    -    -    1    294  

Inventory writedown to net realisable value and other stockpile adjustments

  -    83    4    -    -    16    -    24    89    -    216     -     -    -    -    -     -     8    -    -    -    8  

Sustaining exploration and study costs

  -    1    6    18    -    2    -    1    11    -    39     -     -    13    2    -     1     -    -    2    (1  17  

Total sustaining capital expenditure

  -    22    154    27    13    11    -    5    146    1    379     3     21    43    30    6     6     -    1    129    1    240  

All-in sustaining costs

  21    303    541    345    60    147    46    73    473    20    2,029     136     189    341    318    57     96     28    27    437    2    1,631  

Adjusted for non-controlling interests and non-gold producing companies(1)

  -    -    -    (52  -    -    -    -    -    (1  (53

Adjusted for non-controlling interests and non -gold producing companies(1)

   -     -    -    (48  -     -     -    -    -    -    (48

All-in sustaining costs adjusted for non-controlling interests and non-gold producing companies

  21    303    541    293    60    147    46    73    473    19    1,976     136     189    341    270    57     96     28    27    437    2    1,583  

Adjusted for stockpile write-offs

  -    (83  (4  -    -    (16  -    (24  (89  -    (216   -     -    -    -    -     -     (8  (2  (9  -    (19

All-in sustaining costs adjusted for non-controlling interests, non-gold producing companies and stockpile write-offs

  21    220    537    293    60    131    46    49    384    19    1,760     136     189    341    270    57     96     20    25    428    2    1,564  

All-in sustaining costs

  21    303    541    345    60    147    46    73    473    20    2,029     136     189    341    318    57     96     28    27    437    2    1,631  

Non-sustaining Project Capital expenditure

  341    5    42    3    -    31    2    -    8    28    460  

Non-sustaining project capital expenditure

   176     -    38    -    -     -     -    -    -    -    214  

Non-sustaining exploration and study costs

  1    -    -    9    -    -    -    -    -    30    40     2     -    -    5    -     -     -    -    -    -    7  

All-in costs

  363    308    583    357    60    178    48    73    481    78    2,529     314     189    379    323    57     96     28    27    437    2    1,852  

Adjusted for non-controlling interests and non-gold producing companies(1)

  -    -    -    (54  -    -    -    -    -    (9  (63   -     -    -    (48  -     -     -    -    -    -    (48

All-in costs adjusted for non-controlling interests and non-gold producing companies

  363    308    583    303    60    178    48    73    481    69    2,466     314     189    379    275    57     96     28    27    437    2    1,804  

Adjusted for stockpile write-offs

  -    (83  (4  -    -    (16  -    (24  (89  -    (216   -     -    -    -    -     -     (8  (2  (9  -    (19

All-in costs adjusted for non-controlling interests, non-gold producing companies and stockpile write-offs

  363    225    579    303    60    162    48    49    392    69    2,250     314     189    379    275    57     96     20    25    428    2    1,785  

Gold sold – oz (000)(3)

  40    215    242    272    57    86    28    63    461    -    1,462  

Gold sold - oz (000)(3)

   233     185    248    294    44     85     11    34    481    -    1,615  

All-in sustaining cost (excluding stockpile write-offs) per unit – $/oz(4)

  9,065    1,025    2,214    1,085    1,051    1,510    1,653    781    833    -    1,202     588     1,020    1,374    917    1,298     1,133     1,795    719    890    -    968  

All-in cost per unit (excluding stockpile write-offs) – $/oz(4)

  9,168    1,049    2,388    1,122    1,051    1,875    1,734    781    851    -    1,538     1,351     1,020    1,530    933    1,298     1,133     1,795    719    890    -    1,105  

145


For the year ended 31 December 20132014

Operations in DRC, Ghana, Guinea, Mali Namibia and Tanzania

(in $ millions, except as otherwise noted)

 

 

 

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Total cash costs

                                                      

Total cash costs per financial statements

  -    190    336    290    -    -    -    44    237    (3  1,094     -     153     264     273    -     -     -     25     286     -     1,001  

Adjusted for non-controlling interests and non-gold producing companies(1)

  -    -    -    (43  -    -    -    -    -    -    (43

Adjusted for non-controlling interests, non-gold producing companies and other(1)

   -     -     -     (41  -     -     -     -     -     -     (41

Associates and equity accounted joint ventures’ share of total cash costs(2)

  19    -    -    -    44    114    42    -    -    -    219     137     -     -     -    51     87     16     -     -     -     291  

Total cash costs adjusted for non-controlling interests and non-gold producing companies

  19    190    336    247    44    114    42    44    237    (3  1,270     137     153     264     232    51     87     16     25     286     -     1,251  

Retrenchment costs

  -    5    30    -    -    -    -    -    -    3    38     -     -     -     -    -     -     -     -     1     -     1  

Rehabilitation and other non-cash costs

  -    7    4    4    -    -    -    (1  -    7    21     -     6     15     5    -     -     -     -     7     -     33  

Amortisation of tangible assets

  -    30    50    27    -    -    -    6    105    18    236     -     24     19     32    -     -     -     -     99     -     174  

Amortisation of intangible assets

  -    -    -    -    -    -    -    -    -    4    4     -     -     -     -    -     -     -     -     -     4     4  

Adjusted for non-controlling interests and non-gold producing companies(1)

  -    -    -    (5  -    -    -    -    -    -    (5

Associates and equity accounted joint ventures’ share of production costs(2)

  9    -    -    -    4    5    4    -    -    -    22  

Adjusted for non-controlling interests, non-gold producing companies(1)

   -     -     -     (6  -     -     -     -     -     -     (6

Associates and equity accounted joint ventures’ share of total cash costs(2)

   67     -     -     -    8     25     4     -     -     -     104  

Total production costs adjusted for non-controlling interests and non-gold producing companies

  28    231    420    273    48    119    46    49    342    29    1,586     204     183     298     263    59     112     20     25     393     4     1,561  

Gold produced – oz (000)(3)

  40    221    239    268    57    86    27    63    459    -    1,460  

Total cash costs per unit – $/oz(4)

  471    861    1,406    918    773    1,334    1,530    691    515    -    869  

Total production costs per unit – $/oz(4)

  701    1,047    1,758    1,018    838    1,389    1,702    771    778    -    1,086  

Gold produced - oz (000)(3)

   237     177     243     290    44     85     11     33     477     -     1,597  

Total cash costs per unit - $/oz(4)

   578     865     1,086     799    1,162     1,028     1,438     752     599     -     783  

Total production costs per unit - $/oz(4)

   860     1,035     1,223     909    1,343     1,329     1,760     756     821     -     977  

146


For the year ended 31 December 20132014

Operations in Australia, United States of America, Argentina and Brazil

(in $ millions, except as otherwise noted)

   

 

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All-in sustaining costs

                                        

Cost of sales per financial statements

  366    64    19    449    201    199    374    133    3    910  

Amortisation of tangible and intangible assets

  (67  (27  (3  (97  (21  (35  (103  (41  (1  (201

Corporate administration and marketing related to current operations

  -    -    1    1    15    -    6    -    1    22  

Sustaining exploration and study costs

  12    3    8    23    4    7    14    8    -    33  

Total sustaining capital expenditure

  39    25    5    69    15    61    118    36    -    230  

All-in sustaining costs

  350    65    30    445    214    232    409    136    3    994  

Adjusted for non-controlling interests and non-gold producing companies(1) 

  -    -    -    -    -    (18  -    -    -    (18

All-in sustaining costs adjusted for non-controlling interests, non-gold producing companies and stockpile write-offs

  350    65    30    445    214    214    409    136    3    976  

All-in sustaining costs

  350    65    30    445    214    232    409    136    3    994  

Non-sustaining Project Capital expenditure

  -    216    -    216    148    8    5    4    15    180  

Non-sustaining exploration and study costs

  -    -    9    9    -    -    6    -    114    120  

Corporate and social responsibility costs not related to current operations

  -    -    -    -    -    1    7    (3  -    5  

All-in costs

  350    281    39    670    362    241    427    137    132    1,299  

Adjusted for non-controlling interests and non-gold producing companies(1) 

  -    -    -    -    -    (18  -    -    -    (18

All-in costs adjusted for non-controlling interests, non-gold producing companies and stockpile write-offs

  350    281    39    670    362    223    427    137    132    1,281  

Gold sold – oz (000)(3)

  265    58    -    323    231    236    399    141    -    1,007  

All-in sustaining cost (excluding stockpile write-offs) per unit – $/oz(4)

  1,321    1,113    -    1,376    927    912    1,023    970    -    970  

All-in cost per unit (excluding stockpile write-offs) – $/oz(4)

  1,321    4,850    -    2,073    1,567    947    1,069    971    -    1,271  

147


For the year ended 31 December 2013

Operations in Australia, United States of America, Argentina and Brazil

(in $ millions, except as otherwise noted)

 

   

 

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Total cashAll-in sustaining costs

                                    

Total cash costsCost of sales per financial statements

  306344    38296    1420    3586602223621565745

Amortisation of tangible and intangible assets

(47(98(5(150(33(107(49(1(190

Adjusted for decommissioning amortisation

-3-3---11

Corporate administration and marketing related to current operations

-----1--1

Inventory writedown to net realisable value and other stockpile adjustments

-----1--1

Sustaining exploration and study costs

-3692811021

Total sustaining capital expenditure

315919158127381224

All-in sustaining costs

3282632261324939214616803

Adjusted for non-controlling interests and non -gold producing companies(1)

----(19--(16(35

All-in sustaining costs adjusted for non-controlling interests and non-gold producing companies

32826322613    230    162392    253146    99-    768

Adjusted for stockpile write-offs

-----(1--(1

All-in sustaining costs adjusted for non-controlling interests, non-gold producing companies and stockpile write-offs

328    74526322613230391146-767

All-in sustaining costs

3282632261324939214616803

Non-sustaining project capital expenditure

-------11

Non-sustaining exploration and study costs

--77-1-7172

Corporate and social responsibility costs not related to current operations

-----142117

All-in costs

3282632962024940714889893  

Adjusted for non-controlling interests and non-gold producing companies(1)

  -    -    -    -    (61(1219  -    -    -(1)   (7320

Total cashAll-in costs adjusted for non-controlling interests and non-gold producing companies

  306328    38263    1429    358620    169230    150407    253148    9988    1672873  

Retrenchment costs

--11-12--3

Rehabilitation and other non-cash costs

(421(1(1517(41(10

Amortisation of tangible assets

67274982135101401198

Amortisation of intangible assetsAdjusted for stockpile write-offs

  -    -    -    -    -    -2-(13

Adjusted for non-controlling interests and non-gold producing companies(1)

----25(3  -    -    -(122) 

Total productionAll-in costs adjusted for non-controlling interests, and non-gold producing companies and stockpile write-offs

  369328    67263    2029    456620    199230    185406    364148    13688    4872

Gold sold - oz (000)(3)

271    888

Gold produced – oz (000)(3)

27666350    -    342622    231246    241391404    138    -    1,001788  

Total cash costsAll-in sustaining cost (excluding stockpile write-offs) per unit - $/oz(4)

  1,1101,214    568752    -    1,047732(6)622986    646938    7199661,062    -    671974  

Total production costsAll-in cost per unit (excluding stockpile write-offs) - $/oz(4)

  1,3411,214    1,018752    -    1,333998    864938    7671,004    9319911,078    -    8861,108  

148


For the year ended 31 December 20132014

Operations in Australia, Argentina and Brazil

(in $ millions, except as otherwise noted)

   

 

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Total cash costs

                                    

Total cash costs per financial statements

  289    195    14    498    184    260    102(1)     545  

Adjusted for non-controlling interests, non-gold producing companies and other(1)

  -    -    -    -    (14  -    -    -    (14

Associates and equity accounted joint ventures’ share of total cash costs(2)

  -    -    -    -    -    -    -    -    -  

Total cash costs adjusted for non-controlling interests and non-gold producing companies

  289    195    14    498    170    260    102    (1  531  

Retrenchment costs

  -    -    1    1    2    3    -    1    6  

Rehabilitation and other non-cash costs

  4    9    -    13    5    (7  -    6    4  

Amortisation of tangible assets

  47    98    4    149    32    101    48    1    182  

Amortisation of intangible assets

  -    -    1    1    -    6    1    -    7  

Adjusted for non-controlling interests, non-gold producing companies(1)

      -    -    -    (3  -    -    (6  (9

Total production costs adjusted for non-controlling interests and non-gold producing companies

  340    302    20    662    206    363    151    1    721  

Gold produced - oz (000)(3)

  262    358    -    620    246    403    136    -    785  

Total cash costs per unit - $/oz(4)

  1,105    545    -    804    692    644    748    -    676  

Total production costs per unit - $/oz(4)

  1,301    845    -    1,070    842    902    1,113    -    918  

For the year ended 31 December 2014

AngloGold Ashanti operations – Total

(in $ millions, except as otherwise noted)

 

   

Year endedTOTAL

December 2013

US Dollar million 

All-in sustaining costs

  

Cost of sales per financial statements (refer Item 18 – Financial Statements, Note 4)

   4,1463,972  

Amortisation of tangible and intangible assets

   (799783

Adjusted for decomissioningdecommissioning amortisation

   610  

Corporate administration and marketing related to current operations

   19988  

Associates and equity accounted joint ventures’ share of costs

   234294  

Inventory writedown to net realisable value and other stockpile adjustments

   21611  

Sustaining exploration and study costs

   9447  

Total sustaining capital expenditure

   999790  

All-in sustaining costs

   5,0954,429  

Adjusted for non-controlling interests and non-gold producing companies

   (7177

All-in sustaining costs adjusted for non-controlling interests and non-gold producing companies

   5,0244,352  

Adjusted for stockpile write-offs

   (21622

All-in sustaining costs adjusted for non-controlling interests, non-gold producing companies and stockpile write-offs

   4,8084,330  

All-in sustaining costs

   5,0954,429  

Non-sustaining Project Capitalproject capital expenditure

   994249  

Technology improvements

   1419  

Non-sustaining exploration and study costs

   17591  

Care and maintenance costs, Corporate and social responsibility costs not related to current operations

   2124  

All-in costs

   6,2994,812  

Adjusted for non-controlling interests and non-gold producing companies

   (8162

All-in costs adjusted for non-controlling interests and non-gold producing companies

   6,2184,750  

Adjusted for stockpile write-offs

   (21622

All-in costs adjusted for non-controlling interests, non-gold producing companies and stockpile write-offs

   6,0024,728  

Gold sold - oz (000)

   4,0934,244  

All-in sustaining cost (excluding stockpile write-offs) per unit - $/oz

   1,1741,020  

All-in cost per unit (excluding stockpile write-offs) - $/oz

   1,4661,114  

149


For the year ended 31 December 20132014

AngloGold Ashanti operations – Total

(in $ millions, except as otherwise noted)

 

   

Year endedTOTAL

December 2013

US Dollar million 

Total cash costs

  

Total cash costs per financial statements (refer Item 18 – Financial Statements, Note 4)

   3,2973,071  

Adjusted for non-controlling interests, and non-gold producing companies and other(1)

   (11048

Associates and equity accounted joint ventures’ share of total cash costs

   219291  

Total cash costs adjusted for non-controlling interests and non-gold producing companies

   3,4063,314  

Retrenchment costs

   6924  

Rehabilitation and other non-cash costs

   1866  

Amortisation of tangible assets

   775749  

Amortisation of intangible assets(2)

   2434  

Adjusted for non-controlling interests, and non-gold producing companies

   14(15) 

Associates and equity accounted joint ventures’ share of productiontotal cash costs(3)

   23104  

Total production costs adjusted for non-controlling interests and non-gold producing companies

   4,3294,276  

Gold produced - oz (000)

   4,1054,221  

Total cash costcosts per unit - $/oz

   830785  

Total production costcosts per unit - $/oz

   1,0541,013  

150


For the year ended 31 December 20122013

Operations in South Africa

(in $ millions, except as otherwise noted)

 

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All-in sustaining costs

                                        

Cost of sales per financial statements

  123    208    246    330    50    238    131    -    1,326    (41

Amortisation of tangible and intangible assets

  (21  (41  (89  (68  (11  (61  (11  -    (302  (8

Adjusted for decomissioning amortisation

  -    -    -    -    -    -    -    1    1    -  

Corporate administration and marketing related to current operations

  -    -    -    -    -    -    -    9    9    240  

Associates and equity accounted joint ventures’ share of costs(2)

  -    -    -    -    -    -    -    -    -    -  

Sustaining exploration and study costs

  -    -    -    -    -    -    -    -    -    -  

Total sustaining capital expenditure

  26    79    107    96    20    71    11    -    410    34  

All-in sustaining costs

  128    246    264    358    59    248    131    10    1,444    225  

Adjusted for non-controlling interests(1)

  -    -    -    -    -    -    -    -    -    (1

All-in sustaining costs adjusted for non-controlling interests

  128    246    264    358    59    248    131    10    1,444    224  

Gold sold – oz (000)(3)

  84    164    162    405    37    189    174    -    1,214    -  

All-in sustaining cost (excluding stockpile impairments) per
unit – $/oz(4)

  1,530    1,497    1,634    883    1,607    1,316    754    -    1,189    -  
                                         

Total cash costs

                    

Total cash costs per financial statements

  103    167    168    259    38    175    149    -    1,059    (50

Adjusted for non-controlling interests and non-gold producing companies(1)

  -    -    -    -    -    -    -    -    -    50  

Associates and equity accounted joint ventures’ share of total cash costs(2)

  -    -    -    -    -    -    -    -    -    -  

Total cash costs adjusted for non-controlling interests and non-gold producing companies

  103    167    168    259    38    175    149    -    1,059    -  

Retrenchment costs

  1    2    1    1    -    1    -    -    6    1  

Rehabilitation and other non-cash costs

  (1  (1  (12  2    -    2    (29  -    (39  3  

Amortisation of tangible assets

  21    41    89    68    11    61    11    -    302    12  

Amortisation of intangible assets

  -    -    -    -    -    -    -    -    -    -  

Adjusted for non-controlling interests and non-gold producing companies(1)

  -    -    -    -    -    -    -    -    -    (6

Associates and equity accounted joint ventures’ share of production costs(2)

  -    -    -    -    -    -    -    -    -    (1

Total production costs adjusted for non-controlling interests and non-gold producing companies

  124    209    246    330    49    239    131    -    1,328    9  

Gold produced – oz (000)(3)

  84    164    162    405    37    189    172    -    1,212    -  

Total cash costs per unit – $/oz(4)

  1,226    1,015    1,040    639    1,041    924    943    -    873    -  

Total production costs per unit – $/oz(4)

  1,475    1,267    1,522    816    1,352    1,262    1,277    -    1,095    -  
   

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All-in sustaining costs

                      

Cost of sales per financial statements

  103    215    240    558    347    262    609    226    -    1,393    1  

Amortisation of tangible and intangible assets

  (8  (43  (60  (111  (82  (51  (133  (9  -    (253  (9

Adjusted for decommissioning amortisation

  (1  1    1    1    -    -    -    -    -    1    (1

Corporate administration and marketing related to current operations

  -    -    -    -    -    -    -    -    5    5    168  

Associates and equity accounted joint ventures’ share of costs(2)

  -    -    -    -    -    -    -    -    -    -    2  

Inventory writedown to net realisable value and other stockpile adjustments

  -    -    -    -    -    -    -    -    1    1    (1

Sustaining exploration and study costs

  -    -    -    -    -    -    -    -    -    -    (1

Total sustaining capital expenditure

  14    50    78    142    95    59    154    16    -    312    9  

All-in sustaining costs

  108    223    259    590    360    270    630    233    6    1,459    168  

All-in sustaining costs adjusted for non-controlling interests and non-gold producing companies

  108    223    259    590    360    270    630    233    6    1,459    168  

Adjusted for stockpile write-offs

  -    -    -    -    -    -    -    -    (1  (1  1  

All-in sustaining costs adjusted for non-controlling interests, non-gold producing companies and stockpile write-offs

  108    223    259    590    360    270    630    233    5    1,458    169  

All-in sustaining costs

  108    223    259    590    360    270    630    233    6    1,459    168  

Non-sustaining project capital expenditure

  -    1    39    40    76    1    77    23    (1  139    (1

Technology improvements

  -    -    -    -    -    -    -    -    14    14    -  

Non-sustaining exploration and study costs

  -    -    -    -    -    -    -    -    -    -    6  

Corporate and social responsibility costs not related to current operations

  -    -    -    -    -    -    -    -    -    -    16  

All-in costs

  108    224    298    630    436    271    707    256    19    1,612    189  

All-in costs adjusted for non-controlling interests and non-gold producing companies

  108    224    298    630    436    271    707    256    19    1,612    189  

Adjusted for stockpile write-offs

  -    -    -    -    -    -    -    -    (1  (1  1  

All-in costs adjusted for non-controlling interests, non-gold producing companies and stockpile write-offs

  108    224    298    630    436    271    707    256    18    1,611    190  

Gold sold - oz (000)(3)

  83    178    212    472    354    235    589    240    -    1,302    -  

All-in sustaining cost (excluding stockpile write-offs) per unit - $/oz(4)

  1,305    1,255    1,223    1,249    1,016    1,149    1,069    969    -    1,120    -  

All-in cost per unit (excluding stockpile write-offs) - $/oz(4)

  1,305    1,262    1,406    1,334    1,230    1,152    1,199    1,064    -    1,238    -  

 

(1) 

Adjusting for non-controlling interest of items included in calculation, to disclose the attributable portions.portions only. Other consists of heap leach inventory.

 

(2) 

Attributable costs and related expenses of associates and equity accounted joint ventures are included in the calculation of total cash costs per ounce and total production costs per ounce.

 

(3)

Attributable portion.

 

(4) 

In addition to the operational performances of the mines, all-in sustaining cost per ounce, all-in cost per ounce, total cash costs per ounce and total production costs per ounce are affected by fluctuations in the currency exchange rate. AngloGold Ashanti reports all-in sustaining cost per ounce reportsand all-in cost per ounce calculated to the nearest US dollar amount and gold sold in ounces. AngloGold Ashanti reports total cash costs per ounce and total production costs per ounce calculated to the nearest US dollar amount and gold produced in ounces.

 

(5) 

Corporate includes non-gold producing subsidiaries.

(6)

Total cash costs per ounce calculation includes heap-leach inventory change.

151


For the year ended 31 December 20122013

Operations in South Africa

(in $ millions, except as otherwise noted)

   

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Total cash costs

                      

Total cash costs per financial statements

  91    163    169    423    255    216    471    213    -    1,107    (7

Adjusted for non-controlling interests, non-gold producing companies and other(1)

  -    -    -    -    -    -    -    -    -    -    6  

Total cash costs adjusted for non-controlling interests and non-gold producing companies

  91    163    169    423    255    216    471    213    -    1,107    (1

Retrenchment costs

  3    5    6    14    7    6    13    -    -    27    -  

Rehabilitation and other non-cash costs

  1    4    6    11    3    (10  (7  3    -    7    (1

Amortisation of tangible assets

  7    41    57    105    77    47    124    8    -    237    6  

Amortisation of intangible assets

  1    3    3    7    5    3    8    -    -    15    2  

Adjusted for non-controlling interests, non-gold producing companies(1)

  -    -    -    -    -    -    -    -    -    -    (1

Associates and equity accounted joint ventures’ share of costs(2)

  -    -    -    -    -    -    -    -    -    -    1  

Total production costs adjusted for non-controlling interests and non-gold producing companies

  103    216    241    560    347    262    609    224    -    1,393    6  

Gold produced - oz (000)(3)

  83    178    212    472    354    235    589    240    -    1,302    -  

Total cash costs per unit - $/oz(4)

  1,100    918    797    895    719    920    800    883    -    850    -  

Total production costs per unit - $/oz(4)

  1,252    1,210    1,138    1,185    978    1,117    1,034    933    -    1,070    -  

For the year ended 31 December 2013

Operations in DRC, Ghana, Guinea, Mali, Namibia and Tanzania

(in $ millions, except as otherwise noted)

 

   

 

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All-in sustaining costs

                                        

Cost of sales per financial statements

  207    446    292    -    -    -    93    366    7    1,411  

Amortisation of tangible and intangible assets

  (24  (71  (24  -    -    -    (15  (134  (8  (276

Adjusted for decomissioning amortisation

  1    1    2    -    -    -    -    1    1    6  

Corporate administration and marketing related to current operations

  -    -    1    -    -    -    -    -    10    11  

Associates and equity accounted joint ventures’ share of costs(2)

  -    -    -    61    118    51    -    -    -    230  

Sustaining exploration and study costs

  4    12    13    -    3    2    5    16    -    55  

Total sustaining capital expenditure

  75    181    19    1    6    1    15    195    2    495  

All-in sustaining costs

  263    569    303    62    127    54    98   ��444    12    1,932  

Adjusted for non-controlling interests(1)

  -    -    (45  -    -    -    -    -    (1  (46

All-in sustaining costs adjusted for non-controlling interests

  263    569    258    62    127    54    98    444    11    1,886  

Gold sold – oz (000)(3)

  183    281    233    81    101    28    73    546    -    1,527  

All-in sustaining cost (excluding stockpile impairments) per
unit – $/oz(4)

  1,437    2,021    1,105    765    1,249    1,888    1,329    816    -    1,235  
                                         

Total cash costs

                    

Total cash costs per financial statements

  172    332    272    -    -    -    76    227    (7  1,072  

Adjusted for non-controlling interests and non-gold producing companies(1)

  -    -    (41  -    -    -    -    -    -    (41

Associates and equity accounted joint ventures’ share of total cash costs(2)

  -    -    -    62    117    51    -    -    -    230  

Total cash costs adjusted for non-controlling interests and non-gold producing companies

  172    332    231    62    117    51    76    227    (7  1,261  

Retrenchment costs

  -    -    -    -    -    -    -    -    -    -  

Rehabilitation and other non-cash costs

  8    41    12    -    -    -    2    7    -    70  

Amortisation of tangible assets

  24    71    24    -    -    -    15    90    44    268  

Amortisation of intangible assets

  -    -    -    -    -    -    -    -    4    4  

Adjusted for non-controlling interests and non-gold producing companies(1)

  -    -    (5  -    -    -    -    -    -    (5

Associates and equity accounted joint ventures’ share of production costs(2)

  -    -    -    3    2    3    -    -    -    8  

Total production costs adjusted for non-controlling interests and non-gold producing companies

  204    444    262    65    119    54    93    324    41    1,606  

Gold produced – oz (000)(3)

  180    280    247    81    100    29    74    531    -    1,521  

Total cash costs per unit – $/oz(4)

  955    1,187    938    767    1,169    1,758    1,036    427    -    830  

Total production costs per unit – $/oz(4)

  1,134    1,590    1,065    798    1,185    1,874    1,262    694    -    1,060  
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All-in sustaining costs

                                            

Cost of sales per financial statements

  -    226    425    324    -    -    -    49    346    23    1,393  

Amortisation of tangible and intangible assets

  -    (30  (50  (27  -    -    -    (6  (120  (6  (239

Adjusted for decommissioning amortisation

  -    1    1    3    -    -    -    -    1    -    6  

Corporate administration and marketing related to current operations

  -    -    1    -    -    -    -    -    -    2    3  

Associates and equity accounted joint ventures’ share of costs(2)

  21    -    -    -    47    118    46    -    -    -    232  

Inventory writedown to net realisable value and other stockpile adjustments

  -    83    4    -    -    16    -    24    89    -    216  

Sustaining exploration and study costs

  -    1    6    18    -    2    -    1    11    -    39  

Total sustaining capital expenditure

  -    22    154    27    13    11    -    5    146    1    379  

All-in sustaining costs

  21    303    541    345    60    147    46    73    473    20    2,029  

Adjusted for non-controlling interests and non -gold producing companies(1)

  -    -    -    (52  -    -    -    -    -    (1  (53

All-in sustaining costs adjusted for non-controlling interests and non-gold producing companies

  21    303    541    293    60    147    46    73    473    19    1,976  

Adjusted for stockpile write-offs

  -    (83  (4  -    -    (16  -    (24  (89  -    (216

All-in sustaining costs adjusted for non-controlling interests, non-gold producing companies and stockpile write-offs

  21    220    537    293    60    131    46    49    384    19    1,760  

All-in sustaining costs

  21    303    541    345    60    147    46    73    473    20    2,029  

Non-sustaining project capital expenditure

  341    5    42    3    -    31    2    -    8    28    460  

Non-sustaining exploration and study costs

  1    -    -    9    -    -    -    -    -    30    40  

All-in costs

  363    308    583    357    60    178    48    73    481    78    2,529  

Adjusted for non-controlling interests and non-gold producing companies(1)

  -    -    -    (54  -    -    -    -    -    (9  (63

All-in costs adjusted for non-controlling interests and non-gold producing companies

  363    308    583    303    60    178    48    73    481    69    2,466  

Adjusted for stockpile write-offs

  -    (83  (4  -    -    (16  -    (24  (89  -    (216

All-in costs adjusted for non-controlling interests, non-gold producing companies and stockpile write-offs

  363    225    579    303    60    162    48    49    392    69    2,250  

Gold sold - oz (000)(3)

  40    215    242    272    57    86    28    63    461    -    1,462  

All-in sustaining cost (excluding stockpile write-offs) per unit - $/oz(4)

  9,065    1,025    2,214    1,085    1,051    1,510    1,653    781    833    -    1,202  

All-in cost per unit (excluding stockpile write-offs) - $/oz(4)

  9,168    1,049    2,388    1,122    1,051    1,875    1,734    781    851    -    1,538  

152


For the year ended 31 December 20122013

Operations in DRC, Ghana, Guinea, Mali, Namibia and Tanzania

(in $ millions, except as otherwise noted)

   

 

 

 

 

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Total cash costs

                                  

Total cash costs per financial statements

   -     190     336     290    -     -     -     44    237     (3  1,094  

Adjusted for non-controlling interests, non-gold producing companies and other(1)

   -     -     -     (43  -     -     -     -    -     -    (43

Associates and equity accounted joint ventures’ share of total cash costs(2)

   19     -     -     -    44     114     42     -    -     -    219  

Total cash costs adjusted for non-controlling interests and non-gold producing companies

   19     190     336     247    44     114     42     44    237     (3  1,270  

Retrenchment costs

   -     5     30     -    -     -     -     -    -     3    38  

Rehabilitation and other non-cash costs

   -     7     4     4    -     -     -     (1  -     7    21  

Amortisation of tangible assets

   -     30     50     27    -     -     -     6    105     18    236  

Amortisation of intangible assets

   -     -     -     -    -     -     -     -    -     4    4  

Adjusted for non-controlling interests, non-gold producing companies(1)

   -     -     -     (5  -     -     -     -    -     -    (5

Associates and equity accounted joint ventures’ share of total cash costs(2)

   9     -     -     -    4     5     4     -    -     -    22  

Total production costs adjusted for non-controlling interests and non-gold producing companies

   28     232     420     273    48     119     46     49    342     29    1,586  

Gold produced – oz (000)(3)

   40     221     239     268    57     86     27     63    459     -    1,460  

Total cash costs per unit – $/oz(4)

   471     861     1,406     918    773     1,334     1,530     691    515     -    869  

Total production costs per unit – $/oz(4)

   701     1,047     1,758     1,018    838     1,389     1,702     771    778     -    1,086  

For the year ended 31 December 2013

Operations in Australia, United States of America, Argentina and Brazil

(in $ millions, except as otherwise noted)

 

   

 

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All-in sustaining costs

                                    

Cost of sales per financial statements

  324    24    348    201    183    401    133    2    920  

Amortisation of tangible and intangible assets

  (34  (2  (36  (41  (35  (113  (24  -    (213

Adjusted for decomissioning amortisation

  -    -    -    -    1    (1  -    -    -  

Corporate administration and marketing related to current operations

  -    1    1    18    -    11    -    1    30  

Associates and equity accounted joint ventures’ share of costs(2)

  -    -    -    -    -    -    -      -  

Sustaining exploration and study costs

  37    26    63    4    6    20    4    -    34  

Total sustaining capital expenditure

  49    5    54    20    77    107    36    2    242  

All-in sustaining costs

  376    54    430    202    232    425    149    5    1,013  

Adjusted for non-controlling interests(1)

  -    -    -    -    (17  -    (35  -    (52

All-in sustaining costs adjusted for non-controlling interests

  376    54    430    202    215    425    114    5    961  

Gold sold – oz (000)(3)

  257    -    257    247    229    382    97    -    955  

All-in sustaining cost (excluding stockpile impairments) per unit – $/oz(4)

  1,470    -    1,680    817    935    1,114    1,168    -    1,006  
                                     

Total cash costs

                  

Total cash costs per financial statements

  290    22    312    225    136    270    108    3    742  

Adjusted for non-controlling interests and non-gold producing companies(1)

  -    -    -    (67  (10  -    (27  -    (104

Associates and equity accounted joint ventures’ share of total cash costs(2)

  -    -    -    -    -    -    -    -    -  

Total cash costs adjusted for non-controlling interests and non-gold producing companies

  290    22    312    158    126    270    81    3    638  

Retrenchment costs

  -    -    -    -    1    2    -    -    3  

Rehabilitation and other non-cash costs

  2    -    2    9    7    17    (4  2    31  

Amortisation of tangible assets

  34    2    36    41    35    112    24    -    212  

Amortisation of intangible assets

  -    -    -    -    -    1    -    -    1  

Adjusted for non-controlling interests and non-gold producing companies(1)

  -    -    -    (9  (3  -    (8  -    (20

Associates and equity accounted joint ventures’ share of production costs(2)

  -    -    -    -    -    -    -    -    -  

Total production costs adjusted for non-controlling interests and non-gold producing companies

  326    24    350    199    166    402    93    5    865  

Gold produced – oz (000)(3)

  258    -    258    247    219    388    98    -    953  

Total cash costs per unit – $/oz(4)

  1,126    -    1,211    638(6)   576    696    821    -    669  

Total production costs per unit – $/oz(4)

  1,264    -    1,358    804    759    1,037    958    -    907  
   

 

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All-in sustaining costs

                                    

Cost of sales per financial statements

  366    64    19    449    199    374    133    3    709  

Amortisation of tangible and intangible assets

  (67  (27  (3  (97  (35  (103  (41  (1  (180

Corporate administration and marketing related to current operations

  -    -    1    1    -    6    -    1    7  

Sustaining exploration and study costs

  12    3    8    23    7    14    8    -    29  

Total sustaining capital expenditure

  39    25    5    69    61    118    36    -    215  

All-in sustaining costs

  350    65    30    445    232    409    136    3    780  

Adjusted for non-controlling interests and non -gold producing companies(1)

  -    -    -    -    (18  -    -    -    (18

All-in sustaining costs adjusted for non-controlling interests, non-gold producing companies and stockpile write-offs

  350    65    30    445    214    409    136    3    762  

All-in sustaining costs

  350    65    30    445    232    409    136    3    780  

Non-sustaining project capital expenditure

  -    216    -    216    8    5    4    15    32  

Non-sustaining exploration and study costs

  -    -    9    9    -    6    -    114    120  

Corporate and social responsibility costs not related to current operations

  -    -    -    -    1    7    (3  -    5  

All-in costs

  350    281    39    670    241    427    137    132    937  

Adjusted for non-controlling interests and non-gold producing companies(1)

  -    -    -    -    (18  -    -    -    (18

All-in costs adjusted for non-controlling interests, non-gold producing companies and stockpile write-offs

  350    281    39    670    223    427    137    132    919  

Gold sold - oz (000)(3)

  265    58    -    323    236    399    141    -    776  

All-in sustaining cost (excluding stockpile write-offs) per unit - $/oz(4)

  1,321    1,113    -    1,376    912    1,023    970    -    1,011  

All-in cost per unit (excluding stockpile write-offs) - $/oz(4)

  1,321    4,850    -    2,073    947    1,069    971    -    1,212  
       `                              

153


For the year ended 31 December 20122013

Operations in Australia, Argentina and Brazil

(in $ millions, except as otherwise noted)

    

 

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Total cash costs

                                             

Total cash costs per financial statements

   306     38     14     358     162     253     99     1     515  

Adjusted for non-controlling interests, non-gold producing companies and other(1)

   -     -     -     -     (12)     -     -     -     (12)  

Total cash costs adjusted for non-controlling interests and non-gold producing companies

   306     38     14     358     150     253     99     1     503  

Retrenchment costs

   -     -     1     1     1     2     -     - ��   3  

Rehabilitation and other non-cash costs

   (4)     2     1     (1)     1     7     (4)     3     7  

Amortisation of tangible assets

   67     27     4     98     35     101     40     1     177  

Amortisation of intangible assets

   -     -     -     -     -     2     -     1     3  

Adjusted for non-controlling interests, non-gold producing companies(1)

        -     -     -     (3)     -     -     (2)     (5)  

Total production costs adjusted for non-controlling interests and non-gold producing companies

   369     67     20     456     184     365     135     4     688  

Gold produced – oz (000)(3)

   276     66     -     342     241     391     138     -     770  

Total cash costs per unit – $/oz(4)

   1,110     568     -     1,047     622     646     719     -     653  

Total production costs per unit – $/oz(4)

   1,341     1,018     -     1,333     767     931     991     -     892  

For the year ended 31 December 2013

AngloGold Ashanti operations - Total

(in $ millions, except as otherwise noted)

 

   

Year endedTOTAL

December 2012

US Dollar million 

All-in sustaining costs

  

Cost of sales per financial statements (refer Item 18 – Financial Statements, Note 4)

   3,9643,947  

Amortisation of tangible and intangible assets

   (835778

Adjusted for decomissioningdecommissioning amortisation

   76  

Corporate administration and marketing related to current operations

   290184  

Associates and equity accounted joint ventures’ share of costs

   229234  

Inventory writedown to net realisable value and other stockpile adjustments

   -216  

Sustaining exploration and study costs

   15290  

Total sustaining capital expenditure

   1,236984  

All-in sustaining costs

   5,0434,883  

Adjusted for non-controlling interests and non-gold producing companies

   (9971

All-in sustaining costs adjusted for non-controlling interests and non-gold producing companies

4,812

Adjusted for stockpile write-offs

(216

All-in sustaining costs adjusted for non-controlling interests, non-gold producing companies and stockpile write-offs

   4,9444,596

All-in sustaining costs

4,883

Non-sustaining project capital expenditure

846

Technology improvements

14

Non-sustaining exploration and study costs

175

Corporate and social responsibility costs not related to current operations

21

All-in costs

5,939

Adjusted for non-controlling interests and non-gold producing companies

(81

All-in costs adjusted for non-controlling interests and non-gold producing companies

5,858

Adjusted for stockpile write-offs

(216

All-in costs adjusted for non-controlling interests, non-gold producing companies and stockpile write-offs

5,642  

Gold sold - oz (000)

   3,9533,862  

All-in sustaining costscost (excluding stockpile write-offs) per unit - $/oz

   1,2511,195

All-in cost per unit (excluding stockpile write-offs) - $/oz

1,466

For the year ended 31 December 2013

AngloGold Ashanti operations - Total

(in $ millions, except as otherwise noted)

TOTAL 

Total cash costs

  

Total cash costs per financial statements (refer Item 18 – Financial Statements, Note 4)

   3,1353,067  

Adjusted for non-controlling interests, and non-gold producing companies and other(1)

   (9549

Associates and equity accounted joint ventures’ share of total cash costs

   230219  

Total cash costs adjusted for non-controlling interests and non-gold producing companies

   3,2703,237  

Retrenchment costs

   1069  

Rehabilitation and other non-cash costs

   6733  

Amortisation of tangible assets

   830754  

Amortisation of intangible assets(2)

   524  

Adjusted for non-controlling interests, and non-gold producing companies

   (3111

Associates and equity accounted joint ventures’ share of productiontotal cash costs(3)

   723  

Total production costs adjusted for non-controlling interests and non-gold producing companies

   4,1584,129  

Gold produced - oz (000)

   3,9443,874  

Total cash costcosts per unit - $/oz

   829836  

Total production costcosts per unit - $/oz

   1,0541,066  

 

154


Capital expenditure Update

Total capital expenditure was $857 million in 2015 compared to $1,209 million in 2014. This represents a $352 million, or 29 percent, decrease from 2014. The decrease in capital expenditure during 2015 relates to reduced capital expenditure on existing operations ($177 million) and growth related projects ($175 million). Capital expenditure decreased at Cripple Creek & Victor by $111 million due to the mine being sold in August 2015, at Córrego do Sitió by $38 million due to capital savings mainly related to the Cuiaba tailings dam, at Obuasi by $59 million due to current operations reduced to limited operation status, at Kibali by $55 million due to the completion of the sulphide plant and infrastructure in 2014 and in the South Africa region by $58 million due to regulatory stoppages limiting access to working areas, Phase 1 project operational delays, deferral of equipment deliveries and slower than anticipated mechanised support installation. Capital expenditure also decreased due to the weakening of local currencies.

Total capital expenditure was $1,209 million in 2014 compared to $1,993 million in 2013. This represents a $784 million, or 39 percent, decrease from 2013. The decreased capital expenditure during 2014 relates to reduced capital expenditure on existing operations of $184 million($184 million) and decreased capital expenditure of $600 million for growth related projects.projects ( $600 million). Capital expenditure decreased at Tropicana by $182 million with the project being completed during 2013, in the South Africa region by $187 million due to timing of actual project spend and at Mponeng, a scheduled slippage occurred in the secondary support installation and consequent movement of construction activities and at Moab Khotsong, where the Zaaiplaats Phase 2 project was halted and the development contract was terminated. Capital expenditure also decreased at Kibali by $162 million with the completion of the initial phase of the project during 2013, at the Mongbwalu project by $26 million with the operationproject being in closure mode, at Sadiola and Geita by $36 million and $25 million, respectively, due to the timing of the expenditure and at Obuasi by $114 million at Obuasi due to the revised strategy where the decline is completed while the current operations are reduced to limited operation status.

Total capital expenditure was $1,993 million in 2013 compared to $2,322 million in 2012. This represents a $329 million, or 14 percent, decrease from 2012. The decreased capital expenditure during 2013 relates to reduced capital expenditure on existing operations of $237 million and decreased capital expenditure of $91 million for growth related projects. Capital expenditure decreased at Tropicana by $74 million, South Africa region by $132 million following the scaling back of project investment as part of the cost-cutting initiatives across the South African asset portfolio, at the Mongbwalu project by $77 million, at Iduapriem by $67 million, Geita by $62 million, AngloGold Ashanti Mineração by $39 million and Cerro Vanguardia by $24 million. The decrease was partially offset by increased capital expenditure of $78 million at the Kibali joint venture and $57 million at Cripple Creek & Victor.

Comparison of financial performance on a segment basis for 2015, 2014 2013 and 20122013

The company produces gold as its primary product and does not have distinct divisional segments in terms of principal business activity, but manages its business on the basis of different geographic segments. Therefore, information regarding separate geographic segments is provided.

Gold income

 

(in millions)  Year ended 31 December   Year ended 31 December 
  2014         2013     2012       2015         2014     2013     
  $ percent $ percent $ percent   $ percent $ percent $ percent 

Geographical analysis of gold income by origin is as follows:

              

South Africa

   1,527    29    1,810    33    2,013    32     1,132    27    1,527    29    1,810    33  

Continental Africa

   2,105    40    2,111    38    2,609    41     1,724    42    2,105    40    2,111    38  

Australasia

   785    15    441    8    426    7     666    16    785    15    441    8  

Americas

   1,270    24    1,425    26    1,656    25     967    23    1,004    19    1,100    20  
   5,687    5,787    6,704      4,489    5,421    5,462   

Less : Associates and equity accounted joint ventures included above

   (469  (8  (290  (5  (351  (5   (474  (11  (469  (8  (290  (5

Gold income

   5,218    100    5,497    100    6,353    100  

Continuing operations

   4,015     4,952     5,172   

Discontinued operations

   137    3    266    5    325    6  
   4,152    100    5,218    100    5,497    100  

Assets

 

(in millions)  Year ended 31 December   Year ended 31 December 
  2014           2013           2012           2015           2014           2013         
  $   percent   $   percent   $   percent   $   percent   $   percent   $   percent 

Geographical analysis of assets by origin is as follows:

                        

South Africa

   2,124     23     2,325     24     3,082     24     1,629     22     2,124     23     2,325     24  

Continental Africa

   3,239     36     3,391     35     4,846     38     3,121     43     3,239     36     3,391     35  

Australasia

   906     10     1,108     11     1,045     8     837     12     906     10     1,108     11  

Americas

   2,409     26     2,203     23     2,878     23     1,341     18     2,409     26     2,203     23  

Other, including non-gold producing subsidiaries

   456     5     647     7     888     7     356     5     456     5     647     7  

Total assets

   9,134     100     9,674     100     12,739     100     7,284     100     9,134     100     9,674     100  

At 31 December 2015, 22 percent of AngloGold Ashanti’s total assets were located in South Africa compared with 23 percent at the end of 2014. The remaining operations collectively accounted for approximately 78 percent of AngloGold Ashanti’s total assets at 31 December 2015 compared to 77 percent at the end of the same period in 2014.

155


At 31 December 2014, 23 percent of AngloGold Ashanti’s total assets were located in South Africa compared with 24 percent at the end of 2013. The remaining operations collectively accounted for approximately 77 percent of AngloGold Ashanti’s total assets at 31 December 2014 compared to 76 percent at the end of the same period in 2013.

At 31 DecemberComparison of financial performance in 2015, 2014 and 2013 24 percent of AngloGold Ashanti’s total assets were located in South Africa compared with 24 percent at the end of 2012. The remaining operations collectively accounted for approximately 76 percent of AngloGold Ashanti’s total assets at 31 December 2013 compared to 76 percent at the end of the same period in 2012.

Financial performance of AngloGold Ashanti  Year ended 31 December             
(in millions)  2015  2014  2013 

Gold income

   4,015    4,952    5,172  

Cost and expenses

   (3,846  (4,757  (7,202

Share of associates and joint ventures’ profit (loss)

   88    (25  (162

Taxation (expense) benefit

   (211  (225  237  

Net profit attributable to non-controlling interests

   15    19    30  

Net profit (loss) attributable to equity shareholders - Continuing operations

   31    (74  (1,985

Net (loss) profit attributable to equity shareholders - Discontinued operations

   (116  16    (245

Comparison of financial performance in 2015 with 2014

Gold income

Gold income decreased by $937 million, or 19 percent, from $4,952 million in 2014 to $4,015 million in 2015. This decrease was due to the 395,000-ounce decrease in production from continuing operations, which resulted in a decrease in gold income of approximately $458 million, and the decrease in the average spot price of gold of $107 per ounce, or eight percent, from $1,266 per ounce during 2014 to $1,159 per ounce in 2015. The decrease in the price of gold resulted in a decrease in gold income of approximately $452 million.

Gold income from the South African operations in 2015 decreased by $395 million, or 26 percent, to $1,132 million from $1,527 million in 2014, mainly as a result of the decrease in production of 219,000 attributable ounces, primarily as a result of safety related stoppages across the regional portfolio as well as lower volumes and grade mined, which accounted for $253 million of the decrease in gold income. Gold income further decreased as a result of the decrease in the average spot price of gold, which resulted in a decrease in gold income of approximately $131 million.

Gold income from the Continental Africa operations (including associates and equity accounted joint ventures) decreased by $381 million, or 18 percent, to $1,724 million in 2015 from $2,105 million in 2014, mainly as a result of the decrease in production of 163,000 attributable ounces, which resulted in a decrease of gold income of approximately $188 million. The decrease in production was mainly due to Obuasi moving into a limited operations phase in 2015. Gold income further decreased as a result of the decrease in the average spot price of gold, which resulted in a decrease in gold income of approximately $171 million.

Gold income from Australia decreased by $119 per ounce, or 15 percent, from $785 million in 2014 to $666 million in 2015. The decrease was due to the 59,000-ounce decrease in production in 2015, which resulted in a decrease in gold income of approximately $69 million. The decrease in production was mainly as a result of lower grades mined at Sunrise Dam. Gold income further decreased as a result of the decrease in the average spot price of gold, which resulted in a decrease in gold income of approximately $66 million.

Gold income from the Americas operations decreased by $37 per ounce, or four percent, from $1,004 million in 2014 to $967 million in 2015 mainly as a result of the decrease in the average spot price of gold, which resulted in a decrease in gold income of approximately $84 million. The decrease was partially offset by an increase in production of 46,000 attributable ounces, which resulted in an increase in gold income of approximately $53 million. The increase in production was mainly due to higher tonnes treated and higher grades mined at Cerro Vanguardia.

Cost and expenses

Production costs

Production costs decreased from $3,161 million in 2014 to $2,494 million in 2015, which represents a $667 million, or 21 percent decrease. The decrease was primarily due to a decrease in salaries and wages costs, stores and other consumables costs, fuel and power costs, contractor costs, service related costs, retrenchment costs and rehabilitation costs.

Labour costs decreased from $1,048 million in 2014 to $869 million in 2015, which represents $179 million, or 17 percent, decrease. In particular, labour costs decreased by $78 million at Obuasi in Ghana following the move to limited operations and by $66 million at the South African operations due to labour profile reduction and completion of Savuka integration project.

Consumable stores decreased from $607 million in 2014 to $519 million in 2015, which represents an $88 million, or 14 percent, decrease. The decrease was mainly due to the scaling down of operations at Obuasi in Ghana and cost saving initiatives.

Fuel and power costs decreased from $609 million in 2014 to $443 million in 2015, which represents a $166 million, or 27 percent, decrease. The decrease was mainly due to decreased mining at Obuasi following the move to limited operations during the first quarter of 2015 and the decrease in fuel prices.

Contractor costs for the group decreased from $505 million in 2014 to $460 million in 2015, which represents a $45 million, or nine percent, decrease. The decrease in contractor costs was primarily a result of the completion of open pit mining at Sunrise Dam in Australia and the weakening of the Australian dollar against the US dollar which resulted in a decrease of $32 million.

Service related costs decreased from $255 million in 2014 to $184 million in 2015, which represents a $71 million, or 28 percent, decrease. This decrease was mainly due to a decrease of services costs at the South African operations, at Obuasi, Serra Grande and Corrego do Sitio and other production costs at the South African operations and Australia. The decrease was partially offset by a reduction of Capital Ore Reserve Development credits at the South African operations and Obuasi in Ghana.

Retrenchment costs included in the production costs decreased from $24 million in 2014 to $11 million in 2015, which represents a $13 million, or 54 percent, decrease. Retrenchment costs recorded for the year ended 31 December 2015 resulted from the rationalisation of operations in the South African, Americas, Australia and Continental Africa regions.

Rehabilitation costs decreased from $66 million in 2014 to a credit of $10 million in 2015, which represents a $76 million decrease. The decrease was due to changes to cash flows, inflation rates and discount rates compared to 2014.

The weakening of local currencies against the US dollar further contributed to a decrease in production costs.

Exploration and evaluation costs

Exploration and evaluation costs decreased from $142 million in 2014 to $132 million in 2015, which represents a $10 million, or seven percent, decrease, mainly due to a decrease in prefeasibility expenditure at La Colosa in Colombia. For a discussion of AngloGold Ashanti’s exploration activities in 2015, see “Item 4B: Business Overview–Exploration review”.

Amortisation of tangible and intangible assets

Amortisation of tangible and intangible assets expense decreased by $6 million, or one percent, to $777 million in 2015 from $783 million in 2014. Amortisation of tangible assets decreased by $12 million largely due to lower amortisation at the South African operations following fatalities and safety stoppages that impacted the production profile and depreciation charge, as well as lower production at Sunrise Dam and Tropicana. The decrease was partly offset by higher amortisation at Geita due to higher production and higher deferred stripping amortisation resulting from a change in mining strategy, higher deferred stripping amortisation at Cerro Vanguardia due to increased ore production, higher amortisation at Corrego do Sitio due to higher production, additional capital expenditure and lower Ore Reserves and higher amortisation at Iduapriem due to higher production. Amortisation of intangible assets is $6 million higher than 2014 due to the amortisation of software and licenses across the Brazilian operations.

Impairment and derecognition of assets

In 2015, AngloGold Ashanti recorded impairments and derecognition of goodwill, tangible and intangible assets amounting to $5 million, compared to net impairments amounting to $10 million in 2014. The $5 million related to the derecognition of assets not expected to generate cash flows at the South African operations. See “Item 18: Note 16–Tangible assets” and “Item 18: Note 17–Intangible assets”.

Finance costs and unwinding of obligations

Finance costs (net of amounts capitalised) decreased by $28 million, or 11 percent, to $223 million in 2015, compared to $251 million in 2014. The decrease was mainly due to a reduction of $17 million of interest attributable to the partially redeemed $1.25 billion 8.500 percent notes issued in July 2013 and 2012$11 million attributable to interest on bank debt due to AngloGold Ashanti Australia Limited settling an existing A$600 million four-year revolving credit facility and entering into a new A$500 million five-year revolving credit facility during July 2014. Unwinding of obligations expense of $22 million was recorded in 2015 compared with $25 million in 2014 and relates mainly to the decrease in the decommissioning obligation in Australia and the restoration obligation in Ghana. See “Item 18: Note 8–Finance costs and unwinding of obligations”.

Other expenses

Expenses during 2015 include care and maintenance expenditure incurred at Obuasi in Ghana which was incurred when the mine transitioned to limited operations. During 2014, prior to transition, retrenchment costs of $210m were incurred at Obuasi.

Financial performance of AngloGold Ashanti

  Year ended 31 December             
(in millions)  2014   2013   2012 

Gold income

   5,218     5,497     6,353  

Cost and expenses

   (4,977)                 (7,868)             (5,062)  

Share of associates and joint ventures’ loss

   (25)     (162)     (30)  

Taxation (expense) benefit

   (255)     333     (346)  

Net profit attributable to non-controlling interests

   19     30     18  

Net (loss) profit attributable to equity shareholders

   (58)     (2,230)     897  

The $1.25bn bonds which were partially redeemed during 2015 incurred a settlement premium of $61m and a fair value movement on the bonds of $83m was recognised in the income statement.

Share of associates and joint ventures’ profit (loss)

Share of associates and joint ventures’ profit (loss) changed from a loss of $25 million in 2014 to a profit of $88 million in 2015, mainly as a result of the increase in operating profits due to lower operating costs partially offset by a decrease in revenue due to lower production and gold price received. Net impairments decreased from a charge of $5 million in 2014 to a reversal of $24 million in 2015. Refer “Item 18: Note 9–Share of associates and joint ventures’ profit (loss)”.

Taxation

A taxation expense of $211 million was recorded in 2015, compared to an expense of $225 million in 2014. Charges for current tax in 2015 amounted to $192 million, compared to $170 million in 2014. The increase in the current tax charge in 2015 was mainly due to higher tax provisions in Geita, Brazil and Australia due to higher profits. Charges for deferred tax in 2015 amounted to a net deferred tax expense of $19 million compared to a net deferred tax expense of $55 million in 2014. The decrease in the deferred tax charge in 2015 is mainly due to lower deferred tax in South Africa (related to the change in estimated deferred tax rate and the weakening of the Rand) and First Uranium. Refer “Item 18: Note 13–Taxation”.

Discontinued operations

A loss of $116 million was recorded in 2015, compared to a profit of $16 million in 2014. The Cripple Creek & Victor operation in the United States has been accounted for as a discontinued operation. Refer “Item 18: Note 10–Discontinued operations”.

Comparison of financial performance in 2014 with 2013

Gold income

Gold income decreased by $279$220 million from $5,497$5,172 million in 2013 to $5,218$4,952 million in 2014, representing a 5four percent decrease over the period. This decrease was mainly due to the decrease in the average gold price received. The average spot price of gold was $1,266 per ounce during 2014, $145 per ounce, or 10 percent, lower than the average spot price of gold of $1,411 per ounce in 2013, which resulted in a decrease in gold income of approximately $595$562 million. The decrease was partially offset by the increase in production volume of 330,000350,000 ounces from continuing operations, which resulted in an increase in gold income of approximately $418$444 million, mainly as a result of the production at Tropicana and Kibali.

Gold income from the South African operations in 2014 decreased by $283 million to $1,527 million from $1,810 million in 2013, mainly as a result of the decrease in the average spot price of gold, which resulted in a decrease in gold income of approximately $189 million. Gold income further decreased as a result of a decrease in production of 79,000 attributable ounces, primarily as a result of the earthquake near the Vaal River operations on 5 August 2014 and safety related stoppages across the regional portfolio, which resulted in a decrease of gold income of approximately $100 million.

Gold income from the Continental Africa operations (including associates and equity accounted joint ventures) in 2014 decreased by $6 million to $2,105 million from $2,111 million in 2013, mainly as a result of the decrease in the average spot price of gold, which resulted in a decrease in gold income of approximately $212 million. This decrease was partially offset by the increase in production of 137,000 attributable ounces, which resulted in an increase of gold income of approximately $173 million. The increase in production is mainly due to Kibali’s full year of production in 2014, higher production at Siguiri in Guinea due to higher recovered grades and at Geita in Tanzania due to increased tonnage throughput.

Gold income from Australia increased from $441 million in 2013 to $785 million in 2014. The increase was mainly due to the increase in production of 277,000 ounces, of which 291,000 ounces were at Tropicana Gold Mine due to the operations’ full year of production in 2014, which resulted in an increase in gold income of approximately $351 million. This increase was partially offset by the decrease in the average spot price of gold, which resulted in a decrease in gold income of approximately $50 million.

Gold income from the Americas operations decreased from $1,425$1,100 million in 2013 to $1,270$1,004 million in 2014 mainly as a result of the decrease in the average spot price of gold, which resulted in a decrease in gold income of approximately $145$112 million. GoldThe decrease was partially offset by an increase in gold income further decreased as a result of a decreasean increase in production of 5,00015,000 attributable ounces, which resulted in a decrease in gold income of approximately $6$19 million.

156


Cost and expenses

Production costs

Production costs increaseddecreased from $3,384$3,169 million in 2013 to $3,410$3,161 million in 2014, which represents a $26 million, or 1 percent increase.$8 million. The increase was primarily due to an increase in rehabilitation costs, power costs and service related costs. The increase was partially offset by a decrease in retrenchment costs, labour costs, consumable stores and contractor costs.

Rehabilitation costs increased from $18$33 million in 2013 to $94$66 million in 2014, which represents a $76$33 million increase. The increase was due to changes in cash flows, inflation rates and lower discount rates.

Power costs increased from $641$590 million in 2013 to $659$609 million in 2014. The increase was primarily in Australia due to increased production.

Service related costs increased by $247$287 million to $243$255 million in 2014 from a credit of $4$32 million in 2013. This increase was mainly due to Capital Ore Reserve Development credits reducing by $104 million at the South African operations and ore stockpile adjustments of $124 million in ContinetalContinental Africa at Geita in Tanzania, Iduapriem in Ghana and Navachab in Namibia (sold June 2014).

Retrenchment costs included in the production costs decreased to $24 million in 2014 from $69 million in 2013. Retrenchment costs recorded for the year ended 31 December 2014 resulted from the rationalisation of operations in South African, Americas, Australia and Continental Africa regions.

Labour costs decreased from $1,231$1,182 million in 2013 to $1,105$1,048 million in 2014, which represents $126$134 million, or 1011 percent, decrease. In particular, labour costs at Obuasi in Ghana decreased by $43 million following the move to limited operations and by $75 million at the South African operations due to rationalisation and restructuring.

Consumable stores decreased from $747$681 million in 2013 to $702$607 million in 2014, which represents a $45$74 million, or 611 percent decrease. The decrease was due to the sale of Navachab in Namibia, the scaling down of operations at Obuasi in Ghana, lower stores usage at Geita in Tanzania and cost saving initiatives.

Contractor costs for the group decreased from $632$608 million in 2013 to $531$505 million in 2014, which represents a $101$103 million, or 1617 percent decrease. The decrease in contractor costs was primarily a result of the scaling down of operations at Obuasi in Ghana, completion of open pit mining at Sunrise Dam in Australia, new contractor rates at Iduapriem in Ghana and termination of contractor from May 2014 at Geita in Tanzania.

The weakening of local currencies against the US dollar and further attributed to a decrease in production costs.

Exploration and evaluation costs

Exploration and evaluation costs decreased from $255$250 million in 2013 to $144$142 million in 2014 mainly due to lower prefeasibility expenditure at La Colosa in Colombia as well as at Sunrise Dam in Australia, together with a decrease in exploration expenditure at Tropicana in Australia, the Colombian Region, Brazil, Mongbwalu in the Democratic Republic of the Congo, Solomon Islands, Siguiri and Geita in Tanzania. For a discussion of AngloGold Ashanti’s exploration activities in 2014, see “Item 4B.:4B: Business overview – Overview–Exploration review”.

Amortisation of tangible and intangible assets

Amortisation of tangible and intangible assets expense decreasedincreased by $13$5 million or 2one percent, to $786$783 million in 2014 from $799$778 million in 2013,2013. Amortisation of tangible assets decreased by $5 million largely due to the reduction in capital expenditure at Obuasi following the impending winding down of operations; lower amortisation at Cripple Creek and Victor and Geita following the impairment of assets in June 2013 and the reset of the amortisation lives; lower production at Sunrise Dam, partly offset by higher amortisation at Tropicana since production started in the fourth quarter of 2013. Amortisation of intangible assets is $12$10 million higher than 2013 due to the amortisation of software and licenses across South African and Americas operations.

157


Impairment and derecognition of assets

In 2014, AngloGold Ashanti recorded impairments and derecognition of goodwill, tangible and intangible assets amounting to $10 million, compared to net impairments amounting to $3,029$2,585 million in 2013. The $10 million related to the derecognition of assets not expected to generate cash flows at Obuasi ($3 million) and at South African operations ($1 million). As part of the stability agreement entered into in 2004, the Government of Ghana agreed to a corporate tax rate concession which was granted at a rate of 30 percent for the Ashanti business combination for 15 years from 2004. The 2014 business plan indicates that no tax payments are expected to be paid to the Government until 2019. As a result the tax rate concession of $6 million was fully impaired during 2014. See “Note 7 – Special items”, “Note 15 – “Item 18: Note 16–Tangible assets” and “Note 16 – “Item 18: Note 17–Intangible assets” to the consolidated financial statements for additional information..

Finance costs and unwinding of obligations

Finance costs (net of amounts capitalised) increased by $4 million to $251 million in 2014, compared to $247$246 million in 2013. The increase is mainly due to the $1.25 billion 8.500 percent notes issued in July 2013, Australian dollar syndicated revolving credit facility related to the Tropicana project which went into production during September 2013, and a net increase in the South Africa borrowings comprising finance costs on commercial papers and revolving credit facilities. The increases were offset by a decrease in the mandatory notes which were settled in September 2013, a decrease in the convertible bond settled in August 2013 and November 2013. Unwinding of obligations expense of $27$25 million was recorded in 2014 compared with $49$47 million in 2013 and relates mainly to the unwinding of the convertible bond settled in August 2013 and November 2013. See “Note 8 – “Item 18: Note 8–Finance costs and unwinding of obligations” to the consolidated financial statements for additional information..

Share of associates and joint ventures’ loss

Share of associates and joint ventures’ loss decreased from $162 million in 2013 to $25 million in 2014, mainly as a result of the decrease in net impairments from $164 million in 2013 to $5 million in 2014.

During the year, Rand Refinery (Pty) Limited (“Rand Refinery”)(Rand Refinery) identified a shortfall in the commodities that it warehouses for third parties and recognised the consequential expense in fulfilling its obligations to its depositors resulting in Rand Refinery financial results reporting a negative balance on shareholder’s equity. As a result AngloGold Ashanti recognised its equity portion of this reported loss of $51 million, reducing its equity investment to nil. In order to fund the fulfilment of Rand Refinery’s obligation to its depositors, the shareholders entered into a loan agreement. AngloGold Ashanti’s share was $44 million and this was assessed for recoverability given the negative shareholders balance in the reported results of Rand Refinery. An impairment loss of $21 million was recorded on the loan. External audit procedures performed subsequent to year end confirmed the gold gap at Rand Refinery has not increased. Therefore any additional loan funding requirements from shareholders iswas not envisaged at thisthat stage. Refer “Note 18 – “Item 18: Note 19–Investments in associates and joint ventures” to the consolidated financial statements..

Taxation

A taxation expense of $255$225 million was recorded in 2014, compared to a benefit of $333$237 million in 2013. Charges for current tax in 2014 amounted to $165$170 million, compared to $134$133 million in 2013. The increase in the current tax charge in 2014 was mainly due to the higher profit to revenue ratio in South Africa as a result of lower capital spend in 2014. Charges for deferred tax in 2014 amounted to a net deferred tax expense of $90$55 million compared to a net deferred tax benefit of $467$370 million in 2013. The increase in the deferred tax charge in 2014 is mainly due to the write off of deferred tax assets in North America and utilisation of tax losses in Australia as well as tax credits from impairment of assets in 2013 not repeated in 2014. Refer “Item 18: Note 13–Taxation”.

Discontinued operations

A profit of $16 million was recorded in 2014, compared to a loss of $245 million in 2013. The Cripple Creek & Victor operation in the United States has been accounted for as a discontinued operation. Refer “Note 1210Taxation”Discontinued operations” of the consolidated financial statements for additional information.

Comparison of financial performance in 2013 with 2012

Gold income

Gold income decreased by $856 million from $6,353 million in 2012 to $5,497 million in 2013, representing a 13 percent decrease over the period. This decrease was mainly due to the decrease in the average gold price received. The average spot price of gold was $1,411 per ounce during 2013, $257 per ounce, or 15 percent, lower than the average spot price of gold of $1,668 per ounce in 2012, which resulted in a decrease in gold income of approximately $1,014 million. The decrease was partially offset by the increase in production volume of 160,000 ounces, which resulted in an increase in gold income of approximately $226 million, mainly as a result of the production at Tropicana.

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Gold income from the South African operations in 2013 decreased by $203 million to $1,810 million from $2,013 million in 2012, mainly as a result of the decrease in the average spot price of gold, which resulted in a decrease in gold income of approximately $312 million. This decrease was partially offset by the increase in production (1,302,000 ounces in 2013 compared to 1,212,000 ounces in 2012), which resulted in an increase of gold income of approximately $126 million. The increase in production was primarily due to production from MWS (acquired effective 20 July 2012) and the non-occurrence of the strike in South Africa.

Gold income from the Continental Africa operations in 2013 decreased by $498 million to $2,111 million from $2,609 million in 2012, mainly as a result of the decrease in the average spot price of gold, which resulted in an decrease in gold income of approximately $391 million. Gold income also decreased as a result of a decrease in production of 61,000 attributable ounces, primarily as a result of the mill shutdown at Geita, which resulted in a decrease in gold income of approximately $85 million.

Gold income from Australia increased from $426 million in 2012 to $441 million in 2013. The increase was mainly due to the increase in production of 84,000 ounces, of which 67,000 ounces were at Tropicana Gold Mine where operations started ahead of schedule, which resulted in an increase in gold income of approximately $118 million. This increase was partially offset by the decrease in the average spot price of gold, which resulted in a decrease in gold income of approximately $66 million.

Gold income from the Americas operations decreased from $1,656 million in 2012 to $1,425 million in 2013 mainly as a result of the decrease in the average spot price of gold, which resulted in a decrease in gold income of approximately $245 million. The decrease was partially offset by an increase in gold production from 953,000 attributable ounces in 2012 to 1,001,000 attributable ounces in 2013, which resulted in an increase in gold income of approximately $67 million. The increase in gold production was due to the increase in the company’s ownership in Serra Grande to 100 percent, effective July 2012 and higher grades recovered.

Cost and expenses

Production costs

Production costs increased from $3,212 million in 2012 to $3,384 million in 2013, which represents a $172 million, or 5 percent increase. The increase was primarily due to an increase in operational costs including labour, contractor costs and retrenchment costs.

Labour costs increased from $1,186 million in 2012 to $1,231 million in 2013, which represents $45 million, or 4 percent, increase. In particular, labour costs in Obuasi in Ghana, Siguiri in Guinea and Tropicana in Australia contributed to higher production costs. The increase in labour costs was primarily a result of annual salary increases and also an increase in employees in Australia due to Tropicana coming into production.

Contractor costs for the Group increased from $560 million in 2012 to $632 million in 2013, which represents a $72 million, or 13 percent increase. In particular, contractor costs in Australia and Iduapriem in Ghana contributed to higher production costs. The increase in contractor costs was primarily a result of annual salary increases.

Retrenchment costs increased to $69 million in 2013 from $10 million in 2012. Retrenchment costs recorded for the year ended 31 December 2013 resulted from the rationalisation of operations in South African, Americas and Continental Africa regions.

Production costs further increased by $30 million because of a reduction in recovery from settled insurance claims as compared with 2012 during which there was a reimbursement of costs relating to the pitwall failure at Sunrise Dam (Australia) in the amount of $30 million.

The increase in production costs was partially offset by the weakening of local currencies against the US dollar and a decrease in royalties paid by AngloGold Ashanti. Royalties decreased from $164 million in 2012 to $129 million in 2013, mainly due to the decrease in the average spot price of gold. Royalties recorded in South Africa decreased from $25 million in 2012 to $13 million in 2013. Royalties paid in Tanzania decreased from $33 million in 2012 to $25 million in 2013. Royalties paid in North America decreased from $11 million in 2012 to $5 million in 2013. Royalties in Argentina decreased from $33 million in 2012 to $29 million in 2013. In Argentina, royalties are payable to Formicruz, a state owned company in the Santa Cruz Province, being the minority shareholder of the Cerro Vanguardia operation and are calculated as a percentage of revenues.

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Exploration and evaluation costs

Exploration and evaluation costs decreased from $395 million in 2012 to $255 million in 2013 mainly due to lower prefeasibility expenditure at La Colosa in Colombia as well as at Sunrise Dam in Australia, together with a decrease in exploration expenditure at Tropicana in Australia, Mongbwalu in the Democratic Republic of the Congo, Solomon Islands and Geita in Tanzania. For a discussion of AngloGold Ashanti’s exploration activities in 2013, see “Item 4B.: Business overview – Exploration review”.

Amortisation of tangible and intangible assets

Amortisation of tangible and intangible assets expense decreased by $36 million or 4 percent, to $799 million in 2013 from $835 million in 2012, largely due to the impact on amortisation as a result of the impairment and derecognition of assets during 2013.

Impairment and derecognition of assets

In 2013, AngloGold Ashanti recorded impairments and derecognition of goodwill, tangible and intangible assets amounting to $3,029 million, compared to net impairments amounting to $346 million in 2012. This was partly due to the cash generating unit impairment of Moab Khotsong, in South Africa, of $293 million as a result of changes to the mine plan following revision of capital expenditure and from factors such as declining gold price and an increasing discount rate. Furthermore, as a result of declining gold price and an increasing discount rate, cash generating units were impaired at Iduapriem and Obuasi, in Ghana, in the amount of $74 million and $993 million, respectively, at Siguiri, in Guinea, in the amount of $25 million, at Geita, in Tanzania, in the amount of $555 million, in the Americas at Cripple Creek & Victor in the amount of $445 million, AngloGold Ashanti Mineração in the amount of $332 million and Cerro Vanguardia in the amount of $132 million. Assets not expected to generate future cash flows were derecognised at Vaal River Surface Operations, in South Africa, in the amount of $14 million and at Mongbwalu, in the Democratic Republic of the Congo, in the amount of $105 million See “Note 7 – Special items”, “Note 15 – Tangible assets” and “Note 16 – Intangible assets” to the consolidated financial statements for additional information.

Finance costs and unwinding of obligations

Finance costs (net of amounts capitalised) increased by $80 million to $247 million in 2013, compared to $167 million in 2012. The increase is mainly due to the new $1.25 billion 8.500 percent notes issued in July 2013, Australian dollar syndicated revolving credit facility related to the Tropicana project, increase related to the $750 million 5.125 percent notes issued in July 2012. The increases were offset by a decrease in the mandatory notes which were settled in September 2013 and a decrease in the convertible bond settled in August 2013 and November 2013. Unwinding of obligations expense of $49 million was recorded in 2013 compared with $64 million in 2012 and relates mainly to the unwinding of discounted future rehabilitation obligations to present values. See “Note 8 – Finance costs and unwinding of obligations” to the consolidated financial statements for additional information.

Share of associates and joint ventures’ loss

Share of associates and joint ventures’ loss increased from $30 million in 2012 to $162 million in 2013, mainly as a result of reduced operating profits due to lower production and the lower average spot price of gold in 2013. Net impairments recorded in 2013 were $164 million compared to $59 million in 2012. The impairments in 2013 mainly related to the carrying value of the investments in Sadiola, Morila and Trans-Siberian Gold as discussed in “Note 18 – Investments in associates and joint ventures” to the consolidated financial statements.

Taxation

A taxation benefit of $333 million was recorded in 2013, compared to an expense of $346 million in 2012. Charges for current tax in 2013 amounted to $134 million, compared to $414 million in 2012. The decrease in the current tax charge in 2013 was mainly due to lower taxable income as a result of the lower gold price. Charges for deferred tax in 2013 amounted to a net deferred tax benefit of $467 million compared to a net deferred tax benefit of $68 million in 2012. The decrease in the deferred tax charge in 2013 is mainly due to tax credits on impairments of assets and inventory write-downs offset by derecognitions of deferred taxation assets in Obuasi and Cripple Creek & Victor. Refer to “Note 12 – Taxation” of the consolidated financial statements for additional information.

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5B.

LIQUIDITY AND CAPITAL RESOURCES

In the board’s opinion, AngloGold Ashanti’s working capital is sufficient to meet the company’s present requirements.

Operating activities

2015

Cash flows from operating activities were $1,139 million in 2015, $81 million, or seven percent, lower than the 2014 amount of $1,220 million. The decrease in cash flows provided by operations was mainly due to lower revenues from a lower gold price and production.

Net cash inflow from operating working capital items amounted to $89 million in 2015, compared with an inflow of $6 million in 2014.

2014

Cash flows from operating activities were $1,220 million in 2014, lower than the 2013 amount of $1,246 million. The decrease in cash flows provided by operations was mainly as a result of lower revenues from a lower gold price which more than offset the increase of 8 percent in production.

Net cash outflowinflow from operating working capital items amounted to $43$6 million in 2014, compared with an outflow of $250$224 million in 2013.

2013

Cash flows from operating activities were $1,246��million in 2013, lower than the 2012 amount of $1,969 million. The decrease in cash flows provided by operations was mainly as a result of higher costs and lower revenues.

Net cash outflow from operating working capital items amounted to $250 million in 2013, compared with an outflow of $218 million in 2012.

Investing activities

2015

Investing activities in 2015 resulted in a net cash inflow of $80 million, an increase of $1,023 million from an outflow of $943 million in 2014. Capital expenditure decreased to $664 million in 2015 compared to $844 million in 2014. Capital expenditure decreased at the South African region by $58 million due regulatory stoppages, deferral of equipment deliveries as well as the slower than anticipated mechanised support installations and lower capital expenditure at Mine Waste Solutions. Capital expenditure decreased by $59 million at Obuasi due to the mine transitioning to limited operations. The change in mine strategy resulted in a decrease of $13 million in capital expenditure at Geita in Tanzania. Capital expenditure also decreased by $38 million at Corrego do Sitio due to capital savings mainly related to the Cuiaba tailings dam. Capital expenditure further decreased due to the weakening of local currencies against the US dollar. Proceeds from the sale of Cripple Creek & Victor, sold effective 3 August 2015, amounted to $819 million.

2014

Investing activities in 2014 resulted in a net cash outflow of $943 million, a decrease of $1,097 million from an outflow of $2,040 million in 2013. Capital expenditure decreased to $1,013$844 million in 2014 compared to $1,501$1,363 million in 2013. Capital expenditure decreased at Tropicana by $189$182 million with the project being completed during 2013, South Africa region by $168$187 million due to timing of actual project spend and at Mponeng, a scheduled slippage occurred in the secondary support installation and consequent movement of construction activities and at Moab Khotsong, the Zaaiplaats Phase 2 project was halted and the development contract was terminated. Capital expenditure also decreased by $111$114 million at Obuasi due to the revised strategy where the decline is completed and the mine transitioned to limited operations.Fundingoperations. Funding provided to associates and joint ventures decreased to $65 million in 2014 from $472 million in 2013 largely due to the completion of the work to establish operations at the Kibali joint venture operation.

2013Financing activities

Investing2015

Cash flows from financing activities in 2013 resulted inthe year ended 31 December 2015 amounted to a net cash outflow of $2,040$1,186 million, a decreasewhich is an increase of $735$765 million from an outflow of $2,775$421 million in 2012. Capital expenditure decreasedthe year ended 31 December 2014. Cash inflows from proceeds from borrowings in 2015 amounted to $1,501$421 million and included a $300 million drawdown on the $1.0 billion syndicated loan facility and $120 million in 2013 compared to $1,925proceeds from the local borrowing facilities in South Africa.

Cash outflows from repayment of borrowings of $1,288 million during the year ended 31 December 2015 included the repayment of $779 million of the $1.25 billion 8.500 percent bonds due 2020, $200 million of the US$1.0 billion syndicated loan facility, $112 million of the local borrowing facility, $135 million of the A$600 million syndicated loan, $14 million of the R10bn Domestic Medium Term Note Programme (DMTNP) and $45 million in 2012.connection with other loans.

Financing activitiesBond settlement premium, RCF and bond transaction costs increased from $9 million in the year ended 31 December 2014 to $61 million in the year ended 31 December 2015. The increase was due to the premium and fees on the partial redemption of the $1.25 billion bonds 8.500 percent bonds due 2020.

Dividends paid to non-controlling interests decreased from $17 million in 2014 to $5 million in 2015. Dividends are proposed and approved by the board of directors of AngloGold Ashanti, based on the company’s financial performance.

2014

Cash flows from financing activities in the year ended 31 December 2014 amounted to an outflow of $421 million, which is a decrease of $981 million from an inflow of $560 million in the year ended 31 December 2013. Cash inflows from proceeds from borrowings in 2014 amounted to $611 million and included $157 million proceeds on the local borrowings facility and commercial paper in South Africa, $100 million draw down on the $1.0 billion syndicated loan facility, $315 million draw down on the A$500 million syndicated loan for general corporate purposes, $10 million proceeds from short-term borrowings in Argentina and $9 million normal proceeds from various short term borrowings.

Cash outflows from repayment of borrowings of $761$755 million during the year ended 31 December 2014 included the repayment of $547 million on the A$600 million syndicated loan, $171 million on the local borrowings facility, commercial paper and finance leases in South Africa, $25 million on short-term borrowings in Argentina and normal loan payments of $18$12 million.

Dividends paid to non-controlling interests decreased from $62 million in 2013 to $17 million in 2014. Dividends are proposed and approved by the board of directors of AngloGold Ashanti, based on the company’s financial performance.

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2013

Cash flows from financing activities in the year ended 31 December 2013 amounted to an inflow of $560 million, which is a decrease of $31 million from an inflow of $591 million in the year ended 31 December 2012. Cash inflows from proceeds from borrowings in 2013 amounted to $2,344 million and included $1.25 billion 8.500 percent notes due 2020 issued during July 2013, $432 million proceeds on the local borrowings facility and commercial paper in South Africa, $250 million draw down on the $1.0 billion four-year syndicated loan facility, $323 million drawn down on the A$600 million syndicated loan for general corporate purposes, principally on the Tropicana project, $72 million proceeds on the ZAR 750 million bonds issued during December 2013 and $15 million proceeds from short-term borrowings in Argentina.

Cash outflows from repayment of borrowings of $1,486 million during the year ended 31 December 2013 included the repayment of $250 million on the $1.0 billion four-year syndicated loan facility, $733 million on the early settlement of the convertible bonds due 2014, $27 million on the A$600 million syndicated loan, $458 million on local borrowings facility, commercial paper and finance leases in South Africa and normal scheduled loan repayments of $16 million.

Dividends paid decreased from $236 million in 2012 to $62 million in 2013. Dividends are proposed and approved by the board of directors of AngloGold Ashanti, based on the company’s financial performance.

Liquidity

AngloGold Ashanti’s revenues are derived primarily from the sale of gold produced at its mines. Cash flows from operating activities are therefore the function of gold produced sold at a specific price. The market price of gold can fluctuate widely, which impacts the profitability of the company’s operations and the cash flows generated by these operations.

There are no significantsome restrictions on the ability of the group to obtain funds from its subsidiaries by dividend or loan. As at 31 December 20142015 the group had $48 million (2014: $8 millionmillion) in bank accounts in Argentina subject to regulatory approvals before such funds could be transmitted in the form of dividends or loan repayments. During 20142015 the group obtained various approvalswas not able to remit funds from Argentina but subsequent to year-end has not received any approvals since October 2014.

As at 31 December 2014, the group had $8 million in bank accounts in Argentina that was subject to regulatory approval before such funds could be transmitted in the form of dividends or loan repayments. During 2014 the group obtained various approvalsbeen able to remit funds but have not received any approvals since October 2014.$6 million.

AngloGold Ashanti’s cash and cash equivalents decreasedincreased to $484 million at 31 December 2015 compared with $468 million at 31 December 2014 compared with $628 million, net of a bank overdraft of $20 million, at 31 December 2013.2014. In accordance with South African Reserve Bank regulations, cash generated by South African operations is held in rands and is therefore subject to exchange controls. At 31 December 2014, 762015, 80 percent of the company’s cash and cash equivalents waswere held in US dollars, 13eight percent waswere held in South African rands and 1112 percent waswere held in other currencies.

During 2015 AngloGold Ashanti Australia entered into a long-term contract with APA Group to construct a pipeline for the delivery of natural gas to Sunrise Dam gold mine and to Tropicana gold mine. The contract contains embedded leases, which have been determined to incur interest at 6.75 percent, have maturities of 10 or 12 years and are Australian dollar-based.

During July 2015, the group entered into a five-year unsecured syndicated revolving credit facility (ZAR RCF II) of R1.4 billion with Nedbank and ABSA Bank which is currently charged at JIBAR plus 1.65 percent per annum. It is anticipated that this facility will be used to fund the working capital and development costs associated with the group’s mining operations within South Africa without eroding the group’s headroom under its other facilities and exposing the group to foreign exchange gains/losses each quarter. At 31 December 2015 the facility was undrawn. The facility matures in 2020.

During July 2014, AngloGold Ashanti Australia Limited settled an existing A$600 million four-year revolving credit facility and entered into a new A$500 million five year revolving credit facility with a syndication of banks. Interest is currently charged at BBSP plus 2 percent per annum. Each of AngloGold Ashanti Limited and AngloGold Ashanti Holdings plc has guaranteed all payments and other obligations of AngloGold Ashanti Australia Limited under the facility. Amounts may be repaid and redrawn under the facility during its four year term. A commitment fee of 1 percent of the applicable margin is payable quarterly in arrears on the undrawn portion of the facility. An amount of $255$96 million was drawn down as at 31 December 2014.2015. This facility will be used to fund general working capital requirements.

During July 2014, AngloGold Ashanti Holdings plc entered into a $1.0 billion five-year revolving credit facility with a syndicate of lenders which replaced its existing $1.0 billion revolving credit facility entered into in July 2012. Amounts repaid and reborrowed under the facility during its five-year term and the facility bears interest at LIBOR plus an initial margin of 1.5 percent per annum. The margin will subsequently be calculated by reference to the long term debt rating osof the Parent. If the current status of BB+/Baa3 improves the interest margin will reduce and if the current rating worsens then the interest margin will increase.

During December 2014 the Companycompany drew down $100 million.million on the above facility. AngloGold Ashanti Limited, AngloGold Ashanti Holdings plc. and AngloGold Ashanti USA Inc. each guaranteed the obligations of the borrowers under the facility. A commitment fee of 0.525 percent is payable quarterly in arrears on the undrawn portion of the facility.

On 30 July 2012, the company completed an offering of $750 million aggregate principal amount of 5.125 percent notes due 2022. The notes were issued by AngloGold Ashanti Holdings plc, a wholly-owned subsidiary of the company. The notes are unsecured and fully and unconditionally guaranteed by AngloGold Ashanti Limited.

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During July 2013, the company issued $1.25 billion aggregate principal amount of 8.500 percent notes at an issue price of 100 percent of the principal amount of the notes. The notes are unsecured and fully and unconditionally guaranteed by the group. The net proceeds from the offering of the notes were used for general corporate purposes, which included the repurchase of the 3.5 percent convertible bonds and the repayment of other indebtedness. During September 2015 the company partially redeemed $779m of its $1.25bn bonds.

During December 2013, the group entered into a five-year unsecured syndicated revolving credit facility (ZAR RCF) of R1.5 billion ($144 million) with Nedbank and ABSA Bank which is currently charged at JIBAR plus 1.2 percent per annum. It is anticipated that this facility will be used to fund the working capital and development costs associated with the group’s mining operations within South Africa without eroding the group’s headroom under its other facilities and exposing the group to foreign exchange gains/losses each quarter. At 31 December 2015 an amount of $65 million was drawn down. The facility matures in December 2018.

During December 2013, R750 million ($65 million) aggregate principal amount, unsecured notes were issued, due 2016 at JIBAR plus 1.75 percent. The objective of the ZAR RCF in conjunction with the issue of R750 million ($65 million) bonds was to provide a more permanent and reliable source of funds for AngloGold Ashanti’s South African operations and mitigate refinancing risk.

AngloGold Ashanti intends to finance its capital expenditure and debt repayment requirements in 20152016 from cash on hand, cash flow from operations, existing credit facilities and, potentially, if deemed appropriate, long-term debt financing, the issuance of equity and equity linked instruments.

Current borrowings

AngloGold Ashanti’s current borrowings decreased to $100 million at 31 December 2015 from $223 million at 31 December 2014 from $258 million at 31 December 2013.2014. Included in the current borrowings at 31 December 2014,2015, were:

 

$154 million payable under the Senior Floating Rate Notes (DMTNP)Australian Gas Pipeline lease (interest charged at 6.9636.75 percent per annum);

$1615 million in interest payable under the $750 million 10-year bond (interest charged at 5.125 percent per annum; the bonds mature in August 2022 and are US dollar-based);

$49 million payable under the R750 million bonds issued December 2013 (interest charged at 3 month JIBAR plus 1.75 percent and is SA rand-based);

$12 million in interest payable under the $700 million 10-year and $300 million 30-year rated bonds issued April 2010 (interest charged at 5.375 percent and 6.50 percent, respectively, per annum; the bonds mature in April 2020 and April 2040, respectively, and are US dollar-based); and

$4918 million under the $1.25 billion bonds issued on 30 July 2013 (interest charged at 8.50 percent per annum; the bonds mature on 30 July 2020 are US dollar-based).

Non-current borrowings

AngloGold Ashanti’s non-current borrowings decreased to $2,637 million at 31 December 2015 compared to $3,498 million at 31 December 2014 compared to $3,633 million at 31 December 2013.2014. As at 31 December 2014,2015, the company’s non-current borrowings included:

Unsecured loans:

 

$986987 million outstanding under the $700 million 10-year and $300 million 30-year rated bonds issued April 2010 (interest charged at 5.375 percent and 6.50 percent, respectively, per annum; the bonds mature in April 2020 and April 2040, respectively, and are US dollar-based);

$740741 million outstanding under the rated bonds issued July 2012 (interest charged at 5.125 percent per annum; the bonds mature in August 2022 and are US dollar-based);

$1,325480 million outstanding under the $1.25 billion bonds issued on 30 July 2013 (interest charged at 8.50 percent per annum; the bonds mature on 30 July 2020 and are US dollar-based);

$6564 million outstanding under the R750 million bonds issued on 9 December 2013R1.5 billion syndicated loan facility (interest charged at JIBAR plus 1.751.2 percent per annum; the bonds mature on 9 December 2016annum and are ZAR-based)is SA rand-based);

$25596 million outstanding under the A$500 million syndicated revolving credit facility (interest charged at BBSY plus 2.62.0 percent per annum; the loan matures in July 2019 and is Australian dollar-based); and

$92194 million outstanding under the $1 billion syndicated loan facility (interest charged at LIBOR plus 1.5 percent per annum; the facility matures on 17 July 2019 and is US dollar-based).

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Secured capital leases:

 

$2114 million is repayable to Turbine Square Two (Proprietary) Limited for buildings financed (interest charged at an implied rate of 9.8 percent per annum, lease payments are payable in monthly installmentsinstalments terminating in March 2022, are SA rand-based and the buildings financed are used as security for these loans); and

$1462 million is repayable to California First National Bankunder the Australian Gas Pipeline leases (Interest charged at an average rate of 2.46.75 percent per annum. Loans commenced in November and December 2015 and have maturities of 10 and 12 years, respectively. Loans are repayable in monthly installments terminating in December 2019instalments and are US dollar-based. The equipment financed is used as security for these loans); and

$1 million is repayable to Caterpillar Financial Services Corporation (Interest charged at an average rate of 5.46 percent per annum. Loans are repayable in monthly installments terminating in January 2015 and are USAustralian dollar-based. The equipment financed is used as security for these loans).

As at 31 December 2014,2015, AngloGold Ashanti’s total non-current borrowings, including the short-term portion maturing within 2014,2016, was made up as follows:

 

    $ (million) 

Unsecured borrowings

   3,6822,658   

Secured finance leases

   3979   

Total borrowings

   3,7212,737   

Less: Short-term maturities

   223100   

Total non-current borrowings

   3,4982,637   

Amounts falling due are scheduled as follows:

 

    $ (million) 

Within one year

   223100   

Between one and two years

   28164   

Between two and five years

   1541,495   

After five years

   3,0631,078   

Total

   3,7212,737   

At 31 December 2014,

At 31 December 2015 the currencies in which the borrowings were denominated were as follows:

 

    $ (million) 

United States dollars

   3,1872,447   

Australian dollars

   255158   

South African rand

   277130   

BrazilianBrazillian real

     

Total

   3,7212,737   

At 31 December 2014,

At 31 December 2015, AngloGold Ashanti had the following undrawn amounts available under its borrowing facilities:

 

    $ (million) 

Syndicated revolving credit facility ($1.0 billion) – US dollar (entered into in July 2014)

   900800   

Syndicated revolving credit facility (A$500 million) – Australian dollar (entered into in July 2014)

   153266   

Syndicated revolving credit facility (R1.5 billion) – SA rand

   8733 

Syndicated revolving credit facility (R1.4 billion) – SA rand

91   

FirstRand Bank Limited – SA rand

   432   

Total undrawn facilities

   1,1441,222   

AngloGold Ashanti had no other committed lines of credit as of 31 December 2014.2015.

As of 31 December 2014,2015, the company was in compliance with all debt covenants and provisions related to potential defaults.

See “Item 18 –18: Note 38 – 37–Capital Management” and “Item 10C –10C: Material Contracts”.

AngloGold Ashanti, through its executive committee, reviews its short-, medium- and long-term funding, treasury and liquidity requirements and positions monthly. The Audit Committee also reviews these on a quarterly basis at its meetings.

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Contractual commitments and contingencies

For a detailed discussion of commitments and contingencies, see note 3635 to the consolidated financial statements “Contractual commitments and contingencies”.

As at 31 December 2014,2015, capital commitments(1) can be summarised over the periods shown below as follows:

 

  

Expiration per period

   Expiration per period 

Commitment

(in millions)

  

Total

Amount

$

   

Less than

1 year

$

   

1 – 3

Years

$

   

4 – 5

Years

$

   

Over 5
years

$

   

Total

amount

$

   

Less than

1 year

$

   

1 – 3

years

$

   

4 – 5

years

$

   

Over 5

years

$

 

Capital expenditure

          

(contracted and not yet contracted)(1)

   946     611     335     -     -  

Guarantees

   9     9     -     -     -  

Capital expenditure (contracted and not yet contracted)(1)

   917     383     534     -     -  

Other commercial commitments(2)

   508     295     166     41     6     656     568     68     18     2  

Total

   1,463     915     501     41     6     1,573     951     602     18     2  

(1) Including commitments through contractual arrangements with equity accounted joint ventures of $49 million.$27 million; and

(2) Excludes commitments through contractual arrangements with equity accounted joint ventures.

Recent developments

Subsequent events disclosed in Item 18 “Note 39 – “Item 18: Note 38–Subsequent events” include the following details:

The company has initiated a planSilicosis litigation

In the period from October 2012 to identify a joint venture partner April 2014, AngloGold Ashanti received 1,256 individual summonses and particulars of claim relating to silicosis and/or a purchaser in respectother Occupational Lung Disease. All of its intereststhese claims were filed in the Cripple Creek & Victor mineSouth Gauteng High Court, Johannesburg, but were subsequently referred to arbitration on 9 October 2014.

On 4 March 2016, AngloGold Ashanti and Anglo American South Africa (“AASA”) entered into a settlement agreement with claimants’ counsel for the full and final settlement with no admission of liability of all individual claims brought against AngloGold Ashanti and 4,388 individual claims brought against AASA.

An independent trust has been set up to administer the allocation of the settlement amount on the basis of claimants’ employment and medical histories. AngloGold Ashanti and AASA will contribute in Coloradostages, toward a total amount of up to R464m (approximately $30m as at 31 December 2015), which will be placed in the United States for full value. The CC&V gold mine is a surface mining operation which provides oxidised ore to a crusher and valley leach facility, one of the largest in the world. It is included in the Americas reporting segment and was acquired by AngloGold Ashanti in 1999. The mine produced 211,000 ounces of gold in 2014. There can be no assurance, however, that a sale and purchase agreement for this transaction will be entered into or that any sales transaction will be completed.independent trust.

The company currently intendssettlement agreement relates solely to dispose of its 41% stake in Sadiolaindividual claims and its 40% stake in Yatela. The mines are both situated in western Mali and are included in the Continental Africa reporting segment. The Sadiola and Yatela mines produced 85,000 and 11,000 attributable ounces of gold, respectively, in 2014.

Management was approached by a potential buyer for both mines who meets management’s qualifying criteria and has asked for a binding bid. There can be no assurance, however, that a sale and purchase agreement for these transactions will be entered into or that any sales transactions will be completed.does not cover class actions.

Related party transactions

For a detailed discussion of related party transactions, see “Item 7B.:7B: Related party transactions”Party Transactions”.

Recently adopted accounting policies and pending adoption of new accounting standards

AngloGold Ashanti’s accounting policies are described in note 1 to the consolidated financial statements “Accounting policies”.

Critical accounting policies

AngloGold Ashanti’s accounting policies are described in note 1 to the consolidated financial statements “Accounting policies”. The preparation of the company’s financial statements requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosures of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the year. The following are considered to be the accounting policies that are most critical to the company’s results of operations, financial condition and cash flows.

165


Use of estimates and making of assumptions

The most critical accounting estimates upon which AngloGold Ashanti’s financial reporting depends are those requiring estimates of Proven and Probable Ore Reserves, recoverable ounces therefrom, and/or assumptions of future gold prices. Such estimates and assumptions affect the value of inventories (which are stated at the lower of average cost or net realisable value) and the potential impairment of long-lived assets and intangibles as detailed below. These estimates and assumptions also affect the rate at which depreciation and amortisation are charged to earnings. On an ongoing basis, management evaluates its estimates and assumptions; however, actual amounts could differ significantly due to the ultimate conclusion of uncertainties.

Ore Reserve and life-of-mines

AngloGold Ashanti estimates on an annual basis its Ore Reserve at its mining operations. There are a number of uncertainties inherent in estimating quantities of reserves,Ore Reserves, including many factors beyond the company’s control. Estimates of Ore Reserve are based upon engineering evaluations of assay values derived from samplings of drill holes and other openings. Additionally, declines in the market price of gold may render certain reservesOre Reserves containing relatively lower grades of mineralisation uneconomic to mine. Further, availability of permits, changes in operating and capital costs, and other factors could materially and adversely affect the Ore Reserve. The company uses its estimates of Ore Reserve to determine the unit basis for mine depreciation and closure rates, and to evaluate mine asset impairments. Changes in estimates of Ore Reserve could significantly affect these items. At least annually, the company reviews mining schedules, production levels and asset lives in the company’s life-of-mine planning for all of the company’s operating and development properties. Significant changes in the life-of-mine plans may occur as a result of mining experience, new ore discoveries, changes in mining methods and rates, process changes, investment in new equipment and technology and gold prices. Based on the life-of-mine analysis the company reviews its accounting estimates and adjusts depreciation, amortisation, reclamation costs and evaluation of each mine for impairment where necessary. Accordingly, this analysis and the estimates made therein have a significant impact on the company’s results of operations and financial condition.

Contingencies

Accounting for contingencies requires the recording of an estimated loss for a loss contingency when information available indicates that it is probable that an asset has been impaired or a liability has been incurred, and the amount of the loss can be reasonably estimated. Accounting for contingencies such as legal and income tax matters requires the use of judgements to determine the amount to be recorded in the financial statements. By their nature, contingencies will only be resolved when one or more future events occur or fail to occur, and typically, those events will occur a number of years into the future. The company assesses such contingent liabilities, which inherently involves the exercise of significant management judgement and estimates of the outcome of future events.

Impairment of tangible and intangible assets

AngloGold Ashanti’s long-lived assets include property, plant and equipment, goodwill and other intangible assets. In assessing the potential impairment of its long-lived assets held for use, the company must make assumptions regarding estimated future cash flows and other factors relating to the respective assets. To the extent that the carrying value of the long-lived asset as recorded in the consolidated financial statements exceeds the discounted cash flows associated with these assets, an impairment charge is recognised in the consolidated financial statements. The company performs impairment tests for goodwill at least annually during the fourth quarter and whenever certain indicators of impairment exist. Impairment calculation assumptions are included in notes to the consolidated financial statements – Note 15 - “Tangible assets”.

Taxation

AngloGold Ashanti follows the liability method of accounting for deferred taxation whereby the company recognises the tax consequences of temporary differences by applying current statutory tax rates applicable to future years to differences between financial statement amounts and the tax bases of certain assets and liabilities. Changes in deferred tax assets and liabilities include the impact of any tax rate changes enacted during the year. Deferred tax is estimated at the future average anticipated taxation rates at which temporary differences are expected to reverse. Future average anticipated taxation rates are determined from revenue and expenditure outlined in life-of-mine business plans that are revised annually. Deferred tax assets are only recognised to the extent that it is probable that the deductible temporary differences will reverse in the foreseeable future and future taxable profit will be available against which the temporary difference can be utilised. The carrying amount of deferred tax assets is reviewed at each reporting date.

166


Management classifies taxes payable based on the likelihood of the amount required to be settled within twelve months, which are then reported within current liabilities. All other taxes payable are recorded within non-current liabilities.

Provision for environmental rehabilitation

AngloGold Ashanti’s mining and exploration activities are subject to various laws and regulations governing the protection of the environment. The company recognises management’s best estimate for asset retirement obligations in the period in which they are incurred. Actual costs incurred in future periods could differ materially from the estimates. Additionally, future changes to environmental laws and regulations, life of mine estimates and discount rates could affect the carrying amount of this provision. Changes in MineralOre Reserves could similarly affect the useful lives of assets depreciated on a straight-line-basis, where those lives are limited to the life of mine.

Discounted closure liabilities (excluding joint ventures) increased from $728 million in 2013 to $851 million in 2014. This change relates to changes in discount rates due to changes in global economic assumptions and changes in mine plans resulting in a change in cash flows and changes in design of tailings storage facilities and in methodology following requests from the environmental regulatory authorities. The increase is partially offset by the impact of weaker local currencies.

Heap leach inventory

The recovery of gold from certain oxide ores is achieved through the heap-leaching process. Under this method, ore is placed on leach pads where it is permeated with a chemical solution, which dissolves the gold contained in the ore. The resulting “pregnant” solution is further processed in a process plant where the gold is recovered. For accounting purposes, costs are added to leach pads based on current mining costs, including applicable depreciation, depletion and amortisation relating to mining operations. Costs are removed from the leach pad as ounces are recovered in circuit at the leach plant based on the average cost per recoverable ounce of gold on the leach pad.

The engineering estimates of recoverable gold on the leach pads are calculated from the quantities of ore placed on the pads (measured tons added to the leach pads), the grade of ore placed on the leach pads (based on assay data) and a recovery percentage (based on metallurgical testing and ore type). Leach pad production cycles vary from several months to multiple years dependent on the height of the heap leach pad. The increased height of the pad and the resultant associated lengthy transport time of the solution to the internal collection ponds from which the pregnant solution is pumped significantly increase the time from placement of ore to the ultimate gold recovery.

Although the quantities of recoverable gold placed on the leach pads are reconciled by comparing the grades of ore placed on pads to the quantities of gold actually recovered (metallurgical balancing), the nature of the leaching process inherently limits the ability to precisely monitor recoverability levels. As a result, the metallurgical balancing process is constantly monitored and the engineering estimates are refined based on actual results over time. Historically, AngloGold Ashanti’s operating results have not been materially impacted by variations between the estimated and actual recoverable quantities of gold on its leach pads. For operations with long-term leach production cycles, variations in recovery estimates from new metallurgical data or production variances would be accounted for as an adjustment to the recoverable ounces and the average cost per recoverable ounce of gold on the leach pad. Variations between actual and estimated quantities resulting from changes in assumptions and estimates that do not result in write-downs to net realisable value are accounted for on a prospective basis. The ultimate recovery of gold from a pad will not be known until the leaching process has been concluded.

As at 31 December 2014 and 2013, $104 million and $111 million, respectively, of heap-leach inventory was classified as current as the company expects the related gold to be recovered within twelve months. The current portion of materials on the leach pad is determined by multiplying the average cost per ounce in inventory by the expected production ounces for the next twelve months. Heap-leach pad inventory occurs in two forms: (1) gold recoverable but yet to be dissolved (i.e. gold still in the ore), and (2) gold recoverable from gold dissolved in solution within the leach pad (i.e. pore water). This estimate calculation was used in determining the current portion of materials on the leach pad as at 31 December 2014. As at 31 December 2014, $521 million was classified as non-current compared with $479 million as at 31 December 2013.

167


5C.

RESEARCH AND DEVELOPMENT, PATENTS AND LICENSES, ETC.

Research and development expenditure included in the income statement amounted to $18 million, $21 million and $4 million during 2015, 2014 and $9 million during 2014, 2013, and 2012, respectively.

 

5D.

TREND INFORMATION

For a discussion of trends affecting AngloGold Ashanti’s business and operations, see “Item 5A.:5A: Operating Results – Key factors affecting results”.

 

5E.

OFF-BALANCE SHEET ARRANGEMENTS

AngloGold Ashanti does not engage in off-balance sheet financing activities, and does not have any off-balance sheet debt obligations, special purpose entities or unconsolidated associates. The most significant off-balance sheet item is the unaccrued future rehabilitation obligations.

See note 28 to the consolidated financial statements “Environmental rehabilitation and other provisions”.Item 5F: Tabular disclosure of contractual obligations.

 

5F.

TABULAR DISCLOSURE OF CONTRACTUAL OBLIGATIONS

As at 31 December 20142015 AngloGold Ashanti had the following known contractual obligations:

 

  

Total

$

   

Less than

1 year

$

   

1 – 3

Years

$

   

3 – 5

Years

$

   

More than

5 years

$

 
(in millions)  

Total

$

   

Less than

1 year

$

   

1 – 3

years

$

   

4 – 5

years

$

   

More than

5 years

$

 

Long-term debt obligations including interest(1)

   5,339     374     748     536     3,681     3,923     212     478     1,651     1,582  

Capital lease obligations

   73     8     14     15     36     133     11     23     23     76  

Operating lease obligations

   14     8     2     4     -     11     5     2     4     -  

Purchase obligations

                    

- Contracted capital expenditure(2)

   178     150     28     -     -     61     61     -     -     -  

- Other purchase obligations(3)

   508     295     166     41     6     656     568     68     18     2  

Environmental rehabilitation costs(4)

   3,616     85     76     204     3,251     831     85     109     138     499  

Pensions and other post-retirement medical obligations(5)

   148     11     23     24     90     108     9     20     20     59  

Total

   9,876     931     1,057     824     7,064     5,723     951     700     1,854     2,218  

 

(1)

Interest calculations are at the rate existing at the year end. Actual rates are set at floating rates for some of the borrowings (Refer Note 27 of the consolidated financial statements).

(2)

Represents contracted capital expenditure for which contractual obligations exist. Amounts stated include commitments of equity accounted joint ventures.

(3)

Other purchase obligations represent contractual obligations for mining contract services, purchase of power, supplies, consumables, inventories, explosives and activated carbon. Amounts stated exclude purchase obligations of equity accounted joint ventures.

(4)

Operations of gold mining companies are subject to extensive environmental regulations in the various jurisdictions in which they operate. These regulations establish certain conditions on the conduct of operations by AngloGold Ashanti. Pursuant to environmental regulations, AngloGold Ashanti is also obligated to close its operations and reclaim and rehabilitate the lands upon which it conducted its mining and gold recovery operations. The present estimated closure costs at existing operating mines and mines in various stages of closure are reflected in this table. They are calculated using undiscounted real cash flows, not nominal cash flows. The amount will change from year to year depending on rehabilitation work undertaken, changes in design and methodology and new occurrences. For more information of environmental rehabilitation obligations, see “Item 4B.:4B: Business overview - MineOverview-Mine site rehabilitation and closure” and “Item 4B.:4B: Business overview - Environmental,Overview-Environmental, health and safety matters”. Amounts stated include a total estimated liability of $55$56 million in respect of equity accounted joint ventures.

(5)

Represents payments for unfunded plans or plans with insufficient funding.

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ITEM 6: DIRECTORS, SENIOR MANAGEMENT AND EMPLOYEES

 

6A.

DIRECTORS AND SENIOR MANAGEMENT

Directors

As at 2331 March 2015,2016, AngloGold Ashanti has a unitary board comprising 11 directors – nine independent non-executive directors;directors and two executive directors. Certain information with respect to AngloGold Ashanti’s directors is set forth below:

 

Name  Age    Position  Year first
appointed (1)
  Age    Position  Year first
appointed(1)

Srinivasan Venkatakrishnan

  49    Executive director and chief executive officer  2005  51    Executive director and chief executive officer  2005

Christine Ramon

  47    Executive director and chief financial officer  2014  48    Executive director and chief financial officer  2014

Sipho Pityana(2)

  55    Independent non-executive director and chairman  2007  56    Independent non-executive director and chairman  2007

Nozipho January-Bardill

  65    Independent non-executive director  2011

Albert Garner

  60    Independent non-executive director  2015

Rhidwaan Gasant

  55    Independent non-executive director  2010  56    Independent non-executive director  2010

Dave Hodgson

  67    Independent non-executive director  2014  68    Independent non-executive director  2014

Nozipho January-Bardill

  64    Independent non-executive director  2011

Michael J. Kirkwood

  67    Independent non-executive director  2012  68    Independent non-executive director  2012

Lumkile W (Wiseman) Nkuhlu

  70    Independent non-executive director  2006/2009  72    Independent non-executive director  2009

Maria Richter

  61    Independent non-executive director  2015

Rodney J. Ruston

  64    Independent non-executive director  2012  65    Independent non-executive director  2012

Appointed 1 January 2015

        

Albert Garner(3)

  

59

    Independent non-executive director  2015

Maria Richter(3)

  

60

    Independent non-executive director  2015

 

(1)

Directors serve for a period of three years unless re-elected. At each annual general meeting, directors appointed since the previous annual general meeting are required to retire, but are eligible for re-election. In addition, one-third of the directors (rounded down(if their number is not a multiple of three, then the number nearest to the next whole number)but not less than one third), must retire according to seniority or by lot but may be re-elected.

 
(2)

Appointed as Chairman with effect from 17 February 2014.

 
(3)

To be elected at the Annual General Meeting on 6 May 2015.

NON-EXECUTIVE CHAIRMAN:

Sipho Pityana (55)(56)

BA (Hons), MSc, Dtech (Honoris)

Independent non-executive chairman

Initially appointed a non-executiveAppointed: A director on 13 February 2007. Appointed2007 and Chairman of the Board on 17 February 2014.2014

 

Chairman:Board committee memberships:

 

•       Nominations Committee (Chairman)

Member:

 

•       Remuneration and Human Resources Committee

 

•       Social, Ethics and Sustainability Committee

Sipho Mila Pityana is the Chairman of the Board of Directors, having assumed this role in February 2014. Sipho has extensive business experience, having served in both an executive and non-executive capacity on several JSE listed boards of companies as well as running his own company,companies, Izingwe Capital Proprietary Limited,and Izingwe Holdings, which he chairs. He is chairman of the JSE-listed Onelogix Group and of Munich Reinsurance of Africa and a director of a number of manufacturing companies including Aberdare Cables.Cables and Powertech Systems Integrators. He also served on the boards of Bytes Technology Group, Afrox, SPESCOM the Scaw Metals and the Old Mutual Leadership Group and Scaw Metals.Group. He previously worked as an executive director of Nedcor Investment Bank and managing director of Nedbank.

In addition to his private sector track record, Sipho has extensive public sector experience and international exposure. He was the first Director General of the Department of Labour in a democratic South Africa.the former President Mandela’s Government. As the Foreign Affairs Director General he represented South Africa in various international fora including the United Nations, African Union, Commonwealth and the International Labour Organization. He was one of the founding members of the governing body of the Commission for Conciliation, Mediation and Arbitration (CCMA) and Convenor of the South African government delegation to the National Economic Development and Labour Council (Nedlac).Council. He is a member of the Advisory Council of the Council for the Advancement of the South African Constitution (CASAC).as well as Millennium Labour Council.

169


DEPUTY CHAIRMAN AND LEAD INDEPENDENT DIRECTOR

Wiseman Nkuhlu (70)(72)

BCom, CA (SA)CA(SA), MBA

Deputy chairman

Appointed to the board on 4 August 2006, resigned on 30 April 2009 and re-appointed onAppointed: 1 June 2009.2009

 

Member:Board committee memberships:

 

•       Audit and Risk Committee

 

•       Investment Committee

 

•       Nominations Committee

 

•       Remuneration and Human Resources Committee

Wiseman Nkuhlu was first appointed to the board on 4 August 2006 and resigned on 30 April 2009. He was re-appointed to the board on 1 June 2009, appointed Lead Independent Director from February 2014 and Deputy Chairman from March 2014.

Prof Nkuhlu, a respected South African academic, educationist, professional and business leader, served as Economic Adviser to the former President of South Africa, Mr Thabo Mbeki, and as Chief Executivechief executive of the Secretariat of the New Partnership for Africa’s Development (Nepad) from 2000 to 2005. From 1989 to 2000, heDevelopment. He served as a director on a number of major South African companies or subsidiaries, including Standard Bank, South African Breweries, Old Mutual, Tongaat, Hulett BMW and JCI.BMW. Prof Nkuhlu was also president of the South African Institute of Chartered Accountants, from 1998 to 2000 and principal and vice chancellor of the University of Transkei from 1987 to 1991.and president of the Geneva-based International Organisation of Employees. He is currently a member of the Boardboards of the Ethics Institute of South Africa, Datatec Limited, the Nepad Business Foundation, and the Chartered Director Governing body of the Institute of Directors in South Africa. He was elected presidentAfrica and the chairman of the Geneva-based International Organisation of Employees (IOE) in May 2008 and served for two years.Rothschild (SA). Lastly, he is a trustee of the International Financial Reporting Standards Foundation which provides oversight of the accounting standard setting operations of the International Accounting Standards Board (IASB).

EXECUTIVE DIRECTORS:Board.

Srinivasan Venkatakrishnan (Venkat) (49)(51)

BCom, ACA (ICAI)

Chief Executive Officerexecutive officer and executive director

First appointed to the board onAppointed: 1 August 2005 and as CEO on 8 May 2013.2013

 

Member:Board committee memberships:

 

•       Social, Ethics and Sustainability Committee

Since Venkat’s appointment as CEO in May 2013, AngloGold Ashanti has successfully brought two mines into production, collectively reduced overhead and operating costs by almost half and used internally generated funds to cut debt levels by a third, despite the sharply lower gold price. During this period overall safety trends have improved and the company has sharpened its focus on improving sustainable free cash flow and returns.

Venkat was appointed CEO on 8 May 2013, after holding the position of joint acting CEO from April of that year. He was previously Chief Financial Officer (CFO)CFO at AngloGold Ashanti, a post he also held at Ashanti Goldfields, untilbefore its merger with AngloGold in May 2004, creating what is now AngloGold Ashanti. Venkat became CFO of the combined entity shortly after the merger and joined the board on 1 August 2005. He is chairman of the Executive Committee and also a member of the Social, Ethics and Sustainability Committee.

2004. In his role as CFO, he oversaw funding for all of AngloGold Ashanti’sboth companies’ operating activities, giving him a detailed knowledge of all of our mines and operating jurisdictions. He isjurisdictions, with a memberunique perspective of the Financial Reporting Investigation Panel, an advisory panel of the JSE. He was the executive responsibleboth risks and opportunities. During this time he also bore responsibility for eliminating aAngloGold Ashanti’s 12Moz of legacy hedge book, generating significant value for the company,positions. Venkat has extensive experience of gold- and was the key executive behind rebuilding the balance sheet through a series of successful debt financings that introduced long-term tenor and more favourable funding termsother capital markets.

Prior to the company’s credit profile. During Venkat’s first year as CEO of AngloGoldjoining Ashanti two new mines were commissioned on time and ahead of budget, the company achieved its best ever safety performance and a significant restructuring was undertaken of operating and overhead costs in order to focus the business on delivery of sustainable free cash flow and returns.Goldfields, Venkat was also previously a director of corporate reorganisation services at Deloitte & Touche in London.

170


Christine Ramon (47)(48)

BCompt, BCompt (Hons), CA (SA)CA(SA), Senior Executive Programme (Harvard)

Chief Financial Officerfinancial officer and executive director

Appointed to the board as CFO onAppointed: 1 October 2014.2014

 

Member:Board committee memberships:

 

•       Investment Committee

Christine joined AngloGold Ashanti as CFO and executive director with effect from 1 October 2014, in compliance with the JSE Listings Requirements. Christine has held senior financial management and executive positions in various companies, in particular as CFOchief financial officer and executive director of Sasol Limited from 2006 to 2013. Prior to this, she was CEOchief executive officer of Johnnic Holdings Limited, having previously served as its financial director. Currently, sheChristine has served on the boards of Transnet SOC Limited and Johnnic Communications Limited. She is currently a non-executive director on the boards of MTN Group Limited and Lafarge (France). She previously served on the boards of Transnet SOC Limited and Johnnic Communications Limited.

Christine is also a member of the South African Institute of Chartered Accountants and the Association for the Advancement of Black Accountants of South Africa. She served previously as a member of the Standing Advisory Committee to the International Accounting Standards Board and currently serves as Deputy Chair of the Financial Reporting Standards Council of South Africa. Christine is also the chairperson of the CFO Forum of South Africa.

Christine’s current portfolio includes finance and treasury, insurance services, internal audit, taxation and information technology.

NON-EXECUTIVE DIRECTORS:

Albert Garner (59)(60)

BSE, Aerospace and Mechanical Sciences

Appointed to the board onIndependent non-executive director

Appointed: 1 January 2015

 

Member:Board committee memberships:

 

•       Audit and Risk Committee

•       Investment Committee

Albert Garner has extensive experience in capital markets, corporate finance and mergers and acquisitions having worked with Lazard Frères & Co., LLC for 3537 years in various leadership positions. He is one of the most senior bankers at Lazard, currently leading their special committee practice and chairing their fairness opinion committee. He formerly led Lazard’s corporate finance practice. Albert became a general partner in 1989 and is now Vice Chair – US Investment Banking. Over the past 10 years he has advised and acted as lead advisoradviser to more than 50 companies and their boards of directors on transformative transactions.

Rhidwaan Gasant (55)(56)

BCompt (Hons), CA (SA), ACIMA, Executive Development Programme

Appointed to the board onIndependent non-executive director

Appointed: 12 August 2010

 

Chairman:Board committee memberships:

 

•       Audit and Risk Committee (Chairman)

Member:

•       Investment Committee

Rhidwaan Gasant iswas previously the former Chief Executive Officer of Energy Africa Limited, and sits on the boards of international companies and chairs the Audit and Risk Committees of international companies in the MTN Group.Limited. He is currently the Chief Executive Officer of Rapid African Energy Holdings, a start-up oil and gas exploration company, focused on Africa. He also serves as a director and chairs the Audit and Risk Committees of international companies in the MTN Group.

His other directorship include MTN (Dubai) Limited, Scancom Limited t/a MTN Ghana, MTN Nigeria Communications Limited, Rapid African Energy (Pty) Limited, Rapid African Energy Zambia, RAE Zambia Limited and RAE Uganda Limited.

Dave Hodgson (67)(68)

MScBSc (Civil Engineering), MScBSc (Mining) (Hons), BComm, Advanced Management ProgrammeAMP(Harvard)

Appointed to the board onIndependent non-executive director

Appointed: 25 April 2014

 

Member:Board committee memberships:

 

•       Investment Committee

•       Social, Ethics and Sustainability Committee

Dave Hodgson formerly held a series of senior and executive positions over three decades with the Anglo American and De Beers group of companies, and also held the post of Chief Operating Officer of AngloGold Ashanti from November 2001 through to his retirement in April 2005. In addition, he has held non-executive directorships at Moto Gold Mines Limited, Uranium One Inc,Inc., Goliath Gold Mining Limited, Auryx Gold Corporation, and Montero Mining and Exploration Limited, and Acacia Mining.

171


Nozipho January-Bardill (64)

BA, MA Applied Linguistics, Dipl Human Resources Development

Appointed to the board onAppointed: 1 October 2011

 

Chairman:Board committee memberships:

 

•       Social, Ethics and Sustainability Committee (Chairman)

Member:

•       Remuneration and Human Resources Committee

Ambassador Nozipho January-Bardill was an Executive Director, Corporate Affairshas extensive experience in both the local and spokesperson of the MTN Group whereinternational public and private sectors. Besides AngloGold Ashanti, she also servedserves as an independent non-executive director on the boards of Credit Suisse Securities and Mercedes Benz South Africa, and as senior adviser to the United Nations Women’s Organisation and the United Nations Environment Programme. Before serving as a numberdirector of companies Nozipho was appointed to the MTN Group as head of corporate affairs and spokesperson, and served on multiple boards of operations in the MTN footprint. She is a former South AfricanFootprint. Prior to MTN she was the Ambassador toof Switzerland, Lichtenstein and the Holy See (Vatican) and former Deputy Director General, Human Capital Management and Headthe deputy director of the Foreign Service Institutehuman capital management in the thenSouth African Department of Foreign Affairs (now DIRCO). She is currently the founderhas worked in leadership positions in a number of non-governmental organisations and executive directorrecently completed 12 years of Bardill & Associates, a consulting company focusingservice on strategic communications, high-level government relations, stakeholder management and gender equality in the workplace. She serves on the board of Credit Suisse Securities, Johannesburg and is also a member of the United Nations Expert Committee onfor the Eliminationelimination of Racial Discriminationracial discrimination. Human rights, social justice, sustainable development and was recently appointed Interim Chiefethical governance remain a central interest in every aspect of Staff of UN Women in New York.Nozipho’s life.

Michael Kirkwood (67)(68)

AB, Economics & Industrial Engineering

Appointed to the board onIndependent non-executive director

Appointed: 1 June 2012

 

Chairman:Board committee memberships:

 

•       Remuneration and Human Resources Committee (Chairman)

Member:

 

•       Audit and Risk Committee

 

•       Nominations Committee

Michael Kirkwood is a highly experienced and respected former international banker, having worked at the highest levels of Citigroup during his 30-year career with the bank. He is currently chairmanSenior Adviser (former chairman) of Ondra Partners LLP, Chairman of Circle Holdings PLC and a senior advisor (former chairman)non-executive director of Ondra Partners LLP.London Scottish International Limited. He formerly served on the boards of Kidde plc, UK Financial Investments Ltd, Eros International plc and as deputy chairman on PwC’s Advisory Board. He also previously servedDuring his career in finance, he held appointments as chairmanChairman of British American Business Inc., as presidentPresident and a fellowFellow of The Chartered Institute of Bankers and as deputy chairman of the British Bankers Association.

Maria Richter (60)(61)

BA, Juris Doctor

Appointed to the board onIndependent non-executive director

Appointed: 1 January 2015

 

Member:Board committee memberships:

 

•       Audit and Risk Committee

 

•       Remuneration and Human Resources Committee

Maria Richter is an experienced FTSE 100 non-executive director who has served on a diverse range of UK and International boards. She previously served on the board of National Grid plc in the UK from 2003 to July 2014 where she was the chairperson of the finance committee and member of the audit and nominations committees. She currently sits on the boards of Rexel Group, France, a global leader in the professional distribution of energy products and services, and Bessemer Trust, a US wealth management company, and is a member of the audit and compensation committees of Rexel and the remuneration committee of Bessemer Trust. She also serves on the board of Pro Mujer International, a women’s microfinance network and is chairman of the board of trustees of Pro Mujer UK. Maria’s professional career spanned 1980 to 2002 during which time she served in various positions at the former Dewey Ballantine, Prudential, Salomon Brothers IncInc. and Morgan Stanley & Co.

172


Rodney Ruston (64)(65)

MBA Business, BE (Mining)

Appointed to the board onIndependent non-executive director

Appointed: 1 January 2012

 

Chairman:Board committee memberships:

 

•       Investment Committee (Chairman)

Member:

 

•       Audit and Risk Committee

Rodney Ruston holds a degree in mining engineerengineering and an MBA and has over 35 years of business experience during which he has led private and publically listedpublicly-listed companies in the resources, oil and gas and construction industries. His international experience as the chief executive of a heavy construction supply contractor coupled with chief executive roles with operating resource companies provides the board with a broad based director, who can provide insight and advice on the full range of domestic and international activities in the AngloGold Ashanti business. Rodney is currently the chief executive of County Coal Limited, a start-up Australian listed company, which he joined in July 2012. He was previously chief executive officer and President of North American Energy Partners Inc., a large Canadian mining and construction contracting company, which he took public with a listing on the NYSE and the TSX. Prior to that he was managing director of Ticor Ltd, an Australian-based titanium producer with operations in Australia and South Africa.

Board movements during 20142015 and subsequent to year end

The following changes to the board of directors took place during the period from 1 January 20142015 to 31 December 20142015 and subsequent to year-end:

the following directors retired at the Annual General Meeting on 6 May 2015 and being eligible for re-election were re-elected by the shareholders: Prof Wiseman Nkuhlu, Nozipho January-Bardill and Rodney Ruston.

In terms of the company’s Memorandum of Incorporation, the following directors will retire at the Annual General Meeting to be held on 4 May 2016: Srinivasan Venkatakrishnan, Michael Kirkwood, Rhidwaan Gasant and David Hodgson, and are eligible for re-election.

Executive DirectorsEXECUTIVE COMMITTEE

Richard Duffy resignedAngloGold Ashanti’s executive management team (Executive Committee) comprises nine members of whom two are executive directors. This committee oversees the day-to-day management of the group’s activities and is supported by country and regional management teams as well as by group corporate functions.

In addition to Srinivasan Venkatakrishnan and Christine Ramon, the following people are members of the Executive Committee:

Chris Sheppard (56)

BSc (Min. Eng.)

Chief Operating Officer – South Africa

As the Chief Operations Officer – South Africa, Chris’ portfolio includes three operating areas (West Wits, Vaal River and Surface Operations). He also leads the company’s innovative technology project in South Africa.

Chris, a mining engineer by profession, was most recently Managing Director of Murray & Roberts Cementation, one of Africa’s largest mining contractors and a division of South Africa’s largest publicly traded engineering & construction group.

Prior to that, Chris held positions as head of both mining and technical services at Lonmin Plc for four years, following six years at Anglo American Platinum Ltd., where he most recently held the post of Head Mining Technical Services. Chris is also an alumnus of Anglo American Plc’s Gold & Uranium Division and AngloGold Ltd., where he served latterly as general manager of deep gold mining operations in the Free State between 1997 and 2001. Chris holds a Bsc in Mining Engineering from the University of the Witwatersrand, and also completed an Advanced Management Programme at Harvard Business School.

Italia Boninelli (60)

MA (Psychology), Post Graduate Diploma in Labour Relations

Executive DirectorVice President – People and Organisational Development

Holding the portfolio of Human Resources, Italia is responsible for the global people strategy at AngloGold Ashanti where it is well recognised that ‘people are the business, and our business is people’. With more than 30 years’ experience in human resources across a variety of industries, including mining, manufacturing, healthcare and banking, Italia brings a wealth of knowledge, particularly in the labour field, which is crucial to domestic and international operations. She joined the group in 2010 and is responsible for building a highly engaged and productive workforce.

Charles Carter (54)

BA (Hons), DPhil

Executive Vice President – Strategy and Business Development

Charles is responsible for group strategy, business development, corporate finance, investor relations and communications portfolios. He has worked in the mining industry in South Africa and the Americas for more than 24 years and has had responsibility for a range of additional portfolios that include human resources, risk management, business planning and executive responsibility for the company’s business in Colombia.

Graham Ehm (59)

BSc Hons, MAusIMM, MAICD

Executive Vice President – Group Planning and Technical

Graham, who has multi-commodity experience, has held senior leadership positions in AngloGold Ashanti in Tanzania and Australia. His current portfolio entails business planning and portfolio optimization, capital investment optimisation, monitoring of projects, studies and exploration, and non-managed joint ventures. In 2014 he was also assigned accountability for the closure and redevelopment of the Obuasi Gold Mine.

Ron Largent (55)

BSc (Min. Eng.), MBA

Chief Operating Officer – International

Ron has more than 30 years’ experience in international mining operations and project management. He joined the organisation in 1994 as Manager, Gold Operations for Cripple Creek & Victor, and was promoted to Executive Vice President – Americas in 2007. He was subsequently promoted to Chief Operations Officer – International in 2013, and his portfolio was extended to include Continental Africa. Effective January 2014, Australia was also included in his remit. He is currently accountable for overall strategic and operational responsibilities for production at the company’s mining operations across four continents and nine countries.

David Noko (58)

MBA, Senior Executive Programme, Post Graduate Diploma in Company Directorships, Engineering Higher National Diploma

Executive Vice President – Sustainable Development

David Noko is a member of the company’s Executive Committee. His portfolio as Executive Vice President: Sustainable Development comprises the disciplines of Safety, Health, Environment, Social and Community Affairs, Human Rights and Global Security, and Government Relations.

David sets the company sustainability strategy and direction, guiding the company’s performance and positioning within the global sustainable development landscape. He also ensures the enablement and full implementation of the company’s strategy particularly on matters relating to the company’s involvement in host countries and global institutions with respect to sustainable development.

He previously served in several executive roles and directorships of other leading mining and manufacturing companies in De Beers, Pepsi Cola, SAB, AstraPak, Harmony Gold and Royal Bafokeng Platinum and the Chamber of Mines in South Africa.

Maria Sanz Perez (50)

BCom LLB, Higher Diploma in Tax, AMP (Harvard), Admitted Attorney

Executive Vice President - Legal, Commercial and Governance and Company Secretary

Maria partners with the company’s business leaders to ensure AngloGold Ashanti complies with legal requirements across the group. Other responsibilities are compliance, company secretarial functions and integrated reporting. She is also accountable for the legal and commercial aspects of global procurement. Maria has been with the group since 2011 and has worked in similar positions for leading South African companies in her career including Investec, Sappi and Afrox.

Executive Committee movements subsequent to year end

Tirelo Sibisi who has over twenty years’ experience in human resources, has been appointed as Executive Vice President: People and Organisational Development. She has replaced the incumbent Italia Boninelli who retires at the end of March 2016. Tirelo’s appointment was effective 18 January 2016 at which point she also became a member of the Company’s executive committee. Italia will support Tirelo until the end of March 2016 to ensure an orderly handover.

COMPETENT PERSONS

As part of its suite of annual reports, AngloGold Ashanti produces a Mineral Resource and Ore Reserve Statement and all the information in this report that relates to Exploration Results, Mineral Resources and Ore Reserve is based on information compiled by the Competent Persons.

During the past decade, the company has developed and implemented a system of internal and external reviews aimed at providing assurance in respect of Ore Reserve and Mineral Resource estimates. A documented chain of responsibility exists from the Competent Persons at the operations to the Company’s Mineral Resource and Ore Reserve Steering Committee. Accordingly, the Chairman of the AngloGold Ashanti Mineral Resource and Ore Reserve Steering Committee, Mr VA Chamberlain, assumes responsibility for the Mineral Resource and Ore Reserve processes for AngloGold Ashanti and is satisfied that the Competent Persons have fulfilled their responsibilities.

VA Chamberlain (53)

MSc (Mining Engineering), BSc (Hons) (Geology), FAusIMM

Vaughan holds a Bachelor of Science (Honours) degree in Geology from the University of Natal and a Master’s degree in Mining Engineering from the University of the Witwatersrand. He started his career with Anglo American Corporation in 1987 as a geologist at Western Deep Levels East Mine (now TauTona mine). He joined AngloGold in 1998 and currently holds the position of Senior Vice President: Strategic Technical Group and is Chairman of the AngloGold Ashanti Mineral Resource and Ore Reserve Steering Committee.

6B.

COMPENSATION

REMUNERATION AND HUMAN RESOURCES COMMITTEE

Remuneration and Human Resources Committee (Remco)

The Remco comprises non-executive directors and the purpose of the committee is to discharge the responsibilities of the board relating to all compensation, including all salary and equity compensation of the company’s executives. The committee establishes and administers the company’s executive remuneration with the broad objective of aligning executive remuneration with company performance and shareholder interests, setting remuneration standards aimed at attracting, motivating and retaining a competent executive team, linking individual pay with operational and company performance in relation to strategic objectives and evaluating compensation of executives including approval of salary, equity and incentive based awards. With respect to its mandate on human resources the committee has oversight to all strategic aspects of people development and human resource issues. The committee also considers and makes recommendations to shareholders on non-executive director’s fees.

The performance of the executive team, including the executive directors, is considered relative to the prevailing business climate and market conditions, as well as to annual evaluations of the achievement of key performance objectives. Bonuses paid to the executives are a reflection of performance of each of the executives and the company as a whole.

The members of the committee during 2015 are reflected below:

Members

MJ Kirkwood (Chairman)

Prof LW Nkuhlu

SM Pityana

NP January-Bardill

MDC Richter

The meetings of the committee are attended by the Chief Executive Officer, Chief Financial Officer on 30 September 2014 and Christine Ramon was appointed Executive DirectorVice President: People and Chief Financial Officer on 1 October 2014.Organisational Development, except when their own remuneration or benefits are being discussed.

Remuneration policy

The remuneration policy is designed to allow us to compete in a global market where we strive to retain and remunerate our employees using fair, robust and appropriate remuneration and reward for their contributions. Recognising that cost and shareholder value are fundamental drivers of the policy delivery, remain a focus.

Linking pay and performance for our executives is important and by having a large portion of executive pay defined as at risk pay, we are ensuring executive compensation is aligned with the overall performance of the company, the regions and the business units and that the executives have an overriding focus on safety, as a large percentage of their variable pay is directly linked to keeping our employees safe.

Total reward

When determining remuneration AngloGold Ashanti considers all elements of short- and long-term fixed and variable pay and ensures that it is consistent with the strategic direction of the organisation and the performance of the organisation and the individuals. For a description of share-based compensation and awards see “Item 6E: Share Ownership”.

Executive directors do not receive payment of directors fees or committee fees.

Benchmarking

Our executives and non-executives are benchmarked against a global group of competitors. AngloGold Ashanti’s size and complexity as well as each individual executive’s role and personal performance are reviewed against the benchmark group from a base pay, benefits, guaranteed pay and variable pay perspective. The 2015 bespoke benchmark survey was completed by Mercer.

Our salary benchmarks are targeted at the market median of a global market; where there is a shortage of specialist and/or key technical skills higher than the benchmark median is paid.

Each executive’s role is individually sized to ensure the best match possible. The comparison is done on the same or similar roles irrespective of place of work (including a review of purchasing power parity between countries). Each component of remuneration (base salary, short-term incentives, long-term incentives, Co-investment executive share plan and employee benefits and allowances) is analysed and compared with the benchmarks and the overall package is reviewed accordingly.

Retirement benefits/pension

Retirement benefits are granted to all executives. All new executives and employees receive retirement benefits under defined contribution plans. There are no longer any executives in the legacy defined benefit plans. Contributions vary from those prescribed by the USA 401(k) defined contribution fund.

EXECUTIVE DIRECTORS’ AND EXECUTIVE MANAGEMENT REMUNERATION

2015

  All figures in $000(4)  

 

LOGO

 

      

 

LOGO

 

  

 

LOGO

 

   

 

LOGO

 

   

 

LOGO

 

   

 

LOGO

 

   

 

LOGO

 

   

 

LOGO

 

   

 

LOGO

 

 

  S Venkatakrishnan(5)

  Full year        940     598     233     135     1,905     -     1,905  

  KC Ramon

  Full year        583     363     73     5     1,024     -     1,024  

  Total executive directors

            1,523     961     305     140     2,929     -     2,929  

  Prescribed officers

                      

  I Boninelli

  Full year        477     240     51     63     830     -     830  

  CE Carter(6)

  Full year        677     361     20     458     1,515     391     1,906  

  GJ Ehm(7)

  Full year        617     442     26     206     1,290     114     1,404  

  RW Largent(8)

  Full year        1,187     628     220     504     2,540     333     2,873  

  DC Noko(9)

  Full year        477     330     51     118     976     -     976  

  MP O’ Hare(10)

       30 Sept 2015           460     -     94     443     997     18     1,016  

  ME Sanz Perez

  Full year        475     239     50     58     823     -     823  

  CB Sheppard(11)

  1 Jun 2015        274     121     34     80     510     -     511  

  Total prescribed officers

            4,645     2,361     547     1,930     9,482     856     10,339  

  Total executive director and management remuneration 2015

   6,168     3,322     852     2,070     12,412     856     13,268  

(1)

Salaries are disclosed only for the period from or to which office is held, and include car allowances where applicable.

(2)

The performance related payments are calculated on the year’s financial results.

(3)

Includes health care, cash in lieu of dividends, 2014 and 2015 vested CIP match awards, secondment / relocation allowances, group personal accident, disability and funeral cover. Surplus leave days accrued are automatically encashed unless work requirements allow for carry over.

(4)

Where directors’ compensation is paid in South African Rands, for the purposes of this annual report on Form 20-F, the Rand values have been converted to US dollar using the average annual exchange rate of R12.7719:$1.

(5)

Other benefits of S Venkatakrishnan include encashment due to untaken leave.

(6)

Other benefits of CE Carter include a relocation allowance in lieu of relocation from the SA to Denver, USA office.

(7)

GJ Ehm’s 2015 increase was delivered as a lump sum payment (2.5% adjustment) of ZAR 196,927 in January 2016. He received a project bonus in terms of delivering against the Obuasi Project Charter. The bonus was based on 60% of pay, of which 40% was paid in 2015, based on meeting of performance requirements. Other benefits include a secondment allowance for time spent in Ghana.

(8)

Other benefits of RW Largent include sale of BSP shares due to US tax requirements.

(9)

DC Noko received a project bonus in terms of delivering against the Obuasi Project Charter. The bonus was based on 60% of pay, of which 40% was paid in 2015, based on meeting of performance requirements. Other benefits include a secondment allowance for time spent in Ghana.

(10)

MP O’ Hare retired as at the end of September, pay is however disclosed for the full year. Other benefits include cash in lieu of BSP shares as a result of Mr O’ Hare’s retirement. No additional separation payments were made.

(11)

CB Sheppard commenced employment on 1 June 2015 and as such his pay reflects 7 months of the year. A sign-on bonus was paid and is reflected under other benefits. The annual performance bonus was pro-rated.

Rounding of figures may result in computational discrepancies.

Executive Directors’ and Prescribed Officers’ once-off Retention Bonus Payment

During 2014 the Executive Directors’ and Prescribed Officers received a once-off retention bonus payment. In total the bonus amounted to $1.9m cash and 150,300 long term incentive plan share awards. S Venkatakrishnan’s cash portion of $0,6m was delivered in 61,738 deferred restricted shares during 2015.

NON-EXECUTIVE DIRECTORS’ COMPENSATION

The fees of non-executive directors are fixed by shareholders at the annual general meeting and, other than the fees they receive for their participation on board committees and allowances for traveling internationally to attend board meetings, non-executive directors receive no further payments from the company and are precluded from participation in the company’s share incentive scheme.

NON-EXECUTIVE DIRECTORS’ REMUNERATION

    Director
fees(1)
   Committee
fees(1)
   Travel
allowance(1)
   Total 
  US Dollars  2015 

  SM Pityana

   332,500     72,500     6,250     411,250  

  R Gasant

   130,500     58,500     6,250     195,250  

  NP January-Bardill

   130,500     52,500     6,250     189,250  

  MJ Kirkwood

   130,500     75,000     36,250     241,750  

  LW Nkuhlu

   174,000     80,000     6,250     260,250  

  RJ Ruston

   134,000     56,000     36,250     226,250  

  DL Hodgson

   130,500     43,500     6,250     180,250  

  AH Garner

   134,000     43,500     26,250     203,750  

  MDC Richter

   130,500     40,000     33,750     204,250  

  Total(2)

   1,427,000     521,500     163,750     2,112,250  

(1)

Directors’ compensation is disclosed in US dollars, the amounts reflected are the values calculated using the exchange rate of R12.7719:$1.

(2)

Fees are disclosed only for the period from or to which, office is held.

Non-Executive Directors do not hold service contracts with the company. Executive Directors do not receive payment of directors’ fees or committee fees.

6C.

BOARD PRACTICES

The Board of Directors

The company is governed by a unitary board of directors, the composition of which promotes the balance of authority and precludes any one director from dominating decision-making. Our board membership at year-end comprised eleven directors, nine independent non-executive directors and two executive directors.

The board is supported by its committees and has delegated certain functions to these committees without abdicating any of its own responsibilities. This process of formal delegation involves approved and documented terms of reference, which are reviewed annually.

Refer Item 6A: “Directors and Senior Management” for information about the composition of the Board and directors’ term of office and year of appointment.

Appointment and rotation of directors

Several factors including the requirements of relevant legislation, best practice recommendations, qualifications and skills of a prospective board member and the requirements of the Director’s Fit and Proper Standards of the company, as well as regional demographics are considered in appointing board members. New directors are appointed pursuant to the recommendations of the Nominations Committee, which conducts a rigorous assessment of the credentials of each candidate. Newly appointed directors are elected at the next annual general meeting following their appointment and to stand for approval by shareholders.

In terms of the company’s Memorandum of Incorporation (MOI), one third of the directors are required to retire at each Annual General Meeting and if they are eligible and available for re-election, will be put forward for re-election by the shareholders. The board has determined that the directors to stand for re-election in 2016 are Srinivasan Venkatakrishnan, Michael Kirkwood, Rhidwaan Gasant and David Hodgson.

The company’s Memorandum of Incorporation does not set a mandatory retirement age for non-executive directors. However, in accordance with recommendations of King III—any independent non-executive director serving more than nine years should be subjected to a rigorous review of his independence and performance by the board.

Service contracts

Prof LW Nkuhlu

SM Pityana

NP January-Bardill

MDC Richter

The meetings of the committee are attended by the Chief Executive Officer, Chief Financial Officer and Executive Vice President: People and Organisational Development, except when their own remuneration or benefits are being discussed.

Remuneration policy

The remuneration policy is designed to allow us to compete in a global market where we strive to retain and remunerate our employees using fair, robust and appropriate remuneration and reward for their contributions. Recognising that cost and shareholder value are fundamental drivers of the policy delivery, remain a focus.

Linking pay and performance for our executives is important and by having a large portion of executive pay defined as at risk pay, we are ensuring executive compensation is aligned with the overall performance of the company, the regions and the business units and that the executives have an overriding focus on safety, as a large percentage of their variable pay is directly linked to keeping our employees safe.

Total reward

When determining remuneration AngloGold Ashanti considers all elements of short- and long-term fixed and variable pay and ensures that it is consistent with the strategic direction of the organisation and the performance of the organisation and the individuals. For a description of share-based compensation and awards see “Item 6E: Share Ownership”.

Executive directors do not receive payment of directors fees or committee fees.

Benchmarking

Our executives and non-executives are benchmarked against a global group of competitors. AngloGold Ashanti’s size and complexity as well as each individual executive’s role and personal performance are reviewed against the benchmark group from a base pay, benefits, guaranteed pay and variable pay perspective. The 2015 bespoke benchmark survey was completed by Mercer.

Our salary benchmarks are targeted at the market median of a global market; where there is a shortage of specialist and/or key technical skills higher than the benchmark median is paid.

Each executive’s role is individually sized to ensure the best match possible. The comparison is done on the same or similar roles irrespective of place of work (including a review of purchasing power parity between countries). Each component of remuneration (base salary, short-term incentives, long-term incentives, Co-investment executive share plan and employee benefits and allowances) is analysed and compared with the benchmarks and the overall package is reviewed accordingly.

Retirement benefits/pension

Retirement benefits are granted to all executives. All new executives and employees receive retirement benefits under defined contribution plans. There are no longer any executives in the legacy defined benefit plans. Contributions vary from those prescribed by the USA 401(k) defined contribution fund.

EXECUTIVE DIRECTORS’ AND EXECUTIVE MANAGEMENT REMUNERATION

2015

  All figures in $000(4)  

 

LOGO

 

      

 

LOGO

 

  

 

LOGO

 

   

 

LOGO

 

   

 

LOGO

 

   

 

LOGO

 

   

 

LOGO

 

   

 

LOGO

 

   

 

LOGO

 

 

  S Venkatakrishnan(5)

  Full year        940     598     233     135     1,905     -     1,905  

  KC Ramon

  Full year        583     363     73     5     1,024     -     1,024  

  Total executive directors

            1,523     961     305     140     2,929     -     2,929  

  Prescribed officers

                      

  I Boninelli

  Full year        477     240     51     63     830     -     830  

  CE Carter(6)

  Full year        677     361     20     458     1,515     391     1,906  

  GJ Ehm(7)

  Full year        617     442     26     206     1,290     114     1,404  

  RW Largent(8)

  Full year        1,187     628     220     504     2,540     333     2,873  

  DC Noko(9)

  Full year        477     330     51     118     976     -     976  

  MP O’ Hare(10)

       30 Sept 2015           460     -     94     443     997     18     1,016  

  ME Sanz Perez

  Full year        475     239     50     58     823     -     823  

  CB Sheppard(11)

  1 Jun 2015        274     121     34     80     510     -     511  

  Total prescribed officers

            4,645     2,361     547     1,930     9,482     856     10,339  

  Total executive director and management remuneration 2015

   6,168     3,322     852     2,070     12,412     856     13,268  

(1)

Salaries are disclosed only for the period from or to which office is held, and include car allowances where applicable.

(2)

The performance related payments are calculated on the year’s financial results.

(3)

Includes health care, cash in lieu of dividends, 2014 and 2015 vested CIP match awards, secondment / relocation allowances, group personal accident, disability and funeral cover. Surplus leave days accrued are automatically encashed unless work requirements allow for carry over.

(4)

Where directors’ compensation is paid in South African Rands, for the purposes of this annual report on Form 20-F, the Rand values have been converted to US dollar using the average annual exchange rate of R12.7719:$1.

(5)

Other benefits of S Venkatakrishnan include encashment due to untaken leave.

(6)

Other benefits of CE Carter include a relocation allowance in lieu of relocation from the SA to Denver, USA office.

(7)

GJ Ehm’s 2015 increase was delivered as a lump sum payment (2.5% adjustment) of ZAR 196,927 in January 2016. He received a project bonus in terms of delivering against the Obuasi Project Charter. The bonus was based on 60% of pay, of which 40% was paid in 2015, based on meeting of performance requirements. Other benefits include a secondment allowance for time spent in Ghana.

(8)

Other benefits of RW Largent include sale of BSP shares due to US tax requirements.

(9)

DC Noko received a project bonus in terms of delivering against the Obuasi Project Charter. The bonus was based on 60% of pay, of which 40% was paid in 2015, based on meeting of performance requirements. Other benefits include a secondment allowance for time spent in Ghana.

(10)

MP O’ Hare retired as at the end of September, pay is however disclosed for the full year. Other benefits include cash in lieu of BSP shares as a result of Mr O’ Hare’s retirement. No additional separation payments were made.

(11)

CB Sheppard commenced employment on 1 June 2015 and as such his pay reflects 7 months of the year. A sign-on bonus was paid and is reflected under other benefits. The annual performance bonus was pro-rated.

Rounding of figures may result in computational discrepancies.

Executive Directors’ and Prescribed Officers’ once-off Retention Bonus Payment

During 2014 the Executive Directors’ and Prescribed Officers received a once-off retention bonus payment. In total the bonus amounted to $1.9m cash and 150,300 long term incentive plan share awards. S Venkatakrishnan’s cash portion of $0,6m was delivered in 61,738 deferred restricted shares during 2015.

NON-EXECUTIVE DIRECTORS’ COMPENSATION

The fees of non-executive directors are fixed by shareholders at the annual general meeting and, other than the fees they receive for their participation on board committees and allowances for traveling internationally to attend board meetings, non-executive directors receive no further payments from the company and are precluded from participation in the company’s share incentive scheme.

NON-EXECUTIVE DIRECTORS’ REMUNERATION

    Director
fees(1)
   Committee
fees(1)
   Travel
allowance(1)
   Total 
  US Dollars  2015 

  SM Pityana

   332,500     72,500     6,250     411,250  

  R Gasant

   130,500     58,500     6,250     195,250  

  NP January-Bardill

   130,500     52,500     6,250     189,250  

  MJ Kirkwood

   130,500     75,000     36,250     241,750  

  LW Nkuhlu

   174,000     80,000     6,250     260,250  

  RJ Ruston

   134,000     56,000     36,250     226,250  

  DL Hodgson

   130,500     43,500     6,250     180,250  

  AH Garner

   134,000     43,500     26,250     203,750  

  MDC Richter

   130,500     40,000     33,750     204,250  

  Total(2)

   1,427,000     521,500     163,750     2,112,250  

(1)

Directors’ compensation is disclosed in US dollars, the amounts reflected are the values calculated using the exchange rate of R12.7719:$1.

(2)

Fees are disclosed only for the period from or to which, office is held.

Non-Executive Directors do not hold service contracts with the company. Executive Directors do not receive payment of directors’ fees or committee fees.

6C.

BOARD PRACTICES

The Board of Directors

On 17 February 2014, Tito Mboweni stepped down as ChairmanThe company is governed by a unitary board of directors, the composition of which promotes the balance of authority and precludes any one director from dominating decision-making. Our board membership at year-end comprised eleven directors, nine independent non-executive directors and two executive directors.

The board is supported by its committees and has delegated certain functions to these committees without abdicating any of its own responsibilities. This process of formal delegation involves approved and documented terms of reference, which are reviewed annually.

Refer Item 6A: “Directors and Senior Management” for information about the composition of the Board and resigned as Non-Executive Director. Sipho Pityana was elected as Chairman bydirectors’ term of office and year of appointment.

Appointment and rotation of directors

Several factors including the Board. Professor Wiseman Nkuhlu assumedrequirements of relevant legislation, best practice recommendations, qualifications and skills of a prospective board member and the new role of Lead Independent Directorrequirements of the board. During March 2014, Prof. Wiseman Nkuhlu wasDirector’s Fit and Proper Standards of the company, as well as regional demographics are considered in appointing board members. New directors are appointed Deputy Chairman.

David Hodgson waspursuant to the recommendations of the Nominations Committee, which conducts a rigorous assessment of the credentials of each candidate. Newly appointed as Independent Non-Executive Director with effect from 25 April 2014.

Albert Garner and Maria Richter were appointed Independent Non-Executive Directors with effect from 1 January 2015.

The following directors retiredare elected at the Annual General Meeting on 14 May 2014next annual general meeting following their appointment and being eligibleto stand for re-election were re-electedapproval by the shareholders: Rhidwaan Gasant, Sipho Pityana and Tito Mboweni. Tito Mboweni did not make himself available for re-election.shareholders.

In terms of the company’s Memorandum of Incorporation (MOI), one third of the following directors willare required to retire at theeach Annual General Meeting to be held on 6 May 2015: Prof Wiseman Nkuhlu, Nazipho January-Bardill and Rodney Ruston, andif they are eligible and available for re-election.

EXECUTIVE COMMITTEE

AngloGold Ashanti’s executive management team (Executive Committee) comprises nine members of whom twore-election, will be put forward for re-election by the shareholders. The board has determined that the directors to stand for re-election in 2016 are executive directors. This committee oversees the day-to-day management of the group’s activities and is supported by country and regional management teams as well as by group corporate functions.

In addition to Srinivasan Venkatakrishnan, Michael Kirkwood, Rhidwaan Gasant and Christine Ramon,David Hodgson.

The company’s Memorandum of Incorporation does not set a mandatory retirement age for non-executive directors. However, in accordance with recommendations of King III—any independent non-executive director serving more than nine years should be subjected to a rigorous review of his independence and performance by the following people are members of the Executive Committee:board.

Mike O’Hare (55)Service contracts

BSc (Min. Eng.)

Chief Operating Officer – South Africa

As the Chief Operations Officer – South Africa, Mike’s portfolio includes three operating areas (West Wits, Vaal River and Surface Operations). He also leads the company’s innovative technology project in South Africa. He has 38 years’ experience in mining, having joined Anglo American in 1977, and has knowledge and skills of deep underground mining that are highly regarded globally.

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Italia Boninelli (58)

MA (Psychology), Post Graduate Diploma in Labour Relations

Executive Vice President – People and Organisational Development

Holding the portfolio of Human Resources, Italia is responsible for the global people strategy at AngloGold Ashanti where it is well recognised that ‘people are the business, and our business is people’. With more than 25 years’ experience in human resources across a variety of industries, including mining, manufacturing, healthcare and banking, Italia brings a wealth of knowledge, particularly in the labour field, which is crucial to domestic and international operations. She joined the group in 2010 and is responsible for building a highly engaged and productive workforce.

Charles Carter (52)

BA (Hons), DPhil, EDP

Executive Vice President – Strategy and Business Development

Charles is responsible for group strategy, business development, corporate finance, investor relations and communications portfolios. He has worked in the mining industry in South Africa and the Americas for more than 24 years and has had responsibility for a range of additional portfolios that include human resources, risk management, business planning and executive responsibility for the company’s business in Colombia.

Graham Ehm (58)

BSc Hons, MAusIMM, MAICD

Executive Vice President – Planning and Technical

Graham, who has multi-commodity experience, has held senior leadership positions in AngloGold Ashanti in Tanzania and Australia. His current portfolio entails safety, business process framework (BPF), risk, asset optimisation, capital investment optimisation and monitoring of projects, studies and exploration. The Planning and Technical portfolio is his accountability.

Ron Largent (54)

BSc (Min. Eng.), MBA

Chief Operating Officer – International

Ron has more than 30 years’ experience in international mining operations and project management. He joined the organisation in 1994 as Manager, Gold Operations for Cripple Creek & Victor, and was promoted to Executive Vice President – Americas in 2007. He was subsequently promoted to Chief Operations Officer – International in 2013, and his portfolio was extended to include Continental Africa. Effective January 2014, Australia was also included in his remit. He is currently accountable for overall strategic and operational responsibilities for production at the company’s mining operations across four continents and nine countries. In addition, he leads a team mandated to remove $500m from the group’s operating cost base within an 18-month period ended December 2014.

David Noko (57)

MBA, Post Graduate Diploma in Company Direction; Higher National Diploma – Engineering

Executive Vice President: Sustainability

David leads the sustainability portfolio which comprises the disciplines of health, the environment, social and community affairs, corporate social investment, human rights, global security, stakeholder engagement and government relations. In this role he sets the company sustainability direction and strategy and positions the company externally as a leader within the global sustainability landscape. He has extensive experience both within the mining industry and beyond, having been in leadership roles at South African Breweries, Pepsi Cola, Air Chefs and De Beers Consolidated Mines Limited prior to joining AngloGold Ashanti in 2012.

Maria Sanz Perez (49)

BCom LLB, H Dip Tax, Admitted Attorney

Executive Vice President: Legal, Commercial and Governance and Company Secretary

Maria partners with the company’s business leaders to ensure AngloGold Ashanti complies with legal requirements across the group. Other responsibilities are compliance, company secretarial functions, integrated reporting and corporate cost reduction. She is also accountable for the legal and commerciall aspects of global procurement. Maria has been with the group since 2011 and has worked in similar positions for leading South African companies in her career including Investec, Sappi and Afrox.

174


Executive Committee movements subsequent to year end

Chris Sheppard, a thirty-year veteran of South Africa’s ultra-deep underground mining sector, has been appointed as incoming Chief Operating Officer: South Africa. He will replace the incumbent Mike O’Hare who plans to take early retirement during the course of 2015. Chris’ appointment as Chief Operating Officer: South Africa will be effective 1 June 2015 at which point he will also join the Company’s executive committee. Mike will support Chris during the course of the year to facilitate an orderly handover.

COMPETENT PERSONS

As part of its suite of annual reports, AngloGold Ashanti produces a Mineral Resource and Ore Reserve Statement and all the information in this report that relates to Exploration Results, Mineral Resources and Ore Reserve is based on information compiled by the Competent Persons.

During the past decade, the company has developed and implemented a system of internal and external reviews aimed at providing assurance in respect of Ore Reserve and Mineral Resource estimates. A documented chain of responsibility exists from the Competent Persons at the operations to the Company’s Mineral Resource and Ore Reserve Steering Committee. Accordingly, the Chairman of the AngloGold Ashanti Mineral Resource and Ore Reserve Steering Committee, Mr VA Chamberlain, assumes responsibility for the Mineral Resource and Ore Reserve processes for AngloGold Ashanti and is satisfied that the Competent Persons have fulfilled their responsibilities.

VA Chamberlain (52)

MSc (Mining Engineering), BSc (Hons) (Geology), FAusIMM

Vaughan holds a Bachelor of Science (Honours) degree in Geology from the University of Natal and a Master’s degree in Mining Engineering from the University of the Witwatersrand. He started his career with Anglo American Corporation in 1987 as a geologist at Western Deep Levels East Mine (now TauTona mine). He joined AngloGold in 1998 and currently holds the position of Senior Vice President: Strategic Technical Group and is Chairman of the AngloGold Ashanti Mineral Resource and Ore Reserve Steering Committee.

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6B.

COMPENSATION

REMUNERATION AND HUMAN RESOURCES COMMITTEE

Remuneration and Human Resources Committee (Remco)

The Remco comprises of non-executive directors and the purpose of the committee is to discharge the responsibilities of the board relating to all compensation, including all salary and equity compensation of the company’s executives. The committee establishes and administers the company’s executive remuneration with the broad objective of aligning executive remuneration with company performance and shareholder interests, setting remuneration standards aimed at attracting, motivating and retaining a competent executive team, linking individual pay with operational and company performance in relation to strategic objectives; and evaluating compensation of executives including approval of salary, equity and incentive based awards. With respect to its mandate on human resources the committee has oversight to all strategic aspects of people development and human resource issues. The committee also considers and makes recommendations to shareholders on non-executive director’s fees.

The performance of the executive team, including the executive directors, is considered relative to the prevailing business climate and market conditions, as well as to annual evaluations of the achievement of key performance objectives. Bonuses paid to the executives are a reflection of performance of each of the executives and the company as a whole.

The members of the committee during 2014 are reflected below:

Members

MJ Kirkwood (Chairman)

Prof LW Nkuhlu

SM Pityana

NP January-Bardill

MDC Richter

The meetings of the committee are attended by the Chief Executive Officer, Chief Financial Officer and Executive Vice President: People and Organisational Development, except when their own remuneration or benefits are being discussed.

Remuneration policy

The remuneration policy is designed to allow us to compete in a global market where we strive to retain and remunerate our employees using fair, robust and appropriate remuneration and reward for their contributions. Recognising that cost and shareholder value are fundamental drivers of the policy delivery, remain a focus.

Linking pay and performance for our executives is important and by having a large portion of executive pay defined as at risk pay, we are ensuring executive compensation is aligned with the overall performance of the company, the regions and the business units and that the executives have an overriding focus on safety, as a large percentage of their variable pay is directly linked to keeping our employees safe.

Total reward

When determining remuneration AngloGold Ashanti considers all elements of short- and long-term fixed and variable pay and ensures that it is consistent with the strategic direction of the organisation and the performance of the organisation and the individuals. For a description of share-based compensation and awards see “Item 6E: Share Ownership”.

Executive directors do not receive payment of directors fees or committee fees.

Benchmarking

Our executives and non-executives are benchmarked against a global group of competitors. AngloGold Ashanti’s size and complexity as well as each individual executive’s role and personal performance are reviewed against the benchmark group from a base pay, benefits, guaranteed pay and variable pay perspective. The 20142015 bespoke benchmark survey was completed by Mercer Consulting (South Africa) (Pty) LimitedMercer.

Our salary benchmarks are targeted at the market median of a global market; where there is a shortage of specialist and/or key technical skills higher than the benchmark median is paid.

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Each executive’s role is individually sized to ensure the best match possible. The comparison is done on the same or similar roles irrespective of place of work (including a review of purchasing power parity between countries). Each component of remuneration (base salary, short-term incentives, long-term incentives, Co-investment executive share plan and employee benefits and allowances) is analysed and compared with the benchmarks and the overall package is reviewed accordingly.

Retirement benefits/pension

Retirement benefits are granted to all executives. All new executives and employees receive retirement benefits under defined contribution plans. LegacyThere are no longer any executives in the legacy defined benefit plans remain in place for some executives.plans. Contributions vary from those prescribed by the USA 401(k) defined contribution fund, to the legacy defined benefit plan.fund.

177


EXECUTIVE DIRECTORS’ AND EXECUTIVE MANAGEMENT REMUNERATION

20142015

  All figures in $000(1)  

 

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  S Venkatakrishnan(5)

  Full year        1,108     -     274     106     1,488     -     1,488  

  RN Duffy(6)

       30 September 2014   649     234     133     14     1,030     -     1,030  

  KC Ramon(7)

  1 October 2014        162     119     20     1     302     -     302  

  Total executive directors

            1,919     353     427     121     2,820     -     2,820  

  Prescribed officers

                      

  I Boninelli

  Full year        528     265     56     9     858     -     858  

  CE Carter(8)

  Full year        636     281     68     96     1,081     80     1,161  

  GJ Ehm(15)

  Full year        742     669     27     1,013     2,452     93     2,544  

  RW Largent(9)

  Full year        1,155     611     19     498     2,283     89     2,372  

  DC Noko

  Full year        516     477     55     68     1,116     -     1,116  

  MP O’ Hare

  Full year        680     321     139     11     1,151     -     1,151  

  ME Sanz Perez

  Full year        526     369     56     15     966     -     966  

  YZ Simelane(10)

  Full year     31 July 2014   206     -     46     1,072     1,324     386     1,710  

  Total Prescribed Officers

   4,989     2,993     466     2,782     11,230     648     11,878  

  Total executive director and management remuneration 2014

   6,908     3,346     893     2,903     14,050     648     14,698  

2013

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  M Cutifani

  Full year     31 March 2013   378     -     69     199     646     2,005     2,651  

  RN Duffy

  Full year        685     276     139     16     1,116     -     1,116  

  AM O’Neil(11)

  20 February 2013     2 August 2013   1,066     -     15     537     1,618     1,914     3,532  

  S Venkatakrishnan

  Full year        1,365     -     281     220     1,866     -     1,866  

  Total executive directors

            3,494     276     504     972     5,246     3,919     9,165  

  Prescribed officers

                      

  I Boninelli

  Full year        540     384     57     6     987     -     987  

  CE Carter

  Full year        671     232     71     51     1,025     317     1,342  

  GJ Ehm

  Full year        764     461     24     8     1,257     -     1,257  

  RW Largent

  Full year        1,043     453     173     275     1,944     307     2,251  

  M MacFarlane(12) (13)

       30 June 2013   238     -     30     350     618     -     618  

  DC Noko

  Full year        498     187     53     1     739     -     739  

  MP O’Hare(14)

  Full year        696     283     141     12     1,132     54     1,186  

  ME Sanz Perez

  Full year        505     371     54     6     936     -     936  

  YZ Simelane

  Full year        402     94     82     22     600     -     600  

  Total Prescribed Officers

   5,357     2,465     685     731     9,238     678     9,916  

  Total executive director and management remuneration 2013

   8,851     2,741     1,189     1,703     14,484     4,597     19,081  
  All figures in $000(4)  

 

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  S Venkatakrishnan(5)

  Full year        940     598     233     135     1,905     -     1,905  

  KC Ramon

  Full year        583     363     73     5     1,024     -     1,024  

  Total executive directors

            1,523     961     305     140     2,929     -     2,929  

  Prescribed officers

                      

  I Boninelli

  Full year        477     240     51     63     830     -     830  

  CE Carter(6)

  Full year        677     361     20     458     1,515     391     1,906  

  GJ Ehm(7)

  Full year        617     442     26     206     1,290     114     1,404  

  RW Largent(8)

  Full year        1,187     628     220     504     2,540     333     2,873  

  DC Noko(9)

  Full year        477     330     51     118     976     -     976  

  MP O’ Hare(10)

       30 Sept 2015           460     -     94     443     997     18     1,016  

  ME Sanz Perez

  Full year        475     239     50     58     823     -     823  

  CB Sheppard(11)

  1 Jun 2015        274     121     34     80     510     -     511  

  Total prescribed officers

            4,645     2,361     547     1,930     9,482     856     10,339  

  Total executive director and management remuneration 2015

   6,168     3,322     852     2,070     12,412     856     13,268  

 

(1)

Where directors’ compensation is paid in South African rands, for the purposes of this annual report on Form 20-F, the rand values have been converted to US dollar using the following year-to-date average rate of exchange for 2014 of R10.8295:$1 (2013: R9.6231:$)

(2) 

Salaries are disclosed only for the period from or to which office is held.held, and include car allowances where applicable.

(3)(2) 

The performance related payments are calculated on the year’s financial results.

(4)(3) 

Includes health care, separation payments, cash in lieu of dividends, 2014 and 2015 vested CIP match awards, secondment / relocation allowances, group personal travel.accident, disability and funeral cover. Surplus leave days accrued are automatically encashed unless work requirements allow for carry over.

(4)

Where directors’ compensation is paid in South African Rands, for the purposes of this annual report on Form 20-F, the Rand values have been converted to US dollar using the average annual exchange rate of R12.7719:$1.

(5) 

Other benefits of S Venkatakrishnan’s BSP cash bonus will be delivered in restricted shares that will be deferredVenkatakrishnan include encashment due to retirement or employment termination or any corporate activity resulting in a change of control.untaken leave.

(6) 

RN Duffy resigned as an executive director 30 September 2014 however pay disclosure is for full year.Other benefits of CE Carter include a relocation allowance in lieu of relocation from the SA to Denver, USA office.

(7) 

KC Ramon commenced 1 October 2014 andGJ Ehm’s 2015 increase was delivered as such hera lump sum payment (2.5% adjustment) of ZAR 196,927 in January 2016. He received a project bonus in terms of delivering against the Obuasi Project Charter. The bonus was based on 60% of pay, reflects 3 months of the year.which 40% was paid in 2015, based on meeting of performance requirements. Other benefits include a secondment allowance for time spent in Ghana.

(8) 

Other benefits of CE CarterRW Largent include pay in lieusale of leave on transfer.BSP shares due to US tax requirements.

(9) 

DC Noko received a project bonus in terms of delivering against the Obuasi Project Charter. The bonus was based on 60% of pay, of which 40% was paid in 2015, based on meeting of performance requirements. Other benefits of RW Largent include sale of BSP shares.a secondment allowance for time spent in Ghana.

(10) 

MP O’ Hare retired as at the end of September, pay is however disclosed for the full year. Other benefits of YZ Simelane include separation payments of a severance package and paycash in lieu of leave.BSP shares as a result of Mr O’ Hare’s retirement. No additional separation payments were made.

(11) 

Other benefitsCB Sheppard commenced employment on 1 June 2015 and as such his pay reflects 7 months of AM O’ Neill include early retirement payments of a pro-rata retentionthe year. A sign-on bonus paymentwas paid and pay in lieu of leave on separation.

(12)

M MacFarlane commuted between Canada and South Africa and the company carried the cost of flights and hotel accommodation in South Africa; these are excluded for reporting purposes.

(13)

Other benefits of M MacFarlane include separation payments of a severance package and pay in lieu of leave.

(14)

In 2013, MP O’ Hare had a once off pension payment in recognition of previous service paid into the AngloGold Ashanti Pension Fund to the value of R7.4m. This has not been included for reporting purposes.

(15)

G Ehm –is reflected under other benefits is inclusive of surplus leave sale.benefits. The annual performance bonus was pro-rated.

Rounding of figures may result in computational discrepancies.

178


EXECUTIVE DIRECTORS’ AND EXECUTIVE MANAGEMENT ONCE-OFF RETENTION BONUS PAYMENTExecutive Directors’ and Prescribed Officers’ once-off Retention Bonus Payment

During 2014 the Executive Directors’ and Prescribed Officers received a once-off retention bonus payment. In total the bonus amounted to $1.9m cash and 150,300 long term incentive plan share awards. S Venkatakrishnan’s cash portion of $0,6m was delivered in 61,738 deferred restricted shares during 2015.

   

Appointed with 

effect from 

 

Resigned/retired 

with effect from 

   

Cash Retention Bonus 

$’000 

   

Long Term Incentive Plan

- Retention Bonus Share

Awards

Number of shares

 

  Executive directors

         

  S Venkatakrishnan(1)

 Full year     -     23,687  

  RN Duffy

    30-Sep-14     243     17,458  
          243     41,145  

  Prescribed officers

         

  I Boninelli

 Full year     192     13,777  

  CE Carter

 Full year     239     17,106  

  GJ Ehm

 Full year     248     15,469  

  RW Largent

 Full year     372     20,185  

  DC Noko

 Full year     177     12,697  

  MP O’Hare

 Full year     247     17,744  

  ME Sanz Perez

 Full year       170     12,177  
          1,645     109,155  
                 
          1,888     150,300  

(1)

S Venkatakrishnan received the LTIP share portion and no cash as this will be delivered in deferred restricted shares in the second quarter of 2015.

NON-EXECUTIVE DIRECTORS’ COMPENSATION

The fees of non-executive directors are fixed by shareholders at the annual general meeting and, other than the fees they receive for their participation on board committees and allowances for traveling internationally to attend board meetings, non-executive directors receive no further payments from the company and are precluded from participation in the company’s share incentive scheme.

NON-EXECUTIVE DIRECTORS’ REMUNERATION

 

      2014  2013 

  All figures stated to the nearest

  $000(1)

 Appointment 

Directors’

fees(3)

  

Committee

fees

  Travel  Total  

Directors’

fees(3)

  

Committee

fees

  Travel  Total 
  From(2) To(2)      

  S M Pityana (Chairman)(2)

      334    86    10    430    88    98    -    186  

  T T Mboweni(3)

   17 Feb 2014  50    25    -    75    292    52    -    344  

  FB Arisman

   13 May 2013   -    -    -    -    60    51    9    120  

  R Gasant

      117    63    8    188    72    59    -    131  

  NP January-Bardill

      117    60    10    187    70    70    -    140  

  MJ Kirkwood

 1 June 2012      121    91    51    263    107    112    47    266  

  WA Nairn

   13 May 2013  -    -    -    -    39    32    -    71  

  Prof LW Nkuhlu(4)

      148    90    8    246    72    112    -    184  

  F Ohene-Kena

   13 May 2013  -    -    -      25    13    16    54  

  RJ Ruston

      117    81    42    240    83    121    47    251  

  DL Hodgson

      88    27    10    125                  

  Total – non-executive directors

      1,092    523    139    1,754    883    790    119    1,747  
    Director
fees(1)
   Committee
fees(1)
   Travel
allowance(1)
   Total 
  US Dollars  2015 

  SM Pityana

   332,500     72,500     6,250     411,250  

  R Gasant

   130,500     58,500     6,250     195,250  

  NP January-Bardill

   130,500     52,500     6,250     189,250  

  MJ Kirkwood

   130,500     75,000     36,250     241,750  

  LW Nkuhlu

   174,000     80,000     6,250     260,250  

  RJ Ruston

   134,000     56,000     36,250     226,250  

  DL Hodgson

   130,500     43,500     6,250     180,250  

  AH Garner

   134,000     43,500     26,250     203,750  

  MDC Richter

   130,500     40,000     33,750     204,250  

  Total(2)

   1,427,000     521,500     163,750     2,112,250  

 

(1) 

Directors’ compensation is disclosed in US dollars, the amounts reflected are the values calculated using the exchange rate of R10.8295:R12.7719:$1 (2013: R9.6231:$1; 2012: R8.1961: $1).1.

(2)

On 17 February 2014, Sipho Pityana was appointed chairman of the board

(3) 

Fees are disclosed only for the period from or to which, office is held.

(4)

Prof. Wiseman Nkuhlu assumed the role of Lead Independent Director in February 2014, and Deputy Chairman in March 2014.

Rounding may result in computational differences.Non-Executive Directors do not hold service contracts with the company. Executive Directors do not receive payment of directors’ fees or committee fees.

179


6C.

BOARD PRACTICES

The Board of Directors

The company is governed by a unitary board of directors, the composition of which promotes the balance of authority and precludes any one director from dominating decision-making. Our board membership at year-end comprised nineeleven directors, sevennine independent non-executive directors and two executive directors. Post yearend, the appointment of an additional two directors became effective.

The board is supported by its committees and has delegated certain functions to these committees without abdicating any of its own responsibilities. This process of formal delegation involves approved and documented terms of reference, which are reviewed annually.

Refer Item 6A: “Directors and Senior Management” for information about the composition of the Board Composition.and directors’ term of office and year of appointment.

Appointment and rotation of directors

Several factors including the requirements of relevant legislation, best practice recommendations, qualifications and skills of a prospective board member and the requirements of the Director’s Fit and Proper Standards of the company, as well as regional demographics are considered in appointing board members. New directors are appointed pursuant to the recommendations of the Nominations Committee, which conducts a rigorous assessment of the credentials of each candidate. Newly appointed directors are elected at the next annual general meeting following their appointment and to stand for approval by shareholders.

In terms of the company’s Memorandum of Incorporation (MOI), one third of the directors are required to retire at each Annual General Meeting and if they are eligible and available for reelection,re-election, will be put forward for re-election by the shareholders. The board has determined that the directors to stand for re-election in 2016 are Nozipho January-Bardill, Professor Wiseman NkuhluSrinivasan Venkatakrishnan, Michael Kirkwood, Rhidwaan Gasant and Rodney Ruston.David Hodgson.

The company’s Memorandum of Incorporation does not set a mandatory retirement age for non-executive directors. However, in accordance with recommendations of King III – III—any independent non-executive director serving more than 9nine years should be subjected to a rigorous review of his independence and performance by the board, and the requirements of the Sarbanes Oxley Act, directors are required to step down from the board after nine consecutive years of service. As at 31 December 2014, none of the company’s independent directors had served for that length of time.board.

Service contracts

Non- ExecutiveNon-Executive Directors

Non-executive directors receive fees for their services as directors which are approved by shareholders at annual general meetings. Non-executive directors do not participate in the company’s share incentive scheme.

Non-executive directors do not hold service contracts with the company.

Executive Committee

All members of the Executive Management team have permanent employment contracts which entitle them to standard group benefits as defined by their specific region and participation in the company’s Bonus Share Plan, and the Long-Term Incentive Plan. All recently updated executive contracts include details on participation in the Co-Investment Plan and the applicable Minimum Share Holding Requirement.Plan.

Some South African executives (with the exception of(excluding the CEO and the newly appointed CFO whofor 2015) are remunerated 100% in South Africa) have an off-shore retainerpaid offshore remuneration which is detailed under a separate contract. This reflects the percentage of their time focused on offshore business requirements. The off-shore pay is capped atpayment under this contract has been extended in 2016 to include all South African based executives (including CEO and CFO) and increased to a maximum cap of 15%20 percent of base pay and as itdue to a review of the amount of time spent outside South Africa on the offshore responsibilities of each executive team member. Where practical, the offshore portion is a retainer, it is notnow pensionable.

The Executive Management teamexecutive contracts are reviewed annually and currently continue to include a change of control provision. The change of control is subject to the following triggers:

The acquisition of all or part of AngloGold Ashanti; or

A number of shareholders holding less than 35%thirty-five percent of the company’s issued share capital consorting to gain a majority of the board and make management decisions; and

The contracts of Executive Management team Committee members are either terminated or their role and employment conditions are curtailed.

180


In the event of a change of control becoming effective, the executive will in certain circumstances be subject to both the notice period and the change of control contract terms. The notice period applied per category of executive and the change of control periods as at 31 December 20142015 were as follows:

 

  Executive committee member

  Notice period  Change of control

  Chief Executive Officer

  12 months  12 months

  Chief Financial Officer

    6 months    6 months

  Other Executive Management team members

    6 months    6 months

Key activities of the board and committees during 20142015

The activities of the board and committees during 20142015 were aimed at promoting the economic stability of the business. This entailed ensuring that its operations were conducted with due regard to the expectations and needs of stakeholders, the safety and health of employees and communities, and the development of systems to ensure proper access to and dissemination of credible information.

Board and committee meeting attendance

The composition of the board and committees at the date of this report and attendance at meetings during 20142015 are disclosed in the table below:

 

  Name of DirectorBoardAudit
and
Risk
(12)Audit and
Corporate
Governance
(12)Risk and
Information
Integrity
Remuneration
and Human
Resources
Social,
Ethics and
Sustainability
(13)Social,
Ethics and
Transformation
(13)Safety,
Health and
Environmental
NominationInvestment

  SM Pityana(1)

8/81/14/43/32/21/17/71/1

  RN Duffy(2)

6/62/2

  R Gasant(3)

8/83/33/31/13/34/4

  DL Hodgson(4)

6/63/33/3

  NP January-Bardill(5)

7/82/33/33/32/21/13/3

  MJ Kirkwood(6)

8/83/33/34/41/27/71/1

  Prof LW Nkuhlu(7)

8/83/33/31/14/42/21/16/72/2

  KC Ramon(8)

2/2

  RJ Ruston(9)

8/83/31/11/12/21/13/34/4

  TT Mboweni(10)

2/32/22/31/2

  S Venkatakrishnan(11)

8/81/13/31/1

(1)

Sipho Pityana who was a non-executive director of the board since 2007, was appointed Non-Executive Chairman of the board of directors on 17 February 2014. Following a re-assessment during November 2014, he was declared independent. He stepped down as a member of the Investment Committee on 1 May 2014.

(2)

Richard Duffy resigned effective 30 September 2014 as Chief Financial Officer and executive director. He became a member of the Investment Committee on 1 May 2014.

(3)

Rhidwaan Gasant stepped down as a member of the Nominations Committee on 1 May 2014.

(4)

Dave Hodgson was appointed as an independent non-executive director on 24 April 2014. He became a member of the Investment Committee as well as the Social, Ethics and Sustainability Committee on 1 May 2014.

(5)

Nozipho January-Bardill was appointed a member of the Remuneration and Human Resources Committee on 1 May 2014. She stepped down as a member of the Nominations Committee and the Audit and Risk Committee on 1 May 2014.

(6)

Michael Kirkwood was appointed a member of the Audit and Risk Committee on 1 May 2014. He stepped down as a member of the Investment Committee on 1 May 2014.

(7)

Prof Wiseman Nkuhlu was appointed Lead Independent Director in terms of the recommendations of King III with effect from 17 February 2014. With effect from March 2014, Prof Wiseman Nkuhlu was appointed Deputy Chairman. He became a member of the Investment Committee on 7 July 2014.

(8)

Christine Ramon was appointed Chief Financial Officer and executive director on 1 October 2014 and a member of the Investment Committee on 1 November 2014.

(9)

Rodney Ruston stepped down as a member of the Remuneration and Human Resources Committee and the Nominations Committee on 1 May 2014.

(10)

Tito Mboweni stood down as independent non-executive chairman of the board on 17 February 2014, and announced on the same day that he would not be standing for re-election as a director of the company at the annual general meeting on 14 May 2014. He stepped down as a member of the Nomination Committee on 1 May 2014.

(11)

Srinivasan Venkatakrishnan stepped down from the Investment Committee on 1 May 2014.

(12)

These two committees were dissolved in May 2014 as part of the restructuring and combined into the Audit and Risk Committee.

(13)

These two committees were dissolved in May 2014 as part of the restructuring and combined into the Social, Ethics and Sustainability Committee.

    Board   Audit and Risk   Investment   Remuneration
and Human
Resources
   Social,
Ethics and
Sustainability
   Nomination 

  No of Meetings in 2015

   10     6     5     4     5     4  

  SM Pityana

   10     n/a     n/a     4     5     4  

  LW Nkuhlu

   10     6     4     4     n/a     4  

  R Gasant

   10     6     5     n/a     n/a     n/a  

  DL Hodgson

   10     n/a     5     n/a     5     n/a  

  NP January-Bardill

   10     n/a     n/a     4     5     n/a  

  MJ Kirkwood

   10     6     n/a     4     n/a     4  

  AH Garner

   10     6     5     n/a     n/a     n/a  

  RJ Ruston

   10     6     5     n/a     n/a     n/a  

  MDC Richter

   10     6     n/a     4     n/a     n/a  

  S Venkatakrishnan

   10     n/a     n/a     n/a     5     n/a  

  KC Ramon

   10     n/a     5     n/a     n/a     n/a  

Audit and Risk Committee

The Audit and Risk Committee comprises foursix independent Non-Executive Directors who collectively possess the skills and knowledge to oversee and assess the strategies and processes developed and implemented by management to manage the business within a continually evolving mining environment.

181


As part of a reorganisation of the governance structures within AngloGold Ashanti, the accountability for oversight of risk management and information technology governance became part of the mandate of the Audit and Risk Committee during 2014.

The Audit and Risk Committee’s duties as required by section 94(2) of the Companies Act, King III and JSE Listing requirements are set out in its board-approved terms of reference which is reviewed and updated annually. These duties were discharged as follows:

 

confirmed the integrity of the group’s integrated reporting and annual financial statements;

nominated, for appointment by the appointment ofshareholders, the independent external auditors by the shareholders;auditors;

reviewed and approved the terms of engagement as contained in the engagement letter of the external auditors;

approved the remuneration of the external auditors;

pre-approved all non-audit services in line with a formal policy on non-audit services;

assessed the internal and external auditors’ independence;

assessed the effectiveness of the group’s internal and external audit function;

approved the internal audit plan and subsequent changes to the approved plan;

reviewed the expertise, experience and performance of the finance function and Chief Financial Officer;

ensured that a combined assurance model is applied to provide a coordinated approach to all assurance activities;

reviewed developments in reporting standards, corporate governance and best practice;

reviewed the adequacy and effectiveness of the Group’s enterprise wide risk management policies, processes and mitigating strategies;

monitored the governance of information technology (IT) and the effectiveness of the Group’s information systems; and

evaluated the effectiveness of the committee through a self-assessment.

Proceedings and Performance Review

During 2014,2015, the Audit and Risk Committee (previously known as “Audit and Corporate Governance Committee”) formally met 6six times.

The Chief Financial Officer, Chief Accounting Officer, Group General Counsel and Company Secretary, Senior Vice President: Group Internal Audit, Group Tax Manager, Group Risk Manager, Chief Information Officer, the external auditors, as well as other assurance providers are invited to attend committee meetings in an ex officio capacity and provide responses to questions raised by committee members during meetings. The CEO and CFO meet with the auditors before the meeting and attend a debrief session with the Audit and Risk Committee.

The Audit and Risk Committee assessed its effectiveness through the completion of a self-assessment process, results were discussed, actions taken and processes put in place to address areas identified for refinement.

Subsequent to year-end, Albert Garner and Maria Richter were appointed to the Audit and Risk Committee, subject to election by the shareholders at the Annual General Meeting of 6 May 2015.

182


Remuneration and Human Resources Committee

The Remuneration and Human Resources Committee activities are governed by the Terms of Reference (these were recently reviewed and approved on the 30 October 2014)during November 2015). The primary purpose of the Committee is to operateassist the Board in an independent role as an overseer of remuneration and human resources matters with the accountability of the board. In performing this function, the Committee dischargesdischarging its oversight responsibilities relating to all compensation, including annual base salary, annual incentive compensation, long-term incentive compensation, employment, contracts, severance pay and on-goingongoing perquisites or special benefit items and equity compensation of the company’s Executive Management team and management,Company’s executives, including the CEOChief Executive Officer as well as retention strategies, the design and application of material compensation programmes and share ownership guidelines. The committee also

With respect to its mandate on human resources, the Committee has strategic oversight of talent management and succession planning strategies; transformation and localisation strategies and any othermatters relating to the development of the Company’s human resources issues considered strategicwith the main objective of creating a competitive human resource for the Group.

The Committee operates in nature. an independent role, operating as an overseer with accountability to the Board.

This is accomplished by:

Reviewing and approving corporate goals and objectives relevant to the compensation of the Executive Management team;

Evaluating the performance of the Executive Management team in light of these goals and objectives annually and setting each executive’s compensation based on such evaluation;

Ensuring that the mix of fixed and variable pay, in base pay, shares and other elements of compensation meets the company’s requirements and strategic objectives;

Linking individual pay with operational and company performance in relation to strategic objectives;

Considering the sentiments and views of the company’s investors;

Overseeing and reviewing all aspects of any share option scheme operated by or to be established by the company;

Regularly reviewing incentive schemes to ensure continued contribution to shareholder value and ensure that these are administered in terms of the rules; and

Regularly reviewing human resources strategy aimed at ensuring the supply and retention of sufficient skilled resources to achieve the company’s objectives.

The current members of the Committee are:

 

Remuneration and Human

Resource Committee Members

  MJ Kirkwood (Chairman and independent NED)
  NP January-Bardill (Independent NED)
  Prof LW Nkuhlu (Independent NED)
  

SM Pityana (Board Chairman)

M Richter (Independent NED)

Number of meetings held from

January to December 20142015

  Four

Other individuals who regularly

attended meetings

  S Venkatakrishnan (CEO)
  I Boninelli (EVP: People and Organisational Development)
  M Hopkins representing PwC (Independent Advisor to the Committee)
  C van Dyk (VP: Remuneration and Benefits and Secretary to the Committee)

 

NED

– Non-Executive Director

Remuneration Consultants

Where appropriate, the Committee obtains advice from independent remuneration consultants. The consultants are employed directly by the Committee and engage directly with them to ensure independence.

The Committee has appointed PwC to provide specialist, independent remuneration advice on all forms of executive and non-executive pay.

GRS Mercer Consulting (South Africa) Pty Limited performs an independent bespoke executive survey and theirits advice is primarily around salary benchmarking for both executive and non-executive pay.

183


6D.

EMPLOYEES

The average number of attributable employees (including contractors) in the AngloGold Ashanti group over the last 3three financial years was:

 

  2014   2013   2012   2015   2014   2013 

South Africa

   29,511     32,406     34,186     28,325     29,511     32,406  

Continental Africa

   16,070     16,625     16,621     11,942     16,070     16,625  

Australasia

   832     925     494     836     832     925  

Americas(1)

   8,588     8,374     7,896     8,432     8,588     8,374  

Other, including corporate and non-gold producing subsidiaries

   3,056     8,104     6,625     2,731     3,056     8,104  

Total

   58,057     66,434     65,822  

Total*

   52,266     58,057     66,434  

 

*

The number of contractors employed on average during 20142015 was 14,984.13,517.

(1)

Americas includes the average number of employees at CC&V until date of sale in the calculation.

Labour relations and collective bargaining

At AngloGold Ashanti, recognises the fundamental right of freedom of association of all employees and contractors, and adhereshave the right to collective bargaining, agreements with due regardwhich we recognise and apply according to the relevant legislationapplicable laws and regulations in each of the countries in which it operates. Relations with organised labour are founded on mutual respect, and wage negotiations are conducted in line with the company’s values.

The majority of AngloGold Ashanti’s full-time employees are members of a union or are otherwise catered for through collective bargaining agreements. Wage settlements are specific to each jurisdiction in which AngloGold Ashanti operates and the company’s approach is to ensure that agreements are fair but realistic, taking into account the local economic context and the impact of any settlement on the long-term viability of the business.

In South Africa, during 2014, we continued to work with organised labour representatives to engage them more meaningfully in dialogue on business issues. In particular, we have engaged with them on the economics ofoperate. Only our industry, the gold market and on the legal and statutory framework regulating industrial relations in South Africa. All unions participate and are fully integrated into all statutory labour and ad hoc committees. We have identified and secured agreement for a core leadership team across all unions representing the workforce to undertake an entry-level fundamental management programme at a South African university during 2015. The aim of this initiative is to change the nature of the discourse with organised labour and to move closer to a relationship where we can identify joint business and labour aspirations and chart a pathway to achieving them. Formal recognition agreements are in place with AMCU, Solidarity and Uasa while long-standing procedural agreements are in place regarding the NUM.

Towards the middle of 2015, under the auspices of the Chamber of Mines, we in the gold industry expect to begin biennial wage negotiations with our representative unions. The current labour environment differs markedly from that of 2013, and these negotiations will take place in an environment that has been influenced by a protracted five-month strike in the platinum sector, ongoing inter-union rivalry and competition for dominance and members between the National Union of Mineworkers (NUM) and the Association of Mineworkers and Construction Union (AMCU).

In the Continental Africa region, union negotiations in Tanzania, Guinea and Mali during 2014 all continued normally with final wage agreements achieved in all locations. In Ghana, an agreement was entered into with the Ghana Mineworkers Union (GMWU) and approved by the Ministry of Labour to retrench the entire workforce of 4,312 full-time AngloGold Ashanti employees, at the Obuasi mine. At Iduapriem, in Ghana, a wage agreement with GMWU was reached.

The Australian and United StatesAustralasian operations do not have collective bargaining, agreementsas this is not recognised in place. Argentina and Brazil both haveAustralia.

In the South African region, wage negotiations took place from June through to October 2015. All unions and, asparticipated in the Continental Africacentral collective-bargaining process with the Chamber of Mines representing the gold producers. Notwithstanding the challenging negotiations, a three-year wage settlement was agreed, without any strike action or loss of production. AngloGold Ashanti signed its agreement with NUM, Solidarity and UASA. Regrettably, AMCU did not sign but as the unions that did sign represented the majority of employees, the wage agreement was extended to all employees irrespective of union affiliation.

At Geita in Tanzania, Siguiri in Guinea and at our Malian operations, annual wage negotiations were successfully concluded with final wage agreements being signed with the respective unions. In Mali, these negotiations also involved a review of the existing collective bargaining agreement, which is still under-way.

In Ghana, bilateral wage negotiations with the Ghana Mineworkers Union began at Iduapriem in October 2015. These negotiations continue. The decrease in number of employees in this region successfully concludedcompared to 2014 was largely due to the retrenchment of the entire workforce of 4,312 fulltime employees at the Obusai mine in Ghana during 2014.

In the Americas region, annual wage negotiations in 2014.both Brazil and Argentina were successfully concluded and agreements signed in the latter part of 2015.

184


6E.

SHARE OWNERSHIP

DIRECTORS’ AND PRESCRIBED OFFICERS’ INTERESTS IN ORDINARY SHARES

The interests of directors and prescribed officers in the ordinary shares of the company at 31 December 20142015 which individually did not exceed 1 percent of the company’s issued ordinary share capital, were:

 

  Beneficial   Beneficial   Beneficial 
  Direct   Indirect   Direct   Indirect   Direct   Indirect 
  31 December 2014           31 December 2013           31 December 2015      

Non-Executive Directors

            

SM Pityana

   2,000     -  

MDC Richter(1)

   7,300     -  

DL Hodgson

   1,500     -     -     -     1,500     -  

MJ Kirkwood(1)

   8,000     -     3,000     -     15,000     -  

LW Nkuhlu

   3,000     -     -     3,000     3,000     -  

RJ Ruston(2)

   -     1,000     -     1,000     -     1,000  

Total

   12,500     1,000     3,000     4,000     28,800     1,000  

Executive Directors

            

RN Duffy

   -     -     1,180     -  

M Cutifani

   -     -     -     -  

S Venkatakrishnan

   86 009     -     78,437     -     205,939     -  

AM O’Neill

   -     -     -     -  

KC Ramon

   3,104     -  

Total

   86,009     -     79,617     -     209,043     -  

Company Secretary

            

ME Sanz Perez

   7,506     -     1,135     -     10,471     8,860  

Total

   7,506     -     1,135     -     10,471     8,860  

Prescribed Officers

            

I Boninelli

   5,728     2,247     -     1,284     5,728     13,204  

CE Carter

   32,253     -     36,500     -     39,560     -  

GJ Ehm(3)(2)

   8,155     -     1,213     -     22,532     -  

MP O’Hare

   2,247     -     1,379     -  

RW Largent(4)

   10,410     -     1,910     -  

RW Largent(1)

   28,570     -  

DC Noko

   3,690     -     615     -     17,086     -  

Total

   62,483     2,247     41,617     1,284     113,476     13,204  

Grand total

   168,498     3,247     125,369     5,284     361,790     23,064  

 

(1) 

Held on the New York stock exchange as 8,000 American Depositary Shares (ADSs) (1 ADS is equivalent to 1 ordinary share)

(2) 

Held on the Australian stock exchange as 5,000 CHESS Depositary Receipts (5 CDIs are equivalent to 1 ordinary share)

(3)

Held on the Australian stock exchange as 36,067 CHESS Depositary Receipts (5 CDIs are equivalent to 1 ordinary share) and on the JSE as 942 ordinary shares

(4)

Held on the New York stock exchange as 10,410 American Depositary Shares (ADSs) (1 ADS is equivalent to 1 ordinary share)

DIRECTORS’ INTERESTS IN E ORDINARY SHARES

Mr SM Pityana, Non-Executive Director of AngloGold Ashanti, had an indirect beneficial holding in the company given that he is a trustee and beneficiary of a trust which holds a 44% interest in Izingwe, the company’s BEE partner. As at 31 December 2014, Izingwe held nil E ordinary shares in the issued capital of the company (2013: 350,000 E ordinary shares). The commercial transaction between AngloGold Ashanti and Izingwe was concluded on 27 October 2014.

A register detailing directorsDirectors and prescribed officers’Prescribed Officers’ interests in contracts is available for inspection at the company’s registered and corporate office.

185


CHANGE IN DIRECTOR’S AND PRESCRIBED OFFICER’S INTERESTS IN ANGLOGOLD ASHANTI SHARES SINCE 31 DECEMBER 20142015

 

    Date of
transaction
  Type of transaction  Number
of shares
   Direct/indirectIndirect
beneficial
holdingholdings

Executive directors

        

S Venkatakrishnan(1)

  2523 February 20152016  On-market purchase of ordinary shares pursuant to the AngloGold Ashanti restricted ordinary sharesCo-Investment Plan   56,69012,902    Direct
  

224 February 2016

On-market sale of ordinary shares to settle tax costs5,418Direct

KC Ramon

26 February 2016On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan6,902Direct

7 March 20152016

  On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan   1,502Direct

KC Ramon

5 March 2015On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan3,1042,328    Direct

Company Secretary

        

ME Sanz Perez

  2624 February 20152016  On-market purchasesale of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan   2,4654,951    Direct
  

4 March 201526 February 2016

  On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan   5004,140    Direct

26 February 2016

On-market sale of ordinary shares to settle tax costs1,739Direct

Prescribed Officersofficers

        

I Boninelli

26 February 2016

On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan4,296Direct

26 February 2016

On-market sale of ordinary shares to settle tax costs1,804Direct

7 March 2016

On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan3,390Direct

8 March 2016

On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan1,000Direct

10 March 2016

On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan5,879Direct

10 March 2016

On-market sale of ordinary shares to settle tax costs2,469Direct

CE Carter

24 February 2016

On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan5,480Direct

25 February 2016

On-market sale of ordinary shares to settle tax costs1,811Direct

GJ Ehm

  2423 February 20152016  On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan   4,500    Direct
  

25 February 20152 March 2016

  On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan   8776,750Direct

R Largent

3 March 2016On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan15,900Direct

DC Noko

3 March 2016On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan8,921    Direct
  

23 March 20152016

On-market sale of ordinary shares to settle tax costs3,747Direct

7 March 2016

  On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan   9,000Direct

MP O’Hare

2 March 2015On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan4082,104    Direct
  

57 March 20152016

On-market sale of ordinary shares to settle tax costs884Direct

9 March 2016

  On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan   5084,535    Direct

I Boninelli

26 February 2015On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan2,558Indirect

2 March 2015

On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan560Indirect

10 March 2015

On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan7,839Indirect

CE Carter

24 February 2015On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan7,307Direct

DC Noko

2 March 2015On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan270Direct

3 March 2015

On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan11,895Direct

6 March 2015

On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan1,231Direct

RW Largent

6 March 2015On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan18,160Direct

(1)

Of the restricted 56,690 shares (in lieu of the BSP cash bonus), 17,203 shares are deemed to be the CEO’s CIP investment for 2015.

SHARE OWNERSHIP OF EXECUTIVE OFFICERS/EXECUTIVE MANAGEMENT

Under the Listings Requirements of the JSE, AngloGold Ashanti is not required to disclose, and it does not otherwise disclose or ascertain, share ownership of individual executive officers/executive management in the share capital of AngloGold Ashanti. However, to the best of its knowledge, AngloGold Ashanti believes that AngloGold Ashanti ordinary shares held by executive officers, in aggregate, do not exceed 1 percent of the company’s issued ordinary share capital.

MINIMUM SHAREHOLDING REQUIREMENT FOR EXECUTIVES

With effect from March 2013, a minimum shareholding requirement (MSR) will beis applicable to all executives as indicated below:

Executive directors

Within three years of appointment (or for existing executives, from introduction of this rule) executive directors (CEO and CFO) are to accumulate a MSR of AngloGold Ashanti shares to the value of 100 percent of net annual base salary; and

At the end of six years, executive directors are to accumulate a MSR of AngloGold Ashanti shares to the value of 200 percent of net annual base salary (additional 100 percent MSR) which they will be required to hold on an on-going basis.

186


Executive Committee members

Within three years of appointment (or for existing executives, from the introduction of this rule), Executive Committee members are to accumulate a MSR of AngloGold Ashanti shares to the value of 75 percent of net annual base salary; and

At the end of six years, Executive Committee members are to accumulate a MSR of AngloGold Ashanti shares to the value of 150 percent of net annual base salary (additional 75 percent MSR) which they will be required to hold on an on-going basis.

The table below summarises each director and executive committee member’s accomplishment of the MSR:

Executive  Target Achievement
Date
  MSR holding as at 31 Dec  2015
as % of net base pay
 MSR Target Percentage as at
3 year Achievement Date

Executive Directors

          

S Venkatakrishnan

  March 2016    887%   100%

KC Ramon(1)

  March 2018    10%   100%
    

Prescribed Officers

          

I Boninelli

  March 2016    460%   75%

CE Carter

  March 2016    193%   75%

GJ Ehm

  March 2016    342%   75%

RW Largent (2)

  March 2016    96%   75%

DC Noko

  March 2016    191%   75%

ME Sanz Perez

  March 2016    345%   75%

C Sheppard(3)

  March 2019    0%   75%

(1)

The Executive Director joined the company 1 October 2014 and the 3 year MSR achievement is only due in March 2018.

(2)

RW Largent required to sell shares in order to pay for tax on vesting in US, resulting in reduced shareholding.

(3)

The Prescribed Officer joined the company 1 June 2015 and the 3 year MSR achievement is only due in March 2019.

Co-Investment Executive Share Plan

To assist executives in meeting their MSR’s, with effect from February 2013, they were given the opportunity, on a voluntary basis, to participate in the Co-Investment Plan (CIP), and this has been adopted on the conditions below:

Executives will be allowed to take up to 50 percent of their after tax cash bonus to participate in a further matching scheme by purchasing shares in AngloGold Ashanti, and the company will match their initial investment into the scheme at 150 percent, with vesting over a two-year period in two equal tranches.

SHARE OWNERSHIP OF EMPLOYEES

At a general meeting of shareholders held on 11 December 2006, members approved the creation of 4,280,000 E ordinary shares of 25 South African cents pursuant to an employee share ownership plan for the benefit of certain AngloGold Ashanti employees, of which the majority are historically disadvantaged South Africans as defined in the Broad-Based Socio-Economic Empowerment Charter for the South African Mining Industry. For details on the E ordinary share capital, see “Item 7: Shareholders and related party transactions – E Ordinary shares”.

At a general meeting held on 11 May 2011, shareholders approved an amendment to the BEE transaction authorising an additional issue of 48,923 ordinary shares to be made to the ESOP and the reinstatement of lapsed E ordinary shares to be made. The amendment also revised changes to the vesting criteria and duration of the scheme.

On 9 June 2011, a total of 1,329,164 E ordinary shares were reinstated.

On 1 November 2014, the final vesting under the ESOP was concluded and the scheme is now closed.

AngloGold Share Incentive Scheme

AngloGold Ashanti operates a share incentive scheme through which Executive Directors, members of the Executive Committee and other management groups of the company and its subsidiaries are given the opportunity to acquire shares in the company. The objectiveintention of the incentive scheme is to incentivise such employeesensure that the medium to identify themselves more closely with the fortuneslong term interests of the group, support its continued growth,executive and shareholders are aligned, providing rewards to promote the retention of such employees.executives and wealth creation opportunities to the shareholders when the strategic performance drivers are achieved.

Non-Executive Directors are not eligible to participate in the share incentive scheme.

Employees participate in the share incentive scheme to the extent that they are granted options or rights to acquire shares and accept them. All options or rights which have not been exercised within ten years from the date of grant, automatically expire.

The incentives offered by AngloGold Ashanti are reviewed periodically to ensure that they remain globally competitive, so as to attract, reward and retain managers of the highest calibre. As a result, several types of incentives, each with their own issue and vesting criteria, have been granted to employees. These are collectively known as the “AngloGold Share Incentive Scheme” or “Share Incentive Scheme”.

Although the Remuneration and Human Resources Committee has the discretion to incentivise employees through the issue of shares, only options or awards have so far been granted.

The type and vesting criteria of the options or awards granted are:

Performance-related options

The granting of performance-related options was approved by shareholders at the Annual General Meeting held on 30 April 2002 and amended at the Annual General Meeting held on 29 April 2005 when it was agreed that no further performance-related options would be granted. All performance-related options granted terminated on 1 November 2014, being the date on which the last options granted expired.

187


Bonus Share Plan (BSP)

The granting of awards in terms of the BSP was approved by shareholders at the Annual General Meeting held on 29 April 2005 and amended at the General Meeting held on 6 May 2008 when shareholders approved an increase in the maximum level of the bonus payable to eligible participants, as well as shortening of the vesting period. Executive directors, executives and other management groups are eligible for participation. Each award made in respect of the BSP entitles the holder to acquire one ordinary share at “nil” cost. In respect of all awards granted to and including 2007, these awards vest in full, three years from the date of grant, provided that the participant remains in the employ of the company at the date of vesting unless an event, such as death, retirement or redundancy occurs, which may result in an earlier vesting date. In respect of awards granted in 2008 and thereafter, the vesting period has been shortened to two years, with 40 percent of awards granted vesting in year one and 60 percent in year two from the date of grant or, in the event that participants awards remain unexercised after three years from the original grant date, an additional 20 percent will be granted.

Certain changes were approved at the Extraordinary General Meeting of shareholders held on 11 March 2013. The 20 percent uplift for the retention of shares for three years fell away but was added to the initial 100 percent resulting in an allocation of 120 percent deferred share matchingallocation for all categories of management. The Executive Committee members received an increased allocation from 120 percent to 150 percent. The vesting period has been shortened to two years with 50 percent vesting 12 months after the date of issue and the remaining 50 percent vesting 24 months after the date of issue.

Due to a shortage of shares the BSP deferred share allocation can be delivered in cash and/ or shares. The Share Incentive Scheme does not have sufficient shares under its control to meet awards based on previous criteria. Accordingly the criteria under the scheme are under review as well as considerations for obtaining shareholder approval for increasing the number of shares under the control of the scheme.

Long Term Incentive Plan (LTIP)

The granting of awards in terms of the LTIP was approved by shareholders at the Annual General Meeting held on 29 April 2005. Executive directors and selected senior management are eligible for participation. Each award made in respect of the LTIP entitles the holder to acquire one ordinary share at “nil” cost. Awards granted vest three years from the date of grant, to the extent that the set company performance targets, under which the awards were made, are met, and provided that the participant remains in the employ of the company at the date of vesting, unless an event, such as death, retirement or redundancy occurs, which may result in a pro-rata allocation of awards and an earlier vesting date.

In 2013, the Remuneration and Human Resources Committee approved a new retention bonus scheme comprising both cash (40 percent of total base pay) and shares (60 percent of base pay) which was implemented on 1 March 2013 for the Executive Committee members. This was implemented over the short term to support a strategy of retaining the top management for a minimum period of 18 months to ensure delivery on key business imperatives, while the new Chief Executive Officer was inducted. The share award comprised of performance-based share (LTIP) granted in March 2013. Subject to the performance conditions, which were met and vested at the end of August 2014. In lineLTIP is currently under review with the LTIPexpectation that longer term vesting the cash portion was also paid at the end of August 2014, based on the achievement of the performance conditions.

The CEO did not receive the cash portion of the LTIP Retention bonus. This has been converted to restricted shares which are deferred to retirement, termination of employment, any corporate activity resulting in a change of control, resignation, death or 5 years from date of grant, whichever is earliest.periods will be introduced.

188


PARTICIPATION BY EXECUTIVE DIRECTORS, EXECUTIVE MANAGEMENT AND OTHER MANAGERS IN THE ANGLOGOLD SHARE INCENTIVE SCHEME

Details of the options and rights to subscribe for ordinary shares in the company granted to, and exercised by, executive directors, executive management and other managers on an aggregate basis during the year to 31 December 20142015 and subsequent to year-end are set out in the table below.

Number of options and awards granted

 

  Appointed
with effect
from
   Resigned/
retired
with effect
from
   Balance at
1 January
2014
   

Granted
during

2014

   

Exercised
during

2014

   Pre-tax
gains on share
options
exercised
($’000)
   Lapsed
during
2014
   Balance
as at
31  December
2014(1)
   

Balance at

1 January
2015

   Granted
during
2015
   Exercised
during
2015
   Pre-tax
gains on share
options
exercised
($000)
   Lapsed
during
2015
   Balance
as at
31  December
2015(1)
 

Executive directors

                

Executive Directors

            

S Venkatakrishnan

   Full year       220,393     166,625     -     -     20,159     366,859     366,859     332,021     -     -     22,391     676,489  

RN Duffy(3)

     30-Sep-14     166,543     92,361     -     -     14,754     244,150  

KC Ramon(4)

   01-Oct-14       -     50,201     -     -     -     50,201  

KC Ramon

   50,201     131,261     -     -     -     181,462  
       386,936     309,187     -     -     34,913     661,210     417,060     463,282     -     -     22,391     857,951  

Prescribed officers(2)

                

Prescribed Officers(2)

            

I Boninelli

   Full year       82,472     73,930     -     -     4,825     151,577     151,577     132,345     -     -     9,047     274,875  

CE Carter

   Full year       112,389     88,001     4,481     80     39,074     156,835     156,835     167,361     38,873     391     49,839     235,484  

GJ Ehm

   Full year       122,462     103,913     5,360     93     7,316     213,699     213,699     171,241     11,174     114     9,469     364,297  

RW Largent

   Full year       113,073     161,509     4,790     89     9,184     260,608     260,608     309,994     33,882     333     10,919     525,801  

MP O’Hare

   Full year       133,616     95,877     -     -     5,134     224,359  

D Noko

   Full year       45,334     68,178     -     -     -     113,512     113,512     131,028     -     -     -     244,540  

MP O’ Hare(3)

   224,359     1,268     2,022     18     96,701     126,904  

ME Sanz Perez

   Full year       67,880     73,107     -     -     5,279     135,708     135,708     131,327     -     -     5,661     261,374  

YZ Simelane(5)

     31-Jul-14     74,035     39,091     39,875     386     73,251     -  

CB Sheppard(4)

   -     17,400     -     -     -     17,400  
       751,261     703,606     54,506     648     144,063     1,256,298     1,256,298     1,061,964     85,951     856     181,636     2,050,675  

Other management

       4,550,186     3,188,351     1,023,416     16,614     1,212,452     5,502,669  

Other

   5,746,819     4,157,622     1,169,004     10,823     791,335     7,944,102  

Total share incentive scheme

         5,688,383     4,201,144     1,077,922     17,262     1,391,428     7,420,177     7,420,177     5,682,868     1,254,955     11,679     995,362     10,852,728  

 

(1)

The latest expiry date of all options/awards granted and outstanding at 31 December 20142015 is 133 March 2024.2025.

(2) 

Pursuant to the South African Companies Act, 71, of 2008, as amended, which came into effect on 1 May 2011, companies are required to identify and disclose the remuneration for the prescribed officers of the company.

(3) 

No longer an Executive Directora prescribed officer with effect from 30 September 2014.31 May 2015.

(4) 

Appointed as Executive Directorprescribed officer with effect from 1 October 2014

(5)

No longer a prescribed officer and left the employ of AGA with effect from 31 July 2014June 2015.

Subsequent to year end and up to 1918 March 2015, no2016, options/awards have been exercised by Executive Directors and Prescribed Officers, exceptare for Charles Carter who exercised 38,87321,764 awards for a pre-tax gain of $461,084; Michael O’Hare$270,377; Italia Boninelli who exercised 29440,270 awards for a pre-tax gain of $2,997; and Ronald Largent$523,276; Graham Ehm who exercised 33,88240,145 awards for a pre-tax gain of $393,269.$465,810; Ria Sanz Perez who exercised 56,945 awards for a pre-tax gain of $726,027 and Ronald Largent who exercised 82,174 awards for a pre-tax gain of $1,014,464.

A total of 1,902,542 (2013: 1,668,617; 2012: 1,264,872)2,248,613 (2014: 1,902,542; 2013: 1,668,617) options/awards out of the 7,420,177 (2013: 5,688,383; 2012: 4,580,329)10,852,728 (2014:7,420,177; 2013: 5,688,383) options/awards granted and outstanding at 31 December 20142015 are fully vested.

Awards granted since 2005 have been granted at nil cost to participants.

Non-executive directors are not eligible to participate in the share incentive scheme.

189


Awards granted in respect of the previous year’s2014 financial results:

 

  Number of awards issued in    Total(1)(8)
2015  
     Total(2)
2014  
     Total(3)
2013  
 

  Executive Directors

            

  M Cutifani(5)

     -         -         5,429    

  S Venkatakrishnan

     233,565         166,625         99,043    

  RN Duffy

     1,481         92,361         65,193    

  KC Ramon

     114,637         50,201         -    

  AM O’Neill(6)

     -         -         124,961    

  Total executive directors

     349,683         309,187         294,626    

  Prescribed officers

            

  I Boninelli

     95,191         73,930         52,314    

  CE Carter

     122,367         88,001         66,929    

  GJ Ehm

     120,469         103,913         59,443    

  RW Largent(4)

     213,018         161,509         76,865    

  MP O’Hare

     1,268         95,877         66,699    

  M MacFarlane

     -         -         42,765    

  D Noko

     93,843         68,178         45,334    

  ME Sanz Perez

     94,304         73,107         46,087    

  YZ Simelane(7)

     -         39,091         36,218    

  Total prescribed officers

     740,460         703,606         492,654    

  Total awards to executive management

     1,090,143         1,012,793         787,280    
   BSP 15 awards granted(7)         
  Total   

Value

($000)

   Total(2)   

Value

($000)(1)

 
    2015   2015 

  Executive Directors

        

  S Venkatakrishnan

   98,456       957       233,565       2,670    

  C Ramon

   16,624       162       114,637       1,288    

  RN Duffy(3)

  ��-       -       1,481       42    
   115,080       1,119       349,683       3,999    

  Prescribed Officers

        

  I Boninelli

   37,154  ��    361       95,191       1,094    

  CE Carter

   44,994       438       122,367       1,374    

  GJ Ehm

   50,772       494       120,469       1,374    

  RW Largent(4)

   96,976       943       213,018       2,393    

  MP O’ Hare(5)

   -       -       1,268       36    

  D Noko

   37,185       362       93,843       1,054    

  ME Sanz Perez

   37,023       360       94,304       1,074    

  CB Sheppard(6)

   17,400       169       -       -    
   321,504       3,127       740,460       8,399    

  Total awards to executive management

   436,584       4,246       1,090,143       12,399    

 

(1)

The values have been converted using an average exchange rate of R11.5684:$1.

(2)Includes

Awards granted in respect of 2014 financial results including awards granted in respect of the 20%20 percent top-up for the 2012 BSP awards.

(2)(3)

Includes awards granted in respect of the 20% top-up for the 2011 BSP awards, 2014 BSP matching awards and 2014 LTIP (inclusive of the 60% share retention bonus awards; the 40% deferred cash portion will be reported in the year of payment, i.e. 2015).

(3)

Includes awards granted in respect of the 20% top-up for the 2010 BSP awards.No longer an Executive Director with effect from 30 September 2014.

(4)

Received a cash payment in lieu of the 2010 BSP top-up due to US tax restrictions.

(5) 

No longer an executive directora Prescribed Officer with effect from 31 March 2013.May 2015.

(6)

No longer an executive director with effect from 2 August 2013.Appointed as a Precribed Officer 1 June 2015.

(7)

No longer a prescribed officer and left the employ of AGA with effect from 31 July 2014.

(8)

Relates to BSP 2015 will be awarded after15 awards that were granted subsequent to the Annual General Meeting to be held on 6 May 2015, subject to approval by the shareholders to renew the authority2015. The values have been converted using an average exchange rate of placing 5% of the shares in issue under the control of the directors.R11.9136:$1.

Number of time-related, performance-related, BSP and LTIP awards granted

In accordance with the JSE Listings Requirements and the rules of the AngloGold Share Incentive Scheme, the changes in options and awards granted and the ordinary shares issued as a result of the exercise of options and awards during the period 1 January 20142015 to 2829 February 20152016 are disclosed below:

 

  Performance
related
 Bonus
Share
Plan(1)
 Long-Term
Incentive
Plan(1)
 Total Share
Incentive
Scheme
   Bonus
Share
Plan(1)
 Long-Term
Incentive
Plan(1)
 Total Share
Incentive
Scheme
 

At 1 January 2014

   56,882    2,598,887    3,032,614    5,688,383  

At 1 January 2015

   3,305,515    4,114,662    7,420,177  

Movement during year

         

– Granted

   -    1,983,469    2,217,675    4,201,144     2,562,313    3,120,555    5,682,868  

– Exercised

   (419  (868,350  (209,153  (1,077,922   (994,023  (260,932  (1,254,955

– Lapsed – terminations

   (56,463  (408,491  (926,474  (1,391,428   (165,006  (830,356  (995,362

At 31 December 2014

   -    3,305,515    4,114,662    7,420,177  

At 31 December 2015

   4,708,799    6,143,929    10,852,728  

Subsequent to year-end

         

– Granted(1)

   -    127,441    3,103,155    3,230,596  

– Exercised

   -    (223,000  (42,346  (265,346   (815,764  (197,349  (1,013,113

– Lapsed – terminations

   -    (18,410  (325,054  (343,464   (27,582  (19,769  (47,351

At 28 February 2015

   -    3,191,546    6,850,417    10,041,963  

At 29 February 2016

   3,865,453    5,926,811    9,792,264  

 

(1)

BSP and LTIP awards granted at nil cost to participants.

190


Following a change in the Schedule 14 of the JSE Listings Requirements (Share Incentive Schemes) on 15 October 2008 the maximum number of shares attributable to the scheme was changed from 2.75 percent of issued share capital from time to time to a fixed figure of 17,000,000. The maximum aggregate number of shares which may be acquired by any one participant in the scheme is 5 percent of the shares attributable to the scheme, being 850,000 ordinary shares in aggregate.

Also, as a result of the change to the JSE Listings Requirements, as aforementioned, the recycling of options/awards that have vested and which have been delivered, and for which AngloGold Ashanti shares have been issued, is no longer allowed. This has resulted in a diminishing pool of shares. At the Annual General Meeting held on 6 May 2015 a request was made for an additional 3,000,000 shares and this was approved. However, due to the ongoing practice in terms of not recycling shares, the low share price, salary increases and the impact of the foreign exchange rate, AngloGold Ashanti will again be requesting additional shares. This will be addressed with the shareholders at the Annual General Meeting of 4 May 2016.

To manage this challenge, a cap on the LTIP allocations has been implemented for 2016 to limit the number of shares available for allocation to share scheme participants. The cap is to a maximum of 1.25 percent of issued share capital of AngloGold Ashanti.

The table below reflects the total number of options/awards that are unissuedavailable for issue in terms of the share incentive scheme, as a result of this rule change:

 

 DetailsOptions/Awards

 Total number of options/awards attributable to the scheme at 31 December 2014

17,000,000

 Less:

 – Total number of options/awards granted and outstanding at 31 December 2014

(7,420,177)

 – Total number of options/awards exercised:

– During the period 15 October to 31 December 2008

(101,013

– During the period 1 January to 31 December 2009

(1,131,916

– During the period 1 January to 31 December 2010

(823,411

– During the period 1 January to 31 December 2011

(889,593

– During the period 1 January to 31 December 2012

(945,641

– During the period 1 January to 31 December 2013

(930,743

– During the period 1 January to 31 December 2014

(1,077,922

Total options/awards available but unissued at 31 December 2014

3,679,584
    2015 Awards  2014 Awards 

At 1 January

   3,679,584    6,489,300  

Increase in allotment approved by shareholders at AGM

   3,000,000    -  
   6,679,584    6,489,300  

Bonus Share Plan awards granted

   (2,562,313  (1,983,469

Long Term Incentive Plan awards granted

   (3,120,555  (2,217,675

Lapsed/Forfeited Bonus Share Plan

   165,006    408,491  

                             Long Term Incentive Plan

   830,356    916,790  

                             Retention Plan

   -    9,684  

                             Time Related Plan

   -    56,463  

At 31 December

   1,992,078    3,679,584  

191


ITEM 7: SHAREHOLDERS AND RELATED PARTY TRANSACTIONS

OVERVIEW

DESCRIPTION OF ANGLOGOLD ASHANTI’S SHARE CAPITAL

AngloGold Ashanti’s share capital consists of fourthree classes of stock:

 

Ordinary shares, par value 25 South African cents each (the “ordinary shares”);

E-Ordinary shares, par value 25 South African cents each (the “E-ordinary shares”);

A redeemable preference shares, par value 50 South African cents each (the “A preference shares”); and

B redeemable preference shares, par value 1 South African cent each (the “B preference shares”).

The authorised and issued share capital of AngloGold at 31 December 20142015 is set out below:

 

Title of class    Authorised     Issued     Authorised     Issued 

Ordinary shares

     600,000,000        404,010,360        600,000,000        405,265,315   

E-Ordinary shares

     4,280,000          

A preference shares

     2,000,000        2,000,000        2,000,000        2,000,000   

B preference shares

     5,000,000        778,896        5,000,000        778,896   

All the issued ordinary shares, E ordinary shares, A redeemable preference shares and B redeemable preference shares are fully paid and are not subject to further calls or assessment by AngloGold Ashanti. As at 31 December 2014 there were no E ordinary shares in issue. For a discussion of rights attaching to the ordinary shares, E ordinary shares, the A redeemable preference shares and the B redeemable preference shares, see “Item 10B.:10B: Memorandum of Incorporation”. A Special Resolution to cancel the E ordinary shares is being proposed towas approved by the shareholders at the Annual General Meeting on 6 May 2015.

The following are the movements in the ordinary issued share capital at 31 December:

Ordinary shares

 

  Number of
Shares
   Rand   Number of
Shares
   Rand   Number of
Shares
   Rand   Number of
Shares
   Rand   Number of
Shares
   Rand   Number of
Shares
   Rand 
   2014     2013     2012     2015     2014     2013  
      

At 1 January

   402,628,406     100,657,102     383,320,962     95,830,241     382,242,343     95,560,586     404,010,360     101,002,590     402,628,406     100,657,102     383,320,962     95,830,241  

Issued during the year:

                              

- Settlement of the outstanding 6 percent Mandatory Convertible Subordinated Bonds

             18,140,000     4,535,000                                   18,140,000     4,535,000  

- Bokamoso ESOP on conversion of E ordinary shares

   154,299     38,575     145,018     36,254     84,446     21,112               154,299     38,575     145,018     36,254  

- Izingwe on conversion of E ordinary shares

   149,733     37,433     91,683     22,921     48,532     12,133               149,733     37,433     91,683     22,921  

- Exercise of options by participants in the AngloGold share Incentive Scheme

   1,077,922     269,480     930,743     232,686     945,641     236,410     1,254,955     313,739     1,077,922     269,480     930,743     232,686  
   404,010,360     101,002,590     402,628,406     100,657,102     383,320,962     95,830,241     405,265,315     101,316,329     404,010,360     101,002,590     402,628,406     100,657,102  

During the period 1 January 20152016 to and including 2318 March 2015, 432,7212016, 1,884,055 ordinary shares were issued at an average issue price of R240.46R212.55 per share, resulting in 404,443,081407,149,370 ordinary shares being in issue at 2318 March 2015.

192


E ordinary shares

The following are the movements in the E ordinary issued share capital at 31 December:

       Number of
Shares
  Rand  Number of
Shares
  Rand  Number of
Shares
  Rand
      2014    2013    2012
     
  

At 1 January

   712,006    178,001    1,617,752    404,438    2,582,962  645,741
  

Reinstated

          
  

Issued during the year:

          
  

-   Cancelled in exchange for ordinary shares in terms of the cancellation formula

   (712,006  (178,001  (905,746  (226,437  (965,210 (241,303)
              712,006    178,001    1,617,752  404,438

On 11 December 2006, shareholders in general meeting authorised the creation of a maximum of 4,280,000 E ordinary shares to be issued pursuant to an Employee Share Ownership Plan (ESOP) and a Black Economic Empowerment transaction with Izingwe Holdings (Pty) Limited (Izingwe) – (collectively, the BEE transaction).

All the E ordinary shares have vested and were cancelled in exchange for ordinary shares in accordance with the amended cancellation formula during the 2014 financial year. There are as at 31 December 2014 no E ordinary shares in issue.2016.

Redeemable preference shares

The A and B redeemable preference shares, all of which are held by wholly owned subsidiary, Eastvaal Gold Holdings Limited, a wholly owned subsidiary of AngloGold Ashanti, may not be transferred and are redeemable from the realisation of the assets relating to the Moab lease area after the cessation of mining operations in the area. The shares carry the right to receive dividends equivalent to the profits (net of royalty, ongoing capital expenditure and taxation) from operations in the area. No further A and B redeemable preference shares will be issued.

193


7A.

MAJOR SHAREHOLDERS

According to information available to the directors, the following are the only shareholders holding, directly or indirectly, in excess of 5 percent of the ordinary issued share capital of the company:

 

Ordinary shares held at  31 December 2014   31 December 2013   31 December 2012  31 December 2015   31 December 2014   31 December 2013
Shareholder*  Number of
Shares
   percent
Voting
Rights
   Number of
Shares
   percent
Voting
Rights
   Number of
Shares
   percent
Voting
Rights
  Number of
Shares
   Percent
Voting
Rights
   Number of
Shares
   Percent
Voting
Rights
   Number of
Shares
   Percent
Voting
Rights
    

Investec Asset Management (Pty) Limited (South Africa)

   31,185,069     7.69     28,576,916     7.07     35,614,617    8.85

Van Eck Global

   26,941,752     6.65     24,759,780     6.13     21,842,177    5.42

Public Investment Corp. of South Africa

   31,854,515     7.88     30,166,288     7.49     20,050,361    5.23   25,936,314     6.40     31,854,515     7.88     30,166,288    7.49

First Eagle Investment Management LLC

   31,746,875     7.86     33,159,762     8.24       

Investec Asset Management (Pty) Limited (South Africa)

   28,576,916     7.07     35,614,617     8.85     20,108,121    5.25

Paulson & Co., Inc

   26,205,400     6.49     31,424,135     7.80     28,607,495    7.46   25,027,300     6.18     26,205,400     6.49     31,424,135    7.80

Van Eck Global

   24,759,780     6.13     21,842,177     5.42        

Dimensional Fund Advisors

   20,901,571     5.16                

* Shares may not necessarily reflect the beneficial shareholder

At 31 December 2014,2015, a total of 194,944,027198,617,090 shares (or 48.2549 percent of issued ordinary share capital) were held by The Bank of New York Mellon, as Depositary for the company’s American Depositary Receipt programme. Each American Depositary Share (ADS) is equivalent to one ordinary share. At 31 December 2014,2015, the number of persons who were registered holders of ADSs was reported at 2,884.2,732. AngloGold Ashanti is aware that many ADSs are held of record by brokers and other nominees, and accordingly the above numbers are not necessarily representative of the actual number of persons who are beneficial holders of ADSs or the number of ADSs beneficially held by these persons.

All shareholders have the same voting rights.

As at 31 December 2014,2015, there were 8,4838,479 holders on record of AngloGold Ashanti ordinary shares. Of these holders 223 had registered addresses in the United States and held a total of 38,444,526 ordinary shares, approximately 10 percent of the total outstanding ordinary shares. In addition, certain accounts on record with registered addresses outside the United States, including The Bank of New York Mellon, hold AngloGold Ashanti ordinary shares, in whole or in part, beneficially for United States persons.

At 1718 March 2015,2016, a total of 196,784,980196,171,686 ADSs or approximately 48.748 percent of total issued ordinary share capital were issued and outstanding and held on record by approximately 2,8612,715 registered holders.

Insofar as is known to AngloGold Ashanti, there was no person who, directly or indirectly, jointly or severally, exercised or could exercise control over AngloGold Ashanti, nor is AngloGold Ashanti aware of any arrangements which might result in a change in control of AngloGold Ashanti.

194


7B.

RELATED PARTY TRANSACTIONS

The Company had the following transactions with related parties during the year ended 31 December 2014:2015:

 

At 31 December 2014 

 

(in millions)

 

Purchases
(by)/from
related party

$

  

Amounts
owed by
related party

$

 

Purchases of goods and services (by)/from equity accounted joint ventures and associates

   

Margaret Water Company

  6    -  

Société d’Exploitation des Mines d’Or de Sadiola S.A.

  (8)    3  

Société d’Exploitation des Mines d’Or de Yatela S.A.

  (1)    -  

Société des Mines d’Or Morila S.A.

  (2)    1  
   (5)    4  
At 31 December2015

(in millions)

Purchases
(by)/from
related party
$

Purchases of goods and services (by)/from equity accounted joint ventures and associates

Margaret Water Company

6

Rand Refinery (Pty) Limited

2

Société d’Exploitation des Mines d’Or de Sadiola S.A.

(4

Société des Mines d’Or Morila S.A.

(1
3

Amounts due by joint ventureventures and associate related partiesassociates arising from purchases of goods and services are unsecured and non-interest bearing.

As at 31 December 20142015 there are no outstanding balances arising from purchases of goods and services owed to related parties.

AngloGold Ashanti entered into an agreement (“Agreement”) with Izingwe Property Managers (Pty) Limited (“Izingwe Property”) under which Izingwe Property assists AngloGold Ashanti in planning, design, development and construction of 200 units of housing in South Africa for employees of AngloGold Ashanti. Izingwe Property’s roles are those of development and project manager and main contractor. $1.9m was paid to Izingwe Property pursuant to the agreement. The contract was completed on 27 October 2014. Mr Sipho Pityana, Chairman of the Company, is Chairman and a 44% shareholder in Izingwe Holdings (Pty) Limited (“Izingwe”), AngloGold Ashanti’s BEE partner. Izingwe Capital (Pty) Limited, an associate company of Izingwe is the majority shareholder of Izingwe Property.

Loans due by associates as at 31 December

 

(in millions)  

 20142015 

Oro Group (Pty) Limited(1)

1 

Rand Refinery (Pty) Limited(2)(1)

   22
2327  

 

(1)

The loan bears a market related interest rate determined by the Oro Group (Pty) Limited’s board of directors and is repayable at its discretion.

(2) 

A shareholder loan of $44m was granted to Rand Refinery (Pty) Limited during December 2014 and is repayable in December 2016. The loan accrues interest at JIBAR plus 3.5%. An amount of $21m was recognized as an impairment in 2014.2014 and a partial impairment reversal of $12m was recognised in 2015.

As at 31 December 20142015 there are no outstanding balances arising from loans owed to related parties.

 

7C.

INTERESTS OF EXPERTS AND COUNSEL

Not applicable.

195


ITEM 8:

ITEM 8: FINANCIAL INFORMATION

 

8A.

CONSOLIDATED FINANCIAL STATEMENTS AND OTHER INFORMATION

See “Item 18: Financial statements”.

LEGAL PROCEEDINGS

There is no material proceeding in which a director, officer or affiliate of AngloGold Ashanti is either a party adverse or has a material interest adverse to the company.

In addition to the proceedings described below, the company becomes involved, from time to time, in various claims, legal proceedings and complaints incidental to the ordinary course of its business.

 

The State of Goiás v. Mineração Serra Grande S.A. (MSG): In 2006, MSG received two tax assessments from the State of Goiás related to the payments of state sales taxes at the rate of 12% on gold deliveries for export from one Brazilian state to another during the period from February 2004 to the end of May 2006. The first and second assessments were approximately $62 million and $39 million as at 31 December 2013, respectively. Various legal proceedings have taken place over the years with respect to this matter, as previously disclosed. On 5 May 2014, the State of Goiás published a law which enables companies to settle outstanding tax assessments of this nature. Under this law, MSG settled the two assessments in May 2014 by paying $14 million in cash and by utilising $29 million of existing VAT credits. The utilisation of the VAT credits is subject to legal confirmation from the State of Goiás. Although the State has not yet provided confirmation, management has concluded that the likelihood ofwas confirmed by the State of Goiás decliningduring the utilisationthird quarter of the VAT credits or part thereof is remote. As part of the acquisition by AngloGold Ashanti of the remaining 50 percent interest in MSG during June 2012 from Kinross Gold Corporation (Kinross), Kinross provided an indemnity to a maximum amount of BRL255 million against the specific exposures related to the tax assessments from the State of Goiás and the State of Minas Gerais.2015. The May 2014 cash settlement discussed above was further set off by an indemnity settlement from Kinross of $6 million.

 

The State of Goiás v. Mineração Serra Grande S.A. (MSG): In 2013, the Goiás State Treasury filed claims in the tax administration council that formal offenses had been committed by MSG regarding certain tax obligations, specifically the entering of information in certain tax years identifying incorrectly the state in which MSG mined gold. MSG, through a third-party vendor, inadvertently identified another state in the federation, not Goiás, as the production state. The State of Goiás alleges that such procedural errors resulted in an actual loss of revenue to the State, as the Federal government uses the information provided by the company to determine, in part, how much revenue is transferred to the State by the Federal government. The estimated value of the tax challenge is approximately $92 million as of the May 2014 settlement date. MSG filed an administrative challenge at the first level which was denied. Utilising the same settlement law described in the proceeding above, MSG negotiated a settlement in May 2014 with the State of Goiás by paying approximately $2.8 million in cash and by utilising approximately $2.0 million of tax credits. The utilisation of the taxVAT credits is subject to legal confirmation from the State of Goiás. Although the State has not yet provided confirmation, management has concluded that the likelihood ofwas confirmed by the State of Goiás decliningduring the utilisationthird quarter of the tax credits or part thereof is remote.2015.

 

The State of Minas Gerais v. Mineração Serra Grande S.A. (MSG):: In Brazil, MSG received a tax assessment in October 2003 from the State of Minas Gerais related to sales taxesVAT on gold.gold bullion transfers. The tax administrators rejected all MSG’s appealsthe company’s appeal against the assessment. The company subsequently appealedis now appealing the dismissal of the case to the State Court of Minas Gerais. The assessment is approximately $15 million (2013: $16 million).$11 million.

Departamento Nacional de Produção Mineral (DNPM) v. AngloGold Ashanti Brazil Mineração (AABM):: In Brazil, in November 2007, the DNPM, a Brazilian federal mining authority, issued a tax assessment against AABM in the amount of $18$11 million (2013: $19 million) relating to the calculation and payment by AABM of the financial contribution on mining exploitation in the period from 1991 to 2006.

The matter has been dormant since 2007. AngloGold Ashanti’sAshanti Limited’s subsidiaries in Brazil are involved in various other disputes with tax authorities. These disputes involve federal tax assessments including income tax, royalties, social contributions and annual property tax. The amount involved is approximately $14 million (2013: $19 million).

$11 million.

 

196


Notice from the Colombian Tax Office (DIAN) to AngloGold Ashanti Colombia S.A. (AGAC):: In January 2013, AngloGold Ashanti Colombia S.A. (AGAC)AGAC received notice from the Colombian Tax Office (DIAN)DIAN that it disagreed with the company’s tax treatment of certain items in the 2010 and 2011 income tax returns. On 23 October 2013, AGAC received the official assessments from the DIAN which established that an estimated additional tax of $27$20 million (2013: $35 million) will be payable if the tax returns are amended. Penalties and interest for the additional taxes are expected to be $135 million (2013: $153 million), based on Colombian tax law.$108 million. The company believes that itthe DIAN has applied the tax legislation correctly.incorrectly. AGAC requested in December 2013 that DIAN reconsider its decision. In November 2014, DIAN affirmed its earlier ruling. AGAC has until 16 April 2015 to challengesubsequently challenged the DIAN’s decisionruling by filing a lawsuitlawsuits in March 2015 and April 2015, before the Administrative Tribunal of Cundinamarca (trial(the trial court for tax litigation), which it intends to do..

Argentina Tax Authority (AFIP) and Cerro Vanguardia S.A. (CVSA): On 12 July 2013, Cerro Vanguardia S.A. (CVSA)CVSA received a notification from the Argentina Tax Authority (AFIP)AFIP requesting corrections to the 2007, 2008 and 2009 income tax returns of about $14$8 million (2013: $18 million) relating to the non-deduction of tax losses previously claimed on hedge contracts. The AFIP is of the view that the financial derivatives at issue shouldcould not have been accounted forbe considered as hedge contracts, as hedge contract losses could only be offset against gains derived from the same kind of hedging contracts. Penalties and interest on the disputed amounts are estimated at a further $39 million (2013: $45 million). A new notification was received$24 million. CVSA and AFIP have corresponded on 16 July 2014 fromthis issue over the tax authorities that disallowed arguments from CVSA’s initial response. CVSA prepared defence argumentspast several years, and evidence which were filed on 8 September 2014. Thethe government responded to the latest submission by CVSA on 22 December, 2014, and continues to assert its position regarding the use of the financial derivatives. CVSA prepared a response tofiled an appeal with the government’s findings which was filedTax Court on 9 March19 June 2015.

SOUTH AFRICA

 

Silicosis litigation

On 3

Silicosis litigation:On 03 March 2011, inMankayi vs. AngloGold Ashanti, the Constitutional Court of South Africa held that section 35(1) of the Compensation for Occupational Injuries and Diseases Act, 1993 does not cover an “employee” who qualifies for compensation in respect of “compensable diseases” under the Occupational Diseases in Mines and Works Act, 1973 (ODMWA). This judgement allows such qualifying employee to pursue a civil claim for damages against the employer. Following the Constitutional Court decision, AngloGold Ashanti has become subject to numerous claims relating to silicosis and other Occupational Lung Diseases (OLD), including several potential class actions and individual claims.

AngloGold Ashanti, the Constitutional Court of South Africa held that section 35(1) of the Compensation for Occupational Injuries and Diseases Act, 1993 does not cover an “employee” who qualifies for compensation in respect of “compensable diseases” under the Occupational Diseases in Mines and Works Act, 1973 (ODMWA). This judgement allows such qualifying employee to pursue a civil claim for damages against the employer. Following the Constitutional Court decision, AngloGold Ashanti has become subject to numerous claims relating to silicosis and other Occupational Lung Diseases (OLD), including several potential class actions and individual claims.

In November 2014, Anglo American South Africa, AngloGold Ashanti, Gold Fields, Harmony Gold and Sibanye Gold announced in November 2014 that they had formed an industry working groupWorking Group on OLD to address issues relating to compensation and medical care for OLDoccupational lung disease in the gold mining industry in South Africa. The Working Group now also includes African Rainbow Minerals. The companies believe that fairness and sustainability are crucial elements of any solution and have embarked on an extensive engagement process with all stakeholders to work together to design and implement a comprehensive solution that is both fair to past, present and future gold mining employees, and also sustainable for the sector.

The companies have begunare among respondent companies in a number of lawsuits related to engage all stakeholders on these matters, including government, organised labour, other miningOLD. The companies and legal representatives of claimants who have filed legal suits against the companies. These legal proceedingsdo not believe that they are being defended, and the statusliable in respect of the proceedingsclaims brought, and they are set forth below.defending these. They do, however, believe that they should work together to seek a solution to this South African mining industry legacy issue.

Essentially,The companies active in gold mining have been working for many years to try to eliminate the companies are seeking a comprehensive solution which deals both with the legacy compensation issues and future legal frameworks, and which, whilst being fair to employees, also ensures the future sustainabilityincidence of companies in the industry.OLD. These efforts continue.

The Class Actions

On or about 21 August 2012, AngloGold Ashanti, was servedalong with an application instituted by Bangumzi Bennet Balakazi (“the Balakazi Action”) and others in which the applicants seek an order declaring that all mine workers (former or current) who previously worked or continue to work in specified South African gold mines for the period owned by AngloGold Ashanti and who have silicosis or other OLD constitute members of a class for the purpose of proceedings for declaratory relief and claims for damages. On 4 September 2012, AngloGold Ashanti delivered its notice of intention to defend this application.

In addition, on or about 8 January 2013, AngloGold Ashanti and its subsidiary Free State Consolidated Gold Mines (Operations) Limited, alongside other mining companies operating inincluding Anglo American South Africa, ARM, Gold Fields, Harmony, DRDGold, Village Main Reef, Randgold and Exploration, and Sibanye, were served with anothera consolidated class action application to certify a class (“the Nkala Action”). The applicants in the case seek to have the court certify two classes, namely: (i) current and former mineworkers who have silicosis (whether or not accompanied by any other disease) and who work or have worked on certain specified gold mines at any time from 1 January 1965 to date; and (ii) the dependants of mineworkers who died as a result of silicosis (whether or not accompanied by any other disease) and who worked on these gold mines at any time after 1 January 1965. AngloGold Ashanti filed a notice of intention to oppose the application.

197


On 21 August 2013, an application was served on AngloGold Ashanti for the consolidation of the Balakazi Action and the Nkala Action, as well as a request for an amendment to changealter the scope of the classes.classes previously proposed by these representatives. The applicants now requestrequested certification of two classes (the “silicosis class”industry-wide classes: a Silicosis Class and the “tuberculosis class”). The silicosis class would consist of certaina Tuberculosis Class, which each cover current and former underground mineworkers who worked on the mines from 12 March 1965 and who have contracted silicosis,the respective diseases (or the dependents of mineworkers who died of those diseases). The applicants envisage a two-stage process in the class action. The first stage is to resolve common issues and the dependantssecond stage allows the individuals to opt in to the class to make their claims against the respondent mining companies.

If the Court declines to certify the Silicosis and Tuberculosis Classes, then the applicants request that the Court certify 32 distinct classes – one for each respondent mining company named in the application – composed of certain deceased mineworkers who have died of silicosis (whether or not accompanied by any other disease). The tuberculosis class would consist of certainthe current and former mineworkers who have contracted silicosis or had contracted pulmonary tuberculosis and(or the dependantsdependents of certain deceased mineworkers who died of pulmonary tuberculosis (but excluding silico-tuberculosis)those diseases).

In the event the class is certified, such class of workers would be permitted to institute actions by way of a summons against AngloGold Ashanti for amounts as yet unspecified. The partiesArguments in the class action met with the court (South Gauteng High Court, Johannesburg) and have tentatively agreed on a timetable for the court process wherein the application to certify the class action will becertification were heard in October 2015.2015, and we await the Court’s judgement.

The Individual Claims

In the period from October 2012 to April 2014, AngloGold Ashanti received 311,256 individual summonses and particulars of claim relating to silicosis and/or other OLD. The total amount claimed in the 31 summonses is approximately $7 million as at the 31 December 2014 closing rate. On or about 3 March 2014, AngloGold Ashanti received an additional 21 individual summonses and particularsAll of claim relating to silicosis and/or other OLD. The total amount claimed in the 21 summonses is approximately $4 million as at the 31 December 2014 closing rate. On or about 24 March 2014, AngloGold Ashanti received a further 686 individual summonses and particulars of claim relating to silicosis and/or other OLD. The total amount claimed in the 686 summonses is approximately $100 million as at the 31 December 2014 closing rate. And on or about 1 April 2014, AngloGold Ashanti received a further 518 individual summonses and particulars of claim relating to silicosis and/or other OLD. The total amount claimed in the 518 summonses is approximately $81 million as at the 31 December 2014 closing rate. All these claims were filed in the South Gauteng High Court, Johannesburg.Johannesburg, but were subsequently referred to arbitration on 9 October 2014.

On 9 October 2014,4 March 2016, AngloGold Ashanti and Anglo American South Africa (AASA) entered into a settlement agreement with claimants’ counsel for the plaintiffs’ attorneys agreedfull and final settlement with no admission of liability of all individual claims brought against AngloGold Ashanti and 4,388 individual claims brought against AASA.

An independent trust has been set up to refer alladminister the allocation of the settlement amount on the basis of claimants’ employment and medical histories. AngloGold Ashanti and AASA will contribute, in stages, toward a total amount of up to R464 million (approximately $30 million as at 31 December 2015), which will be placed in the independent trust.

The settlement agreement relates solely to individual claims to arbitration. The court proceedings have been suspended as a result of entering intoand does not cover the arbitration agreement.class actions mentioned above.

It is possible that additional class actions and/or individual claims relating to silicosis and/or other OLD will be filed against AngloGold Ashanti in the future. AngloGold Ashanti will defend all current and subsequently filed claims on their merits. Should AngloGold Ashanti be unsuccessful in defending any such claims, or in otherwise favourably resolving perceived deficiencies in the national occupational disease compensation framework that were identified in the earlier decision by the Constitutional Court, such matters would have an adverse effect on its financial position, which could be material. The

Given the inherent legal and factual uncertainties with respect to the pending claims and other claims not yet filed against the company, AngloGold Ashanti is unable to reasonably estimate its share of the amounts claimed.potential liability for any such claims at this time.

 

Chamber of Mines of South Africa acting in its own name and o.b.o. Harmony Gold Mining Company Ltd, AngloGold Ashanti Ltd and Sibanye Ltd v AMCU (First Respondent): At the start of 2014, the Association of Mineworkers and Construction Union (AMCU) embarked upon protracted strike action in the platinum sector after reaching deadlock during wage negotiations with Anglo Platinum, Impala Platinum and Lonmin respectively. In the Gold Sector, following the extension of the 2013 Wage Agreement to all employees irrespective of their union affiliation, AMCU, on 20 January 2014, served strike notices at three gold companies to challenge the extension of the 2013 Wage Agreement to members of AMCU. An interim interdict was granted to the Chamber of Mines by the Labour Court in Johannesburg on 30 January 2014, declaring the intended strike unprotected and prohibiting unprotected strike action as well as any conduct that might encourage workers to embark on strike action. AMCU was ordered to return to court on 14 March 2014 to explain why the interim interdict should not be made permanent. This deadline was subsequently postponed to 5 June 2014. On 23 June 2014, the Labour Court upheld the interim interdict. AMCU has appealed this ruling to the Labour Appeal Court, and AngloGold Ashanti’s submissions were submitted by 20on 24 March 2015.2016, the Appeal Court also upheld the interdict.

198


COLOMBIA

 

La Colosa class action lawsuits: Four (4) class action lawsuits are pending before Colombian state and federal courts in relation to AngloGold Ashanti Colombia S.A. (AGAC)’s Santa Maria-Montecristo and La Colosa project,projects, which is currentlyare in itstheir pre-feasibility phase and consists of three core concession contracts:

Usocoello, Cortolima, Procuraduria Regional Tolima, Universidad de Ibagué, Estudiantes de la Universidad del Rosario, Federarroz v. AGAC, Federal Department of Mines, Federal Department of the Environment, Housing and Territorial Development and Ingeominas (September 2010) (Uscocoello);

The Personero de Ibagué v. Federal Department of the Environment, Housing and Territorial Development, Ingeominas, AGAC, Continental Gold Ltda., Oro Barracuda Ltda., Fernando Montoya, Alberto Murillo and Eugenio Gomez (December 2011) (Toche Anaima Belt);

Juan Ceballos v. Federal Department of the Environment, Housing and Territorial Development, Ingeominas, Cortolima and AGAC (February 2012); and

Ibague’s Ombudsman v. Federal Department of Environment, Housing and Territorial Development, National Mining Agency, AGAC (July 2013) (Corridors).

phase. Each lawsuit aims to stop exploration and mining in certain restricted areas affected by the La Colosa projectprojects due to environmental concerns or alleged breaches of environmental laws. Under Colombian law, restricted areas are State-protected land on which certain economic activities are restricted.

The first class action lawsuit was Uscocoello, which was filed beforeIn one of these lawsuits, the Third Administrative Court of the District of Ibagué on 9 September 2010 as the court of first instance. It named each of Ingeominas (the Colombian regulatory agency for mining activities), the Federal Department of the Environment, Housing and Territorial Development, as well as the Federal Department of Mines as defendants. AGAC was subsequently joined to the lawsuit as an additional defendant. The plaintiffs are the User Association of the Land Adequation District of Coello and Cucuana Rivers (Usocoello) (a cooperative representing local farmers), the Autonomous Regional Corporation of Tolima (“Cortolima”), (the government of the State of Tolima), the Office of the Attorney General of the State of Tolima (Procurador Judicial Ambiental y Agrario para el Tolima), the University of Ibagué (Estudiantes de la Universidad del Rosario), (a student association of the University of El Rosario) and Fedearroz (the Colombian association of rice growers).

In Uscocoello, the plaintiffs petitioned the court to order the defendant governmental entities not to declare the La Colosa mining project feasible on the grounds that the project threatens a healthy environment, public health and food safety for Usocoello members and local residents. Such order by the court would result in the revocation of AGAC’s temporary use permit for its exploration activities on 6.39 hectares of forest reserve that are otherwise designated as restricted areas.

In addition, as each of AGAC’s three core mining concession contracts governing the La Colosa project provides that Ingeominas has the discretion to declare the underlying concession void if AGAC breaches applicable environmental laws or regulations, the plaintiffs have petitioned the court to direct Ingeominas to cancel such concession contracts on the ground that AGAC has violated the Code of Natural Resources. If plaintiffs prevail and Ingeominas is ordered to cancel AGAC’s three core concession contracts, the company would be required to abandon the La Colosa project and all of AGAC’s other existing mining concession contracts and pending proposals for new mining concession contracts would also be cancelled. If the Third Administrative Court issues an adverse ruling against AGAC, the ruling can be appealed.

As no settlement was reached at a special conciliation hearing (Pacto de Cumplimiento) held on 27 April 2011, the trial has continued and the court is gathering evidence from the parties in preparation for its ruling.

In connection with the Toche Anaima Belt lawsuit, the Superior Court of the District of Ibagué granted the plaintiff a preliminary injunction, suspending the mining concession contracts relating to certain greenfield exploration activities of the Santa Maria-Montecristo project in September 2011. AGACThe injunction remains in place and has appealed the injunction, but the company doesbeen challenged by AGAC; however, it is not believe that the mining concession contracts at issue constitute a critical path item for the project.

With respect to the Juan Ceballos lawsuit, the plaintiff requested the cancellation of the La Colosa mining project tenements, based on allegations that gold mining represents an environmental risk to the Tolima community. In November 2014, the Court requested that the defendants answer a questionnaire before the Court rules on the matter. AGAC and the Colombian government entities appeared before the Court and answered its questions. AGAC is awaiting a decision in this matter.

199


Finally, in connection with the Corridors lawsuit, the plaintiffs requested the banning of AGAC’s Corridor Project due to the alleged detrimental environmental impact of the proposed mining in the area. However, AGAC has not proceeded with the Corridor Project due to technical considerations. Accordingly, AGAC has asked the Court to dismiss the lawsuit (without prejudice). AGAC is awaiting a decision.

While plaintiffs in all cases have petitioned the court to cancel concession contracts for the La Colosa mining project,projects, the company believes that courts and judges in Colombia do not have the authority to order such cancellations. Such power, by law, vests solely in the mining authority, which has the discretion to declare concessions void if a contractor breaches applicable environmental laws or regulations. To date, the company is not aware of the Colombian government having ever declared a concession void for these reasons. AGAC continues to oppose, through a variety of integrated legal and political strategies, the class action lawsuits that have been filed against itit. If plaintiffs prevail and believes thatAGAC’s three core concession contracts are cancelled, the cases are likelycompany would be required to abandon the La Colosa project and all of AGAC’s other existing mining concession contracts and pending proposals for new mining concession contracts would also be resolved favorably.cancelled.

 

Cortolima’s injunction against AGAC: On 11 March 2013, Cortolima issued a regulatory injunction against AGAC alleging, among other things, that in relation to certain of AGAC’s La Colosa exploration activities, AGAC was operating without proper permits and regulatory permission and was engaging in drilling and other activities that were having negative effects on the environment. On 22 March 2013, AGAC appealeddelivered a resolution against the injunction, seeking an annulment of the action and the restoration of AGAC’s rights to continue exploration activities in the area. On 27 May 2013, AGAC’sWhile the injunction remains in place, AGAC will not be able to engage in certain of its activities related to the La Colosa Project. The request to haveannul the injunction order annulled was denied by the Director of Cortolima, and as a result,AGAC is continuing with its plans to challenge the injunction remains in place.through a variety of legal actions. On 31 August 2013, AGAC presented before the State Council itsthe claim for the annulment of the injunction and rights re-establishment. This matter is pending admission. While the injunction remains in place, AGAC is unable to engage in certain activities related to the La Colosa Project.pending.

AngloGold Ashanti anticipates that Cortolima may issue a formal sanction against AGAC. In response, AGAC has filed a disciplinary and criminal complaint against both the Director of Cortolima and its legal counsel based on its approval and issuing of the injunction that AngloGold Ashanti asserts exceeds Cortolima’s authority and is in violation of Colombian law. AGAC has asked the General (Federal) Public Attorney (Procuraduría General) (the “Public Attorney”) to assume control of the case, and has requested a new reconciliation hearing. The Public Attorney is currently investigating the matter.

Department of the Environment, Housing and Territorial Development (DoE) v. AngloGold Ashanti Colombia S.A. (AGAC): On 29 April 29, 2009, the DoE opened an investigation against AGAC and brought a list of charges against it for carrying out exploratory activities at the La Colosa project without having obtained the applicable permit to partially or temporarily use the soil of a forest reserve that was designated as a restricted area. In 2010, while conducting its investigation against AGAC, the DoE also proceeded to update the existing mining terms of reference, which set forth the environmental studies and other environmental activities that each mining company is required to conduct in connection with the exploration phase of its respective mining project. The new terms of reference specify that exploration may not be carried out in restricted areas without a permit sanctioning such exploration. The DoE then resolved that AGAC was in breach of the 2010 terms of reference and issued a fine of $70,000 against the company. AGAC subsequently filed an action against the DoE in the Administrative Superior Court of the Cundinamarca District to annul the fine. Since April 16, 2012 the process has been with the Court Office for admission. In November of 2012, AGA filed a tutela action, which is a legal action alleging a violation of AGA’s constitutional rights. This process often is used to push for a rapid decision by the courts regarding an ongoing dispute. A hearing on the tutela has not yet been scheduled. AGAC hasfine but paid the fine of US$ 70,000 while awaiting the results of the legal actions filed.

actions. On 27 March 2015, the Administrative Superior Court annulled the fine. The DoE appealed this ruling. If the annulment is upheld, the $70,000 payment will be refunded to AGAC. Should the DoE’s fine ultimately be upheld by the courts, Ingeominasthe mining authority would then have the discretion to terminate AGAC’s three core mining concession contracts relating to the La Colosa project.

 

Piedras: In 2013 the Council for the city of Piedras, near the La Colosa project, issued a referendum attempting to ban all mining activities in Piedras. This referendum does not have an immediate impact on the La Colosa project, however, AGAC believes this referendum is in violation of federal law. The referendum was subsequently validated by the local administrative court in Tolima (the Department in which Piedras is located). AGAC subsequently filed a request for annulment of the referendum with the Second Administrative Court of Ibaque and a tutela (a legal action alleging a violation of AGAC’s constitutional rights) with the State Council (Supreme Court for administrative purposes). On 21 August 2014, the State Council dismissed the tutela action for lack of standing, which AGAC appealed to the Constitutional Court (highest authority on administrative litigation). On 11 December 2014, the Constitutional Court affirmed the lower court’s dismissal on the grounds that AGAC did not have mining tenements in Piedras. However, in the same ruling the court recognised that Piedras did not follow the correct procedure when it issued the 2013 referendum.

La Colosa Human Rights Litigation: In November 2014, the Personero (Ombudsman) of IbagueIbaque filed suit against the Colombian government in the Inter-American Court of Human Rights. This Court is an autonomous judicial institution whose purpose is the application and interpretation of the American Convention on Human Rights (Colombia, along with many other Central and South American countries, has ratified this Convention). The suit alleges that the government has failed to protect the interests of the peoples of IbagueIbaque by issuing permits for the La Colosa project and by failing to resolve the legal challengesclass actions that have been pending for an extended period of time. Although AGAC is not a party to the suit, it is important to the development of the La Colosa project. The first step in the litigation process is for the Court to decide whether to accept the case. If the case is accepted, the Colombian government will have to defend itself against the lawsuit and will be bound by the findings of the Court. AGAC is currently assessing this process in order to defend its interests.

200


GHANA

 

Westchester Resources Limited (Westchester) / Africore Ghana Limited (Africore) vs. AngloGold Ashanti (Ghana) Limited (AGAG): This matter arises from two identical exploration agreements concluded between each of Westchester Resources Limited (“Westchester”) and Africore Ghana Limited (“Africore”) (together referred to as “the Plaintiffs”) and AngloGold Ashanti (Ghana) Limited (“AGAG”) on 31 October 2000. In each agreement, the Plaintiff,Plaintiffs, the holderholders of a Prospectingprospecting license from the Minerals Commission, granted to AGA,AGAG the right to explore the concession for a year. The Plaintiffs commenced separate actions in the High Court claiming that AGAG breached the agreements. The cases were consolidated and heard as such. On 31 March 2011, the High Court, Accra, gaveissued a judgement in favour of the Plaintiffs and awarded US$17,400,000$17,400,000 damages against AGAG for breach of the agreements. AGAG filed an appealappealed to the Court of Appeal and subsequently applied to the trialHigh Court for an order for ato stay of execution of judgement pending the hearing and determination of the appeal.judgement. The Court of Appeal subsequently altered the High Court decision by ordering AGAG to pay each Plaintiff the sum of US$1$1 million and deposit US$4$4 million with the Registrar for investment pending the determination of the appeal. On 20 December 2012, the Court of Appeal affirmed the judgement of the High Court and dismissed AGAG’s appeal. AGAG subsequently filed an appeal towith the Supreme Court. On 11 November 2015, the Supreme Court contestingruled in favour of AGAG, declaring null all the decision ofproceedings that emanated from the High Court as affirmed byand ordering that the monies discussed above ($6 million) be refunded to AGAG. The Supreme Court also directed the parties back to the High Court for directions to submit the matter to arbitration. AGAG is in the process of Appeal. The hearing onexecuting the appeal was fixed for 8 July 2014, however on that dayCourt’s judgement to recover the court adjourned the hearing indefinitely. We await a new hearing date. AGA has attempted to settle this matter on three occasions at US$2 million, US$4 million and US$6 million respectively, but the Plaintiffs have rejected each proposal.monies.

Pompora Treatment Plant LitigationLitigation::On 2 April 2013, AGAG received a summons from Abdul Waliyu and 152 others in which the plaintiffs allege that they were or are residents of the Obuasi municipality or its suburbs and that their health has been adversely affected by emissions and/or other environmental impacts arising in connection with the current and/or historical operations of the Pompora Treatment Plant (PTP), which was decommissioned in 2000. The plaintiffs’ alleged injuries include respiratory infections, skin diseases and certain cancers. The plaintiffs havesubsequently did not filedtimely file their application for directions which was due in the High Court by 31 October 2013.but AGAG is allowingintends to allow some time to pass prior to applying to have the matter struck outdismissed for want of prosecution. On 24 February 2014, executive members of the PTP (AGAG) Smoke Effect Association (PASEA) (Frank Adjei Danso and five others), sued the CompanyAGAG by themselves and on behalf of their members (undisclosed number) on grounds similar to those discussed above, as well as economic hardships as a result of constantresulting from the failure of their crops. To date, plaintiffs have failed to amend their writ and file their statement of claim with the High Court. In view of the limitation of current informationThis matter is set for the accurate estimation of a liability, no reliable estimate can be made for AGAG’s obligationhearing in either matter.July 2016.

 

Mining and Building Contractors LimitedLimited::On 11 October 2011, AGAG terminated Mining and Building Contractors Limited’s (“MBC”) underground development agreement, construction on bulkheads agreement and diamond drilling agreement at Obuasi. The Parties reached agreement on the terms of the separation and concluded a separation agreement on 8 November 2012. On 23 July 2013 and 20 February 2014, AGAG was served with writsa writ issued by MBC claiming a total of US$97$97 million. AGAG filed a conditional entry of appearance and a motion of stay ofIn December 2015, the proceedings were stayed in the High Court pending arbitration. On 5 May 2014 the court denied our application to submitIn February 2016, MBC submitted the matter to arbitration. AGA subsequently appealed this decision to the Court of Appeal. We further filed a Stay of Proceedings at the lower court which was granted on 11 June 2014. On 2 October 2014 we were notified that the records had been transmitted to the Court of Appeal. However, as the transmitted records were incomplete, AGAG timely filed an application for the record to be amended prior to filing its statement of case. The matter remains pending.

 

Ghanaian tax authorities v. AngloGold Ashanti (Ghana) Limited (AGAG): In Ghana, AGAG received tax assessments of $28 million as of 31 December 2013 in respect of the 2006-2008 and 2009-2011 tax years, following an audit by the tax authorities related to indirectwithholding taxes on various items.payments to non-resident persons. AGAG believes that the indirectwithholding taxes were not properly assessed and has lodged an objection to the assessment. In 2012, AGAG has subsequently met with the Commissioner-General and provided its position in writing together with the relevant supporting documentation. AGAG has yet to receive a response from the Commissioner-General. Nonetheless, in 2015 the tax authorities again raised the issue of paying withholding taxes as part of their findings covering the 2012 – 2014 tax years.

201


GUINEA

 

Government of Guinea (National Claim Commission) v. Société AngloGold Ashanti Goldfields de Guinée SA (SAG): A national claim recovery commission established by the government has demanded that SAG pay $43 million in dividends and penalties that would allegedly have been owed to the government for the accounting years 2004 – 2007. SAG opposes the claim. The two parties had originally decided to submit their dispute to an independent audit firm to be appointed by a common accord; however, the independent audit firm was never appointed. In December 2010, the national claim recovery commission was disbanded and the matter was turned over to the Inspector General of the Ministry of Finance. This matter has been dormant since it was handed over to the Inspector General.

NORTH AMERICA

Designated Matters under the Stock Purchase Agreement between AngloGold Ashanti and Newmont: On 3 August 2015, AngloGold Ashanti and Newmont Mining (“Newmont”) concluded the sale of the Cripple Creek & Victor Gold Mine (“CC&V”) in Colorado to Newmont. As part of the negotiated transaction, the parties agreed to a cost/recovery sharing arrangement relative to cost claims asserted for or against CC&V based on work performed by contractors during the design and manufacture of the High Grade Mill. Under the agreement, AGA has the right to manage any negotiation, settlement, or legal proceedings associated with each cost claim. The maximum total value of the cost claims asserted against CC&V, by two contractors, is $20 million. Similarly, CC&V has cost claims against the mill design contractor. On 25 September 2015, AGA filed on behalf of CC&V a demand for arbitration against all contractors. Negotiations with all parties continue and the arbitration processes are ongoing.

TANZANIA

 

Jackson Manyelo & others vs. Geita Gold Mining Limited (GGM): In January 2007, the plaintiffs filed a suit against GGM in the Mwanza High Court alleging that they were affected by blasting activities in the Katoma area carried out by GGM and had suffered damages in the amount of Tshs9.6 billion (approximately $6 million). The parties then attemptedOn 30 April 2015, the High Court issued a judgement in favour of GGM. Plaintiffs have appealed to solvethe Court of Appeal, where the matter through mediation, but were unsuccessful. The matter is currently being heard in the Mwanza High Court: it is not known when the Court will issue a decision.pending.

DIVIDENDS

Dividends are proposed by and approved by the board of directors of AngloGold Ashanti, based on the company’s financial performance. Dividends are recognised when declared by the board of directors of AngloGold Ashanti. During the third quarter of 2011, the company changed the timing of dividend paymentsdividends to quarterly rather than half-yearly.half-yearly payments. However, in 2014, the Company has reverted to a half-yearly dividend timetables.timetable.

Dividends may be declared in any currency at the discretion of the AngloGold Ashanti board or AngloGold Ashanti shareholders at a general meeting. Currently, dividends are declared in South African rands and paid in Australian dollars, South African rands and Ghanaian cedis. Dividends paid to registered holders of AngloGold Ashanti ADSs are paid in US dollars converted from South African rands by The Bank of New York Mellon, as depositary, in accordance with the deposit agreement. Exchange rate fluctuations may therefore affect the value of the dividends received by registered shareholders and distributions paid by the relevant depositary to investors holding AngloGold Ashanti securities. Moreover, fluctuations in the exchange rates of the US dollar may affect the US dollar price of the ADSs on the NYSE. For details on taxation and exchange controls applicable to holders of ordinary shares or ADSs, see “Item 10D.:10D: Exchange controls”Controls”, “Item 10E: Taxation–South African Taxation—Taxation of dividends” and “Item 10E.: Taxation – 10E: Taxation–United States Taxation—Taxation of dividends”.

Dividends declared (in the ordinary course from trading and non tradingnon-trading profits) to foreign shareholders are not subject to the approval by the South African Reserve Bank (SARB) in terms of South African foreign exchange control regulations. Dividends are freely transferable to foreign shareholders from both trading and non-trading profits earned in South Africa by publicly listed companies.Dividendscompanies. Dividends in specie or special dividends may require SARB approval prior to declaration and payment to foreign shareholders.

AngloGold Ashanti has not declared dividends since the first quarter of 2013, but2013. While it expects to continue to payresume paying dividends, although there can be no assurance that dividends will be paid in the future or as to the particular amounts that will be paid from year to year. The payment of future dividends will depend upon the board’s ongoing assessment of AngloGold Ashanti’s earnings, after providing for long-term growth, cash/debt resources, compliance with the solvency and liquidity requirements of the Companies Act, of 2008 (as amended), the amount of reserves available for dividend, based on the going-concern assessment, any restrictions placed on AngloGold Ashanti by debt facilities, protection of existing credit rating and other factors.

Under South African law, the company may declare and pay dividends from any reserves included in total shareholder’s equity (including share capital and share premium) calculated in accordance with International Financial Reporting Standards (IFRS), subject to the solvency and liquidity test.

202


Withholding tax

South Africa currently imposes a Dividend Withholding Tax on Companies (dividends tax) at a rate of 15 percent on the net amount of the dividend declared by a resident company, other than a Headquarter Company.

The dividends tax is generally imposed on the beneficial owner. The dividends tax could be reduced to a lower rate under an applicable double tax treaty, if all requirements are met. In the case of dividends paid to a US holder with respect to shares, the Treaty would generally limit the dividends tax rate to 5five percent of the gross amount of the dividends if a corporate US holder (it must be a corporate) holds directly at least 10 percent of the voting stock of AngloGold Ashanti. In all other cases, the maximum tax rate under the Treaty is 15 percent of the gross amount of the dividend. There are different rules to consider if the beneficial owner of the dividends is a US resident who carries on business in South Africa through a permanent establishment situated in South Africa, or performs in South Africa independent personal services from a fixed base situated in South Africa, and the dividends are attributable to such permanent establishment or fixed base. Moreover, if the dividends tax rate is reduced under the auspices of an applicable double tax treaty, there are certain South African compliance requirements that must be met in order to access the double tax treaty relief.

 

8B.

SIGNIFICANT CHANGES

Refer “Item 18 – Financial Statements –18: Note 39 “Subsequent38—Subsequent Events”.

203


ITEM 9: THE OFFER AND LISTING

 

9A.

OFFER AND LISTING DETAILS

The following table sets out, for the periods indicated, the reported high and low market quotations for AngloGold Ashanti’s ordinary shares on the JSE and for its sponsored ADSs on the NYSE:

 

 JSE        NYSE(1)    JSE        NYSE(1)   
Year ended 31 December High Low   High         Low   High Low   High         Low  
 (South African cents per  ordinary share)             (US dollars per ADS)       (South African cents per  ordinary share)             (US dollars per ADS)      

Annual information

          

2010

 36,631 26,640   52.86 34.11  

2011

 39,182 27,333   51.69 38.97   39,182 27,333   51.69 38.97  

2012

 36,500 25,199   47.17 29.51   36,500 25,199   47.17 29.51  

2013

 27,048 11,401   31.88 11.14   27,048 11,401   31.88 11.14  

2014

 20,952 8,836   19.53 7.45   20,952 8,836   19.53 7.45  
 

2013

     

First quarter

 27,048 21,031   31.88 23.08  

Second quarter

 21,796 13,075   23.55 13.08  

Third quarter

 15,478 11,401   15.23 11.62  

Fourth quarter

 16,524 11,545   16.49 11.14  
2015 14,999 7,159   13.12 5.64  
  

2014

          

First quarter

 20,952 12,187   19.53 11.36   20,952 12,187   19.53 11.36  

Second quarter

 19,599 15,779   18.79 15.32   19,599 15,779   18.79 15.32  

Third quarter

 20,005 13,360   18.69 11.95   20,005 13,360   18.69 11.95  

Fourth quarter

 13,659 8,836   12.22 7.45   13,659 8,836   12.22 7.45  
  

September 2014

 18,395 13,360   16.88 11.95  

October 2014

 13,659 8,916   12.22 8.07  

November 2014

 11,282 9,382   10.32 8.40  

December 2014

 10,490 8,836   9.44 7.45  

January 2015

 13,899 9,838   12.38 8.41  

February 2015

 14,999 12,482   13.12 11.07  

March 2015(2)

 13,470 10,470   11.37 8.44  
2015     
First quarter 14,999 9,838   13.12 8.41  
Second quarter 14,253 10,609   11.80 8.43  
Third quarter 11,754 7,159   8.97 5.64  
Fourth quarter 13,472 8,647   9.95 6.20  
 
September 2015 11,704 9,303   8.60 6.83  
October 2015 13,472 10,776   9.95 7.94  
November 2015 12,020 8,647   8.68 6.24  
December 2015 11,572 8,830   7.54 6.20  
January 2016 14,861 10,700   9.00 7.09  
February 2016 20,426 13,550   13.03 8.37  
March 2016(2) 22,360 18,851   14.31 12.13  

 

(1)

Each ADS represents one ordinary share.

(2)

Through 2318 March 2015.2016.

See “Item 7A.:7A: Major shareholders”Shareholders” for the number of ADSs outstanding at 31 December 2014.2015.

 

9B.

PLAN OF DISTRIBUTION

Not applicable.

204


9C.

MARKETS

NATURE OF TRADING MARKET

The principal trading markets for AngloGold Ashanti’s ordinary shares are the New York Stock Exchange, in the form of ADSs, under the symbol “AU” and the JSE Limited, in the form of ordinary shares, under the symbol “ANG”.

AngloGold Ashanti’s ordinary shares are also listed on the Ghana Stock Exchange under the symbol “AGA”, the Australian Securities Exchange, in the form of Chess Depositary Interests (each representing one-fifth of an ordinary share) under the symbol “AGG” and on the Ghana Stock Exchange, in the form of Ghanaian Depositary Shares or GhDSs (each representing one one-hundredth of an ordinary share) under the symbol “AADS”. In September 2014 the company delisted from the London Stock Exchange and terminated the related depositary interest programme with effect from 15 October 2014.

 

9D.

SELLING SHAREHOLDERS

Not applicable.

 

9E.

DILUTION

Not applicable.

 

9F.

EXPENSES OF THE ISSUE

Not applicable.

205


ITEM 10:ADDITIONAL INFORMATION

For a discussion of options on AngloGold Ashanti’s ordinary shares available to executive officers from time to time, see “Item 6E: Share Ownership–Share Ownership of Executive Officers/Executive Management”.

 

10A.

SHARE CAPITAL

Authorised and Issued Shares

At the annual general meeting of shareholders held on 15 May 2009, shareholders approved an increase in the company’s authorised ordinary share capital. AngloGold Ashanti’s authorised and issued share capital as of 31 December 20142015 and 2318 March 20152016 (being the latest practicable date prior to the publication of this document) is set out below:

 

Title of Class  Authorised     Issued   Authorised     Issued 
  23 March 2015   31 December 2014    18 March 2016   31 December 2015 

Ordinary shares at par value of R0.25 each

   600,000,000      404,436,403      404,010,360      600,000,000      407,149,370      405,265,315   

E ordinary shares at par value of R0.25 each

   4,280,000             

A redeemable preference shares at par value of R0.50 each

   2,000,000      2,000,000      2,000,000      2,000,000      2,000,000      2,000,000   

B redeemable preference shares at par value of R0.01 each

   5,000,000      778,896      778,896      5,000,000      778,896      778,896   

All of the issued ordinary shares, E ordinary shares, A redeemable preference shares and B redeemable preference shares are fully paid and are not subject to further calls or assessment by AngloGold Ashanti.

The table below details changes in the issued ordinary share capital of AngloGold Ashanti since 31 December 20112012 through 31 December 2014.2015.

 

Period to  Description  Number of
Shares
 

31 December 2011

382,242,343 

Ordinary shares issued during 2012

AngloGold Share Incentive Scheme

945,641 
Employee Share ownership programme – on conversion of E ordinary shares132,978 

31 December 2012

     383,320,962  

Ordinary shares issued during 2013

  

AngloGold Share Incentive Scheme

   930,743  
  

Employee Share ownership programme – on conversion of E ordinary shares

   236,701  
   

Conversion of Mandatory Convertible Bond issued in 2010, matured on 15 September 2013

   18,140,000  

31 December 2013

     402,628,406  

Ordinary shares issued during 2014

  

AngloGold Share Incentive Scheme

   304,032  
   

Employee Share ownership programme – on conversion of E ordinary shares

   1,077,922

31 December 2014

404,010,360

Ordinary shares issued during 2015

AngloGold Share Incentive Scheme

1,254,955  

31 December 20142015

      404,010,360405,265,315  

Shares held by AngloGold Ashanti or by its Subsidiaries

See “Item 18: Note 26 – Share capital and premium” for more information.

A and B Redeemable Preferencepreference shares

All of the A redeemable preference shares and B redeemable preference shares are held by Eastvaal Gold Holdings Limited, one of AngloGold Ashanti’s wholly-owned subsidiary. AngloGold Ashanti’s Memorandum of Incorporation provide that the A redeemable preference shares and B redeemable preference shares are not transferable.

206


E ordinary shares

On 11 December 2006, shareholders in general meeting authorised the creation of a maximum of 4,280,000 E ordinary shares to be issued pursuant to an Employee Share Ownership Plan (ESOP) and a black economic empowerment transaction with Izingwe Holdings (Pty) Limited (Izingwe) – (collectively, the BEE transaction). The E ordinary shares willwere not be listed.

All the E ordinary shares have vested and were cancelled in exchange for ordinary shares in accordance with the amended cancellation formula during the 2014 financial year. There are asAs at 31 December 2014 there were no E ordinary shares in issue. A Special Resolution to cancel the E ordinary shares is being proposed towas approved by the shareholders at the Annual General Meeting on 6 May 2015.

The table below details changes in the E-ordinary issued share capital of AngloGold Ashanti since 31 December 2011 through 31 December 2014.

Period toDescriptionNumber of
Shares

31 December 2011

2,582,962 

2012 E-ordinary shares movement

Cancelled and exchanged for ordinary shares in accordance with the cancellation formula

(965,210)  

31 December 2012

1,617,752 

2013 E-ordinary shares movement

Cancelled and exchanged for ordinary shares in accordance with the cancellation formula

(905,746)  

31 December 2013

712,006 

2014 E-ordinary shares movement

Cancelled and exchanged for ordinary shares in accordance with the cancellation formula

(712,006)  

31 December 2014

Unissued shares

In terms of a general authority from shareholders in annual general meeting, granted on 146 May 2014,2015, the directors of the Company are authorised to allot and issue, for such purposes and on such terms as they may, in their discretion, determine, ordinary shares of 25 SA cents each (shares) in the authorised but unissued share capital of the Company up to a maximum of 5 percent of the number of shares in issue from time to time.at the date of the ordinary resolution dated 6 May 2015. The directors annually seek renewal of such authority at the annual general meeting, and the next renewal will be requested at the annual general meeting to be held on 64 May 2015.2016.

 

Authorised but unissued ordinary Shares under the control of the directors – amounting to 5 percent of Issued shares from time to timeon 6 May 2015   20,200,51820,232,957  

 

Authorised but unissued ordinary shares attributable to the share incentive scheme (balance of – 17,000,00020,000,000 total scheme allocation pursuant to shares issued from 15 October 2008)

   11,099,76112,844,806  

207


10B.

MEMORANDUM OF INCORPORATION

On 1 May 2011, the South African Companies Act 71 of 2008 (as amended) (the Companies Act) came into effect. In terms of the Companies Act, companies were granted a two year period to amend their constitutional documents (previously referred to as the Memorandum and Articles of Association, but known under the Companies Act as a Memorandum of Incorporation (MoI)), in order to harmonise such constitutional documents with the Companies Act or adopt a new MoI. At a general meeting held on 27 March 2013, shareholders voted to adopt a new MoI for AngloGold Ashanti (whichAshanti. The MoI was subsequently amended by special resolutionresolutions of shareholders passed at the annual general meetingmeetings held on 14 May 2014)2014 and 6 May 2015. The 2015 amendment cancelled and removed the E ordinary shares from AngloGold Ashanti’s authorised share capital following completion of the underlying BEE transaction. See “Item 10A: Share Capital—E ordinary shares”.

At the Annual General Meeting,annual general meeting to be held on 4 May 2016, AngloGold Ashanti iswill be seeking approval from the shareholders to cancel, and remove from its authorizedcreate a new class of preference shares in the share capital of the E Ordinary shares in their entirety, the reason being that the BEE transaction, incompany, to be known as ‘C preference shares’. The terms of which the E OrdinaryC preference shares were held, reached its full periodwould generally be the same as those of the existing B preference shares. However, the C preference shares would rank after the B preference shares for purposes of dividends and allpayments upon redemption. The summary below does not reflect the E ordinary shares were exchanged for ordinary shares during November 2014. As at 31 December 2014, no E ordinary shares were in issue.impact of the proposed changes.

REGISTRATION

AngloGold Ashanti is incorporated under the laws of the Republic of South Africa and registered with the Companies and Intellectual Property Commission under registration number 1944/017354/06. The Companies Act has abolished the requirement for specific “object and purpose” provisions to be included in an MoI and although the new MoI is now silent on the matter, the company continues to carry on as its main business, gold exploration, the mining and production of gold, the manufacturing, marketing and selling of gold products and the development of markets for gold.

AngloGold Ashanti’s MoI is available for inspection as set out in “Item 10H.:10H: Documents on Display” and a summary of pertinent provisions, including rights of the holders of shares in AngloGold Ashanti, are set out below.

This summary does not contain all the information pertaining to the rights of holders of AngloGold Ashanti’s ordinary shares and is qualified in its entirety by reference to the laws of South Africa and AngloGold Ashanti’s governing corporate documents. As well as being governed by the provisions of the MoI, the rights of holders of AngloGold Ashanti’s ordinary shares are governed by the JSE Listings Requirements, the Companies Act and the Companies Regulations, 2011, promulgated under the Companies Act (Regulations), which include the Takeover Regulations. Further, the rights of holders of AngloGold Ashanti ADSs are governed by the Deposit Agreement between AngloGold Ashanti and The Bank of New York Mellon. See “Item 10C: Material Contracts – Contracts–The Deposit Agreement”.

The Companies Act provides that shares will no longer have a par or nominal value and hence no new shares having a nominal or par value may be authorised. However any shares which have a nominal or par value authorised prior to the effective date of the Companies Act continue to have that nominal or par value and can be issued as such for so long as there are par value shares in the company’s authorised share capital.

DIRECTORS

The management and control of any business of AngloGold Ashanti is vested in the board of directors (board). The authority of the board to manage and direct the business and affairs of the company is not limited, restricted or qualified by the MoI.

Appointment and Retirement of Directors

The shareholders of the company have the power to elect the directors, and shareholders are also entitled to elect one or more alternate directors, in accordance with the provisions of the MoI.

The board of directors may appoint any person who satisfies the requirements for election as a director to fill any vacancy and serve as a director on a temporary basis until the vacancy is filled by election by shareholders entitled to exercise voting rights in such an election.

The MoI authorises the chairman of the board, subject to the written approval of the majority of the directors, to appoint any person as a director provided that such appointment is approved by shareholders at the next shareholders’ meeting or annual general meeting.

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At every annual general meeting one-third of the non- executive directors will retire by rotation, or if their number is not a multiple of three, then the number nearest to but not less than one third. The directors so to retire at every annual general meeting will be those who have been the longest in office since their last election. Directors retiring by rotation are eligible for re-election. Directors who voluntarily decide not to make themselves available for re-election may be counted towards the one-third of directors required to retire at the relevant annual general meeting.

The MoI contains no provision for directors to hold qualification shares. The MoI does not impose an age limit for the retirement of directors.

Remuneration

In accordance with the Companies Act, the MoI provides that the directors are entitled to such remuneration for their services as directors as AngloGold Ashanti’s shareholders may approve by special resolution in a general meeting or annual general meeting within the previous two years of the date of payment of such remuneration. If a director is employed in any other capacity, or holds an executive office or performs services that, in the opinion of the board, are outside the scope of the ordinary duties of a director, he may be paid such additonaladditional remuneration as a disinterested quorum of directors may reasonably determine.

Interests of Directors and Restriction on Voting

Although the interests of directors are not dealt with in the MoI, the provisions of the Companies Act in this regard are unalterable and will automatically apply, together with the applicable common law. Under the Companies Act, the procedures to deal with the personal financial interests of directors also apply to prescribed officers (i.e. persons who exercise general executive control over and management of the whole, or a significant portion, of the business and activities of the company or regularly participate to a material degree in the exercise of general executive control over and management of the whole, or a significant portion, of the business and activities of the company, irrespective of the office held or function performed by such persons) and any person who is a member of a committee of the board of the company, whether or not that person is also a member of the company’s board. The Companies Act provides that a director or such other person with a personal financial interest must disclose this to the board and cannot vote on or, after having made the disclosures to the meeting as prescribed by the Companies Act, remain present during the meeting when the matter in which he has interest is being discussed but will be counted as present for the purposes of a quorum.

Share Rights, Preferences and Restrictions

Allotment and Issue of Ordinary Shares

Subject to the JSE Listings Requirements, the Companies Act and/or with approval of shareholders in general meeting, unissued ordinary shares must be offered to existing ordinary shareholders, pro rata to their shareholdings, unless they are issued for the acquisition of assets. The shareholders in general meeting may authorise the AngloGold Ashanti board to issue any unissued ordinary shares as the AngloGold Ashanti board in their discretion think fit.shares.

Dividends, Rights and Distributions

The ordinary shares participate fully in all dividends, other distributions and entitlements as and when declared by AngloGold Ashanti in respect of fully paid ordinary shares. Under South African law, AngloGold Ashanti may declare and pay dividends, subject to the company satisfying the solvency and liquidity test as provided by the Companies Act and the board passing a resolution acknowledging that such test has been applied and has reasonably concluded that the company would satisfy such test immediately after completing the distribution. Dividends are payable to shareholders registered at a record date after the date of declaration of the dividend.

Although not stated in the MoI, dividends may be declared in any currency at the discretion of the board. Currently,In the past, dividends arehave been declared in and paid in South African rands, and also paid in Australian dollars, Ghanaian cedis or United Kingdom pounds. Registered holders of AngloGold Ashanti ADSs are paid dividends in US dollars by The Bank of New York Mellon as depositary, in accordance with the Deposit Agreement. See “Item 10C: Material Contracts – The Deposit Agreement”.

Holders of E ordinary shares would be entitled to receive a dividend equal to 50 percent of the dividend per ordinary share and the residual 50 percent of the dividend would be offset against the loan value of the E ordinary shares. As previously indicated, no E ordinary shares are currently in issue and it is being proposed that the authorised E ordinary shares be cancelled.

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The holder of the B preference shares is entitled to an annual dividend amounting to the lesser of five percent of the issue price of the B preference shares, or an amount equivalent to the balance of the after-tax profits from income derived from mining the Moab Lease Area (which is part of the Vaal River operations in South Africa) as determined by the directors in each financial

year. This annual dividend is a first charge on any profit available for distribution from the Moab Lease Area. The annual dividend is not payable from any of AngloGold Ashanti’s other profits.

The holder of the A preference shares is entitled to an annual dividend equivalent to the balance of the after-tax profits from income derived from mining the Moab Lease Area as determined by AngloGold Ashanti’s directors in each financial year, only once the annual dividend on the B preference shares has been paid in full.

Although not stated in the MoI, but subject to the JSE Listings Requirements, any dividend may be paid and satisfied, either wholly or in part, by the distribution of specific assets, or in paid-up securities of AngloGold Ashanti or of any other company, or in cash, or in any one or more of such ways as the directors may at the time of declaring the dividend determine and direct.

All dividends remaining unclaimed for a period of not less than three years from the date on which they became payable, may, by a resolution of the directors, become forfeited for the benefit of the company.

Voting Rights

Each ordinary share confers the right to vote at all general meetings. Each holder present in person or by proxy or, in the case of a corporate entity, represented, has one vote on a show of hands. If a poll is held, holders present or any duly appointed proxy will have one vote for each ordinary share held. A holder of ordinary shares is entitled to appoint a proxy to attend, speak and vote at any meeting on his or her behalf and the proxy need not be a shareholder. Holders of ADSs are not entitled to vote in person at meetings, but may vote by way of proxy through The Bank of New York Mellon as the ADS issuer. Holders of CDIs and GhDSs are not entitled to vote in person or by proxy at meetings, but may vote by instructing Chess Depository Nominees and NTHC Limited as depositary, respectively, how to vote their shares.

There are no limitations on the right of non-South African registered shareholders to hold or exercise voting rights attaching to any of the ordinary shares.

As indicated above, it is being proposed that shareholders approve the cancellation of the E ordinary shares at the Annual General Meeting of AngloGold Ashanti on 6 May 2015, following which the E ordinary shares shall be removed from the authorised share capital of AngloGold Ashanti. Although no E ordinary shares are currently in issue, the voting rights attaching the E ordinary shares are as follows:

Holders of E ordinary shares would have the right to vote at all general meetings and would be entitled to appoint a proxy to attend, speak and vote at any meeting on their behalf and the proxy didn’t need to be a shareholder. To the extent that holders of E ordinary shares will not be entitled to veto any resolution that would otherwise have been capable of being passed or not by the required majority of votes of holders of ordinary shares and subject to the JSE Listings Requirements holders of E ordinary shares was not to be counted for categorisation purposes in terms of section 9 of the JSE Listings Requirements. These limitations on the E ordinary shares were a function of shareholder approval and the JSE Listings Requirements.

The A redeemable preference shares have similar voting rights to those of ordinary shares. The B redeemable preference shares have limited voting rights exceptonly in the event that a dividend on this class of share has not been paid and remains unpaid for six months or more, or in connection with resolutions directly affecting these preference shares or in limited circumstances affecting AngloGold Ashanti as a whole, such as disposal of substantially all of the company’s assets, winding up AngloGold Ashanti or reducing the company’s share capital.

At any meeting of AngloGold Ashanti at which the holders of the ordinary shares, A redeemable preference shares, and B redeemable preference shares are present and entitled to vote on a poll, each holder of the A redeemable preference shares shall be entitled to 50 votes for every A redeemable preference share held, each holder of the ordinary shares is entitled to 50 votes for every ordinary share held and each holder of the B redeemable preference shares is entitled to one vote for every B redeemable preference share held.

The MoI specifies that the rights relating to any class of shares may be modified or abrogated with the sanction of a resolution passed as if it were a special resolution of the holders of shares in that class at a separate general meeting. The MoI also specifies that the holders of the A and B preference shares may provide written consents to the modification of their rights.

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Increase and Reduction of Capital

The company is authorised to issue the shares specified in the MoI and all such shares are required to be issued as fully paid up in accordance with the applicable approval and/or other requirements of the JSE Listings Requirements.

The directors are authorised, subject to any requirements of the JSE Listings Requirements and the MoI, to increase or decrease the number of authorised shares of any class of shares, reclassify any shares that have been authorised but not issued, classify any unclassified shares that have been authorised but not issued, and determine the preferences, rights, limitations or other terms of any class of authorised shares or amend any preferences, rights, limitations or other terms as determined. However, such capital amendments require an amendment to the MoI and the JSE Listings Requirements currently does not allow the MoI to be amended to give effect to such capital amendments without the approval of ordinary shareholders by special resolution.

Rights Upon Liquidation

In the event of the winding up of AngloGold Ashanti:

the B redeemable preference shares confer the right, in priority to any payment in respect of the ordinary shares or the A preference shares in the capital of AngloGold Ashanti, to receive only so much of the net proceeds from the disposal of the assets relating to the Moab Lease Area as is available for distribution, but not exceeding a return for each B redeemable preference share of the capital paid up on that share and any share premium paid on the issue of the B redeemable preference shares outstanding at that time;

the A redeemable preference shares confer the right, in priority to any payment in respect of the ordinary shares but after any payment in respect of the B preference shares, to receive only so much of the net proceeds from the disposal of the assets relating to the Moab Lease Area as is then available for distribution;

the A redeemable preference and B redeemable preference shares do not confer the right to participation in the surplus funds of AngloGold Ashanti arising in any other manner; and

the ordinary shares confer the right to participate equally in any surplus arising from the liquidation of all other assets of AngloGold Ashanti. This applied equally to the E ordinary shares.

Redemption Provisions

The A redeemable preference shares may be redeemed for their nominal value, plus a premium per share of an amount equal to the net proceeds available from the disposal of the assets relating to the Moab Lease Area, after redemption in full of the B preference shares and payment of the nominal value of the A preference shares, divided by 2,000,000.

The B redeemable preference shares may be redeemed for their nominal value, plus a premium of up to R249.99 per share, but limited to an amount equal to the net proceeds available from the disposal of the assets relating to the Moab Lease Area after payment of the nominal value of the B preference shares.

Shareholders’ meetings

The directors may convene meetings of AngloGold Ashanti shareholders. Subject to the provisions of the Companies Act, the shareholders may requisition for the convening of a meeting.

Notice of each AngloGold Ashanti annual general meeting and general meeting of AngloGold Ashanti shareholders must be delivered at least 15 business days before that shareholders’ meeting is to begin. In accordance with the Companies Act, business days are calculated by excluding the first day, including the last day and excluding Saturdays, Sundays and any public holiday in the Republic of South Africa. In terms of the MoI, all shareholders are entitled to attend shareholders’ meetings.

In the case of a class meeting of the A or B preference shares, the sole holder of such shares shall constitute a quorum. Save as aforesaid, the quorum of a shareholders’ meeting to begin is sufficient persons present, in person or by proxy, at the meeting to exercise, in aggregate, at least 25 percent of all of the voting rights that are entitled to be exercised in respect of at least one matter to be decided at the meeting and a quorum must remain present for the continuation of that shareholders meeting, provided that at least three shareholders must be present at the meeting. Such quorum requirement also applies for the consideration of any matter to be decided at the meeting. If the meeting is not quorate within 30 minutes after the appointed time for the meeting to begin (or such longer or shorter period as the chairperson may determine), it will be postponed, without motion, vote or further notice, for 1 week and the shareholders present, in person or by proxy, at the postponed meeting will constitute a quorum. For an ordinary resolution to be approved by shareholders, it must be supported by more than 50 percent of the voting rights exercised on the resolution. For a special resolution to be approved by shareholders, it must be supported by at least 75 percent of the voting rights exercised on the resolution.

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Disclosure of Interest in Shares

Under South African law, a person must notify AngloGold Ashanti within three business days after that person acquires a beneficial interest in sufficient securities of a class issued by AngloGold Ashanti such that, as a result of the acquisition, the person holds a beneficial interest in securities amounting to 5five percent, 10 percent, 15 percent or any further whole multiple of 5five percent of the issued securities of that class or disposes of any beneficial interest in sufficient securities of a class issued by AngloGold Ashanti such that the result of the disposition the person no longer holds a beneficial interest in securities

amounting to a particular multiple of 5five percent of issued securities of that class. When AngloGold Ashanti has received the notice referred to above it must file a copy with the Takeover Regulation Panel and report the information to holders of the relevant class of securities unless the notice concerned a disposition of less than 1one percent of the class of securities.

If the securities of AngloGold Ashanti are registered in the name of a person who is not the holder of the beneficial interest in all of the securities in AngloGold Ashanti held by that person, that registered holder of the securities must disclose the identity of the person on whose behalf that security is held and the identity of each person with a beneficial interest in securities so held, the number and the class of securities held for each such person with a beneficial interest and the extent of each such beneficial interest. This information must be disclosed in writing to the company within five business days after the end of every month during which a change has occurred in the information or more promptly or frequently to the extent so provided by the requirements of a Central Securities Depository. A company that knows or has reasonable cause to believe that any of its securities are held by one person for the beneficial interest of another may by notice in writing require either of those persons to confirm or deny that fact, provide particulars of the extent of the beneficial interest held during the three years preceding the date of the notice and disclose the identity of each person with a beneficial interest in the securities held by that person, which information must be provided within 10 business days of the receipt of the notice.

AngloGold Ashanti is obligated to establish and maintain a register of the disclosures described above and to publish in its annual financial statements a list of the persons who hold beneficial interests equal to or in excess of 5five percent of the total number of ordinary shares issued by AngloGold Ashanti together with the extent of those beneficial interests.

Rights of Minority Shareholders

Majority shareholders of South African companies have no fiduciary obligations under South African common law to minority shareholders. However, under the Companies Act, a shareholder or director may, under certain circumstances, seek relief from the court if he has been unfairly prejudiced by any act or omission of the company.company or a related person, by the conduct of the business of the company or a related person in a particular manner, the exercise of the powers of the directors of the company or a related person in a particular manner. There may also be personal and derivative actions available to a shareholder of a company.

Pursuant to the Companies Act, a shareholder may petition a South African court for relief from the actions or omissions or, business conduct of the company or the actions of the company’s directors or officers that is oppressive or unfairly prejudicial to, or unfairly disregards the interest of the shareholder. In addition, a shareholder who voted against a resolution to amend the company’s MoI, or to approve a fundamental transaction, (and complied with other requirements set out in the Companies Act) may exercise its appraisal right to demand that the company pay to it the fair value for all the shares of the company held by that shareholder.

Description of ADSs

The Bank of New York Mellon issues AngloGold Ashanti’s American Depositary Shares, or ADSs. Please see “Item 10C: Material Contracts”.

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10C.

MATERIAL CONTRACTS

Revolving Credit Facilities

General

On 17 July 2014, AngloGold Ashanti Holdings plc and AngloGold Ashanti USA Incorporated, as borrowers, entered into a credit agreement (the US$ Revolving Credit Agreement) with The Bank of Nova Scotia, as facility agent, and certain financial institutions party thereto as lenders. The US$ Revolving Credit Agreement provides for a $1.0 billion revolving credit facility (the US$ Revolving Credit Facility) available for drawing in US dollars. As of 2318 March 2015,2016, we have drawn $100$50 million under the US$ Revolving Credit Facility.

On 25 July 2014, AngloGold Ashanti Australia Limited entered into a credit agreement (the A$ Revolving Credit Agreement), as borrower with Commonwealth Bank of Australia, as facility agent, and certain financial institutions party thereto as lenders. The A$ Revolving Credit Agreement provides for a A$0.5 billion revolving credit facility (the A$ Revolving Credit Facility) available for drawing in Australian dollars. As of 2318 March 2015,2016, we have drawn A$275105 million under the A$ Revolving Credit Facility.

On 3 December 2013, AngloGold Ashanti Limited entered into a credit agreement (the ZAR Revolving Credit Agreement), as borrower with Nedbank Limited as facility agent who in conjunction with ABSA Bank Limited constitute the lenders. This ZAR Revolving Credit Agreement was subsequently amended on 9 September 2014 to align it with both the US$ and A$ Revolving Credit Agreements. The ZAR Revolving Credit Agreement provides for a ZAR 1.5 billion revolving credit facility (the ZAR Revolving Credit Facility) available for drawing in South African Rands. As of 2318 March 2015,2016, we have drawn ZAR992ZAR792 million under the ZAR Revolving Credit Facility.

On 7 July 2015, AngloGold Ashanti Limited entered into a credit agreement (the ZAR Revolving Credit Agreement II), as borrower with Nedbank Limited as facility agent, who in conjunction with ABSA Bank Limited constitute the lenders. This ZAR Revolving Credit Agreement II is aligned with the other ZAR, US$ and A$ Revolving Credit Agreements. The ZAR Revolving Credit Agreement II provides for ZAR 1.4 billion revolving credit facility (ZAR Revolving Credit Facility II) available for drawing in South African Rands. As of 18 March 2016, we have zero drawn under ZAR Revolving Credit Facility II.

Guarantees

The US$ Revolving Credit Facility is guaranteed by AngloGold Ashanti Limited, AngloGold Ashanti Holdings plc and AngloGold Ashanti USA Incorporated. The obligations of AngloGold Ashanti USA Incorporated, in its capacity as a guarantor, are subject to certain limitations set forth in the US$ Revolving Credit Agreement in order to comply with applicable U.S. laws. The guarantees constitute unconditional obligations of the guarantors and rank at leastpari passu with all other future unsecured obligations of the guarantors, except for obligations mandatorily preferred by law.

The A$ Revolving Credit Facility is guaranteed by AngloGold Ashanti Limited and AngloGold Ashanti Holdings plc. The guarantees constitute unconditional obligations of the guarantors and rank at least pari passu with all other future unsecured obligations of the guarantors, except for obligations mandatorily preferred by law.

Security

The obligations under all the Revolving Credit Agreements are unsecured.

Amount and repayment of borrowings

Loans under the US$ Revolving Credit Facility must be for a minimum of $10 million (or for the balance of the undrawn total commitments at the time of the drawing), and no more than 1 loan may be outstanding at any time. Each loan must be repaid on the last day of the loan’s interest period, which can be a period of one, two, three or six months or any other period agreed by AngloGold Ashanti Holdings plc, in its capacity as obligors’ agent, and the lenders. All loans must be repaid in full on the final maturity date. The final maturity date is17 July 20192019.

Loans under the A$ Revolving Credit Facility must be for a minimum of A$10 million (or for the balance of the undrawn total commitments at the time of the drawing), and no more than 10 loans may be outstanding at any time. Each loan must be repaid on the last day of the loan’s interest period, which can be a period of one, two, three or six months or any other period agreed by AngloGold Ashanti Australia Limited. All loans must be repaid in full on the final maturity date. The final maturity date is 25 July 2019

Loans under the ZAR Revolving Credit Facility must be for a minimum of ZAR 100 million (or for the balance of the undrawn total commitments at the time of the drawing), and no more than 14 loans may be outstanding at any time. Each loan must be repaid on the last day of the loan’s interest period, which can be a period of one, two, three or six months or any other period agreed by AngloGold Ashanti Limited. All loans must be repaid in full on the final maturity date. The final maturity date is 3 December 2018.

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Interest rates and fees

The annual interest rate on loans drawn under the US$ Revolving Credit Facility is calculated based on LIBOR, plus a margin that varies between 0.95 percent and 2.20 percent per annum depending on the long-term debt rating of AngloGold Ashanti Limited, and certain mandatory costs. Interest on loans is payable on the last day of the loan’s interest period and, if the interest period exceeds six months, on the dates falling at six month intervals after the day the loan was made.

The annual interest rate on loans drawn under the A$ Revolving Credit Facility is calculated based on BBSY, plus a margin that varies between 1.50 percent and 2.50 percent per annum depending on the long-term debt rating of AngloGold Ashanti Limited, and certain mandatory costs. Interest on loans is payable on the last day of the loan’s interest period and, if the interest period exceeds six months, on the dates falling at six month intervals after the day the loan was made.

The annual interest rate on loans drawn under the ZAR Revolving Credit Facility is calculated based on JIBAR, plus a margin of 1.20 percent per annum and certain mandatory costs. Interest on loans is payable on the last day of the loan’s interest period and, if the interest period exceeds six months, on the dates falling at six month intervals after the day the loan was made.

The borrowers under the US$ Revolving Credit Facility are required to pay a commitment fee equal to 35 percent of the then applicable margin per annum on the undrawn and uncancelled amount of each lender’s commitment during the commitment period. The borrowers are also required to pay a utilisation fee of 0.15 percent per annum (if the aggregate outstanding loans are less than one third of the total commitments then in effect), 0.30 percent per annum (if the aggregate outstanding loans are equal to or greater than one third but less than two thirds of the total commitments then in effect) or 0.45 percent per annum (if the aggregate outstanding loans are equal to or greater than two thirds of the total commitments then in effect).

The borrower under the A$ Revolving Credit Facility is required to pay a commitment fee equal to 50 percent of the then applicable margin per annum on the undrawn and uncancelled amount of each lender’s commitment during the commitment period.

The borrower under the ZAR Revolving Credit Facility is required to pay a commitment fee equal to 0.45 percent of the undrawn and uncancelled amount of each lender’s commitment during the commitment period. The borrowers are also required to pay a utilisation fee of 0.20 percent per annum (if the aggregate outstanding loans are less than one third of the total commitments then in effect), 0.40 percent per annum (if the aggregate outstanding loans are equal to or greater than one third but less than two thirds of the total commitments then in effect) or 0.60 percent per annum (if the aggregate outstanding loans are equal to or greater than two thirds of the total commitments then in effect).

Financial covenant applicable to all Revolving Credit Facilities (RCF)

The Revolving Credit Agreements include a financial maintenance covenant which requires that the ratio of Total Net Financial Indebtedness to EBITDA (as such terms are defined in the Revolving Credit Agreements) does not at any time exceed 3.50 to 1.00, with the proviso that this ratio may exceed 3.50 to 1.00 once during the life of the Revolving Credit Agreement, for one six month period subject to certain criteria. Refer Item 18: note 3837 “Capital Management” for the formulae used in terms of the RCF’s to test compliance with the covenants.

Change of control

If a lender so requires, the commitment of such lender under a Revolving Credit Agreement will be cancelled and the participation of such lender in all outstanding loans, together with accrued interest and all other amounts accrued, will become immediately due and payable in case any person or group of persons acting in concert becomes (directly or indirectly) the beneficial owner of more than 50 percent of the issued share capital of AngloGold Ashanti Limited.

Undertakings applicable to all Revolving Credit Agreements

The Revolving Credit Agreements contain negative pledge covenants, including restrictions on the granting of security, a change of business of AngloGold Ashanti Limited and its subsidiaries, acquisitions or participations in joint ventures and mergers and disposals.

The Revolving Credit Agreements also contain, among others, the following affirmative covenants: mandatory periodic reporting of financial and other information, notice upon the occurrence of events of default and certain other events, compliance with environmental laws, and other obligations requiring each of AngloGold Ashanti Limited and its subsidiaries to maintain its corporate existence and qualifications to conduct its business as currently conducted in all applicable jurisdictions and to maintain insurance coverage.

The covenants are subject to exceptions and materiality thresholds.

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Events of default applicable to all Revolving Credit Agreements

The Revolving Credit Agreements contain events of default including failure to make payment of amounts due, breach of obligations under the loan documents, defaults under other agreements evidencing indebtedness, certain bankruptcy events and a cessation of business, failure of any of the borrowers to be a wholly-owned subsidiary of AngloGold Ashanti Limited and the occurrence of a material adverse change in the business and financial condition of the borrowers and guarantors under the Revolving Credit Agreements, or AngloGold Ashanti and its subsidiaries as a whole, or in the ability of the borrowers and guarantors to perform their payment obligations under the loan documents. The occurrence of an event of default could result in the immediate and automatic cancellation of all commitments and the acceleration of all payment obligations under the Revolving Credit Agreements and the other loan documents.

The above description is only a summary of certain provisions of the Revolving Credit Agreements and is qualified in its entirety by reference to the provisions of the Revolving Credit Agreements, a copy of each is attached hereto as Exhibit 19.4.4 and is incorporated herein by reference.

Notes

2013 Notes

On 30 July, 2013, AngloGold Ashanti Holdings plc (“AGAH”), issued $1,250 million 8.500% Notes due 2020 (the “2013 Notes”). The interest on the 2013 Notes is payable semi-annually on 15 January and 15 January of each year, commencing on 15 January, 2014. AGAH may on any one or more occasions redeem all or part of the 2013 Notes at a redemption price based on a “make-whole” premium. At any time and from time to time on or after 30 July 30, 2016, AGAH may redeem the 2013 Notes, in whole or in part, at redemption prices varying based on the period during which the redemption occurs. In addition, at any time and from time to time prior to 30 July, 2016, AGAH may redeem up to 35% of the original principal amount of the 2013 Notes with the net proceeds from certain equity offerings by AngloGold Ashanti Limited, at a price of 108.500% of the aggregate principal amount thereof, plus accrued and unpaid interest. AGAH has agreed to pay certain additional amounts in respect of any withholdings or deductions for certain types of taxes in certain jurisdictions on payments to holders of the 2013 Notes. The 2013 Notes are unsecured and unsubordinated and are fully and unconditionally guaranteed by AngloGold Ashanti Limited.

AGAH has agreed to observe certain covenants with respect to the 2013 Notes restricting, subject to certain limitations, the ability of AngloGold Ashanti Limited and AGAH to amalgamate, reconstruct, consolidate or merge with another company or other legal entity and the ability of AngloGold Ashanti Limited and its restricted subsidiaries to pledge certain of their respective material assets to secure certain borrowings, create or incur liens on certain of their material property, engage in sale and leaseback transactions and incur indebtedness. In case of a change of control of the guarantor and a rating downgrade, within a specified period, of the 2013 Notes by two rating agencies, holders of the 2013 Notes have the right to require the issuer to repurchase all or any part of their 2013 Notes in cash for a value equal to 101% of the aggregate principal amount of 2013 Notes repurchased, plus accrued and unpaid interest, if any, on the 2013 Notes repurchased to the date of purchase.

The offering of the 2013 Notes was registered under the Securities Act. The 2013 Notes were listed on the New York Stock Exchange.

2012 Notes

On 30 July, 2012, AGAH, issued $750 million 5.125% Notes due 2022 (the “2012 Notes”). The interest on the 2012 Notes is payable semi-annually on 1 February and 1 August of each year, commencing on 1 February, 2013. AGAH may on any one or more occasions redeem all or part of the 2012 Notes, at a redemption price equal to the greater of (1) 100% of the principal amount of the 2012 Notes to be redeemed and (2) the sum of the present values of the remaining scheduled payments of principal and interest on the 2012 Notes (excluding any portion of such payments of interest accrued or unpaid as of the date of redemption) discounted to the redemption date on a semiannual basis (assuming a 360-day year consisting of twelve 30-day months) at the treasury rate, plus 50 basis points, plus accrued and unpaid interest, if any, to the date of redemption. AGAH has agreed to pay certain additional amounts in respect of any withholdings or deductions for certain types of taxes in certain jurisdictions on payments to holders of the 2012 Notes. The 2012 Notes are unsecured and unsubordinated and are fully and unconditionally guaranteed by AngloGold Ashanti Limited.

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AGAH has agreed to observe certain covenants with respect to the 2012 Notes restricting, subject to certain limitations, the ability of AngloGold Ashanti Limited and AGAH to amalgamate, reconstruct, consolidate or merge with another company or other legal entity, and the ability of AngloGold Ashanti Limited and its restricted subsidiaries to pledge their assets to secure certain borrowings, create or incur liens on certain of their property or to engage in sale and leaseback transactions. In case of a change of control of the guarantor and a downgrade, within a specified period, of the 2012 Notes below an investment grade rating by two rating agencies, holders of the 2012 Notes have the right to require the issuer to repurchase all or any part of their 2012 Notes in cash for a value equal to 101% of the aggregate principal amount of 2012 Notes repurchased, plus accrued and unpaid interest, if any, on the 2012 Notes repurchased to the date of purchase.

The offering of the 2012 Notes was registered under the Securities Act. The 2012 Notes were listed on the New York Stock Exchange.

2010 Notes

On 28 April, 2010, AGAH, issued $700 million 5.375% Notes due 2020 and $300 million 6.500% Notes due 2040 (together, the “2010 Notes”). The interest on the 2010 Notes is payable semi-annually on 15 April and 15 October of each year, commencing on 15 October, 2010. AGAH may on any one or more occasions redeem all or part of the 2010 Notes, at a redemption price equal to the greater of (1) 100% of the principal amount of the 2010 Notes to be redeemed and (2) the sum of the present values of the remaining scheduled payments of principal and interest on the 2010 Notes (excluding any portion of such payments of interest accrued or unpaid as of the date of redemption) discounted to the redemption date on a semiannual basis (assuming a 360-day year consisting of twelve 30-day months) at the treasury rate, plus 25 basis points with respect to the 2010 Notes maturing in 2020 and 30 basis points with respect to the 2010 Notes maturing in 2040, plus accrued and unpaid interest, if any, to the date of redemption. AGAH has agreed to pay certain additional amounts in respect of any withholdings or deductions for certain types of taxes in certain jurisdictions on payments to holders of the 2010 Notes. The 2010 Notes are unsecured and unsubordinated and are fully and unconditionally guaranteed by AngloGold Ashanti Limited.

AGAH has agreed to observe certain covenants with respect to the 2010 Notes restricting, subject to certain limitations, the ability of AngloGold Ashanti Limited and AGAH to amalgamate, reconstruct, consolidate or merge with another company or other legal entity, and the ability of AngloGold Ashanti Limited and its restricted subsidiaries to pledge itstheir assets to secure certain borrowings, and create or incur liens on its property.certain of their property or to engage in sale and leaseback transactions. In case of a change of control of the guarantor and a downgrade, within a specified period, of a series of 2010 Notes below an investment grade rating by two rating agencies, holders of the 2010 Notes have the right to require the issuer to repurchase all or any part of their 2010 Notes in cash for a value equal to 101% of the aggregate principal amount of 2010 Notes repurchased, plus accrued and unpaid interest, if any, on the 2010 Notes repurchased to the date of purchase.

The offering of the 2010 Notes was registered under the Securities Act. The 2010 Notes were listed on the New York Stock Exchange.

For further information, see “Note 27: Borrowings” to our Annual Financial Statements included in Item 18 of this Annual Report, “Item 5B.: Liquidity and Capital Resources” and “Item 19: Exhibits to Form 20-F”.

Description of AngloGold Ashanti ADSs

The Bank of New York Mellon issues AngloGold Ashanti’s American Depositary Shares, or ADSs. One ADS represents the ownership interest of one ordinary share of AngloGold Ashanti.

The Deposit Agreement

This section provides a summary description of AngloGold Ashanti’s ADSs.

AngloGold Ashanti has entered into an Amended and Restated Deposit Agreement dated 3 June 2008 with The Bank of New York Mellon as depositary and the owners and beneficial owners of American Depositary Receipts (Deposit Agreement).

The following is a summary of the material provisions of the Deposit Agreement. For more complete information, read the entire Deposit Agreement and the Form of American Depositary Receipt, which AngloGold Ashanti has filed with the SEC as an exhibit to AngloGold Ashanti’s registration statement on FormF-6/A (FileNo. 333-133049) on 27 May 2008. See “Item 10.H.: Documents On Display”. Copies of the Deposit Agreement are also available for inspection at the Corporate Trust Office of The Bank of New York Mellon currently located at 101 Barclay Street, New York, New York, 10286.

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Description of the ADSs

The Bank of New York Mellon, as depositary, will register and deliver ADSs. Each ADS will represent one ordinary share (or a right to receive one share) deposited with The Standard Bank of South Africa Limited, Société Générale South Africa Limited, FirstRand Bank Limited, National Australia Bank Limited of Australia and New Zealand Banking Group Limited, each as a custodian for The Bank of New York Mellon, and all of which are referred to collectively as “the Custodian”. Each ADS will also represent any other securities, cash or other property which may be held by The Bank of New York Mellon. The Bank of New York Mellon’s Corporate Trust Office at which the ADSs will be administered is located at 101 Barclay Street, New York, New York 10286. The Bank of New York Mellon’s principal executive office is located at One Wall Street, New York, New York 10286.

ADSs may be held either (A) directly (i) by having an American Depositary Receipt, also referred to as an ADR, which is a certificate evidencing a specific number of ADSs, registered in the holder’s name, or (ii) by having ADSs registered in a holder’s name in the Direct Registration System, or (B) indirectly by holding a security entitlement in ADSs through a broker or other financial institution. If ADSs are held directly, such holders are ADS holders. This description applies to AngloGold Ashanti’s ADS holders. If ADSs are held indirectly, such holders must rely on the procedures of their broker or other financial institution to assert the rights of ADS registered holders described in this section. Such holders should consult with their broker or financial institution to find out what those procedures are.

The Direct Registration System, or DRS, is a system administered by DTC pursuant to which the depositary may register the ownership of uncertificated ADSs, which ownership will be evidenced by periodic statements sent by the depositary to the registered holders of uncertificated ADSs.

AngloGold Ashanti will not treat ADS holders as its shareholders and ADS holders do not have shareholder rights. South African law governs shareholder rights. The Bank of New York Mellon is the holder of the shares underlying the ADSs. Registered holders of ADSs have ADS holder rights. The Deposit Agreement sets out ADS holder rights as well as the rights and obligations of The Bank of New York Mellon. New York law governs the Deposit Agreement and the ADSs.

Dividends and Other Distributions

The Bank of New York Mellon has agreed to pay to holders of ADSs the cash dividends or other distributions it or a custodian receives on AngloGold Ashanti ordinary shares or other deposited securities after deducting any fees and expenses and any applicable withholding taxes. Holders of ADSs will receive these distributions in proportion to the number of AngloGold Ashanti’s ordinary shares that their ADSs represent.

Cash

The Bank of New York Mellon will convert any cash dividend or other cash distribution (in South African rands) that AngloGold Ashanti pays on ordinary shares into US dollars (unless AngloGold Ashanti pays such dividend or cash distribution in US dollars) and distribute to registered holders of ADSs. . If that is no longer possible or if any approval from any government is needed and cannot be obtained, The Bank of New York Mellon may distribute non-US currency only to those ADS holders to whom it is possible to make this type of distribution.

The Bank of New York Mellon may hold the non-US currency it cannot convert for the account of holders of ADSs who for one reason or the other have not been paid. It will not invest the non-US currency, and it will not be liable for interest on such amounts. Before making a distribution, any withholding taxes that must be paid will be deducted. See “Payment of Taxes”

below. The Bank of New York Mellon will distribute only whole US dollars and cents and will round fractional cents to the nearest whole cent. If the exchange rates fluctuate during a time when The Bank of New York Mellon cannot convert the non-US currency, holders of ADSs may lose some or all of the value of the distribution.

Ordinary Shares

The Bank of New York Mellon may distribute to holders of ADSs additional ADSs representing ordinary shares that AngloGold Ashanti distributes as a dividend or free distribution, if AngloGold Ashanti provides such distribution promptly with satisfactory evidence that it is legal to do so. If The Bank of New York Mellon does not distribute additional ADSs, the outstanding ADSs will also represent the newly distributed AngloGold Ashanti ordinary shares. The Bank of New York Mellon will only distribute whole ADSs. It will sell AngloGold Ashanti ordinary shares that would require it to deliver a fraction of an ADS and distribute the net proceeds in the same way as it distributes cash. The Bank of New York Mellon may sell a portion of the distributed shares sufficient to pay its fees and expenses in connection with that distribution.

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Rights to Subscribe for Additional Ordinary Shares

If AngloGold Ashanti offers holders of its ordinary shares any rights to subscribe for additional AngloGold Ashanti ordinary shares or any other rights, The Bank of New York Mellon, after consultation with AngloGold Ashanti, may make these rights available to holders of ADSs or sell the rights and distribute the proceeds in the same way as it distributes cash. If The Bank of New York Mellon cannot do either of these things for any reason, it may allow these rights to lapse. In that case, holders of ADSs will receive no value for them.

If The Bank of New York Mellon makes these types of subscription rights available to holders of ADSs, upon instruction from holders of ADSs, it will exercise the rights and purchase AngloGold Ashanti’s ordinary shares on their behalf. The Bank of New York Mellon will then deposit the AngloGold Ashanti ordinary shares and deliver ADSs to the holders of ADSs. It will only exercise these rights if holders of ADSs pay it the exercise price and any other charges the rights require them to pay.

US securities laws may restrict the sale, deposit, cancellation and transfer of the ADSs issued after the exercise of rights. For example, holders of ADSs may not be able to trade the ADSs freely in the United States. In this case, The Bank of New York Mellon may deliver ADSs which are “restricted securities” within the meaning of Rule 144 which will have the same provisions as the ADSs described here, except for the changes needed to put the restrictions in place.

Other Distributions

The Bank of New York Mellon will send to holders of ADSs any other distributions that AngloGold Ashanti makes on deposited securities by any means it thinks is legal, fair and practical. If it cannot make the distribution in that way, The Bank of New York Mellon may decide to sell what AngloGold Ashanti distributes, and then distribute the net proceeds in the same way as it distributes cash, or it may decide to hold what AngloGold Ashanti distributes, in which case the outstanding ADSs will also represent the newly distributed property. However, The Bank of New York Mellon is not required to distribute any securities (other than ADSs) to ADS holders unless it receives satisfactory evidence from AngloGold Ashanti that it is legal to make that distribution. The Bank of New York Mellon may sell a portion of the distributed securities or property sufficient to pay its fees and expenses in connection with that distribution.

The Bank of New York Mellon is not responsible if, based on available information, it decides that it is unlawful or impractical to make a distribution available to any ADS holders. AngloGold Ashanti has no obligation to register ADSs, AngloGold Ashanti ordinary shares, rights or other securities under the US Securities Act of 1933. AngloGold Ashanti also has no obligation to take any other action to permit the distribution of ADSs, AngloGold Ashanti ordinary shares, or any other rights to ADS holders. This means that the holders of ADSs may not receive the distribution AngloGold Ashanti makes on its ordinary shares or any value for them if it is illegal or impractical for AngloGold Ashanti to make them available to the holders of ADSs.

Deposit, Withdrawal and Cancellation

The Bank of New York Mellon will deliver ADSs if a holder of AngloGold Ashanti’s ordinary shares or their broker deposits AngloGold Ashanti’s ordinary shares or evidence of rights to receive ordinary shares with the Custodian. Upon payment of its fees and expenses and of any taxes or charges, such as stamp taxes or stock transfer taxes or fees, The Bank of New York Mellon will register the appropriate number of ADSs in the names such holder of AngloGold Ashanti ordinary shares requests and will deliver the ADSs at its Corporate Trust office to the persons such holders request.

Holders of ADSs may turn in their ADSs at The Bank of New York Mellon’s Corporate Trust Office. Upon payment of its fees and expenses and of any taxes or charges, such as stamp taxes or stock transfer taxes or fees, The Bank of New York Mellon will deliver (1) the underlying ordinary shares to an account designated by the relevant holder of ADSs and (2) any other deposited securities underlying the ADSs at the office of the Custodian, or, at the request, risk and expense of ADS holders, The Bank of New York Mellon will deliver the deposited securities at its Corporate Trust Office.

Interchange Between Certificated ADSs and Uncertificated ADSs

ADS registered holders may surrender their ADS to The Bank of New York Mellon for the purpose of exchanging such ADS for uncertificated ADSs. The Bank of New York Mellon will cancel that ADS and will send to the ADS registered holder a statement confirming that the ADS registered holder is the registered holder of uncertificated ADSs. Alternatively, upon receipt by The Bank of New York Mellon of a proper instruction from a registered holder of uncertificated ADSs requesting the exchange of uncertificated ADSs for certificated ADSs, The Bank of New York Mellon will execute and deliver to the ADS registered holder an ADS evidencing those ADSs.

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Voting Rights

ADS registered holders may instruct The Bank of New York Mellon to vote the number of deposited shares their ADSs represent. The Bank of New York Mellon will notify ADS registered holders of shareholders’ meetings and arrange to deliver AngloGold Ashanti’s voting materials to them if AngloGold Ashanti asks it to. Those materials will describe the matters to be voted on and explain how ADS registered holders may instruct The Bank of New York Mellon how to vote. For instructions to be valid, they must reach The Bank of New York Mellon by a date set by The Bank of New York Mellon.

Otherwise, ADS registered holders will not be able to exercise their right to vote unless they withdraw the shares. However, ADS registered holders may not know about the meeting sufficiently in advance to withdraw the shares.

The Bank of New York Mellon will try, as far as practical, to vote or to have its agents vote the ordinary shares or other deposited securities as holders of ADSs instruct, but this is subject to South African law, the provisions of AngloGold Ashanti’s MoI and of the deposited securities and any applicable rule of the JSE. The Bank of New York Mellon will only vote or attempt to vote as such holders of ADSs instruct.

AngloGold Ashanti cannot assure the holders of ADSs that they will receive the voting materials in time for them to instruct The Bank of New York Mellon to vote their ordinary shares. In addition, The Bank of New York Mellon and its agents are not responsible for failing to carry out voting instructions or for the manner of carrying out voting instructions. This means that holders of ADSs may not be able to exercise their right to vote and there may be nothing they can do if their ordinary shares are not voted as they requested.

Fees and expenses

 

ADS holders must pay:    For:

$5.00 (or less) per 100 ADSs

    

Each issuance of an ADS, including as a result of a distribution of AngloGold Ashanti ordinary shares or rights or other property

 

Each cancellation of an ADS, including if the Deposit Agreement terminates

$0.02 (or less) per ADS

    

Any cash payment

 

Registration or transfer fees

    

Transfer and registration of AngloGold Ashanti ordinary shares on the AngloGold Ashanti share register to or from the name of The Bank of New York Mellon or its agent when AngloGold Ashanti ordinary shares are deposited or withdrawn

$0.02 (or less) per ADS per year

    

Depositary services

 

Expenses of The Bank of New York Mellon

    

Conversion of non-US currency to US dollars

 

Cable, telex and facsimile transmission expenses

 

Servicing the deposited securities

Taxes and other governmental charges that The Bank of New York Mellon or any custodian has to pay on any ADS or AngloGold Ashanti ordinary share underlying an ADS, for example, stock transfer taxes, stamp duty or withholding taxes

    

As necessary

A fee equivalent to the fee that would have been payable if the securities distributed had been ordinary shares deposited for issuance of ADSs

    

Distribution of securities distributed to holders of deposited securities that are distributed by The Bank of New York Mellon to ADS holders

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Payment of Taxes

Holders of ADSs will be responsible for any taxes or other governmental charges payable on their ADSs or on the deposited securities underlying their ADSs. The Bank of New York Mellon may refuse to transfer their ADSs or allow them to withdraw the deposited securities underlying their ADSs until such taxes or other charges are paid. It may apply payments owed to holders of ADSs or sell deposited securities underlying their ADSs to pay any taxes they owe, and they will remain liable for any deficiency. If the Bank of New York sells deposited securities, it will, if appropriate, reduce the number of ADSs to reflect the sale and pay to holders of ADSs any proceeds, or send to them any property remaining after it has paid the taxes.

Reclassifications

 

If AngloGold Ashanti:

    

Then:

Reclassifies, splits up or consolidates any of the deposited securities;

   

The cash, ordinary shares or other securities received by The Bank of New York Mellon will become deposited securities. Each ADS will automatically represent its equal share of the new deposited securities.

 

Distributes securities on the ordinary shares that are not distributed to holders of ADSs; or

 

Recapitalises, reorganises, merges, liquidates, sells all or substantially all of AngloGold Ashanti’s assets, or takes any similar action.

    

The Bank of New York Mellon may, and will if AngloGold Ashanti asks it to, distribute some or all of the cash, AngloGold Ashanti ordinary shares or other securities it receives. It may also issue new ADSs or ask holders of ADSs to surrender their outstanding ADSs in exchange for new ADSs identifying the new deposited securities.

Amendment and Termination

AngloGold Ashanti may, for any reason, agree with The Bank of New York Mellon to amend the Deposit Agreement and the ADSs without the consent of holders. If the amendment increases fees or charges (except for taxes and other governmental charges or registration fees, cable, telex or facsimile transmission costs, delivery costs or other such expenses) or if the amendment prejudices an important right of ADS holders, it will only become effective 30 days after The Bank of New York Mellon notifies holders of ADSs of the amendment. At the time an amendment becomes effective, holders of ADSs are considered, by continuing to hold their ADSs, to agree to the amendment and to be bound by the ADSs and the agreement as amended.

The Bank of New York Mellon may terminate the Deposit Agreement by mailing notice of termination to ADS holders at least 30 days prior to the date fixed in the notice if AngloGold Ashanti asks it to do so. The Bank of New York Mellon may also terminate the Deposit Agreement if The Bank of New York Mellon has told AngloGold Ashanti that it would like to resign and AngloGold Ashanti has not appointed a new depositary bank within 90 days. In both cases, The Bank of New York Mellon must notify holders of AngloGold Ashanti ADSs at least 30 days before termination.

After termination, The Bank of New York Mellon and its agents will be required to do only the following under the Deposit Agreement: collect distributions on the deposited securities, sell rights, and, upon surrender of ADSs, deliver AngloGold Ashanti ordinary shares and other deposited securities. Four months after the date of termination or later, The Bank of New York Mellon may sell any remaining deposited securities by public or private sale and will hold the proceeds of the sale, as well as any other cash it is holding under the Deposit Agreement, for the pro rata benefit of the ADS holders who have not surrendered their ADSs. It will not invest the money and will have no liability for interest. The Bank of New York Mellon’s only obligations will be to account for the proceeds of the sale and other cash. After termination, AngloGold Ashanti’s only obligations will be with respect to indemnification of, and payment of certain amounts to, The Bank of New York Mellon.

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Limitations on Obligations and Liability to ADS Holders

The Deposit Agreement expressly limits AngloGold Ashanti’s obligations and the obligations of The Bank of New York Mellon, and limits AngloGold Ashanti’s liability and the liability of The Bank of New York Mellon. AngloGold Ashanti and The Bank of New York Mellon:

are only obligated to take the actions specifically set forth in the Deposit Agreement without negligence or bad faith;

are not liable if either of AngloGold Ashanti or The Bank of New York Mellon is prevented or delayed by law or circumstances beyond their control from performing their obligations under the Deposit Agreement;

are not liable if either of AngloGold Ashanti or The Bank of New York Mellon exercises discretion permitted under the Deposit Agreement;

are not liable for the inability of any holder of ADSs to benefit from any distribution on deposited securities that is not made available to holders of ADSs under the terms of the Deposit Agreement, or for any special, consequential or punitive damages for any breach of the terms of the Deposit Agreement;

have no obligation to become involved in a lawsuit or other proceeding related to the ADSs or the Deposit Agreement on behalf of the holders of ADSs or on behalf of any other party;

may rely on advice of or information from legal counsel, accountants, and any persons presenting AngloGold Ashanti’s ordinary shares for deposit, any registered holder or any other person believed by AngloGold Ashanti in good faith to be competent to give such advice or information; and

pursuant to the Deposit Agreement, AngloGold Ashanti and The Bank of New York Mellon agree to indemnify each other under certain circumstances.

Requirements for Depositary Action

Before The Bank of New York Mellon will issue, transfer or register the transfer of an ADS, make a distribution on an ADS, or allow withdrawal of AngloGold Ashanti ordinary shares, The Bank of New York Mellon may require:

payment of stock transfer or other taxes or other governmental charges and transfer or registration fees charged by third parties for the transfer of any ordinary shares or other deposited securities;

production of satisfactory proof of the identity and genuineness of any signature or other information it deems necessary; and

compliance with regulations it may establish, from time to time, consistent with the Deposit Agreement, including presentation of transfer documents.

The Bank of New York Mellon may refuse to deliver, transfer or register transfers of ADSs generally when the books of The Bank of New York Mellon or AngloGold Ashanti’s books are closed, or at any time if either AngloGold Ashanti or The Bank of New York Mellon thinks it advisable to do so.

Holders of ADSs have the right to cancel their ADSs and withdraw the underlying ordinary shares at any time except:

when temporary delays arise because: (1) either AngloGold Ashanti or The Bank of New York Mellon have closed AngloGold Ashanti’s transfer books; (2) the transfer of the ordinary shares is blocked in connection with voting at a general meeting of shareholders; or (3) AngloGold Ashanti is paying a dividend on the ordinary shares;

when ADS holders seeking to withdraw the ordinary shares are liable for unpaid fees, taxes and similar charges; or

when it is necessary to prohibit withdrawals in order to comply with any laws or governmental regulations that apply to ADSs or to the withdrawal of the ordinary shares or other deposited securities.

This right of withdrawal may not be limited by any other provision of the Deposit Agreement.

Pre-release of ADSs

In certain circumstances, subject to the provisions of the Deposit Agreement, The Bank of New York Mellon may deliver ADSs before deposit of the underlying ordinary shares. This is called a pre-release of the ADS.

The Bank of New York Mellon may also deliver AngloGold Ashanti ordinary shares upon cancellation of pre-released ADSs (even if the ADSs are cancelled before the pre-release transaction has been closed out). A pre-release is closed out as soon as the underlying AngloGold Ashanti ordinary shares are delivered to The Bank of New York Mellon. The Bank of New York Mellon may receive ADSs instead of ordinary shares to close out a pre-release.

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The Bank of New York Mellon may pre-release ADSs only under the following conditions:

 

before or at the time of the pre-release, the person to whom the pre-release is being made must represent to The Bank of New York Mellon in writing that it or its customer: (a) owns the ordinary shares or ADSs to be remitted, (b) assigns all beneficial rights, title and interest in such ADSs or ordinary shares, as the case may be, to The Bank of New York Mellon in its capacity as the depositary and for the benefit of the ADS holders, and (c) will not take any action with respect to such ADSs or ordinary shares, as the case may be, that is consistent with the transfer of beneficial ownership (including, without the consent of The Bank of New York Mellon, disposing of such ADSs or ordinary shares, as the case may be) other than satisfaction of such pre-release;

the pre-release must be fully collateralized with cash, US government securities, or other collateral that The Bank of New York Mellon considers appropriate; and

the Bank of New York Mellon must be able to close out the pre-release on not more than five business days’ notice. Each pre-release will be subject to any further indemnities and credit regulations that The Bank of New York Mellon deems appropriate. The Bank of New York Mellon will normally limit the number of AngloGold Ashanti ordinary shares not deposited but represented by ADSs outstanding at any time as a result of pre-release so that they do not exceed 30 percent of the ordinary shares deposited, although The Bank of New York Mellon may disregard this limit from time to time, if it thinks it is appropriate to do so.

Direct Registration System

In the Deposit Agreement, all parties to the Deposit Agreement acknowledge that the DRS and Profile Modification System, or Profile, will apply to uncertificated ADSs upon acceptance thereof to DRS by The Depository Trust Company, also referred to as DTC. DRS is the system administered by DTC pursuant to which the depositary may register the ownership of uncertificated ADSs, which ownership will be evidenced by periodic statements sent by the depositary to the registered holders of uncertificated ADSs. Profile is a required feature of DRS which allows a DTC participant, claiming to act on behalf of a registered holder of ADSs, to direct the depositary to register a transfer of those ADSs to DTC or its nominee and to deliver those ADSs to the DTC account of that DTC participant without receipt by the depositary of prior authorization from the ADS registered holder to register that transfer.

In connection with and in accordance with the arrangements and procedures relating to DRS/Profile, the parties to the Deposit Agreement understand that The Bank of New York Mellon will not verify, determine or otherwise ascertain that the DTC participant which is claiming to be acting on behalf of an ADS holder in requesting registration of transfer and delivery described in the paragraph above has the actual authority to act on behalf of the ADS holder (notwithstanding any requirements under the Uniform Commercial Code). In the Deposit Agreement, the parties agree that The Bank of New York Mellon’s reliance on and compliance with instructions received by The Bank of New York Mellon through the DRS/Profile System and in accordance with the Deposit Agreement will not constitute negligence or bad faith on the part of The Bank of New York Mellon.

Shareholder Communications: Inspection of Register of Holders of ADSs

The Bank of New York Mellon will make available for inspection at its office all communications that it receives from AngloGold Ashanti as a holder of deposited securities that AngloGold Ashanti makes generally available to holders of deposited securities. The Bank of New York Mellon sends copies of those communications if requested by AngloGold Ashanti. ADS holders have a right to inspect the register of holders of ADSs, but not for the purpose of contacting those holders about a matter unrelated to AngloGold Ashanti’s business or the ADSs.

Share Purchase Agreement

On 8 June 2015, the company entered into an agreement with Newmont Mining Corporation to sell 100 percent of Cripple Creek & Victor (CC&V) gold mine in the United States for $820 million in cash plus a net smelter royalty payable on all ounces of gold to be recovered over the remaining life of CC&V through future underground mining operations or from ongoing surface mining operations (NSR Ore). The net smelting return is payable quarterly in arrears at the rate of 2.5 percent of the net revenue, after refining and smelting costs, based upon the product of the average spot gold price and gold ounces produced from NSR Ore in the relevant quarter.

222The transaction was subject to antitrust, SARB and other governmental approvals. On 3 August 2015, the transaction closed and AngloGold Ashanti received proceeds of $819 million.


10D.As part of the negotiated transaction, the parties agreed to a cost/recovery sharing arrangement relative to cost claims asserted for or against CC&V based on work performed by contractors during the design and manufacture of the High Grade Mill. Under the agreement, AngloGold Ashanti has the right to manage any negotiation, settlement, or legal proceedings associated with each cost claim. The maximum total value of the cost claims asserted against CC&V, by two contractors, is $20 million. Similarly, CC&V has cost claims against the mill design contractors. See “Item 8A: Legal Proceedings”.

10D. EXCHANGE CONTROLS

Exchange controls and other limitations affecting security holders

The following is a general outline of South African exchange controls and such outline may not apply to former residents of South Africa. Investors should consult a professional advisor as to the exchange control implications of their particular investments.

South African law provides for exchange control regulations, which restrict the export of capital from the Common Monetary Area, which comprises South Africa, the Kingdoms of Lesotho and Swaziland and the Republic of Namibia. The exchange control regulations, which are administered by the Exchange Control Department of the South African Reserve Bank (SARB), are applied throughout the Common Monetary Area and regulate transactions (including capital flows into and out of the Common Monetary Area) involving South African residents, including natural persons and legal entities.

Government officials have from time to time stated their intentions to relax South Africa’s exchange control regulations when economic conditions permit such action. In his budget speech in March 1998, the then Minister of Finance announced that restrictions relating to offshore investments by South African companies and individuals subject to South African exchange control would, to a limited extent, be lifted. Since then, the government has incrementally relaxed aspects of exchange control for financial institutions and individuals. However, it is impossible to predict with any certainty if and when the government will remove exchange controls in their entirety or how the controls may continue to change over time.

The comments below relate, in general, to exchange controls in place at the date of this annual report.

Investments in South African companies

A foreign investor may invest freely in ordinary shares in a South African company. Any foreign investor may also sell shares in a South African company and transfer the proceeds out of South Africa without restriction. Acquisitions of shares or assets of South African companies by non-South African purchasers are not generally subject to review and approval by the SARB when the consideration is in cash, but may require SARB review and approval in certain circumstances, including when the consideration is equity in a non-South African company or when the acquisition is financed by a loan from a South African lender.

Dividends

Dividends declared to foreign stockholders in public companies as listed on the Johannesburg Stock Exchange are not subject to the approval of the SARB. Dividends are freely transferable to foreign stockholders from both trading and non-trading profits earned in South Africa by publicly listed companies.

Voting rights

There are no limitations imposed by South African law or by the Memorandum of Incorporation of AngloGold Ashanti on the rights of non-South African shareholders to vote their ordinary shares.

Overseas financing, interest and investments

Interest on foreign loans, if paid from cash generated from operations in South Africa, may be remittable abroad, provided that the loans and the payment of the relevant interest in respect of such loans have received prior SARB approval.

AngloGold Ashanti and its South African subsidiaries require SARB approval to raise debt from and repay debt to non-residents of the Common Monetary Area, mainly in respect of the interest rate and terms of repayment applicable to the loan.

Debt raised outside the Common Monetary Area by AngloGold Ashanti’s non-South African subsidiaries is not restricted under South African exchange control regulations and can be used for overseas investment, subject to the relevant conditions imposed by the SARB in connection with establishing such a subsidiary or in raising the debt by such subsidiary. For example, AngloGold Ashanti and its South African subsidiaries would require SARB approval in order to provide guarantees for the obligations of any of its subsidiaries with regard to funds obtained from non-residents of the Common Monetary Area and debt raised outside the Common Monetary Area by AngloGold Ashanti’s non-South African subsidiaries must be repaid or serviced by AngloGold Ashanti’s foreign subsidiaries.

A listing by a South African company on any stock exchange other than the JSE in connection with raising capital requires permission from the SARB.

Under current exchange control regulations, offshore investments by AngloGold Ashanti and its subsidiaries require the approval of the SARB. Subject to approval, there is no limit on the amount of capital that may be invested offshore.

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10E. TAXATION

TAXATION

SOUTH AFRICAN TAXATION

The following discussion summarises South African tax consequences of the ownership and disposition of shares or ADSs by a US holder (as defined below). This summary is based upon current South African tax law and South African Revenue Service (SARS) practice, the Convention Between the Government of the United States of America and the Republic of South Africa for the Avoidance of Double Taxation and the Prevention of Fiscal Evasion with Respect to Taxes on Income and Capital Gains, signed 17 February 1997 (the “Treaty”(“Treaty”), and in part upon representations of the depositary, and assumes that each obligation provided for in, or otherwise contemplated by, a Deposit Agreement and any related agreement will be performed in accordance with its respective terms.

The following summary of South African tax considerations does not address the tax consequences to a US holder that is resident in South Africa for South African tax purposes, whose holding of shares or ADSs is effectively connected with a permanent establishment in South Africa through which such US holder carries on business activities or, in the case of an individual who performs independent personal services, with a fixed base situated therein, or who is otherwise not entitled to full benefits under the Treaty.

The statements of law set forth below are subject to any changes (which may be applied retroactively) in South African law or in the interpretation thereof by SARS, or in the Treaty, occurring after the date hereof. It should be expressly noted that South African tax law does not specifically address the treatment of ADSs. However, it is reasonable to assume (although no assurance can be made) that the tax treatment of US holders of shares is also applicable to US holders of ADSs.

Holders are strongly urged to consult their own tax advisors as to the consequences under South African, US federal, state and local, and other applicable laws, of the ownership and disposition of shares or ADSs.

Taxation of dividends

South Africa currently imposes a Dividend Withholding Tax on Companies (dividends tax) at a rate of 15 percent on the net amount of the dividend declared by a resident company, other than a Headquarter Company.

The dividends tax is generally imposed on the beneficial owner. The dividends tax could be reduced to a lower rate under an applicable double tax treaty, if all requirements are met. In the case of dividends paid to a US holder with respect to shares, the Treaty would generally limit the dividends tax rate to 5five percent of the gross amount of the dividends if a corporate US holder (it must be a corporate) holds directly at least 10 percent of the voting stock of AngloGold Ashanti. In all other cases, the maximum tax rate under the Treaty is 15 percent of the gross amount of the dividend. There are different rules to consider if the beneficial owner of the dividends is a US resident who carries on business in South Africa through a permanent establishment situated in South Africa, or performs in South Africa independent personal services from a fixed base situated in South Africa, and the dividends are attributable to such permanent establishment or fixed base. Moreover, if the dividends tax rate is reduced under the auspices of an applicable double tax treaty, there are certain South African compliance requirements that must be met in order to access the double tax treaty relief.

Taxation of capital gains on sale or other disposition

South African residents are (subject to certain exemptions) taxed on their worldwide income, while non-residents are only taxed on South African sourced income (subject to the provisions of any relevant double taxation agreement).

Capital gains tax is not a separate tax to income tax; instead, a percentile of the taxpayer’s net capital gain (that is the taxable capital gain) is included in its taxable income on which it is taxed at the income tax rate.

Non-residents are only subject to the South African capital gains tax provisions in respect of the disposal of any immovable property (such as land or mining rights) or any interest or right of whatever nature to or in immovable property situated in South Africa, or any asset of a permanent establishment through which that non-resident is carrying on a trade in South Africa. In the instance of a shareholder holding shares in a South African company, the ‘interest in immovable property’ requirements are met if 80 percent or more of the market value of the shares is directly or indirectly attributable to South African immovable property held on capital account, and that shareholder (whether alone or together with any connected person in relation to that person), directly or indirectly, holds at least 20 percent of the equity shares of that South African company.

If South Africa has such a right to taxation under its domestic law, the provisions of the Treaty must be analysed when determining the right of taxation of the source state (South Africa) compared to the country of residence (the US).

Securities transfer tax (STT)

224No securities transfer tax, or STT, is payable in South Africa with respect to the issue of a security, but STT is payable upon transfer thereof.


STT on tranfers of securities is charged at a rate of 0,25 percent on the ‘taxable amount’ of the ‘transfer’ of every security issued by a company incorporated in South Africa, or a company incorporated outside South Africa but listed on an exchange in South Africa, subject to certain exemptions.

The word ‘transfer’ is broadly defined and includes the transfer, sale, assignment or cession or disposal in any other manner of a security which results in a change in beneficial ownership. The cancellation or redemption of a security is also regarded as a transfer unless the company is being liquidated. However, the transfer of a security that does not result in a change in beneficial ownership is not regarded as a ‘transfer’ for STT purposes.

STT is levied on the ‘taxable amount’ of a security. The taxable amount of a listed security is the greater of the consideration for the security declared by the transferee or the closing price of that security as traded on the stock exchange concerned. In the case of a transfer of a listed security, either the member or the participant holding the security in custody, or where the listed security is not held in custody, the company that issued the listed security, is liable for the tax. The tax must be paid by the fourteenth day of the month following the transfer.

UNITED STATES TAXATION

The following is a general summary of the material US federal income tax consequences of the ownership and disposition of shares or ADSs to a US holder (as defined below) that holds its shares or ADSs as a capital asset. This summary is based on US tax laws including the Internal Revenue Code of 1986, as amended (the Code), Treasury regulations promulgated thereunder, rulings, judicial decisions, administrative pronouncements, and the Treaty, all as currently in effect as of the date of this annual report, and all of which are subject to change or changes in interpretation, possibly with retroactive effect. In addition, this summary is based in part upon the representations of the depositary and the assumption that each obligation in the Deposit Agreement relating to the ADSs and any related agreement will be performed in accordance with its terms.

This summary does not address all aspects of US federal income taxation that may apply to holders that are subject to special tax rules, including US expatriates, nonresident aliens present in the United States for at least 183 days during the calendar year, insurance companies, tax-exempt entities, banks, certain financial institutions, persons subject to the alternative minimum tax, regulated investment companies, securities broker-dealers, traders in securities who elect to apply a mark-to-market method of accounting, investors that own (directly, indirectly or by attribution) 10 percent or more of the outstanding share capital or voting stock of AngloGold Ashanti, partnerships, persons holding their shares or ADSs as part of a straddle, hedging or conversion transaction, persons who acquired their shares or ADSs pursuant to the exercise of employee stock options or otherwise as compensation, accrual basis taxpayers, or persons whose functional currency is not the US dollar. Such holders may be subject to US federal income tax consequences different from those set forth below.

As used herein, the term “US holder” means a beneficial owner of shares or ADSs that is (a) a citizen or individual resident of the United States for US federal income tax purposes; (b) a corporation (or other entity taxable as a corporation for US federal income tax purposes) created or organised in or under the laws of the United States or any state thereof (including the District of Columbia); (c) an estate the income of which is subject to US federal income taxation regardless of its source; or (d) a trust if (i) a court within the United States can exercise primary supervision over the administration of the trust and one or more US persons are authorised to control all substantial decisions of the trust.trust or (ii) it has a valid election in effect under applicable Treasury regulations to be treated as a United States person. If a partnership (including for this purpose any entity treated as a partnership for US federal income tax purposes) holds shares or ADSs, the tax treatment of a partner generally will depend upon the status of the partner and the activities of the partnership. If a US holder is a partner in a partnership that holds shares or ADSs, the holder is urged to consult its own tax advisor regarding the specific tax consequences of the ownership and disposition of the shares or ADSs.

US holders should consult their own tax advisors regarding the specific South African and US federal, state and local tax consequences of owning and disposing of shares or ADSs in light of their particular circumstances as well as any consequences arising under the laws of any other taxing jurisdiction. In particular, US holders are urged to consult their own tax advisors regarding whether they are eligible for benefits under the Treaty.

For South African and US federal income tax purposes, a US holder of ADSs should be treated as owning the underlying shares represented by those ADSs. Therefore, deposits or withdrawals by a US holder of shares for ADSs or of ADSs for shares will not be subject to US federal income tax. The following discussion (except where otherwise expressly noted) applies equally to US holders of shares and US holders of ADSs.

Taxation of dividends

The gross amount of any distribution (including the amount of any South African withholding tax thereon) paid to a US holder by AngloGold Ashanti generally will be taxable as dividend income to the US holder for US federal income tax purposes on the date the distribution is actually or constructively received by the US holder, in the case of shares, or by the depositary, in the case of ADSs. Corporate US holders will not be eligible for the dividends received deduction in respect of dividends paid by AngloGold Ashanti. For foreign tax credit limitation purposes, dividends paid by AngloGold Ashanti will be income from sources outside the United States. As noted above in ‘Taxation – “–Taxation–South African Taxation – Taxation–Taxation of dividends,dividends”, the South African government has enacted a dividend withholding tax. As a result, US holders who are eligible for benefits under the current Treaty will be subject to a maximum withholding tax of 15 percent on the gross amount of dividend distributions paid by AngloGold Ashanti.

The amount of any distribution paid in foreign currency (including the amount of any South African withholding tax thereon) generally will be includible in the gross income of a US holder of shares in an amount equal to the US dollar value of the foreign currency calculated by reference to the spot rate in effect on the date of receipt by the US holder, in the case of shares, or by the depositary, in the case of ADSs, regardless of whether the foreign currency is converted into US dollars on such date. If the foreign currency is converted into US dollars on the date of receipt, a US holder of shares generally should not be required to recognise foreign currency gain or loss in respect of the dividend. If the foreign currency received in the distribution is not converted into US dollars on the date of receipt, a US holder of shares generally will have a tax basis in the foreign currency equal to its US dollar value on the date of receipt. Any gain or loss recognised upon a subsequent conversion or other disposition of the foreign currency generally will be treated as US source ordinary income or loss. In the case of a US holder of

225


ADSs, the amount of any distribution paid in a foreign currency generally will be converted into US dollars by the depositary upon its receipt. Accordingly, a US holder of ADSs generally will not be required to recognise foreign currency gain or loss in respect of the distribution. Special rules govern and specific elections are available to accrual method taxpayers to determine the US dollar amount includible in income in the case of taxes withheld in a foreign currency. Accrual basis taxpayers are therefore urged to consult their own tax advisors regarding the requirements and elections applicable in this regard.

Subject to certain limitations, South African withholding taxes will be treated as foreign taxes eligible for credit against a US holder’s US federal income tax liability. The limitation on foreign taxes eligible for credit is calculated separately with respect to specific classes of income. Dividend income generally will constitute ‘passive category’ income, or in the case of certain US holders, ‘general category’ income. The use of foreign tax credits is subject to complex conditions and limitations. In lieu of a credit, a US holder who itemises deductions may elect to deduct all of such holder’s foreign taxes in the taxable year. A deduction does not reduce US tax on a dollar-for-dollar basis like a tax credit, but the deduction for foreign taxes is not subject to all the same limitations applicable to foreign tax credits. US holders are urged to consult their own tax advisors regarding the availability of foreign tax credits.

Certain US holders (including individuals) are eligible for reduced rates of US federal income tax in respect of “qualified dividend income” received. For this purpose, qualified dividend income generally includes dividends paid by a non-US corporation if, among other things, the US holders meet a certain minimum holding period and other requirements and the non-US corporation satisfies certain requirements, including that either (i) the ordinary shares (or ADSs) with respect to which the dividend has been paid are readily tradable on an established securities market in the United States, or (ii) the non-US corporation is eligible for the benefits of a comprehensive US income tax treaty (such as the Treaty) which provides for the exchange of information. AngloGold Ashanti currently believes that dividends paid with respect to its shares and ADSs should constitute qualified dividend income for US federal income tax purposes. AngloGold Ashanti anticipates that its dividends will be reported as qualified dividends on Forms 1099-DIV delivered to US holders. Each individual US holder of AngloGold Ashanti shares or ADSs is urged to consult his own tax advisor regarding the availability to him of the reduced dividend tax rate in light of his own particular situation.

The US Treasury has expressed concern that parties to whom ADSs are pre-released may be taking actions that are inconsistent with the claiming of foreign tax credits for US holders of ADSs. Such actions would also be inconsistent with the claiming of the reduced rate of tax described above, applicable to dividends received by certain non-corporate holders. Accordingly, the analysis of the creditability of South African withholding taxes or the availability of qualified dividend treatment could be affected by future actions that may be taken by the US Treasury with respect to ADSs.

Taxation of dispositions

If a US holder is a resident of the United States for purposes of the Treaty, such holder will not be subject to South African tax on any capital gain if it sells or disposes of its shares or ADSs. Special rules apply to individuals who are residents of more than one country.

In general, upon a sale, exchange or other disposition of shares or ADSs, a US holder will recognise capital gain or loss for US federal income tax purposes in an amount equal to the difference between the US dollar value of the amount realised on the disposition and the holder’s tax basis, determined in US dollars, in the shares or ADSs. Such gain or loss generally will be US source gain or loss, and will be treated as a long-term capital gain or loss if the holder’s holding period in the shares exceeds one year at the time of disposition. If the US holder is an individual, any capital gain generally will be subject to US federal income tax at preferential rates if specified minimum holding periods are met. The deductibility of capital losses is subject to significant limitations.

A US holder’s tax basis in a share will generally be its US dollar cost. The US dollar cost of a share purchased with foreign currency will generally be the US dollar value of the purchase price on the date of purchase, or the settlement date for the purchase in the case of shares traded on an established securities market that are purchased by a cash basis US holder or an electing accrual basis US holder. The amount realised on a sale or other disposition of shares for an amount in foreign currency will be the US dollar value of this amount on the date of sale or disposition. On the settlement date, the US holder will recognise US source foreign currency gain or loss (taxable as ordinary income or loss) equal to the difference (if any) between the US dollar value of the amount received based on the exchange rates in effect on the date of sale or other disposition and the settlement date. However, in the case of shares traded on an established securities market that are sold by a cash basis US holder (or an accrual basis US holder that so elects), the amount realised will be based on the exchange rate in effect on the settlement date for the sale, and no exchange gain or loss will be recognised at that time. If an accrual basis US holder makes either of the elections described above, it must be applied consistently from year to year and cannot be revoked without the consent of the Internal Revenue Services (IRS).

226


Foreign currency received on the sale or other disposition of a share will have a tax basis equal to its US dollar value on the settlement date. Any gain or loss recognised on a sale or other disposition of foreign currency (including its use to purchase shares or upon exchange for US dollars) will be US source ordinary income or loss.

Passive foreign investment company considerations

A non-US corporation will be classified a Passive Foreign Investment Company (PFIC) for any taxable year if at least 75 percent of its gross income consists of passive income (such as dividends, interest, rents or royalties (other than rents or royalties derived in the active conduct of a trade or business and received from an unrelated person), or gains on the disposition of certain minority interests), or at least 50 percent of the average value of its assets consists of assets that produce, or are held for the production of, passive income. AngloGold Ashanti believes that it was not treated as a PFIC for the taxable year ended 31 December 20142015 or any prior taxable years and does not expect to become a PFIC in the foreseeable future. If AngloGold Ashanti were characterised as a PFIC for any taxable year, a US holder would suffer adverse tax consequences with respect to that taxable year and all future years during which it holds AngloGold Ashanti ordinary shares (or ADSs).

These consequences may include having gains realised on the disposition of shares treated as ordinary income rather than capital gains and being subject to punitive interest charges on the receipt of certain dividends and on the proceeds of the sale or other disposition of the shares. Furthermore, dividends paid by AngloGold Ashanti would not be “qualified dividend income” and would be taxed at the higher rates applicable to other items of ordinary income. US holders should consult their own tax advisors regarding the potential application of the PFIC rules to their ownership of the shares.

US information reporting and backup withholding

Dividend payments made to a holder and proceeds paid from the sale, exchange, or other disposition of shares may be subject to information reporting to the IRS. US federal backup withholding generally is imposed at a current rate of 28 percent on specified payments including dividends and gross sale proceeds to persons who fail to furnish required information. Backup withholding will not apply to a holder who furnishes a correct taxpayer identification number or certificate of foreign status and makes any other required certification, or who is otherwise exempt from backup withholding. US persons who are required to establish their exempt status generally must provide IRS Form W-9 (Request for Taxpayer Identification Number and Certification). Non-US holders generally will not be subject to US information reporting or backup withholding. However, these holders may be required to provide certification of non-US status (generally on IRS Form W-8BEN or W-8B3N-E)W-8BEN-E) in connection with payments received in the United States or through certain US-related financial intermediaries. Backup withholding is not an additional tax. Amounts withheld as backup withholding may be credited against a holder’s US federal income tax liability. A holder may obtain a refund of any excess amounts withheld under the backup withholding rules by filing the appropriate claim for refund with the IRS and furnishing any required information.

Information with respect to foreign financial assets

Individuals that own “specified foreign financial assets” with an aggregate value in excess of $50,000 are generally required to file information reports with respect to such assets with their U.S. federal income tax returns. Depending on the individual’s circumstances, higher threshold amounts may apply. “Specified foreign financial assets” include any financial accounts maintained by foreign financial institutions, as well as any of the following, but only if they are not held in accounts maintained by financial institutions: (i) stocks and securities issued by non–United States persons, (ii) financial instruments and contracts held for investment that have non-United States issuers or counterparties and (iii) interests in non-United States entities. The shares or ADSs may be treated as specified foreign financial assets. YouIn such cases, certain US holders may be subject to this information reporting regime and be required to file IRS form 8938 listing these assets with yourtheir U.S. federal income tax return.returns. Failure to file information reports may subject youa US holder to penalties. YouUS holders are urged to consult yourtheir own tax advisoradvisors regarding yourtheir obligations to file information reports with respect to the shares.

227


 

10F.

DIVIDENDS AND PAYING AGENTS

Not applicable.

 

10G.

STATEMENT BY EXPERTS

Not applicable.

 

10H.

DOCUMENTS ON DISPLAY

AngloGold Ashanti files annual reports on Form 20-F and reports on Form 6-K with the SEC. You may read and copy this information at the SEC’s Public Reference Room at 100F Street, N.E., Room 1580, Washington D.C. 20549 or by accessing the SEC’s home page (http:(http://www.sec.gov)www.sec.gov). You can also request copies of documents, upon payment of a duplicating fee, by writing to the Public Reference Section of the SEC. Please call the SEC at 1-800-SEC-0330 for further information on the operation of the Public Reference Room. In addition, AngloGold Ashanti’s reports and other information may be inspected at the offices of the New York Stock Exchange, 20 Broad Street, New York, New York 10005. Copies of the documents referred to herein may also be inspected at AngloGold Ashanti’s offices by contacting AngloGold Ashanti at 76 JeppeRahima Moosa Street, Newtown, Johannesburg, 2001 (P.O. Box 62117, Marshalltown, 2107) South Africa, Attention: Company Secretary, telephone number: +27 11 637 6000.

No material on the AngloGold Ashanti website forms any part of, or is incorporated by reference into, this annual report on Form 20-F. References herein to the company’s website shall not be deemed to cause such incorporation.

 

10I.

SUBSIDIARY INFORMATION

Not applicable.

228


ITEM 11:QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK

TREASURY POLICY

Risk management activities within the group are the ultimate responsibility of the board of directors. The Chief Executive Officer is responsible to the board of directors for the design, implementation and monitoring of the risk management plan. The Audit and Risk Committee is responsible for overseeing risk management plans and systems, as well as financial risks which include a review of treasury activities and exposure to the group’s counterparties.

Under the treasury and risk management policy, hedges may be put in place using approved instruments over the group’s planned gold production and resultant gold sales currency exposures. The tenor of the hedges may extend out to ten years. The treasury and risk management policy sets limits on the extent to which the hedge position may change for the various levels of treasury management from dealer, through treasurer, executive management and board.

The financial risk management activities objectives of the group are as follows:

Safeguarding the group’s core earnings stream from its major assets through the effective control and management of gold and other commodity price risk, foreign exchange risk and interest rate risk;

Effective and efficient usage of credit facilities in both the short- and long-term through the adoption of reliable liquidity management planning and procedures;

Ensuring that investment and hedging transactions are undertaken with creditworthy counterparts; and

Ensuring that all contracts and agreements related to financial risk management activities are co-ordinated and consistent throughout the group and comply where necessary with all relevant regulatory and statutory requirements.

Under the treasury and risk management policy, treasury reports are produced at the following minimum intervals for review by management and the board of directors.

 

Ÿ

  

Daily

  

Treasurer

Ÿ

  

Monthly

  

Executive Committee

Ÿ

  

Quarterly

  

Audit and Risk Committee, Board of Directors and shareholder reports

The Treasury Risk Analyst is responsible for monitoring all reports for completeness and accuracy which are reviewed by the Treasurer.

At AngloGold Ashanti, all front office (dealing), middle office (risk reporting), back office (deal confirmations) and payment (treasury settlements) activities are segregated. All treasury transactions are captured on a third party developed treasury and risk management system that is widely used in corporate treasuries. The group internal audit function conducts regular and ad-hoc reviews of the activities of treasury and the group’s treasury system.

GOLD PRICE RISK MANAGEMENT ACTIVITIES

In the normal course of its operations, the group is exposed to gold and other commodity price, currency, interest rate, equity price, liquidity and non-performance risk, which includes credit risk. The group is also exposed to certain by-product commodity price risk. In order to manage these risks, the group may enter into transactions which make use of derivatives. The group has developed a risk management process to facilitate, control and monitor these risks.

Gold price risk arises from the risk of an adverse effect of current or future earnings resulting from fluctuations in the price of gold. The group eliminated its hedge book during 2010 and has since had full exposure to the spot price of gold.

IFRS guidance on derivatives and hedging requires that derivative instruments be accounted for as follows:

Contracts that meet the criteria for hedge accounting are designated as the hedging instruments hedging the variability of forecasted cash flows from the sale of production into the spot market and from capital expenditure denominated in a foreign currency and are classified as cash flow hedges. Cash flow hedge losses pertaining to capital expenditure of $2m as at 31 December 2014 (2013:2015 (2014: $2m) are expected to be reclassified from accumulated other comprehensive income and recognised as an adjustment to depreciation expense over the life of the Serra Grande mine.

All other derivatives are measured at their estimated fair value, with the changes in estimated fair value at each reporting date reported as gains or losses on derivatives in earnings in the period in which they occur.

229


Cash flows related to these instruments designated as qualifying hedges are reflected in the consolidated statement of cash flows in the same category as the cash flow from the items being hedged. Accordingly, cash flows relating to the settlement of forward sale commodity derivatives contracts hedging the forecasted sale of production into the spot market will be reflected upon settlement as a component of operating cash flows.

As at 31 December 20142015 and 20132014 the group had no outstanding commitments against future production as a result of the elimination of the hedge book during 2010.

Foreign exchange price risk protection agreements

The group, from time to time, may enter into currency forward exchange and currency option contracts to hedge certain anticipated transactions denominated in foreign currencies. The objective of the group’s foreign currency hedging activities is to protect the group from the risk that the eventual cash flows resulting from transactions denominated in US dollars will be adversely affected by changes in exchange rates.

As at 31 December 20142015 and 2013,2014, the group had no open forward exchange or currency option contracts in its currency hedge position.

Interest rate and liquidity risk

Fluctuations in interest rates impacts interest paid and received on the short-term cash investments and financing activities, giving rise to interest rate risk.

In the ordinary course of business, the group receives cash from the proceeds of its gold sales and is required to fund working capital requirements. This cash is managed to ensure surplus funds are invested in a manner to achieve market related returns while minimising risks.

The group is able to actively source financing at competitive rates. The counterparts are financial and banking institutions and their credit ratings are regularly monitored by the group.

Cash and loans advanced maturity profile

 

     2014  2013     2015   2014 
Maturity date Currency  Fixed rate
investment
amount
(million)
 Effective
rate %
 Floating rate
investment
amount
(million)
 Effective
rate %
  Fixed rate
investment
amount
(million)
 Effective
rate %
 Floating rate
investment
amount
(million)
 Effective
rate %
   Currency   Fixed rate
investment
amount
(million)
   Effective
rate %
   Floating rate
investment
amount
(million)
   Effective
rate %
   Fixed rate
investment
amount
(million)
   Effective
rate %
   Floating rate
investment
amount
(million)
   Effective
rate %
 

All less than one year

  $    -    -    274    0.10    -   -   432   0.10    $     100     0.39     159     0.17     -       -       274    0.10 
  ZAR    611    5.30    156    4.00    536   4.90   178   3.43    ZAR     260     6.12     325     5.37     611    5.30    156    4.00 
  AUD    -    -    17    3.00    -   -   32   3.00    AUD     -     -        28     3.00     -       -       17    3.00 
  BRL    -    -    36    10.86    -   -   33   8.14    BRL     -     -        63     13.37     -       -       36    10.86 
  ARS    -    -    5    23.00    -   -   9   18.00    ARS     -     -        208     20.00     -       -       5    23.00 

Borrowings maturity profile

 

 Within one year 

Between

one and two years

 

Between

two and five years

 After five years Total   Within one year   

Between

one and two years

   Between two
and five years
   After five years   Total 
Currency Borrowings
amount
(million)
 

Effective

rate

%

 Borrowings
amount
(million)
 

Effective

rate

%

 Borrowings
amount
(million)
 

Effective

rate

%

 Borrowings
amount
(million)
 

Effective

rate

%

 Borrowings
amount
(million)
   Borrowings
amount
(million)
   

Effective

rate

%

   Borrowings
amount
(million)
   

Effective

rate

%

   Borrowings
amount
(million)
   

Effective

rate

%

   Borrowings
amount
(million)
   

Effective

rate

%

   Borrowings
amount
(million)
 
$  124   5.1   95   1.8   9   2.4   2,975   6.7   3,203    45    6.6    -      -      1,361    6.0    1,032    5.5    2,438 
ZAR  1,135   7.1   777   7.1   100   10.2   396   13.8   2,408    794    8.3    27    10.3    1,116    7.8    351    14.3    2,288 
BRL  3    9.1   1   6.7   2   4.1   1   2.9   7    2    6.9    2    7.6    4    7.9    0    3.3    8 
AUD  -    -   146   4.8   167   4.8   -   -   313    5    6.8     85    4.4    72    4.9    55    6.8    217 

The table above is based on the borrowings as at 31 December 2015 including borrowing cost and accrued interest but excludes any fair value adjustments.

230


Interest rate risk

 

  Fixed for less than one year   Fixed for between one and three years   Fixed for greater than three years     
 Fixed for less than one year Fixed for between one and three years Fixed for greater than three years 

Total

Borrowings

amount

(million)

 
Currency 

Borrowings

amount

(million)

 

Effective

rate

%

 

Borrowings

amount

(million)

 

Effective

rate

%

 

Borrowings

amount

(million)

 

Effective

rate

%

   

Borrowings

amount

(million)

   

Effective

rate

%

   

Borrowings

amount

(million)

   

Effective

rate

%

   

Borrowings

amount

(million)

   

Effective

rate

%

   

Total

Borrowings

amount

(million)

 
$  124   5.1   97   1.8   2,982   6.7   3,203    45    6.6     —       —       2,393    5.8    2,438 
ZAR  1,135   7.1   802   7.2   471   13.3   2,408    794    7.8     1,050     7.7     444     13.4     2,288  
BRL  3    9.1   1   3.0   3   2.9   7    2    6.9    2    6.6    4    8.3    8 
AUD  -    -   176   4.8   137   4.8   313    5    6.8     143     4.4     69     6.8     217  

The table above is based on the borrowings as at 31 December 2015 including borrowing cost and accrued interest but excludes any fair value adjustments.

Non-performance risk

Realisation of contracts is dependent upon counterparts’ performance. The group has not obtained collateral or other security to support the financial instruments subject to non-performance risk, but the credit standing of counterparts was monitored on a regular basis throughout the year. The group spreads its business over a number of financial and banking institutions to minimise the risk of potential non-performance risk. Furthermore, the approval process of counterparts and the limits applied to each counterpart were monitored by the board of directors. Where possible, ISDA netting agreements were put in place.

The combined maximum credit risk exposure at balance sheet date amounts to $679$647 million for financial assets (2013: $887(2014: $678 million) and $9$nil million for financial guarantees (2013: $10(2014: $9 million). Credit risk exposure netted by open derivative positions with counterparts was nil (2013:(2014: nil). No set-off is applied to balance sheet amounts due to the different maturity profiles of assets and liabilities.

Fair value of financial instruments

The estimated fair values of financial instruments are determined at discrete points in time based on relevant market information. The estimated fair values of the group’s financial instruments, as measured at 31 December 20142015 and 2013,2014, are as follows (assets (liabilities)):

 

    31 December 2014   31 December 2013   31 December 2015 31 December 2014 
(millions)  

Carrying
Amount

$

 

Fair value

$

 

Carrying
Amount

$

 

Fair value

$

   

Carrying
Amount

$

 

Fair
value

$

 

Carrying
Amount

$

 

Fair
value

$

 

Cash and cash equivalents

   468    468    648    648     484    484    468    468  

Restricted cash

   51    51    77    77     60    60    51    51  

Short-term borrowings

   (175  (175  (213  (213   (82  (82  (175  (175

Short-term borrowings at fair value

   (48  (48  (45  (45   (18  (18  (48  (48

Long-term borrowings

   (2,173  (2,058  (2,325  (2,138   (2,157  (1,845  (2,173  (2,058

Long-term borrowings at fair value

   (1,325  (1,325  (1,308  (1,308   (480  (480  (1,325  (1,325

Listed investments - available for sale

   47    47    49    49     30    30    47    47  

Listed investments - held to maturity

   7    9    6    8     5    6    7    9  

Unlisted investments - held to maturity

   72    72    77    77     57    57    72    72  

The following methods and assumptions were used to estimate the fair value of each class of financial instrument:

Cash restricted for use, cash and cash equivalents

The carrying amounts approximate fair value.

Trade and other receivables and trade and other payables

The carrying amounts approximate fair value because of the short-term duration of these instruments.

231


Investments and other non-current assets

Listed equity investments classified as available-for-sale are carried at fair value while fixed income investments and other non-current assets are carried at amortised cost. The fair value of fixed income investments and other non-current assets has been calculated using market interest rates. The unlisted equity investments are carried at cost or fair value. Unlisted investments for which fair value can be reliably measured are carried at fair value while other unlisted investments for which there is no active market and the fair value cannot be reliably measured are carried at cost.

Borrowings

The $1.25bn 8.500% bonds due 2020 and the mandatory convertible bonds which were settled in September 2013 are carried at fair value. On 24 August 2015, AngloGold Ashanti Holdings plc offered to buy back up to $810m in aggregate principal amount of its outstanding high yield 8.500% bonds. The convertible bonds,offer was partially accepted and $779m was settled 99.1% in August 2013 and the balance in November 2013, and rated bonds are carried at amortised cost and their fair values are their closing market values at the reporting date. Thison 25 September 2015.

The high yield bond is included in level 1 of the fair value hierarchy. The interest rate on the remaining borrowings is reset on a short-term floating rate basis, and accordingly the carrying amount is considered to approximate fair value.

Derivatives

The fair values of volatility-based instruments (i.e. options) are estimated based on market prices, volatilities, credit risk and interest rates for the periods under review.

The following is the fair value of the derivative (liabilities)/assets split by accounting designation:

 

 
   31 December 2012 
   

Liabilities

 

 
(millions)  Balance Sheet location      

Non-hedge
Accounted

$

  

Total

$

 

 

 

Option component of convertible bonds

  Non-current liabilities - derivatives   (9  (9)  

Embedded derivatives

  Non-current liabilities - derivatives   (1  (1)  
    

 

 

 

Total derivatives

     (10  (10)  

 

 

Gain (loss) on non-hedge derivatives and other commodity contracts recognised

 

 

 
   Year ended 31 December 
   2014   2013 
(millions)  $   $ 

 

 

Unrealised

    

Other commodity contracts

   15     93  

Embedded derivatives

   -     1  
  

 

 

 

Gain (loss) on non-hedge derivatives and other commodity contracts

   15     94  
  

 

 

 

232


 

 
   Year ended 31 December 
   2015  2014 
(millions)  $  $ 

 

 

Unrealised

   

Other commodity contracts

   (7  13  

Embedded derivatives

   -      2  
  

 

 

 

(Loss) gain on non-hedge derivatives and other commodity contracts

   (7  15  
  

 

 

 

Other comprehensive income

 

(millions)  

Accumulated other
comprehensive income
as of 1 January 2014

$

  

Changes in fair
value recognised
in 2014

$

   

Reclassification
adjustments

$

   

 

Accumulated other
comprehensive income

as of 31 December
2014

$

 

 

 

Derivatives designated as

       

Capital expenditure

   (2            (2
  

 

 

 

Before tax totals

   (2            (2
  

 

 

 

After tax totals

   (1            (1
  

 

 

 
       

 

 
(millions)  

Accumulated other
comprehensive income
as of 1 January 2013

$

  

Changes in fair
value recognised
in 2013

$

   

Reclassification
adjustments

$

   

 

Accumulated other
comprehensive income
as of 31 December
2013

$

 

 

 

Derivatives designated as

       

Capital expenditure

   (3  1          (2
  

 

 

 

Before tax totals

   (3  1          (2
  

 

 

 

After tax totals

   (2  1          (1
  

 

 

 

Maturity profile of derivatives, at carrying value

(millions)  

Total

$

  

 

2012

Assets

$

   

Liabilities

$

 

 

 

Amounts to mature within twelve months of balance sheet date

              

Amounts maturing between one and two years

   (9       (9

Amounts maturing between two and five years

              

Amounts to mature thereafter

   (1       (1
  

 

 

 

Total

   (10       (10
  

 

 

 
(millions)  

Accumulated other
comprehensive income
as of 1 January 2015

$

  

Changes in fair
value recognised
in 2015

$

   

Reclassification
adjustments

$

   

 

Accumulated other
comprehensive income

as of 31 December
2015

$

 

 

 

Derivatives designated as

       

Capital expenditure

   (2            (2
  

 

 

 

Before tax totals

   (2            (2
  

 

 

 

After tax totals

   (1            (1
  

 

 

 
       

 

 
(millions)  

Accumulated other
comprehensive income
as of 1 January 2014

$

  

Changes in fair
value recognised
in 2014

$

   

Reclassification
adjustments

$

   

 

Accumulated other
comprehensive income
as of 31 December
2014

$

 

 

 

Derivatives designated as

       

Capital expenditure

   (2            (2
  

 

 

 

Before tax totals

   (2            (2
  

 

 

 

After tax totals

   (1            (1
  

 

 

 

$1.25bn bonds

The $1.25bn 8.500% bonds due 2020 valuation is primarily linked to market interest rates. A change of +0.5% and -0.5% in market interest rates will generally impact the fair value of the $1.25bn liability in a stable environment by -$25m7m and +$25m7m respectively.

Foreign exchange risk

Foreign exchange risk arises on financial instruments that are denominated in a foreign currency.

The following table discloses the approximate foreign exchange risk sensitivities of borrowings at 31 December 20142015 (actual changes in the timing and amount of the following variables may differ from the assumed changes below).

 

   20142015 
  

 

 
   

Change in

            exchange rate

  

 

Change in
borrowings

Total

 
      $M 

 

 

Debt

    

ZAR denominated (R/$)

  Spot (+R1.50)   (21)(12)  

ARS denominated (ARS/$)

  Spot (+ARS0.5)    

AUD denominated (AUD/$)

  Spot (+AUD0.1)   (19)(11)  
    

 

 
   20142015 
  

 

 
   

            Change in

exchange rate

  

Change in
borrowings

Total

 
      $M 

 

 

Debt

    

ZAR denominated (R/$)

  Spot (-R1.50)   2814 

ARS denominated (ARS/$)

  Spot (-ARS0.5)    

AUD denominated (AUD/$)

  Spot (-AUD0.1)   2312 
    

 

 

 

233


ITEM 12: DESCRIPTION OF SECURITIES OTHER THAN EQUITY SECURITIES

 

12A.

 Debt Securities

 

    

Not applicable

 

12B.

 Warrants and Rights

 

    

Not applicable

 

12C.

Other Securities

 

    

Not applicable

 

12D.

 American Depositary Shares

 

12D.3

 Depositary Fees and Charges

AngloGold Ashanti’s American Depositary Shares, or ADSs, each representing one of AngloGold Ashanti’s ordinary shares, are traded on the New York Stock Exchange under the symbol “AU.” The ADSs are evidenced by American Depositary Receipts, or ADRs, issued by The Bank of New York Mellon, as Depositary under the Amended and Restated Deposit Agreement dated as of 3 June 2008, among AngloGold Ashanti Limited, The Bank of New York Mellon and owners and beneficial owners of from time to time of ADRs. ADS holders may have to pay the following service fees to the Depositary:

 

Service

  

Fees (USD)

Issuance of ADSs

  Up to 5 cents per ADS(1)

Cancellation of ADSs

  Up to 5 cents per ADS(1)

Distribution of cash dividends or other cash distributions

  Up to 2 cents per ADS(2)

Distribution of securities pursuant to

  

(i) stock dividends, free stock distributions or

  

(ii) exercises of rights to purchase additional ADSs

  Up to 5 cents per ADS(2)

ADR Depositary Services fee

  Up to 2 cents per year(2)

 

(1) 

These fees are typically paid to the Depositary by the brokers on behalf of their clients receiving the newly-issued ADSs from the Depositary and by the brokers on behalf of their clients delivering the ADSs to the Depositary for cancellation. The brokers in turn charge these transaction fees to their clients.

(2)

In practice, the Depositary has not collected these fees. If collected, such fees are offset against the related distribution made to the ADR holder.

In addition, ADS holders are responsible for certain fees and expenses incurred by the Depositary on their behalf including (1) taxes and other governmental charges, (2) such registration fees as may from time to time be in effect for the registration of transfers of ordinary shares generally on the share register and applicable to transfers of ordinary shares to the name of the Depositary or its nominee or the Custodian or its nominee on the making of deposits or withdrawals, and (3) such cable, telex and facsimile transmission expenses as are expressly incurred by the Depositary in the conversion of foreign currency.

Fees and other charges payable by the Depositary, any of the Depositary’s agents, including the Custodian, or the agents of the Depositary’s agents in connection with the servicing of Shares or other Deposited Securities, shall be collected at the sole discretion of the Depositary by billing such owners for such charge or by deducting such charge from one or more cash dividends or other cash distributions.

For further information, refer to “Item 10C.:10C: Material Contracts – The Deposit Agreement”.

 

12D.4 

Depositary Payments for 20142015

For the year ended 31 December 2014,2015, The Bank of New York Mellon, as Depositary, reimbursed AngloGold Ashanti an amount of $789,579 (2013: $587,059)$553,697 (2014: $789,579) mainly for investor relations related expenses.

234


PART II

ITEM 13:   DEFAULTS, DIVIDEND ARREARAGES AND DELINQUENCIES

None.

235


ITEM 14:   MATERIAL MODIFICATIONS TO THE RIGHTS OF SECURITY HOLDERS AND USE

OF PROCEEDS

None.

236


ITEM 15: CONTROLS AND PROCEDURES

 

(a)

Disclosure Controls and Procedures:As of 31 December 20142015 (the “Evaluation Date”), the company, under the supervision and with the participation of its management, including the chief executive officer and chief financial officer has evaluated the effectiveness of the company’s disclosure controls and procedures (as defined in Rules 13(a)13a – 15(e) and 15(d)15d – 15(e) under the Securities Exchange Act of 1934, as amended (“the Exchange Act”)). Based on such evaluation, the chief executive officer and chief financial officer have concluded that, as of the Evaluation Date, the company’s disclosure controls and procedures are effective, and are reasonably designed to ensure that information required to be disclosed by the company in reports that it files or submits under the Exchange Act is recorded, processed, summarized and reported within the time periods specified in the rules and forms of the Securities and Exchange Commission. These disclosure controls and procedures include without limitation, controls and procedures designed to ensure that information required to be disclosed by the company in reports that it files or submits under the Exchange Act is accumulated and communicated to the company’s management, including its chief executive officer and chief financial officer, as appropriate to allow timely decisions regarding disclosure.

 

(b)

Management’s Annual Report on Internal Control over Financial Reporting:Management is responsible for establishing and maintaining adequate internal control over financial reporting for the company, as defined in the Exchange Act Rule 13(a)13a – 15(f) and 15(d)15d -15(f). The company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of the company’s financial statements for external purposes in accordance with International Financial Reporting Standards as issued by the International Accounting Standards Board.

The company’s internal control over financial reporting includes those policies and procedures that:

 

Pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect transactions and dispositions of the assets of the company;

Provide reasonable assurance that the transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorisations of management and the Directors of the company; and

Provide reasonable assurance regarding prevention or timely detection of unauthorised acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.

Because of inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Projections of any evaluation of effectiveness to future periods is subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with policies and procedures may deteriorate.

The company’s management assessed the effectiveness of the company’s internal control over financial reporting as of the Evaluation Date. In making this assessment, management used the criteria set forth by the Committee of Sponsoring OrganizationsOrganisations of the Treadway Commission (COSO) in Internal Control – Integrated Framework and related illustrative documents released on May 14, May 2013. Based on this assessment, and using those criteria, management concluded that the company’s internal control over financial reporting was effective as of the Evaluation Date.

 

(c)

Changes in Internal Control over Financial Reporting:The Company maintains a system of internal control over financial reporting that is designed to provide reasonable assurance that its books and records accurately reflect transactions and that established policies and procedures are followed. There have been no changesThe Company started in 2013 with the company’simplementation of an enterprise resource planning (“ERP”) system on a staggered basis and concluded with the implementation in quarter four of 2013 at all operations excluding its Continental Africa Region, for financial reasons. The ERP implementation will continue at the remainder of the Continental Africa operations, with the exception of Obuasi, until quarter two of 2017. The continuous implementation will result in a change to the system of internal control over financial reporting identifiedat the affected sites. The Company continues to implement the global ERP system to improve standardization and automation, and not in connection with the evaluation required by paragraph (d) of Exchange Act Rule 13(a) – 15 during the year ended 31 December 2014 that have materially affected, or are reasonably likelyresponse to materially affect, the company’sa deficiency in its internal control over financial reporting. The Company believes that the continuing implementation of the ERP system and related changes to internal controls will enhance its internal controls over financial reporting while providing the ability to scale its business in the future. The Company has taken the necessary steps to monitor and maintain appropriate internal control over financial reporting during this period of change and will continue to evaluate the operating effectiveness of related key controls during subsequent periods.

There have been no further changes in the company’s internal control over financial reporting identified in connection with the evaluation required by paragraph (d) of Exchange Act Rule 13(a) – 15 during the year ended December 31, 2015 that have materially affected, or are reasonably likely to materially affect, the company’s internal control over financial reporting.

See Item 3D, Risk Factors, of this annual report on Form 20F for risk factors related to the implementation and integration of information technology systems.

 

(d)

Attestation Report of the Registered Public Accounting Firm: The Company’s independent registered accounting firm, Ernst & Young Inc., has issued an attestation report on the effectiveness of the company’s internal control over financial reporting. This report appears below.

/s/ KC Ramon

Kandimathie Christine Ramon

Chief Financial Officer

/s/ S Venkatakrishnan

Srinivasan Venkatakrishnan

Chief Executive Officer

237


REPORT OF THE INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM

The board of directors and stockholders of AngloGold Ashanti Limited

We have audited AngloGold Ashanti Limited’s internal control over financial reporting as of 31 December 2014,2015, based on criteria established in Internal Control—Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework) (the COSO criteria). AngloGold Ashanti Limited’s management is responsible for maintaining effective internal control over financial reporting, and for its assessment of the effectiveness of internal control over financial reporting included in the accompanying management certification. Our responsibility is to express an opinion on the Company’s internal control over financial reporting based on our audit.

We conducted our audit in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about whether effective internal control over financial reporting was maintained in all material respects. Our audit included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, testing and evaluating the design and operating effectiveness of internal control based on the assessed risk, and performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion.

A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles.International Financial Reporting Standards (IFRS) as issued by the International Accounting Standards Board (IASB). A company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principlesIFRS and that receipts and expenditures of the company are being made only in accordance with authorizationsauthorisations of management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorised acquisition, use or disposition of the company’s assets that could have a material effect on the financial statements.

Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.

In our opinion, AngloGold Ashanti Limited maintained, in all material respects, effective internal control over financial reporting as of 31 December 2014,2015, based on the COSO criteria.

We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States), the 20142015 consolidated financial statements of AngloGold Ashanti Limited and our report dated 02 April 201531 March 2016 expressed an unqualified opinion thereon.

 

/s/ Ernst & Young Inc.

Ernst & Young Inc.

Registered Auditor

Johannesburg, Republic of South Africa

02 April 201531 March 2016

238


ITEM 16A: AUDIT COMMITTEE FINANCIAL EXPERT

Membership of the Audit and Risk Committee, including its chairman, comprises only independent non-executive directors, in compliance with the Sarbanes-Oxley Act. This also fulfils the guidelines of King III, which became effective in March 2010, and the requirements of the Companies Act of 2008, which became effective on 1 May 2011. The Sarbanes-Oxley Act requires the board to identify a financial expert from within its ranks. The board has resolved that Prof. Wiseman Nkuhlu is the Audit and Risk Committee’s financial expert. Three ofIndividually, the fourremaining members of the committee have considerable financial knowledge and experience in associated areas such as audit, risk and corporate governance to help oversee and guide the board and the company in respect of the audit, risk and corporate governance disciplines. Subsequent to year-end, Mr Albert Garner and Ms Maria Richter were appointed to the Audit and Risk Committee, subject to election by the shareholders at the Annual General Meeting of 6 May 2015.company.

239


ITEM 16B: CODE OF ETHICS AND WHISTLE-BLOWING POLICIES

In order to comply with the company’s obligation in terms of the Sarbanes-Oxley Act and King III, and in the interests of good governance, the company has systems and procedures to introduce, monitor and enforce its ethical codes and has adopted a code of business principles and ethics for employees and directors, a code of ethics for the Chief Executive Officer, Chief Financial Officer and Senior Financial Officers, and a whistle-blowing policy that encourages employees to report anonymously if they wish and without fear of retaliation acts of an unethical or illegal nature that affect the company’s interests. The code of business principles and ethics expresses the company’s commitment to the conduct of its business in line with ethical standards and is designed to enable employees and directors to perform their roles and duties with integrity and responsibility.

The whistle-blowing policy provides channels for employees to report acts and practices that are in conflict with the company’s code of business principles and ethics or are unlawful, including financial malpractice or dangers to the public or the environment. Reports may be made to management or through several mediums including the intranet, internet, telephone, short messaging system (sms), fax and post. All reports not made to management are administered by a third party, Tip-Offs Anonymous, to ensure independence of the process. Reported cases are relayed to management through internal audit. A report is provided by internal audit to the Serious Concerns Committee on a quarterly basis and Audit and Risk Committee on a quarterly basis. Reporters have the option to request feedback on reported cases. The whistle-blowing policy encourages reports to be made in good faith in a responsible and ethical manner. Employees are encouraged to first seek resolution of alleged malpractices through discussion with their direct managers, if appropriate, or other management including legal, compliance, human resources or internal audit.

The code of business principles and ethics for employees and directors and the code of ethics for the Chief Executive Officer, Chief Financial Officer and Senior Financial Officers are available on the company’s website at

http://www.anglogoldashanti.com/en/About-Us/corporategovernance/Pages/default.aspx

240


ITEM 16C: PRINCIPAL ACCOUNTANT FEES AND SERVICES

Ernst & Young Inc. has served as AngloGold Ashanti’s independent public accountants for each of the financial years in the three-year period ended 31 December 2014,2015, for which audited financial statements appear in this annual report on Form 20-F.

The following table presents the aggregate fees for professional services and other services rendered by Ernst & Young Inc. to AngloGold Ashanti in 20142015 and 2013.2014.

 

(in millions)    2014
$
     

2013 

    2015
$
     

2014 

Audit fees(1)

     6.65      7.97      5.66      6.65 

Audit-related fees(2)

      2.26      4.72       1.61      2.26 

Tax fees(3)

      0.34      0.48       0.65      0.34 

All other fees(4)

      0.13            0.20      0.13 

Total

      9.38      13.17       8.12      9.38 

Rounding may result in computational differences.

 

(1) 

The Audit fees consist of fees billed for the annual audit services engagement and other audit services, which are those services that only the external auditor reasonably can provide, and include the Company audit; statutory audits; attest services; and assistance with and review of documents filed with the SEC.

(2) 

Audit-related fees consist of fees billed for assurance and related services.

(3)

Tax fees include fees billed for tax advice and tax compliance services.

(4) 

All other fees include non-audit services.

Audit and Risk Committee Pre-approval Policies and Procedures

It is the policy of AngloGold Ashanti to maintain compliance with the requirements of the various applicable legislation and good governance practices when appointing or assigning work to the Company’s external auditor. Non-audit services may not be undertaken without an employee of AngloGold Ashanti obtaining the pre-approval of the Audit and Risk Committee as is laid out in the procedures relating to the pre-approval process.

The Audit and Risk Committee has delegated the approval authority to the chairman of the committee, Rhidwaan Gasant or his designated official. The approval may take the form of a written or oral instruction, and in the case of an oral instruction this would be ratified at the next Audit and Risk Committee meeting. On a quarterly basis a summary of all approvals and work to date is tabled at the Audit and Risk Committee meeting.

All non-audit services provided to AngloGold Ashanti by the principal independent registered public accounting firm during 20142015 were reviewed and approved according to the procedures above. None of the services provided during 20142015 were approved under thede minimis exception allowed under the Exchange Act.

No work was performed by persons other than the principal accountant’s employees in respect of the audit of AngloGold Ashanti’s financial statements for 2014.2015.

ITEM 16D: EXEMPTIONS FROM THE LISTING STANDARDS FOR AUDIT COMMITTEES

Not applicable.

ITEM 16E: PURCHASES OF EQUITY SECURITIES BY THE ISSUER AND AFFILIATED PURCHASERS

Neither the issuer nor any affiliate of the issuer purchased any of the company’s shares during 2014.2015.

241


ITEM 16F: CHANGE IN REGISTRANT’S CERTIFYING ACCOUNTANT

Not applicable.

ITEM 16G: CORPORATE GOVERNANCE

The following is a summary of the significant ways in which AngloGold Ashanti’s corporate governance practices differ from those followed by US domestic companies under the New York Stock Exchange’s corporate governance listing standards (NYSE listing standards).

The NYSE listing standards require the appointment of a Nominations Committee to oversee the appointment of new directors to the board, and that such committee be comprised solely of independent directors. The JSE Listing Requirements also require the appointment of such a committee, but require that it be comprised solely of non-executive directors, the majority of whom must be independent.

The company has approved a Nominations Committee of AngloGold Ashantithe Board. The Nominations Committee’s membership comprises only non-executive board members, all of whom are independent, as defined in the King Code and is made up of non-executive directors as requiredchaired by the JSE Listings Requirements. TheIndependent Chairman of the Committee is the Chairman of the Board, who although non-executive was not independent until around November 2014 when he was no longer a participant in AngloGold Ashanti’s BEE transaction.Board.

ITEM 16H: MINE SAFETY DISCLOSURE

The information concerning certain mine safety violations or other regulatory matters required pursuant to Section 1503(a) of the Dodd-Frank Wall Street Reform and Consumer Protection Act and this Item 16H is included in Exhibit 19.16 to this annual report on Form 20-F.

242


PART III

ITEM 17: FINANCIAL STATEMENTS

Not applicable.

243


ITEM 18:ITEM 18: FINANCIAL STATEMENTS

The consolidated financial statements for the year ended 31 December 2015 were authorised for issue by the Board of Directors on 31 March 2016 and were signed on its behalf by Srinivasan Venkatakrishnan, Chief Executive Officer, Kandimathie Christine Ramon, Chief Financial Officer, Sipho Pityana, Chairman of the Board of Directors, and Rhidwaan Gasant, Chairman of the Audit and Risk Committee.

244


Report of Independent Registered Public Accounting Firm

The board of directors and stockholdersshareholders of AngloGold Ashanti Limited

We have audited the accompanying consolidated statement of financial position of AngloGold Ashanti Limited (“the Company”) as of 31 December 2015, 2014 2013 and 2012,2013, and the related consolidated statements of income, comprehensive income, changes in equity and cash flows for each of the three years in the period ended 31 December 2014.2015. These financial statements are the responsibility of the Company’s management. Our responsibility is to express an opinion on these financial statements based on our audits.

We did not audit the financial statements of Kibali (Jersey) Limited (“Kibali”), a corporation in which the Company has a 50 percent interest. In the consolidated financial statements, the Company’s investment in Kibali is stated at $1,406 million, $1,369 million $1,241 million and $797$1,241 million as of 31 December 2015, 2014 2013 and 2012,2013, respectively. The Company’s equity in the net income/(loss)income of Kibali is stated at $70 million, $72 million ,and $26 million and $(1) million for the years ended 31 December 2015, 2014 2013 and 2012,2013, respectively. Those statements were audited by other auditors whose report has been furnished to us, and our opinion, insofar as it relates to the amounts included for Kibali, is based solely on the report of the other auditors.

We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe that our audits and the report of other auditors provide a reasonable basis for our opinion.

In our opinion, based on our audits and the report of other auditors, the financial statements referred to above present fairly, in all material respects, the consolidated financial position of AngloGold Ashanti Limited at 31 December 2015, 2014, 2013, and 2012,2013, and the consolidated results of its operations and its cash flows for each of the three years in the period ended 31 December 2014,2015, in conformity with International Financial Reporting Standards as issued by the International Accounting Standards Board (“IASB”).

We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States), AngloGold Ashanti Limited’s internal control over financial reporting as of 31 December 2014,2015, based on criteria established in Internal Control-Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework) and our report dated 02 April 201531 March 2016 expressed an unqualified opinion thereon.

/s/ Ernst & Young Inc.

Registered Auditor

Johannesburg, Republic of South Africa

02 April 201531 March 2016

245


PAGE LEFT BLANK INTENTIONALLY

246


ANGLOGOLD ASHANTI LIMITED

Group – income statement

FOR THE YEARS ENDED 31 DECEMBER 2015, 2014 2013 and 20122013

 

Figures in millions      Notes  2014   2013   2012       Notes  2015   

2014

Restated

   

2013

Restated

 
        US Dollars         US Dollars 

Revenue

  3      5,378     5,708     6,632    3      4,174     5,110     5,383  

Gold income

  2,3     5,218     5,497     6,353    2,3     4,015     4,952     5,172  

Cost of sales

  4     (4,190)     (4,146)     (3,964)    4     (3,294)     (3,972)     (3,947)  

Gain (loss) on non-hedge derivatives and other commodity contracts

  37      15     94     (35)  

(Loss) gain on non-hedge derivatives and other commodity contracts

  36      (7)     13     94  

Gross profit

  2     1,043     1,445     2,354    2     714     993     1,319  

Corporate administration, marketing and other expenses

  5     (92)     (201)     (291)    5     (78)     (92)     (201)  

Exploration and evaluation costs

       (144)     (255)     (395)         (132)     (142)     (250)  

Other operating expenses

  6     (28)     (19)     (47)    6     (96)     (28)     (19)  

Special items

  7      (260)     (3,410)     (402)    7      (71)     (260)     (2,951)  

Operating profit (loss)

       519     (2,440)     1,219         337     471     (2,102)  

Dividends received

  3     -     5     7    3     -     -     5  

Interest received

  3     24     39     43    3     28     24     39  

Exchange (loss) gain

       (7)     14     8         (17)     (7)     14  

Finance costs and unwinding of obligations

  8     (278)     (296)     (231)    8     (245)     (276)     (293)  

Fair value adjustment on $1.25bn bonds

       (17)     (58)     -  

Fair value adjustment on option component of convertible bonds

       -     9     83  

Fair value adjustment on mandatory convertible bonds

       -     356     162  

Share of associates and joint ventures’ loss

  9      (25)     (162)     (30)  

Fair value adjustment on issued bonds

       66     (17)     307  

Share of associates and joint ventures’ profit (loss)

  9      88     (25)     (162)  

Profit (loss) before taxation

       216     (2,533)     1,261         257     170     (2,192)  

Taxation

  12      (255)     333     (346)    13      (211)     (225)     237  

(Loss) profit for the year

        (39)     (2,200)     915  

Profit (loss) after taxation from continuing operations Discontinued operations

       46     (55)     (1,955)  

(Loss) profit from discontinued operations

  10      (116)     16     (245)  

Loss for the year

        (70)     (39)     (2,200)  

Allocated as follows

                    

Equity shareholders

       (58)     (2,230)     897            

- Continuing operations

       31     (74)     (1,985)  

- Discontinued operations

       (116)     16     (245)  

Non-controlling interests

        19     30     18            

- Continuing operations

        15     19     30  
        (39)     (2,200)     915          (70)     (39)     (2,200)  

Basic (loss) earnings per ordinary share (cents)

  13     (14)     (568)     232  

Basic loss per ordinary share (cents)

  14        

Earnings (loss) per ordinary share from continuing operations

       8     (18)     (506)  

(Loss) earnings per ordinary share from discontinued operations

       (28)     4     (62)  

Basic loss per ordinary share (cents)

       (20)     (14)     (568)  

Diluted (loss) earnings per ordinary share (cents)

  13      (14)     (631)     177  

Diluted loss per ordinary share (cents)

  14        

Earnings (loss) per ordinary share from continuing operations

       8     (18)     (571)  

(Loss) earnings per ordinary share from discontinued operations

       (28)     4     (62)  

Diluted loss per ordinary share (cents)

         (20)     (14)     (631)  

 

F - 1


ANGLOGOLD ASHANTI LIMITED

Group – statement of comprehensive income

FOR THE YEARS ENDED 31 DECEMBER 2015, 2014 2013 and 20122013

 

Figures in million      2014   2013   2012   
Figures in millions      2015   

2014

Restated

   

2013

Restated

   
            US Dollars      US Dollars   

(Loss) profit for the year

     (39)     (2,200)     915      

Loss for the year

     (70)     (39)     (2,200)      

Items that will be reclassified subsequently to profit or loss:

                        

Exchange differences on translation of foreign operations

      (201)     (433)     (92)             (371)     (201)     (433)       

Share of associates and joint ventures’ other comprehensive income

     1     -     -       

Net loss on available-for-sale financial assets

     -     (23)     (27)            (14)     -     (23)       

Release on impairment of available-for-sale financial assets (note 7)

     2     30     16       

Release on impairment of available-for-sale financial assets

     9     2     30       

Release on disposal of available-for-sale financial assets

     (1)     (1)     -            (3)     (1)     (1)       

Cash flow hedges

     -     1     -            -     -     1       

Deferred taxation thereon

     (1)     2     6            1     (1)     2       
     -     9     (5)            (7)     -     9       

Items that will not be reclassified subsequently to profit or loss:

                          

Actuarial (loss) gain recognised

     (22)     69     (14)       

Deferred taxation rate change thereon

     -     -     (9)       

Actuarial gain (loss) recognised

     17     (22)     69       

Deferred taxation thereon

     6     (20)     3            (3)     6     (20)       
      (16)     49     (20)             14     (16)     49       
                        

Other comprehensive loss for the year, net of tax

      (217)     (375)     (117)             (363)     (217)     (375)       
                        

Total comprehensive (loss) income for the year, net of tax

      (256)     (2,575)     798       

Total comprehensive loss for the year, net of tax

      (433)     (256)     (2,575)       

Allocated as follows

                        

Equity shareholders

     (275)     (2,605)     780                  

- Continuing operations

     (332)     (291)     (2,360)      

- Discontinued operations

     (116)     16     (245)      

Non-controlling interests

      19     30     18                   

- Continuing operations

      15     19     30       
       (256)     (2,575)     798              (433)     (256)     (2,575)       

 

F - 2


ANGLOGOLD ASHANTI LIMITED

Group – statement of financial position

FOR THE YEARS ENDED 31 DECEMBER 2015, 2014 2013 and 20122013

 

Figures in millions      Notes      2014   2013   2012       Notes      2015   2014   2013 
     US Dollars      US Dollars 

ASSETS

                

Non-current assets

                

Tangible assets

  15   4,863     4,815     7,776    16   4,058     4,863     4,815  

Intangible assets

  16   225     267     315    17   161     225     267  

Investments in associates and joint ventures

  18   1,427     1,327     1,047    19   1,465     1,427     1,327  

Other investments

  19   126     131     167    20   91     126     131  

Inventories

  20   636     586     610    21   90     636     586  

Trade and other receivables

  22   20     29     79  

Trade, other receivables and other assets

  23   13     20     29  

Deferred taxation

  30   127     177     97    30   1     127     177  

Cash restricted for use

  23   36     31     29    24   37     36     31  

Other non-current assets

  21   25     41     7    22   18     25     41  
           7,485     7,404     10,127             5,934     7,485     7,404  

Current assets

                

Other investments

  19   -     1     -    20   1     -     1  

Inventories

  20   888     1,053     1,213    21   646     888     1,053  

Trade and other receivables

  22   278     369     472  

Trade, other receivables and other assets

  23   196     278     369  

Cash restricted for use

  23   15     46     35    24   23     15     46  

Cash and cash equivalents

  24   468     648     892    25   484     468     648  
     1,649     2,117     2,612       1,350     1,649     2,117  

Non-current assets held for sale

  25   -     153     -       -     -     153  
     1,649     2,270     2,612       1,350     1,649     2,270  
                

Total assets

      9,134     9,674     12,739        7,284     9,134     9,674  

EQUITY AND LIABILITIES

                

Share capital and premium

  26   7,041     7,006     6,742    26   7,066     7,041     7,006  

Accumulated losses and other reserves

     (4,196)     (3,927)     (1,269)       (4,636)     (4,196)     (3,927)  

Shareholders’ equity

     2,845     3,079     5,473       2,430     2,845     3,079  

Non-controlling interests

     26     28     21       37     26     28  

Total equity

     2,871     3,107     5,494       2,467     2,871     3,107  

Non-current liabilities

                

Borrowings

  27   3,498     3,633     2,724    27   2,637     3,498     3,633  

Environmental rehabilitation and other provisions

  28   1,052     963     1,238    28   847     1,052     963  

Provision for pension and post-retirement benefits

  29   147     152     221    29   107     147     152  

Trade, other payables and deferred income

  31   15     4     10    31   5     15     4  

Derivatives

  37   -     -     10  

Deferred taxation

  30   567     579     1,084    30   514     567     579  
     5,279     5,331     5,287       4,110     5,279     5,331  

Current liabilities

                

Borrowings

  27   223     258     859    27   100     223     258  

Trade, other payables and deferred income

  31   695     820     979    31   516     695     820  

Bank overdraft

  24   -     20     -    25   -     -     20  

Taxation

  32   66     81     120    32   91     66     81  
     984     1,179     1,958       707     984     1,179  

Non-current liabilities held for sale

  25   -     57     -       -     -     57  
     984     1,236     1,958       707     984     1,236  
                      

Total liabilities

     6,263     6,567     7,245       4,817     6,263     6,567  
                

Total equity and liabilities

      9,134     9,674     12,739        7,284     9,134     9,674  

 

F - 3


ANGLOGOLD ASHANTI LIMITED

Group – statement of cash flows

FOR THE YEARS ENDED 31 DECEMBER 2015, 2014 2013 and 20122013

 

Figures in millions  Notes  2014   2013   2012   Notes  2015   

2014

Restated

   

2013

Restated

 
     US Dollars      US Dollars 

Cash flows from operating activities

                

Receipts from customers

     5,351     5,709     6,523       4,154     5,083     5,384  

Payments to suppliers and employees

     (3,978)     (4,317)     (4,173)       (2,904)     (3,740)     (4,077)  

Cash generated from operations

  33   1,373     1,392     2,350    33   1,250     1,343     1,307  

Dividends received from joint ventures

     -     18     72       57     -     18  

Taxation refund

  32   41     23     54    32   21     41     23  

Taxation paid

  32   (194)     (187)     (507)    32   (184)     (194)     (187)  

Net cash inflow from operating activities from continuing operations

     1,144     1,190     1,161  

Net cash (outflow) inflow from operating activities from discontinued operations

     (5)     30     85  

Net cash inflow from operating activities

     1,220     1,246     1,969       1,139     1,220     1,246  

Cash flows from investing activities

                

Capital expenditure

                

- project capital

     (289)     (594)     (779)       (105)     (144)     (465)  

- stay-in-business capital

     (724)     (907)     (1,146)       (559)     (700)     (898)  

Interest capitalised and paid

     (1)     (5)     (12)       -     -     (5)  

Expenditure on intangible assets

     (5)     (68)     (79)       (3)     (5)     (68)  

Proceeds from disposal of tangible assets

     31     10     5       6     31     10  

Other investments acquired

     (79)     (91)     (97)       (86)     (79)     (91)  

Proceeds from disposal of other investments

     73     81     86       81     73     81  

Investments in associates and joint ventures

     (65)     (472)     (349)       (11)     (65)     (472)  

Proceeds from disposal of associates and joint ventures

     -     6     20       1     -     6  

Loans advanced to associates and joint ventures

     (56)     (41)     (65)       (5)     (56)     (41)  

Loans repaid by associates and joint ventures

     20     33     1       2     20     33  

Dividends received

     -     5     7       -     -     5  

Proceeds from disposal of subsidiary

  25, 34   105     2     6  

Cash in subsidiary acquired

  34   -     -     5  

Cash in subsidiary disposed

  34   -     -     (31)  

Cash balances in assets held for sale

     2     (2)     -  

Acquisition of subsidiary and loan

  34   -     -     (335)  

Decrease (increase) in cash restricted for use

     24     (20)     (3)  

Proceeds from disposal of business and subsidiary

     819     105     2  

Costs on disposal of business

     (7)     -     -  

Cash balances in assets disposed

     (2)     2     (2)  

(Increase) decrease in cash restricted for use

     (17)     24     (20)  

Interest received

     21     23     36       25     21     23  

Loans advanced

     -     -     (45)  

Net cash outflow from investing activities

     (943)     (2,040)     (2,775)  

Net cash inflow (outflow) from investing activities from continuing operations

     139     (773)     (1,902)  

Net cash outflow from investing activities from discontinued operations

     (59)     (170)     (138)  

Net cash inflow (outflow) from investing activities

     80     (943)     (2,040)  

Cash flows from financing activities

                

Proceeds from issue of share capital

     -     -     2  

Proceeds from borrowings

     611     2,344     1,432       421     611     2,344  

Repayment of borrowings

     (761)     (1,486)     (217)       (1,288)     (755)     (1,480)  

Finance costs paid

     (245)     (200)     (145)       (251)     (246)     (200)  

Acquisition of non-controlling interest

     -     -     (215)  

Revolving credit facility and bond transaction costs

     (9)     (36)     (30)  

Bond settlement premium, RCF and bond transaction costs

     (61)     (9)     (36)  

Dividends paid

     (17)     (62)     (236)       (5)     (17)     (62)  

Net cash (outflow) inflow from financing activities from continuing operations

     (1,184)     (416)     566  

Net cash outflow from financing activities from discontinued operations

     (2)     (5)     (6)  

Net cash (outflow) inflow from financing activities

     (421)     560     591       (1,186)     (421)     560  

Net decrease in cash and cash equivalents

     (144)     (234)     (215)  

Net increase (decrease) in cash and cash equivalents

     33     (144)     (234)  

Translation

     (16)     (30)     (5)       (17)     (16)     (30)  

Cash and cash equivalents at beginning of year

     628     892     1,112       468     628     892  

Cash and cash equivalents at end of year

  24   468     628     892    25   484     468     628  

 

F - 4


ANGLOGOLD ASHANTI LIMITED

Group – statement of changes in equity

FOR THE YEARS ENDED 31 DECEMBER 2015, 2014 2013 and 20122013

 

Figures in million Equity holders of the parent        
 Equity holders of the parent        
Figures in million Share capital
and premium
 

Other

capital
reserves (1)

 Accumulated
losses (2)
 Cash flow
hedge
reserve (3)
 Available-
for-sale
reserve (4)
 Actuarial
(losses)
gains
 Foreign
currency
translation
reserve
  Total 

Non-

controlling
interests

 Total
equity
  Share capital
and premium
 Other
capital
reserves(1)
 Accumulated
losses(2)
 Cash  flow
hedge
reserve(3)
 Available-
for-sale
reserve(4)
 Actuarial
(losses)
gains
 Foreign
currency
translation
reserve
  Total 

Non-

controlling
interests

 Total
equity
 
  

US Dollars

                      

Balance at 31 December 2011

  6,689    171    (1,351  (2  18    (73  (469  4,983    137    5,120  

Profit for the year

    897         897    18    915  

Other comprehensive loss

  (5  (20  (92  (117  (117

Total comprehensive income (loss)

  -    -    897    -    (5  (20  (92  780    18    798  

Shares issued

  53           53     53  

Share-based payment for share awards net of exercised

   15          15     15  

Acquisition of non-controlling interest(5)

    (144       (144  (71  (215

Disposal of subsidiary(6)

          -    (45  (45

Dividends paid (note 14)

    (215       (215   (215

Dividends of subsidiaries

          -    (17  (17

Translation

  (9  7    3      1    (1  -  

Balance at 31 December 2012

  6,742    177    (806  (2  13    (90  (561  5,473    21    5,494    6,742    177    (806  (2  13    (90  (561  5,473    21    5,494  

Loss for the year

    (2,230       (2,230  30    (2,200    (2,230       (2,230  30    (2,200

Other comprehensive income (loss)

  1    8    49    (433  (375  (375  1    8    49    (433  (375  (375

Total comprehensive (loss) income

  -    -    (2,230  1    8    49    (433  (2,605  30    (2,575  -    -    (2,230  1    8    49    (433  (2,605  30    (2,575

Shares issued(7)

  264           264     264  

Share-based payment for share awards net of exercised(8)

   (13        (13   (13

Dividends paid (note 14)

    (40       (40   (40

Shares issued

  264           264     264  

Share-based payment for share awards net of exercised

   (13        (13   (13

Dividends paid

    (40       (40   (40

Dividends of subsidiaries

          -    (23  (23          -    (23  (23

Translation

  (28  15    (3  16      -    -    (28  15    (3  16      -    -  

Balance at 31 December 2013

  7,006    136    (3,061  (1  18    (25  (994  3,079    28    3,107    7,006    136    (3,061  (1  18    (25  (994  3,079    28    3,107  

Loss for the year

    (58       (58  19    (39    (58       (58  19    (39

Other comprehensive loss

  (16  (201  (217  (217  (16  (201  (217  (217

Total comprehensive loss

  -    -    (58  -    -    (16  (201  (275  19    (256  -    -    (58  -    -    (16  (201  (275)��  19    (256

Shares issued

  35           35     35    35           35     35  

Share-based payment for share awards net of exercised

   6          6     6     6          6     6  

Dividends of subsidiaries

          -    (21�� (21          -    (21  (21

Translation

  (10  10    (1  1      -    -    (10  10    (1  1      -    -  

Balance at 31 December 2014

  7,041    132    (3,109  (1  17    (40  (1,195  2,845    26    2,871    7,041    132    (3,109  (1  17    (40  (1,195  2,845    26    2,871  

Loss for the year

    (85       (85  15    (70

Other comprehensive income (loss)

  1    (7  14    (371  (363  (363

Total comprehensive income (loss)

  -    1    (85  -    (7  14    (371  (448  15    (433

Shares issued

  25           25     25  

Share-based payment for share awards net of exercised

   8          8     8  

Dividends of subsidiaries

          -    (4  (4

Translation

  (24  20    (3  7      -    -  

Balance at 31 December 2015

  7,066    117    (3,174  (1  7    (19  (1,566  2,430    37    2,467  

 

(1)

Other capital reserves includescomprise a surplus on disposal of company shares held by companies prior to the formation of AngloGold Ashanti Limited of $12m (2013: $14m; 2012: $17m)$9m (2014: $12m; 2013: $14m), surplus on equity transaction of joint venture of $36m (2013:(2014: $36m; 2012:2013: $36m), share of associates and joint ventures’ other comprehensive loss of $1m (2013: $2m; 2012: $1m)nil (2014: $1m; 2013: $2m), equity items for share-based payments of $82m (2013: $85m; 2012: $123m)$69m (2014: $82m; 2013: $85m) and other reserves.

(2)

Included in accumulated losses are retained earnings totaling $184m (2013: $83m; 2012: $181m)totalling $210m (2014: $184m; 2013: $83m) arising at the equity accounted investments and certain subsidiaries which may not be remitted without third party consent.

(3)

Cash flow hedge reserve represents the effective portion of fair value gains or losses in respect of cash flow hedges that expired in prior periods. The cash flow hedge reserve shall remain in equity and will unwind over the life of Serra Grande mine.

(4)

Available-for-sale reserve represents fair value gains or losses on available-for-sale financial assets.

(5)

On 28 June 2012, AngloGold Ashanti Limited acquired the remaining 50% shareholding in the Serra Grande mine from Kinross Gold Corporation for $220m less $5m for dividends declared and paid to minorities.

(6)

In early December 2012, AngloGold Ashanti Limited disposed of a 5% interest in Rand Refinery (Pty) Limited, resulting in Rand Refinery (Pty) Limited being reported as an associate.

(7)

Includes share awards exercised and delivery of 18,140,000 shares to settle the outstanding 6% Mandatory Convertible Subordinated Bonds.

(8)

Includes reassessment of estimated vesting profile related to the accelerated share options.

 

F - 5


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

ANGLOGOLD ASHANTI LIMITED

Notes to the consolidated financial statements

FOR THE YEARS ENDED 31 DECEMBER 2015, 2014 2013 and 20122013

 

1

ACCOUNTING POLICIES

Statement of compliance

The consolidated and company financial statements are prepared in compliance with International Financial Reporting Standards (IFRS) and Interpretations of those standards, as issued by the International Accounting Standards Board (IASB) in the English language, the South African Institute of Chartered Accountants Financial Reporting Guides as issued by the Accounting Practices Committee, Financial reportingReporting Pronouncements as issued by Financial Reporting Standards Council, JSE listings requirementsListings Requirements and in the manner required by the South African Companies Act, 2008.

New standards and interpretations issued

The financial statements have been drawn up on the basis of accounting standards, interpretations and amendments effective at the beginning of the accounting period on 1 January 2014.2015. The new standards, interpretations and amendments effective from 1 January 20142015 had no impact on the group.

AngloGold Ashanti Limited is in the process of assessingassesses the significance of new standards, interpretations and amendments to standards in issue that are not yet adopted.adopted but are likely to affect the financial reporting in future years. We have identified that IFRS 15 “Revenue from Contracts with Customers” and IFRS 9 “Financial Instruments” both of which have an effective date of 1 January 2018 are likely to affect future financial reporting and are assessing the potential consequences.

 

 1.1

BASIS OF PREPARATION

The financial statements are prepared according to the historical cost convention, except for the revaluation of certain financial instruments to fair value. The group’s accounting policies as set out below are consistent in all material respects with those applied in the previous year.

The group financial statements are presented in US dollars.

The comparative periods have been represented to separate continuing operations from discontinued operations in accordance with IFRS 5, as a consequence of the disposal of the Cripple Creek & Victor operations in the United States.

Based on materiality, certain comparatives have been aggregated.

The group financial statements incorporate the financial statements of the company, its subsidiaries and its interests in joint ventures and associates. The financial statements of all material subsidiaries, the Environmental Rehabilitation Trust Fund and joint ventures, are prepared for the same reporting period as the holding company, using the same accounting policies.

Subsidiaries are all entities (including structured entities) over which the group has control. The group controls an entity when it is exposed to, or has rights to, variable returns from its involvement with the entity and has the ability to affect those returns through its power over the entity. Control would generally exist where the group owns more than 50% of the voting rights, unless the group and other investors collectively control the entity where they must act together to direct the relevant activities. In such cases, as no investor individually controls the entity the investment is accounted for as an equity method investment or a joint operation. Subsidiaries are fully consolidated from the date on which control is transferred to the group. They are de-consolidated from the date on which control ceases. The group re-assesses whether or not it controls an investee if facts and circumstances indicate that there are changes to one or more of the three elements of control.

The acquisition of non-controlling interests is reflected as an equity transaction. The entire difference between the cost of the additional interest and the non-controlling interests’ fair value of its share at the date of acquisition is reflected as a transaction between owners.

Disclosures for non-controlling interests are assessed by reference to consolidated non-controlling interest.

Intra-group transactions, balances and unrealised gains and losses on transactions between group companies, including any resulting tax effect are eliminated. Unrealised losses are also eliminated unless the transaction provides evidence of an impairment of the asset transferred.

Subsidiariestransferred.Subsidiaries are accounted for at cost and are adjusted for impairments where appropriate in the company financial statements.

 

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

 1.2

SIGNIFICANT ACCOUNTING JUDGEMENTS AND ESTIMATES

Use of estimates

The preparation of the financial statements requires the group’s management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements, and the reported amounts of revenues and expenses during the reporting period. The determination of estimates requires the exercise of judgement based on various assumptions and other factors such as historical experience, current and expected economic conditions, and in some cases actuarial techniques. Actual results could differ from those estimates.

The more significant areas requiring the use of management estimates and assumptions relate to Ore Reserve that are the basis of future cash flow estimates and unit-of-production depreciation, depletion and amortisation calculations; environmental, reclamation and closure obligations; estimates of recoverable gold and other materials in heap leach pads; asset impairments/ reversals (including impairments of goodwill); and write-downs of inventory to net realisable value. Other estimates include post-employment, post-retirement and other employee benefit liabilities and deferred taxation.

Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances.

As a global company, the group is exposed to numerous legal risks. The outcome of currently pending and future proceedings cannot be predicted with certainty. Thus, an adverse decision in a lawsuit could result in additional costs that are not covered, either wholly or partly, under insurance policies and that could significantly influence the business and results of operations.

The judgements that management has applied in the application of accounting policies, and the estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year, are discussed below.

Carrying value of goodwill and tangible assets

The majority of mining assets are amortised using the units-of-production method where the mine operating plan calls for production from a well-defined provedProven and probableProbable Ore Reserve.

For mobile and other equipment, the straight-line method is applied over the estimated useful life of the asset which does not exceed the estimated mine life based on provedProven and probableProbable Ore Reserve as the useful lives of these assets are considered to be limited to the life of the relevant mine.

The calculation of the units-of-production rate of amortisation could be impacted to the extent that actual production in the future is different from current forecast production based on provedProven and probableProbable Ore Reserve. This would generally arise when there are significant changes in any of the factors or assumptions used in estimating Ore Reserve.

These factors could include:

changes in provedProven and probableProbable Ore Reserve;

the grade of Ore Reserve may vary significantly from time to time;

differences between actual commodity prices and commodity price assumptions;

unforeseen operational issues at mine sites; and

changes in capital, operating, mining, processing and reclamation costs, discount rates and foreign exchange rates.

Changes in provedProven and probableProbable Ore Reserve could similarly impact the useful lives of assets amortised on the straight-line method, where those lives are limited to the life of the mine.

The group has a number of surface mining operations that are in the production phase for which production stripping costs are incurred. The benefits that accrue to the group as a result of incurring production stripping costs include (a) ore that can be used to produce inventory and (b) improved access to further quantities of material that will be mined in future periods.

 

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

The production stripping costs relating to improved access to further quantities in future periods are capitalised as a stripping activity asset, if and only if, all of the following are met:

It is probable that the future economic benefit (improved access to the orebody) associated with the stripping activity will flow to the group;

The group can identify the component of the orebody for which access has been improved; and

The costs relating to the stripping activity associated with that component or components can be measured reliably.

Components of the various orebodies at the operations of the group are determined based on the geological areas identified for each of the orebodies and are reflected in the Mineral Resource and Ore Reserve reporting of the group. In determining whether any production stripping costs should be capitalised as a stripping activity asset, the group uses three operational guidance measures; two of which relate to production measures, while the third relates to an average stripping ratio measure.

Once determined that any portion of the production stripping costs should be capitalised, the group uses the average stripping ratio of the component or components to which the production stripping costs relate to determinedetermines the amount of the production stripping costs that should be capitalised.capitalised with reference to the average mine costs per tonne of the component and the actual waste tonnes that should be deferred. Stripping activity assets are amortised on the units-of-production method based on the Ore Reserve of the component or components of the orebody to which these assets relate.

This accounting treatment is consistent with that for stripping costs incurred during the development phase of a mine, before production commences, except that stripping costs incurred during the development phase of a mine, before production commences, are amortised on the units-of-production method based on the Ore Reserve of the life of the mine as a whole.

Deferred stripping costs are included in ‘Mine development costs’, within tangible assets. These costs form part of the total investment in the relevant cash-generating unit, which is reviewed for impairment if events or a change in circumstances indicate that the carrying value may not be recoverable. Amortisation of stripping activity assets is included in operating costs.

An individual operating mine is not a typical going-concern business because of the finite life of its reserves.Ore Reserves. The allocation of goodwill to an individual mine will result in an eventual goodwill impairment due to the wasting nature of the mine reporting unit. In accordance with the provisions of IAS 36 “Impairment of Assets”, the group performs its annual impairment review of assigned goodwill during the fourth quarter of each year.

The group reviews and tests the carrying value of tangible assets when events or changes in circumstances suggest that the carrying amount may not be recoverable. Assets are grouped at the lowest level for which identifiable cash flows are largely independent of cash flows of other assets. If there are indications that impairment may have occurred, estimates are prepared of expected future cash flows for each group of assets. Expected future cash flows used to determine the value in use of goodwill and tangible assets are inherently uncertain and could materially change over time and impact the recoverable amounts. The cash flows and value in use are significantly affected by a number of factors including published reserves, resources,Ore Reserves, Mineral Resources, exploration potential and production estimates, together with economic factors such as spot and future goldmetal prices, discount rates, foreign currency exchange rates, estimates of costs to produce reservesOre Reserves and future capital expenditure. Refer note 15 for estimates and assumptions used to calculate recoverable amounts. In addition the group considers the reversal of previously recognised impairments at each reporting date. At the reporting date the group assesses whether any of the indicators which gave rise to previously recognised impairments have changed such that the impairment loss no longer exists or may have decreased. The impairment loss is then assessed on the original factors for reversal and if indicated, such reversal is recognised.

The recoverable amount is estimated based on the positive indicators. If an impairment loss has decreased, the carrying amount is recorded at the recoverable amount as limited in terms of IAS 36.

The carrying amount of goodwill in the consolidated financial statements at 31 December 20142015 was $142m (2013: $154m; 2012: $195m)$126m (2014: $142m; 2013: $154m). The carrying amount of tangible assets at 31 December 20142015 was $4,863m (2013: $4,815m; 2012: $7,776m)$4,058m (2014: $4,863m; 2013: $4,815m). The impairment and derecognition of goodwill and tangible assets recognised in the consolidated financial statements for the year ended 31 December 2014 were2015 was nil (2013: $15m; 2012: nil)(2014: nil; 2013: $15m) and $4m (2013: $2,978m; 2012: $356m)$5m (2014: $4m; 2013: $2,978m) respectively.

 

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

Production start date

The group assesses the stage of each mine construction project to determine when a mineconstruction project moves into the production stage. The criteria used to assess the start date are determined by the unique nature of each mine construction project and include factors such as the complexity of a plant and its location. The group considers various relevant criteria to assess when the mineconstruction project is substantially complete and ready for its intended use and moves into the production stage. Some of the criteria would include but are not limited to the following:

the level of capital expenditure compared to the construction cost estimates;

completion of a reasonable period of testing of the mine plant and equipment;constructed asset;

ability to produce gold in saleable form (within specifications and the de minimis rule); and

ability to produce metals in saleable form (within specifications and thede minimis rule); and

ability to sustain ongoing production of gold.metals.

When a mine construction project moves into the production stage, the capitalisation of certain mine construction costs ceases and costs are either regarded as inventory or expensed, except for capitalisable costs related to mining asset additions or improvements, underground mine development, deferred stripping activities, or Ore Reserve development.

Income taxes

The group is subject to income taxes in numerous jurisdictions. Significant judgement is required in determining the worldwide provision for income taxes due to the complexity of legislation. There are many transactions and calculations for which the ultimate tax determination is uncertain during the ordinary course of business. The group recognises liabilities for anticipated tax audit issues based on estimates of whether additional taxes will be due. Where the final tax outcome of these matters is different from the amounts that were initially recorded, such differences will impact the income tax and deferred tax provisions in the period in which such determination is made.

The group recognises the net future tax benefit related to deferred income tax assets to the extent that it is probable that the deductible temporary differences will reverse in the foreseeable future. Assessing the recoverability of deferred income tax assets requires the group to make significant estimates related to expectations of future taxable income. Estimates of future taxable income are based on forecast cash flows from operations and the application of existing tax laws in each jurisdiction. To the extent that future cash flows and taxable income differ significantly from estimates, the ability of the group to realise the net deferred tax assets recorded at the reporting date could be impacted.

Additionally, future changes in tax laws in the jurisdictions in which the group operates could limit the ability of the group to obtain tax deductions in future periods.

Carrying values of the group at 31 December 2014:2015:

deferred tax asset: $127m (2013: $177m; 2012: $97m)$1m (2014: $127m; 2013: $177m);

deferred tax liability: $567m (2013: $579m; 2012: $1,084m)$514m (2014: $567m; 2013: $579m);

taxation liability: $66m (2013: $81m; 2012: $120m)$91m (2014: $66m; 2013: $81m); and

taxation asset: $25m (2013: $51m; 2012: $54m)$27m (2014: $25m; 2013: $51m).

Unrecognised value of deferred tax assets: $563m (2013: $414m; 2012: $89m)$452m (2014: $563m; 2013: $414m).

Provision for environmental rehabilitation obligations

The group’s mining and exploration activities are subject to various laws and regulations governing the protection of the environment. The group recognises management’s best estimate for decommissioning and restoration obligations in the period in which they are incurred. Actual costs incurred in future periods could differ materially from the estimates. Additionally, future changes to environmental laws and regulations, life of mine estimates, inflation rates, foreign currency exchange rates and discount rates could affect the carrying amount of this provision.

The carrying amount of the rehabilitation obligations for the group at 31 December 20142015 was $851m (2013: $728m; 2012: $841m)$683m (2014: $851m; 2013: $728m).

Stockpiles and metals in process and ore on leach pad

Costs that are incurred in or benefit the production process are accumulated as stockpiles, metals in process and ore on leach pads. Net realisable value tests are performed at least annually and represent the estimated future sales price of the product, based on prevailing and long-term metals prices, less estimated costs to complete production and bring the product to sale.

 

F - 9


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

Stockpiles and underground metals in process are measured by estimating the number of tonnes added and removed from the stockpile and from underground, the number of contained gold ounces based on assay data, and the estimated recovery percentage based on the expected processing method. Stockpile and underground ore tonnages are verified by periodic surveys.

Estimates of the recoverable gold on the leach pads are calculated from the quantities of ore placed on the pads based on measured tonnes added to the leach pads, the grade of ore placed on the leach pads based on assay data and a recovery percentage based on metallurgical testing and ore type.

Although the quantities of recoverable metal are reconciled by comparing the grades of ore to the quantities of goldmetals actually recovered (metallurgical balancing), the nature of the process inherently limits the ability to precisely monitor recoverability levels. As a result, the metallurgical balancing process is constantly monitored and engineering estimates are refined based on actual results over time.

Variations between actual and estimated quantities resulting from changes in assumptions and estimates that do not result in write-downs to net realisable value are accounted for on a prospective basis.

The carrying amount of inventories (excluding finished goods and mine operating supplies) for the group at 31 December 20142015 was $1,106m (2013: $1,125m; 2012: $1,309m)$393m (2014: $1,106m; 2013: $1,125m).

Recoverable tax, rebates, levies and duties

In a number of countries, particularly in Continental Africa, AngloGold Ashanti Limited is due refunds of indirect tax which remain outstanding for periods longer than those provided for in the respective statutes.

In addition, AngloGold Ashanti Limited has unresolved tax disputes in a number of countries, particularly in Continental Africa and in Brazil. If the outstanding input taxes are not received and the tax disputes are not resolved in a manner favourable to AngloGold Ashanti, Limited, it could have an adverse effect upon the carrying value of these assets.

The carrying value of recoverable tax, rebates, levies and duties for the group at 31 December 20142015 was $169m (2013: $229m; 2012: $243m)$121m (2014: $169m; 2013: $229m).

Pension plans and post-retirement medical obligations

The determination of AngloGold Ashanti Limited’sAshanti’s obligation and expense for pension and provident funds, as well as post-retirement health care liabilities, depends on the selection of certain assumptions used by actuaries to calculate amounts. These assumptions include, among others, the discount rate, the expected long-term rate of return of plan assets, health care inflation costs, rates of increase in compensation costs and the number of employees who reach retirement age before the mine reaches the end of its life. While AngloGold Ashanti Limited believes that these assumptions are appropriate, significant changes in the assumptions may materially affect pension and other post-retirement obligations as well as future expenses, which may result in an impact on earnings in the periods that the changes in these assumptions occur.

The carrying value of the defined benefit plans (including the net asset position disclosed under non-current assets) at 31 December 20142015 was $122m (2013: $111m; 2012: $221m)$89m (2014: $122m; 2013: $111m).

Ore Reserve estimates

An Ore Reserve estimate is an estimate of the amount of product that can be economically and legally extracted from the group’s properties. In order to calculate the Ore Reserve, estimates and assumptions are required about a range of geological, technical and economic factors, including quantities, grades, production techniques, recovery rates, production costs, transport costs, commodity demand, commodity prices and exchange rates.

Estimating the quantity and/or grade of the Ore Reserve requires the size, shape and depth of orebodies to be determined by analysing geological data such as the logging and assaying of drill samples. This process may require complex and difficult geological judgements and calculations to interpret the data.

The group is required to determine and report its Ore Reserve in accordance with the SAMREC code.

F - 10


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

Because the economic assumptions used to estimate changes in the Ore Reserve from period to period, and because additional geological data is generated during the course of operations, estimates of the Ore Reserve may change from period to period. Changes in the reported Ore Reserve may affect the group’s financial results and financial position in a number of ways, including the following:

F - 10


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

asset carrying values may be affected due to changes in estimated future cash flows;

depreciation, depletion and amortisation charged in the income statement may change where such charges are determined by the units-of-production method, or where the useful economic lives of assets change;

overburden removal costs, including production stripping activities, recorded on the statement of financial position or charged in the income statement may change due to changes in stripping ratios or the units-of-production method of depreciation;

decommissioning site restoration and environmental provisions may change where changes in the estimated Ore Reserve affect expectations about the timing or cost of these activities; and

the carrying value of deferred tax assets may change due to changes in estimates of the likely recovery of the tax benefits.

Development expenditure

Development activities commence after project sanctioning by the appropriate level of management. Judgement is applied by management in determining when a project has reached a stage at which economically recoverable reservesOre Reserves exist such that development may be sanctioned. In exercising this judgement, management is required to make certain estimates and assumptions similar to those described above for capitalised exploration and evaluation expenditure. Any such estimates and assumptions may change as new information becomes available. If, after having started the development activity, a judgement is made that a development asset is impaired, the appropriate amount will be written off to the income statement.

Share-based payments

The group issues equity-settled share-based payments to certain employees and third parties outside the group. Equity-settled share-based payments are measured at fair value (excluding the effect of non-market based vesting conditions) at the date of grant. The fair value determined at the grant date of the equity-settled share-based payments is expensed as services are rendered over the vesting period, based on the group’s estimate of the shares that will eventually vest and adjusted for the effect of non-market-basednon-market based vesting conditions.

Fair value is measured using the Black-Scholes option-pricing model. The expected life used in the model has been adjusted, based on management’s best estimate, for the effects of non-transferability, exercise restrictions and behavioural considerations.

The income statement charge for the year was $39m (2013: $30m; 2012: $66m)$33m (2014: $39m; 2013: $30m).

Contingencies

By their nature, contingencies will only be resolved when one or more future events occur or fail to occur. The assessment of such contingencies inherently involves the exercise of significant judgement and estimates of the outcome of future events. Such contingencies include, but are not limited to environmental obligations, litigation, regulatory proceedings, tax matters and losses resulting from other events and developments.

Firstly, when a loss is considered probable and reasonably estimable, a liability is recorded in the amount of the best estimate for the ultimate loss. The likelihood of a loss with respect to a contingency can be difficult to predict and determining a meaningful estimate of the loss or a range of loss may not always be practicable based on the information available at the time and the potential effect of future events and decisions by third parties that will determine the ultimate resolution of the contingency. It is not uncommon for such matters to be resolved over many years, during which time relevant developments and new information is continuously evaluated to determine both the likelihood of any potential loss and whether it is possible to reasonably estimate a range of possible losses. When a loss is probable but a reasonable estimate cannot be made, disclosure is provided.

In determining the threshold for disclosure on a qualitative and quantitative basis, management considers the potential for a disruptive effect on the normal functioning of the group and/or whether the contingency could impact investment decisions. Such qualitative matters considered are reputational risks, regulatory compliance issues and reasonable investor considerations. For quantitative purposes an amount of $20m, has been considered.

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

Litigation and other judicial proceedings as a rule raise difficult and complex legal issues and are subject to uncertainties and complexities including, but not limited to, the facts and circumstances of each particular case, issues regarding the jurisdiction in which each suit is brought and differences in applicable law. Upon resolution of any pending legal matter, the group may be forced to incur charges in excess of the presently established provisions and related insurance coverage. It is possible that the financial position, results of operations or cash flows of the group could be materially affected by the unfavourable outcome of litigation.

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

 1.3

SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

Equity-accounted investments

Joint ventures

A joint venture is an entity in which the group holds a long-term interest and which the group and one or more other ventures jointly control under a contractual arrangement, that provides for strategic, financial and operating policy decisions relating to the activities requiring unanimous consent of the parties sharing control. The group’s interests in joint arrangements classified as joint ventures are accounted for using the equity method.

Profits and losses realised in connection with transactions between the group and joint ventures are eliminated in proportion to share ownership. Such profits and losses are deducted from the group’s equity and related statement of financial position amount and released in the group accounts when the assets are effectively realised outside the group. Dividends received from joint ventures are included in operating activities in the cash flow statement.

Joint ventures are accounted for at cost and are adjusted for impairments where appropriate in the company financial statements.

Associates

The equity method of accounting is used for an investment over which the group exercises significant influence and normally owns between 20% and 50% of the voting equity. Associates are equity-accounted from the effective date of acquisition to the effective date of disposal. If necessary, impairment losses on loans and equity are reported under share of profit and loss from investments accounted for using the equity method.

Profits and losses realised in connection with transactions between the group and associated companies are eliminated in proportion to share ownership. Such profits and losses are deducted from the group’s equity and related statement of financial position amount and released in the group accounts when the assets are effectively realised outside the group. Dividends received from associates are included in investing activities in the cash flow statement.

As the group only has significant influence, it is unable to obtain reliable information at reporting period on a timely basis. The results of associates are equity-accounted from their most recent audited annual financial statements or unaudited interim financial statements, all within three months of the year end of the group. Adjustments are made to the associates’ financial results for material transactions and events in the intervening period.

Associates are accounted for at cost and are adjusted for impairments where appropriate in the company financial statements.

Joint ventures and associates

Any losses of equity-accounted investments are brought to account in the consolidated financial statements until the investment in such investments is written down to zero. Thereafter, losses are accounted for only insofar as the group is committed to providing financial support to such investees.

The carrying value of equity-accounted investments represents the cost of each investment, including goodwill, balance outstanding on loans advanced if the loan forms part of the net investment in the investee, any impairment losses recognised, the share of post-acquisition retained earnings and losses, and any other movements in reserves. The carrying value of equity-accounted investments is reviewed when indicators arise and if any impairment in value has occurred; it is recognised in the period in which the impairment arose.

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

Business combinations

Business combinations are accounted for using the acquisition method. The cost of an acquisition is measured as the aggregate of the consideration transferred measured at acquisition date fair value and the amount of any non-controlling interest in the acquiree. Acquisition-related costs are expensed as incurred and included in administrative expenses. Goodwill is initially measured at cost, being the excess of the aggregate of the consideration transferred and the amount recognised for non-controlling interest over the net identifiable assets acquired and liabilities assumed. If the fair value of the net assets acquired is in excess of the aggregate consideration transferred, the gain is recognised in profit or loss.

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

Unincorporated joint ventures – joint operations

A joint operation is a joint arrangement whereby the parties that have joint control of the arrangement have rights to the use of assets and obligations for the liabilities of the arrangement. The group accounts for activities under joint operations by recognising in relation to the joint operation, the assets it controls and the liabilities it incurs, the expenses it incurs and the revenue from the sale or use of its share of the joint operations output.

Foreign currency translation

Functional currency

Items included in the financial statements of each of the group’s entities are measured using the currency of the primary economic environment in which the entity operates (the ‘functional currency’).

Transactions and balances

Foreign currency transactions are translated into the functional currency using the approximate exchange rates prevailing at the dates of the transactions. Foreign exchange gains and losses resulting from the settlement of foreign currency transactions and from the translation at the reporting period exchange rate of monetary assets and liabilities denominated in foreign currencies are recognised in the income statement, except for hedging derivative balances that are within the scope of IAS 39 “Financial Instruments: Recognition and Measurement”. Translation differences on these balances are reported as part of their fair value gain or loss.

Translation differences on non-monetary items, such as equities classified as available-for-sale financial assets, are included in other comprehensive income within equity.

Group companies

The results and financial position of all group entities (none of which has the currency of a hyperinflationary economy) that have a functional currency different from the presentation currency are translated into the presentation currency as follows:

share capital and premium are translated at historical rates of exchange at the reporting date;

retained earnings are converted at historical average exchange rates;

assets and liabilities for each statement of financial position presented are translated at the closing rate at the date of that statement of financial position;

income and expenses for each income statement presented are translated at monthly average exchange rates (unless this average is not a reasonable approximation of the cumulative effect of the rates prevailing on the transaction dates, in which case income and expenses are translated at the rates prevailing at the date of the transaction);

all resulting exchange differences are recognised in other comprehensive income and presented as a separate component of equity (foreign currency translation); and

other reserves, other than those translated above, are converted at the official closing rate at each reporting date. These resulting exchange differences are recognised in retained earnings.

Exchange differences arising from the translation of the net investment in foreign operations, and of borrowings and other currency instruments designated as hedges of such investments, are taken to other comprehensive income on consolidation. For the company, the exchange differences on such monetary items are reported in the company income statement.

When a foreign operation is sold, such exchange differences are recognised in the income statement as part of the gain or loss on sale.

Goodwill and fair value adjustments arising from the acquisition of a foreign operation are treated as assets and liabilities of the foreign operation and translated at the closing rate.

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

Segment reporting

An operating segment is a business activity whose results are regularly reviewed by the chief operating decision maker in order to make decisions about resources to be allocated to it and to assess its performance and for which discrete financial information is available. The chief operating decision maker has been determined to be the Executive Committee.

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

Tangible assets

Tangible assets are recorded at cost less accumulated amortisation and impairments/reversals. Cost includes pre-production expenditure incurred during the development of a mine and the present value of related future decommissioning costs.

Interest on borrowings relating to the financing of major capital projects under construction is capitalised during the construction phase as part of the cost of the project. Such borrowing costs are capitalised over the period during which the asset is being acquired or constructed and borrowings have been incurred. Capitalisation ceases when construction is interrupted for an extended period or when the asset is substantially complete. Other borrowing costs are expensed as incurred.

If there is an indication that the recoverable amount of any of the tangible assets is less than the carrying value, the recoverable amount is estimated and an allowance is made for the impairment in value.

Subsequent costs are included in the asset’s carrying amount only when it is probable that future economic benefits associated with the asset will flow to the group, and the cost of the addition can be measured reliably. All other repairs and maintenance are charged to the income statement during the financial period in which they are incurred.

To the extent a legal or constructive obligation to a third party exists, the acquisition cost includes estimated costs of dismantling and removing the asset and restoring the site. A change in estimated expenditures for dismantling, removal and restoration is added to and/or deducted from the carrying value of the related asset. To the extent that the change would result in a negative carrying amount, this effect is recognised as income. The change in depreciation charge is recognised prospectively.

For assets amortised on the units-of-production method, amortisation is calculated to allocate the cost of each asset to its residual value over its estimated useful life.

For those assets not amortised on the units-of-production method, amortisation is calculated over their estimated useful life as follows:

buildings up to life of mine;

plant and machinery up to life of mine;

equipment and motor vehicles up to five years;

computer equipment up to three years; and

leased assets over the shorter of the period of the lease and the useful life.

Major renovations are depreciated over the remaining useful life of the related asset or to the date of the next major renovation, whichever is sooner.

Assets are amortised to residual values. Residual values and useful lives are reviewed, and adjusted if appropriate, at the beginning of each financial year.

Gains and losses on disposals are determined by comparing net sale proceeds with the carrying amount. These are included in the income statement.

Mine development costs

Capitalised mine development costs include expenditure incurred to develop new orebodies, to define further mineralisation in existing orebodies and, to expand the capacity of a mine. Mine development costs include acquired provedProven and probableProbable Ore Reserve at cost at the acquisition date. These costs are amortised from the date on which commercial production begins.

Depreciation, depletion and amortisation of mine development costs are computed by the units-of-production method based on estimated Proven and Probable Ore Reserve. The Proven and Probable Ore Reserve reflects estimated quantities of Ore Reserves which can be recovered economically in the future from known mineral deposits.

 

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

Depreciation, depletion and amortisation of mine development costs are computed by the units-of-production method based on estimated proved and probable Ore Reserve. The proved and probable Ore Reserve reflects estimated quantities of reserves which can be recovered economically in the future from known mineral deposits.

Capitalised mine development costs also include stripping activity assets relating to production stripping activities incurred in the production phase of open-pit operations of the group. Once determined that any portion of the production stripping costs should be capitalised, the group uses the average stripping ratio anddetermines the average mine costs per tonne of the component and the waste tonnes to which the production stripping costs relate to determine the amount of the production stripping costs that should be capitalised. Stripping activity assets are amortised on a units-of-production method based on the Ore Reserve of the component of the orebody to which these assets relate.

The average stripping ratio is calculated as the number of tonnes of waste material expected to be removed during the life of the component per tonne of ore mined from the component or components. The average mine cost per tonne of the component is calculated as the total expected costs to be incurred to mine the relevant component of the orebody, divided by the number of tonnes expected to be mined from the component. The average mine stripping ratio and the average mine cost per tonne of the component to which the stripping activity asset relates are recalculated annually in the light of additional knowledge and changes in estimates.

Mine infrastructure

Mine plant facilities, including decommissioning assets, are amortised using the lesser of their useful life or units-of-production method based on estimated provedProven and probableProbable Ore Reserve. Other tangible assets comprising vehicles and computer equipment are depreciated by the straight-line method over their estimated useful lives.

Land and assets under construction

Land and assets under construction are not depreciated and are measured at historical cost less impairments.

Mineral rights and dumps

Mineral rights are amortised using the units-of-production method based on the estimated provedProven and probableProbable Ore Reserve. Dumps are amortised over the period of treatment.

Exploration and evaluation assets

All exploration costs are expensed until it is concluded that a future economic benefit will more likely than not be realised. In evaluating if expenditures meet this criterion to be capitalised, several different sources of information are used depending on the level of exploration. While the criterion for concluding that expenditure should be capitalised is always probable, the information used to make that determination depends on the level of exploration.

Costs on greenfields sites, being those where the group does not have any mineral deposits which are already being mined or developed, are expensed as incurred until the group is able to demonstrate that future economic benefits are probable, which generally will be the establishment of provedProven and probableProbable Ore Reserve at this location.location;

Costs on brownfields sites, being those adjacent to mineral deposits which are already being mined or developed, are expensed as incurred until the group is able to demonstrate that future economic benefits are probable, which generally will be the establishment of increased provedProven and probableProbable Ore Reserve after which the expenditure is capitalised as a mine development cost.cost; and

Costs relating to extensions of mineral deposits, which are already being mined or developed, including expenditure on the definition of mineralisation of such mineral deposits, are capitalised as a mine development cost.

Costs relating to property acquisitions are capitalised within development costs.

Intangible assets

Acquisition and goodwill arising thereon

Where an investment in a subsidiary, joint venture or an associate is made, any excess of the consideration transferred over the fair value of the attributable Mineral Resource including value beyond provedProven and probable,Probable Ore Reserve, exploration properties and net assets is recognised as goodwill. Goodwill in respect of subsidiaries is disclosed as goodwill. Goodwill relating to equity-accounted joint ventures and associates is included within the carrying value of the investment which is tested for impairment when indicators exist.

Goodwill relating to subsidiaries is tested annually for impairment and carried at cost less accumulated impairment losses. Gains and losses on the disposal of an entity include the carrying amount of goodwill relating to the entity sold. Goodwill is allocated to cash-generating units for the purpose of impairment testing.

F - 15


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

Royalty rate concession

The royalty rate concession with the government of Ghana was capitalised at fair value at agreement date. Fair value represents a present value of future royalty rate concessions over 15 years. The royalty rate concession has been assessed to have a finite life and is amortised on a straight-line method over a period of 15 years, the period over which the concession runs. The related amortisation expense is charged through the income statement. This intangible asset is tested for impairment when there is an indicator of impairment.

F - 15


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

Software

Software purchased, including direct costs associated with customisation and installation of the software, is capitalised.

Internally-developed software is capitalised when it meets the criteria for capitalisation. Other software development expenditure is charged to the income statement when incurred. Software is amortised on a straight-line basis over its useful life which is determined to be the lesser of the license period of the software; the manufacturer’s announced upgrade that management intends to implement; or 3 years. Useful lives are reviewed, and adjusted if appropriate, annually.

Impairment of assets

Intangible assets that have an indefinite useful life and separately recognised goodwill are not subject to amortisation and are tested annually for impairment and whenever events or changes in circumstance indicate that the carrying amount may not be recoverable. Assets that are subject to amortisation are tested for impairment whenever events or changes in circumstance indicate that the carrying amount may not be recoverable.

An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an asset’s fair value less costs to sell and value in use. For the purposes of assessing impairment, assets are grouped at the lowest levels for which there are separately identifiable cash flows (cash-generating units).

Leased assets

Assets subject to finance leases are capitalised at the lower of their fair value or the present value of minimum lease payments measured at inception of the lease with the related lease obligation recognised at the same amount. Capitalised leased assets are depreciated over the shorter of their estimated useful lives and the lease term. Finance lease payments are allocated using the rate implicit in the lease, which is included in finance costs, and the capital repayment, which reduces the liability to the lessor.

Operating lease rentals are charged against operating profits in a systematic manner related to the period the assets concerned will be used.

Non-current assets held for sale and discontinued operations

Non-current assets and disposal groups are classified as held for sale if their carrying amount will be recovered principally through a sale transaction rather than through continuing use. This condition is regarded as having been met only when the sale is highly probable and the asset (or disposal group) is available for immediate sale in its present condition. Management must be committed to the sale, which should be expected to qualify for recognition as a completed sale within one year from the date of classification.

Non-current assets (and disposal groups) classified as held for sale are measured at the lower of their previous carrying amount and fair value less costs to sell.

A disposal group qualifies as a discontinued operation if it is a component of an entity that either has been disposed of, or is classified as held for sale, and:

Represents a separate major line of business or geographical area of operations;

Is part of a single co-ordinated plan to dispose of a separate major line of business or geographical area of operations;

or

Is a subsidiary acquired exclusively with a view to resale.

Discontinued operations are excluded from the results of continuing operations and are presented as a single amount as profit or loss after tax from discontinued operations in the statement of profit or loss.

F - 16


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

Exploration and research expenditure

Pre-license costs are recognised in profit or loss as incurred. Exploration and research expenditure is expensed in the year in which it is incurred. These expenses include: geological and geographical costs, labour, Mineral Resource and exploratory drilling costs.

F - 16


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

Inventories

Inventories are valued at the lower of cost and net realisable value after appropriate allowances for redundant and obsolete items. Cost is determined on the following bases:

metals in process are valued at the average total production cost at the relevant stage of production;

gold doré/bullion is valued on an average total production cost method;

ore stockpiles are valued at the average moving cost of mining and stockpiling the ore. Stockpiles are classified as a non-current asset where the stockpile exceeds current processing capacity;

by-products, which include uranium oxide and sulphuric acid, are valued using an average total production cost method. By-products are classified as a non-current asset where the by-products on hand exceed current processing capacity;

mine operating supplies are valued at average cost; and

heap leach pad materials are measured on an average total production cost basis. The cost of materials on the leach pad from which metals are expected to be recovered in a period longer than 12 months is classified as a non-current asset.

A portion of the related depreciation, depletion and amortisation charge is included in the cost of inventory.

Provisions

Provisions are recognised when the group has a present obligation, whether legal or constructive, because of a past event for which it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation and a reliable estimate can be made of the amount of the obligation. Where some or all of the expenditure required to settle a provision is expected to be reimbursed by another party, the reimbursement is recognised only when the reimbursement is virtually certain. The amount to be reimbursed is recognised as a separate asset. Where the group has a joint and several liability with one or more other parties, no provision is recognised to the extent that those other parties are expected to settle part or all of the obligation.

Provisions are measured at the present value of management’s best estimate of the expenditure required to settle the obligation at the reporting date. The discount rate used to determine the present value reflects current market assessments of the time value of money and the risks specific to the liability.

Litigation and administrative proceedings are evaluated on a case-by-case basis considering the information available, including that of legal counsel, to assess potential outcomes. Where it is considered probable that an obligation will result in an outflow of resources, a provision is recorded for the present value of the expected cash outflows if these are reasonably measurable. These provisions cover the estimated payments to plaintiffs, court fees and the cost of potential settlements.

AngloGold Ashanti Limited does not recognise a contingent liability on its statement of financial position except in a business combination where the contingent liability represents a possible obligation.

Employee benefits

Pension obligations

Group companies operate various pension schemes. The schemes are funded through payments to insurance companies or trustee-administered funds, determined by periodic actuarial calculations. The group has both defined benefit and defined contribution plans. A defined benefit plan is a pension plan that defines an amount of pension benefit that an employee will receive on retirement, usually dependent on one or more factors such as age, years of service and compensation.

A defined contribution plan is a pension scheme under which the group pays fixed contributions into a separate entity. The group has no legal or constructive obligation to pay further contributions if the fund does not hold sufficient assets to pay all employees the benefits relating to employee service in current and prior periods. The contributions are recognised as employee benefit expenses when they are due. Prepaid contributions are recognised as an asset to the extent that a cash refund or a reduction in future contribution payments is available.

F - 17


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

The asset/liability recognised in the statement of financial position in respect of defined benefit pension plans is the present value of the defined benefit obligation at the reporting date less the fair value of plan assets, together with adjustments for past service costs. The defined benefit obligation is calculated annually by independent actuaries using

F - 17


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

the projected unit credit method. The value of any defined benefit asset recognised is restricted to the sum of any past service cost and the present value of any economic benefits available in the form of refunds from the plan or reductions in future contributions to the plan.

Actuarial gains and losses arising from experience adjustments and changes in actuarial assumptions are immediately recorded in other comprehensive income.

Other post-employment benefit obligations

Some group companies provide post-retirement health care benefits to their retirees. The entitlement to these benefits is usually conditional on the employee remaining in service up to retirement age and completion of a minimum service period. The expected costs of these benefits are accrued over the period of employment using an accounting methodology on the same basis as that used for defined benefit pension plans. Actuarial gains and losses arising from experience adjustments and changes in actuarial assumptions are recorded in other comprehensive income immediately. These obligations are valued annually by independent qualified actuaries.

Termination benefits

Termination benefits are payable when employment is terminated before the normal retirement date, or when an employee accepts voluntary redundancy in exchange for these benefits. An entity shall recognise a liability and expense for termination benefits at the earlier of the following dates: (a) when the entity can no longer withdraw the offer of those benefits; and (b) when the entity recognises costs for a restructuring that is within the scope of IAS 37 “Provisions, Contingent Liabilities and Contingent Assets” and involves the payment of termination benefits. The group recognises termination benefits when it is demonstrably committed to either terminating the employment of current employees according to a detailed formal plan without possibility of withdrawal; or providing termination benefits as a result of an offer made to encourage voluntary redundancy based on the number of employees expected to accept the offer. Benefits falling due more than 12 months after reporting date are discounted to present value.

Profit-sharing and bonus plans

The group recognises a liability and an expense for bonuses and profit-sharing, based on a formula that takes into consideration the profit attributable to the group’s shareholders after certain adjustments. The group recognises a provision where contractually obliged or where there is a past practice that has created a constructive obligation.

Share-based payments

The group’s management awards certain employee bonuses in the form of equity-settled share-based payments on a discretionary basis.

The fair value of the equity instruments granted is calculated at measurement date, for transactions with employees this is at grant date. For transactions with employees, fair value is based on market prices of the equity instruments granted, if available, taking into account the terms and conditions upon which those equity instruments were granted. If market prices of the equity instruments granted are not available, the fair value of the equity instruments granted is estimated using an appropriate valuation model. Vesting conditions, other than market conditions, are not taken into account when estimating the fair value of shares or share options at measurement date.

Over the vesting period, the fair value at measurement date is recognised as an employee benefit expense with a corresponding increase in other capital reserves based on the group’s estimate of the number of instruments that will eventually vest. The income statement charge or credit for a period represents the movement in cumulative expense recognised as at the beginning and end of that period. Vesting assumptions for non-market conditions are reviewed at each reporting date to ensure they reflect current expectations.

When options are exercised or share awards vest, the proceeds received, net of any directly attributable transaction costs, are credited to share capital (nominal value) and share premium.

Where the terms of an equity settled award are modified, as a minimum, an expense is recognised as if the terms had not been modified. In addition, an expense is recognised for any modification which increases the total fair value of the share-based payment arrangement, or is otherwise beneficial to the employee, as measured at the date of the modification.

F - 18


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

In the company financial statements, share-based payment arrangements with employees of other group entities are recognised by charging that entity its share of the expense and a corresponding increase in other capital reserves. When options are exercised or share awards vest, the proceeds received, net of any directly attributable transaction costs, are credited to share capital (nominal value) and share premium.

F - 18


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

Environmental expenditure

The group has long-term remediation obligations comprising decommissioning and restoration liabilities relating to its past operations which are based on the group’s environmental management plans, in compliance with current environmental and regulatory requirements. Provisions for non-recurring remediation costs are made when there is a present obligation, it is probable that expenditure on remediation work will be required and the cost can be estimated within a reasonable range of possible outcomes. The costs are based on currently available facts, technology expected to be available at the time of the clean-up, laws and regulations presently or virtually certain to be enacted and prior experience in remediation of contaminated sites.

Contributions for the South African operations are made to Environmental Rehabilitation Trust Funds, created in accordance with local statutory requirements where applicable, to fund the estimated cost of rehabilitation during and at the end of the life of a mine. The amounts contributed to the trust funds are accounted for as non-current assets in the company. Interest earned on monies paid to rehabilitation trust funds is accrued on a time proportion basis and is recorded as interest income. For group purposes, the trusts are consolidated.

Decommissioning costs

The provision for decommissioning represents the cost that will arise from rectifying damage caused before production commences. Accordingly, a provision and a decommissioning asset is recognised and included within mine infrastructure.

Decommissioning costs are provided at the present value of the expenditures expected to settle the obligation, using estimated cash flows based on current prices. The unwinding of the decommissioning obligation is included in the income statement. Estimated future costs of decommissioning obligations are reviewed regularly and adjusted as appropriate for new circumstances or changes in law or technology. Changes in estimates are capitalised or reversed against the relevant asset. Estimates are discounted at a pre-tax rate that reflects current market assessments of the time value of money.

Gains or losses from the expected disposal of assets are not taken into account when determining the provision.

Restoration costs

The provision for restoration represents the cost of restoring site damage after the start of production. Changes in the provision are recorded in the income statement as a cost of production.

Restoration costs are estimated at the present value of the expenditures expected to settle the obligation, using estimated cash flows based on current prices and adjusted for risks specific to the liability. The estimates are discounted at a pre-tax rate that reflects current market assessments of the time value of money.

Revenue recognition

Revenue is recognised at the fair value of the consideration received or receivable to the extent that it is probable that economic benefits will flow to the group and revenue and costs can be reliably measured. The following criteria must also be present:

the sale of mining products is recognised when the significant risks and rewards of ownership of the products are transferred to the buyer;

dividends and royalties are recognised when the right to receive payment is established;

interest is recognised on a time proportion basis, taking account of the principal outstanding and the effective rate over the period to maturity, when it is determined that such income will accrue to the group; and

where a by-product is not regarded as significant, revenue is credited against cost of sales, when the significant risks and rewards of ownership of the products are transferred to the buyer.

F - 19


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

Taxation

Deferred taxation is provided on all qualifying temporary differences at the reporting date between the tax bases of assets and liabilities and their carrying amounts for financial reporting purposes.

Deferred tax assets are only recognised to the extent that it is probable that the deductible temporary differences will reverse in the foreseeable future and future taxable profit will be available against which the temporary difference can be utilised.

The carrying amount of deferred tax assets is reviewed at each reporting date.

F - 19


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

Deferred tax assets and liabilities are measured at future anticipated tax rates, which have been enacted or substantively enacted at the reporting date.

Current and deferred tax is recognised as income or expense and included in profit or loss for the period, except to the extent that the tax arises from a transaction or event which is recognised, in the same or a different period in other comprehensive income or directly in equity, or a business combination that is an acquisition.

Current tax is measured on taxable income at the applicable statutory rate enacted or substantively enacted at the reporting date. Interest and penalties, if any, are recognised in the income statement as part of taxation expense.

Special items

Items of income and expense that are material and require separate disclosure, in accordance with IAS 1.97, are classified as special items on the face of the income statement. Special items that relate to the underlying performance of the business are classified as operating special items and include impairment charges and reversals. Special items that do not relate to underlying business performance are classified as non-operating special items and are presented below operating profit (loss) on the income statement.items.

Dividend distribution

Dividend distribution to the group’s shareholders is recognised as a liability in the group’s financial statements in the period in which the dividends are declared by the board of directors of AngloGold Ashanti Limited.Ashanti.

Financial instruments

Financial instruments are initially measured at fair value when the group becomes a party to their contractual arrangements. Transaction costs are included in the initial measurement of financial instruments, except financial instruments classified as at fair value through profit or loss. The subsequent measurement of financial instruments is dealt with below.

A financial asset is derecognised when the right to receive cash flows from the asset has expired or the group has transferred its rights to receive cash and either (a) has transferred substantially all the risks and rewards of the asset, or (b) has neither transferred nor retained substantially all the risks and rewards of the asset, but has transferred control of the asset.

A financial liability is derecognised when the obligation under the liability is discharged, cancelled or expires.

On derecognition of a financial asset, the difference between the proceeds received or receivable and the carrying amount of the asset is included in profit or loss.

On derecognition of a financial liability, the difference between the carrying amount of the liability extinguished or transferred to another party and the amount paid is included in profit or loss.

Regular way purchases and sales of all financial assets and liabilities are accounted for at settlement date.

Derivatives and hedge accounting

The group enters into derivatives to ensure a degree of price certainty and to guarantee a minimum revenue on a portion of future planned gold production. In addition, the group enters into derivatives to manage interest rate and currency risk.

F - 20


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

The method of recognising fair value gains and losses depends on whether derivatives are classified as held for trading or are designated as hedging instruments, and if the latter, the nature of the risks being hedged. The group designates derivatives as either hedges of the variability in highly probable future cash flows attributable to a recognised asset or liability, or a forecast transaction (cash flow hedges); or hedges of the fair value of recognised asset or liability or a firm commitment (fair value hedges).

For cash flow hedges, the effective portions of fair value gains or losses are recognised in other comprehensive income until the hedging instrument expires or is sold, or when a hedge no longer meets the criteria for hedge accounting or when the hedge transactions affect earnings. Any cumulative gain or loss existing in equity at that time remains in equity until the forecast transaction is recognised in the income statement. If a hedge of a forecast transaction subsequently results in

F - 20


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

the recognition of a non-financial asset or liability, the associated cumulative gains and losses that were recognised directly in other comprehensive income are reclassified into earnings in the same periods during which the asset acquired or the liability assumed affects earnings for the period.

When a forecast transaction is no longer expected to occur, the cumulative gain or loss that was reported in other comprehensive income is immediately transferred to the income statement. The ineffective portion of fair value gains and losses is reported in earnings in the period to which they relate. For fair value hedges, the gain or loss from changes in fair value of the hedged item is reported in earnings, together with the offsetting gains and losses from changes in fair value of the hedging instrument.

All other derivatives are classified as held for trading and are subsequently measured at their estimated fair value, with the changes in estimated fair value in the statement of financial position as either a derivative asset or derivative liability, including translation differences, at each reporting date being reported in earnings in the period to which it relates. Fair value gains and losses on these derivatives are included in gross profit in the income statement.

Commodity-based (normal purchase or normal sale) derivative contracts that meet the requirements of IAS 39 are recognised in earnings when they are settled by physical delivery.

The estimated fair values of derivatives are determined at discrete points in time based on the relevant market information. These estimates are calculated with reference to the market rates using industry standard valuation techniques.

Other investments

Listed equity investments and unlisted equity investments, other than investments in subsidiaries, joint ventures, and associates, are classified as available-for-sale financial assets and subsequently measured at fair value. Listed investments’ fair values are calculated by reference to the quoted selling price at the close of business on the reporting date. Fair values for unlisted equity investments are estimated using methods reflecting the economic circumstances of the investee. Equity investments for which fair value cannot be measured reliably are recognised at cost less impairment. Changes in fair value are recognised in other comprehensive income in the period in which they arise. These amounts are removed from equity and reported in income when the asset is derecognised or when there is objective evidence that the asset is impaired based on a significant or prolonged decrease in the fair value of the equity instrument below its cost.

Investments which management has the intention and ability to hold to maturity are classified as held-to-maturity financial assets and are subsequently measured at amortised cost using the effective interest rate method. If there is evidence that held-to-maturity financial assets are impaired, the carrying amount of the assets is reduced and the loss recognised in the income statement.

Other non-current assets

Loans and receivables are subsequently measured at amortised cost using the effective interest rate method. If there is evidence that loans and receivables are impaired, the carrying amount of the assets is reduced and the loss recognised in the income statement.statement; and

Post-retirement assets are measured according to the employee benefits policy.

Trade and other receivables

Trade receivables are recognised initially at fair value and subsequently measured at amortised cost using the effective interest method, less accumulated impairment. Impairment of trade and other receivables is established when there is objective evidence as a result of a loss event that the group will not be able to collect all amounts due according to the original terms of the receivables. Objective evidence includes failure by the counterparty to perform in terms of contractual arrangements and agreed terms. The amount of the impairment is the difference between the asset’s carrying

F - 21


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

amount and the present value of estimated future cash flows, discounted at the original effective interest rate. Impairments relate to specific accounts whereby the carrying amount is directly reduced. The impairment is recognised in the income statement.

Cash and cash equivalents

Cash and cash equivalents are defined as cash on hand, demand deposits and short-term, highly liquid investments which are readily convertible to known amounts of cash and subject to insignificant risk of changes in value. They are measured at amortised cost which is deemed to be fair value as they have a short-term maturity.

Cash restricted for use

Cash which is subject to legal or contractual restrictions on use is classified separately as cash restricted for use.

F - 21


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

Financial liabilities

Financial liabilities, other than derivatives and liabilities classified as at fair value through profit or loss, are subsequently measured at amortised cost, using the effective interest rate method.

Financial liabilities permitted to be designated on initial recognition as being at fair value through profit or loss are recognised at fair value, with transaction costs being recognised in profit or loss, and are subsequently measured at fair value. Gains and losses on financial liabilities that are designated as at fair value through profit or loss are recognised in profit or loss as they arise. Fair value of a financial liability that is quoted in an active market is the current offer price times the number of units of the instrument held or issued.

Financial guarantee contracts are accounted for as financial instruments and measured initially at estimated fair value. They are subsequently measured at the higher of the amount determined in accordance with IAS 37 “Provisions, Contingent Liabilities and Contingent Assets”, and the amount initially recognised less (when appropriate) cumulative amortisation recognised in accordance with IAS 18 “Revenue”.

Convertible bonds

Convertible bonds, except equity components, are accounted for as liabilities. Option components are treated as derivative liabilities and carried at fair value, with changes in fair value recorded in the income statement as a separate instrument and reported separately except where the host contract is carried at fair value. The bond component is carried at amortised cost using the effective interest rate. Where the fair value option is elected, the bonds are carried at fair value with changes in fair value recorded in the income statement.

Treasury shares

The group’s own equity instruments, which are reacquired or held by subsidiary companies (treasury shares), are deducted from equity. No gain or loss is recognised in profit or loss on the purchase, sale, issue or cancellation of the group’s own equity instruments.

Fair value measurements

The group measures financial instruments at fair value at each reporting date where relevant. Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date. The fair value of an asset or a liability is measured using the assumptions that market participants would use when pricing the asset or liability, assuming that market participants act in their economic best interest.

For the purpose of fair value disclosures, the group has determined classes of assets and liabilities on the basis of the nature, characteristics and risks of the asset or liability and the level of the fair value hierarchy. The group uses valuation techniques that are appropriate in the circumstances and for which sufficient data are available to measure fair value, maximising the use of relevant observable inputs and minimising the use of unobservable inputs.

Accounting for BEE transactions

Where equity instruments are issued to a BEE party at less than fair value, these are accounted for as share-based payments.

Any difference between the fair value of the equity instrument issued and the consideration received is accounted for as an expense in the income statement.

A restriction on the BEE party to transfer the equity instrument subsequent to its vesting is not treated as a vesting condition, but is factored into the fair value determination of the instrument.

 

F - 22


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

2

SEGMENTAL INFORMATION

 

    

AngloGold Ashanti Limited’sAshanti’s operating segments are being reported based on the financial information provided to the Chief Executive Officer and the Executive Committee, collectively identified as the Chief Operating Decision Maker (CODM). Individual members of the Executive Committee are responsible for geographic regions of the business.

 

    

Group analysis by origin is as follows:

 

Figures in million  Net operating assets   Total assets(2)(3) 
Figures in millions  Net operating assets   Total assets(2)(3) 
US Dollars        2014         2013         2012         2014         2013         2012         2015         2014         2013         2015         2014         2013 

South Africa(1)

   1,754     1,941     2,619     2,124     2,325     3,082     1,352     1,754     1,941     1,629     2,124     2,325  

Continental Africa(4)

   1,424     1,339     3,184     3,239     3,391     4,846     1,349     1,424     1,339     3,121     3,239     3,391  

Australasia(1)

   672     776     684     906     1,108     1,045     625     672     776     837     906     1,108  

Americas(1)

   1,838     1,627     2,315     2,409     2,203     2,878  

Americas(1)7

   963     1,838     1,627     1,341     2,409     2,203  

Other, including non-gold producing subsidiaries

   37     39     60     456     647     888     11     37     39     356     456     647  
   5,725     5,722     8,862     9,134     9,674     12,739     4,300     5,725     5,722     7,284     9,134     9,674  

Non-current assets considered material, by country are:

                        

South Africa

         1,908     *2,098     *2,786           1,463     1,908     2,098  

Foreign entities

         5,263     *4,927     *7,041           4,324     5,263     4,927  

DRC

         1,369     1,241               1,406     1,369     1,241  

Ghana

             1,388*           543       

Tanzania

             1,058           517       

Australia

         743     878              703     743     878  

Brazil

         730     726*     1,059*           657     730     726  

United States

         805                      805      

Other

            1,616     2,082*     3,536*  

 

*

The comparatives have been amended to exclude post-employment benefit assets and cash restricted for use.

Figures in million  Amortisation   Capital expenditure 
Figures in millions  Amortisation 
US Dollars  2014   2013   2012   2014   2013   2012   2015   2014   2013 

South Africa

   258     253     302     264     451     583     182     258     253  

Continental Africa(2)

   281     254     285     454     839     925     339     281     254  

Australasia

   150     98     36     91     285     369     117     150     98  

Americas(2)

   192     201     213     394     410     409  

�� Americas(2)

   240     189     180  

Other, including non-gold producing subsidiaries(2)

   8     8     9     6     8     36     7     8     8  
   889     814     845     1,209     1,993     2,322     885     886     793  

Equity-accounted investments included above

   (103)     (15)     (10)     (191)     (411)     (303)     (108)     (103)     (15)  

Continuing operations

   777     783     778  

Discontinued operations

   6     3     21  
   786     799     835     1,018     1,582     2,019     783     786     799  

 

F - 23


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

2

SEGMENTAL INFORMATIONSegmental informationcontinued(continued)

 

   

Gold production (attributable)

(000oz)

 
    2014   2013   2012 

              South Africa

   1,223     1,302     1,212  

              Continental Africa

   1,597     1,460     1,521  

              Australasia

   620     342     258  

              Americas

   996     1,001     953  
    4,436     4,105     3,944  
              Figures in million  Gold income 
              US Dollars  2014   2013   2012 

              Geographical analysis of gold income by origin is as follows:

      

              South Africa

   1,527     1,810     2,013  

              Continental Africa(2)

   2,105     2,111     2,609  

              Australasia

   785     441     426  

              Americas

   1,270     1,425     1,656  
   5,687     5,787     6,704  

              Equity-accounted investments included above

   (469)     (290)     (351)  

              (note 3)

   5,218     5,497     6,353  

              Foreign countries included in the above and considered material are:

      

              Brazil

   684     758     851  

              Ghana

     642     772  

              Tanzania

   605     640     906  

              Geographical analysis of gold income by destination is as follows:

      

              South Africa

   3,065     2,944     3,600  

              North America

   704     1,064     1,197  

              Australia

   775     435     426  

              Asia

   414     399     387  

              Europe

   429     355     404  

              United Kingdom

   300     590     690  
   5,687     5,787     6,704  

              Equity-accounted investments included above

   (469)     (290)     (351)  

              (note 3)

   5,218     5,497     6,353  
              Figures in million  Gross profit (loss)(5) 
              US Dollars  2014   2013   2012 

              South Africa

   216     510     651  

              Continental Africa(2)

   469     475     959  

              Australasia

   125     (9)     78  

              Americas(2)

   309     516     736  

              Corporate and other

   -     -     41  
   1,119     1,492     2,465  

              Equity-accounted investments included above

   (76)     (47)     (111)  
    1,043     1,445     2,354  
            Figures in millions  Capital expenditure 
            US Dollars  2015   2014   2013 

            South Africa

   206     264     451  

            Continental Africa(2)

   315     454     839  

            Australasia

   78     91     285  

            Americas(2)

   196     225     254  

            Other, including non-gold producing subsidiaries(2)

   4     6     8  
   799     1,040     1,837  

            Discontinued operations

   58     169     156  
   857     1,209     1,993  

            Equity-accounted investments

   (131)     (191)     (411)  
    726     1,018     1,582  
   

Gold production (attributable)

(000oz)

 
    2015   2014   2013 

            South Africa

   1,004     1,223     1,302  

            Continental Africa

   1,435     1,597     1,460  

            Australasia

   560     620     342  

            Americas

   831     785     770  

            Continuing operations

   3,830     4,225     3,874  

            Discontinued operations

   117     211     231  
    3,947     4,436     4,105  

F - 24


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

2

Segmental information(continued)

              Figures in millions  Gold income 
              US Dollars  2015   2014   2013 

              Geographical analysis of gold income by origin is as follows:

      

              South Africa

   1,132     1,527     1,810  

              Continental Africa(2)

   1,724     2,105     2,111  

              Australasia

   666     785     441  

              Americas

   967     1,004     1,100  
   4,489     5,421     5,462  

              Equity-accounted investments included above

   (474)     (469)     (290)  

              Continuing operations (note 3)

   4,015     4,952     5,172  

              Discontinued operations (note 10)

   137     266     325  
   4,152     5,218     5,497  

              Foreign countries included in the above and considered material are:

      

              Brazil

   641     684     758  

              Ghana

       642  

              Tanzania

   615     605     640  

              Geographical analysis of gold income by destination is as follows:

      

              South Africa

   2,499     3,065     2,944  

              North America

   658     438     740  

              Australia

   666     775     435  

              Asia

   195     414     399  

              Europe

   332     429     355  

              United Kingdom

   139     300     589  
   4,489     5,421     5,462  

              Equity-accounted investments included above

   (474)     (469)     (290)  

              Continuing operations (note 3)

   4,015     4,952     5,172  

              North America

   137     266     324  

              United Kingdom

   -     -     1  

              Discontinued operations (note 10)

   137     266     325  

              Continuing and discontinued operations

   4,152     5,218     5,497  

Approximately 37% of the group’s total gold produced is sold to two customers of the group.

The market for gold bullion bar, our primary product, is predominantly limited to the bullion banks. The number of these banks has declined over the last few years. Due to the diversity and depth of the total gold market, the bullion banks do not possess significant pricing power.

F - 25


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

2

Segmental information(continued)

              Figures in millions  Gross profit (loss)(5) 
              US Dollars  2015   2014   2013 

              South Africa

   42     216     510  

              Continental Africa(2)

   377     469     475  

              Australasia

   142     125     (9)  

              Americas(2)

   247     259     390  

              Corporate and other(2)

   2     -     -  
   810     1,069     1,366  

              Equity-accounted investments included above

   (96)     (76)     (47)  

              Continuing operations

   714     993     1,319  

              Discontinued operations (note 10)

   19     50     126  
    733     1,043     1,445  

 

 (1) 

Total assets includes allocated goodwill of $10m (2013:$7m (2014: $10m; 2012: $13m)2013: $10m) for South Africa, $124m (2013: $136m; 2012: $159m)$111m (2014: $124m; 2013: $136m) for Australasia and $8m (2013:(2014: $8m; 2012: $23m)2013: $8m) for Americas (note 16)17).

 (2) 

Includes equity-accounted investments.

 (3) 

In 2015, pre-tax impairments, derecognition of tangible assets of $5m were accounted for in South Africa. In 2014, pre-tax impairments, derecognition of goodwill, tangible assets and intangible assets of $10m were accounted for in Continental Africa, whilst in 2013, $3,029m were accounted for in South Africa ($311m), Continental Africa ($1,776m) and the Americas ($942m).

 (4) 

As at 31 December 2013, total assets included assets held for sale in respect of Navachab Mine of $153m (note 25).$153m.

 (5) 

The group’s segment profit measure is gross profit, which excludes the results of associates and joint ventures. For athe reconciliation of gross profit to profit before taxation, refer to the group income statement.

 

    Figures in millions      US Dollars     
         2015   2014   2013    

3        

  Revenue          
  Revenue consists of the following principal categories:          
  Gold income (note 2)     4,015     4,952     5,172    
  By-products (note 4)     127     130     149    
  - silver income     72     67     80    
  - uranium income     37     47     54    
  - sulphuric acid income     17     15     13    
  - other     1     1     2    
  Dividends received     -     -     5    
  Royalties received (note 7)     4     4     18    
  Interest received (note 33)     28     24     39    
  - loans and receivables     7     9     23    
  - available-for-sale and held-to-maturity investments     8     6     8    
  - cash and cash equivalents     13     9     8    
                       
        4,174     5,110     5,383     

F - 2426


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

    Figures in million      2014   2013   2012     
         US Dollars    

3        

  REVENUE           
  Revenue consists of the following principal categories:           
  Gold income (note 2)     5,218     5,497     6,353     
  By-products (note 4)     132     149     206     
  - silver income     69     80     95     
  - uranium income     47     54     90     
  - sulphuric acid income     15     13     19     
  - other     1     2     2     
  Dividends received     -     5     7     
  Royalties received (note 7)     4     18     23     
  Interest received (note 33)     24     39     43     
  - loans and receivables(1)     9     23     13     
  - available-for-sale and held-to-maturity investments     6     8     5     
  - cash and cash equivalents     9     8     25     
                       
        5,378     5,708     6,632     
  

(1)     Interest received from loans and receivables comprises:

     2     1     1     
  

- related parties

     -     5     4     
  

- unwinding of long-term receivables

     7     17     8     
  

- other loans

      9     23     13     
  

4

  COST OF SALES           
  Cash operating costs(1)     3,240     3,247     3,129     
  Insurance reimbursement     -     -     (30)     
  By-products revenue (note 3)      (132)     (149)     (206)     
       3,108     3,098     2,893     
  Royalties     131     129     164     
  Other cash costs     33     43     35     
  Share scheme and related costs      20     27     43     
  Total cash costs     3,292     3,297     3,135     
  Retrenchment costs     24     69     10     
  Rehabilitation and other non-cash costs      94     18     67     
  Production costs     3,410     3,384     3,212     
  Amortisation of tangible assets (notes 15 and 33)     750     775     830     
  Amortisation of intangible assets (notes 16 and 33)      36     24     5     
  Total production costs     4,196     4,183     4,047     
  Inventory change      (6)     (37)     (83)     
        4,190     4,146     3,964     
  

(1)     Cash operating costs comprise:

           
  

- salaries and wages

     1,105     1,231     1,186     
  

- stores and other consumables

     702     747     746     
  

- fuel, power and water

     659     641     670     
  

- contractors

     531     632     560     
  

- other

      243     (4)     (33)     
          3,240     3,247     3,129     

F - 25


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

  US Dollars   
  Figures in millions     2015   2014   2013    

4

  Cost of sales          
  Cash operating costs     2,493     3,044     3,056    
  By-products revenue (note 3)     (127)     (130)     (149)     
       2,366     2,914     2,907    
  Royalties     100     129     124    
  Other cash costs     27     28     36     
  Total cash costs     2,493     3,071     3,067    
  Retrenchment costs     11     24     69    
  Rehabilitation and other non-cash costs     (10)     66               33     
  Production costs     2,494     3,161     3,169    
  Amortisation of tangible assets (note 33)     737     749     754    
  Amortisation of intangible assets (note 33)     40     34     24     
  Total production costs     3,271     3,944     3,947    
  Inventory change     23     28     -     
  Figures in million  2014   2013   2012         3,294     3,972     3,947     
        US Dollars 

5

  CORPORATE ADMINISTRATION, MARKETING AND OTHER EXPENSES          Corporate administration, marketing and other expenses          
  Corporate administration expenses     80     183     236    Corporate administration expenses     69     80     183    
  Marketing expenses     1     6     10    Marketing expenses     1     1     6    
  Share scheme and related costs     11     12     45    Share scheme and related costs     8     11     12    
        92     201     291                    78               92     201     

6

  OTHER OPERATING EXPENSES          Other operating expenses          
  Pension and medical defined benefit provisions     18     6     14    
  Pension and medical defined benefit provisions     6     14     37    Governmental fiscal claims and care and maintenance of old tailings operations     7     15     5    
  Claims filed by former employees in respect of loss of employment, work-related accident injuries and diseases, governmental fiscal claims and care and maintenance of old tailings operations     15     5     10    Care and maintenance costs     67     -     -    
  Other expenses     7     -     -    Other expenses     4     7     -    
        28     19     47          96     28     19     

7

  SPECIAL ITEMS          Special items          
  Impairment and derecognition of goodwill, tangible and intangible assets (notes 13, 15 and 16)     10     3,029     346    Impairment and derecognition of assets     20     13     2,622    
  Impairment of other investments (notes 13)     2     30     16    Net profit on disposal of assets     (1)     (25)     (2)    
  Impairment of other receivables     1     -                 1    Royalties received (note 3)     (4)     (4)     (18)    
  Write-down of stockpiles and heap leach to net realisable value and other stockpile adjustments (note 20)     2     216     -    Indirect tax (recoveries) expenses     (20)     19     43    
  Write-down of consumable stores inventories     5     -     -    Legal (recoveries) fees and other costs related to contract terminations and settlement costs     (1)     30     19    
  Net inventory write-off at Geita due to fire     -     1     -    Write-down of inventory     11     7     202    
  Net (profit) loss on disposal and derecognition of land, mineral rights, tangible assets and exploration properties (notes 13)     (25)     (2)     15    Retrenchment and related costs(1)     4     210     24    
  Profit on partial disposal of Rand Refinery (Pty) Limited (note 13)     -     -     (14)    Repurchase premium and cost on settlement of debt facilities     61     8     61    
  Royalties received (note 3)(1)     (4)     (18)     (23)    Loss on sale of Navachab mine     -     2     -    
  Indirect tax expenses and legal claims(2)     19     43     40    Other      1     -     -     
  Legal fees and other costs related to contract terminations and settlement costs(3)     30     19     21           71     260     2,951     
  Retrenchment and related costs(4)     210     24     -  
  Costs on early settlement of convertible bonds and transaction costs on the $1.25bn bonds and standby facility     -     61     -  
  Write off of a loan (Sokimo)     -     7     -  
  Loss on sale of Navachab mine (note 25)     2     -     -  
  Write off of deferred loan fees      8     -     -  
                 260         3,410     402  

 

 (1) 

IncludesDuring 2014, the Tau Lekoa royalty of $4m (2013: $5m; 2012: $5m) and Boddington royalty of nil (2013: $13m; 2012: $18m).

(2)

Indirect tax expenses and legal claims include the following:

- net impairment for non-recovery of VAT and fuel duties in Argentina, Brazil, Colombia, Guinea, Senegal and Tanzania of $19m (2013: $43m; 2012: $29m); and

- the Westchester/Africore Limited legal claim of $11m in 2012.

(3)

Legal fees and other costs related to contract terminations and settlement cost include the following:

- Mongbwalu termination costs of $29m (2013: $15m; 2012: nil);

- the Mining & Building Contractors Limited (MBC) termination costs of nil (2013: $1m; 2012: $17m)

- contract settlement costs of $4m in 2012; and

- other movements of $1m (2013: $3m; 2012: nil).

(4)

The Obuasi mine was transitioned to limited operations during the year, as a result, all the employees were retrenched at a cost of $210m.

 

F - 26


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

    Figures in million      2014   2013   2012 
         US Dollars 
  

8        

  FINANCE COSTS AND UNWINDING OF OBLIGATIONS         
  
  Finance costs         
  Finance costs on rated bonds and corporate notes     211     148     74  
  Finance costs on convertible bonds     -     18     27  
  Finance costs on bank loans and overdrafts     30     43     18  
  Finance costs on mandatory convertible bonds     -     26     37  
  Amortisation of fees     5     10     15  
  Finance lease charges     5     5     6  
  Other finance costs      1     2     2  
       252     252     179  
  Amounts capitalised (note 15)      (1)     (5)     (12)  
  Total finance costs      251     247     167  
  
  Unwinding of obligations, accretion of convertible bonds and other discounts         
  Unwinding of decommissioning obligation (note 28)     12     13     11  
  Unwinding of restoration obligation (note 28)     13     14     17  
  Unwinding of other provisions (note 28)     1     2     1  
  Accretion of convertible bonds discount     1     20     30  
  Discounting of long-term trade and other receivables     -     -     5  
  Total unwinding of obligations, accretion of convertible bonds and other discounts      27     49     64  
                    
  Total finance costs, unwinding of obligations, accretion of convertible bonds and other discounts (note 33)      278     296     231  
           
  

9

  SHARE OF ASSOCIATES AND JOINT VENTURES’ LOSS         
  
  Revenue     519     334     383  
  Operating costs, special items and other expenses     (523)     (315)     (326)  
  Net interest received      6     4     2  
  Profit before taxation     2     23     59  
  Taxation      (22)     (21)     (30)  
  (Loss) profit after taxation     (20)     2             29  
  Impairment of investments in associates (note 18)     (22)     (14)     (20)  
  Impairment of investments in joint ventures (notes 13 and 18)     (6)     (181)     (39)  
  Loss on disposal of loan to joint venture (notes 13 and 18)     -     -     (2)  
  Reversal of impairment in associate (notes 13 and 18)     3     -     2  
  Reversal of impairment in joint venture (notes 13 and 18)              20             31     -  
   (note 33)      (25)     (162)     (30)  

F - 27


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

    Figures in million      2014   2013   2012 
         US Dollars 

10        

  EMPLOYEE BENEFITS         
  
  Employee benefits including Executive Directors’ and Prescribed Officers’ salaries and other benefits     1,175     1,321     1,298  
  Health care and medical scheme costs         
  - current medical expenses     70     72     77  
  - defined benefit post-retirement medical expenses     10     13     36  
  Pension and provident plan costs         
  - defined contribution     60     64     69  
  - defined benefit pension plans     -     11     9  
  Retrenchment costs     234     82     10  
  Share-based payment expense (note 11)      39     30     66  
  Included in cost of sales, other operating expenses, special items and corporate administration, marketing and other expenses      1,588     1,593     1,565  
  Actuarial defined benefit plan expense analysis         
  Defined benefit post-retirement medical         
  - current service cost     -     1     1  
  - interest cost     10     12     13  
  - recognised past service cost      -     -     22  
        10     13     36  
  Defined benefit pension plans         
  - current service cost     4     6     7  
  - interest cost     20     24     27  
  - interest income     (24)     (21)     (25)  
  - recognised past service cost      -     2     -  
        -     11     9  
  Actual return on plan assets         
   - defined benefit pension and medical plans              26             64             45  
                Refer to note 35 for details of Directors’ and Prescribed Officers’ emoluments.
        US Dollars 
   Figures in millions  2015   2014   2013 

8

  Finance costs and unwinding of obligations      
  Finance costs      
  Finance costs on bonds, corporate notes, bank loans and other   213     241     235  
  Amortisation of fees   5     5     10  
  Finance lease charges   3     4     4  
  Other finance costs   2     1     2  
     223     251     251  
  Amounts capitalised   -     -     (5)  
  Total finance costs   223     251     246  
  Unwinding of obligations and accretion of bonds      
  Unwinding of provisions   21     24     27  
  Accretion of bonds   1     1     20  
  Total unwinding of obligations and accretion of bonds   22     25     47  
                 
  Total finance costs, unwinding of obligations and accretion of bonds (note 33)   245     276     293  

9

  Share of associates and joint ventures’ profit (loss)      
  Revenue   489     519     334  
  Operating costs, special items and other expenses   (415)     (523)     (315)  
  Net interest received   7     6     4  
  Profit before taxation   81     2     23  
  Taxation   (17)     (22)     (21)  
  Profit (loss) after taxation   64     (20)     2  
  Impairment reversal (impairment) of investments in associates (notes 19)   12     (19)     (14)  
  Impairment reversal (impairment) of investments in joint ventures (note 19)   12     14     (150)  
  Share of associates and joint ventures’ profit (loss) (note 33)   88     (25)     (162)  

10

  Discontinued operations      
  Gold income (note 2)   137     266     325  
  Cost of sales   (118)     (218)     (199)  
  Gain on unrealised non-hedge derivatives and other commodity contracts   -     2     -  
  Gross profit (note 2)   19     50           126  
  Other expenses   (4)     (4)     (23)  
  Impairment of tangible assets   -     -     (444)  
  Profit (loss) before taxation           15     46     (341)  
  Normal taxation   -     5     (1)  
  Deferred taxation      
  - Temporary differences   -     (36)     (10)  
  - Impairment of deferred tax asset   (121)     -     (60)  
  - Deferred tax on impairment of tangible assets   -     1     167  
  (Loss) profit from operations   (106)     16     (245)  
  Loss on disposal   (10)     -     -  
   Total (loss) profit from discontinued operations   (116)     16     (245)  

On 8 June 2015, the company announced that it had agreed to sell 100% of Cripple Creek & Victor (CC&V) gold mine in the United States to Newmont Mining Corporation for $820m in cash plus a net smelter royalty. The CC&V gold mine is a surface mining operation which provides oxidised ore to a crusher and valley leach facility, one of the largest in the world. It is included in the Americas reporting segment and was acquired by AngloGold Ashanti in 1999. The mine produced 211,000 ounces of gold in 2014.

On 3 August 2015, the transaction closed and proceeds of $819m were received.

 

F - 28


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

    Figures in million      2014   2013   2012 
         US Dollars 

11        

  SHARE-BASED PAYMENTS         
  
  Share incentive schemes         
  No new share incentive schemes were approved by the shareholders of AngloGold Ashanti Limited during the current financial year. New awards were made under the amended BSP and LTIP plans. The total cost relating to employee share incentive schemes was $39m (2013: $30m; 2012: $66m) and is made up as follows:         
  Employee Share Ownership Plan (ESOP) - Free shares     -     3     4  
  Employee Share Ownership Plan (ESOP) - E ordinary shares to employees     -     2     4  
  Bonus Share Plan (BSP)     27     24     37  
  Long Term Incentive Plan (LTIP)     10     (1)     21  
  Share Retention Bonus Scheme      2     2     -  
   Total share-based payment expense              39             30             66  
10

Discontinued operations(continued)

Equity-settled share incentive schemes

Employee Share Ownership Plan (ESOP)

On 12 December 2006, AngloGold Ashanti Limited announced the finalisation of the Bokamoso Employee Share Ownership Plan (Bokamoso ESOP) with the National Union of Mineworkers (NUM), Solidarity and United Association of South Africa (UASA). The Bokamoso ESOP creates an opportunity for AngloGold Ashanti Limited and the unions to ensure a closer alignment of the interest between South African-based employees and the company, and the seeking of shared growth solutions to build partnerships in areas of shared interest. Participation is restricted to those employees not eligible for participation in any other South African share incentive plan.

The company also undertook an empowerment transaction with a black economic empowerment investment vehicle, Izingwe,carrying amount of major classes of assets and liabilities disposed of in 2006.

In order to facilitate this transaction the company established a trust to acquire and administer the ESOP shares. AngloGold Ashanti Limited allotted and issued free ordinary shares to the trust and also created, allotted and issued E ordinary shares to the trust for the benefit of employees. The company also created, allotted and issued E ordinary shares to Izingwe. The key terms of the E ordinary shares are:Cripple Creek & Victor include:

 

US Dollar millionAs at 3 Aug 2015
Assets

Tangible assets318
Inventories677
Other7
1,002
Liabilities
Provisions116
Trade and other payables56
Other13
185

AngloGold Ashanti Limited will have the right

    Figures in millions      US Dollars 
         2015   2014   2013 

11        

  Employee benefits         
  
  Employee benefits including Executive Directors’ and Prescribed Officers’ salaries and other benefits     971     1,134     1,281  
  Health care and medical scheme costs         
  - current medical expenses     54     65     70  
  - defined benefit post-retirement medical expenses     10     10     13  
  Pension and provident plan costs         
  - defined contribution     49     56     63  
  - defined benefit pension plans     14     -     11  
  Retrenchment costs     15     234     82  
  Share-based payment expense (note 12)      33     39     30  
   Included in cost of sales, other operating expenses, special items and corporate administration, marketing and other expenses      1,146     1,538     1,550  

                Refer to cancel the E ordinary shares, or a portionnote 34 for details of them, in accordance with the ESOPDirectors’ and Izingwe cancellation formulae, respectively;

the E ordinary shares will not be listed;

the E ordinary shares which are not cancelled will be converted into ordinary shares; and

the E ordinary shares will each be entitled to receive a dividend equal to one-half of the dividend per ordinary share declared by the company from time to time and a further one-half is included in the strike price calculation.

On 14 April 2011, AngloGold Ashanti Limited, NUM, Solidarity, UASA, Izingwe and the Bokamoso ESOP Board of Trustees announced the modification of the empowerment transactions concluded between the company and the unions, and the company and Izingwe respectively in 2006.Prescribed Officers’ emoluments.

This modification was motivated by the fact that share price performance since the onset of the 2008 global financial crisis led to a situation where the first two tranches of E ordinary shares vested and lapsed at no additional value to Bokamoso ESOP beneficiaries and Izingwe.

    Figures in millions      US Dollars 
         2015   2014   2013 

12        

  Share-based payments         
  
  Equity-settled Share incentive schemes         
  No new share incentive schemes were approved by the shareholders of AngloGold Ashanti during the current financial year. New awards were made under the amended BSP and LTIP plans. The total cost relating to employee share incentive schemes was $33m (2014: $39m; 2013: $30m) and is made up as follows:         
  Bonus Share Plan (BSP)     22     27     24  
  Long-Term Incentive Plan (LTIP)     11     10     (1)  
  Share Retention Bonus Scheme     -     2     2  
  Other(1)      -     -     5  
   Total share-based payment expense (note 11)      33     39     30  

(1)

Employee share ownership plan (ESOP) - free shares and E ordinary shares to employees.

 

F - 29


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

1112

SHARE-BASED PAYMENTSShare-based payments continued(continued)

 

Equity-settled share incentive schemescontinued(continued)

 

Employee Share Ownership Plan (ESOP) continued

In order to remedy this situation in a manner that would ensure an element of value accruing to participants, though at a reasonable incremental cost to AngloGold Ashanti Limited shareholders, the scheme was modified as follows:

all lapsed E ordinary shares that vested without value were reinstated;

the strike (base) price was fixed at R320.00 per share for the Bokamoso ESOP and R330.00 for Izingwe;

the notional interest charge that formed part of the original cancellation formula fell away;

as previously, 50% of any dividends declared was used to reduce the strike price;

as previously, the remaining 50% is paid directly to participants under the empowerment transaction; and

the life span of the scheme was extended by an additional one year, the last vesting being in 2014, instead of 2013. A minimum pay out on vesting of the E ordinary shares has been set at R40.00 each and a maximum pay out of R70.00 each per E ordinary share for Izingwe and R90.00 each for members of the Bokamoso ESOP (i.e. employees), including the impact of the 50% of dividend flow. While the floor price provides certainty to all beneficiaries of the empowerment transactions, the creation of a ceiling serves to limit the cost to AngloGold Ashanti Limited and its shareholders.

The total incremental fair value of awards granted was R29.14 per share and was included in earnings up to the vesting date in 2014. The company recorded a charge of $12m in 2011 to earnings as a result of the modification.

The award of free ordinary shares to employees

The fair value of each free share awarded on 1 November each year was as follows:

  Award date  2006   2007   2008   2011 

  Calculated fair value

   R320.00     R305.99     R188.48     R306.99  

The fair value was equal to the market value at the date-of-grant. Dividends declared and paid to the trust were accrued and paid to ESOP members, pro rata to the number of shares allocated to them. An equal number of shares vested from 2009 and each subsequent year up to the expiry date of 1 November 2014.

Accordingly, for the awards issued, the following information is available:

   Number of
shares
   Weighted
average
exercise
price
(ZAR)
   Number of
shares
   Weighted
average
exercise
price
(ZAR)
   Number of
shares
   Weighted
average
exercise
price
(ZAR)
 
             
    2014   2013   2012 

  Awards outstanding at beginning of year

   5,171       -     154,757     -     326,906     -  

  Awards reallocated during the year

   486       -     726     -     10,311     -  

  Awards lapsed during the year

   (486)       -     (726)     -     (10,311)     -  

  Awards exercised during the year

   (5,171)       -     (149,586)     -     (172,149)     -  

  Awards outstanding at end of year

   -       -     5,171     -     154,757     -  

During 2014, the rights to a total of 486 (2013: 726; 2012: 10,311) shares were surrendered by the participants. A cumulative total of nil (2013: 9,720; 2012: 10,968) shares were allotted to deceased, retired or retrenched employees. The income statement charge for the year was nil (2013: $3m; 2012: $4m).

The award of E ordinary shares to employees

Before the modification of the ESOP scheme the average fair value per share of the E ordinary shares awarded to employees on 1 November each year was as follows:

  Award date  2006   2007   2008 

  Calculated fair value

   R105.00     R79.00     R13.40  

After the modification of the ESOP scheme during April 2011, the average fair value per share of the E ordinary shares was R49.57.

Dividends declared in respect of the E ordinary shares were firstly allocated to cover administration expenses of the trust, where after they accrued and were paid to ESOP members, pro rata to the number of shares allocated to them. At each anniversary over a six-year period which commenced on the third anniversary of the original 2006 award, the company cancelled the relevant number of E ordinary shares as stipulated by a cancellation formula.

Any E ordinary shares that remained in that tranche were converted to ordinary shares for the benefit of employees.

F - 30


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

11

SHARE-BASED PAYMENTS continued

Equity-settled share incentive schemescontinued

Accordingly, for the E ordinary shares issued, the following information is available:

   Number of
shares
   Weighted
average
exercise
price
(ZAR)
   Number of
shares
   Weighted
average
exercise
price
(ZAR)
   Number of
shares
   Weighted
average
exercise
price
(ZAR)
 
             
    2014   2013   2012 

  Awards outstanding at beginning of year

   362,006       312.56       917,752       313.31       1,532,962       315.31    

  Awards granted during the year

   -       312.56       -       -       -       -    

  Awards reallocated during the year

   3,444       312.56       2,664       310.30       32,064       312.97    

  Awards lapsed during the year

   (3,444)       312.56       (2,664)       310.30       (32,064)       312.97    

  Awards converted during the year

   (362,006)       312.56       (555,746)       312.57       (615,210)       313.39    

  Awards outstanding at end of year

   -       -       362,006       312.56       917,752       313.31    

The weighted average exercise price was calculated as the initial grant price of R288.00 plus an interest factor less dividend apportionment up to April 2011. After that date, the exercise price was calculated at the modified price of R320.00 less dividend apportionment. The income statement charge for the year was less than $1m (2013: $2m; 2012: $4m).

During 2013, the rights to a total of 3,444 (2013: 2,664; 2012: 32,064) shares were surrendered by participants. A total of 362,006 (2013: 555,746; 2012: 615,210) E ordinary shares were converted into 154,299 (2013: 145,018; 2012: 84,446) ordinary shares during the year. A total of nil (2013: nil; 2012: nil) shares were cancelled as the result of the exercise price exceeding the share price on conversion date.

The award of E ordinary shares to Izingwe

Before the modification of the scheme the average fair value of the E ordinary shares granted to Izingwe on 13 December 2006 was R90.00 per share. After the modification the average fair value of the E ordinary shares granted to Izingwe was R44.61 per share. Dividends declared in respect of the E ordinary shares were accrued and paid to Izingwe, pro rata to the number of shares allocated to them. At each anniversary over a six-year period which commenced on the third anniversary of the award, the company cancelled the relevant number of E ordinary shares as stipulated by a cancellation formula. Any E ordinary shares that remained in that tranche were converted to ordinary shares for the benefit of Izingwe.

Accordingly, for the awards issued, the following information is available:

   Number of
shares
   Weighted
average
exercise
price
(ZAR)
   Number of
shares
   Weighted
average
exercise
price
(ZAR)
   Number of
shares
   Weighted
average
exercise
price
(ZAR)
 
             
    2014   2013   2012 

  E ordinary shares outstanding at beginning of year

   350,000       322.56       700,000     323.31     1,050,000     325.31  

  E Ordinary shares converted during the year

   (350,000)       322.56       (350,000)     322.56     (350,000)     323.31  

  E ordinary shares outstanding at end of year

   -       -       350,000     322.56     700,000     323.31  

The weighted average exercise price was calculated as the initial grant price of R288.00 plus an interest factor less dividend apportionment up to April 2011. After that date, the exercise price was calculated at the modified price of R330.00 less dividend apportionment. $19m was expensed at inception of the scheme in 2006.

A total of 350,000 (2013: 350,000; 2012: 350,000) E ordinary shares were converted into 149,733 (2013: 91,683; 2012: 48,532) ordinary shares during the year. A total of nil (2013: nil; 2012: nil) shares were cancelled as the result of the exercise price exceeding the share price on conversion date.

The fair value of each share granted for the ESOP and Izingwe schemes was estimated on the date of grant using the Black-Scholes option-pricing model. The Black-Scholes option-pricing model requires the input of subjective assumptions, including the expected term of the option award and share price volatility. Expected volatility is based on the historical volatility of AngloGold Ashanti Limited’s shares. These estimates involve inherent uncertainties and the application of management judgement. In addition, the company is required to estimate the expected forfeiture rate and only recognise expenses for those options expected to vest. As a result, if other assumptions had been used, the recorded share-based compensation expense could have been different from that reported.

F - 31


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

11

SHARE-BASED PAYMENTScontinued

Equity-settled share incentive schemescontinued

The award of E ordinary shares to Izingwe continued

The Black-Scholes option-pricing model used the following assumptions, at grant date:

Award date          2006                   2007                   2008                   2011 

  Risk-free interest rate

   7.00%            7.00%            7.00%            6.63%  

  Dividend yield

   2.30%            2.06%            1.39%            0.99%  

  Volatility factor of market share price

   36.00%            33.00%            35.00%            33.50%  

Bonus Share Plan (BSP)

The BSP is intended to provide effective incentives to eligible employees. An eligible employee is one who devotes substantially the whole of his working time to the business of AngloGold Ashanti, Limited, any subsidiary of AngloGold Ashanti Limited or a company under the joint control of AngloGold Ashanti, Limited, unless the board of directors (the board) excludes such a company. An award in terms of the BSP may be made at any date at the discretion of the board, the only vesting condition being three years’ service for awards granted prior to 2008. Forboard. BSP awards granted between 2008 and 2012, 40% will vest after one year and the remaining 60% will vest after twoequally over 2 years. An additional 20% of the original award will be granted to employees if the full award remains unexercised after three years. For BSP awards are granted from 2013 onwards, 50% will vest after one year and the remaining 50% will vest after two years. The additional 20% retention award for holding the shares for 36 months falls away, and is replaced by the matching shares being a 120% as opposedat no cost to a 100%. For executives, the same principal will apply but the matching will be at 150%.participants.

The board is required to determine a BSP award value and this will be converted to a share amount based on the volume weighted average closing price of an AngloGold Ashanti Limited’s sharesshare on the JSE on the lastfive business daydays prior to the date of grant.grant date. AngloGold Ashanti Limited’sAshanti’s Remuneration and Human Resources Committee has at its discretion the right to pay dividends, or dividend equivalents, to the participants of the BSP. Having no history of any discretionary dividend payments, the fair value includes dividends and was used to determine the income statement expense.

Accordingly, for the awards issued, the following information is available:

 

  Award date (unvested awards and awards vested

  during the year)

        2011         2012         2013   2014 

Calculated fair value

   R340.00           R 328.59           R 226.46           R 198.05  

Vesting date 50% (2010, 2011, 2012 at 40%)

   21 Feb 2012           21 Feb 2013           13 Mar 2014           24 Feb 2015  

Vesting date 50% (2010, 2011, 2012 at 60%)

   21 Feb 2013           21 Feb 2014           13 Mar 2015           24 Feb 2016  

Vesting date (conditional 20%)

   21 Feb 2014           21 Feb 2015           -           -  

Expiry date

   20 Feb 2021           20 Feb 2022           12 Mar 2023           23 Feb 2024  
  Award date (unvested awards and awards vested during the year)  2015   2014   2013 

  Calculated fair value

   R130.87     R198.05     R226.46  

  Vesting date 50%

   3 Mar 2016     24 Feb 2015     13 Mar 2014  

  Vesting date 50%

   3 Mar 2017     24 Feb 2016     13 Mar 2015  

  Expiry date

   3 Mar 2025     24 Feb 2024     13 Mar 2023  
   Number of shares 
    2015   2014   2013 

  Awards outstanding at beginning of year

   3,305,515     2,598,887     2,156,456  

  Awards granted during the year

   2,562,313     1,983,469     1,300,968  

  Awards lapsed during the year

   (165,006)     (408,491)     (212,802)  

  Awards exercised during the year

   (994,023)     (868,350)     (645,735)  

  Awards outstanding at end of year

   4,708,799     3,305,515     2,598,887  

  Awards exercisable at end of year

   1,687,096     1,328,104     1,217,468  

   Number of
shares
   Weighted
average
exercise
price
(ZAR)
   Number of
shares
   Weighted
average
exercise
price
(ZAR)
   Number of
shares
   Weighted
average
exercise
price
(ZAR)
 
             
    2014   2013   2012 

  Awards outstanding at beginning of year

   2,598,887      -     2,156,456      -     1,825,378      -  

  Awards granted during the year

   1,983,469      -     1,300,968      -     993,146      -  

  Awards lapsed during the year

   (408,491)      -     (212,802)      -     (104,026)      -  

  Awards exercised during the year

   (868,350)      -     (645,735)      -     (558,042)      -  

  Awards outstanding at end of year

   3,305,515      -     2,598,887      -     2,156,456      -  

  Awards exercisable at end of year

   1,328,104      -     1,217,468      -     880,774      -  

During 2014, the rights to a total of 408,491 (2013: 212,802; 2012: 104,026) shares were surrendered by the participants. A cumulative total of 112,719 (2013: 158,408; 2012: 22,835)117,005 (2014: 112,719; 2013: 158,408) shares were allotted toheld by deceased, retired or retrenched employees. The income statement charge for the year was $27m (2013: $24m; 2012: $37m).

F - 32


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

11

SHARE-BASED PAYMENTScontinued

Equity-settled share incentive schemescontinued

Long TermLong-Term Incentive Plan (LTIP)

The LTIP is intended to provide effective incentives for executives to earn shares in the company based on the achievement of stretched company performance conditions. Participation in the LTIP will be offered to Executive Directorsexecutive directors and selected senior management of participating companies. Participating companies include AngloGold Ashanti, Limited, any subsidiary of AngloGold Ashanti Limited or a company under the joint control of AngloGold Ashanti, Limited, unless the board excludes such a company.

An award in terms of the LTIP may be granted at any date during the year that the board of AngloGold Ashanti Limited determine and may even occur more than once a year. The board is required to determine an LTIP award value and this will be converted to a share amount based on the volume weighted average closing price of an AngloGold Ashanti Limited’s sharesshare on the JSE on the lastfive business daydays prior to the date of grant.grant date. AngloGold Ashanti Limited’sAshanti’s Remuneration and Human Resources Committee has at its discretion the right to pay dividends, or dividend equivalents, to the participants of the LTIP. Having no history of any discretionary dividend payments, the fair value includes dividends and was used to determine the income statement expense.

The main performance conditions in terms of the LTIP issued in 2012 are:

upawards are granted at no cost to 30% of an award will be determined by the performance of total shareholder returns (TSR) compared with that of a group of comparative gold-producing companies;participants.

up to 30% of an award will be determined by real growth (above US inflation) in adjusted earnings per share over the performance period;

up to 40% of an award will be dependent on the achievement of strategic performance measures which will be set by the Remuneration Committee; and

three-years’ service is required.

The main performance conditions in terms of the LTIP issued in 2013 are:

up to 50% of an award will be determined by the performance of total shareholder returns (TSR) compared with that of a group of comparative gold-producing companies;

up to 35% of an award will be dependent on the achievement of strategic performance measures that has been set by the Remuneration and Human Resources Committee;

up to 15% of an award will be dependent on meeting the free cash flow generated from operations (before project capital) budget; and

three-years’ service is required.

F - 30


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

12

Share-based payments(continued)

Equity-settled share incentive schemes (continued)

Long-Term Incentive Plan (LTIP) (continued)

The main performance conditions in terms of the LTIP issued in 2014 and 2015 are:

up to 50% of an award will be determined by the performance of total shareholder returns (TSR) compared with that of a group of comparative gold-producing companies;

up to 50% of an award will be dependent on the achievement of strategic performance measures that has been set by the Remuneration and Human Resources Committee;

a safety multiplier of 20% will be applied based on safety performance; and

three-years’ service is required.

Accordingly, for the awards made, the following information is available:

 

Award date (unvested awards and awards vested

during the year)

  2011         2012         2013         2014   2015   2014   2013 

Calculated fair value

   R340.00           R328.59           R 226.46           R 198.05     R129.94     R198.05     R226.46  

Vesting date

   21 Feb 2014           21 Feb 2015           13 Mar 2016           24 Feb 2017     3 Mar 2018     24 Feb 2017     13 Mar 2016  

Expiry date

         20 Feb 2021           20 Feb 2022           12 Mar 2023           23 Feb 2024     3 Mar 2025     24 Feb 2024     13 Mar 2023  
  Number of shares 
  2015   2014   2013 

Awards outstanding at beginning of year

   3,964,362     2,872,630     2,330,906  

Awards granted during the year

   3,120,555     2,217,675     1,815,497  

Awards lapsed during the year

   (830,356)     (916,790)     (998,091)  

Awards exercised during the year

   (226,368)     (209,153)     (275,682)  

Awards outstanding at end of year

   6,028,193     3,964,362     2,872,630  

Awards exercisable at end of year

   445,781     355,524     357,880  

   Number of
shares
   Weighted
average
exercise
price
(ZAR)
   Number of
shares
   Weighted
average
exercise
price
(ZAR)
   Number of
shares
   Weighted
average
exercise
price
(ZAR)
 
             
    2014   2013   2012 

  Awards outstanding at beginning of year

   2,872,630      -     2,330,906      -     1,982,060      -  

  Awards granted during the year

   2,217,675      -     1,815,497      -     983,554      -  

  Awards lapsed during the year

   (916,790)      -     (998,091)      -     (294,216)      -  

  Awards exercised during the year

   (209,153)      -     (275,682)      -     (340,492)      -  

  Awards outstanding at end of year

   3,964,362      -     2,872,630      -     2,330,906      -  

  Awards exercisable at end of year

   355,524      -     357,880      -     250,932      -  

The income statement expense for the year was $10m (2013: credit of $1m; 2012: expense of $21m).

F - 33


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

11

SHARE-BASED PAYMENTScontinued

Equity-settled share incentive schemescontinued

Share Retention Bonus Scheme

This award iswas specifically to address the retention of executive management. Executives received an additional ad-hoc incentive comprising an LTIP award in March 2013 and a deferred cash portion delivered in August 2014. The scheme iswas a performance-based share award, equivalent to 60% of the executives’ base pay as at 1 January 2013. Subject to performance criteria, these shares vested during September 2014. The cash portion was 40% of the executives’ base pay (80% for the CFO based on the January 2013 total base pay inclusive of off-shore payments where applicable). The scheme was subject to delivery on key business imperatives and on delivery of adjusted headline earnings above a threshold of 50% of the approved targeted adjusted headline earnings over the performance period. Failure to meet any of the performance criteria resulted in the forfeiture of the retention bonus. These awards were issued at no cost to participants.

Accordingly, for the awards made, the following information is available:

 

  Award date (unvested awards and awards vested during the year)2013

  Calculated fair value

R 226.46

  Vesting date

Aug 2014

  Expiry date

Aug 2017
  Award date (unvested awards and awards vested during the year)            2013 

  Calculated fair value

       R226.46  

  Vesting date

       Aug 2014  

  Expiry date

             Aug 2017  
   Number of shares 
    2015   2014   2013 

  Awards outstanding at beginning of year

   150,300     159,984     -  

  Awards granted during the year

   -     -     203,863  

  Awards lapsed during the year

   -     (9,684)     (34,923)  

  Awards exercised during the year

   (34,564)     -     (8,956)  

  Awards outstanding at end of year

   115,736     150,300     159,984  

  Awards exercisable at end of year

   115,736     150,300     -  

 

   Number of
shares
   Weighted
average
exercise
price
(ZAR)
   Number of
shares
   Weighted
average
exercise
price
(ZAR)
 
         
    2014   2013 

  Awards outstanding at beginning of year

   159,984      -          -  

  Awards granted during the year

        -     203,863      -  

  Awards lapsed during the year

   (9,684)      -     (34,923)      -  

  Awards exercised during the year

        -     (8,956)      -  

  Awards outstanding at end of year

   150,300      -     159,984      -  

  Awards exercisable at end of year

   150,300      -          -  

The income statement charge for the year was $2m (2013: $2m; 2012: nil).F - 31


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

12

Share-based payments(continued)

Equity-settled share incentive schemes(continued)

Co-Investment Executive Share Plan (CIP)

To assist executives in meeting their Minimum Shareholding Requirements (MSR’s) with effect from February 2013, they were given the opportunity, on a voluntary basis, to participate in the Co-Investment Plan (CIP), and this has been adopted on the conditions below:

Executives will be allowed to take up to 50% of their after tax cash bonus to participate in a further matching scheme by purchasing shares in AngloGold Ashanti, and the company will match their initial investment into the scheme at 150%, with vesting over a two-year period in two equal tranches.

CIP awards are granted at no cost to participants.

Accordingly, for the awards made, the following information is available:

 

  Award date (unvested awards and awards vested during the year)  2014       2013 

  Calculated weighted average fair value

   R193.34       
 
R
226.46
  
  

  Vesting date

   2016       2015  

  Expiry date

   2024        2023  
   Number of shares 
    2015   2014   2013 

  Awards outstanding at beginning of year

   56,703     20,133     -  

  Awards granted during the year

   125,050     50,083     20,810  

  Awards lapsed during the year

   (6,426)     (1,287)     (677)  

  Awards exercised during the year

   (30,287)     (12,226)     -  

  Awards outstanding at end of year

   145,040     56,703     20,133  

 

   Number of
shares
   Weighted
average
exercise
price
(ZAR)
   Number of
shares
   Weighted
average
exercise
price
(ZAR)
 
         
    2014   2013 

  Awards outstanding at beginning of year

   20,133      -          -  

  Awards granted during the year

   50,083      -     20,810      -  

  Awards lapsed during the year

   (1,287)      -     (677)      -  

  Awards exercised during the year

   (12,226)      -          -  

  Awards outstanding at end of year

   56,703      -     20,133      -  

  Awards exercisable at end of year

        -          -  

The income statement charge for the year was less than $1m (2013: less than $1m; 2012: nil).

F - 34


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

Figures in million

  2014   2013   2012 
Figures in millions  US Dollars 
  US Dollars   2015   2014   2013 

12 TAXATION

      

13 Taxation

      

South African taxation

            

Mining tax

   21     7     54     -     21     7  

Non-mining tax(1)

   5     1     18     1     5     1  

Prior year under (over) provision

   4     (26)     (3)  

Prior year (over) under provision

   (14)     4     (26)  

Deferred taxation

            

Temporary differences(2)

   (20)     (39)     65  

Temporary differences(1)

   (42)     (20)     (39)  

Unrealised non-hedge derivatives and other commodity contracts

   4     25     (10)     (2)     4     25  

Change in estimated deferred tax rate(3)

   (24)     -     (9)     (15)     (24)     -  

Change in statutory tax rate(4)

   -     -     (131)  
   (10)     (32)     (16)     (72)     (10)     (32)  

Foreign taxation

            

Normal taxation

   152     160     354     214     152     151  

Prior year over provision

   (17)     (8)     (9)     (9)     (12)     -  

Deferred taxation

            

Temporary differences(2)

   130     (453)     (21)  

Change in statutory tax rate

   -     -     38  
   265     (301)     362  

Temporary differences(1)

   78     95     (356)  
            283     235     (205)  
   255     (333)     346     211     225     (237)  

Tax rate reconciliation

            

A reconciliation of the effective tax rate in the income statement to the prevailing

estimated corporate tax rate is set out in the following table:

            
   %     %     %     %     %     %  

Effective tax rate

   118     13     27     82     132     11  

Disallowable items

            

Derivative and other commodity contracts losses and fair value gains

   (2)     (3)     6     7     (3)     (4)  

Share of associates and joint ventures’ loss

   (3)     2     (1)  

Exploration, corporate and other disallowable expenses(5)

   (6)     3     (9)  

Share of associates and joint ventures’ profit (loss)

   10     (4)     2  

Exploration, corporate and other disallowable expenses

   (23)     (7)     3  

Foreign income tax allowances and rate differentials

   (7)     (2)     (6)     (16)     (7)     (2)  

Exchange variation and translation adjustments

   (14)     -     (1)     (24)     (17)     2  

Derecognition of deferred tax assets

   (13)     13     -     -     -     12  

Non-tax effective losses(5)

   (64)     4     (2)  

Non-tax effective losses

   (25)     (82)     5  

Capital allowances

   9     (1)     1     4     5     -  

Change in estimated deferred tax rate(3)

   11     -     1  

Change in statutory tax rate(4)

   -     -     8  

Other

   (1)     (1)     4  

Estimated corporate tax rate (1)

           28             28             28  

Change in estimated deferred tax rate

   6     14     -  

Prior year over (under) provision

   7     (3)     (1)  

Estimated corporate tax rate

           28             28     28  

 

 (1)

The South African statutory tax rates are as follows:

Non-mining statutory tax rate 28% (2013: 28%; 2012: 28%); and

Maximum statutory mining tax rate 34% (2013: 34%; 2012: 34%) - refer mining formula in footnote 4.

(2) 

Included in temporary differences in South African taxation is a tax credit on the impairment, derecognition and disposal of tangible assets of nil (2013: $86m; 2012: $16m)$1m (2014: nil; 2013: $86m). Included in temporary differences of foreign taxation is a net tax credit on the impairment and disposal of tangible assets of $8m (2013: $499m; 2012: $90m)nil (2014: $8m; 2013: $391m) and write-down of inventories of $9m (2013: $68m; 2012: $90m)$8m (2014: $9m; 2013: $62m).

(3)

In South Africa, the mining operations are taxed on a variable rate that increases as profitability increases. The tax rate used to calculate deferred tax is based on the group’s current estimate of future profitability when temporary differences will reverse. Depending on the profitability of the operations, the tax rate can consequently be significantly different from year to year. The change in the estimated deferred tax rate at which the temporary differences will reverse amounts to a tax credit of $24m (2013: nil; 2012: $9m).

(4)

Mining tax on mining income in South Africa is determined according to a formula based on profit and revenue from mining operations.

(5)

The comparatives have been amended to separately disclose amounts related to exploration, corporate and other disallowable expenses and non-tax effective losses for improved disclosure.

 

F - 3532


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

1213

TAXATIONTaxationcontinued(continued)

 

All mining capital expenditure is deducted to the extent that it does not result in an assessed loss and depreciation is ignored when calculating the South African mining income. Capital expenditure not deducted from mining income is carried forward as unredeemed capital to be deducted from future mining income. South Africa operates under two tax paying operations, Vaal River Operation and West Wits Operation. Under ring-fencing legislation, each operation is treated separately and deductions can only be utilised against income generated by the relevant tax operation.

The formula for determining the South African mining tax rate is:

Y = 34 - 170/X (2013: Y = 34 - 170/X; 2012: Y = 34 - 170/X)

where Y is the percentage rate of tax payable and X is the ratio of mining profit net of any redeemable capital expenditure to mining revenue expressed as a percentage.Tax rates

 

           �� Figures in million  2014   2013   2012 
   US Dollars 

Analysis of unrecognised tax losses

      

Tax losses available to be utilised against future profits

   -     -     5  

- utilisation required within one year

   235     171     -  

- utilisation required between two and five years

   1,635     1,221     263  

- utilisation in excess of five years

               1,870                 1,392                 268  
    2015  2014  2013 

South Africa

    

Mining tax rate – maximum statutory rate(2)

   34  34  34

Non-mining tax

   28  28  28

Foreign operations include:

    

Argentina

   30  30  30

Australia

   30  30  30

Brazil

   34  34  34

Guinea

   30  30  30

Tanzania

   30  30  30

Unrecognised value of deferred tax assets: $563m (2013: $414m; 2012: $89m), mainly relating to tax losses incurred at Cripple Creek & Victor, Obuasi and Colombia.

(2)

The formula for determining the South African mining tax rate is:

Y = 34 - 170/X (2014: Y = 34 - 170/X; 2013: Y = 34 - 170/X)

where Y is the percentage rate of tax payable and X is the ratio of mining profit net of any redeemable capital expenditure to mining revenue expressed as a percentage.

            Figures in millions  US Dollars 
    2015  2014  2013 

            Analysis of unrecognised tax losses

    

            Tax losses available to be utilised against future profits

    

            - utilisation required between two and five years

   237    235    171  

            - utilisation in excess of five years

   1,184    1,635    1,221  
    1,421    1,870    1,392  

 

At the statutory tax rates the unrecognised value of deferred tax assets are: $452m (2014: $563m; 2013: $414m), mainly relating to tax losses incurred in North America, Ghana and Colombia.

 

    

14        (Loss) earnings per ordinary share

   US Cents  

Basic (loss) earnings per ordinary share

   (20)   (14  (568

- Continuing operations

   8    (18  (506

The calculation of basic earnings (loss) per ordinary share is based on profits (losses) attributable to equity shareholders of $31m (2014: ($74m); 2013: ($1,985m)) and 409,606,858 (2014: 407,729,050; 2013: 392,625,264) shares being the weighted average number of ordinary shares in issue during the financial year.

    

- Discontinued operations

   (28  4    (62

The calculation of basic (loss) earnings per ordinary share is based on (losses) profits attributable to equity shareholders of ($116m) (2014: $16m; 2013: ($245m)) and 409,606,858 (2014: 407,729,050; 2013: 392,625,264) shares being the weighted average number of ordinary shares in issue during the financial year.

    

Diluted (loss) earnings per ordinary share

   (20  (14  (631

- Continuing operations

   8    (18  (571

The calculation of diluted earnings (loss) per ordinary share is based on profits (losses) attributable to equity shareholders of $31m (2014: ($74m); 2013: ($2,315m) and 411,371,341 (2014: 407,729,050; 2013: 405,546,908) shares being the diluted number of ordinary shares.

    

- Discontinued operations

   (28  4    (62

The calculation of diluted (loss) earnings per ordinary share is based on (losses) profits attributable to equity shareholders of ($116m) (2014: $16m; 2013: ($245m)) and 409,606,858 (2014: 408,990,973; 2013: 392,625,264) shares being the diluted number of ordinary shares.

             

F - 33


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

13        (LOSS) EARNINGS PER ORDINARY SHARE

  US Cents  

Basic (loss) earnings per ordinary share

     

The calculation of basic (loss) earnings per ordinary share is based on (losses) profits attributable to equity shareholders of ($58m) (2013: ($2,230m); 2012: $897m) and 407,729,050 (2013: 392,625,264; 2012: 386,766,345) shares being the weighted average number of ordinary shares in issue during the financial year.

  (14)     (568)     232  

Diluted (loss) earnings per ordinary share

     

The calculation of diluted (loss) earnings per ordinary share is based on (losses) profits attributable to equity shareholders of ($58m) (2013: ($2,560m); 2012: $747m) and 407,729,050 (2013: 405,546,908; 2012: 422,131,159) shares being the diluted number of ordinary shares.

  (14)     (631)     177  

In calculating the basic and diluted number of ordinary shares outstanding for the year, the following were taken into consideration:

 

 

Number of shares

  

Ordinary shares

  403,339,562     389,184,639     382,757,790  

E ordinary shares(1)

  585,974     1,460,705     2,392,316  

Fully vested options(2)

  3,803,514     1,979,920     1,616,239  

Weighted average number of shares

  407,729,050     392,625,264     386,766,345  

Dilutive potential of share options(3)

  -     -     1,840,199  

Dilutive potential of convertible bonds

  -     12,921,644     33,524,615  

Diluted number of ordinary shares

  407,729,050     405,546,908     422,131,159  
14

(Loss) earnings per ordinary share

In calculating the basic and diluted number of ordinary shares outstanding for the year, the following were taken into consideration:

  Number of shares  
  2015   2014   2013 

Ordinary shares

  404,747,625     403,339,562     389,184,639  

E ordinary shares(1)

  -     585,974     1,460,705  

Fully vested options(2)

  4,859,233     3,803,514     1,979,920  

Weighted average number of shares

  409,606,858     407,729,050     392,625,264  

Dilutive potential of convertible bonds

  -     -     12,921,644  

Diluted number of ordinary shares

  409,606,858     407,729,050     405,546,908  

 

In calculating the diluted (loss) earnings attributable to equity shareholders, the following were taken into consideration:

     
              Figures in millions US Dollars 

Loss attributable to equity shareholders from continuing and discontinued operations

  (85)     (58)     (2,230)  

Interest expense of convertible bonds, where dilutive

  -     -     26  

Fair value adjustment on convertible bonds included in income

  -     -     (356)  

Loss attributable to equity shareholders used to calculate diluted earnings per share

  (85)     (58)     (2,560)  

 

              Figures in million US Dollars 

In calculating the diluted (loss) earnings attributable to equity shareholders, the following were taken into consideration:

     

(Loss) profit attributable to equity shareholders

          (58)                     (2,230)                 897  

Interest expense of convertible bonds, where dilutive

  -     26     63  

Amortisation of issue cost and discount of convertible bonds

  -     -     32  

Fair value adjustment on convertible bonds included in income

  -     (356)     (245)  

(Loss) profit attributable to equity shareholders used to calculate diluted earnings per share

  (58)     (2,560)     747  

The mandatory convertible bonds issued during 2010 (note 27) are not included in basic earnings per ordinary share as they contain features that could result in their settlement in cash and therefore dodid not meet the definition of an equity instrument. As they converted in 2013, they are partially included in that year.

 

 (1) 

As E ordinary shares participate in the profit available to ordinary shareholders, these shares were included in basic earnings per share.

 (2) 

Employee compensation awards are included in basic earnings per share from the date that all necessary conditions have been satisfied and it is virtually certain that shares will be issued as a result of employees exercising their options.

(3)

Share options could potentially dilute earnings per share in the future, but were not included in the calculation of diluted earnings per share because they are anti-dilutive in 2014 and 2013.

              Figures in millions  US Dollars 

Headline (loss) earnings

      

The loss attributable to equity shareholders was adjusted by the following to arrive at headline (loss) earnings:

      

Loss attributable to equity shareholders from continuing and discontinued operations

   (85)     (58)     (2,230)  

Net impairment (reversal) and derecognition of assets

   2     (10)     3,223  

Net loss (profit) on disposal of assets

   9     (25)     (2)  

Loss on sale of Navachab mine (note 7)

   -     2     -  

Special items of associates and joint ventures

               3                 6                 2  

Taxation on items above

   (2)     6     (915)  
   (73)     (79)     78  
    US Cents 

Basic headline (loss) earnings per share

      

The calculation of basic headline (loss) earnings per ordinary share is based on basic headline (losses) earnings of ($73m) (2014: ($79m); 2013: $78m) and 409,606,858 (2014: 407,729,050; 2013: 392,625,264) shares being the weighted average number of ordinary shares in issue during the year.

   (18)     (19)     20  

Diluted headline loss per share

      

The calculation of diluted headline loss per ordinary share is based on diluted headline losses of ($73m) (2014: ($79m); 2013: ($252m)) and 409,606,858 (2014: 407,729,050; 2013: 405,546,908) shares being the weighted average number of ordinary shares in issue during the year.

   (18)     (19)     (62)  
    US Dollars 

In calculating diluted headline loss, the following were taken into consideration:

      

Headline (loss) earnings

   (73)     (79)     78  

Interest expense of convertible bonds, where dilutive

   -     -     26  

Fair value adjustment on convertible bonds included in income

   -     -     (356)  

Diluted headline loss

   (73)     (79)     (252)  

 

F - 36


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

               Figures in million          2014      2013      2012    
      US Dollars   

13        (LOSS) EARNINGS PER ORDINARY SHAREcontinued

      

Headline (loss) earnings

      

The (loss) profit attributable to equity shareholders was adjusted by the following to arrive at headline earnings:

      

(Loss) profit attributable to equity shareholders

     (58  (2,230  897   

Impairment and derecognition of tangible and intangible assets (notes 7,15 and 16)

     10    3,029    346   

Tax on item above

     (2  (915  (103 

Net amount

     8    2,114    243   

Net (profit) loss on disposal and derecognition of land, mineral rights, tangible assets and exploration properties (notes 7)

     (25  (2  15   

Tax on item above

     8    -    (4 

Net amount

     (17  (2  11   

Impairment of other investments (notes 7 and 19)

     2    30    16   

Profit on partial disposal of Rand Refinery (Pty) Limited (note 7)

     -    -    (14 

Impairment of investments in associates and joint ventures (notes 9 and 18)

     1    195    59   

Reversal of impairment in associates and joint ventures (notes 9 and 18)

     (23  (31  (2 

Loss on disposal of loan to joint venture (notes 9 and 18)

     -    -    2   

Loss on sale of Navachab mine (note 7)

     2    -    -   

Special items of associates and joint ventures

     6    2    (4 
     (79  78    1,208   

Headline earnings is calculated in accordance with Circular 2/2013 as issued by the South African Institute of Chartered Accountants (SAICA).

      

Headline earnings is a requirement of the JSE Limited and is not a recognised measure under IFRS. Headline earnings as defined in Circular 2/2013 issued by SAICA, separates from earnings all separately identifiable remeasurements. It is not necessarily a measure of sustainable earnings.

      
      US Cents   

Basic headline (loss) earnings per share

      

The calculation of basic headline (loss) earnings per ordinary share is based on basic headline (losses) earnings of ($79m) (2013: $78m; 2012: $1,208m) and 407,729,050 (2013: 392,625,264; 2012: 386,766,345) shares being the weighted average number of ordinary shares in issue during the year.

     (19  20    312   

Diluted headline (loss) earnings per share

      

The calculation of diluted headline (loss) earnings per ordinary share is based on diluted headline (losses) earnings of ($79m) (2013: ($252m); 2012: $1,058m) and 407,729,050 (2013: 405,546,908; 2012: 422,131,159) shares being the weighted average number of ordinary shares in issue during the year.

     (19  (62  251   
      US Dollars   

In calculating diluted headline (loss) earnings, the following were taken into consideration:

      

Headline (loss) earnings

     (79  78   1,208  

Interest expense of convertible bonds, where dilutive

     -   26   63  

Amortisation of issue cost and discount of convertible bonds

     -   -   32  

Fair value adjustment on convertible bonds included in income

     -   (356  (245 

Diluted headline (loss) earnings

      (79  (252  1,058   

F - 37


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

            Figures in million       2014       2013       2012   
     US Dollars 

14        DIVIDENDS

       

Ordinary shares

       

No. 112 of 200 SA cents per share was declared on 14 February 2012 and paid on 16 March 2012 (26 US cents per share).

    -     -     101  

No. 113 of 100 SA cents per share was declared on 8 May 2012 and paid on 8 June 2012 (12 US cents per share).

    -     -     45  

No. 114 of 100 SA cents per share was declared on 3 August 2012 and paid on 14 September 2012 (12 US cents per share).

    -     -     47  

No. 115 of 50 SA cents per share was declared on 6 November 2012 and paid on 14 December 2012 (6 US cents per share).

    -     -     22  

No. 116 of 50 SA cents per share was declared on 18 February 2013 and paid on 28 March 2013 (5 US cents per share).

    -     21     -  

No. 117 of 50 SA cents per share was declared on 10 May 2013 and paid on 14 June 2013 (5 US cents per share).

    -     19     -  

E ordinary shares

       

No. E12 of 100 SA cents per share was declared on 14 February 2012 and paid on 16 March 2012 (13 US cents per share).

    -     -     -  

No. E13 of 50 SA cents per share was declared on 8 May 2012 and paid on 8 June 2012 (6 US cents per share).

    -     -     -  

No. E14 of 50 SA cents per share was declared on 3 August 2012 and paid on 14 September 2012 (6 US cents per share).

    -     -     -  

No. E15 of 25 SA cents per share was declared on 6 November 2012 and paid on 14 December 2012 (3 US cents per share).

    -     -     -  

No. E16 of 25 SA cents per share was declared on 18 February 2013 and paid on 28 March 2013 (2.5 US cents per share).

    -     -     -  

No. E17 of 25 SA cents per share was declared on 10 May 2013 and paid on 14 June 2013 (2.5 US cents per share).

    -     -     -  
      -     40     215  

F - 3834


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

15

TANGIBLE ASSETSDividends

 

            Figures in million     Mine
development
costs
   Mine
infra-
structure
   Mineral
rights
and
dumps
   Exploration
and
evaluation
assets
   Assets
under
construction
   Land and
buildings
   Total 
            US Dollars                              

Cost

               

Balance at 1 January 2012

    7,432     3,603     1,050     34     531     72     12,722  

Additions

               

- project capital

    133     51     -     -     601     6     791  

- stay-in-business capital

    624     328     -     2     192     3     1,149  

Acquisition of subsidiary (note 34)

    -     603     8     -     -     5     616  

Disposals

    (1)     (26)     -     -     -     -     (27)  

Disposal of subsidiary (note 34)

    -     (72)     -     -     -     (3)     (75)  

Transfers and other movements(1)

    111     243     (110)     -     (239)     (1)     4  

Finance costs capitalised (note 8)(2)

    -     -     -     -     12     -     12  

Translation

    (165)     (53)     (3)     (1)     (13)     (2)     (237)  

Balance at 31 December 2012

    8,134     4,677     945     35     1,084     80     14,955  

Accumulated amortisation and impairments

               

Balance at 1 January 2012

    3,829     1,783     474     32     49     10     6,177  

Amortisation for the year (notes 4 and 33)

    541     279     8     -     -     2     830  

Impairment and derecognition of assets
(notes 7 and 13)(3)

    254     87     -     -     15     -     356  

Disposals

    (1)     (25)     -     -     -     -     (26)  

Disposal of subsidiary (note 34)

    -     (22)     -     -     -     -     (22)  

Transfers and other movements(1)

    32     (8)     (41)     -     -     -     (17)  

Translation

    (95)     (19)     (2)     (1)     (1)     (1)     (119)  

Balance at 31 December 2012

    4,560     2,075     439     31     63     11     7,179  

Net book value at 31 December 2012

    3,574     2,602     506     4     1,021     69     7,776  

Cost

               

Balance at 1 January 2013

    8,134     4,677     945     35     1,084     80     14,955  

Additions

               

- project capital

    60     61     -     -     483     9     613  

- stay-in-business capital

    530     255     -     -     119     3     907  

Disposals

    (2)     (57)     -     -     (82)     -     (141)  

Transfers and other movements(1)

    (494)     310     17     -     (748)     (1)     (916)  

Finance costs capitalised (note 8)(2)

    -     -     -     -     5     -     5  

Translation

    (800)     (280)     (24)     (1)     (112)     (8)     (1,225)  

Balance at 31 December 2013

    7,428     4,966     938     34     749     83     14,198  

Accumulated amortisation and impairments

               

Balance at 1 January 2013

    4,560     2,075     439     31     63     11     7,179  

Amortisation for the year (notes 4 and 33)

    483     282     8     -     -     2     775  

Impairment and derecognition of assets
(notes 7 and 13)(3)

    1,357     964     451     -     196     10     2,978  

Disposals

    (1)     (31)     -     -     -     -     (32)  

Transfers and other movements(1)

    (885)     79     12     -     (126)     (3)     (923)  

Translation

    (496)     (75)     (14)     1     (7)     (3)     (594)  

Balance at 31 December 2013

    5,018     3,294     896     32     126     17     9,383  

Net book value at 31 December 2013

     2,410     1,672     42     2     623     66     4,815  
              Figures in millions  US Dollars 
     2015       2014       2013   

Ordinary shares

      

No. 116 of 50 SA cents per share was declared on 18 February 2013 and paid on 28 March 2013 (5 US cents per share).

   -     -     21  

No. 117 of 50 SA cents per share was declared on 10 May 2013 and paid on 14 June 2013 (5 US cents per share).

   -     -     19  
    -     -     40  

16

Tangible assets

            Figures in millions     Mine
development
costs
   Mine
infra-
structure(2)
   Mineral
rights
and
dumps
   Exploration
and
evaluation
assets
   Assets
under
construction
   Land and
buildings(3)
   Total 
            US Dollars                              

Cost

               

Balance at 1 January 2013

    8,134     4,677     945     35     1,084     80     14,955  

Additions

               

- project capital

    60     61     -     -     483     9     613  

- stay-in-business capital

    530     255     -     -     119     3     907  

Disposals

    (2)     (57)     -     -     (82)     -     (141)  

Transfers and other movements(1)

    (494)     310     17     -     (748)     (1)     (916)  

Finance costs capitalised

    -     -     -     -     5     -     5  

Translation

    (800)     (280)     (24)     (1)     (112)     (8)     (1,225)  

Balance at 31 December 2013

    7,428     4,966     938     34     749     83     14,198  

Accumulated amortisation and impairments

               

Balance at 1 January 2013

    4,560     2,075     439     31     63     11     7,179  

Amortisation for the year

    483     282     8     -     -     2     775  

Impairment and derecognition of assets

    1,357     964     451     -     196     10     2,978  

Disposals

    (1)     (31)     -     -     -     -     (32)  

Transfers and other movements(1)

    (885)     79     12     -     (126)     (3)     (923)  

Translation

    (496)     (75)     (14)     1     (7)     (3)     (594)  

Balance at 31 December 2013

    5,018     3,294     896     32     126     17     9,383  

Net book value at 31 December 2013

    2,410     1,672     42     2     623     66     4,815  

Cost

               

Balance at 1 January 2014

    7,428     4,966     938     34     749     83     14,198  

Additions

               

- project capital

    19     -     -     -     268     2     289  

- stay-in-business capital

    428     116     -     1     177     2     724  

Disposals

    (1)     (25)     -     -     -     -     (26)  

Transfers and other movements(1)

    (281)     427     31     -     (405)     5     (223)  

Finance costs capitalised

    -     -     -     -     1     -     1  

Translation

    (355)     (115)     (11)     -     (33)     (4)     (518)  

Balance at 31 December 2014

    7,238     5,369     958     35     757     88     14,445  

Accumulated amortisation and impairments

               

Balance at 1 January 2014

    5,018     3,294     896     32     126     17     9,383  

Amortisation for the year

    501     240     7     -     -     2     750  

Impairment and derecognition of assets

    1     1     -     -     2     -     4  

Disposals

    (1)     (23)     -     -     -     -     (24)  

Transfers and other movements(1)

    (249)     37     (3)     -     (47)     -     (262)  

Translation

    (225)     (34)     (7)     -     (2)     (1)     (269)  

Balance at 31 December 2014

    5,045     3,515     893     32     79     18     9,582  

Net book value at 31 December 2014

     2,193     1,854     65     3     678     70     4,863  

 

F - 3935


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

1516

TANGIBLE ASSETSTangible assetscontinued(continued)

 

            Figures in million      Mine
development
costs
  Mine
infra-
structure
  Mineral
rights
and
dumps
  Exploration
and
evaluation
assets
   Assets
under
construction
  Land and
buildings
  Total 
            US Dollars                          

Cost

           

Balance at 1 January 2014

     7,428    4,966    938    34     749    83    14,198  

Additions

           

- project capital

     19    -    -    -     268    2    289  

- stay-in-business capital

     428    116    -    1     177    2    724  

Disposals

     (1  (25  -    -     -    -    (26

Transfers and other movements(1)

     (281  427    31    -     (405  5    (223

Finance costs capitalised (note 8)(2)

     -    -    -    -     1    -    1  

Translation

     (355  (115  (11  -     (33  (4  (518

Balance at 31 December 2014

     7,238    5,369    958    35     757    88    14,445  

Accumulated amortisation and impairments

           

Balance at 1 January 2014

     5,018    3,294    896    32     126    17    9,383  

Amortisation for the year (notes 4 and 33)

     501    240    7    -     -    2    750  

Impairment and derecognition of assets
(notes 7 and 13) (3)

     1    1    -    -     2    -    4  

Disposals

     (1  (23  -    -     -    -    (24

Transfers and other movements (1)

     (249  37    (3  -     (47  -    (262

Translation

     (225  (34  (7  -     (2  (1  (269

Balance at 31 December 2014

     5,045    3,515    893    32     79    18    9,582  

Net book value at 31 December 2014

      2,193    1,854    65    3     678    70    4,863  

Included in the amounts for mine infrastructure are assets held under finance leases with a net book value of nil (2013: nil; 2012: $40m). Included in the amounts for land and buildings are assets held under finance leases with a net book value of $11m (2013: $14m; 2012: $19m).

The majority of the leased assets are pledged as security for the related finance leases.

No assets are encumbered by project finance.

            Figures in millions      Mine
development
costs
  Mine
infra-
structure(2)
  Mineral
rights
and
dumps
  Exploration
and
evaluation
assets
  Assets
under
construction
  Land and
buildings(3)(4)
  Total 
            US Dollars                         

Cost

          

Balance at 1 January 2015

     7,238    5,369    958    35    757    88    14,445  

Additions

          

- project capital

     19    1    -   

 

-

  

  102    6    128  

- stay-in-business capital

     345    57    -    -    158    1    561  

- capitalised leased assets

     -    62    -    -    -    -    62  

Disposals

     (113  (772  (25  (29  (291  (7  (1,237

Transfers and other movements(1)

     (497  (4  -    (1  (298  (1  (801

Translation

     (710  (281  (19  -    (72  (9  (1,091

Balance at 31 December 2015

     6,282    4,432    914    5    356    78    12,067  

Accumulated amortisation and impairments

          

Balance at 1 January 2015

     5,045    3,515    893    32    79    18    9,582  

Amortisation for the year

     475    257    6    1    -    1    740  

Impairment and derecognition of assets

     4    1    -    -    -    -    5  

Disposals

     (113  (727  (25  (29  (49  (6  (949

Transfers and other movements(1)

     (458  (346  -    (1  (1  -    (806

Translation

     (465  (82  (12  (1  -    (3  (563

Balance at 31 December 2015

     4,488    2,618    862    2    29    10    8,009  

Net book value at 31 December 2015

      1,794    1,814    52    3    327    68    4,058  

 

 (1) 

Transfers and other movements include amounts from deferred stripping, change in estimates of decommissioning assets, asset reclassifications and amounts written off.derecognition of assets.

Transfers to non-current asset held for sale comprise assets with a net book value of $80m relating to Navachab which were transferred to non-current assets held for sale during 2013.

 (2) 

The weighted average capitalisation rate used to determine the amount of borrowing costs eligible for capitalisation was 0.48% (2013: 5.06%; 2012: 6.54%). Interest capitalised relates to the MLE2 (Mine Life Expansion) project in North America. Interest capitalised in 2013 relates to the Tropicana project in Australia. Capitalisation of interest at Tropicana ceasedIncluded in the last quarteramounts for mine infrastructure are assets held under finance leases with a net book value of 2013 when$61m (2014 and 2013: nil).

(3)

Included in the mine moved into production.amounts for land and buildings are assets held under finance leases with a net book value of $7m (2014: $11m; 2013: $14m).

(4)

Assets of $8m have been pledged as security.

 

F - 4036


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

            Figures in million       2014       2013       2012   
     US Dollars 

15      TANGIBLE ASSETScontinued

        
 

(3)  Impairment and derecognition of assets and impairment reversal include the following:

        
 

Impairment of cash generating units

        
 

South Africa

        
 

Moab Khotsong

    -     293     -  

The Moab cash generating unit impairment is the result of changes to the mine plan following a revision to capital expenditure and from factors such as declining gold price, an increasing discount rate and reduction in market capitalisation. As a result, Moab’s recoverable amount did not support its carrying value in 2013 and an impairment loss was recognised for mine development of $290m and for mine infrastructure of $3m. The recoverable amount was determined using a real pre-tax discount rate of 11.2% and was based on the impairment assumptions detailed in this note.

        
 

Great Noligwa mine

    -     -     31  

In 2012, the Great Noligwa cash generating unit impairment resulted from a revised mine plan. Factors such as reduction in Ore Reserve resulting from resource model changes, abandonment of certain areas, grade factors and an increase in the cost of extraction affected the mine plan. As a result, Great Noligwa’s recoverable amount did not support its carrying value and an impairment loss was recognised for mine development of $25m and mine infrastructure of $6m. The recoverable amount was determined using a real pre-tax discount of 13% and was based on the impairment assumptions detailed in his note.

        
 

Ghana

        
 

Iduapriem

    -     74     -  

The Iduapriem cash generating unit impairment is the result of factors such as declining gold price, an increasing discount rate and reduction in market capitalisation. As a result, Iduapriem’s recoverable amount did not support its carrying value in 2013 and an impairment loss was recognised for mine development of $74m. The recoverable amount was determined using a real pre-tax discount rate of 9.6% and was based on the impairment assumptions detailed in this note.

        
 

Obuasi

    -     993     -  

The Obuasi cash generating unit impairment is the result of factors such as declining gold price, an increasing discount rate and reduction in market capitalisation. As a result, Obuasi’s recoverable amount did not support its carrying value in 2013 and an impairment loss was recognised for mine development of $377m, mine infrastructure of $383m, mineral rights and dumps of $231m and assets under construction of $2m. The recoverable amount was determined using a real pre-tax discount rate of 8% and was based on the impairment assumptions detailed in this note.

        
 

Guinea

        
 

Siguiri

    -     25     -  

The Siguiri cash generating unit impairment is the result of factors such as declining gold price, an increasing discount rate and reduction in market capitalisation. As a result, Siguiri’s recoverable amount did not support its carrying value in 2013 and an impairment loss was recognised for mine development of $25m. The recoverable amount was determined using a real pre-tax discount rate of 18.1% and was based on the impairment assumptions detailed in this note.

        
 

Tanzania

        
 

Geita

    -     555     -  

The Geita cash generating unit impairment is the result of factors such as declining gold price, an increasing discount rate and reduction in market capitalisation. As a result, Geita’s recoverable amount did not support its carrying value in 2013 and an impairment loss was recognised for mine development of $187m, mine infrastructure of $153m and mineral rights and dumps of $215m. The recoverable amount was determined using a real pre-tax discount rate of 13.4% and was based on the impairment assumptions detailed in this note.

                 
16

Tangible assets(continued)

Impairment and derecognition of assets include the following:

            Figures in millions      Mine
development
costs
   Mine
infra-
structure
   Mineral
rights
and
dumps
   Assets
under
construction
   Land
and
buildings
   Total 
            US Dollars                           

Impairment of assets 2013

              

South Africa

              

Moab Khotsong

     290     3     -     -     -     293  

Continental Africa

              

Iduapriem

     74     -     -     -     -     74  

Obuasi

     377     383     231     2     -     993  

Siguiri

     25     -     -     -     -     25  

Geita

     187     153     215     -     -     555  

Americas

              

Cripple Creek & Victor

     202     122     5     105     10     444  

AngloGold Ashanti Mineração

     150     182     -     -     -     332  

Cerro Vanguardia

     45     86     -     1     -     132  

Derecognition of assets

              

South Africa

              

Surface operations

     -     10     -     4     -     14  

Democratic Republic of the Congo

              

Mongbwalu

     -     21��    -     84     -     105  

Other

     7     4     -     -     -     11  
     1,357     964     451     196     10     2,978  

Impairment and derecognition 2014

              

Other

     1     1     -     2     -     4  

Impairment and derecognition 2015

              

Other

      4     1     -     -     -     5  

 

F -   4137


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

            Figures in million        2014       2013       2012   
      US Dollars 

15      TANGIBLE ASSETScontinued

        

Impairment of cash generating unitscontinued

        

Americas

        

Cripple Creek and Victor

        

The Cripple Creek and Victor cash generating unit impairment is the result of factors such as declining gold price, an increasing discount rate and reduction in market capitalisation. As a result, Cripple Creek and Victor’s recoverable amount did not support its carrying value in 2013 and an impairment loss was recognised for mine development of $203m, mine infrastructure of $122m, mineral rights and dumps of $5m, assets under construction of $105m and land $10m. The recoverable amount was determined using a real pre-tax discount rate of 6.2% and was based on the impairment assumptions detailed in this note.

     -     445     -  

AngloGold Ashanti Mineração

        

The AngloGold Ashanti Mineração cash generating unit impairment is the result of factors such as declining gold price, an increasing discount rate and reduction in market capitalisation. As a result, AngloGold Ashanti Mineração’s recoverable amount did not support its carrying value in 2013 and an impairment loss was recognised for mine development of $150m and mine infrastructure of $182m. The recoverable amount was determined using a real pre-tax discount rate of 9.1% and was based on the impairment assumptions detailed in this note.

     -     332     -  

Cerro Vanguardia

        

The Cerro Vanguardia cash generating unit impairment is the result of factors such as declining gold price, an increasing discount rate and reduction in market capitalisation. As a result, Cerro Vanguardia’s recoverable amount did not support its carrying value in 2013 and an impairment loss was recognised for mine development of $45m, mine infrastructure of $86m and assets under construction of $1m. The recoverable amount was determined using a real pre-tax discount rate of 13.5% and was based on the impairment assumptions detailed in this note.

     -     132     -  

Derecognition of assets

        

South Africa

        

Vaal River Surface operations - mine infrastructure and assets under construction

        

In 2013, due to changes in the mine plan the SX Replacement Project (South Uranium Plant) has been abandoned and will not generate future cash flows resulting in the derecognition of mine infrastructure of $10m and assets under construction of $4m.

     -     14     -  

Kopanang - mine development costs

        

In 2012, due to changes in the mine plan, certain areas were abandoned and were not expected to generate future cash flows.

     -     -     14  

Guinea

        

Siguiri - mine development costs

        

In 2012, due to depleted reserves in Sintroko, Kozan and Kintinia pits, exploration and pit dewatering costs previously capitalised were not expected to generate future economic value. Certain areas were also abandoned due to safety-related concerns.

     -     -     14  

Ghana

        

Obuasi - mine development costs, mine infrastructure, and assets under construction

        

In 2012, due to a change in the mine plan, certain areas were abandoned mainly due to depletion of reserves and assets in poor physical condition or considered obsolete were also derecognised. A loss was recognised for mine development of $201m, mine infrastructure $80m and assets under construction $15m.

      -     -     296  
17

Intangible assets

   US Dollars 
            Figures in millions  Goodwill   Software and
licences
   Royalty,
tax rate
concession
and other
       Total 

Cost

        

Balance at 1 January 2013

   451     92     58     601  

Additions

   -     67     1     68  

Disposals

   -     -     (1)     (1)  

Transfers and other movements(1)

   -     (3)     2     (1)  

Transfer to asset held for sale

   (2)     (2)     -     (4)  

Translation

   (33)     (13)     -     (46)  

Balance at 31 December 2013

   416     141     60     617  

Accumulated amortisation and impairments

        

Balance at 1 January 2013

   256     -     30     286  

Amortisation for the year

   -     19     5     24  

Impairment

   15     33     3     51  

Disposals

   -     -     (1)     (1)  

Transfers and other movements(1)

   -     -     1     1  

Transfer to asset held for sale

   (2)     -     -     (2)  

Translation

   (7)     (2)     -     (9)  

Balance at 31 December 2013

   262     50     38     350  

Net book value at 31 December 2013

   154     91     22     267  

Cost

        

Balance at 1 January 2014

   416     141     60     617  

Additions

   -     5     -     5  

Transfers and other movements(1)

   -     13     -     13  

Translation

   (16)     (7)     -     (23)  

Balance at 31 December 2014

   400     152     60     612  

Accumulated amortisation and impairments

        

Balance at 1 January 2014

   262     50     38     350  

Amortisation for the year

   -     31     5     36  

Impairment

   -     -     6     6  

Transfers and other movements(1)

   -     3     (2)     1  

Translation

   (4)     (2)     -     (6)  

Balance at 31 December 2014

   258     82     47     387  

Net book value at 31 December 2014

   142     70     13     225  

Cost

        

Balance at 1 January 2015

   400     152     60     612  

Additions

   -     3     -     3  

Disposal

   -     (9)     -     (9)  

Transfers and other movements(1)

   -     (10)     -     (10)  

Translation

   (20)     (18)     -     (38)  

Balance at 31 December 2015

   380     118     60     558  

Accumulated amortisation and impairments

        

Balance at 1 January 2015

   258     82     47     387  

Amortisation for the year

   -     37     3     40  

Disposal

   -     (7)     -     (7)  

Transfers and other movements(1)

   -     (7)     -     (7)  

Translation

   (4)     (12)     -     (16)  

Balance at 31 December 2015

   254     93     50     397  

Net book value at 31 December 2015

   126     25     10     161  

(1)

Transfers and other movements include amounts from asset reclassifications and amounts written off.

 

F - 4238


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

            Figures in million    2014       2013       2012   
   US Dollars 

15      TANGIBLE ASSETScontinued

      

Derecognition of assets

      

Democratic Republic of the Congo

      

Mongbwalu - mine infrastructure and assets under construction

   -     105     -  

In 2013, the Mongbwalu project in the Democratic Republic of the Congo was discontinued and will not generate future cash flows. A loss was recognised for mine infrastructure of $21m and assets under construction $84m.

      

Other

      

Derecognition of other mine development costs, mine infrastructure and assets under construction.

   4     10     1  
    4     2,978     356  

Impairment calculation assumptions - tangible assets and goodwill

Management assumptions for the value in use of tangible assets and goodwill include:

the gold price assumption represents management’s best estimate of the future price of gold. In arriving at the estimated long-term gold price, management considered all available market information, including current prices, historical averages, and forward-pricing curves. A long-term real gold price of $1,267/oz (2013: $1,269/oz; 2012: $1,584/oz) is based on a range of economic and market conditions that will exist over the remaining useful life of the assets.

Annual life of mine plans take into account the following:

proved and probable Ore Reserve;

value beyond proved and probable reserves (including exploration potential) determined using the gold price assumption referred to above;

In determining the impairment, the real pre-tax rate, per cash generating unit ranged from 7.1% to 16.3% which was derived from the group’s weighted average cost of capital (WACC) and risk factors consistent with the basis used in 2013 and 2012. At 31 December 2014, the group WACC was 6.3% (real post-tax) which is 97 basis points lower than in 2013 of 7.3% in line with the change in market trading volatilities (2012: 5.3%), and is based on the average capital structure of the group and three major gold companies considered to be appropriate peers. In determining the WACC for each cash generating unit, sovereign and mining risk factors are considered to determine country specific risks. The country risk factor is based on the group’s internal assessment of country risk relative to the issues experienced in the countries in which it operates and explores. Project risk has been applied to cash flows relating to certain mines that are deep level underground mining projects below infrastructure in South Africa and Continental Africa region;

foreign currency cash flows translated at estimated forward exchange rates and then discounted using appropriate discount rates for that currency;

cash flows used in impairment calculations are based on life of mine plans which range from 3 years to 46 years; and

variable operating cash flows are increased at local Consumer Price Index rates.

The group reviews and tests the carrying value of assets when events or changes in circumstances suggest that the carrying amount may not be recoverable. In addition, goodwill is tested on an annual basis for impairment. Assets are grouped at the lowest level for which identifiable cash flows are largely independent of cash flows of other assets and liabilities. If there are indications that impairment may have occurred, estimates are prepared of expected future cash flows for each cash generating unit. Expected future cash flows used to determine the value in use of goodwill and tangible assets are inherently uncertain and could materially change over time. The cash flows are significantly affected by a number of factors including reserves and production estimates, together with economic factors such as spot gold prices, discount rates, foreign currency exchange rates, estimates of costs to produce reserves and future capital expenditure.

Should management’s estimate of the future not reflect actual events, further impairments may be identified. Factors affecting the estimates include:

changes in proved and probable Ore Reserve as well as value beyond proved and probable reserves;

the grade of Ore Reserve as well as value beyond proved and probable reserves may vary significantly from time to time;

differences between actual commodity prices and commodity price assumptions;

unforeseen operational issues at mine sites; and

changes in capital, operating mining, processing and reclamation costs and foreign exchange rates.

17

Intangible assets(continued)

 

F - 43


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

Impairment calculation assumptions for goodwill

Based on an analysis carried out by the group in 2014,2015, the carrying value and value in use of cash generating units with goodwill that were most sensitive to reasonably possible changes in the above assumptions is:

 

Figures in million  Carrying Value   Value in use 
2014  US Dollars 

First Uranium (Pty) Limited

   369     450  
   US Dollars 
Figures in millions  

Carrying

Value

   

Value in

Use

 

2015

    

First Uranium (Pty) Limited

   265     304  

As at 31 December 2014,2015, the recoverable amount of First Uranium (Pty) Ltd exceeded its carrying amount by $81 million.$39m. The First Uranium (Pty) Limited CGU had $10m$7m goodwill at that date. The key assumptions, methodology used to determine each key assumption are in line with those outlined above. Other than the gold price, management believes that it is not reasonably possible that there would be a change in other key assumptions such that the carrying amount would exceed the value in use.

It is estimated that a decrease of 6% in the long term real gold price of $1,179/oz by 3%, would cause the recoverable amount of this cash generating unit to equal its carrying amount. The sensitivity analysis has been provided on the basis that the key assumption changes without a change in the other assumptions. However, for a change in each of the assumptions used, it is impracticable to disclose the consequential effect of changes on the other variable used to measure the recoverable amount because these assumptions and others used in impairment testing of tangible assets and goodwill are inextricably linked. In addition, for those cash generating units with a functional currency other than the US dollar, movements in the US dollar exchange rate will also be a critical factor in determining life of mine and production plans.

Therefore it is possible that outcomes within the next financial year that are different from the assumptions used in the impairment testing process for goodwill and tangible assets could require a material adjustment to the carrying amounts in future periods.

Net book value of goodwill allocated to each of the cash generating units (CGUs):

   US Dollars 
            Figures in millions    2015      2014      2013   

- Sunrise Dam

   111    124    136  

- First Uranium (Pty) Limited

   7    10    10  

- Serra Grande

   8    8    8  

(note 2)

   126    142    154  

Real pre-tax discount rates applied in impairment calculations on CGUs for which the carrying amount of goodwill is significant are as follows:

    

- Sunrise Dam(1)

   7.9  9.7  7.1

(1)

The discount rates for 2015 were determined on a basis consistent with that of 2014. The value in use of the CGU is $504m in 2015 (2014: $785m; 2013: $476m).

18

Material partly-owned subsidiaries

   Name  Non-controlling interest % holding   Country of incorporation and operation
     2015   2014   2013    
 

Cerro Vanguardia S.A. (CVSA)

   7.5     7.5     7.5    Argentina
  

Société AngloGold Ashanti de Guinée S.A. (Siguiri)

   15.0     15.0     15.0    Republic of Guinea

Financial information of subsidiaries that have material non-controlling interests are provided below:

     US Dollars 
   Figures in millions  2015   2014   2013 
 

Profit allocated to material non-controlling interests

      
 

CVSA

   4     6     1  
 

Siguiri

   8     17     6  
 

Accumulated balances of material non-controlling interests

      
 

CVSA

   15     11     7  
  

Siguiri

   26     22     24  

 

F - 4439


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

16

INTANGIBLE ASSETS

            Figures in million  Goodwill   

Software and

licenses

   

Royalty

tax rate
concession

and other

       Total 
   US Dollars 

Cost

        

Balance at 1 January 2012

   435     16     50     501  

Additions

   -     78     1     79  

Acquisition of subsidiary (note 34)

   14     -     -     14  

Transfers and other movements (3)

   -     -     7     7  

Translation

   2     (2)     -     -  

Balance at 31 December 2012

   451     92     58     601  

Accumulated amortisation and impairments

        

Balance at 1 January 2012

   256     -     35     291  

Amortisation for the year (notes 4 and 33)

   -     -     5     5  

Impairment reversal (notes 7 and 13) (2)

   -     -     (10)     (10)  

Balance at 31 December 2012

   256     -     30     286  

Net book value at 31 December 2012 (1)

   195     92     28     315  

Cost

        

Balance at 1 January 2013

   451     92     58     601  

Additions

   -     67     1     68  

Disposals

   -     -     (1)     (1)  

Transfers and other movements(3)

   -     (3)     2     (1)  

Transfer to asset held for sale

   (2)     (2)     -     (4)  

Translation

   (33)     (13)     -     (46)  

Balance at 31 December 2013

   416     141     60     617  

Accumulated amortisation and impairments

        

Balance at 1 January 2013

   256     -     30     286  

Amortisation for the year (notes 4 and 33)

   -     19     5     24  

Impairment (notes 7 and 13)

   15     33     3     51  

Disposals

   -     -     (1)     (1)  

Transfers and other movements (3)

   -     -     1     1  

Transfer to asset held for sale

   (2)     -     -     (2)  

Translation

   (7)     (2)     -     (9)  

Balance at 31 December 2013

   262     50     38     350  

Net book value at 31 December 2013 (1)

   154     91     22     267  

Cost

        

Balance at 1 January 2014

   416     141     60     617  

Additions

   -     5     -     5  

Transfers and other movements (3)

   -     13     -     13  

Translation

   (16)     (7)     -     (23)  

Balance at 31 December 2014

   400     152     60     612  

Accumulated amortisation and impairments

        

Balance at 1 January 2014

   262     50     38     350  

Amortisation for the year (notes 4 and 33)

   -     31     5     36  

Impairment (notes 7 and 13)(2)

   -     -     6     6  

Transfers and other movements (3)

   -     3     (2)     1  

Translation

   (4)     (2)     -     (6)  

Balance at 31 December 2014

   258     82     47     387  

Net book value at 31 December 2014(1)

   142     70     13     225  

F - 45


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS18 Material partly-owned subsidiaries(continued)

                Figures in million    2014      2013      2012   
   US Dollars 

16        INTANGIBLE ASSETScontinued

    

(1)     Net book value of goodwill allocated to each of the cash generating units (CGUs):

    

- Sunrise Dam

   124    136    159  

- AngloGold Ashanti Córrego do Sitío Mineração(4)

   -    -    15  

- First Uranium (Pty) Limited

   10    10    13  

- Serra Grande

   8    8    8  

(note 2)

   142    154    195  

Real pre-tax discount rates applied in impairment calculations on CGUs for which the carrying amount of goodwill is significant are as follows:

    

- Sunrise Dam(5)

   9.7  7.1  6.1

(2)

As part of the stability agreement entered into in 2004, the Government of Ghana agreed to a concession on the royalty payments by maintaining a rate of 3% for 15 years from 2004. The impairment reversal during 2012 relates to the corporate tax rate concession which was granted at a rate of 30% for the Ashanti business combination in 2004. During 2005, the corporate tax rate in Ghana decreased to 25% and the tax rate concession, which expires in 2019, was fully impaired. During 2012, the corporate tax rate on mining companies was increased from 25% to 35% resulting in an impairment reversal. The 2014 business plan indicates that no tax payments are expected to be paid to the Government of Ghana until 2019, as a result the tax rate concession was fully impaired during 2014.

(3)

Transfers and other movements include amounts from asset reclassifications and amounts written off.

(4)

Goodwill has been allocated to its respective CGU’s where it is tested for impairment as part of the CGU (note 15). The group reviews and tests the carrying value of goodwill on an annual basis for impairment. Following the impairment review in 2012, goodwill to the value of $15m at AngloGold Ashanti Córrego do Sitío Mineração was impaired utilising a real pre-tax discount rate of 9.1% during 2013.

(5)

The discount rates for 2014 were determined on a basis consistent with that of 2013 and 2012. The value in use of the CGU is $785m (2013: $476m; 2012: $1,543m).

F - 46


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

17

MATERIAL PARTLY-OWNED SUBSIDIARIES

   Name  Non-controlling interest % holding   Country of incorporation and operation
     2014   2013   2012    
 

Cerro Vanguardia S.A. (CVSA)

   7.5     7.5     7.5    Argentina
  

Société AngloGold Ashanti de Guinée S.A. (Siguiri)

   15.0     15.0     15.0    Republic of Guinea

On 28 June 2012, AngloGold Ashanti Limited acquired the remaining 50% stake in Serra Grande mine, resulting in it being a wholly owned subsidiary.

In early December 2012, AngloGold Ashanti Limited disposed of a 5% interest in Rand Refinery (Pty) Limited, with the remaining interest being accounted for as an associate (note 18).

Financial information of subsidiaries that have material non-controlling interests are provided below:

   Figures in million  2014   2013   2012 
     US Dollars 
 

Profit allocated to material non-controlling interest

      
 

Cerro Vanguardia S.A.

   6     1     12  
 

Société AngloGold Ashanti de Guinée S.A.

   17     6     8  
 

Accumulated balances of material non-controlling interests

      
 

Cerro Vanguardia S.A.

   11     7     15  
  

Société AngloGold Ashanti de Guinée S.A.

   22     24     31  

Summarised financial information of subsidiaries is as follows. The information is based on amounts including inter-company balances.

 

   Figures in million  CVSA           Siguiri 
     US Dollars 
 

Statement of profit or loss for 2014

        
 

Revenue

   386           439  
 

Profit for the year

   83           80  
 

Total comprehensive income for the year, net of tax

   83           80  
 

Attributable to non-controlling interests

   6         17  
 

Dividends paid to non-controlling interests

   (3)         (18)  
 

Statement of profit or loss for 2013

        
 

Revenue

   425           452  
 

Profit for the year

   14         39  
 

Total comprehensive income for the year, net of tax

   14           39  
 

Attributable to non-controlling interests

   1         6  
 

Dividends paid to non-controlling interests

   (8)         (14)  
 

Statement of profit or loss for 2012

        
 

Revenue

   485           457  
 

Profit for the year

   150         72  
 

Total comprehensive income for the year, net of tax

   150           72  
 

Attributable to non-controlling interests

   12         8  
  

Dividends paid to non-controlling interests

   (10)           (6)  
   US Dollars 
            Figures in millions  CVSA   Siguiri 

Statement of profit or loss for 2015

    

Revenue

   399     350  

Profit for the year

   57     50  

Total comprehensive income for the year, net of tax

   57     50  

Attributable to non-controlling interests

   4     8  

Dividends paid to non-controlling interests

   -     (4)  

Statement of profit or loss for 2014

    

Revenue

   386     439  

Profit for the year

   83     80  

Total comprehensive income for the year, net of tax

   83     80  

Attributable to non-controlling interests

   6     17  

Dividends paid to non-controlling interests

   (3)     (18)  

Statement of profit or loss for 2013

    

Revenue

   425     452  

Profit for the year

   14     39  

Total comprehensive income for the year, net of tax

   14     39  

Attributable to non-controlling interests

   1     6  

Dividends paid to non-controlling interests

   (8)     (14)  

Summarised financial information of subsidiaries is as follows. The information is based on amounts before inter-company eliminations.

   US Dollars 
            Figures in millions  CVSA   Siguiri 

Statement of financial position as at 31 December 2015

    

Non-current assets

   245     151  

Current assets

   182     158  

Non-current liabilities

   (114)     (79)  

Current liabilities

   (109)     (55)  

Total equity

   204     175  

Statement of financial position as at 31 December 2014

    

Non-current assets

   237     159  

Current assets

   154     155  

Non-current liabilities

   (100)     (91)  

Current liabilities

   (143)     (73)  

Total equity

   148     150  

Statement of financial position as at 31 December 2013

    

Non-current assets

   192     151  

Current assets

   175     165  

Non-current liabilities

   (74)     (76)  

Current liabilities

   (181)     (51)  

Total equity

   112     189  

 

F - 4740


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

1718

MATERIAL PARTLY-OWNED SUBSIDIARIESMaterial partly-owned subsidiariescontinued(continued)

 

 Summarised financial information of subsidiaries is as follows. The information is based on amounts before inter-company eliminations.

  

            Figures in million  CVSA   Siguiri 
   US Dollars 

Statement of financial position as at 31 December 2014

    

Non-current assets

   237     159  

Current assets

   154     155  

Non-current liabilities

   (100)     (91)  

Current liabilities

   (143)     (73)  

Total equity

   148     150  

Statement of financial position as at 31 December 2013

    

Non-current assets

   192     151  

Current assets

   175     165  

Non-current liabilities

   (74)     (76)  

Current liabilities

   (181)     (51)  

Total equity

   112     189  

Statement of financial position as at 31 December 2012

    

Non-current assets

   298     181  

Current assets

   207     211  

Non-current liabilities

   (102)     (86)  

Current liabilities

   (181)     (66)  

Total equity

   222     240  

Statement of cash flows for the year ended 31 December 2014

    

Cash inflow from operating activities

   113     140  

Cash outflow from investing activities

   (30)     (30)  

Cash outflow from financing activities

   (59)     (110)  

Net increase in cash and cash equivalents

   24     -  

Statement of cash flows for the year ended 31 December 2013

    

Cash inflow from operating activities

   116     94  

Cash outflow from investing activities

   (69)     (30)  

Cash outflow from financing activities

   (107)     (92)  

Net decrease in cash and cash equivalents

   (60)     (28)  

Statement of cash flows for the year ended 31 December 2012

    

Cash inflow from operating activities

   300     72  

Cash outflow from investing activities

   (137)     (33)  

Cash outflow from financing activities

   (123)     (40)  

Net increase (decrease) in cash and cash equivalents

   40     (1)  
   US Dollars 
            Figures in millions  CVSA   Siguiri 

Statement of cash flows for the year ended 31 December 2015

    

Cash inflow from operating activities

   98     76  

Cash outflow from investing activities

   (60)     (29)  

Cash inflow (outflow) from financing activities

   3     (36)  

Net increase in cash and cash equivalents

   41     11  

Statement of cash flows for the year ended 31 December 2014

    

Cash inflow from operating activities

   113     140  

Cash outflow from investing activities

   (30)     (30)  

Cash outflow from financing activities

   (59)     (110)  

Net increase in cash and cash equivalents

   24     -  

Statement of cash flows for the year ended 31 December 2013

    

Cash inflow from operating activities

   116     94  

Cash outflow from investing activities

   (69)     (30)  

Cash outflow from financing activities

   (107)     (92)  

Net decrease in cash and cash equivalents

   (60)     (28)  

 

F - 48


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

Figures in million  2014   2013   2012 
  US Dollars   US Dollars 

18 INVESTMENTS IN ASSOCIATES AND JOINT VENTURES

      
Figures in millions  2015   2014   2013 

19 Investments in associates and joint ventures

      

Carrying value

            

Investments in associates

   34     62     92     34     34     62  

Investments in joint ventures

   1,393     1,265     955     1,431     1,393     1,265  
   1,427     1,327     1,047     1,465     1,427     1,327  

Detailed disclosures are provided for the years in which investments in associates and joint ventures are considered to be material.

Investments in material associates comprise:

          Name  Effective %   Description  Country of incorporation and operation
   2014   2013   2012       

Unlisted associates

          

Rand Refinery (Pty) Limited

   42.4     42.4     48.0    Smelting and refining of gold  South Africa

Listed associates

          

Trans-Siberian Gold plc(1)

        31.1     31.1    Exploration and mine development  United Kingdom operating in Russia

          Name  Effective %   Description  Country
   2015   2014   2013       

Unlisted associates

          

Rand Refinery (Pty) Limited

   42.4     42.4     42.4    Smelting and refining of gold  South Africa

Listed associates

          

Trans-Siberian Gold plc (1)

             31.1    Exploration and mine development  United Kingdom operating in
Russia

 

 (1)

For the2015 and 2014, year Trans-Siberian Gold plc is considered an immaterial associate.

 

          Figures in million  2014   2013   2012 
   US Dollars 

Carrying value of associates

      

Rand Refinery (Pty) Limited (note 34)(1)

   22     46     57  

Trans-Siberian Gold plc(2)

     7     22  

Immaterial associates

   12     9     13  
   34     62     92  

Equity accounting of Trans-Siberian Gold plc is based on results to 30 September.

      

Equity accounting of Rand Refinery is based on results from the unaudited management accounts to 30 November adjusted for the loan advanced in December 2014 as discussed below.

      

Net (impairment) reversal of investments in associates

      

Rand Refinery (Pty) Limited(1)

   (21)     -     -  

Trans-Siberian Gold plc

     (13)     (17)  

Other

   2     (1)     (1)  

(Notes 9 and 13)

   (19)     (14)     (18)  

F - 41


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

19

Investments in associates and joint ventures(continued)

   US Dollars 
            Figures in millions  2015   2014   2013 

Carrying value of associates

      

Rand Refinery (Pty) Limited(1)

   27     22     46  

Trans-Siberian Gold plc(2)

       7  

Immaterial associates

   7     12     9  
   34     34     62  

Equity accounting of Trans-Siberian Gold plc is based on results to 30 September.

      

Equity accounting of Rand Refinery is based on results from the unaudited management accounts to 30 November, adjusted in 2014 for the loan granted in December 2014.

      

Net reversal (impairment) of investments in associates

      

Rand Refinery (Pty) Limited(1)

   12     (21)     -  

Trans-Siberian Gold plc

       (13)  

Other

   -     2     (1)  

(note 9)

   12     (19)     (14)  

 

 (1)

The carrying value of Rand Refinery includes a loan of $44m.which was granted in December 2014. The loan was advanced in December 2014 and is repayable in December 2016 and accrues interest at JIBAR plus 3.5%. This loan was impaired by $21m during the fourth quarter2014, and a partial reversal of 2014,impairment of $12m was recognised during 2015, after considering the current financial position and operating results of Rand Refinery (Note(note 9).

 (2)

At 31 December 2014,2015, the fair value of the group’s investment in Trans-Siberian Gold plc was $6m (2013: $14m; 2012: $22m)$7m (2014: $6m; 2013: $14m).

During the year, Rand Refinery identified a shortfall in the commodities that it warehouses for third parties and recognised the consequential expense in fulfilling its obligations to its depositors resulting in Rand RefinerySummarised financial results reporting a negative balance on shareholder’s equity. As a result AngloGold Ashanti recognised its equity portioninformation of this reported loss of $51m, reducing its equity investment to nil. In order to fund the fulfilment of Rand Refinery’s obligation to its depositors, the shareholders entered into a loan agreement. AngloGold Ashanti’s share was $44m and this was assessed for recoverability given the negative shareholders balance in the reported results of Rand Refinery. An impairment loss of $21m was recorded on the loan. The cumulative and current year unrecognised share of losses of Rand Refineryassociates is $19m.as follows (not attributable):

   Rand Refinery (Pty) Limited 
   US Dollars 
            Figures in millions  2015   2014   2013 

Statement of profit or loss

      

Revenue

   90     31     84  

Operating costs and expenses

   (64)     (66)     (67)  

Finance costs and unwinding of obligations

   (8)     (1)     -  

Interest received

   1     1     1  

Taxation

   11     2     (4)  

Profit (loss) for the year

   30     (33)     14  

Total comprehensive profit (loss) for the year, net of tax

   30     (33)     14  

 

F - 4942


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

1819

INVESTMENTS IN ASSOCIATES AND JOINT VENTURESInvestments in associates and joint venturescontinued(continued)

 

Summarised financial information of associates is as follows (not attributable):

            Figures in millionRand Refinery
(Pty) Limited
US Dollars

Statement of profit or loss for 2014

Revenue

31

Operating costs and expenses

(66)

Finance costs and unwinding of obligations

(1)

Interest received

1

Taxation

2

Loss for the year

(33)

Other comprehensive income for the year, net of tax

-

Total comprehensive loss for the year, net of tax

(33)

Statement of profit or loss for 2013

Revenue

84

Operating (costs and expenses) income

(67)

Finance costs and unwinding of obligations

-

Interest received

1

Taxation

(4)

Profit (loss) for the year

14

Other comprehensive income for the year, net of tax

-

Total comprehensive income (loss) for the year, net of tax

14

Statement of profit or loss for 2012

Revenue

-

Operating costs and expenses

-

Finance costs and unwinding of obligations

-

Taxation

-

Profit for the year

-

Other comprehensive income for the year, net of tax

(1)

Total comprehensive (loss) income for the year, net of tax

(1)

            Figures in million  2014   2013   2012 
   US Dollars 

Aggregate statement of profit or loss for immaterial associates (attributable)

      

Revenue

   26     7     13  

Operating costs and expenses

   (29)     (8)     (14)  

Loss for the year

   (3)     (1)     (1)  

Other comprehensive income for the year, net of tax

   -     -     -  

Total comprehensive loss for the year, net of tax

   (3)     (1)     (1)  

Dividends received from associates

   -     -     1  

F - 50


   

Rand Refinery

(Pty) Limited

 
   US Dollars 
            Figures in millions  2015   2014   2013 

Statement of financial position

      

Non-current assets

   45     40     73  

Current assets

   23     14     19  

Cash and cash equivalents

   5     -     19  

Total assets

   73     54     111  

Non-current financial liabilities

   64     2     -  

Other non-current liabilities

   1     -     6  

Current financial liabilities

   4     96     -  

Other current liabilities

   12     -     18  

Total liabilities

   81     98     24  

Net assets

   (8)     (44)     87  

Group’s share of net assets

   (3)     (19)     37  

Goodwill

   -     -     9  

Loan to associate

   30     44     -  

Impairment of loan to associate

   (4)     (21)     -  

Unrecognised losses

   3     19     -  

Other

   1     (1)     -  

Carrying amount of interest in associates

   27     22     46  

Aggregate statement of profit or loss for immaterial associates (attributable)

      

Revenue

   15     26     7  

Operating costs and expenses

   (15)     (29)     (8)  

Taxation

   (1)     -     -  

Loss for the year

   (1)     (3)     (1)  

Total comprehensive loss for the year, net of tax

   (1)     (3)     (1)  

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)Investments in joint ventures comprise:

18

INVESTMENTS IN ASSOCIATES AND JOINT VENTUREScontinued

Summarised financial information of associates is as follows (not attributable):

            Figures in millionRand Refinery
(Pty) Limited
US Dollars

Statement of financial position as at 31 December 2014

Non-current assets

40

Current assets

14

Cash and cash equivalents

-

Total assets

54

Non-current financial liabilities

2

Other non-current liabilities

-

Current financial liabilities

96

Other current liabilities

-

Total liabilities

98

Net assets

(44)

Group’s share of net assets

(19)

Loan to associate

44

Impairment of loan to associate

(21)

Unrecognised losses

19

Other

(1)

Carrying amount of interest in associates

22

Statement of financial position as at 31 December 2013

Non-current assets

73

Current assets

19

Cash and cash equivalents

19

Total assets

111

Non-current financial liabilities

-

Other non-current liabilities

6

Current financial liabilities

-

Other current liabilities

18

Total liabilities

24

Net assets

87

Group’s share of net assets

37

Goodwill

9

Carrying amount of interest in associates

46

Statement of financial position as at 31 December 2012

Non-current assets

57

Current assets

35

Cash and cash equivalents

31

Total assets

123

Non-current financial liabilities

-

Other non-current liabilities

7

Current financial liabilities

23

Total liabilities

30

Net assets

93

Group’s share of net assets

45

Goodwill

12

Carrying amount of interest in associates

57

F - 51


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

18

INVESTMENTS IN ASSOCIATES AND JOINT VENTUREScontinued

 Investments in material joint ventures comprise:

  
            Name  Effective %   Description  Country of incorporation and operation
   2014   2013   2012       

Kibali Goldmines S.A. (1)

   45.0     45.0     45.0    Exploration and mine development  The Democratic Republic of the Congo

Société des Mines de Morila S.A. (Morila) (2)

     40.0     40.0    Commercial exploitation of gold      Mali

Société d’Exploitation des Mines d’Or de Sadiola S.A. (Sadiola) (2)

        41.0     41.0    Commercial exploitation of gold  Mali
          Name  Effective %   Description  Country
   2015   2014   2013       

Kibali Goldmines S.A.(1)

   45.0     45.0     45.0    Exploration and mine
development
  The Democratic Republic
of the Congo

Société des Mines de Morila S.A. (Morila)(2)

       40.0    Commercial exploitation of
gold
  Mali

Société d’Exploitation des Mines d’Or de Sadiola S.A. (Sadiola)(2)

             41.0    Commercial exploitation of
gold
  Mali

 

 (1) 

AngloGold Ashanti Limited has a 50% interest in Kibali (Jersey) Limited (Kibali) which holds our effective 45% interest in Kibali Goldmines S.A.

 (2) 

For the2015 and 2014 year, Morila and Sadiola are considered to be immaterial joint ventures.

 

            Figures in million  2014   2013   2012 
   US Dollars 

Carrying value of joint ventures

      

Kibali

   1,369     1,241     797  

Morila

     8     19  

Sadiola

     -     136  

Immaterial joint ventures

   24     16     3  
   1,393     1,265     955  

Impairment of investments in joint ventures

      

Sadiola

   -     (166)     -  

Morila

   -     (13)     -  

Other

   (6)     (2)     (39)  
   (6)     (181)     (39)  

Loss on disposal of loan to joint venture

   -     -     (2)  

Recovery of a loan previously impaired

   20     31     -  

(Notes 9 and 13)

   14     (150)     (41)  

The impairment indicators considered the current financial position and operating results. Impairments of $6m (2013: $181m; 2012: $39m) were recorded and an impairment reversal of $20m (2012: $31m; 2012: nil) was recognised in the income statement.

The cumulative unrecognised share of losses of the joint ventures for 2014:

            Figures in million  2014   2013   2012 
   US Dollars 

Sadiola

   20     20     -  

Yatela

   -     9     -  
    20     29     -  

Summarised financial information of joint ventures is as follows (not attributable):

            Figures in millionKibali
US Dollars

Revenue

650

Other operating costs and expenses

(305)

Amortisation of tangible and intangible assets

(140)

Finance costs and unwinding of obligations

(4)

Interest received

4

Taxation

(45)

Profit for the year

160

Other comprehensive income for the year, net of tax

-

Total comprehensive income for the year, net of tax

160

Dividends received from joint ventures

-

F - 5243


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

1819

INVESTMENTS IN ASSOCIATES AND JOINT VENTURESInvestments in associates and joint venturescontinued(continued)

 

 Investments in material joint ventures comprise:

            Figures in millionKibali
US Dollars

Statement of profit or loss for 2013

Revenue

109  

Other operating costs and expenses

(44)  

Amortisation of tangible and intangible assets

(15)  

Finance costs and unwinding of obligations

(1)  

Interest received

4  

Taxation

5  

Profit (loss) for the year

58  

Other comprehensive income for the year, net of tax

-  

Total comprehensive income (loss) for the year, net of tax

58  

Dividends received from joint ventures

-  

Statement of profit or loss for 2012

Revenue

-  

Other operating costs and expenses

(2)  

Amortisation of tangible and intangible assets

(2)  

Finance costs and unwinding of obligations

-  

Interest received

1  

Taxation

-  

(Loss) profit for the year

(3)  

Other comprehensive income for the year, net of tax

-  

Total comprehensive (loss) income for the year, net of tax

(3)  

Dividends received from joint ventures

-  
            Figures in million  2014   2013   2012 
       US Dollars     

Aggregate statement of profit or loss for immaterial joint ventures (attributable)

      

Revenue

   177     42     55  

Other operating costs and expenses

   (175)     (87)         (110)  

Amortisation of tangible and intangible assets

   (34)     (2)     (3)  

Taxation

   -     (2)     -  

Loss for the year

   (32)     (49)     (58)  

Other comprehensive income for the year, net of tax

   -     -     -  

Total comprehensive loss for the year, net of tax

   (32)     (49)     (58)  
            Figures in millionKibali
US Dollars

Statement of financial position as at 31 December 2014

Non-current assets

2,697

Current assets

231

Cash and cash equivalents

21

Total assets

2,949

Non-current financial liabilities

55

Other non-current liabilities

48

Current financial liabilities

8

Other current liabilities

118

Total liabilities

229

Net assets

2,720

Group’s share of net assets

1,360

Other

9

Carrying amount of interest in joint ventures

1,369
   US Dollars 
            Figures in millions  2015   2014   2013 

Carrying value of joint ventures

      

Kibali

   1,406     1,369     1,241  

Morila

       8  

Immaterial joint ventures

   25     24     16  
   1,431     1,393     1,265  

Reversal (impairment) of investments in joint ventures

      

Sadiola

   12     -     (166)  

Morila

   -     -     (13)  

Other

   -     (6)     (2)  
   12     (6)     (181)  

Recovery of a loan previously impaired

   -     20     31  

(note 9)

   12     14     (150)  

The cumulative unrecognised share of losses of the joint ventures for 2015:

   2015   2014   2013 

Sadiola

   10     20     20  

Yatela

   -     -     9  
    10     20     29  

Summarised information is as follows (not attributable):

   Kibali 
   US Dollars 
            Figures in millions  2015   2014   2013 

Statement of profit or loss

      

Revenue

   747     650     109  

Other operating costs and expenses

   (398)     (304)     (44)  

Amortisation of tangible and intangible assets

   (193)     (140)     (15)  

Finance costs and unwinding of obligations

   (5)     (5)     (1)  

Interest received

   5     4     4  

Taxation

   (18)     (45)     5  

Profit for the year

   138     160     58  

Other comprehensive income for the year, net of tax

   3     -     -  

Total comprehensive income for the year, net of tax

   141     160     58  

Dividends received from joint ventures

   35     -     -  

Statement of financial position

      

Non-current assets

   2,754     2,697     2,353  

Current assets

   259     231     258  

Cash and cash equivalents

   22     21     5  

Total assets

   3,035     2,949     2,616  

Non-current financial liabilities

   52     55     54  

Other non-current liabilities

   57     48     8  

Current financial liabilities

   10     8     6  

Other current liabilities

   125     118     91  

Total liabilities

   244     229     159  
               

Net assets

   2,791     2,720     2,457  

Group’s share of net assets

   1,396     1,360     1,229  

Other

   10     9     12  

Carrying amount of interest in joint ventures

   1,406     1,369     1,241  

 

F - 5344


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

1819

INVESTMENTS IN ASSOCIATES AND JOINT VENTURESInvestments in associates and joint venturescontinued(continued)

 

Summarised financial information of joint ventures is as follows (not attributable):

   US Dollars 
            Figures in millions  2015   2014   2013 

Aggregate statement of profit or loss for immaterial joint ventures (attributable)

      

Revenue

   138     177     42  

Other operating costs and expenses

   (102)     (175)     (87)  

Amortisation of tangible and intangible assets

   (21)     (34)     (2)  

Taxation

   (7)     -     (2)  

Profit (loss) for the year

   8     (32)     (49)  

Total comprehensive income (loss) for the year, net of tax

   8     (32)     (49)  

 

            Figures in millionKibali
US Dollars

Statement of financial position as at 31 December 2013

Non-current assets

2,353

Current assets

258

Cash and cash equivalents

5

Total assets

2,616

Non-current financial liabilities

54

Other non-current liabilities

8

Current financial liabilities

6

Other current liabilities

91

Total liabilities

159

Net assets

2,457

Group’s share of net assets

1,229

Other

12

Carrying amount of interest in joint ventures

1,241

Statement of financial position as at 31 December 2012

Non-current assets

1,599

Current assets

83

Cash and cash equivalents

12

Total assets

1,694

Non-current financial liabilities

53

Other non-current liabilities

5

Current financial liabilities

18

Other current liabilities

50

Total liabilities

126

Net assets

1,568

Group’s share of net assets

784

Other

13

Carrying amount of interest in joint ventures

797

F - 54


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

Figures in million  2014   2013   2012 
  US Dollars   US Dollars 

19 OTHER INVESTMENTS

      
Figures in millions  2015   2014   2013 

20 Other investments

      

Non-current investments

            

Listed investments

            

Available-for-sale

            

Balance at beginning of year

   48     69     82     47     48     69  

Additions

   4     9     6     8     4     9  

Acquisition of subsidiary (note 34)

   -     -     3  

Disposals

   (1)     (2)     -     (3)     (1)     (2)  

Fair value adjustments

   1     4     (12)     (7)     1     4  

Impairments (notes 7 and 13)(1)

   (2)     (26)     (8)  

Impairments (1)

   (9)     (2)     (26)  

Transfer to current investments

   -     (1)     -     -     -     (1)  

Translation

   (3)     (5)     (2)     (7)     (3)     (5)  

Balance at end of year

   47     48     69     29     47     48  

The available-for-sale non-current investments consist of ordinary shares and collective investment schemes and primarily comprise:

            

International Tower Hill Mines Limited (ITH)

   5     4     24     2     5     4  

Corvus Gold Corporation

   10     13     9     4     10     13  

Various listed investments held by Environmental Rehabilitation Trust Fund

   23     22     22  

Various listed investments held by Environmental Rehabilitation Trust Funds

   17     23     22  

Other

   9     9     14     6     9     9  
   47     48     69     29     47     48  

(1) Impairment of investments due to a significant decline in market value

            

International Tower Hill Mines Limited

   -     21     -  

ITH

   -     -     21  

Corvus Gold Corporation

   -     2     -     7     -     2  

First Uranium Corporation

   -     -     5  

Other

   2     3     3     2     2     3  
   2     26     8     9     2     26  

Current investments

      

Listed investments

      

Available-for-sale

      

Balance at beginning of year

   1     -     -  

Transfer from non-current investments

   -     1     -  

Disposal

   (1)     -     -  

Balance at end of year

   -     1     -  

The available-for-sale current investments consist of ordinary shares and collective investment schemes and primarily comprise:

         

RoxGold Inc.

   -     1     -  

The group’s listed available-for-sale equity investments are susceptible to market price risk arising from uncertainties about the future values of the investments.

At the reporting date, the majority of equity investments were listed on the Toronto Stock Exchange and the JSE.

Based on the share price of ITH over the past year and carrying value at 31 December 20142015 of $5m,$2m, if ITH achieved the high that it achieved during 20142015 of C$1.310.75 per share, other comprehensive income (OCI) would increase by $8m.$4m. If it achieved the low of C$0.360.26 per share, OCI would decrease by $2m. If the decrease was significant or prolonged, an impairment would be recorded.nil.

 

F - 5545


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

1920

OTHER INVESTMENTSOther investmentscontinued(continued)

Based on the share price of Corvus Gold Corporation over the past year and carrying value at 31 December 20142015 of $10m,$4m, if Corvus Gold Corporation achieved the high that it achieved during 20142015 of C$2.181.14 per share, other comprehensive income (OCI) would increase by $12m.$8m. If it achieved the low of C$0.780.33 per share, OCI would decrease by $2m. If the decrease was significant or prolonged, an impairment would be recorded.$1m.

The exposure to listed shares held by the Environmental Rehabilitation Trust Fund at fair value on the JSE was $23m.$17m. An analysis based on the assumption that the equity index (ALSI on the JSE) had increased/decreased by 10% with all other variables held constant and all the group’s JSE listed equity investments moved according to the ALSI, would impact OCI by $2.3m. If the decrease was significant or prolonged, an impairment would be recorded.$2m.

 

Figures in million  2014 2013 2012 
  US Dollars   US Dollars 
Figures in millions  2015   2014   2013 

Non-current investments

          

Listed investments

          

Held-to-maturity

          

Balance at beginning of year

   6    7    8     7     6     7  

Additions

   2    5    -     1     2     5  

Maturities

   -    (6  -     (1)     -     (6)  

Amortisation of bonds

   -    1    -     -     -     1  

Translation

   (1  (1  (1   (2)     (1)     (1)  

Balance at end of year

   7    6    7     5     7     6  

The held-to-maturity investment consists of government bonds held by the Environmental Rehabilitation Trust Fund administered by RMB Private Bank.

    

The held-to-maturity investment consists of government bonds held by the Environmental Rehabilitation Trust Fund administered by Ashburton Investments.

      

The fair value of bonds held-to-maturity is $9m (2013: $8m; 2012: $11m) and has a sensitivity of less than $1m (2013: less than $1m; 2012: less than $1m) for a 1% change in interest rates.

    

The fair value of bonds held-to-maturity is $6m (2014: $9m; 2013: $8m) and has a sensitivity of less than $1m (2014: less than $1m; 2013: less than $1m) for a 1% change in interest rates.

      

Current investments

      

Listed investments - available for sale

   1     -     1  

Book value of listed investments

   54    55    76     35     54     55  

Fair value of listed investments

   56    57    80     36     56     57  

Non-current assets

      

Unlisted investments

          

Balance at beginning of year

   -    2    9  

Impairment (notes 7 and 13)

   -    (2  (7

Balance at end of year

   -    -    2  

The available-for-sale investments consisted primarily of XDM Resources Limited.

    

Held-to-maturity

    

Balance at beginning of year

   77    89    87     72     77     89  

Additions

   74    77    91     77     74     77  

Maturities

   (71  (72  (85   (74)     (71)     (72)  

Accrued interest

   1    -    -     -     1     -  

Translation

   (9  (17  (4   (18)     (9)     (17)  

Balance at end of year

   72    77    89     57     72     77  

The unlisted investments include:

      

Negotiable Certificates of Deposit - Environmental Rehabilitation Trust Fund administered by Ashburton Investments.

   55     67     71  

Other

   2     5     6  
   57     72     77  

Book value of unlisted investments

   57     72     77  

Fair value of unlisted investments

   57     72     77  

Total book value of other investments (note 36)

   92     126     132  

Total fair value of other investments (note 36)

   93     128     134  

 

F - 5646


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

            Figures in million  2014   2013   2012 
   US Dollars 

19        OTHER INVESTMENTScontinued

      

Non-current investments (continued)

      

Unlisted investments (continued)

      

Held-to-maturity investments (continued)

      

The held-to-maturity investments include:

      

Negotiable Certificates of Deposit - Environmental Rehabilitation Trust Fund administered by RMB Private Bank

   67     71     81  

Nufcor Uranium Trust Fund

   3     3     5  

Other

   2     3     3  
   72     77     89  

Book value of unlisted investments

   72     77     91  

Fair value of unlisted investments

   72     77     91  
      

Total book value of other investments (note 37)

   126     132     167  
               

Total fair value of other investments (note 37)

       129         134         171  

F - 57


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

Figures in million  2014   2013   2012 
Figures in millions  US Dollars 
  US Dollars   2015   2014   2013 

20 INVENTORIES

      

21 Inventories

      

Non-current

            

Raw materials

            

- heap-leach inventory

   521     479     436     -     521     479  

- ore stockpiles

   115     107     174     90     115     107  

Total metal inventories

   636     586     610     90     636     586  

Current

            

Raw materials

            

- ore stockpiles

   288     335     432     232     288     335  

- heap-leach inventory

   104     111     128     6     104     111  

Work in progress

            

- metals in process

   78     93     139     65     78     93  

Finished goods

            

- gold doré/bullion

   57     87     91     28     57     87  

- by-products

   6     8     11     5     6     8  

Total metal inventories

   533     634     801     336     533     634  

Mine operating supplies

   355     419     412     310     355     419  
   888     1,053     1,213     646     888     1,053  
                  

Total inventories(1)

       1,524         1,639         1,823         736         1,524         1,639  

 

 (1) 

The amount of the write-down of ore stockpiles, metals in process, gold doré/bullion, by-products and mine operating supplies to net realisable value, and recognised as an expense in special items and cost of sales is $31m (2013: $291m; 2012: $5m)$30m (2014: $31m; 2013: $291m).

 

21        OTHER NON-CURRENT ASSETS

      

AngloGold Ashanti Limited Pension Fund (note 29)

   25     41     -  

Loans and receivables

      

Loan receivable at 31 December 2020 bearing interest at 8% per annum

   -     -     6  

Other non-interest bearing loans and receivables - receivable on various dates

   -     -     1  
        25         41         7  
            Figures in millions  US Dollars 
    2015   2014   2013 

22        Other non-current assets

      

AngloGold Ashanti Limited Pension Fund (note 29)

   18     25     41  
        18         25         41  

 

F - 5847


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

Figures in million  2014   2013   2012 
Figures in millions  US Dollars 
  US Dollars   2015   2014   2013 
  

22 TRADE AND OTHER RECEIVABLES

       

23 Trade, other receivables and other assets

      
  

Non-current

             

Prepayments and accrued income

   10     10     31     9     10     10  

Recoverable tax, rebates, levies and duties(1)

   10     14     20     4     10     14  

Reclamation sites trust fund

   -     -     22  

Deferred loan fees

   -     5     6     -     -     5  
   20     29     79     13     20     29  
  

Current

             

Trade and loan receivables

   65     73     149     34     65     73  

Prepayments and accrued income

   39     73     86     37     39     73  

Recoverable tax, rebates, levies and duties

   159     215     223     117     159     215  

Amounts due from related parties (note 35)

   1     -     2  

Interest receivable

   1     -     1  

Deferred loan fees

   -     2     2  

Other receivables

   13     6     9     8     15     8  
   278     369     472     196     278     369  
                   

Total trade and other receivables

       298         398         551         209         298         398  
  

Current trade and loan receivables are generally on terms less than 90 days.

             
  

There is no concentration of credit risk with respect to trade receivables, as the group has a large number of internationally dispersed customers.

                
  

There is a concentration of risk in respect of recoverable value added tax, fuel duties and appeal deposits from the Tanzanian government. The recoverable value added tax, fuel duties and appeal deposits are summarised as follows:

       
  

Recoverable value added tax

   31     49     16  

Recoverable fuel duties

   -     18     35  

Appeal deposits

   4     4     4  

 

 (1)

The outstanding amounts have been discounted to their present value at a rate of 10.96%13.47%.

 

Figures in millions

  US Dollars 
  2015   2014   2013 
  

23 CASH RESTRICTED FOR USE

       

24 Cash restricted for use

      
  

Non-current

             

Cash restricted by prudential solvency requirements

   1     1     1     1     1     1  

Cash balances held by Environmental Rehabilitation Trust Funds

   35     30     28     36     35     30  
   36     31     29     37     36     31  
  

Current

             

Cash restricted by prudential solvency requirements

   13     11     11     18     13     11  

Cash balances held by the Tropicana joint venture

   1     34     23  

Cash balances held by the Tropicana joint operation

   4     1     34  

Other

   1     1     1     1     1     1  
   15     46     35     23     15     46  
                   

Total cash restricted for use (notes 37 and 38)

   51     77     64  

Total cash restricted for use (notes 36 and 37)

   60     51     77  

25 Cash and cash equivalents

      

Cash and deposits on call

   344     374     431  

Money market instruments

   140     94     217  

(notes 36 and 37)

   484     468     648  

For the purpose of the consolidated statement of cash flows, cash and cash equivalents comprise the following:

      

Cash and deposits on call

   344     374     431  

Money market instruments

   140     94     217  

Bank overdraft

   -     -     (20
   484     468     628  

 

F - 5948


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

Figures in million

    2014     2013    2012  
     US Dollars 

24       CASH AND CASH EQUIVALENTS

      

Cash and deposits on call

    374     431    595  

Money market instruments

    94     217    297  

(notes 37 and 38)

    468     648    892  

 

For the purpose of the consolidated statement of cash flows, cash and cash equivalents comprise the following:

      

Cash and deposits on call

    374     431    595  

Money market instruments

    94     217    297  

Bank overdraft

    -     (20  -  
    468     628    892  

25       NON CURRENT ASSETS AND LIABILITIES HELD FOR SALE

      

 

Navachab gold mine

      

The Navachab gold mine is situated close to Karibib, about 170 kilometres northwest of the Namibian capital, Windhoek. It is included in the Continental Africa reporting segment. Navachab gold mine was previously recognised as a combination of tangible assets, goodwill, current assets, current and long-term liabilities. On 10 February 2014, AngloGold Ashanti announced that it signed a binding agreement to sell Navachab to a wholly-owned subsidiary of QKR Corporation Ltd (QKR). The purchase consideration consists of two components: an initial cash payment and a deferred consideration in the form of a net smelter return (NSR) (note 36).

      

 

On 30 June 2014, AngloGold Ashanti Limited announced that the sale had been completed in accordance with the sales agreement with all conditions precedent being met. Proceeds of $105m was received and a loss on disposal of $2m (note 7) was realised.

      

 

The carrying amount of major classes of assets and liabilities of Navachab include:

      

Tangible assets

      72   

Intangible assets

      2   

Inventories

      75   

Trade and other receivables

      2   

Cash and cash equivalents

      2   

Non-current assets held for sale (note 2)

      153   

 

Borrowings

      10   

Provisions

      4   

Deferred taxation

      35   

Trade and other payables

      8   

Non-current liabilities held for sale

      57   
         

Net non-current assets held for sale

          96      

F - 60


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

Figures in million

     2014    2013    2012  
    US Dollars  

26       SHARE CAPITAL AND PREMIUM

     

Share capital

     

Authorised

     

600,000,000 ordinary shares of 25 SA cents each

    23    23    23  

4,280,000 E ordinary shares of 25 SA cents each(1)

    -    -    -  

2,000,000 A redeemable preference shares of 50 SA cents each

    -    -    -  

5,000,000 B redeemable preference shares of 1 SA cent each

    -    -    -  
    23    23    23  

Issued and fully paid

     

404,010,360 (2013: 402,628,406; 2012: 383,320,962) ordinary shares of 25 SA cents each

    16    16    16  

Nil (2013: 712,006; 2012: 1,617,752) E ordinary shares of 25 SA cents each

    -    -    -  

2,000,000 (2013: 2,000,000; 2012: 2,000,000) A redeemable preference shares of 50 SA cents each

    -    -    -  

778,896 (2013: 778,896; 2012: 778,896) B redeemable preference shares of 1 SA cent each

    -    -    -  
    16    16    16  

Treasury shares held within the group:

     

2,778,896 (2013: 2,778,896; 2012: 2,778,896) A and B redeemable preference shares

    -    -    -  

Nil (2013: 5,171; 2012: 154,757) ordinary shares

    -    -    -  

Nil (2013: 362,006; 2012: 917,752) E ordinary shares

    -    -    -  
    16    16    16  

Share premium

     

Balance at beginning of year

    7,058    6,805    6,766  

Ordinary shares issued(2)

    29    259    46  

E ordinary shares issued and cancelled

    (9  (6  (7
    7,078    7,058    6,805  

Less: held within the group

     

Redeemable preference shares

    (53  (53  (53

Ordinary shares

    -    (6  (10

E ordinary shares

    -    (9  (16

Balance at end of year

    7,025    6,990    6,726  
              

Share capital and premium

     7,041    7,006    6,742  

(1)

There are no E ordinary shares in issue.

(2)

Includes share awards exercised and delivery of 18,140,000 shares during September 2013 to settle the outstanding 6% Mandatory Convertible Subordinated Bonds.

Figures in millions

      US Dollars 
      2015  2014  2013 

26    Share capital and premium

      

Share capital

      

Authorised

      

600,000,000 ordinary shares of 25 SA cents each

     23    23    23  

2,000,000 A redeemable preference shares of 50 SA cents each

     -    -    -  

5,000,000 B redeemable preference shares of 1 SA cent each

     -    -    -  
     23    23    23  

Issued and fully paid

      

405,265,315 (2014: 404,010,360; 2013: 402,628,406) ordinary shares of 25 SA cents each

     16    16    16  

2,000,000 (2014: 2,000,000; 2013: 2,000,000) A redeemable preference shares of 50 SA cents each

     -    -    -  

778,896 (2014: 778,896; 2013: 778,896) B redeemable preference shares of 1 SA cent each

     -    -    -  
     16    16    16  

Treasury shares held within the group:

      

2,778,896 (2014: 2,778,896; 2013: 2,778,896) A and B redeemable preference shares

     -    -    -  

Nil (2014: nil; 2013: 5,171) ordinary shares

     -    -    -  
     16    16    16  

Share premium

      

Balance at beginning of year

     7,078    7,058    6,805  

Ordinary shares issued

     25    29    259  

E ordinary shares issued and cancelled

     -    (9  (6
     7,103    7,078    7,058  

Less: held within the group

      

Redeemable preference shares

     (53  (53  (53

Ordinary shares

     -    -    (6

E ordinary shares

     -    -    (9

Balance at end of year

     7,050    7,025    6,990  
               

Share capital and premium

      7,066    7,041    7,006  

The rights and restrictions applicable to the A and B redeemable preference shares:

A redeemable preference shares are entitled to:

an annual dividend, after payment in full of the annual dividend on the B preference shares, equivalent to the balance of after tax profits from mining the Moab Mining Right Area; and

on redemption, the nominal value of the shares and a premium per share equal to the balance of the net proceeds from disposal of assets relating to the Moab Mining Right Area, after redemption in full of the B preference shares and payment of the nominal value of the A preference shares.

B redeemable preference shares are entitled to:

an annual dividend limited to a maximum of 5% of their issue price from the period that profits are generated from the Moab Mining Right Area; and

on redemption, the nominal value of the shares and a premium of up to R249.99 per share provided by the net proceeds from disposal of the assets relating to the Moab Mining Right Area.

The Moab Mining Right Area consists of the Moab Khotsong mine operations.

The B preference shares will only be redeemed from any net proceeds remaining after the disposal of the Moab Mining Right Area following permanent cessation of mining activities. The maximum redemption price will be R250 per share.

In the event of any surplus remaining after the redemption in full of the B preference shares, the A preference shares will be redeemable at such value as would cover the outstanding surplus.

 

F - 6149


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

 Figures in million

     2014     2013     2012  
     US Dollars 

27        BORROWINGS

       

Non-current

       

Unsecured

       

Debt carried at fair value

       

Mandatory convertible bonds - issued September 2010

    -     -     588  

Quarterly coupons were paid at 6% per annum and the conversion of the mandatory convertible bonds into ADSs was subject to shareholder approval, which was granted in October 2010. The bonds were US dollar-based.

       

On 16 September 2013, AngloGold Ashanti Holdings Finance plc paid and discharged the 6% mandatory convertible bonds (which matured on 15 September 2013) by delivering 18,140,000 American Depository Shares, or ADSs, which represent an equivalent number of shares of the company’s common stock, and the cash equivalent of 177,859 shares of AngloGold Ashanti Limited as determined in the manner set out in the indenture governing the mandatory convertible bonds.

       

 

$1.25bn bonds - issued July 2013

    1,373     1,353     -  

Semi-annual coupons are paid at 8.5% per annum. The bonds were issued on 30 July 2013, and unless the company redeems the bonds earlier they are repayable on 30 July 2020 and are US dollar-based.

       

 

Debt carried at amortised cost

       

 

Rated bonds - issued July 2012

    755     755     753  

Semi-annual coupons are paid at 5.125% per annum. The bonds were issued on 30 July 2012, are repayable on 1 August 2022 and are US dollar-based.

       

 

Rated bonds - issued April 2010

    998     997     996  

Semi-annual coupons are paid at 5.375% per annum on $700m 10-year bonds and at 6.5% per annum on $300m 30-year bonds. The $700m bonds are repayable in April 2020 and the $300m bonds are repayable in April 2040. The bonds are US dollar-based.

       

 

3.5% Convertible bonds - issued May 2009

    -     -     685  

Semi-annual coupons were paid at 3.5% per annum. The bonds were convertible into ADSs up to May 2014 and were US dollar-based. On 25 July 2013, AngloGold Ashanti Holdings plc commenced a cash tender offer to purchase any and all of the outstanding $732.5m 3.5% convertible bonds due May 2014 of AngloGold Ashanti Holdings Finance plc at a purchase price of $1,015 for each $1,000 principal amount of bonds validly tendered. The offer expired on 21 August 2013 and AngloGold Ashanti Holdings plc purchased $725.9m in aggregate principal amount of the bonds, representing 99.1% of the total issuance. In addition, holders received, in respect of their bonds that were accepted for purchase, accrued and unpaid interest on such bonds up to, but excluding, the settlement date of the tender offer. On 8 November 2013, AngloGold Ashanti Holdings Finance plc completed the redemption of all its outstanding 3.5% convertible bonds.

       

 

Syndicated loan facility ($1bn) LIBOR

    92     -     -  

Semi-annual interest paid at Libor plus 1.5% per annum. The applicable margin is subject to a ratings grid. The facility was issued on 17 July 2014 and is available until 17 July 2019. The loan is subject to debt covenant arrangements for which no default event occurred.

       

 

Syndicated revolving credit facility (A$600m)

    -     489     261  

Interest charged at BBSY plus 2.6% per annum. The applicable margin is subject to a ratings grid. The Australian dollar-based loan was repaid in July 2014. The loan is subject to debt covenant arrangements for which no default event occurred. This facility was settled on 15 August 2014 and replaced by a syndicated revolving credit facility of A$500m.

       

 

Syndicated revolving credit facility (A$500m)

    255     -     -  

Interest charged at BBSY plus 2% per annum. The applicable margin is subject to a ratings grid. The loan is repayable in July 2019 and is Australian dollar-based. The loan is subject to debt covenant arrangements for which no default event occurred.

       

 

R750m bonds - issued December 2013

    65     72     -  

Quarterly coupons are paid at 3 month JIBAR plus 1.75% on R750m bonds and they are repayable on 9 December 2016. The bonds are SA rand-based.

       

 

Other

    2     2     3  

Interest charged at various rates from 2.3% plus delta exchange rate on individual instalments per annum to 8.11% per annum. Repayment terms ranging from April 2014 to June 2020. All loans are Brazilian real-based.

                 

Figures in millions

     US Dollars 
     2015   2014   2013 

27        Borrowings

       

Non-current

     �� 

Unsecured

       

Debt carried at fair value

       

 

$1.25bn bonds - issued July 2013

    498     1,373     1,353  

Semi-annual coupons are paid at 8.5% per annum. The bonds were issued on 30 July 2013, and unless the company redeems the bonds earlier they are repayable on 30 July 2020 and are US dollar-based. On 25 September 2015, $779m was settled.

       

 

Debt carried at amortised cost

       

 

Rated bonds - issued July 2012

    756     755     755  

Semi-annual coupons are paid at 5.125% per annum. The bonds were issued on 30 July 2012, are repayable on 1 August 2022 and are US dollar-based.

       

 

Rated bonds - issued April 2010

    999     998     997  

Semi-annual coupons are paid at 5.375% per annum on $700m 10-year bonds and at 6.5% per annum on $300m 30-year bonds. The $700m bonds are repayable in April 2020 and the $300m bonds are repayable in April 2040. The bonds are US dollar-based.

       

 

Syndicated loan facility ($1bn)

    194     92     -  

Semi-annual interest paid at LIBOR plus 1.5% per annum. The applicable margin is subject to a ratings grid. The facility was issued on 17 July 2014 and is available until 17 July 2019. The facility is US dollar based.

       

 

Syndicated revolving credit facility (A$600m)

    -     -     489  

Interest was charged at BBSY plus 2.6% per annum. The applicable margin was subject to a ratings grid. The Australian dollar-based loan was repaid in July 2014. This facility was settled on 15 August 2014 and was replaced by a syndicated revolving credit facility of A$500m.

       

 

Syndicated revolving credit facility (A$500m)

    96     255     -  

Interest charged at BBSY plus 2% per annum. The applicable margin is subject to a ratings grid. The loan is repayable in July 2019 and is Australian dollar-based.

       

 

Syndicated loan facility (R1.5bn)

    65     -     -  

Quarterly interest paid at JIBAR plus 1.2% per annum. The facility was issued on 3 December 2013 and is available until 3 December 2018. The loan is SA rand-based.

       

 

R750m bonds - issued December 2013

    -     65     72  

Quarterly coupons are paid at 3 month JIBAR plus 1.75% and are repayable on 9 December 2016. The bonds are SA rand-based.

       

 

Other

    1     2     2  

Interest charged at various rates from 2.5% plus delta exchange rate on individual instalments per annum to 4.5% per annum. Repayments terminate in July 2023. All loans are Brazilian real-based.

       

 

The loans are subject to debt covenant arrangements for which no default event occurred.

                 

 

F - 6250


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

Figures in million

     2014    2013    2012  

Figures in millions

   US Dollars 
   US Dollars    2015 2014 2013 

27 BORROWINGScontinued

     

27 Borrowings(continued)

     

Non-current (continued)

          

Secured

          

Finance leases

          

Turbine Square Two (Pty) Limited

    22    25    31      15    22    25  

The leases are capitalised at an implied interest rate of 9.8% per annum. Lease payments are due in monthly instalments terminating in March 2022 and are SA rand-based. The buildings financed are used as security for these loans (note 38).

     

The leases are capitalised at an implied interest rate of 9.8% per annum. Lease payments are due in monthly instalments terminating in March 2022 and are SA rand-based. The buildings financed are used as security for these loans (note 37).

     

Other

    4    5    9      2    4    5  

Various loans with interest rates ranging from 5.5% to 15.5% per annum. These loans are repayable from 2015 to 2044. Some of these loans are secured by the financed assets.

          

Navachab Lewcor Mining Contract

    -    -    22  

Interest charged at a rate of 8.4% per annum. Loans are repayable by April 2015 and are Namibian dollar-based. The equipment financed is used as security for these loans. Navachab was reclassified as held for sale during 2013 and disposed on 30 June 2014.

     

Australian Gas Pipeline

    62    -    -  

The contract with the supplier of gas contains embedded leases which have been determined to bear interest at an average of 6.75% per annum. The embedded leases commenced in November and December 2015 and are for a 10 and 12 year duration, respectively. The leases are repayable in monthly instalments and are Australian dollar-based. The equipment related to the embedded leases is used as security for these loans.

     

California First National Bank

    13    16    11      -    13    16  

Interest charged at an average rate of 2.4% per annum. Loans are repayable in monthly instalments terminating in December 2019 and are US dollar-based.

     

The equipment financed is used as security for these loans.

    

Interest was charged at an average rate of 2.4% per annum. Loans were repayable in monthly instalments and terminated in July 2015 and were US dollar-based. The equipment financed was used as security for these loans.

    

Total non-current borrowings including current portion

    3,579    3,714    3,359      2,688    3,579    3,714  

Current portion of non-current borrowings included in current liabilities

    (81  (81  (635    (51  (81  (81

Total non-current borrowings

    3,498    3,633    2,724      2,637    3,498    3,633  

Current

          

Current portion of non-current borrowings included above

    81    81    635      51    81    81  

Unsecured

          

Senior floating rate notes - DMTNP

    15    54    84      -    15    54  

Senior fixed rate notes - DMTNP

    -    62    36      -    -    62  

Syndicated Nedbank/ABSA demand facility

    43    -    -  

Syndicated Nedbank/ABSA demand facilities

    -    43    -  

R750m Bonds - issued December 2013

    49    -    -  

FirstRand Bank Limited demand facility

    39    -    59      -    39    -  

Standard Bank Argentina

    -    15    -      -    -    15  

Other loans

    45    46    45      -    45    46  

Total current borrowings

    223    258    859      100    223    258  
                

Total borrowings (notes 37 and 38)

    3,721    3,891    3,583  

Total borrowings (notes 36 and 37)

    2,737    3,721    3,891  

Amounts falling due

          

Within one year

    223    258    859      100    223    258  

Between one and two years

    281    494    699      64    281    494  

Between two and five years

    154    88    277      1,495    154    88  

After five years

    3,063    3,051    1,748      1,078    3,063    3,051  

(notes 37 and 38)

     3,721    3,891    3,583  

(notes 36 and 37)

     2,737    3,721    3,891  

 

F - 6351


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

Figures in million

     2014     2013     2012  

Figures in millions

   US Dollars 
   US Dollars    2015   2014   2013 

27 BORROWINGScontinued

       

27 Borrowings(continued)

       

Currency

              

The currencies in which the borrowings are denominated are as follows:

              

US dollar

    3,187     3,186     3,086      2,447     3,187     3,186  

Australian dollar

    255     489     261      158     255     489  

SA rand

    277     213     210      130     277     213  

Brazilian real

    2     3     4      2     2     3  

Namibian dollar

    -     -     22  

(notes 37 and 38)

    3,721     3,891     3,583  

(notes 36 and 37)

    2,737     3,721     3,891  

Undrawn facilities

              

Undrawn borrowing facilities as at 31 December are as follows:

              

Syndicated revolving credit facility ($1bn) - US dollar (entered in July 2014)

    900     -     -  

Syndicated revolving credit facility ($1bn) - US dollar (entered into in July 2014)

    800     900     -  

Syndicated revolving credit facility ($1bn) - US dollar (facility cancelled in July 2014)

    -     1,000     1,000      -     -     1,000  

Syndicated revolving credit facility (A$500m) - Australian dollar (entered into in July 2014)

    153     -     -      266     153     -  

Syndicated revolving credit facility (A$600m) - Australian dollar (facility cancelled and repaid)

    -     45     359      -     -     45  

Syndicated revolving credit facility (R1.5bn) - SA rand

    87     144     -      33     87     144  

Syndicated revolving credit facility (R1.4bn) - SA rand

    91     -     -  

FirstRand Bank Limited - SA rand

    4     48     30      32     4     48  
     1,144     1,237     1,389       1,222     1,144     1,237  

 

F - 6452


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

    Figures in million  2014   2013   2012 
      US Dollars 

28

  ENVIRONMENTAL REHABILITATION AND OTHER PROVISIONS      
  Provision for decommissioning      
  Balance at beginning of year   256     306     240  
  Change in estimates(1)   41     (28)     53  
  Transfer of liability to asset held for sale   -     (2)     -  
  Acquisition of subsidiary (note 34)   -     -     6  
  Unwinding of decommissioning obligation (note 8)   12     13     11  
  Transfer of decommissioning obligation to a third party(2)   -     (5)     -  
  Utilised during the year   (3)     (3)     -  
  Translation   (10)     (25)     (4)  
  Balance at end of year   296     256     306  
  Provision for restoration      
  Balance at beginning of year   472     535     507  
  Charge to income statement   36     1     18  
  Change in estimates(1)   51     (40)     (16)  
  Transfer of liability to asset held for sale   -     (2)     -  
  Acquisition of subsidiary (note 34)   -     -     34  
  Unwinding of restoration obligation (note 8)   13     14     18  
  Transfer of restoration liability to a third party(2)   -     (16)     -  
  Utilised during the year   (13)     (10)     (21)  
  Translation   (4)     (10)     (5)  
  Balance at end of year   555     472     535  
  Other provisions      
  Balance at beginning of year   235     397     35  
  Charge to income statement   16     7     45  
  Change in estimates   4     (70)     (2)  
  Acquisition of subsidiary (note 34)   -     -     346  
  Transfer from (to) trade and other payables   -     5     (4)  
  Unwinding of other provisions (note 8)   1     2     1  
  Utilised during the year   (29)     (39)     (10)  
  Translation   (26)     (67)     (14)  
  Balance at end of year   201     235     397  
  Other provisions comprise the following:      
  - provision for labour, environmental, tax and civil court settlements(3)   26     25     32  
  - commodity contract(4)   175     210     365  
     201     235     397  
                 
   Total environmental rehabilitation and other provisions   1,052     963     1,238  

        US Dollars 
      2015   2014   2013 

28

  Environmental rehabilitation and other provisions      
  Environmental rehabilitation obligations      
  Provision for decommissioning      
  Balance at beginning of year   296     256     306  
  Change in estimates(1)   5     41     (28)  
  Transfer of liability to asset held for sale   -     -     (2)  
  Unwinding of decommissioning obligation   11     12     13  
  Transfer of decommissioning obligation to a third party   -     -     (5)  
  Disposals   (11)     -     -  
  Utilised during the year   (3)     (3)     (3)  
  Translation   (26)     (10)     (25)  
  Balance at end of year   272     296     256  
  Provision for restoration      
  Balance at beginning of year   555     472     535  
  Charge to income statement   6     36     1  
  Change in estimates(1)   (40)     51     (40)  
  Transfer of liability to asset held for sale   -     -     (2)  
  Unwinding of restoration obligation   10     13     14  
  Transfer of restoration liability to a third party   -     -     (16)  
  Disposals   (110)     -     -  
  Utilised during the year   (2)     (13)     (10)  
  Translation   (8)     (4)     (10)  
  Balance at end of year   411     555     472  
  Other provisions(2)      
  Balance at beginning of year   201     235     397  
  Charge to income statement   11     16     7  
  Change in estimates   24     4     (70)  
  Transfer from trade and other payables   3     -     5  
  Unwinding of other provisions   1     1     2  
  Utilised during the year   (25)     (29)     (39)  
  Translation   (51)     (26)     (67)  
  Balance at end of year   164     201     235  
                 
   Total environmental rehabilitation and other provisions   847     1,052     963  

 

 (1) 

The change in estimates is attributable to changes in discount rates due to changes in global economic assumptions and changes in mine plans resulting in a change in cash flows and changes in design of tailings storage facilities and in methodology following requests from the environmental regulatory authorities. These provisions are expected to unwind beyond the end of the life of mine.

 (2) 

Transferred during 2013 to DRDGold Limited.

(3)

Comprises claims filed by former employees in respect of loss of employment, work-related accident injuries and diseases, governmental fiscal claims relating to levies, surcharges, legal disputes and other closure related costs. The liability is expected to be settled overOther provisions include the next two-to five-year period.

(4)

following significant item: Chemwes (Pty) Limited, a subsidiary of First Uranium (Pty) Limited acquired by AngloGold Ashanti Limited during 2012, agreed to sell 25% of its production, capped at 312,500oz from 1 January 2012, to Franco-Nevada (Barbados) Corporation. Franco Nevada is required to pay $400/oz which inflates at 1% compounded annually from 2013. These factors were considered in determining the commodity contract obligation. The provision is calculated as the present value of the portion which is deemed onerous in light of the current market conditions using a gold forward for the duration of the contract of $1,184/$1,061/oz (2013:(2014: $1,184/oz; 2013: $1,206/oz; 2012: $1,675/oz). As at 31 December 20142015 the remaining production due to Franco Nevada is 243,064oz (2013: 266,627oz; 2012: 292,672oz)220,447oz (2014: 243,064oz; 2013: 266,627oz).

 

F - 6553


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

    Figures in million  2014   2013   2012 
      US Dollars 

29

  PROVISION FOR PENSION AND POST-RETIREMENT BENEFITS      
  Defined benefit plans      
  The group has made provision for pension, provident and medical schemes covering substantially all employees. The retirement schemes consist of the following:      
  AngloGold Ashanti Limited Pension Fund   (25)     (41)     24  
  Post-retirement medical scheme for AngloGold Ashanti Limited South African employees   135     137     183  
  Other defined benefit plans(1)   12     15     14  
  Sub-total   122     111     221  
  Transferred to other non-current assets (note 21):      
  - AngloGold Ashanti Limited Pension Fund   25     41     -  
     147     152     221  
  (1)    Other defined benefit plans include the following:      
    -   Obuasi Mines Staff Pension Scheme   9     12     11  
    -   Retiree Medical Plan for North American employees   2     2     2  
    -   Supplemental Employee Retirement Plan (SERP) for North America (USA) Inc. employees   1     1     1  
     12     15     14  
  AngloGold Ashanti Limited Pension Fund      
  

The plan is evaluated by independent actuaries on an annual basis as at 31 December of each year. The valuation as at 31 December 2014 was completed at the beginning of 2015 using the projected unit credit method. In arriving at their conclusions, the actuaries took into account reasonable long-term estimates of inflation, increases in wages, salaries and pensions, as well as returns on investments.

      
  A formal statutory valuation is required by legislation every three years. The statutory valuation effective 31 December 2011 was completed in May 2012. The next statutory valuation of the Fund will have an effective date of no later than 31 December 2014 and is expected to be submitted to the Registrar of Pension Funds during 2015.      
  All South African pension funds are governed by the Pension Funds Act of 1956 as amended.      
  Information with respect to the AngloGold Ashanti Limited Pension Fund is as follows:      
  Benefit obligation      
  Balance at beginning of year   236     328     307  
  Current service cost   4     6     7  
  Interest cost   20     23     26  
  Participants’ contributions   1     1     1  
  Actuarial loss (gain)   18     (23)     22  
  Benefits paid   (16)     (38)     (18)  
  Translation   (25)     (61)     (17)  
   Balance at end of year   238     236     328  
    Figures in millions  US Dollars 
         2015   2014   2013 

29

  Provision for pension and post-retirement benefits      
  Defined benefit plans      
  The group has made provision for pension, provident and medical schemes covering substantially all employees. The retirement schemes consist of the following:      
  AngloGold Ashanti Limited Pension Fund   (18)     (25)     (41)  
  Post-retirement medical scheme for AngloGold Ashanti Limited South African employees   97     135     137  
  Other defined benefit plans(1)   10     12     15  
  Sub-total   89     122     111  
  Transferred to other non-current assets (note 22):      
  - AngloGold Ashanti Limited Pension Fund   18     25     41  
     107     147     152  
  (1)    Other defined benefit plans include the following:      
    -   Obuasi Mines Staff Pension Scheme   7     9     12  
    -   Retiree Medical Plan for North American employees   2     2     2  
    -   Supplemental Employee Retirement Plan (SERP) for North America (USA) Inc. employees   1     1     1  
     10     12     15  
  AngloGold Ashanti Limited Pension Fund      
  

The plan is evaluated by independent actuaries on an annual basis as at 31 December of each year. The valuation as at 31 December 2015 was completed at the beginning of 2016 using the projected unit credit method. In arriving at their conclusions, the actuaries took into account reasonable long-term estimates of inflation, increases in wages, salaries and pensions, as well as returns on investments.

      
  A formal statutory valuation is required by legislation every three years. The statutory valuation effective 31 December 2014 was completed in September 2015. The next statutory valuation of the Fund will have an effective date of no later than 31 December 2017 and is expected to be submitted to the Registrar of Pension Funds during 2018.      
  All South African pension funds are governed by the Pension Funds Act of 1956 as amended.      
  Investment policy      
  

The Trustees have purchased an annuity which provides an effective hedge for the pension obligation.

      
  Information with respect to the AngloGold Ashanti Limited Pension Fund is as follows:      
  Benefit obligation      
  Balance at beginning of year   238     236     328  
  Current service cost   4     4     6  
  Interest cost   18     20     23  
  Past service cost   12     -     -  
  Participants’ contributions   1     1     1  
  Actuarial (gain) loss   (11)     18     (23)  
  Benefits paid   (17)     (16)     (38)  
  Translation   (62)     (25)     (61)  
   Balance at end of year   183     238     236  

 

F - 6654


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

    Figures in million  2014   2013   2012 
      US Dollars 

29

  PROVISION FOR PENSION AND POST-RETIREMENT BENEFITScontinued      
  AngloGold Ashanti Limited Pension Fundcontinued      
  Plan assets      
  Balance at beginning of year   277     304     284  
  Interest income   24     21     25  
  Return on plan assets net of interest income   4     6     6  
  Actuarial (loss) gain   (1)     38     14  
  Company contributions   3     7     7  
  Participants’ contributions   1     1     1  
  Benefits paid   (16)     (38)     (18)  
  Translation   (29)     (62)     (15)  
  Fair value of plan assets at end of year   263     277     304  
  Funded (unfunded) status at end of year   25     41     (24)  
  Net amount recognised   25     41     (24)  
  Components of net periodic benefit cost      
  Interest cost   20     23     26  
  Current service cost   4     6     7  
  Interest income   (24)     (21)     (25)  
  Net periodic benefit cost   -     8     8  
  Assumptions      
  Assumptions used to determine benefit obligations at the end of the year are as follows:      
  Discount rate   8.75%     9.00%     8.25%  
  Rate of compensation increase(1)   8.25%     8.25%     8.00%  
  Expected long-term return on plan assets(2)   10.46%     10.46%     10.53%  
  Pension increase   6.25%     5.63%     5.40%  
  Plan assets(3)      
  AngloGold Ashanti Limited’s pension plan asset allocations at the end of the year, by asset category, are as follows:      
  Equity securities   56%     62%     56%  
  Debt securities   34%     34%     38%  
  Other   10%     4%     6%  
       100%     100%     100%  
    Figures in millions  US Dollars 
      2015  2014  2013 

29

  Provision for pension and post-retirement benefits(continued)    
  AngloGold Ashanti Limited Pension Fund(continued)    
  Plan assets    
  Balance at beginning of year   263    277    304  
  Interest income   20    24    21  
  Return on plan assets net of interest income   4    4    6  
  Actuarial (loss) gain   (4)    (1)    38  
  Company contributions   3    3    7  
  Participants’ contributions   1    1    1  
  Benefits paid   (17)    (16)    (38)  
  Translation   (69)    (29)    (62)  
  Fair value of plan assets at end of year   201    263    277  
  Funded status at end of year   18    25    41  
  Net amount recognised   18    25    41  
               
  Actual return on plan assets    
  - defined benefit pension and medical plans   20    26    64  
  Components of net periodic benefit cost    
  Interest cost   18    20    23  
  Current service cost   4    4    6  
  Interest income   (20)    (24)    (21)  
  Recognition of past service cost   12    -    -  
  Net periodic benefit cost   14    -    8  
  Assumptions    
  Assumptions used to determine benefit obligations at the end of the year are as follows:    
  Discount rate   10.80  8.75  9.00
  Rate of compensation increase(1)   10.10  8.25  8.25
  Expected long-term return on plan assets(2)   10.43  10.46  10.46
  Pension increase   8.10  6.25  5.63
  Plan assets(3)    
  AngloGold Ashanti Limited Pension Fund’s plan asset allocations at the end of the year, by asset category, are as follows:    
  Qualifying insurance policy   62  -    -  
  Equity securities   10  56  62
  Debt securities   4  34  34
  Other   24  10  4
       100  100  100

 

 (1) 

The short-term compensation rate increase is 6.4% (2013:5.5% (2014: 6.4%; 2012: 5.5%2013: 6.4%) and the long-term compensation rate increase is 8.25% (2013:10.10% (2014: 8.25%; 2012: 8.0%2013: 8.25%).

 (2) 

The expected long-term return on plan assets is determined using the after tax yields of the various asset classes as a guide.

 (3) 

The plan assets are measured at fair value. Fair values of the equity and debt instruments have been calculated by reference to quoted prices in active markets and fall within level 1 of the fair value hierarchy.

 

F - 6755


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

29

PROVISION FOR PENSION AND POST-RETIREMENT BENEFITSProvision for pension and post-retirement benefitscontinued(continued)

 

Investment policyAngloGold Ashanti Limited Pension Fund(continued)

The Trustees have adopted a long-term horizon in formulating the Fund’s investment strategy, which is consistent with the term of the Fund’s liabilities. The investment strategy aims to provide a reasonable return relative to inflation across a range of market conditions.

The Trustees have adopted different strategic asset allocations for the assets backing pensioner and active member liabilities. The strategic asset allocation defines what proportion of the Fund’s assets should be invested in each major asset class. The Trustees have then selected specialist investment managers to manage the assets in each asset class according to specific performance mandates instituted by the Trustees.

The Trustees have also put in place a detailed Statement of Investment Principles that sets out the Fund’s overall investment philosophy and strategy.

Fund returns are calculated on a monthly basis, and the performance of the managers and Fund as a whole is formally reviewed by the Fund’s Investment Sub-Committee at least every six months.

 

                                                                                                                                                                                                                                                                                                                                                    
 Number
of shares
 Percentage
of total
assets
 Fair
value
 Number
of shares
 Percentage
of total
assets
 Fair
value
 Number
of shares
 Percentage
of total
assets
 Fair
value
   Percentage
of total
assets
 Fair
value
   

Number

of shares

   Percentage
of total
assets
 Fair
value
   

Number

of shares

   Percentage
of total
assets
 Fair
value
 

 

 
US Dollars million 2014           2013           2012             2015   2014   2013 

Related parties

                      
Investments held in related parties are summarised as follows:                      

Equity securities

                 

AngloGold Ashanti Limited

  442,694    1.5  4    360,776    1.5  4    184,432    1.9  6     -    -     442,694     1.5  4     360,776     1.5  4  
Other investments exceeding 5% of total plan assets                      

Bonds

                 
IAL Money Market Fund   11.3  23            
Old Mutual Annuity   61.7  124            
IFM Corporate Bond Unit Trust  410,886,085    13.0  35    291,175,811    10.2  28    271,680,384    11.4  35        410,886,085     13.0  35     291,175,811     10.2  28  
Allan Gray Orbis Global Equity Fund  165,847    10.9  29    224,509    14.5  40    224,509    9.5  29        165,847     10.9  29     224,509     14.5  40  
Contrarius Global Equity Fund  847,460    11.2  30    1,151,413    15.2  42    1,151,413    9.2  28        847,460     11.2  30     1,151,413     15.2  42  
   

 

    

 

    

 

    

 

      

 

      

 

 
  94    110    92      147         94         110  

 

Cash flows

Contributions

AngloGold Ashanti Limited expects to contribute $3m$2m to its pension plan in 2015.2016.

 

Figures in million 2014 
Figures in millions US Dollars 

 

 
  US Dollars   2015 

Estimated future benefit payments

  

The following pension benefit payments, which reflect the expected future service, as appropriate, are expected to be paid:

  

2015

  16  

2016

  17    12  

2017

  19    13  

2018

  20    13  

2019

  22    14  

2020

  15  

Thereafter

  144    116  

Sensitivity analysis

AngloGold Ashanti Limited Pension Fund would be affected by changes in the actuarial assumptions of the discount rate and inflation rate used in the calculation of the net pension asset as follows:

The increase of 100 basis points in the discount rate will result in a net asset of $54m,$39m, while a decrease of 100 basis points in the discount rate will result in a net obligation of $12m.$7m; and

The increase of 100 basis points in the inflation rate will result in a net obligation of $10m,$6m, while a decrease of 100 basis points in the inflation rate will result in a net asset of $53m.$39m.

The sensitivities may not be representative of the actual change in the obligation, as it is unlikely that the changes would occur in isolation.

 

F - 68


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

  Figures in million  2014    2013    2012  
 

 

 
   US Dollars  
29     PROVISION FOR PENSION AND POST-RETIREMENT BENEFITScontinued   
 Post-retirement medical scheme for AngloGold Ashanti Limited South African employees   
 The provision for post-retirement medical funding represents the provision for health care benefits for employees and retired employees and their registered dependents.   
 The post-retirement benefit costs are assessed in accordance with the advice of independent professionally qualified actuaries. The actuarial method used is the projected unit credit funding method. This scheme is unfunded. The last valuation was performed as at 31 December 2014.   
 Information with respect to the defined benefit liability is as follows:   
 Benefit obligation   
 Balance at beginning of year  137    183    157  
 Current service cost  -    1    1  
 Recognition of past service cost  -    -    22  
 Interest cost  10    12    13  
 Benefits paid  (10)    (12)    (15)  
 Actuarial loss (gain)  11    (12)    13  
 Translation  (13)    (35)    (8)  
 Balance at end of year  135    137    183  
 Unfunded status at end of year  (135)    (137)    (183)  
 Net amount recognised  (135)    (137)    (183)  
 Components of net periodic benefit cost   
 Current service cost  -    1    1  
 Interest cost  10    12    13  
 Recognition of past service cost  -    -    22  
 Net periodic benefit cost  10    13    36  
 Assumptions   
 Assumptions used to determine benefit obligations at the end of the year are as follows:   
 Discount rate  8.20%    8.76%    7.75%  
 Expected increase in health care costs  7.50%    7.25%    7.00%  
 Assumed health care cost trend rates at 31 December:   
 Health care cost trend assumed for next year  7.50%    7.25%    7.00%  
 Rate to which the cost trend is assumed to decline (the ultimate trend rate)  7.50%    7.25%    7.00%  
 Assumed health care cost trend rates have a significant effect on the amounts reported for health care plans. A 1% point change in assumed health care cost trend rates would have the following effect:  
 
1% point
increase
  
  
  
 Effect on total service and interest cost  1    
 Effect on post-retirement benefit obligation  13    
   
 
1% point
decrease
  
  
  
 Effect on total service and interest cost  (1)    
 Effect on post-retirement benefit obligation  (11)          

F - 69


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

  Figures in million    2014    2013    2012    
 

 

    US Dollars
29     PROVISION FOR PENSION AND POST-RETIREMENT BENEFITScontinued     
 Post-retirement medical scheme for AngloGold Ashanti Limited South African employeescontinued     
 Cash flows     
 Contributions     
 AngloGold Ashanti Limited expects to contribute $10m to the post-retirement medical plan in 2015.     
 Estimated future benefit payments     
 The following medical benefit payments, which reflect the expected future service, as appropriate, are expected to be paid:     
 2015   10      
 2016   10      
 2017   11      
 2018   11      
 2019   11      
 Thereafter   83      
   

 

 

    
 Other defined benefit plans     
 

Information in respect of other defined benefit plans for the year ended 31 December 2014 has been aggregated in the tables of change in benefit obligations, change in plan assets and components of net periodic benefit cost and is as follows:

     
 Benefit obligation     
 Balance at beginning of year   22     18     21    
 Recognition of past service cost              
 Interest cost              
 Actuarial (gain) loss   (3)            
 Transfer to third party   (7)            
 Disposal of subsidiary (note 34)           (2)    
 Benefits paid   (1)     (4)     (2)    
 Translation           (1)    
 Balance at end of year   12     22     18    
 Plan assets     
 Fair value of plan assets at beginning of year              
 Company contributions              
 Transfer to third party   (7)            
 Disposal of subsidiary (note 34)           (4)    
 Translation           (1)    
 Fair value of plan assets at end of year              
 Unfunded status at the end of year   (12)     (15)     (14)    
 Net amount recognised   (12)     (15)     (14)    
 Components of net periodic benefit cost     
 Recognition of past service cost              
 Interest cost              
 Net periodic benefit cost                

F - 7056


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

  Figures in million       2014 

 

 
     US Dollars  
29     PROVISION FOR PENSION AND POST-RETIREMENT BENEFITScontinued 
  Other defined benefit planscontinued 
  Cash flows 
 The other retirement defined benefit plans are all closed to new members and current members are either retired or deferred members.  
 Estimated future benefit payments  
 The following pension benefit payments, which reflect the expected future service, as appropriate, are expected to be paid:  
 2015     1  
 2016     1  
 2017     1  
 2018     1  
 2019     1  
  Thereafter        7  
   Figures in millions US Dollars 
     2015     2014    2013  
29     Provision for pension and post-retirement benefits (continued)   
 Post-retirement medical scheme for AngloGold Ashanti Limited South African employees   
 The provision for post-retirement medical funding represents the provision for health care benefits for employees and retired employees and their registered dependents.   
 The post-retirement benefit costs are assessed in accordance with the advice of independent professionally qualified actuaries. The actuarial method used is the projected unit credit funding method. This scheme is unfunded. The last valuation was performed as at 31 December 2015.   
 Information with respect to the defined benefit liability is as follows:   
 Benefit obligation   
 Balance at beginning of year  135    137    183  
 Current service cost  -    -    1  
 Interest cost  10    10    12  
 Benefits paid  (9)    (10)    (12)  
 Actuarial (gain) loss  (7)    11    (12)  
 Translation  (32)    (13)    (35)  
 Balance at end of year  97    135    137  
 Unfunded status at end of year  (97)    (135)    (137)  
 Net amount recognised  (97)    (135)    (137)  
 Components of net periodic benefit cost   
 Current service cost  -    -    1  
 Interest cost  10    10    12  
 Net periodic benefit cost  10    10    13  
 Assumptions   
 Assumptions used to determine benefit obligations at the end of the year are as follows:   
 Discount rate  10.10%    8.20%    8.76%  
 Expected increase in health care costs  9.10%    7.50%    7.25%  
 Assumed health care cost trend rates at 31 December:   
 Health care cost trend assumed for next year  9.10%    7.50%    7.25%  
 Rate to which the cost trend is assumed to decline (the ultimate trend rate)  9.10%    7.50%    7.25%  
 Assumed health care cost trend rates have a significant effect on the amounts reported for health care plans. A 1% point change in assumed health care cost trend rates would have the following effect:   
 Effect on total service and interest cost – 1% point increase  1    
 Effect on post-retirement benefit obligation – 1% point increase  9    
 Effect on total service and interest cost – 1% point decrease  (1)    
 Effect on post-retirement benefit obligation – 1% point decrease  (8)    
 Cash flows   
 Contributions   
 AngloGold Ashanti expects to contribute $7m to the post-retirement medical plan in 2016.   
 Estimated future benefit payments   
 The following medical benefit payments, which reflect the expected future service, as appropriate, are expected to be paid:   
 2016  7    
 2017  8    
 2018  8    
 2019  9    
 2020  9    
  Thereafter  56          

 

F - 7157


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

29

PROVISION FOR PENSION AND POST-RETIREMENT BENEFITScontinued

Defined contribution funds

Contributions to the various retirement schemes are fully expensed during the year in which they are made and the cost of contributing to retirement benefits for the year amounted to $60m (2013: $62m; 2012: $69m).

South Africa

AngloGold Ashanti Limited’s operations in South Africa (Great Noligwa, Kopanang, Moab Khotsong, Mponeng, TauTona, First Uranium SA, Corporate and Other) contribute to various industry-based pension and provident retirement plans which cover substantially all employees and are defined contribution plans. These plans are all funded and the assets of the schemes are held in administrated funds separately from the group’s assets. The cost of providing these benefits amounted to $38m (2013: $39m; 2012: $46m).

Continental Africa

AngloGold Ashanti Limited’s mines in Ghana (Iduapriem and Obuasi) contribute to a provident fund and a National Social Security plan for their employees which are defined contribution plans. The provident fund is administered by Boards of Trustees and invests mainly in Ghana government treasury instruments, fixed term deposits and other investments. The National Social Security contributions are however managed by the Social Security and National Insurance Trust (SSNIT) who are appointed by law. The cost of these contributions was $4m (2013: $6m; 2012: $10m).

AngloGold Ashanti Limited’s mine in Guinea (Siguiri) contributes to a provident plan for their employees which is a defined contribution plan. The fund is administered by a Board of Trustees and invested mainly in Guinea government treasury instruments, fixed term deposits and other investments. A portion paid by Siguiri is currently lodged at Ecobank as a fixed term deposit which generates interest. The cost of these contributions was $3m (2013: $2m; 2012: $2m).

At AngloGold Ashanti Limited’s mine in Namibia (Navachab), which was disposed of on 30 June 2014, the employees are members of a defined contribution provident fund. The fund is administered by the Old Mutual Life Assurance Company (Namibia) Limited. Both the company and the employees contribute to this fund. The cost to the group of these contributions amounted to $1m (2013: $1m; 2012: $2m).

AngloGold Ashanti Limited’s mine in Tanzania (Geita) contributes to pension plans for their employees which are defined contribution plans. There are two main Pension Funds (the Parastatal Provident Fund (PPF) and the National Social Security Fund (NSSF)) each established by an enacted law and managed by Boards of Trustees appointed to that effect. At the time of employment, an employee is at liberty to choose which pension fund to join, thereafter movements between the funds are prohibited by law. The funds invest mainly in Tanzania government treasury instruments, fixed term deposits and other investments. In 2005, Geita Gold Mine established its own supplementary provident scheme whereby all national employees may voluntarily join. The company contributes to the NSSF on behalf of expatriate employees. On termination of expatriate employment the company normally applies for a refund of contributions from the NSSF. The NSSF also administers this fund.

Australasia

AngloGold Ashanti Limited’s operations in Australia (Sunrise Dam and Tropicana) contribute to various approved superannuation funds for the provision of benefits to employees and their dependents on retirement, disability or death. Contribution rates by the operation on behalf of employees meet compliance requirements under the Superannuation Guarantee. The contributions by the operations are legally enforceable to the extent required by the Superannuation Guarantee legislation and relevant employment agreements. The cost to the group of these contributions amounted to $7m (2013: $7m; 2012: $6m).

Americas

AngloGold Ashanti Limited’s mine in North America (Cripple Creek & Victor) sponsors a 401(k) savings plan whereby employees may contribute up to 60% of their salary, of which up to 5% is matched at a rate of 150% by AngloGold Ashanti Limited USA. AngloGold Ashanti Limited USA’s contributions were $5m (2013: $3m; 2012: $2m).

F - 72


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

AngloGold Ashanti Limited’s mines in Brazil (AngloGold Ashanti Córrego do Sitío Mineração and Serra Grande) operate defined contribution arrangements for their employees. These arrangements are funded by the operations (basic plan) and operations/employees (optional supplementary plan). A PGBL (Plano Gerador de Benefićio Livre) fund, similar to the American 401(k) type of plan was started in December 2001. Administered by Bradesco Vida e Previdência (which assumes the risk for any eventual actuarial liabilities), this is the only private pension plan sponsored by the group. Contributions amounted to $3m (2013: $4m; 2012: $1m).

AngloGold Ashanti Limited’s mine in Argentina (Cerro Vanguardia) does not have a retirement scheme for employees. Argentine nationals contribute to the obligatory Régimen Previsional Público fund which is administered by the state through the National Administrators of the Social Security (ANSES). Employees in Argentina contribute 11% of their salaries towards the Régimen Previsional Público fund and the company makes a contribution of 17% of an employee’s salary to the same fund.

AngloGold Ashanti Limited’s operations in Colombia offer a Voluntary Pension Fund to their employees. The fund is administered by Porvenir. The employees can contribute up to 10% of their salary and the company contributes 50% of this amount. On termination of employment the participant may apply to withdraw from the fund.

F - 73


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

    Figures in million  2014   2013   2012 
     US Dollars  

30    

  

DEFERRED TAXATION

      
  

Deferred taxation relating to temporary differences is made up as follows:

      
  

Liabilities

      
  

 Tangible assets

   833     840     1,568  
  

 Inventories

   32     38     64  
  

 Derivatives

   1     -     2  
  

 Other

   49     23     15  
     915     901     1,649  
  

Assets

      
  

 Provisions

   326     320     512  
  

 Derivatives

   2     1     1  
  

 Tax losses

   52     73     109  
  

 Other

   95     105     40  
     475     499     662  
  

Net deferred taxation liability

   440     402     987  
  

Included in the statement of financial position as follows:

      
  

 Deferred tax assets

   127     177     97  
  

 Deferred tax liabilities

   567     579     1,084  
  

 Net deferred taxation liability

   440     402     987  
  

The movement on the deferred tax balance is as follows:

      
  

Balance at beginning of year

   402     987     1,069  
  

Taxation of items included in income statement

   90     (467)     (68)  
  

Taxation on items included in other comprehensive income

   (5)     18     -  
  

Acquisition of subsidiary (note 34)

   -     -     8  
  

Disposal of subsidiary (note 34)

   -     -     (2)  
  

Transfer to liabilities held for sale

   -     (39)     -  
  

Translation

   (47)     (97)     (20)  
   

Balance at end of year

   440     402     987  
    Figures in millions  US Dollars 
       2015      2014     2013  

30    

  

Deferred taxation

      
  

Deferred taxation relating to temporary differences is made up as follows:

      
  

Liabilities

      
  

 Tangible assets

   743     833     840  
  

 Inventories

   35     32     38  
  

 Derivatives

   -     1     -  
  

 Other

   14     49     23  
     792     915     901  
  

Assets

      
  

 Provisions

   255     326     320  
  

 Derivatives

   2     2     1  
  

 Tax losses

   21     52     73  
  

 Other

   1     95     105  
     279     475     499  
                 
  

Net deferred taxation liability

   513     440     402  
  

Included in the statement of financial position as follows:

      
  

 Deferred tax assets

   1     127     177  
  

 Deferred tax liabilities

   514     567     579  
  

 Net deferred taxation liability

   513     440     402  
  

The movement on the deferred tax balance is as follows:

      
  

Balance at beginning of year

   440     402     987  
  

Taxation of items included in income statement

   140     90     (467)  
  

Taxation on items included in other comprehensive income

   2     (5)     18  
  

Transfer to liabilities held for sale

   -     -     (39)  
  

Translation

   (69)     (47)     (97)  
   

Balance at end of year

   513     440     402  

Provision has been made for South African income tax or foreign taxes that may result from future remittances of undistributed earnings of foreign subsidiaries or foreign corporate joint ventures, where the group is able to assert that the undistributed earnings are not permanently reinvested. In all other cases, the foreign subsidiaries reinvest the undistributed earnings into future capital expansion projects, maintenance capital and ongoing working capital funding requirements. Unrecognised taxable temporary differences pertaining to undistributed earnings totaled $330m (2013: $305m; 2012: $450m)totalled $357m (2014: $330m; 2013: $305m).

    Figures in millions  US Dollars 
       2015      2014     2013  

31

  Trade, other payables and deferred income      
  Non-current      
  Accruals   -     8     1  
  Other payables   5     7     3  
     5     15     4  
  Current      
  Trade payables   306     397     487  
  Accruals   187     261     294  
  Other payables   23     37     39  
     516     695     820  
                 
  Total trade, other payables and deferred income   521     710     824  
   Current trade and other payables are non-interest bearing and are normally settled within 60 days.               

 

F - 7458


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

  Figures in million  2014   2013   2012 
     US Dollars 
31  TRADE, OTHER PAYABLES AND DEFERRED INCOME      
  Non-current      
  Accruals   8     1     9  
  Deferred income   -     -     1  
  Other payables   7     3     -  
     15     4     10  
  Current      
  Trade payables   397     487     590  
  Accruals   261     294     325  
  Deferred income   -     -     3  
  Other payables   37     39     61  
     695     820     979  
           
  Total trade, other payables and deferred income   710     824     989     US Dollars 
  Current trade and other payables are non-interest bearing and are normally settled within 60 days.        Figures in millions  2015   2014   2013 
32  TAXATION        Taxation      
  Balance at beginning of year   30     66     119  
  Refunds during the year   41     23     54    Balance at beginning of year   41     30     66  
  Payments during the year   (194)     (187)     (507)    Refunds during the year   21     41     23  
  Taxation of items included in the income statement   165     134     414    Payments during the year   (184)     (194)     (187)  
  Disposal of subsidiary (note 34)   -     -     (4)    Taxation of items included in the income statement   192     165     134  
  Translation   (1)     (6)     (10)    Translation   (6)     (1)     (6)  
  Balance at end of year   41     30     66    Balance at end of year   64     41     30  
  Included in the statement of financial position as follows:        Included in the statement of financial position as follows:      
  Taxation asset included in trade and other receivables   25     51     54    Taxation asset included in trade and other receivables   27     25     51  
  Taxation liability   66     81     120    Taxation liability   91     66     81  
     41     30     66       64     41     30  
33  CASH GENERATED FROM OPERATIONS        Cash generated from operations      
  Profit (loss) before taxation   216     (2,533)     1,261    Profit (loss) before taxation   257     170     (2,192)  
  Adjusted for:        Adjusted for:      
  Movement on non-hedge derivatives and other commodity contracts   (13)     (94)     35    Movement on non-hedge derivatives and other commodity contracts (note 37)   7     (13)     (94)  
  Amortisation of tangible assets (notes 4 and 15)   750     775     830    Amortisation of tangible assets (note 4)   737     749     754  
  Finance costs and unwinding of obligations (note 8)   278     296     231    Finance costs and unwinding of obligations (note 8)   245     276     293  
  Environmental, rehabilitation and other expenditure   32     (66)     (17)    Environmental, rehabilitation and other expenditure   (56)     4     (50)  
  Special items   31     3,399     402    Special items   60     31     2,955  
  Amortisation of intangible assets (notes 4 and 16)   36     24     5    Amortisation of intangible assets (note 4)   40     34     24  
  Fair value adjustment on $1.25bn bonds   17     58     -    Fair value adjustment on issued bonds   (66)     17     (307)  
  Fair value adjustment on option component of convertible bonds   -     (9)     (83)    Interest received (note 3)   (28)     (24)     (39)  
  Fair value adjustment on mandatory convertible bonds   -     (356)     (162)    Share of associates and joint ventures’ (profit) loss (note 9)   (88)     25     162  
  Interest received (note 3)   (24)     (39)     (43)    Other non-cash movements   53     68     25  
  Share of associates and joint ventures’ loss (note 9)   25     162     30    Movements in working capital   89     6     (224)  
  Other non-cash movements   68     25     79       1,250     1,343     1,307  
  Movements in working capital   (43)     (250)     (218)    Movements in working capital:      
     1,373     1,392     2,350    Decrease (increase) in inventories   99     117     (105)  
  Movements in working capital:        Decrease in trade and other receivables   108     52     69  
  Decrease (increase) in inventories   64     (142)     (324)    Decrease in trade, other payables and deferred income   (118)     (163)     (188)  
  Decrease (increase) in trade and other receivables   52     69     (110)        89     6     (224)  
  (Decrease) increase in trade, other payables and deferred income   (159)     (177)     216  
      (43)     (250)     (218)  

 

F - 7559


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

Figures in million2012
US Dollars
34BUSINESS COMBINATIONS AND DISPOSALS
Acquisition of First Uranium (Pty) Limited

On 20 July 2012, AngloGold Ashanti Limited acquired the entire share capital of First Uranium (Pty) Limited, a wholly owned subsidiary of Toronto-based First Uranium Corporation and the owner of Mine Waste Solutions, a recently commissioned tailings retreatment operation located in South Africa’s Vaal River region and in the immediate proximity of AngloGold Ashanti’s own tailings facilities, for an aggregate cash consideration of $335m. The transaction was funded from cash reserves and debt facilities. The acquisition has been accounted for using the acquisition method.

The fair value of the identifiable assets and liabilities of First Uranium (Pty) Limited as at the date of acquisition was:

Assets
Tangible assets (note 15)616
Other investments (note 19)3
Deferred tax (note 30)52
Inventories134
Trade and other receivables2
Cash restricted for use3
Cash and cash equivalents5
815
Liabilities
Environmental rehabilitation and other provisions (note 28)386
Loans from group companies204
Deferred tax (note 30)60
Trade and other payables48
698
Total identifiable net assets at fair value117
Purchase consideration131
Goodwill recognised on acquisition (note 16)14
Analysis of cash flows on acquisition:
Net cash acquired with the subsidiary5
Cash paid - share capital acquired(131)
Cash paid - loan acquired(204)
(330)

For the year ended 31 December 2012, First Uranium (Pty) Limited contributed $41m of revenue and a profit of less than $1m to the net profit before tax of the group. If the combination had taken place at the beginning of 2012, applying the group accounting policies, the group’s profit for the year would have been $920m and revenue would have been $6,697m.

The transaction costs of $3m have been expensed and are included in administrative expenses in the income statement and are part of operating activities in the statement of cash flows.

The goodwill of $14m arising from the acquisition consists largely of the expected synergies arising from the immediate proximity of AngloGold Ashanti Limited’s own tailings facilities to the Mine Waste Solutions plant that will allow processing of AngloGold Ashanti Limited’s Vaal River tailings without having to build additional processing facilities. The processing of AngloGold Ashanti Limited’s tailings will reduce the environmental liability associated with those tailings. In addition, the company is able to utilise its recently developed processes and recovery technology for tailings which will increase the ore recovery rates from both AngloGold Ashanti Limited and First Uranium (Pty) Limited tailings alike.

None of the goodwill recognised is expected to be deductible for income tax purposes. There have been no significant movements in goodwill or provisions except for the fair value movements related to the commodity contract since the date of acquisition.

Financial assets acquired includes trade and other receivables with a fair value of $2m. All trade and other receivables are expected to be collectible.

      US Dollars 
    Figures in millions      2015   2014   2013 
34  Related parties        
  Material related party transactions were as follows (not attributable):        
  Sales and services rendered to related parties        
  Joint ventures     6     10     18  
  Purchases and services acquired from related parties        
  Associates     8     7     7  
  Outstanding balances arising from sale of goods and services due by related parties        
  Joint ventures     -     4     3  
  Amounts owed to/due by related parties above are unsecured and non-interest bearing.        
  Loans advanced to associates        
  Oro Group (Pty) Limited     -     1     1  
  The loan bears a market related interest rate determined by the Oro Group (Pty) Limited’s board of directors and is repayable at its discretion.        
  Rand Refinery (Pty) Limited     27     22     -  
  A shareholder’s loan of $44m was advanced to Rand Refinery (Pty) Limited during December 2014 and is repayable in December 2016. The loan accrues interest at JIBAR plus 3.5%. An amount of $21m was recognised as an impairment in 2014 and in 2015 a partial impairment reversal of $12m was recognised.        
  The group has refining arrangements with various refineries around the world including Rand Refinery (Pty) Limited in which it holds a 42.4% (2014: 42.4%) interest. Rand Refinery (Pty) Limited refines all of the group’s South African gold production and some of the Continental Africa region’s gold production. Rand Refinery (Pty) Limited charges AngloGold Ashanti Limited a refining fee.        
  Loans advanced to joint ventures        
  Loans advanced to associates and joint ventures are included in the carrying value of investments in associates and joint ventures (note 19).        

 

F - 76


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

Figures in million2012
US Dollars
34BUSINESS COMBINATIONS AND DISPOSALScontinued
Part disposal of Rand Refinery (Pty) Limited
In early December 2012, AngloGold Ashanti Limited disposed of a 5% interest in Rand Refinery (Pty) Limited (Rand Refinery) for a total cash consideration of $6m. At 31 December 2012, AngloGold Ashanti Limited held a remaining interest of 48.03% and this interest was accounted for as an associate.
The carrying value of the identifiable assets and liabilities of Rand Refinery as at the date of disposal was:
Assets
Tangible assets (note 15)53
Other non-current assets (note 21)2
Non-current assets held for sale1
Inventories22
Trade and other receivables13
Cash and cash equivalents31
122
Liabilities
Deferred tax (note 30)2
Trade and other payables22
Taxation (note 32)4
28
Total identifiable net assets94
Consideration received6
Fair value of residual value of investment (note 18)57
Non-controlling interest45
Less: net assets disposed(94)
Total gain on disposal14
Total gain on disposal14
Realised gain5
Unrealised gain9

F - 77


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

    Figures in million      2014   2013   2012 
      US Dollars 
35  RELATED PARTIES        
  Material related party transactions were as follows (not attributable):        
  Sales and services rendered to related parties        
  Joint ventures     10     18     18  
  Purchases and services acquired from related parties        
  Associates     7     7     4  
  Outstanding balances arising from sale of goods and services due by related parties        
  Joint ventures     4     3     2  
  Amounts owed to/due by related parties above are unsecured and non-interest bearing.        
  Loans advanced to associates        
  Oro Group (Pty) Limited     1     1     2  
  The loan bears a market related interest rate determined by the Oro Group (Pty) Limited’s board of directors and is repayable at its discretion.        
  Rand Refinery (Pty) Limited     22     -     -  
  A shareholder loan of $44m was advanced to Rand Refinery (Pty) Limited during December 2014 and is repayable in December 2016. The loan accrues interest at JIBAR plus 3.5%. An amount of $21m was recognised as an impairment in 2014.        
  Loans advanced to joint ventures        
  Société d’Exploitation des Mines d’Or de Sadiola S.A.     -     -     36  
  In 2012, a loan of $12m, that was repayable on demand and bearing interest at LIBOR plus 2% per annum, was fully impaired. During 2014 an amount of $20m was recovered on the previously impaired loan.        
  AuruMar (Pty) Limited     -     -     2  
  The loan was interest free and had no fixed terms of repayment. The loan was repaid during 2013.        
  Loans advanced to associates and joint ventures are included in the carrying value of investments in associates and joint ventures (note 18).        
  Guarantees        
  Details of guarantees to related parties are included in note 36.        
  Agreement with Izingwe Property Managers (Pty) Limited        
   

AngloGold Ashanti entered into an agreement (“Agreement”) with Izingwe Property Managers (Pty) Limited “Izingwe Property”) under which Izingwe Property assists AngloGold Ashanti in planning, design, development and construction of 200 units of housing in South Africa for employees of AngloGold Ashanti. Izingwe Property’s roles are those of development and project manager and main contractor. To date $1.9m has been paid to Izingwe Property pursuant to the agreement. The contract was completed on 27 October 2014. Mr Sipho Pityana, Chairman of the company, is Chairman and a 44% shareholder in Izingwe Holdings (Pty) Limited (“Izingwe”), AngloGold Ashanti’s BEE partner. Izingwe Capital (Pty) Limited, an associate company of Izingwe is the majority shareholder of Izingwe Property.

                  

F - 78


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

35

  RELATED PARTIEScontinued

Executive contracts

All members of the Executive Committee have permanent employment contracts which entitle them to standard group benefits as defined by their specific region and participation in the company’s short term incentive scheme, the Bonus Share Plan (BSP), and the Long TermLong-Term Incentive Plan (LTIP). All recently updated Executive Committee contracts include details on participation in the Co-investmentCo-Investment Plan (CIP) and the applicable Minimum Share Holder Requirement (MSR).

Some South African executives (with the exception of(excluding the CEO and CFO whofor 2015) are remunerated 100% in South Africa) have dual contracts,paid offshore remuneration which reflectis detailed under a separate contract. This reflects the percentage of their time focused on offshore business requirements. The payment under this contract has been extended in 2016 to include all South African based executives (including CEO and CFO) and increased to a maximum cap of 20 percent of base pay due to a review of the amount of time spent outside South Africa on the offshore responsibilities of each executive team member. Where practical, the offshore portion is now pensionable.

The executive contracts are reviewed annually and currently continue to include a change of control provision. The change of control is subject to the following triggers:

The acquisition of all or part of AngloGold Ashanti; or

A number of shareholders holding less than 35% of the company’s issued share capital consorting to gain a majority of the board and make management decisions; and

The contracts of Executive Committee members are either terminated or their role and employment conditions are curtailed.

In the event of a change of control becoming effective, the executive will in certain circumstances be subject to both the notice period and the change of control contract terms. The notice period applied per category of executive and the change of control periods as at 31 December 20142015 were as follows:

F - 60


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

34

Related parties(continued)

 

 Executive Committee member Notice period  Change of control 

 CEO

  12 months    12 months  

 CFO

  6 months    6 months  

 EXCO

  6 months    6 months  

F - 79


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

35

RELATED PARTIES continued

Directors and other key management personnel

Details relating to Executive Directors’ and Prescribed Officers’ emoluments and shareholdings in the company are disclosed below:

Executive Directors’ and Prescribed Officers’ remuneration

 

      Appointed
with effect
from
  Resigned/
retired with
effect from
  Salary(1)  Performance
related
payments(2)
  Pension
scheme
benefits
  Other  benefits
and
encashed
leave(3)
  Sub total  Pre-tax
gain
on
share
options
  Total  Total 
  Figures in thousand                2014           SA Rands  US Dollars(4) 
 

Executive Directors

  

         
 

S Venkatakrishnan(5)

  Full year     12,000    -    2,970      1,149    16,119    -    16,119    1,488  
 

RN Duffy(6)

   30-Sep-14    7,033    2,533    1,441      142    11,149    -    11,149    1,030  
 

KC Ramon(7)

  1-Oct-14     1,750    1,284    219      14    3,267    -    3,267    302  
     20,783    3,817    4,630      1,305    30,535    -    30,535    2,820  
 

Prescribed Officers

  

         
 

I Boninelli

  Full year     5,720    2,870    608      99    9,297    -    9,297    858  
 

CE Carter(8)

  Full year     6,891    3,043    732      1,046    11,712    864    12,576    1,161  
 

GJ Ehm(20)

  Full year     8,038    7,247    293      10,975    26,553    1,002    27,555    2,544  
 

RW Largent(9)

  Full year     12,503    6,615    211      5,388    24,717    968    25,685    2,372  
 

DC Noko

  Full year     5,590    5,162    594      744    12,090    -    12,090    1,116  
 

MP O’ Hare

  Full year     7,367    3,475    1,509      109    12,460    -    12,460    1,151  
 

ME Sanz Perez

  Full year ��   5,700    3,999    606      157    10,462    -    10,462    966  
 

YZ Simelane(10)

   31-Jul-14    2,229    -    501      11,602    14,332    4,182    18,514    1,710  
     54,038    32,411    5,054      30,120    121,623    7,016    128,639    11,878  
                                   
 

Total Executive Directors’ and Prescribed Officers’ remuneration ZAR

     74,821    36,228    9,684      31,425    152,158    7,016    159,174    14,698  
                                   
  

Total Executive Directors’ and Prescribed Officers’ remuneration USD

     6,909    3,345    894      2,902    14,050    648    14,698      
      Appointed
with effect
from
  Resigned/
retired with
effect from
  Salary(1)  Performance
related
payments(2)
  Pension
scheme
benefits
  Other  benefits
and
encashed
leave(3)
  Sub total  Pre-tax
gain
on
share
options
  Total  Total 
  Figures in thousand                2013           SA Rands  US Dollars(4) 
 

Executive Directors

  

         
 

M Cutifani

   31-Mar-13    3,639    -    664      1,915    6,218    19,293    25,511    2,651  
 

RN Duffy

  Full year     6,589    2,659    1,341      152    10,741    -    10,741    1,116  
 

AM O’ Neill(11)

   2-Aug-13    10,256    -    145      5,171    15,572    18,421    33,993    3,532  
 

S Venkatakrishnan

  Full year     13,135    -    2,704      2,117    17,956    -    17,956    1,866  
     33,619    2,659    4,854      9,355    50,487    37,714    88,201    9,165  
 

Prescribed Officers

  

         
 

I Boninelli

  Full year     5,200    3,691    553      58    9,502    -    9,502    987  
 

CE Carter

  Full year     6,457    2,234    686      487    9,864    3,048    12,912    1,342  
 

GJ Ehm

  Full year     7,349    4,433    232      85    12,099    -    12,099    1,257  
 

RW Largent

  Full year     10,037    4,358    1,662      2,647    18,704    2,952    21,656    2,251  
 

M MacFarlane(12) (13)

  

  30-Jun-13    2,292    -    284      3,367    5,943    -    5,943    618  
 

DC Noko

  Full year     4,792    1,802    509      10    7,113    -    7,113    739  
 

MP O’ Hare(14)

  Full year     6,697    2,719    1,363      117    10,896    517    11,413    1,186  
 

ME Sanz Perez

  Full year     4,864    3,573    517      53    9,007    -    9,007    936  
 

YZ Simelane

  Full year     3,865    909    787      214    5,775    -    5,775    600  
     51,553    23,719    6,593      7,038    88,903    6,517    95,420    9,916  
           
 

Total Executive Directors’ and Prescribed Officers’ remuneration ZAR

     85,172    26,378    11,447      16,393    139,390    44,231    183,621    19,081  
                                   
  

Total Executive Directors’ and Prescribed Officers’ remuneration USD

     8,851    2,741    1,189      1,703    14,484    4,597    19,081      
      Appointed
with effect
from
  Resigned/
retired with
effect from
  Salary(1)  Performance
related
payments(2)
  Pension
scheme
benefit
  Other  benefits
and
encashed
leave(3)
  Sub total  Pre-tax
gain
on
share
options
  Total  Total 
  Figures in thousands                2015           SA Rands  US Dollars(4) 
 

Executive Directors

  

         
 

S Venkatakrishnan(5)

  Full year     12,000    7,635    2,970      1,728    24,333    -    24,333    1,905  
 

KC Ramon

  Full year     7,448    4,634    931      68    13,081    -    13,081    1,024  
     19,448    12,269    3,901      1,796    37,414    -    37,414    2,929  
 

Prescribed Officers

  

         
 

I Boninelli

  Full year     6,092    3,066    647      799    10,604    -    10,604    830  
 

CE Carter(6)

  Full year     8,640    4,608    254      5,849    19,351    4,993    24,344    1,906  
 

GJ Ehm(7)

  Full year     7,877    5,639    335      2,627    16,478    1,450    17,928    1,404  
 

RW Largent(8)

  Full year     15,166    8,021    2,814      6,439    32,440    4,259    36,699    2,873  
 

DC Noko(9)

  Full year     6,097    4,213    648      1,505    12,463    -    12,463    976  
 

MP O’ Hare(10)

   30-Sep-15    5,879    -    1,204      5,655    12,738    235    12,973    1,016  
 

ME Sanz Perez

  Full year     6,071    3,055    645      743    10,514    -    10,514    823  
 

CB Sheppard(11)

  1-Jun-15     3,500    1,552    438      1,028    6,518    -    6,518    511  
     59,322    30,154    6,985      24,645    121,106    10,937    132,043    10,339  
                                   
 Total Executive Directors’ and Prescribed Officers’ remuneration ZAR     78,770    42,423    10,886      26,441    158,520    10,937    169,457      
                                   
  Total Executive Directors’ and Prescribed Officers’ remuneration USD     6,168    3,322    852      2,070    12,412    856        13,268  
      Appointed
with effect
from
  Resigned/
retired with
effect from
  Salary(1)  Performance
related
payments(2)
  Pension
scheme
benefit
  Other benefits
and
encashed
leave(3)
  Sub total  Pre-tax
gain
on
share
options
  Total  Total 
  Figures in thousands        2014           SA Rands  US Dollars(4) 
 

Executive Directors

          
 

S Venkatakrishnan

  Full year     12,000    -    2,970      1,149    16,119    -    16,119    1,488  
 

RN Duffy

   30-Sep-14    7,033    2,533    1,441      142    11,149    -    11,149    1,030  
 

KC Ramon

  1-Oct-14     1,750    1,284    219      14    3,267    -    3,267    302  
     20,783    3,817    4,630      1,305    30,535    -    30,535    2,820  
 

Prescribed Officers

          
 

I Boninelli

  Full year     5,720    2,870    608      99    9,297    -    9,297    858  
 

CE Carter

  Full year     6,891    3,043    732      1,046    11,712    864    12,576    1,161  
 

GJ Ehm

  Full year     8,038    7,247    293      10,975    26,553    1,002    27,555    2,544  
 

RW Largent

  Full year     12,503    6,615    211      5,388    24,717    968    25,685    2,372  
 

DC Noko

  Full year     5,590    5,162    594      744    12,090    -    12,090    1,116  
 

MP O’ Hare

  Full year     7,367    3,475    1,509      109    12,460    -    12,460    1,151  
 

ME Sanz Perez

  Full year     5,700    3,999    606      157    10,462    -    10,462    966  
 

YZ Simelane

   31-Jul-14    2,229    -    501      11,602    14,332    4,182    18,514    1,710  
     54,038    32,411    5,054      30,120    121,623    7,016    128,639    11,878  
                                   
 Total Executive Directors’ and Prescribed Officers’ remuneration ZAR     74,821    36,228    9,684      31,425    152,158    7,016    159,174      
                                   
  Total Executive Directors’ and Prescribed Officers’ remuneration USD     6,909    3,345    894      2,902    14,050    648        14,698  

 

F - 8061


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

3534

RELATED PARTIESRelated parties continued(continued)

 

Directors and other key management personnel continued(continued)

 

Executive Directors’ and Prescribed Officers’ remuneration continued(continued)

 

      Appointed with
effect from
  

Resigned/

retired with
effect from

  Salary(1)  Performance
related
payments(2)
  Pension
scheme
benefits
  Other
benefits  and
encashed
leave(3)
  Sub total  Pre-tax
gain
on share
options
  Total  Total 
  Figures in thousand        2012           SA Rands  US Dollars(4) 
 

Executive Directors

          
 

M Cutifani(15)

  Full year     14,041    2,939    2,879    466    20,325    22,946    43,271   5,279 
 

S Venkatakrishnan(15)(16)

  Full year     8,708    2,577    1,711    4,277    17,273    18,713    35,986   4,391 
     22,749    5,516    4,590    4,743    37,598    41,659    79,257   9,670 
 

Prescribed Officers

  

        
 

I Boninelli

  Full year     4,841    965    505    27    6,338    -    6,338   773 
 

CE Carter(15)(16)

  Full year     5,601    1,281    584    2,388    9,854    8,674    18,528   2,261 
 

RN Duffy(16)

  Full year     6,191    869    1,211    2,669    10,940    -    10,940   1,335 
 

GJ Ehm(16)(20)

  Full year     5,641    977    510    1,435    8,563    -    8,563   1,045 
 

RW Largent(16)

  Full year     6,779    1,447    1,565    2,920    12,711    14,022    26,733   3,262 
 

RL Lazare(16)(17)

   31-Mar-12    1,419    2,626    245    3,067    7,357    10,184    17,541   2,140 
 

M MacFarlane(12)

  01-Jun-12     3,108    346    219    2    3,675    -    3,675   448 
 

DC Noko(18)

  15-Jun-12     2,446    455    306    2,256    5,463    -    5,463   667 
 

MP O’Hare

  Full year     5,634    1,035    1,101    391    8,161    -    8,161   996 
 

AM O’Neill(16)

  Full year     11,911    2,686    318    2,101    17,016    -    17,016   2,076 
 

ME Sanz Perez(19)

  Full year     3,945    830    411    789    5,975    -    5,975   729 
 

YZ Simelane

  Full year     3,496    594    684    111    4,885    -    4,885   596 
     61,012    14,111    7,659    18,156    100,938    32,880    133,818   16,328 
                                   
 

Total Executive Directors’ and Prescribed Officers’ remuneration ZAR

     83,761   19,627   12,249    22,899    138,536    74,539    213,075    25,998  
                                   
  

Total Executive Directors’ and Prescribed Officers’ remuneration USD

     10,220   2,395   1,494    2,794    16,903    9,095    25,998      

       Appointed
with effect
from
   Resigned/
retired with
effect from
   Salary(1)   Performance
related
payments(2)
   Pension
scheme
benefit
   Other benefits
and encashed
leave(3)
   Sub total   Pre-tax
gain
on
share
options
   Total   Total 
  Figures in thousands                   2013               SA Rands   US Dollars(4) 
 

Executive Directors

                    
 

M Cutifani

     31-Mar-13     3,639     -     664     1,915     6,218     19,293     25,511     2,651  
 

RN Duffy

   Full year       6,589     2,659     1,341     152     10,741     -     10,741     1,116  
 

AM O’ Neill

     2-Aug-13     10,256     -     145     5,171     15,572     18,421     33,993     3,532  
 

S Venkatakrishnan

   Full year       13,135     -     2,704     2,117     17,956     -     17,956     1,866  
        33,619     2,659     4,854     9,355     50,487     37,714     88,201     9,165  
 

Prescribed Officers

                    
 

I Boninelli

   Full year       5,200     3,691     553     58     9,502     -     9,502     987  
 

CE Carter

   Full year       6,457     2,234     686     487     9,864     3,048     12,912     1,342  
 

GJ Ehm

   Full year       7,349     4,433     232     85     12,099     -     12,099     1,257  
 

RW Largent

   Full year       10,037     4,358     1,662     2,647     18,704     2,952     21,656     2,251  
 

M MacFarlane

     30-Jun-13     2,292     -     284     3,367     5,943     -     5,943     618  
 

DC Noko

   Full year       4,792     1,802     509     10     7,113     -     7,113     739  
 

MP O’ Hare

   Full year       6,697     2,719     1,363     117     10,896     517     11,413     1,186  
 

ME Sanz Perez

   Full year       4,864     3,573     517     53     9,007     -     9,007     936  
 

YZ Simelane

   Full year       3,865     909     787     214     5,775     -     5,775     600  
        51,553     23,719     6,593     7,038     88,903     6,517     95,420     9,916  
 Total Executive Directors’ and Prescribed Officers’ remuneration ZAR      85,172     26,378     11,447     16,393     139,390     44,231     183,621       
                                             
  Total Executive Directors’ and Prescribed Officers’ remuneration USD      8,851     2,741     1,189     1,703     14,484     4,597          19,081  

 

 (1) 

Salaries are disclosed only for the period from or to which office is held.held, and include car allowances where applicable.

 (2) 

The performance related payments are calculated on the year’s financial results.

 (3) 

Includes health care, separation payments, cash in lieu of dividends, 2014 and 2015 vested CIP match awards, secondment / relocation allowances, group personal travel.accident, disability and funeral cover. Surplus leave days accrued are automatically encashed unless work requirements allow for carry over.

 (4) 

Values have been converted using the average annual exchange rate for 2014:2015: R12.7719:$1 (2014: R10.8295:$1 (2013:1; 2013: R9.6231:$1; 2012: R8.1961:$1) $1).

 (5) 

Other benefits of S Venkatakrishnan’s BSP cash bonus will be delivered in restricted shares that will be deferredVenkatakrishnan include encashment due to retirement or employment termination or any corporate activity resulting in a change of control.untaken leave.

 (6) 

RN Duffy resigned as an executive director on 30 September 2014 however pay disclosure is for full year.Other benefits of CE Carter include a relocation allowance in lieu of relocation from the SA to Denver, USA office.

 (7) 

KC Ramon commenced 1 October 2014 andGJ Ehm’s 2015 increase was delivered as such hera lump sum payment (2.5% adjustment) of ZAR 196,927 in January 2016. He received a project bonus in terms of delivering against the Obuasi Project Charter. The bonus was based on 60% of pay, reflects 3 months of the year.which 40% was paid in 2015, based on meeting of performance requirements. Other benefits include a secondment allowance for time spent in Ghana.

 (8) 

Other benefits of CE CarterRW Largent include pay in lieusale of leave on transfer.BSP shares due to US tax requirements.

 (9) 

DC Noko received a project bonus in terms of delivering against the Obuasi Project Charter. The bonus was based on 60% of pay, of which 40% was paid in 2015, based on meeting of performance requirements. Other benefits of RW Largent include sale of BSP shares.a secondment allowance for time spent in Ghana.

 (10) 

MP O’ Hare retired as at the end of September, pay is however disclosed for the full year. Other benefits of YZ Simelane include separation payments of a severance package and paycash in lieu of leave.BSP shares as a result of Mr O’ Hare’s retirement. No additional separation payments were made.

 (11) 

Other benefits of AM O’ Neill include early retirement payments of a pro-rata retention bonus paymentCB Sheppard commenced employment on 01 June 2015 and as such his pay in lieu of leave on separation.

(12)

M MacFarlane commuted between Canada and South Africa and the company carried the cost of flights and hotel accommodation in South Africa; these are excluded for reporting purposes.

(13)

Other benefits of M MacFarlane include separation payments of a severance package and pay in lieu of leave.

(14)

In 2013, MP O’ Hare had a once off pension payment in recognition of previous service paid into the AngloGold Ashanti Pension Fund to the value of  R7.4m. This has not been included for reporting purposes.

(15)

These executives applied allreflects 7 months of the after tax proceeds from the sale of their options to acquire ordinary shares in AngloGold Ashanti as follows: Messrs Cutifani 51,692; and Venkatakrishnan 42,157; and Carter 19,541.

(16)

Received retention bonus.

(17)

Cash paid in lieu of LTIP for 2012.

(18)

Received a sign-on bonus.

(19)

Received the remainder ofyear. A sign-on bonus in July 2012 (paid over 24 months).

(20)

G Ehm –was paid and is reflected under other benefits is inclusive of surplus leave sale.benefits. The annual performance bonus was pro-rated.

Executive Directors’ and Prescribed Officers’ once-off Retention Bonus Payment

F - 81


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

35

RELATED PARTIEScontinued

DirectorsDuring 2014 the Executive Directors’ and other key management personnelcontinuedPrescribed Officers received a once-off retention bonus payment. In total the bonus amounted to $1.9m cash and 150,300 long term incentive plan share awards. S Venkatakrishnan’s cash portion of $0,6m was delivered in 61,738 deferred restricted shares during 2015.

Details relating to Directors’ and Prescribed Officers’ emoluments and shareholdings in the company are disclosed below:overleaf:

Executive Directors’ and Prescribed Officers’ once-off retention bonus payment

       Appointed
with effect
from
   Resigned/
retired with
effect from
   Cash Retention
Bonus ZAR
   Cash
Retention
Bonus
expressed in
US dollars
   

Long Term Incentive
Plan - Retention
Bonus Share
Awards

Number of shares

 
   Figures in thousand               2014         
 
 Executive Directors           
 S Venkatakrishnan   Full year       -         -     23,687  
 RN Duffy     30-Sep-14     2,636         243     17,458  
        2,636         243     41,145  
            
 Prescribed Officers           
 I Boninelli   Full year       2,080         192     13,777  
 CE Carter   Full year       2,583         239     17,106  
 GJ Ehm   Full year       2,688         248     15,469  
 RW Largent   Full year       4,027         372     20,185  
 DC Noko   Full year       1,917         177     12,697  
 MP O’Hare   Full year       2,679         247     17,744  
 ME Sanz Perez   Full year       1,838         170     12,177  
        17,812         1,645     109,155  
                    
                20,448         1,888     150,300(1) 

(1)

Refer to note 11 for the Long Term Incentive Plan Retention Bonus Shares.

(2)

S Venkatakrishnan received the LTIP share portion and no cash as this will be delivered in deferred restricted shares in the second quarter of 2015.

 

F - 8262


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

3534

RELATED PARTIESRelated partiescontinued(continued)

 

Directors and other key management personnelcontinued(continued)

 

Number of options and awards granted

 

  Balance at
1 January 2014
   Granted
during 2014
   Exercised
during 2014
   Pre-tax gains on
share options
exercised ($000)
   

Lapsed
during

2014

   Balance as at
31 December 2014(1)
   

Balance at

1 January 2015

   Granted
during 2015
   Exercised
during 2015
   Pre-tax gains on
share options
exercised ($000)
   Lapsed
during
2015
   Balance as at
31 December 2015(1)
 

Executive Directors

                        

S Venkatakrishnan

   220,393     166,625     -     -     20,159     366,859     366,859     332,021     -     -     22,391     676,489  

RN Duffy(3)

   166,543     92,361     -     -     14,754     244,150  

KC Ramon(4)

   -     50,201     -     -     -     50,201  

KC Ramon

   50,201     131,261     -     -     -     181,462  
   386,936     309,187     -     -     34,913     661,210     417,060     463,282     -     -     22,391     857,951  

Prescribed Officers(2)

                        

I Boninelli

   82,472     73,930     -     -     4,825     151,577     151,577     132,345     -     -     9,047     274,875  

CE Carter

   112,389     88,001     4,481     80     39,074     156,835     156,835     167,361     38,873     391     49,839     235,484  

GJ Ehm

   122,462     103,913     5,360     93     7,316     213,699     213,699     171,241     11,174     114     9,469     364,297  

RW Largent

   113,073     161,509     4,790     89     9,184     260,608     260,608     309,994     33,882     333     10,919     525,801  

MP O’Hare

   133,616     95,877     -     -     5,134     224,359  

DC Noko

   45,334     68,178     -     -     -     113,512     113,512     131,028     -     -     -     244,540  

MP O’ Hare(3)

   224,359     1,268     2,022     18     96,701     126,904  

ME Sanz Perez

   67,880     73,107     -     -     5,279     135,708     135,708     131,327     -     -     5,661     261,374  

YZ Simelane(5)

   74,035     39,091     39,875     386     73,251     -  

CB Sheppard(7)

   -     17,400     -     -     -     17,400  
   751,261     703,606     54,506     648     144,063     1,256,298     1,256,298     1,061,964     85,951     856     181,636     2,050,675  

Other management

   4,550,186     3,188,351     1,023,416     16,614     1,212,452     5,502,669  

Other

   5,746,819     4,157,622     1,169,004     10,823     791,335     7,944,102  

Total share incentive scheme

   5,688,383     4,201,144     1,077,922     17,262     1,391,428     7,420,177     7,420,177     5,682,868     1,254,955     11,679     995,362     10,852,728  
  Balance at
1 January 2013
   Granted
during 2013
   Exercised
during 2013
   Pre-tax gains on
share options
exercised ($000)
   

Lapsed
during

2013

   Balance as at
31 December 2013(1)
   Balance at
1 January 2014
   Granted
during 2014
   Exercised
during 2014
   Pre-tax gains on
share options
exercised ($000)
   Lapsed
during
2014
   Balance as at
31 December 2014(1)
 

Executive Directors

                        

M Cutifani(6)

   271,891     5,429     88,594     2,005     188,726     -  

S Venkatakrishnan

   220,393     166,625     -     -     20,159     366,859  

RN Duffy

   109,648     65,193     -     -     8,298     166,543     166,543     92,361     -     -     14,754     244,150  

AM O’Neill(7)

   150,113     124,961     129,284     1,914     145,790     -  

S Venkatakrishnan

   136,395     99,043     -     -     15,045     220,393  

KC Ramon

   -     50,201     -     -     -     50,201  
   668,047     294,626     217,878     3,919     357,859     386,936     386,936     309,187     -     -     34,913     661,210  

Prescribed Officers(2)

            

Prescribed Officers

            

I Boninelli

   30,158     52,314     -     -     -     82,472     82,472     73,930     -     -     4,825     151,577  

CE Carter

   66,331     66,929     13,609     317     7,262     112,389     112,389     88,001     4,481     80     39,074     156,835  

GJ Ehm

   68,471     59,443     -     -     5,452     122,462     122,462     103,913     5,360     93     7,316     213,699  

RW Largent

   56,206     76,865     12,537     306     7,461     113,073     113,073     161,509     4,790     89     9,184     260,608  

MP O’Hare

   74,619     66,699     2,306     54     5,396     133,616  

M MacFarlane(8)

   -     42,765     -     -     42,765     -  

MP O’ Hare

   133,616     95,877     -     -     5,134     224,359  

DC Noko

   -     45,334     -     -     -     45,334     45,334     68,178     -     -     -     113,512  

ME Sanz Perez

   21,793     46,087     -     -     -     67,880     67,880     73,107     -     -     5,279     135,708  

YZ Simelane

   42,969     36,218     -     -     5,152     74,035     74,035     39,091     39,875     386     73,251     -  
   360,547     492,654     28,452     677     73,488     751,261     751,261     703,606     54,506     648     144,063     1,256,298  

Other management

   3,551,735     2,533,048     684,413     12,227     850,184     4,550,186  

Other

   4,550,186     3,188,351     1,023,416     16,614     1,212,452     5,502,669  

Total share incentive scheme

   4,580,329     3,320,328     930,743     16,823     1,281,531     5,688,383     5,688,383     4,201,144     1,077,922     17,262     1,391,428     7,420,177  

 

F - 8363


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

3534

RELATED PARTIESRelated partiescontinued(continued)

 

Directors and other key management personnelcontinued(continued)

 

Number of options and awards grantedcontinued(continued)

 

  Balance at
1 January 2012
   Granted
during 2012
   Exercised
during 2012
   Pre-tax gains on
share options
exercised ($000)
   Lapsed
during
2012
   Balance as at
31 December 2012(1)
   Balance at
1 January 2013
   Granted
during 2013
   Exercised
during 2013
   Pre-tax gains on
share options
exercised ($000)
   Lapsed
during
2013
   Balance as at
31 December 2013(1)
 

Executive Directors

                        

M Cutifani

   258,210     112,183     86,293     2,800     12,209     271,891     271,891     5,429     88,594     2,005     188,726     -  

RN Duffy

   109,648     65,193     -     -     8,298     166,543  

AM O’Neill

   150,113     124,961     129,284     1,914     145,790     -  

S Venkatakrishnan

   160,966     52,176     70,375     2,283     6,372     136,395     136,395     99,043     -     -     15,045     220,393  
   419,176     164,359     156,668     5,083     18,581     408,286     668,047     294,626     217,878     3,919     357,859     386,936  

Prescribed Officers(2)

            

Prescribed Officers

            

I Boninelli

   8,568     21,590     -     -     -     30,158     30,158     52,314     -     -     -     82,472  

CE Carter

   76,627     25,507     32,621     1,058     3,182     66,331     66,331     66,929     13,609     317     7,262     112,389  

RN Duffy

   85,394     27,790     -     -     3,536     109,648  

GJ Ehm

   48,845     22,286     -     -     2,660     68,471     68,471     59,443     -     -     5,452     122,462  

RW Largent

   88,331     26,083     52,069     1,711     6,139     56,206     56,206     76,865     12,537     306     7,461     113,073  

RL Lazare(9)

   41,573     1,901     34,279     1,243     9,195     -  

M MacFarlane(10)

   -     -     -     -     -     -  

MP O’Hare

   54,281     22,809     -     -     2,471     74,619  

AM O’Neill

   108,544     45,512     -     -     3,943     150,113  

DC Noko(11)

   -     -     -     -     -     -  

MP O’ Hare

   74,619     66,699     2,306     54     5,396     133,616  

M MacFarlane

   -     42,765     -     -     42,765     -  

DC Noko

   -     45,334     -     -     -     45,334  

ME Sanz Perez

 �� 8,406     13,387     -     -     -     21,793     21,793     46,087     -     -     -     67,880  

YZ Simelane

   32,008     13,350     -     -     2,389     42,969     42,969     36,218     -     -     5,152     74,035  
   552,577     220,215     118,969     4,012     33,515     620,308     360,547     492,654     28,452     677     73,488     751,261  

Other management

   3,006,829     1,592,126     670,004     23,155     377,216     3,551,735  

Other

   3,551,735     2,533,048     684,413     12,227     850,184     4,550,186  

Total share incentive scheme

   3,978,582     1,976,700     945,641     32,250     429,312     4,580,329     4,580,329     3,320,328     930,743     16,823     1,281,531     5,688,383  

 

 (1)

The latest expiry date of all options/awards granted and outstanding at 31 December 20142015 is 3 March 2025 (2014: 24 February 2024 (2013:2024; 2013: 13 March 2023; 2012: 21 February 2022)2023).

 (2)

Pursuant to the Companies Act, which came into effect on 1 May 2011, companies are required to identify and disclose the remuneration for the prescribed officers of the company.

 (3) 

No longer an executive directora Prescribed Officer with effect from 30 September 2014.31 May 2015.

 (4) 

Appointed as executive director with effect from 1 October 2014.

(5)

No longer a prescribed officer and left the employ of AngloGold Ashanti with effect from 31 July 2014.

(6)

No longer an executive director with effect from 31 March 2013.

(7)

No longer an executive director with effect 15 July 2013 and went on early retirement from 2 August 2013.

(8)

No longer a prescribed officer and left the employ of AngloGold Ashanti with effect from 30 June 2013.

(9)

No longer a prescribed officer with effect from 31 March 2012.

(10)

M MacFarlane was appointed to the Executive CommitteePrescribed Officer with effect from 1 June 2012 and therefore had no holdings/grants in 2012.

(11)

D Noko was appointed to the Executive Committee with effect from 15 June 2012 and therefore had no holdings/grants in 2012.2015.

Subsequent to year end and up to 1918 March 2015, no2016, options/awards have been exercised by Executive Directors and Prescribed Officers, exceptare for Charles Carter who exercised 38,87321,764 awards for a pre-tax gain of $461,084, Michael O’Hare$270,377; Italia Boninelli who exercised 29440,270 awards for a pre-tax gain of $2,997 and Ronald Largent$523,276; Graham Ehm who exercised 33,88240,145 awards for a pre-tax gain of $393,269.$465,810; Ria Sanz Perez who exercised 56,945 awards for a pre-tax gain of $726,027 and Ronald Largent who exercised 82,174 awards for a pre-tax gain of $1,014,464.

A total of 1,902,542 (2013: 1,668,617; 2012: 1,264,872)2,248,613 (2014: 1,902,542; 2013: 1,668,617) options/awards out of the 7,420,177 (2013: 5,688,383; 2012: 4,580,329)10,852,728 (2014:7,420,177; 2013: 5,688,383) options/awards granted and outstanding at 31 December 20142015 are fully vested.

Awards granted since 2005 have been granted at no cost to participants.

Non-Executive Directors are not eligible to participate in the share incentive scheme.

 

F - 8464


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

3534

RELATED PARTIESRelated partiescontinued(continued)

 

Directors and other key management personnelcontinued(continued)

 

Awards granted in respect of the previous year’s financial results:

    Total(1)(8)   Value
($000)(3)(8)
   Total(2)   Value
($000)(3)
   Total(4)   Value
($000)(3)
 
              Issued in  2015   2014   2013 

Executive Directors

            

M Cutifani(6)

   -     -     -     -     5,429     148  

S Venkatakrishnan

   233,565     2,670     166,625     3,471     99,043     2,736  

RN Duffy

   1,481     42     92,361     1,918     65,193     1,801  

KC Ramon

   114,637     1,288     -     -     -     -  

AM O’Neill(7)

   -     -     -     -     124,961     3,452  
   349,683     3,999     258,986     5,389     294,626     8,137  

Prescribed Officers

            

I Boninelli

   95,191     1,094     73,930     1,523     52,314     1,445  

CE Carter

   122,367     1,374     88,001     1,832     66,929     1,849  

GJ Ehm

   120,469     1,374     103,913     2,158     59,443     1,642  

RW Largent(5)

   213,018     2,393     161,509     3,323     76,865     2,124  

MP O’Hare

   1,268     36     95,877     1,985     66,699     1,843  

M MacFarlane

   -     -     -     -     42,765     1,182  

DC Noko

   93,843     1,054     68,178     1,403     45,334     1,253  

ME Sanz Perez

   94,304     1,074     73,107     1,504     46,087     1,273  

YZ Simelane

   -     -     39,091     816     36,218     1,001  
   740,460     8,399     703,606     14,544     492,654     13,612  

Total awards to executive management

   1,090,143     12,399     962,592     19,933     787,280     21,749  

   BSP 15 awards granted(8)                 

  

  Total   

Value

($000)

   Total(2)   

Value(1)

($000)

   Total   Value ($000)(1) 

  

  2015   2015   2014 

Executive Directors

            

S Venkatakrishnan

   98,456     957     233,565     2,670     166,625     3,471  

KC Ramon

   16,624     162     114,637     1,288     -     -  

RN Duffy(3)

   -     -     1,481     42     92,361     1,918  
   115,080     1,119     349,683     3,999     258,986     5,389  

Prescribed Officers

            

I Boninelli

   37,154     361     95,191     1,094     73,930     1,523  

CE Carter

   44,994     438     122,367     1,374     88,001     1,832  

GJ Ehm

   50,772     494     120,469     1,374     103,913     2,158  

RW Largent(4)

   96,976     943     213,018     2,393     161,509     3,323  

MP O’ Hare(5)

   -     -     1,268     36     95,877     1,985  

DC Noko

   37,185     362     93,843     1,054     68,178     1,403  

ME Sanz Perez

   37,023     360     94,304     1,074     73,107     1,504  

YZ Simelane(6)

   -     -     -     -     39,091     816  

CB Sheppard(7)

   17,400     169     -     -     -     -  
   321,504     3,127     740,460     8,399     703,606     14,544  

Total awards to executive management

   436,584     4,246     1,090,143     12,399     962,592     19,933  

 

 (1) 

IncludesThe values have been converted using average exchange rates of (2015: R12.7719:$1; 2014: R10.8295:$1).

(2)

Awards granted in respect of 2014 financial results including awards granted in respect of the 20% top-up for the 2012 BSP awards.

 (2)

Includes awards granted in respect of the 20% top-up for the 2011 BSP awards, 2014 BSP matching awards and 2014 LTIP (inclusive of the 60% share retention bonus awards; the 40% deferred cash portion will be reported in the year of payment, i.e. 2015).

(3) 

The 2014; 2013 and 2012 values have been converted usingNo longer an average exchange rates of R10.8295:$1 (2013: R9.6231:$1; 2012: R8.1961: $1).Executive Director with effect from 30 September 2014.

 (4)

Includes awards granted in respect of the 20% top-up for the 2010 BSP awards.

(5) 

Received a cash payment in lieu of the 2010 BSP top-up due to US tax restrictions.

 (5)

No longer a Prescribed Officer with effect from 31 May 2015.

(6) 

No longer an executive directora Prescribed Officer with effect from 31 March 2013.July 2014.

 (7) 

No longer an executive directorAppointed as a Prescribed Officer with effect from 2 August 2013.1 June 2015.

 (8) 

Relates to BSP 2015 will be awarded after15 awards that were issued subsequent to the Annual General Meeting to be held on 6 May 2015, subject to approval by the shareholders to renew the authority2015. The values have been converted at an exchange rate of placing 5% of the shares in issue under the control of the directors.R11.9136:$1.

Non-Executive Director remuneration

The table below details the fees and allowances paid to Non-Executive Directors:

Non-Executive Directors’ fees and allowances

 

Figures in thousand(1)  Director
fees
   Committee
fees
   Travel
allowance
   Total   Total   Total 
                  Figures in thousands(1) 
  Director
fees(1)
   Committee
fees(1)
   Travel
allowance(1)
   Total(1)   Total   Total 
US Dollars  

2014        

   

2013    

   2012       2015   2014   2013 

SM Pityana(2)

   334     86     10     430     186     175  

TT Mboweni - Retired on 14 May 2014(3)

   50     25     -     75     344     357  

FB Arisman

   -     -     -     -     120     251  

SM Pityana

   332,500     72,500     6,250     411,250     430     186  

R Gasant

   117     63     8     188     131     118     130,500     58,500     6,250     195,250     188     131  

NP January-Bardill

   117     60     10     187     140     146     130,500     52,500     6,250     189,250     187     140  

MJ Kirkwood

   121     91     51     263     266     94     130,500     75,000     36,250     241,750     263     266  

WA Nairn

   -     -     -     -     71     178  

LW Nkuhlu(4)

   148     90     8     246     184     178  

F Ohene-Kena

   -     -     -     -     54     118  

LW Nkuhlu

   174,000     80,000     6,250     260,250     246     184  

RJ Ruston

   117     81     42     240     251     189     134,000     56,000     36,250     226,250     240     251  

DL Hodgson

   88     27     10     125     -     -     130,500     43,500     6,250     180,250     125     -  

AH Garner

   134,000     43,500     26,250     203,750     -     -  

MDC Richter

   130,500     40,000     33,750     204,250     -     -  

Retired Directors

   -     -     -     -     75     589  

Total(2)

   1,092     523     139     1,754     1,747     1,804     1,427,000     521,500     163,750     2,112,250     1,754     1,747  

 

 (1) 

Directors’ compensation is disclosed in US dollars, the amounts reflected are the values calculated using the exchange rate of R10.8295:R12.7719:$1 (2013: R9.6231:(2014: R10.8295:$1; 2012: R8.1961:2013: R9.6231: $1).

 (2)

On 17 February 2014, Sipho Pityana was appointed chairman of the board.

(3) 

Fees are disclosed only for the period from or to which, office is held.

(4)

Prof. Nkuhlu assumed the role of Lead Independent Director February 2014, and Deputy Chairman in March 2014.

Non-Executive Directors do not hold service contracts with the company. Executive Directors do not receive payment of directors’ fees or committee fees.

At the Annual General Meeting of shareholders held on 14 May 2014, shareholders approved an increase in directors’ fees with effect from 1 May 2014. Directors fees for committees may vary depending on the number of committees on which the Non-Executive Director is a member and whether he/she is the Chairman or a member of the committee.

 

F - 8565


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

3534

RELATED PARTIESRelated partiescontinued(continued)

 

Directors’ and Prescribed Officers’ interests in AngloGold Ashanti sharesshares.

The interests of directors, prescribed officers and their associates in the ordinary shares of the company at 31 December 2014,2015, which individually did not exceed 1% of the company’s issued ordinary share capital, were:

 

   31 December 2014
Beneficial holding
   31 December 2013
Beneficial holding
   31 December 2012
Beneficial holding
 
      Direct   Indirect   Direct   Indirect   Direct   Indirect 

Non-Executive Directors

        

DL Hodgson

   1,500     -     -     -     -     -  

MJ Kirkwood(1)

   8,000     -     3,000     -     -     -  

LW Nkuhlu

   3,000     -     -     3,000     -     800  

RJ Ruston(2)

   -     1,000     -     1,000     -     -  

FB Arisman

   -     -     -     -     -     4,984  

Total

   12,500     1,000     3,000     4,000     -     5,784  

Executive Directors

            

RN Duffy

   -     -     1,180     -     -     -  

M Cutifani

   -     -     -     -     61,692     -  

S Venkatakrishnan

   86 009     -     78,437     -     52,508     -  

AM O’Neill

   -     -     -     -     -     7,000  

Total

   86,009     -     79,617     -     114,200     7,000  

Company Secretary

            

ME Sanz Perez

   7,506     -     1,135     -     -     -  

Total

   7,506     -     1,135     -     -     -  

Prescribed Officers

            

I Boninelli

   5,728     2,247     -     1,284     -     -  

CE Carter

   32,253     -     36,500     -     25,078     -  

GJ Ehm(3)

   8,155     -     1,213     -     -     -  

MP O’Hare

   2,247     -     1,379     -     -     -  

RW Largent(4)

   10,410     -     1,910     -     -     -  

DC Noko

   3,690     -     615     -     -     -  

Total

   62,483     2,247     41,617     1,284     25,078     -  

Grand total

   168,498     3,247     125,369     5,284     139,278     12,784  

Mr SM Pityana, Non-Executive Director of AngloGold Ashanti, had an indirect beneficial holding in the company given that he is a trustee and beneficiary of a trust which holds a 44% interest in Izingwe, the company’s BEE partner. As at 31 December 2014, Izingwe held nil E ordinary shares in the issued capital of the company (2013: 350,000 E ordinary shares). The commercial transaction between AngloGold Ashanti and Izingwe was concluded on 27 October 2014.

   

31 December 2015

Beneficial holding

   

31 December 2014

Beneficial holding

   

31 December 2013

Beneficial holding

 
    Direct   Indirect   Direct   Indirect   Direct   Indirect 

Non-Executive Directors

        

SM Pityana

   2,000     -     -     -     -     -  

MDC Richter(1)

   7,300     -     -     -     -     -  

DL Hodgson

   1,500     -     1,500     -     -     -  

MJ Kirkwood(1)

   15,000     -     8,000     -     3,000     -  

LW Nkuhlu

   3,000     -     3,000     -     -     3,000  

RJ Ruston(2)

   -     1,000     -     1,000     -     1,000  

Total

   28,800     1,000     12,500     1,000     3,000     4,000  

Executive Directors

            

S Venkatakrishnan

   205,939     -     86,009     -     78,437     -  

KC Ramon

   3,104     -     -     -     -     -  

RN Duffy

   -     -     -     -     1,180     -  

Total

   209,043     -     86,009     -     79,617     -  

Company Secretary

            

ME Sanz Perez

   10,471     8,860     7,506     -     1,135     -  

Total

   10,471     8,860     7,506     -     1,135     -  

Prescribed Officers

            

I Boninelli

   5,728     13,204     5,728     2,247     -     1,284  

CE Carter

   39,560     -     32,253     -     36,500     -  

GJ Ehm(2)

   22,532     -     8,155     -     1,213     -  

MP O’ Hare

   -     -     2,247     -     1,379     -  

RW Largent(1)

   28,570     -     10,410     -     1,910     -  

DC Noko

   17,086     -     3,690     -     615     -  

Total

   113,476     13,204     62,483     2,247     41,617     1,284  

Grand total

   361,790     23,064     168,498     3,247     125,369     5,284  

 

 (1) 

Held on the New York stock exchange as 8,000 American Depositary Shares (ADSs) (1 ADS is equivalent to 1 ordinary share)

 (2) 

Held on the Australian stock exchange as 5,000 CHESS Depositary Receipts (5 CDIs are equivalent to 1 ordinary share)

A register detailing Directors and Prescribed Officers’ interests in contracts is available for inspection at the company’s registered and corporate office.

F - 66


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

(3)34

Held on the Australian stock exchange as 36,067 CHESS Depositary Receipts (5 CDIs are equivalent to 1 ordinary share) and on the JSE as 942 ordinary shares

(4)

Held on the New York stock exchange as 10,410 American Depositary Shares (ADSs) (1 ADS is equivalent to 1 ordinary share)Related parties(continued)

Changes in directors’Directors’ and prescribed officers’Prescribed Officers’ interests in AngloGold Ashanti shares excluding options and awards granted in terms of the group’s BSP and LTIP schemes, after 31 December 2014:2015 and up to 18 March 2016 include:

 

    Date of
transaction
  Type of transaction  Number
of shares
   Direct/indirectIndirect
beneficial
holdingholdings

Executive directors

        

S Venkatakrishnan (1)

  2523 February 2015On-market purchase of AngloGold Ashanti restricted ordinary shares56,690Direct
2 March 20152016  On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan   1,50212,902Direct

24 February 2016

On-market sale of ordinary shares to settle tax costs5,418    Direct

KC Ramon

  5 March 201526 February 2016  On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan   3,1046,902Direct

7 March 2016

On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan2,328Direct

Company Secretary

ME Sanz Perez

24 February 2016On-market sale of ordinary shares4,951Direct

26 February 2016

On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan4,140Direct

26 February 2016

On-market sale of ordinary shares to settle tax costs1,739Direct

Prescribed officers

I Boninelli

26 February 2016On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan4,296Direct

26 February 2016

On-market sale of ordinary shares to settle tax costs1,804Direct

7 March 2016

On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan3,390Direct

8 March 2016

On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan1,000Direct

10 March 2016

On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan5,879Direct

10 March 2016

On-market sale of ordinary shares to settle tax costs2,469Direct

CE Carter

24 February 2016On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan5,480Direct

25 February 2016

On-market sale of ordinary shares to settle tax costs1,811Direct

GJ Ehm

23 February 2016On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan4,500Direct

2 March 2016

On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan6,750Direct

R Largent

3 March 2016On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan15,900    Direct

 

F - 8667


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

34

Related parties(continued)

Changes in Directors’ and Prescribed Officers’ interests in AngloGold Ashanti shares after 31 December 2015 (continued):

 

    Date of
transaction
  Type of transaction  Number
of shares
   Direct/indirectIndirect
beneficial
holdingholdings

Company SecretaryDC Noko

  

ME Sanz Perez

26 February 20153 March 2016  On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan   2,4658,921    Direct
  4

3 March 20152016

On-market sale of ordinary shares to settle tax costs3,747Direct

7 March 2016

  On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan   5002,104    Direct

Prescribed Officers7 March 2016

  On-market sale of ordinary shares to settle tax costs  884Direct
  

GJ Ehm9 March 2016

24 February 2015  On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan   4,500Direct
25 February 2015On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan877Direct
2 March 2015On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan9,000Direct

MP O’Hare

2 March 2015On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan408Direct
5 March 2015On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan508Direct

I Boninelli

26 February 2015On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan2,558Indirect
2 March 2015On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan560Indirect
10 March 2015On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan7,839Indirect

CE Carter

24 February 2015On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan7,307Direct

DC Noko

2 March 2015On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan270Direct
3 March 2015On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan11,895Direct
6 March 2015On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan1,231Direct

RW Largent

6 March 2015On-market purchase of ordinary shares pursuant to the AngloGold Ashanti Co-Investment Plan18,1604,535    Direct

 

(1)

Of the restricted 56,690 shares (in lieu of the BSP cash bonus), 17,203 shares are deemed to be the CEO’s CIP investment for 2015.

F - 8768


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

Figures in million  2014   2013   2012 
  US Dollars    US Dollars 

36 CONTRACTUAL COMMITMENTS AND CONTINGENCIES

      
Figures in millions Figures in millions  2015   2014   2013 

35 Contractual commitments and contingencies

35 Contractual commitments and contingencies

      

Operating leases

Operating leases

      

Operating leases

      

At 31 December 2014, the group was committed to making the following payments in respect of operating leases for, amongst others, the hire of plant and equipment and land and buildings. Certain contracts contain renewal options and escalation clauses for various periods of time.

      

At 31 December 2015, the group was committed to making the following payments in respect of operating leases for, amongst others, the hire of plant and equipment and land and buildings. Certain contracts contain renewal options and escalation clauses for various periods of time.

At 31 December 2015, the group was committed to making the following payments in respect of operating leases for, amongst others, the hire of plant and equipment and land and buildings. Certain contracts contain renewal options and escalation clauses for various periods of time.

      

Expiry:

Expiry:

      

Expiry:

      

- within one year

- within one year

   8     18     22  

- within one year

   5     8     18  

- between one and two years

- between one and two years

   2     8     3  

- between one and two years

   2     2     8  

- between two and five years

- between two and five years

   4     6     4  

- between two and five years

   4     4     6  

- after five years

     -     3     3  

- after five years

   -     -     3  
   14     35     32      11     14     35  

Operating lease charges included in profit before taxation amounts to $19m (2013: $34m; 2012: $42m)$6m (2014: $16m; 2013: $32m).

 

    

Finance leases

    

The group has finance leases for plant and equipment and buildings. The leases for plant and equipment and buildings have terms of renewal but no purchase options. Future minimum lease payments under finance lease contracts together with the present value of the net minimum lease payments are as follows:

 

    Minimum
payments
  Present
value of
payments
   Minimum
payments
  Present
value of
payments
   Minimum
payments
  Present
value of
payments
 

US Dollars million

   2014     2013     2012  

Within one year

   8    5     10    7     20    15  

After one year but not more than five years

   29    20     29    20     44    32  

More than five years

   36    14     21    19     32    26  

Total minimum lease payments

   73    39     60    46     96    73  

Amounts representing finance charges

   (34  -     (14  -     (23  -  

Present value of minimum lease payments

   39    39     46    46     73    73  

Figures in million

      2014     2013     2012  
   US Dollars   Minimum
payments
 Present
value of
payments
   Minimum
payments
 Present
value of
payments
   Minimum
payments
 Present
value of
payments
 

US Dollars million

   2015     2014     2013  

Within one year

   11    5     8    5     10    7  

After one year but not more than five years

   46    27     29    20     29    20  

More than five years

   76    49     36    14     21    19  

Total minimum lease payments

   133    81     73    39     60    46  

Amounts representing finance charges

   (52  -     (34  -     (14  -  

Present value of minimum lease payments

   81    81     39    39     46    46  
            
          US Dollars 

Figures in millions

         2015     2014    2013  

Capital commitments

                  

Acquisition of tangible assets

                  

Contracted for

      178     437     1,075         61     178    437  

Not contracted for

      768     1,073     2,242         856     768    1,073  

Authorised by the directors

      946     1,510     3,317         917     946    1,510  

Allocated to:

                  

Project capital

                  

- within one year

      430     431     1,092         134     430    431  

- thereafter

      335     714     1,708         402     335    714  
      765     1,145     2,800         536     765    1,145  

Stay-in-business capital

                  

- within one year

      181     365     517         249     181    365  

- thereafter

- thereafter

  

  132     -    -  

Share of underlying capital commitments of joint ventures included above

Share of underlying capital commitments of joint ventures included above

   49     185     749  

Share of underlying capital commitments of joint ventures included above

  

  27     49    185  

Purchase obligations

                  

Contracted for

                  

- within one year

      295     610     643         568     295    610  

- thereafter

      213     136     102         88     213    136  
    508     746     745         656     508    746  

 

F - 8869


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

3635

CONTRACTUAL COMMITMENTS AND CONTINGENCIESContractual commitments and contingenciescontinued (continued)

 

Purchase obligationscontinued(continued)

 

Purchase obligations represent contractual obligations for the purchase of mining contract services, power, supplies, consumables, inventories, explosives and activated carbon.

To service these capital commitments, purchase obligations and other operational requirements, the group is dependent on existing cash resources, cash generated from operations and borrowing facilities.

Cash generated from operations is subject to operational, market and other risks. Distributions from operations may be subject to foreign investment, exchange control laws and regulations, and the quantity of foreign exchange available in offshore countries. In addition, distributions from joint ventures are subject to the relevant board approval.

The credit facilities and other finance arrangements contain financial covenants and other similar undertakings. To the extent that external borrowings are required, the group’s covenant performance indicates that existing financing facilities will be available to meet the commitments detailed above. To the extent that any of the financing facilities mature in the near future, the group believes that sufficient measures are in place to ensure that these facilities can be refinanced.

Contingencies

 

   

Guarantees

and

contingencies

  Liabilities
included in
the statement
of financial
position
  

Guarantees

and

contingencies

  Liabilities
included in
the statement
of financial
position
  

Guarantees

and

contingencies

  Liabilities
included in
the
statement of
financial
position
 

US Dollars million

  2014    2013    2012  

Contingent liabilities

      

Groundwater pollution(1)

  -    -    -    -    -    -  

Deep groundwaterpollution - Africa(2)

  -    -    -    -    -    -  

Litigation - Ghana(3) (4)

  97    -    97    -    -    -  

Occupational Diseases in Mines and Works Act (ODMWA)
litigation(5)

  192    -    -    -    -    -  

Other tax disputes - AngloGold Ashanti Brasil Mineração Ltda(6)

  32    -    38    -    38    -  

Sales tax on gold deliveries - Mineração Serra Grande S.A.(7)

  -    -    101    -    156    -  

VAT disputes - Mineração Serra Grande S.A.(8)

  15    -    16    -    19    -  

Tax dispute - AngloGold Ashanti Colombia S.A.(9)

  162    -    188    -    161    -  

Tax dispute - Cerro Vanguardia

S.A.(10)

  53    -    63    -    -    -  

Contingent assets

      

Indemnity - Kinross Gold

Corporation(11)

  (9  -    (60   (90 

Royalty - Tau Lekoa Gold Mine(12)

  -    -    -     -   

Royalty - Navachab Mine QKR(13)

  -    -    -     -   

Guarantees

      

Financial guarantees

      

Oro Group (Pty) Limited(14)

  9    -    10    -    12    -  
   551    -    453    -    296    -  
   US Dollars 

Figures in millions

   2015    2014    2013  

Contingent liabilities

    

Occupational Diseases in Mines and Works Act (ODMWA) litigation South Africa(1)

   131    192    -  

Litigation - Ghana(2) (3)

   97    97    97  

Mill contractor claims USA(4)

   20    -    -  

Other tax disputes - AngloGold Ashanti Brasil Mineração Ltda(5)

   22    32    38  

Sales tax on gold deliveries - Mineração Serra Grande S.A(6)

   -    -    101  

VAT disputes - Mineração Serra Grande S.A.(7)

   11    15    16  

Tax dispute - AngloGold Ashanti Colombia S.A.(8)

   128    162    188  

Tax dispute - Cerro Vanguardia S.A.(9)

   32    53    63  

Groundwater pollution(10)

   -    -    -  

Deep groundwater pollution - Africa(11)

   -    -    -  

Contingent asset

    

Indemnity - Kinross Gold Corporation(12)

   (7  (9  (60
    434    542    443  

 

F - 8970


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

3635

CONTRACTUAL COMMITMENTS AND CONTINGENCIESContractual commitments and contingenciescontinued(continued)

 

 

Contingent liabilities

 

 

Litigation claims

(1)

Occupational Diseases in Mines and Works Act (ODMWA) litigation - On 3 March 2011, in Mankayi vs. AngloGold Ashanti, the Constitutional Court of South Africa held that section 35(1) of the Compensation for Occupational Injuries and Diseases Act, 1993 does not cover an “employee” who qualifies for compensation in respect of “compensable diseases” under the Occupational Diseases in Mines and Works Act, 1973 (ODMWA). This judgement allows such qualifying employee to pursue a civil claim for damages against the employer. Following the Constitutional Court decision, AngloGold Ashanti has become subject to numerous claims relating to silicosis and other Occupational Lung Diseases (OLD), including several potential class actions and individual claims.

AngloGold Ashanti, Anglo American South Africa, Gold Fields, Harmony Gold and Sibanye Gold announced in November 2014 that they had formed an industry working group to address issues relating to compensation and medical care for OLD in the gold mining industry in South Africa. African Rainbow Minerals (ARM) has since joined the industry working group. Village Main Reef and DRDGold also joined the working group but have since withdrawn. The companies have taken efforts to engage all stakeholders on these matters, including government, organised labour, other mining companies and legal representatives of claimants who have filed legal suits against the companies. Essentially, the companies are seeking a comprehensive solution which deals both with the legacy compensation issues and future legal frameworks, and which, whilst being fair to employees, also ensures the future sustainability of companies in the industry. These legal proceedings are being defended, and the status of the proceedings are set forth below.

AngloGold Ashanti, along with other mining companies including Anglo American South Africa, ARM, Gold Fields, Harmony, DRDGold, Village Main Reef, Randgold and Exploration, and Sibanye, were served with a consolidated class action application on 21 August 2013, as well as a request for an amendment to alter the scope of the classes previously proposed by the class action representatives. The applicants requested certification of two industry-wide classes: a Silicosis Class and a Tuberculosis Class, which each cover current and former underground mineworkers who worked on the mines from 12 March 1965 and who have contracted the respective diseases (or the dependents of mineworkers who died of those diseases). The applicants envisage a two-stage process in the class action. The first stage is to resolve common issues and the second stage allows the individuals to opt in to the class to make their claims against the respondent mining companies.

If the Court declines to certify the Silicosis and Tuberculosis Classes, then the applicants request that the Court certify 32 distinct classes – one for each respondent mining company named in the application – composed of the current and former mineworkers who have contracted silicosis or tuberculosis (or the dependents of mineworkers who died of those diseases).

Arguments in the class action certification were heard in October 2015, and we await the Court’s judgement.

In the period from October 2012 to April 2014, AngloGold Ashanti received 1,256 individual summonses and particulars of claims relating to silicosis and/or other OLD. The total amount claimed in the 1,256 summonses is approximately $131m as at 31 December 2015 (2014: $192m).

On 9 October 2014, AngloGold Ashanti and the plaintiffs’ attorneys agreed to refer all of the individual claims to arbitration. The court proceedings have been suspended as a result of entering into the arbitration agreement. The arbitration hearing, previously scheduled to commence on 19 April 2016, has been postponed by agreement of the parties.

It is possible that additional class actions and/or individual claims relating to silicosis and/or other OLD will be filed against AngloGold Ashanti in the future. AngloGold Ashanti will defend all current and subsequently filed claims on their merits. Should AngloGold Ashanti be unsuccessful in defending any such claims, or in otherwise favourably resolving perceived deficiencies in the national occupational disease compensation framework that were identified in the earlier decision by the Constitutional Court, such matters would have an adverse effect on its financial position, which could be material. The company is unable to reasonably estimate its share of the amounts claimed.

F - 71


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

35

Contractual commitments and contingencies(continued)

(2)

Litigation - On 11 October 2011, AngloGold Ashanti (Ghana) Limited (AGAG) terminated Mining and Building Contractors Limited’s (MBC) underground development agreement, construction on bulkheads agreement and diamond drilling agreement at Obuasi mine. The parties reached agreement on the terms of the separation and concluded a separation agreement on 8 November 2012. On 20 February 2014, AGAG was served with a writ issued by MBC claiming a total of $97m. In December 2015, the proceedings were stayed in the High Court pending arbitration. In February 2016, MBC submitted the matter to arbitration.

(3)

Litigation - AGAG received a summons on 2 April 2013 from Abdul Waliyu and 152 others in which the plaintiffs allege that they were or are residents of the Obuasi municipality or its suburbs and that their health has been adversely affected by emissions and/or other environmental impacts arising in connection with the current and/or historical operations of the Pompora Treatment Plant (PTP) which was decommissioned in 2000. The plaintiffs’ alleged injuries include respiratory infections, skin diseases and certain cancers. The plaintiffs subsequently did not timely file their application for directions, but AGAG intends to allow some time to pass prior to applying to have the matter dismissed for want of prosecution. On 24 February 2014, executive members of the PTP (AGAG) Smoke Effect Association (PASEA), sued AGAG by themselves and on behalf of their members (undisclosed number) on grounds similar to those discussed above, as well as economic hardships as a result of constant failure of their crops. This matter is set for hearing in July 2016. In view of the limitation of current information for the accurate estimation of a liability, no reliable estimate can be made for AGAG’s obligation in either matter.

(4)

Mill contractor claims - On 3 August 2015, AngloGold Ashanti and Newmont concluded the sale of the Cripple Creek & Victor (CC&V) mine in Colorado to Newmont. As part of the negotiated transaction, the parties agreed to a cost/recovery sharing arrangement relative to cost claims asserted for or against CC&V based on work performed by contractors during the design and manufacture of the High Grade Mill. Under the agreement, AngloGold Ashanti has the right to manage any negotiation, settlement, or legal proceedings associated with each cost claim. The maximum total value of the cost claims asserted against CC&V, by two contractors, is $20m. Similarly, CC&V has cost claims against the mill design contractors. On 25 September 2015, AngloGold Ashanti filed on behalf of CC&V a demand for arbitration against all contractors. Negotiations with all parties continue and the arbitration processes are ongoing.

With reference to items (1) - (4) above, provisions have been raised where the amount of the potential claim or settlement can be reasonably estimated.

Tax claims

(5)

Other tax disputes - In November 2007, the Departamento Nacional de Produção Mineral (DNPM), a Brazilian federal mining authority, issued a tax assessment against AngloGold Ashanti Brazil Mineração Ltda (AABM) in the amount of $11m (2014: $18m, 2013: $19m) relating to the calculation and payment by AABM of the financial contribution on mining exploitation (CFEM) in the period from 1991 to 2006. AngloGold Ashanti’s subsidiaries in Brazil are involved in various other disputes with tax authorities. These disputes involve federal tax assessments including income tax, royalties, social contributions and annual property tax. The amount involved is approximately $11m (2014: $14m, 2013: $19m). Management is of the opinion that these taxes are not payable.

(6)

Sales tax on gold deliveries – In 2006, Mineração Serra Grande S.A. (MSG) received two tax assessments from the State of Goiás related to the payments of state sales taxes at the rate of 12% on gold deliveries for export from one Brazilian state to another during the period from February 2004 to the end of May 2006. The first and second assessments were approximately $62m and $39m as at 31 December 2013, respectively. Various legal proceedings have taken place over the years with respect to this matter, as previously disclosed. On 5 May 2014, the State of Goiás published a law which enables companies to settle outstanding tax assessments of this nature. Under this law, MSG settled the two assessments in May 2014 by paying $14m in cash and by utilising $29m of existing VAT credits. The utilisation of the VAT credits was confirmed by the State of Goiás, during the third quarter of 2015. The cash settlement was further set off by an indemnity from Kinross of $6m.

(7)

VAT disputes - Mineração Serra Grande S.A. (MSG) received a tax assessment in October 2003 from the State of Minas Gerais related to VAT on gold bullion transfers. The tax administrators rejected the company’s appeal against the assessment. The company is now appealing the dismissal of the case to the State Court of Minas Gerais. The assessment is approximately $11m (2014: $15m, 2013: $16m).

F - 72


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

35

Contractual commitments and contingencies(continued)

(8)

Tax dispute - In January 2013, AngloGold Ashanti Colombia S.A. (AGAC) received notice from the Colombian Tax Office (DIAN) that it disagreed with the company’s tax treatment of certain items in the 2010 and 2011 income tax returns. On 23 October 2013, AGAC received the official assessments from the DIAN which established that an estimated additional tax of $20m (2014: $27m, 2013: $35m) will be payable if the tax returns are amended. Penalties and interest for the additional taxes are expected to be $108m (2014: $135m, 2013: $153m). The company believes that the DIAN has applied the tax legislation incorrectly. AGAC subsequently challenged the DIAN’s ruling by filing lawsuits in March 2015 and April 2015 before the Administrative Tribunal of Cundinamarca (the trial court for tax litigation).

(9)

Tax dispute - On 12 July 2013, Cerro Vanguardia S.A. (CVSA) received a notification from the Argentina Tax Authority (AFIP) requesting corrections to the 2007, 2008 and 2009 income tax returns of about $8m (2014: $14m, 2013: $18m) relating to the non-deduction of tax losses previously claimed on hedge contracts. The AFIP is of the view that the financial derivatives could not be considered as hedge contracts, as hedge contract losses could only be offset against gains derived from the same kind of hedging contracts. Penalties and interest on the disputed amounts are estimated at a further $24m (2014: $39m, 2013: $45m). CVSA and AFIP have corresponded on this issue over the past several years and the government continues to assert its position regarding the use of the financial derivatives. CVSA filed an appeal with the Tax Court on 19 June 2015.

Other

(10) 

Groundwater pollution - AngloGold Ashanti Limited has identified groundwater contamination plumes at certain of its operations, which have occurred primarily as a result of seepage from mine resideresidue stockpiles. Numerous scientific, technical and legal studies have been undertaken to assist in determining the magnitude of the contamination and to find sustainable remediation solutions. The group has instituted processes to reduce future potential seepage and it has been demonstrated that Monitored Natural Attenuation (MNA) by the existing environment will contribute to improvements in some instances. Furthermore, literature reviews, field trials and base line modelling techniques suggest, but have not yet proven, that the use of phyto-technologies can address the soil and groundwater contamination. Subject to the completion of trials and the technology being a proven remediation technique, no reliable estimate can be made for the obligation.

 

 (2)(11) 

Deep groundwater pollution - The group has identified a flooding and future pollution risk posed by deep groundwater in certain underground mines in Africa. Various studies have been undertaken by AngloGold Ashanti Limited since 1999. Due to the interconnected nature of mining operations, any proposed solution needs to be a combined one supported by all the mines located in these gold fields. As a result, in South Africa, the Mineral and Petroleum Resources Development Act (MPRDA) requires that the affected mining companies develop a Regional Mine Closure Strategy to be approved by the Department of Mineral Resources. In view of the limitation of current information for the accurate estimation of a liability, no reliable estimate can be made for the obligation.

 

 (3)

Litigation - On 11 October 2011, AngloGold Ashanti (Ghana) Limited (AGAG) terminated Mining and Building Contractors Limited’s (MBC) underground development agreement, construction on bulkheads agreement and diamond drilling agreement at Obuasi mine. The Parties reached agreement on the terms of the separation and concluded a separation agreement on 8 November 2012. On 23 July 2013 and 20 February 2014, AGAG was served with writs issued by MBC claiming a total of $97m. AGAG filed a conditional entry of appearance and a motion of stay of proceedings pending arbitration. On 5 May 2014, the court denied AGAG’s application to submit the matter to arbitration. AGAG subsequently appealed this decision to the Court of Appeal and filed a Stay of Proceedings at the lower court, which was granted on 11 June 2014. On 2 October 2014, AGAG was notified that the records had been transmitted to the Court of Appeal. However, as the transmitted records were incomplete, AGAG timely filed an application for the record to be amended prior to filing its statement of case. The matter remains pending.Contingent asset

 

 (4)(12) 

Litigation - AGAG received a summons on 2 April 2013 from Abdul Waliyu and 152 others in which the plaintiffs allege that they were or are residents of the Obuasi municipality or its suburbs and that their health has been adversely affected by emissions and/or other environmental impacts arising in connection with the current and/or historical operations of the Pompora Treatment Plant (PTP) which was decommissioned in 2000. The plaintiffs’ alleged injuries include respiratory infections, skin diseases and certain cancers. The plaintiffs have not filed their application for directions which was due by 31 October 2013. AGAG is allowing some time to pass prior to applying to have the matter struck out for want of prosecution. On 24 February 2014, executive members of the PTP (AGAG) Smoke Effect Association (PASEA), sued AGAG by themselves and on behalf of their members (undisclosed number) on grounds similar to those discussed above, as well as economic hardships as a result of constant failure of their crops. To date, plaintiffs have failed to amend their writ and file their statement of claim. In view of the limitation of current information for the accurate estimation of a liability, no reliable estimate can be made for AGAG’s obligation in either matter.

(5)

Occupational Diseases in Mines and Works Act (ODMWA) litigation – On 3 March 2011, in Mankayi vs. AngloGold Ashanti, the Constitutional Court of South Africa held that section 35(1) of the Compensation for Occupational Injuries and Diseases Act, 1993 does not cover an “employee” who qualifies for compensation in respect of “compensable diseases” under the Occupational Diseases in Mines and Works Act, 1973 (ODMWA). This judgement allows such qualifying employee to pursue a civil claim for damages against the employer. Following the Constitutional Court decision, AngloGold Ashanti has become subject to numerous claims relating to silicosis and other Occupational Lung Diseases (OLD), including several potential class actions and individual claims.

F - 90


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

36

CONTRACTUAL COMMITMENTS AND CONTINGENCIEScontinued

AngloGold Ashanti, Anglo American South Africa, Gold Fields, Harmony Gold and Sibanye Gold announced in November 2014 that they have formed an industry working group to address issues relating to compensation and medical care for OLD in the gold mining industry in South Africa. The companies have begun to engage all stakeholders on these matters, including government, organised labour, other mining companies and legal representatives of claimants who have filed legal suits against the companies. These legal proceedings are being defended, and the status of the proceedings are set forth below. Essentially, the companies are seeking a comprehensive solution which deals both with the legacy compensation issues and future legal frameworks, and which, whilst being fair to employees, also ensures the future sustainability of companies in the industry.

On or about 21 August 2012, AngloGold Ashanti was served with an application instituted by Bangumzi Bennet Balakazi (“the Balakazi Action”) and others in which the applicants seek an order declaring that all mine workers (former or current) who previously worked or continue to work in specified South African gold mines for the period owned by AngloGold Ashanti and who have silicosis or other OLD constitute members of a class for the purpose of proceedings for declaratory relief and claims for damages. On 4 September 2012, AngloGold Ashanti delivered its notice of intention to defend this application.

In addition, on or about 8 January 2013, AngloGold Ashanti and its subsidiary Free State Consolidated Gold Mines (Operations) Limited, alongside other mining companies operating in South Africa, were served with another application to certify a class (“the Nkala Action”). The applicants in the case seek to have the court certify two classes, namely: (i) current and former mineworkers who have silicosis (whether or not accompanied by any other disease) and who work or have worked on certain specified gold mines at any time from 1 January 1965 to date; and (ii) the dependents of mineworkers who died as a result of silicosis (whether or not accompanied by any other disease) and who worked on these gold mines at any time after 1 January 1965. AngloGold Ashanti filed a notice of intention to oppose the application.

On 21 August 2013, an application was served on AngloGold Ashanti for the consolidation of the Balakazi Action and the Nkala Action, as well as a request for an amendment to change the scope of the classes the court was requested to certify in the previous applications that were initiated. The applicants now request certification of two classes (the “silicosis class” and the “tuberculosis class”). The silicosis class would consist of certain current and former underground mineworkers who have contracted silicosis, and the dependents of certain deceased mineworkers who have died of silicosis (whether or not accompanied by any other disease). The tuberculosis class would consist of certain current and former mineworkers who have or had contracted pulmonary tuberculosis and the dependents of certain deceased mineworkers who died of pulmonary tuberculosis (but excluding silico-tuberculosis).

In the event the class is certified, such class of workers would be permitted to institute actions by way of a summons against AngloGold Ashanti for amounts as yet unspecified. The parties in the class action met with the court and have tentatively agreed on a timetable for the court process wherein the application to certify the class action will be heard in October 2015.

In October 2012, AngloGold Ashanti received a further 31 individual summonses and particulars of claim relating to silicosis and/or other OLD. The total amount claimed in the 31 summonses is approximately $7 million as at the 31 December 2014 closing rate. On or about 3 March 2014, AngloGold Ashanti received an additional 21 individual summonses and particulars of claim relating to silicosis and/or other OLD. The total amount claimed in the 21 summonses is approximately $4 million as at the 31 December 2014 closing rate. On or about 24 March 2014, AngloGold Ashanti received a further 686 individual summonses and particulars of claim relating to silicosis and/or other OLD. The total amount claimed in the 686 summonses is approximately $100 million as at the 31 December 2014 closing rate. On or about 1 April 2014, AngloGold Ashanti received a further 518 individual summonses and particulars of claim relating to silicosis and/or other OLD. The total amount claimed in the 518 summonses is approximately $81 million as at the 31 December 2014 closing rate.

On 9 October 2014, AngloGold Ashanti and the plaintiffs’ attorneys agreed to refer all of the individual claims to arbitration. The court proceedings have been suspended as a result of entering into the arbitration agreement.

F - 91


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

36

CONTRACTUAL COMMITMENTS AND CONTINGENCIEScontinued

It is possible that additional class actions and/or individual claims relating to silicosis and/or other OLD will be filed against AngloGold Ashanti in the future. AngloGold Ashanti will defend all current and subsequently filed claims on their merits. Should AngloGold Ashanti be unsuccessful in defending any such claims, or in otherwise favourably resolving perceived deficiencies in the national occupational disease compensation framework that were identified in the earlier decision by the Constitutional Court, such matters would have an adverse effect on its financial position, which could be material. The company is unable to reasonably estimate its share of the amounts claimed.

(6)

Other tax disputes - In November 2007, the Departamento Nacional de Produção Mineral (DNPM), a Brazilian federal mining authority, issued a tax assessment against AngloGold Ashanti Brazil Mineração Ltda (AABM) in the amount of $18m (2013: $19m; 2012: $21m) relating to the calculation and payment by AABM of the financial contribution on mining exploitation (CFEM) in the period from 1991 to 2006. AngloGold Ashanti Limited’s subsidiaries in Brazil are involved in various other disputes with tax authorities. These disputes involve federal tax assessments including income tax, royalties, social contributions and annual property tax. The amount involved is approximately $14m (2013: $19m; 2012: $17m). Management is of the opinion that these taxes are not payable.

(7)

Sales tax on gold deliveries – In 2006, Mineração Serra Grande S.A. (MSG) received two tax assessments from the State of Goiás related to the payments of state sales taxes at the rate of 12% on gold deliveries for export from one Brazilian state to another during the period from February 2004 to the end of May 2006. The first and second assessments were approximately $62m and $39m as at 31 December 2013 and $96m and $60m as at 31 December 2012, respectively. Various legal proceedings have taken place over the years with respect to this matter, as previously disclosed. On 5 May 2014, the State of Goiás published a law which enables companies to settle outstanding tax assessments of this nature. Under this law, MSG settled the two assessments in May 2014 by paying $14m in cash and by utilising $29m of existing VAT credits. The utilisation of the VAT credits is subject to legal confirmation from the State of Goiás. Although the State has not yet provided confirmation, management has concluded that the likelihood of the State of Goiás declining the utilisation of the VAT credits or part thereof is remote. The cash settlement was further set off by an indemnity from Kinross of $6m.

(8)

VAT disputes - MSG received a tax assessment in October 2003 from the State of Minas Gerais related to VAT on gold bullion transfers. The tax administrators rejected the company’s appeal against the assessment. The company is now appealing the dismissal of the case. The assessment is approximately $15m (2013: $16m; 2012: $19m).

(9)

Tax dispute - In January 2013, AngloGold Ashanti Colombia S.A. (AGAC) received notice from the Colombian Tax Office (DIAN) that it disagreed with the company’s tax treatment of certain items in the 2010 and 2011 income tax returns. On 23 October 2013, AGAC received the official assessments from the DIAN which established that an estimated additional tax of $27m (2013: $35m; 2012: $26m) will be payable if the tax returns are amended. Penalties and interest for the additional taxes are expected to be $135m (2013: $153m; 2012: $135m), based on Colombian tax law. The company believes that it has applied the tax legislation correctly. AGAC requested in December 2013 that the DIAN reconsider its decision. In November 2014, DIAN affirmed its earlier ruling. AGAC has until 16 April 2015 to challenge the DIAN’s decision by filing a lawsuit before the Administrative Tribunal of Cundinamarca (trial court for tax litigation).

(10)

Tax dispute - On 12 July 2013, Cerro Vanguardia S.A. received a notification from the Argentina Tax Authority (AFIP) requesting corrections to the 2007, 2008 and 2009 income tax returns of about $14m (2013: $18m) relating to the non-deduction of tax losses previously claimed on hedge contracts. The AFIP is of the view that the financial derivatives at issue should not have been accounted for as hedge contracts, as hedge contract losses could only be offset against gains derived from the same kind of hedging contracts. Penalties and interest on the disputed amounts are estimated at a further $39m (2013: $45m). A new notification was received on 16 July 2014 from the tax authorities that disallowed arguments from CVSA’s initial response. CVSA prepared defense arguments and evidence which were filed on 8 September 2014. Management is of the opinion that the taxes are not payable. The government responded to the latest submission by CVSA on 22 December 2014, and continues to assert its position regarding the use of the financial derivatives. CVSA prepared a response to the government’s findings which was filed on 9 March 2015.

F - 92


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

36

CONTRACTUAL COMMITMENTS AND CONTINGENCIEScontinued

Contingent assets

(11)

Indemnity - As part of the acquisition by AngloGold Ashanti Limited of the remaining 50% interest in MSG during June 2012, Kinross Gold Corporation (Kinross) has provided an indemnity to a maximum amount of BRL255m against the specific exposures discussed in items 6 and 7 and 8 above. In light of the settlement described in item 7 above atAt 31 December 2014,2015, the company has estimated that the maximum contingent asset is $7m (2014: $9m, (2013: $60m; 2012: $90m)2013: $60m).

(12)

Royalty - As a result of the sale of the interest in the Tau Lekoa Gold Mine during 2010, the group is entitled to receive a royalty on the production of a total of 1.5Moz by the Tau Lekoa Gold Mine and in the event that the average monthly rand price of gold exceeds R180,000/kg (subject to an inflation adjustment). Where the average monthly rand price of gold does not exceed R180,000/kg (subject to an inflation adjustment), the ounces produced in that quarter do not count towards the total 1.5Moz upon which the royalty is payable. The royalty is determined at 3% of the net revenue (being gross revenue less state royalties) generated by the Tau Lekoa assets. Royalties on 507,471oz (2013: 413,246oz; 2012: 304,643oz) produced have been received to date.

(13)

Royalty – As a result of the sale of Navachab during the second quarter of 2014, AngloGold Ashanti will receive a net smelter to return paid quarterly for seven years from 1 July 2016, determined at 2% of ounces sold during the relevant quarter subject to a minimum average gold price of $1,350 and capped at a maximum of 18,750 ounces sold per quarter.

Guarantees

(14)

Provision of surety - The company has provided surety in favour of a lender on a gold loan facility with its associate Oro Group (Pty) Limited and one of its subsidiaries to a maximum value of $9m (2013: $10m; 2012: $12m). The probability of the non- performance under the suretyships is considered minimal. The suretyship agreements have a termination notice period of 90 days.

 

F - 9373


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

3736

  FINANCIAL RISK MANAGEMENT ACTIVITIESFinancial Risk Management Activities

In the normal course of its operations, the group is exposed to gold price, other commodity price, foreign exchange, interest rate, liquidity, equity price and credit risks. In order to manage these risks, the group may enter into transactions which make use of both on- and off-balance sheet derivatives. The group does not acquire, hold or issue derivatives for speculative purposes. The group has developed a comprehensive risk management process to facilitate, control and monitor these risks. The board has approved and monitors this risk management process, inclusive of documented treasury policies, counterparty limits and controlling and reporting structures.

Managing risk in the group

Risk management activities within the group are the ultimate responsibility of the board of directors. The chief executive officer is responsible to the board of directors for the design, implementation and monitoring of the risk management plan. The Audit and Risk Committee is responsible for overseeing risk management plans and systems, as well as financial risks which include a review of treasury activities and the group’s counterparties.

The financial risk management objectives of the group are defined as follows:

safeguarding the group’s core earnings stream from its major assets through the effective control and management of gold price risk, other commodity risk, foreign exchange risk and interest rate risk;

effective and efficient usage of credit facilities in both the short and long-term through the adoption of reliable liquidity management planning and procedures;

ensuring that investment and hedging transactions are undertaken with creditworthy counterparties; and

ensuring that all contracts and agreements related to risk management activities are co-ordinated, consistent throughout the group and that they comply where necessary with all relevant regulatory and statutory requirements.

Gold price and foreign exchange risk

Gold price risk arises from the risk of an adverse effect on current or future earnings resulting from fluctuations in the price of gold. The group has transactional foreign exchange exposures, which arise from sales or purchases by an operating unit in currencies other than the unit’s functional currency. The gold market is predominately priced in US dollars which exposes the group to the risk that fluctuations in the SA rand/US dollar, Brazilian real/US dollar, Argentinean peso/US dollar and Australian dollar/US dollar exchange rates may also have an adverse effect on current or future earnings. The group is also exposed to certain by-product commodity price risk.

Cash flow hedges

The group’s cash flow hedges consist of a foreign exchange forward contract that is used to protect against exposures to variability in future foreign exchange and capital expenditure cash flows. The amounts and timing of future cash flows are projected for each portfolio of financial assets and liabilities on the basis of their contractual terms and other relevant factors, including estimates of prepayments and defaults. The contractual cash flows across all portfolios over time form the basis for identifying gains and losses on the effective portions of derivatives designated as cash flow hedges of forecast transactions. Gains and losses are initially recognised directly in other comprehensive income and reclassified to earnings as an adjustment to depreciation expense pertaining to capital expenditure, when the forecast transactions affect the income statement.

F - 74


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

36

Financial Risk Management Activities(continued)

The group does not have any cash flow hedge contracts relating to product sales as at 31 December 2014.2015. Cash flow hedge losses pertaining to capital expenditure of $2m as at 31 December 2014 (2013:2015 (2014: $2m; 2012: $3m)2013: $2m) are expected to be reclassified from accumulated other comprehensive income and recognised as an adjustment to depreciation expense until 2022 over the life of the Serra Grande mine.

The gains and losses on ineffective portions of such derivatives are recognised in the income statement. During the years 31 December 2013 and 2012 no gains or losses were recognised on non-hedge derivatives and other commodity contracts in the income statement due to hedge ineffectiveness.

F - 94


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

           Figures in million  2014   2013   2012 
   US Dollars 

37       FINANCIAL RISK MANAGEMENT ACTIVITIEScontinued

      

Non-hedge derivatives

      

Gain (loss) on non-hedge derivatives and other commodity contracts is summarised as follows:

      

Gain (loss) on unrealised non-hedge derivatives and other commodity contracts

       15         94           (35)  

Gain (loss) on non-hedge derivatives and other commodity contracts per the income statement

   15     94     (35)  

The gain (loss) on non-hedge derivatives and other commodity contracts was mainly as a result of normal revaluation of commodity contracts resulting from changes in the prevailing forward gold price, exchange rates, interest rates and volatilities.

   US Dollars 
          Figures in millions  2015   2014   2013 

Non-hedge derivatives

      

(Loss) gain on non-hedge derivatives and other commodity contracts is summarised as follows:

      

(Loss) gain on unrealised non-hedge derivatives and other commodity contracts

   (7)     15     94  

(Loss) gain on non-hedge derivatives and other commodity contracts per the income statement from continuing operations

   (7)     13     94  

Gain on non-hedge derivatives and other commodity contracts per the income statement from discontinued operations (Note 10)

   -     2     -  

Net open hedge position as at 31 December 20142015

The group had no outstanding commitments against future production potentially settled in cash.

Interest rate and liquidity risk

Fluctuations in interest rates impact on the value of short-term cash investments and financing activities, giving rise to interest rate risk.

In the ordinary course of business, the group receives cash from the proceeds of its gold sales and is required to fund working capital requirements. This cash is managed to ensure surplus funds are invested in a manner to achieve market-related returns while minimising risks. The group is able to actively source financing at competitive rates. The counterparties are financial and banking institutions and their credit ratings are regularly monitored.

As at 31 December 20142015 the group had $8m$48m (2014: $8m) in bank accounts in Argentina that was subject to regulatory approvals before such funds could be transmitted in the form of dividends or loan repayments. During 20142015 the group obtained various approvalswas not able to remit any funds from Argentina but subsequent to year end has not received any approvals since October 2014.been able to remit $6m.

The group has sufficient undrawn borrowing facilities available to fund working capital requirements (notes 27 and 38)37).

The following are the contractual maturities of financial liabilities, including interest payments financial liabilitiesFinancial liabilities:

 

  Within one year   Between
one and two years
   Between
two and five years
   After five years   Total   Within one year   

Between

one and two years

   

Between

two and five years

   After five years   Total 
2015  million   Effective
rate %
      million   Effective
rate %
      million   Effective
rate %
      million   Effective
rate %
      million 

Financial guarantees(1)

   -         -         -         -         -  

Trade and other payables

   503         -         -         -         503  

Borrowings

   211         216         1,912         1,581         3,920  

- In USD

   140     5.8       140     5.8       1,767     5.9       1,507     5.5       3,554  

- AUD in USD equivalent

   11     5.2       68     5.2       66     6.2       51     6.8       196  

- ZAR in USD equivalent

   60     8.2       8     8.1       79     8.7       23     11.8       170  
2014  million   Effective
rate %
      million   Effective
rate %
      million   Effective
rate %
      million   Effective
rate %
      million                           

Financial guarantees(1)

   9         -         -         -         9     9         -         -         -         9  

Trade and other payables

   686         -         -         -         686     686         -         -         -         686  

Borrowings

   374         507         776         3,682         5,339     373         507         775         3,681         5,336  

- In USD

   253     6.6       306     6.6       614     6.8       3,645     6.8       4,818     253     6.6       306     6.6       614     6.8       3,645     6.8       4,818  

- AUD in USD equivalent

   12     4.8       128     4.8       148     4.8       -     -       288     12     4.8       128     4.8       148     4.8       -     -       288  

- ZAR in USD equivalent

   108     7.8       73     8.5       13     10.6       36     11.1       230     108     7.8       73     8.5       13     10.6       36     11.1       230  

- BRL in USD equivalent

   1     5.2       -     -       1     3.6       1     2.8       3  

2013

                                                    

Derivatives

   10         -         -         -         10  

Trade and other payables

   797         -         -         -         797  

Borrowings

   440         727         704         3,868         5,739  

- In USD

   266     6.7       206     6.8       614     6.8       3,849     6.8       4,935  

- AUD in USD equivalent

   25     5.1       511     5.1       -          -          536  

- ZAR in USD equivalent

   127     7.1       9     7.7       89     8.3       18     9.8       243  

- BRL in USD equivalent

   1     6.5       1     5.0       1     4.5       1     4.5       4  

- NAD in USD equivalent

   21     22.7       -           -           -           21  

2012

                          

Derivatives

   -         -         -         1         1  

Financial guarantees(1)

   12         -         -         -         12     10         -         -         -         10  

Trade and other payables

   949         -         -         -         949     797         -         -         -         797  

Borrowings

   1,008         876         585         2,477         4,946     418         726         703         3,867         5,714  

- In USD

   793     5.1       848     4.9       293     5.5       2,450     5.5       4,384     266     6.7       206     6.8       614     6.8       3,849     6.8       4,935  

- AUD in USD equivalent

   13     5.1       13     5.1       273     5.1       -          299     25     5.1       511     5.1       -          -          536  

- ZAR in USD equivalent

   189     6.3       4     9.8       15     9.8       27     9.8       235     127     7.1       9     7.7       89     8.3       18     9.8       243  

- BRL in USD equivalent

   3     8.0       1     7.5       -          -          4  

- NAD in USD equivalent

   10     8.4       10     8.4       4     8.4       -           24  
                                       

 

 (1)

Not included in the statement of financial position

 

F - 9575


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

3736

FINANCIAL RISK MANAGEMENT ACTIVITIESFinancial Risk Management Activitiescontinued(continued)

 

Credit risk

Credit risk arises from the risk that a counterparty may default or not meet its obligations timeously. The group minimises credit risk by ensuring that credit risk is spread over a number of counterparties. These counterparties are financial and banking institutions. Counterparty credit limits and exposures are reviewed by the Audit and Risk Committee. Where possible, management ensures that netting agreements are in place. No set-off is applied to the statement of financial position due to the different maturity profiles of assets and liabilities.

The combined maximum credit risk exposure of the group is as follows:

 

   

Figures in million

      2014       2013       2012 
     US Dollars 
 

Other investments held to maturity

   79     83     96  
 

Other non-current assets

   -     -     7  
 

Trade and other receivables

   80     79     183  
 

Cash restricted for use (note 23)

   51     77     64  
 

Cash and cash equivalents (note 24)

   468     648     892  
 

Total financial assets

   678     887     1,242  
  

Financial guarantees

   9     10     12  
      US Dollars 
 

Figures in millions

      2015       2014       2013 
 

Other investments

   61     79     83  
 

Trade and other receivables

   42     80     79  
 

Cash restricted for use (note 24)

   60     51     77  
 

Cash and cash equivalents (note 25)

   484     468     648  
 

Total financial assets

   647     678     887  
  

Financial guarantees

   -     9     10  

Trade and other receivables, generally constituting indirect taxes recoverable from government entities that are past due but not impaired totaled $61m (2013: $94m; 2012: $84m)totalled $43m (2014: $61m; 2013: $94m). Other receivables that are impaired totaled $1m (2013: nil; 2012: $1m)totalled $6m (2014: $1m; 2013: nil) and other investments that are impaired totaled $2m (2013: $30m; 2012: $16m)totalled nil (2014: $2m; 2013: $30m). No other financial assets are past due but not impaired.

Trade receivables mainly comprise banking institutions purchasing gold bullion. Normal market settlement terms are two working days.

No impairment was recognised as the principal receivables continue to be in a sound financial position.

The group does not generally obtain collateral or other security to support financial instruments subject to credit risk, but monitors the credit standing of counterparties.

Fair value of financial instruments

The estimated fair values of financial instruments are determined at discrete points in time based on relevant market information.

The estimated fair value of the group’s other investments and borrowings as at 31 December are as follows:

Type of instrument

 

   Figures in million  Carrying
amount
   Fair
value
   Carrying
amount
   Fair
value
   Carrying
amount
   Fair
value
 
  US Dollars  2014   2013   2012 
 

Financial assets

            
 

Other investments (note 19)

   126     128     132     134     167     171  
 

Financial liabilities

            
 

Borrowings (note 27)

   3,721     3,606     3,891     3,704     3,583     3,730  
  

Derivatives

   -     -     -     -     10     10  

F - 96


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

37

  FINANCIAL RISK MANAGEMENT ACTIVITIEScontinued

Fair value of financial instruments continued

Type of instrument continued

       

Carrying

amount

   

Fair

value

   

Carrying

amount

   

Fair

value

   

Carrying

amount

   

Fair

value

 
  US Dollars million  2015   2014   2013 
 

Financial assets

            
 

Other investments (note 20)

   92     93     126     128     132     134  
 

Financial liabilities

            
  

Borrowings (note 27)

   2,737     2,425     3,721     3,606     3,891     3,704  

The following methods and assumptions were used to estimate the fair value of each class of financial instrument:

Cash restricted for use, cash and cash equivalents, trade, other receivables and other receivablesassets and trade and other payables

The carrying amounts approximate fair value.

F - 76


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

36

Financial Risk Management Activities (continued)

Fair value of financial instruments(continued)

Investments and other non-current assets

Listed equity investments classified as available-for-sale are carried at fair value in level 1 of the fair value hierarchy while fixed income investments and other non-current assets are carried at amortised cost. The fair value of fixed income investments has been calculated using market interest rates at the hierarchy level 2. The unlisted equity investments are carried at cost or fair value. Unlisted investments for which fair value can be reliably measured are carried at fair value while other unlisted investments for which there is no active market and the fair value cannot be reliably measured are carried at cost.

Borrowings

The $1.25bn bonds were carried at fair value. The rated bonds are carried at amortised cost and their fair values are their closing market values at the reporting date.date which results in the difference noted in the table above. The interest rate on the remaining borrowings is reset on a short-term floating rate basis, and accordingly the carrying amount is considered to approximate fair value.

$1.25 billion bonds carried at fair value

On 30 July, 2013, the group issued $1.25bn aggregate principal amount of 8.5% notes. The notes were issued by AngloGold Ashanti Holdings plc, a wholly owned subsidiary of the group, at an issue price of 100% of the principal amount of the notes. The net proceeds from the offering were $1.237bn, after deducting discounts and expenses. The notes are unsecured and fully and unconditionally guaranteed by AngloGold Ashanti Limited.Ashanti. There are no significant restrictions on the ability of AngloGold Ashanti Limited to obtain funds from its subsidiaries by dividend or loan.

These bonds contain certain embedded derivatives relating to early settlement provisions as described below. IFRS contains an election for the group to record the entire instrument at fair value as opposed to separating the embedded derivatives from the instrument.

The bonds mature on 30 July, 2020. However, at any time prior to 30 July, 2016, the group or AngloGold Ashanti Holdings plc may redeem the notes, in whole or in part, at a redemption price based on a ‘‘make whole’’ premium, plus accrued interest, if any, to the redemption date. At any time after 30 July, 2016, the group or AngloGold Ashanti Holdings plc may redeem the notes, in whole or in part, at the redemption prices set forth in the indenture. In addition, at any time prior to 30 July, 2016, the group or AngloGold Ashanti Holdings plc may redeem up to 35% of the original principal amount of the notes with the net proceeds from certain equity offerings by the group, at a price of 108.5% of the aggregate principal amount thereof, plus accrued interest, if any, to the redemption date, if at least 65% of the principal amount of the notes remains outstanding.

On 24 August 2015, AngloGold Ashanti Holdings plc offered to buy back up to $810m in aggregate principal amount of its outstanding bonds. The offer was partially accepted and $779m was settled on 25 September 2015.

Upon the occurrence of both a change of control of the group and certain ratings downgrade, within a specified period, of the notes by each of Moody’s Investors Service, Inc. and Standard & Poor’s Ratings Services, AngloGold Ashanti Holdings plc will be required to make an offer to purchase the notes at a price equal to 101 percent of its principal amount plus accrued interest, if any, to the date of repurchase. The notes were issued in denominations of $1,000 and integral multiples of $1,000 in excess thereof.

In determining the fair value liability of the $1.25 billion bonds, the group has measured the effect based on the ex-interest NYSE closing price on the reporting date. The ISIN bond code used by the NYSE for the $1.25bn bonds is US03512TAD37. The accounting policy of the group is to recognise interest expense separately from the fair value adjustments in the income statement. Interest is recognised at a semi-annual coupon rate of 8.5% per annum.

F - 97


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

37

FINANCIAL RISK MANAGEMENT ACTIVITIEScontinued

Fair value of financial instrumentscontinued

Type of instrument continued

The group uses the following hierarchy for determining and disclosing the fair value of financial instruments:

Level 1: quoted prices (unadjusted) in active markets for identical assets or liabilities;

$1.25 billion bonds carried at fair value continued

Level 2: inputs other than quoted prices included in level 1 that are observable for the asset or liability, either directly (as prices) or indirectly (derived from prices); and

Level 3: inputs for the asset or liability that are not based on observable market data (unobservable inputs).

The following table sets out the group’s financial assets and liabilities measured at fair value by level within the fair value hierarchy as at 31 December:

Type of instrument

Assets measured at fair value on a recurring basis

           Figures in million

  Level 1   Level 2   Level 3   Total 
           US Dollars      2014         

Available-for-sale financial assets

         

Equity securities

   47     -     -     47  
           US Dollars      2013         

Available-for-sale financial assets

         

Equity securities

   49     -     -     49  
           US Dollars      2012         

Available-for-sale financial assets

         

Equity securities

   69     2     -     71  
                        Liabilities measured at fair value on a recurring basis                
        Assets measured at fair value on a recurring basis                

           Figures in million

  Level 1   Level 2   Level 3   Total 
           US Dollars      2014         

Financial liabilities at fair value through profit or loss

         

$1.25bn bonds

   1,373     -     -     1,373  
           US Dollars      2013         

Financial liabilities at fair value through profit or loss

         

$1.25bn bonds

   1,353     -     -     1,353  
           US Dollars      2012         

Financial liabilities at fair value through profit or loss

         

Option component of convertible bonds

   -     9     -     9  

Embedded derivatives

   -     1     -     1  

Mandatory convertible bonds

   588     -     -     588  

 

F - 9877


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

3736

FINANCIAL RISK MANAGEMENT ACTIVITIESFinancial Risk Management Activitiescontinued(continued)

 

Fair value of financial instruments(continued)

Type of instrument

Assets measured at fair value on a recurring basis

                   Figures in millions  Level 1   Level 2   Level 3   Total 
                   US Dollars      2015         

       Available-for-sale financial assets

         

       Equity securities

   30     -     -     30  
                   US Dollars      2014         

       Available-for-sale financial assets

         

       Equity securities

   47     -     -     47  
                   US Dollars      2013         

       Available-for-sale financial assets

         

       Equity securities

   49     -     -     49  
               Liabilities measured at fair value on a recurring basis                
                   Figures in millions  Level 1   Level 2   Level 3   Total 
                   US Dollars      2015         

       Financial liabilities at fair value through profit or loss

         

       $1.25bn bonds

   498     -     -     498  
                   US Dollars      2014         

       Financial liabilities at fair value through profit or loss

         

       $1.25bn bonds

   1,373     -     -     1,373  
                   US Dollars      2013         

       Financial liabilities at fair value through profit or loss

         

       $1.25bn bonds

   1,353     -     -     1,353  

Sensitivity analysis

$1.25bn bonds

The $1.25bn bonds valuation is primarily linked to market interest. A change of +0.5% and -0.5% in market interest rates will generally impact the fair value of the $1.25bn liability in a stable environment by -$25m7m and +$25m7m respectively.

Interest rate risk on other financial assets and liabilities (excluding derivatives)

The group also monitors interest rate risk on other financial assets and liabilities.

F - 78


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

36

Financial Risk Management Activities(continued)

Sensitivity analysis(continued)

The following table shows the approximate interest rate sensitivities of other financial assets and liabilities at 31 December 2015 (actual changes in the timing and amount of the following variables may differ from the assumed changes below). As the sensitivity is the same (linear) for both increases and decreases in interest rates only absolute numbers are presented.

 

       

Change in interest

rate

%

   

Change in interest

amount

in currency

million

   

Change in interest

amount

US dollars

million

 
     2014 
 Financial assets      
 

USD denominated

   1.00     3     3  
 

ZAR denominated(1)

   1.50     2     -  
 

BRL denominated

   2.50     1     -  
 Financial liabilities      
 

ZAR denominated(1)

   1.50     28     2  
 

AUD denominated

   1.00     3     3  
  

USD denominated

   1.00     1     1  
       

Change in interest

rate

%

   

Change in interest

amount

in currency

million

   

Change in interest

amount

US dollars

million

 
    2013  
 Financial assets      
 

USD denominated

   1.00     4     4  
 

ZAR denominated(1)

   1.50     3     -  
 

BRL denominated

   2.50     1     -  
 Financial liabilities      
 

ZAR denominated(1)

   1.50     20     2  
 

AUD denominated

   1.00     5     5  
  

ARS denominated

   2.00     3     -  

       

Change in interest

rate

%

   

Change in interest

amount

in currency

million

   

Change in interest

amount

US dollars

million

 
    2012  
 Financial assets      
 

USD denominated

   1.00    6    6 
 

ZAR denominated(1)

   1.50    3    - 
 

BRL denominated

   2.50    1    - 
 

NAD denominated

   1.50    -    - 
 Financial liabilities      
  

AUD denominated

   1.00    3    3 
       

Changes in interest

rate

%

   

Change in interest

amount

in currency

million

   

Change in interest

amount

US dollars

million

 
     2015 
 Financial assets      
 

USD denominated

   1.00     2     2  
 

ZAR denominated(1)

   1.50     5     -  
 

BRL denominated

   2.50     2     1  
 Financial liabilities      
 

ZAR denominated(1)

   1.50     26     2  
 

AUD denominated

   1.00     1     1  
 

USD denominated

   1.00     2     2  
       

Changes in interest

rate

%

   

Change in interest
amount

in currency

million

   

Change in interest
amount

US dollars

million

 
     2014 
 Financial assets      
 

USD denominated

   1.00     3     3  
 

ZAR denominated(1)

   1.50     2     -  
 

BRL denominated

   2.50     1     -  
 Financial liabilities      
 

ZAR denominated(1)

   1.50     28     2  
 

AUD denominated

   1.00     3     3  
 

USD denominated

   1.00     1     1  
       

Changes in interest

rate

%

   

Change in interest
amount

in currency

million

   

Change in interest
amount

US dollars

million

 
     2013 
 Financial assets      
 

USD denominated

   1.00     4     4  
 

ZAR denominated(1)

   1.50     3     -  
 

BRL denominated

   2.50     1     -  
 Financial liabilities      
 

ZAR denominated(1)

   1.50     20     2  
 

AUD denominated

   1.00     5     5  
 

ARS denominated

   2.00     3     -  

 

 (1) 

This is the only interest rate risk for the company.

 

F - 9979


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

3736

FINANCIAL RISK MANAGEMENT ACTIVITIESFinancial Risk Management Activitiescontinued(continued)

 

 

Sensitivity analysiscontinued(continued)

 

Foreign exchange risk

Foreign exchange risk arises on financial instruments that are denominated in a foreign currency.

The following table discloses the approximate foreign exchange risk sensitivities of borrowings at 31 December (actual changes in the timing and amount of the following variables may differ from the assumed changes below).

 

       Change in
exchange rate
  Change in
borrowings
total
  Change in
exchange rate
  Change in
borrowings
total
  Change in
exchange rate
  Change in
borrowings
total
 
   2014   2013   2012  
 

Borrowings

          
 

USD denominated (R/$)

  Spot (+R1.50)   -   Spot (+R1.50)   -   Spot (+R1)   -  
 

ZAR denominated (R/$)

  Spot (+R1.50)   (21 Spot (+R1.50)   (27 Spot (+R1)   (22
 

BRL denominated (BRL/$)

  Spot (+BRL0.3)   -   Spot (+BRL0.3)   -   Spot (+BRL0.25)   -  
 

NAD denominated (N/$)

  Spot (+NAD1.5)   -   Spot (+NAD1.50)   -   Spot (+NAD1)   (2
 

AUD denominated (AUD/$)

  Spot (+AUD0.1)   (19 Spot (+AUD0.1)   (40 Spot (+AUD0.05)   (13
 

ARS denominated (ARS/$)

  Spot (+ARS0.5)   -   Spot (+ARS0.5)   (1 Spot (+ARS0.05)   -  
 

USD denominated (R/$)

  Spot (-R1.50)   -   Spot (-R1.50)   -   Spot (-R1)   -  
 

ZAR denominated (R/$)

  Spot (-R1.50)   28   Spot (-R1.50)   36  Spot (-R1)   28  
 

BRL denominated (BRL/$)

  Spot (-BRL0.3)   -   Spot (-BRL0.3)   -   Spot (-BRL0.25)   1  
 

NAD denominated (N/$)

  Spot (-NAD1.5)   -   Spot (-NAD1.5)   -   Spot (-NAD1)   3  
 

AUD denominated (AUD/$)

  Spot (-AUD0.1)   23   Spot (-AUD0.1)   48  Spot (-AUD0.05)   14  
  

ARS denominated (ARS/$)

  Spot (-ARS0.5)   -   Spot (-ARS0.5)   2  Spot (-ARS0.05)   -  
       Change in
exchange rate
  

Change in

borrowings

total

  

Change in

exchange rate

  

Change in

borrowings

total

  

Change in

exchange rate

  

Change in

borrowings

total

 
   2015   2014   2013  
 

Borrowings

          
 

ZAR denominated (R/$)

  Spot (+R1.50)   (12 Spot (+R1.50)   (21 Spot (+R1.50)   (27
 

AUD denominated (AUD/$)

  Spot (+AUD0.1)   (11 Spot (+AUD0.1)   (19 Spot (+AUD0.1)   (40
 

ZAR denominated (R/$)

  Spot (-R1.50)   14   Spot (-R1.50)   28   Spot (-R1.50)   36  
  

AUD denominated (AUD/$)

  Spot (-AUD0.1)   12   Spot (-AUD0.1)   23   Spot (-AUD0.1)   48  

The borrowings total in the denominated currency will not be influenced by a movement in its exchange rate.

 

F - 100


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

3837

CAPITAL MANAGEMENTCapital management

The primary objective of managing the group’s capital is to ensure that there is sufficient capital available to support the funding requirements of the group, including capital expenditure, in a way that optimises the cost of capital, maximises shareholders’ returns and ensures that the group remains in a sound financial position.

The group manages and makes adjustments to the capital structure as opportunities arise in the market place, as and when borrowings mature or as and when funding is required. This may take the form of raising equity, market or bank debt or hybrids thereof.

The group had no major issuance of equity during the year.

During April 2011 AngloGold Ashanti Limited registered a R10bn Domestic Medium Term Note Programme (DMTNP) with the JSE. The DMTNP permits the group to access the South African debt capital market for funding required. The group has utilised the commercial paper under its R10bn DMTNP throughout the year in addition to other facilities, to provide for funding requirements of the South Africa region.

During July 2012, the group entered into a $750m rated bond. Semi-annual coupons are paid at 5.125% per annum. The bonds are dollar based and unless the company redeems the bonds earlier they are repayable on 1 August 2022. The notes are fully and unconditionally guaranteed by the group.

During July 2013 the group entered into a $1.25 billion$1.25bn unsecured bond. Semi-annual coupons are paid at 8.5% per annum. The bonds are dollar based and unless the company redeems the bonds earlier they are repayable on 30 July 2020. On 24 August 2015 AngloGold Ashanti Holdings plc offered to buy back up to $810m in aggregate of the principal amount of its outstanding bonds. The offer was partially accepted and $779m was settled on 25 September 2015. The notes are fully and unconditionally guaranteed by the group.

During December 2013, the group completed the following financing transactions:

the group entered into a five-year unsecured syndicated revolving credit facility (ZAR RCF)RCF1.5bn) of R1.5bn ($130m)97m) with Nedbank and ABSA Bank which is currently chargedBank. Amounts may be repaid and reborrowed under the facility during its five-year term and the facility bears interest at JIBAR plus 1.2% per annum. This facility will be used to fund the working capital and development costs associated with the group’s mining operations within South Africa without eroding the group’s headroom under its other facilities and exposing the group to foreign exchange gains/losses each quarter. The facility matures in December 2018; and

an offering of R750m ($65m)49m) aggregate principal amount, unsecured notes due 2016 at JIBAR plus 1.75%.

The objective of the ZAR RCF in conjunction with the issue of R750m ($65m) bonds was to provide a more permanent and reliable source of funds for the South African region as a result of the risk that the market will not always be available to roll or reissue paper upon future maturities.

F - 80


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

37

Capital management(continued)

During July 2014, the group completed the following financing transactions:

a $1bn five year revolving credit facility with a syndicate of lenders which replaced its existing $1bn revolving credit facility entered into in July 2012. The $1bn facility entered into during July 2012 was cancelled on 17 July 2014. Amounts may be repaid and reborrowed under the facility during its five-year term and the facility bears interest at LIBOR plus 1.5%; and

a five-year unsecured syndicated revolving credit facility of A$500m ($408m)364m) with a group of banks which is currently charged at 200 basis points above BBSY. The interest margin will reduce should the group’s credit rating improve from its current BB+/Baa3 status and increase should its credit rating worsen. This facility will be used to fund the working capital and development costs associated with the group’s mining operations within Australia without eroding the group’s headroom under its other facilities and exposing the group to foreign exchange gains/losses each quarter. The facility matures in July 2019. This facility replaced the A$600m facility entered into in December 2011, which had similar conditions to the new revolving credit facility. The A$600m facility was cancelled during AugustJuly 2014.

During July 2015, the group entered into a five-year unsecured syndicated revolving credit facility (ZAR RCF1.4bn) of R1.4bn ($91m) with Nedbank and ABSA Bank. Amounts may be repaid and reborrowed under the facility during its five-year term and the facility bears interest at JIBAR plus 1.65% per annum. This facility as well as the R1.5bn ZAR RCF facility will be used to fund the working capital and development costs associated with the group’s mining operations within South Africa without eroding the group’s headroom under its other facilities and exposing the group to foreign exchange gains/losses each quarter. The facility matures in July 2020.

The objective of the ZAR RCF’s in conjunction with the issue of R750m ($49m) bonds was to provide a more permanent and reliable source of funds for the South African region as a result of the risk that the market will not always be available to roll or reissue paper upon future maturities.

Amounts are converted to US dollars at year end exchange rates.

 

F - 10181


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

37

Capital management(continued)

Gearing ratio (Net debt to Adjusted EBITDA)

   US Dollars 

Figures in millions

   2015     2014     2013  

Borrowings (note 27)

   2,737     3,721     3,891  

Corporate office lease (note 27)

   (15)     (22)     (25)  

Unamortised portion of the convertible and rated bonds

   21     28     2  

Cumulative fair value adjustment on $1.25bn bonds

   (9)     (75)     (58)  

Cash restricted for use (note 24)

   (60)     (51)     (77)  

Cash and cash equivalents (note 25)

   (484)     (468)     (648)  

Bank overdraft

   -     -     20  

Net debt

   2,190     3,133     3,105  

The Adjusted EBITDA calculation included in this note is based on the formula included in the Revolving Credit Agreements for compliance with the debt covenant formula.

      

Adjusted EBITDA

      

Profit (loss) on ordinary activities before taxation

   257     170     (2,192)  

Add back:

      

Finance costs and unwinding of obligations

   245     276     293  

Interest received

   (28)     (24)     (39)  

Amortisation of tangible and intangible assets (note 4)

   777     783     778  

Adjustments:

      

Dividends received

   -     -     (5)  

Exchange loss (gain)

   17     7     (14)  

Fair value adjustment on issued bonds

   (66)     17     (307)  

Impairment of assets

   14     12     2,615  

Write-down of stockpiles and heap leach to net realisable value and other stockpile adjustments

   10     2     201  

Write-off of a loan

   -     -     7  

Retrenchments at mining operations (note 4)

   11     24     69  

Retrenchments and related costs at Obuasi

   70     210     -  

Net profit on disposal of assets

   (1)     (25)     (2)  

Loss on sale of Navachab mine (note 7)

   -     2     -  

Loss (gain) on unrealised non-hedge derivatives and other commodity contracts (note 33)

   7     (13)     (94)  

Repurchase premium on part settlement of $1.25bn bonds

   61     -     -  

Associates and joint ventures’ special items

   (9)     (16)     164  

Associates and joint ventures’ – adjustments for amortisation, interest, taxation and other

   107     191     51  

Adjusted EBITDA (as defined in the Revolving Credit Agreements)

   1,472     1,616     1,525  

Gearing ratio (Net debt to Adjusted EBITDA)

   1.49:1     1.94:1     2.04:1  

Maximum debt covenant ratio allowed per agreement

   3.5:1     3.5:1     3.0:1  

F - 82


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

38

CAPITAL MANAGEMENTcontinuedSubsequent events

Silicosis litigation

Gearing ratio (Net debtIn the period from October 2012 to adjusted EBITDA)April 2014, AngloGold Ashanti received 1,256 individual summonses and particulars of claim relating to silicosis and/or other Occupational Lung Disease. All of these claims were filed in the South Gauteng High Court, Johannesburg, but were subsequently referred to arbitration on 9 October 2014.

Figures in million

   2014     2013     2012  
   US Dollars 

Borrowings (note 27)

   3,721     3,891     3,583  

Mandatory convertible bonds (note 27)

   -     -     (588)  

Corporate office lease (note 27)

   (22)     (25)     (31)  

Unamortised portion of the convertible and rated bonds

   28     2     53  

Fair value adjustment on $1.25bn bonds

   (75)     (58)     -  

Cash restricted for use (note 23)

   (51)     (77)     (64)  

Cash and cash equivalents (note 24)

   (468)     (648)     (892)  

Bank overdraft

   -     20     -  

Net debt

   3,133     3,105     2,061  

The adjusted EBITDA calculation included in this note is based on the formula included in the Revolving Credit

Agreements for compliance with the debt covenant formula as specified in the Revolving Credit Agreements.

      

Adjusted EBITDA(1)

      

Profit (loss) on ordinary activities before taxation

   216     (2,533)     1,261  

Add back:

      

Finance costs and unwinding of obligations

   278     296     231  

Interest received

   (24)     (39)     (43)  

Amortisation of tangible and intangible assets (note 4)

   786     799     835  

Adjustments

      

Dividends received

   -     (5)     (7)  

Exchange loss (gain)

   7     (14)     (8)  

Fair value adjustment on the mandatory convertible bonds

   -     (356)     (162)  

Fair value adjustment on option component of convertible bonds

   -     (9)     (83)  

Fair value adjustment on $1.25bn bonds

   17     58     -  

Impairment and derecognition of goodwill, tangible and intangible assets (note 7)

   10     3,029     346  

Impairment of other investments (note 7)

   2     30     16  

Write-down of stockpiles and heap leach to net realisable value and other stockpile adjustments (note 7)

   2     216     -  

Write-off of a loan (note 7)

   -     7     -  

Retrenchments at mining operations (note 4)

   24     69     10  

Retrenchments and related costs at Obuasi

   210     -     -  

Net (profit) loss on disposal and derecognition of assets (note 7)

   (25)     (2)     15  

Loss on sale of Navachab mine (note 7)

   2     -     -  

Profit on partial disposal of subsidiary Rand Refinery (Pty) Limited (note 7)

   -     -     (14)  

(Gain) loss on unrealised non-hedge derivatives and other commodity contracts

   (15)     (94)     35  

Associates and joint ventures’ exceptional (income) expense

   (16)     164     57  

Associates and joint ventures’ – adjustments for amortisation, interest, taxation and other.

   191     51     40  

Adjusted EBITDA (as defined in the Revolving Credit Agreement)

   1,665     1,667     2,529  

Gearing ratio (Net debt to adjusted EBITDA)

   1.88:1     1.86:1     0.81:1  

(1)

The presentation of adjusted EBITDA has been amended to reconcile from profit (loss) on ordinary activities before taxation instead of operating profit (loss).

On 4 March 2016, AngloGold Ashanti and Anglo American South Africa (“AASA”) entered into a settlement agreement with claimants’ counsel for the full and final settlement with no admission of liability of all individual claims brought against AngloGold Ashanti and 4,388 individual claims brought against AASA.

F - 102An independent trust has been set up to administer the allocation of the settlement amount on the basis of claimants’ employment and medical histories. AngloGold Ashanti and AASA will contribute in stages, toward a total amount of up to R464m (approximately $30m as at 31 December 2015), which will be placed in the independent trust.


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

The settlement agreement relates solely to individual claims and does not cover class actions.

 

3939.

SUBSEQUENT EVENTS

AngloGold Ashanti currently considers joint venturing or selling its interest in Cripple Creek & Victor (CC&V) mine

The company has initiated a plan to identify a joint venture partner or a purchaser in respect of its interests in the Cripple Creek & Victor mine in Colorado in the United States for full value. The CC&V gold mine is a surface mining operation which provides oxidised ore to a crusher and valley leach facility, one of the largest in the world. It is included in the Americas reporting segment and was acquired by AngloGold Ashanti in 1999. The mine produced 211,000 ounces of gold in 2014. There can be no assurance, however, that a sale and purchase agreement for this transaction will be entered into or that any sales transaction will be completed.

AngloGold Ashanti currently considers selling its interests in Société d’Exploitation des Mines d’Or de Sadiola S.A. (Sadiola) and Société d’Exploitation des Mines d’Or de Yatela S.A. (Yatela)

The company currently intends to dispose of its 41% stake in Sadiola and its 40% stake in Yatela. The mines are both situated in western Mali and are included in the Continental Africa reporting segment. The Sadiola and Yatela mines produced 85,000 and 11,000 attributable ounces of gold, respectively, in 2014.

Management was approached by a potential buyer for both mines who meets management’s qualifying criteria and has asked for a binding bid. There can be no assurance, however, that a sale and purchase agreement for these transactions will be entered into or that any sales transactions will be completed.

40

SUPPLEMENTAL CONDENSED CONSOLIDATING FINANCIAL INFORMATIONSupplemental condensed consolidating financial information

AngloGold Ashanti Holdings plc (“IOMco”), a 100 percent wholly-owned subsidiary of AngloGold Ashanti, has issued debt securities which are fully and unconditionally guaranteed by AngloGold Ashanti Limited (being the “Guarantor”). See Note 27 and Note 36.35. IOMco is an Isle of Man registered company that holds certain of AngloGold Ashanti’s operations and assets located outside South Africa (excluding certain operations and assets in the United States of America and Namibia – which was sold effective 30 June 2014)America). The following is condensed consolidating financial information for the companyCompany as of 31 December 2015, 2014 2013, and 20122013 and for the years ended 31 December 2015, 2014 2013 and 2012,2013, with a separate column for each of AngloGold Ashanti Limited as Guarantor, IOMco as Issuer and the other subsidiaries of the companyCompany combined (the “Non-Guarantor Subsidiaries”). For the purposes of the condensed consolidating financial information, the companyCompany carries its investments under the equity method. The following supplemental condensed consolidating financial information should be read in conjunction with the company’sCompany’s condensed consolidated financial statements.

 

F - 10383


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

4039.

SUPPLEMENTAL CONDENSED CONSOLIDATING FINANCIAL INFORMATIONSupplemental condensed consolidating financial informationcontinued(continued)

 

Figures in million (US dollars) 2014  2014  2014  2014  2014 
Condensed consolidating income statement     
   

AngloGold Ashanti

 

(the “Guarantor”)

  

IOMco

 

(the “Issuer”)

  

Other subsidiaries

(the “Non-Guarantor
Subsidiaries”)

  Consolidation
adjustments
  Total 

 

Revenue

 

 

 

 

1,486

 

 

 

 

 

 

3

 

 

 

 

 

 

3,890

 

 

 

 

 

 

(1)

 

  

 

 

 

 

5,378

 

 

Gold income

  1,564   -    3,924   (270)    5,218 

Cost of sales

  (1,225)    -    (2,965)    -    (4,190)  

Gain on non-hedge derivatives and other commodity contracts

  -    -    15   -    15 

Gross profit

  339   -    974   (270)    1,043 

Corporate administration, marketing and other income (expenses)

  23   25   (61)    (79)    (92)  

Exploration and evaluation costs

  (22)    -    (122)    -    (144)  

Other operating expenses

  (12)    -    (16)    -    (28)  

Special items

  97   (937)    (290)    870   (260)  

Operating profit (loss)

  425   (912)    485   521   519 

Dividends received

  1   -    -    (1)    -  

Interest received

  4   3   17   -    24 

Exchange gain (loss)

  13   (1)    (19)    -    (7)  

Finance costs and unwinding of obligations

  (19)    (212)    (47)    -    (278)  

Fair value adjustment on $1.25bn bonds

  -    (17)    -    -    (17)  

Share of associates and joint ventures’ (loss) income

  (31)    (3)    63   (54)    (25)  

Equity (loss) income in subsidiaries

  (319)    14   -    305   -  

Profit (loss) before taxation

  74   (1,128)    499   771   216 

Taxation

  3   12   (270)    -    (255)  

Profit (loss) after taxation

  77   (1,116)    229   771   (39)  

Preferred stock dividends

  (135)    -    (135)    270   -  

(Loss) profit for the year

  (58)    (1,116)    94   1,041   (39)  

 

Allocated as follows:

     

Equity shareholders

  (58)    (1,116)    75   1,041   (58)  

Non-controlling interests

  -    -    19   -    19 
  (58)    (1,116)    94   1,041   (39)  

 

Comprehensive (loss) income

 

 

 

 

(275)

 

  

 

 

 

 

(1,148)

 

  

 

 

 

 

176

 

 

 

 

 

 

991

 

 

 

 

 

 

(256)

 

  

Comprehensive income attributableto non-controlling interests

  -    -    (19)    -    (19)  

Comprehensive (loss) income attributable to AngloGold Ashanti

  (275)    (1,148)    157   991   (275)  

Figures in millions (US Dollars)  2015   2015   2015   2015   2015 
Condensed consolidating income statement          
    

AngloGold Ashanti

 

(the “Guarantor”

   

IOMco

 

(the “Issuer”)

   

Other subsidiaries

(the “Non-Guarantor

Subsidiaries”)

   

Consolidation

adjustments

   

Total

 

 

Revenue

  

 

 

 

1,091

 

  

  

 

 

 

2

 

  

  

 

 

 

3,081

 

  

  

 

 

 

-

 

  

  

 

 

 

4,174

 

  

Gold income

   1,063     -     2,991     (39)     4,015  

Cost of sales

   (995)     -     (2,299)     -     (3,294)  

Loss on non-hedge derivatives and other commodity contracts

   -     -     (7)     -     (7)  

Gross profit

   68     -     685     (39)     714  

Corporate administration, marketing and other income (expenses)

   3     (15)     (15)     (51)     (78)  

Exploration and evaluation costs

   (16)     -     (116)     -     (132)  

Other operating expenses

   (17)     -     (79)     -     (96)  

Special items

   (132)     (436)     65     432     (71)  

Operating (loss) profit

   (94)     (451)     540     342     337  

Interest received

   6     2     20     -     28  

Exchange loss

   (1)     (1)     (15)     -     (17)  

Finance costs and unwinding of obligations

   (21)     (196)     (28)     -     (245)  

Fair value adjustment on $1.25bn bonds

   -     66     -     -     66  

Share of associates and joint ventures’ profit

   11     1     77     (1)     88  

Equity (loss) gain in subsidiaries

   (26)     140     -     (114)     -  

(Loss) profit before taxation

   (125)     (439)     594     227     257  

Taxation

   59     (1)     (269)     -     (211)  

(Loss) profit after taxation from continuing operations

   (66)     (440)     325     227     46  

Discontinued operations

          

Loss from discontinued operations

   -     -     (116)     -     (116)  

(Loss) profit after discontinued operations

   (66)     (440)     209     227     (70)  

Preferred stock dividends

   (19)     -     (20)     39     -  

(Loss) profit for the period

   (85)     (440)     189     266     (70)  

 

Allocated as follows:

          

Equity shareholders

          

- Continuing operations

   (85)     (440)     290     266     31  

- Discontinued operations

   -     -     (116)     -     (116)  

Non-controlling interests

          

- Continuing operations

   -     -     15     -     15  
   (85)     (440)     189     266     (70)  

 

Comprehensive (loss) income

   (448)     (477)     142     350     (433)  

Comprehensive income attributable to non-controlling interests

   -     -     (15)     -     (15)  

Comprehensive (loss) income attributable to AngloGold Ashanti

   (448)     (477)     127     350     (448)  

 

F - 10484


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

4039.

SUPPLEMENTAL CONDENSED CONSOLIDATING FINANCIAL INFORMATIONSupplemental condensed consolidating financial informationcontinued(continued)

 

Figures in million (US dollars) 2013  2013  2013  2013  2013 
Condensed consolidating income statement  
   

AngloGold Ashanti

 

(the “Guarantor”)

  

IOMco

 

(the “Issuer”)

  

Other subsidiaries

(the “Non-Guarantor

Subsidiaries”)

  

Consolidation

adjustments

  Total 

 

Revenue

 

 

 

 

1,762

 

 

 

 

 

 

3

 

 

 

 

 

 

3,945

 

 

 

 

 

 

(2)

 

  

 

 

 

 

5,708

 

 

Gold income

  1,747   -    3,864   (114)    5,497 

Cost of sales

  (1,302)    -    (2,844)    -    (4,146)  

Gain on non-hedge derivatives and other commodity contracts

  -    -    94   -    94 

Gross profit

  445   -    1,114   (114)    1,445 

Corporate administration, marketing and other (expenses) income

  (51)    6   (102)    (54)    (201)  

Exploration and evaluation costs

  (21)    (7)    (227)    -    (255)  

Other operating expenses

  (11)    (4)    (5)    1   (19)  

Special items

  (1,754)    (1,590)    (2,511)    2,445   (3,410)  

Operating loss

  (1,392)    (1,595)    (1,731)    2,278   (2,440)  

Dividends received

  7   -    -    (2)    5 

Interest received

  4   2   33   -    39 

Exchange gain

  10   1   3   -    14 

Finance costs and unwinding of obligations

  (23)    (155)    (118)    -    (296)  

Fair value adjustment on $1.25bn bonds

  -    (58)    -    -    (58)  

Fair value adjustment on option component of convertible bonds

  -    -    9   -    9 

Fair value adjustment on mandatory convertible bonds

  -    -    356   -    356 

Share of associates and joint ventures’ loss

  (143)    (19)    -    -    (162)  

Equity loss in subsidiaries

  (689)    (1,287)    -    1,976   -  

Loss before taxation

  (2,226)    (3,111)    (1,448)    4,252   (2,533)  

Taxation

  53   (6)    286   -    333 

Loss after taxation

  (2,173)    (3,117)    (1,162)    4,252   (2,200)  

 

Preferred stock dividends

 

 

 

 

(57)

 

  

 

 

 

 

-

 

  

 

 

 

 

(57)

 

  

 

 

 

 

114

 

 

 

 

 

 

-

 

  

Loss for the year

  (2,230)    (3,117)    (1,219)    4,366   (2,200)  

 

Allocated as follows:

     

Equity shareholders

  (2,230)    (3,117)    (1,249)    4,366   (2,230)  

Non-controlling interests

  -    -    30   -    30 
  (2,230)    (3,117)    (1,219)    4,366   (2,200)  

 

Comprehensive loss

 

 

 

 

(2,605)

 

  

 

 

 

 

(3,170)

 

  

 

 

 

 

(1,271)

 

  

 

 

 

 

4,471

 

 

 

 

 

 

(2,575)

 

  

Comprehensive income attributable tonon-controlling interests

  -    -    (30)    -    (30)  

Comprehensive loss attributable to AngloGold Ashanti

  (2,605)    (3,170)    (1,301)    4,471   (2,605)  

Figures in millions (US Dollars)  2014   2014   2014   2014   2014 
Condensed consolidating income statement          
    

AngloGold Ashanti

 

(the “Guarantor”

   

IOMco

 

(the “Issuer”)

   

Other subsidiaries

(the “Non-Guarantor

Subsidiaries”)

   

Consolidation

adjustments

   

Total

 

 

Revenue

   1,486     3     3,622     (1)     5,110  

Gold income

   1,564     -     3,658     (270)     4,952  

Cost of sales

   (1,225)     -     (2,747)     -     (3,972)  

Gain on non-hedge derivatives and other commodity contracts

   -     -     13     -     13  

Gross profit

   339     -     924     (270)     993  

Corporate administration, marketing and other income (expenses)

   23     25     (61)     (79)     (92)  

Exploration and evaluation costs

   (22)     -     (120)     -     (142)  

Other operating expenses

   (12)     -     (16)     -     (28)  

Special items

   97     (937)     (290)     870     (260)  

Operating profit (loss)

   425     (912)     437     521     471  

Dividends received

   1     -     -     (1)     -  

Interest received

   4     3     17     -     24  

Exchange gain (loss)

   13     (1)     (19)     -     (7)  

Finance costs and unwinding of obligations

   (19)     (212)     (45)     -     (276)  

Fair value adjustment on $1.25bn bonds

   -     (17)     -     -     (17)  

Share of associates and joint ventures’ (loss) profit

   (31)     (3)     63     (54)     (25)  

Equity (loss) gain in subsidiaries

   (319)     14     -     305     -  

Profit (loss) before taxation

   74     (1,128)     453     771     170  

Taxation

   3     12     (240)     -     (225)  

Profit (loss) after taxation from continuing operations

   77     (1,116)     213     771     (55)  

Discontinued operations

          

Profit from discontinued operations

   -     -     16     -     16  

Profit (loss) after discontinued operations

   77     (1,116)     229     771     (39)  

Preferred stock dividends

   (135)     -     (135)     270     -  

(Loss) profit for the period

   (58)     (1,116)     94     1,041     (39)  

 

Allocated as follows:

          

Equity shareholders

          

- Continuing operations

   (58)     (1,116)     59     1,041     (74)  

- Discontinued operations

   -     -     16     -     16  

Non-controlling interests

          

- Continuing operations

   -     -     19     -     19  
   (58)     (1,116)     94     1,041     (39)  

 

Comprehensive (loss) income

   (275)     (1,148)     176     991     (256)  

Comprehensive income attributable to non-controlling interests

   -     -     (19)     -     (19)  

Comprehensive (loss) income attributable to AngloGold Ashanti

   (275)     (1,148)     157     991     (275)  

 

F - 10585


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

4039.

SUPPLEMENTAL CONDENSED CONSOLIDATING FINANCIAL INFORMATIONSupplemental condensed consolidating financial informationcontinued(continued)

 

Figures in million (US dollars) 2012  2012  2012  2012  2012 

Condensed consolidating income statement

     
   

AngloGold Ashanti

 

(the “Guarantor”)

  

IOMco

 

(the “Issuer”)

  

Other subsidiaries

(the “Non-Guarantor
Subsidiaries”)

  Consolidation
adjustments
  Total 

 

Revenue

 

 

 

 

2,093

 

 

 

 

 

 

3

 

 

 

 

 

 

4,537

 

 

 

 

 

 

(1)

 

  

 

 

 

 

6,632

 

 

Gold income

  2,014   -    4,423   (84)    6,353 

Cost of sales

  (1,323)    -    (2,641)    -    (3,964)  

Loss on non-hedge derivatives and other commodity contracts

  -    -    (35)    -    (35)  

Gross profit

  691   -    1,747   (84)    2,354 

Corporate administration, marketing and other (expenses) income

  (147)    15   (70)    (89)    (291)  

Exploration and evaluation costs

  (26)    (16)    (353)    -    (395)  

Other operating expenses

  (37)    -    (10)    -    (47)  

Special items

  (1,111)    (8)    (402)    1,119   (402)  

Operating (loss) profit

  (630)    (9)    912   946   1,219 

Dividends received

  8   -    -    (1)    7 

Interest received

  14   3   26   -    43 

Exchange gain

  23   -    4   (19)    8 

Finance costs and unwinding of obligations

  (16)    (90)    (125)    -    (231)  

Fair value adjustment on option component of convertible bonds

  -    -    83   -    83 

Fair value adjustment on mandatory convertible bonds

  -    -    162   -    162 

Share of associates and joint ventures’ loss

  (17)    (13)    -    -    (30)  

Equity income in subsidiaries

  1,529   460   -    (1,989)    -  

Profit before taxation

  911   351   1,062   (1,063)    1,261 

Taxation

  28   (5)    (369)    -    (346)  

Profit after taxation

  939   346   693   (1,063)    915 

Preferred stock dividends

  (42)    -    (42)    84   -  

Profit for the year

  897   346   651   (979)    915 

Allocated as follows:

     

Equity shareholders

  897   346   633   (979)    897 

Non-controlling interests

  -    -    18   -    18 
  897   346   651   (979)    915 

Comprehensive income

  780   342   673   (997)    798 

Comprehensive income attributable tonon-controlling interests

  -    -    (18)    -    (18)  

Comprehensive income attributable to AngloGold Ashanti

  780   342   655   (997)    780 

Figures in millions (US Dollars)  2013   2013   2013   2013   2013 
Condensed consolidating income statement          
    

AngloGold Ashanti

 

(the “Guarantor”

   

IOMco

 

(the “Issuer”)

   

Other subsidiaries

(the “Non-Guarantor

Subsidiaries”)

   

Consolidation
adjustments

   

Total

 

 

Revenue

   1,762     3     3,620     (2)     5,383  

Gold income

   1,747     -     3,539     (114)     5,172  

Cost of sales

   (1,302)     -     (2,645)     -     (3,947)  

Gain on non-hedge derivatives and other commodity contracts

   -     -     94     -     94  

Gross profit

   445     -     988     (114)     1,319  

Corporate administration, marketing and other (expenses) income

   (51)     6     (102)     (54)     (201)  

Exploration and evaluation costs

   (21)     (7)     (222)     -     (250)  

Other operating expenses

   (11)     (4)     (5)     1     (19)  

Special items

   (1,754)     (1,590)     (2,052)     2,445     (2,951)  

Operating loss

   (1,392)     (1,595)     (1,393)     2,278     (2,102)  

Dividends received

   7     -     -     (2)     5  

Interest received

   4     2     33     -     39  

Exchange gain

   10     1     3     -     14  

Finance costs and unwinding of obligations

   (23)     (155)     (115)     -     (293)  

Fair value adjustment on $1.25bn bonds

   -     (58)     -     -     (58)  

Fair value adjustment on option component of convertible bonds

   -     -     9     -     9  

Fair value adjustment on mandatory convertible bonds

   -     -     356     -     356  

Share of associates and joint ventures’ loss

   (143)     (19)     -     -     (162)  

Equity loss in subsidiaries

   (689)     (1,287)     -     1,976     -  

Loss before taxation

   (2,226)     (3,111)     (1,107)     4,252     (2,192)  

Taxation

   53     (6)     190     -     237  

Loss after taxation from continuing operations

   (2,173)     (3,117)     (917)     4,252     (1,955)  

Discontinued operations

          

Loss from discontinued operations

   -     -     (245)     -     (245)  

Loss after discontinued operations

   (2,173)     (3,117)     (1,162)     4,252     (2,200)  

Preferred stock dividends

   (57)     -     (57)     114     -  

Loss for the period

   (2,230)     (3,117)     (1,219)     4,366     (2,200)  

 

Allocated as follows:

          

Equity shareholders

          

- Continuing operations

   (2,230)     (3,117)     (1,004)     4,366     (1,985)  

- Discontinued operations

   -     -     (245)     -     (245)  

Non-controlling interests

          

- Continuing operations

   -     -     30     -     30  
   (2,230)     (3,117)     (1,219)     4,366     (2,200)  

 

Comprehensive loss

   (2,605)     (3,170)     (1,271)     4,471     (2,575)  

Comprehensive income attributable to non-controlling interests

   -     -     (30)     -     (30)  

Comprehensive loss attributable to AngloGold Ashanti

   (2,605)     (3,170)     (1,301)     4,471     (2,605)  

 

F - 10686


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

4039.

SUPPLEMENTAL CONDENSED CONSOLIDATING FINANCIAL INFORMATIONSupplemental condensed consolidating financial informationcontinued(continued)

 

  Figures in million (US dollars)  2014   2014   2014   2014   2014 

  Condensed consolidating statement of financial position

          
    

AngloGold Ashanti

 

(the “Guarantor”)

   

IOMco

 

(the “Issuer”)

   

Other subsidiaries

(the “Non-Guarantor
Subsidiaries”)

   Consolidation
adjustments
   Total 

  ASSETS

          

  Non-current assets

          

  Tangible assets

   1,315    -     3,548    -     4,863 

  Intangible assets

   31    -     197    (3)     225 

  Investments in associates and joint ventures

   2,372    3,710    1,297    (5,952)     1,427 

  Other investments

   2    4    122    (2)     126 

  Inventories

   -     -     636    -     636 

  Trade and other receivables

   -     -     20    -     20 

  Deferred taxation

   -     -     127    -     127 

  Cash restricted for use

   -     -     36    -     36 

  Other non-current assets

   25    -     -     -     25 
   3,745    3,714    5,983    (5,957)     7,485 

  Current Assets

          

  Inventories, trade and other receivables, intergroup balances and other current assets

   526    1,929    1,434    (2,723)     1,166 

  Cash restricted for use

   1    -     14    -     15 

  Cash and cash equivalents

   52    260    156    -     468 
   579    2,189    1,604    (2,723)     1,649 

  Non-current assets held for sale

   -     -     -     -     -  
   579    2,189    1,604    (2,723)     1,649 
                         

  Total assets

   4,324    5,903    7,587    (8,680)     9,134 

  EQUITY AND LIABILITIES

          

  Share capital and premium

   7,041    6,108    824    (6,932)     7,041 

  (Accumulated losses) retained earnings and
other reserves

   (4,195)     (3,536)     1,161    2,374    (4,196)  

  Shareholders’ equity

   2,846    2,572    1,985    (4,558)     2,845 

  Non-controlling interests

   -     -     26    -     26 

  Total equity

   2,846    2,572    2,011    (4,558)     2,871 

  Non-current liabilities

   568    3,167    1,544    -     5,279 

  Current liabilities including intergroup balances

   910    164    4,032    (4,122)     984 

  Total liabilities

   1,478    3,331    5,576    (4,122)     6,263 
                         

  Total equity and liabilities

   4,324    5,903    7,587    (8,680)     9,134 

Figures in millions (US Dollars)  2015   2015   2015   2015  2015 

Condensed consolidating statement of financial position

         
    

AngloGold Ashanti

 

(the “Guarantor”

   

IOMco

 

(the “Issuer”)

   

Other subsidiaries

(the “Non-Guarantor

Subsidiaries”)

   

Consolidation

adjustments

  

Total

 

  ASSETS

         

  Non-current assets

         

  Tangible assets

   1,030     -     3,028     -    4,058  

  Intangible assets

   8     -     155     (2)    161  

  Investments in associates and joint ventures

   2,002     3,627     1,338     (5,502)    1,465  

  Other investments

   1     3     89     (2)    91  

  Inventories

   -     -     90     -    90  

  Trade and other receivables

   -     -     13     -    13  

  Deferred taxation

   -     -     1     -    1  

  Cash restricted for use

   -     -     37     -    37  

  Other non-current assets

   18     -     -     -    18  
   3,059     3,630     4,751     (5,506)    5,934  

  Current assets

         

  Other investments

   -     1     -     -    1  

  Inventories, trade and other receivables, intergroup balances and other current assets

   401     921     1,076     (1,556)    842  

  Cash restricted for use

   1     2     20     -    23  

  Cash and cash equivalents

   19     222     243     -    484  
   421     1,146     1,339     (1,556)    1,350  
                        

  Total assets

   3,480     4,776     6,090     (7,062)    7,284  

  EQUITY AND LIABILITIES

         

  Share capital and premium

   7,066     6,108     824     (6,932)    7,066  

  (Accumulated losses) retained earnings and other reserves

   (4,636)     (3,903)     895     3,008    (4,636)  

  Shareholders’ equity

   2,430     2,205     1,719     (3,924)    2,430  

  Non-controlling interests

   -     -     37     -    37  

  Total equity

   2,430     2,205     1,756     (3,924)    2,467  

  Non-current liabilities

   428     2,427     1,255     -    4,110  

  Current liabilities including intergroup balances

   622     144     3,079     (3,138)    707  

  Total liabilities

   1,050     2,571     4,334     (3,138)    4,817  
                        

  Total equity and liabilities

   3,480     4,776     6,090     (7,062  7,284  

 

F - 10787


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

4039.

SUPPLEMENTAL CONDENSED CONSOLIDATING FINANCIAL INFORMATIONSupplemental condensed consolidating financial informationcontinued(continued)

 

Figures in million (US dollars)  2013 2013 2013  2013  2013 
Figures in millions (US Dollars)  2014   2014   2014   2014   2014 

Condensed consolidating statement of financial position

                  
   

 

 

AngloGold Ashanti

 

(the “Guarantor”

  

 

  

 

 

IOMco

 

(the “Issuer”

  

 

 

Other subsidiaries

(the “Non-Guarantor Subsidiaries”)

  

 

Consolidation adjustments

  

 

 

 

Total

 

  

  

AngloGold Ashanti

 

(the “Guarantor”

   

IOMco

 

(the “Issuer”)

   

Other subsidiaries

(the “Non-Guarantor

Subsidiaries”)

   

Consolidation

adjustments

   

Total

 

ASSETS

                  

Non-current assets

                  

Tangible assets

   1,457   -   3,358  -   4,815    1,315     -     3,548     -     4,863  

Intangible assets

   52   -   218  (3)   267    31     -     197     (3)     225  

Investments in associates and joint ventures

   2,581   3,401  1,153  (5,808)   1,327    2,372     3,710     1,297     (5,952)     1,427  

Other investments

   2   6  129  (6)   131    2     4     122     (2)     126  

Inventories

   -    -   586  -   586    -     -     636     -     636  

Trade and other receivables

   -    5  24  -   29    -     -     20     -     20  

Deferred taxation

   -    -   177  -   177    -     -     127     -     127  

Cash restricted for use

   -    -   31  -   31    -     -     36     -     36  

Other non-current assets

   41   -   -  -   41    25     -     -     -     25  
   4,133   3,412  5,676  (5,817)   7,404    3,745     3,714     5,983     (5,957)     7,485  

Current Assets

        

Other investments

   -    -   1  -   1 

Current assets

          

Inventories, trade and other receivables, intergroup balances and other current assets

   492   2,391  1,703  (3,164)   1,422    526     1,929     1,434     (2,723)     1,166  

Cash restricted for use

   1   -   45  -   46    1     -     14     -     15  

Cash and cash equivalents

   39   409  200  -   648    52     260     156     -     468  
   532   2,800  1,949  (3,164)   2,117 

Non-current assets held for sale

   5   -   153  (5)   153 
   537   2,800  2,102  (3,169)   2,270    579     2,189     1,604     (2,723)     1,649  
                            

Total assets

   4,670   6,212  7,778  (8,986)   9,674    4,324     5,903     7,587     (8,680)     9,134  

EQUITY AND LIABILITIES

                  

Share capital and premium

   7,006   5,994  805  (6,799)   7,006    7,041     6,108     824     (6,932)     7,041  

(Accumulated losses) retained earnings and other reserves

   (3,927  (2,990 1,431  1,559   (3,927   (4,195)     (3,536)     1,161     2,374     (4,196)  

Shareholders’ equity

   3,079   3,004  2,236  (5,240)   3,079    2,846     2,572     1,985     (4,558)     2,845  

Non-controlling interests

   -    -   28  -   28    -     -     26     -     26  

Total equity

   3,079   3,004  2,264  (5,240)   3,107    2,846     2,572     2,011     (4,558)     2,871  

Non-current liabilities

   648   3,032  1,653  (2)   5,331    568     3,167     1,544     -     5,279  

Bank overdraft

   -    -   20  -   20 

Current liabilities including intergroup balances

   943   176  3,784  (3,744)   1,159    910     164     4,032     (4,122)     984  

Non-current liabilities held for sale

   -    -   57  -   57 

Total liabilities

   1,591   3,208  5,514  (3,746)   6,567    1,478     3,331     5,576     (4,122)     6,263  
                            

Total equity and liabilities

   4,670   6,212  7,778  (8,986)   9,674    4,324     5,903     7,587     (8,680)     9,134  

 

F - 10888


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

4039.

SUPPLEMENTAL CONDENSED CONSOLIDATING FINANCIAL INFORMATIONSupplemental condensed consolidating financial informationcontinued(continued)

 

Figures in million (US dollars)  2012 2012 2012   2012 2012 
Figures in millions (US Dollars)  2013 2013 2013  2013 2013 
Condensed consolidating statement of financial positionCondensed consolidating statement of financial position         
  

AngloGold Ashanti

 

(the “Guarantor”)

 

IOMco

 

(the “Issuer”)

 Other subsidiaries
(the  “Non-Guarantor
Subsidiaries”)
   Consolidation
adjustments
 Total    

 

 

AngloGold Ashanti

 

(the “Guarantor”

  

 

  

  

 

 

IOMco

 

(the “Issuer”

  

 

 

Other subsidiaries

(the “Non-Guarantor

Subsidiaries”)

  

 

 

 

 

Consolidation

adjustments

 

  

  

 

 

 

 

Total

 

  

ASSETS

              

Non-current assets

              

Tangible assets

   2,018   -    5,758    -    7,776    1,457    -   3,358   -    4,815  

Intangible assets

   53   -    265    (3  315    52    -   218   (3  267  

Investments in associates and joint ventures

   4,577   4,391   882    (8,803  1,047    2,581    3,401   1,153   (5,808  1,327  

Other investments

   6   6   173    (18  167    2    6   129   (6  131  

Inventories

   -    -    610    -    610    -    -   586   -    586  

Trade and other receivables

   22   7   50    -    79    -    5   24   -    29  

Deferred taxation

   -    -    97    -    97    -    -   177   -    177  

Cash restricted for use

   -    -    29    -    29    -    -   31   -    31  

Other non-current assets

   -    1   6    -    7    41    -   -   -    41  
   6,676   4,405   7,870    (8,824  10,127    4,133    3,412   5,676   (5,817  7,404  

Current Assets

       

Current assets

       

Other investments

   -    -   1   -    1  
Inventories, trade and other receivables, intergroup balances and other current assets   1,012   2,542   3,338    (5,207  1,685    492    2,391   1,703   (3,164  1,422  

Cash restricted for use

   1   -    34    -    35    1    -   45   -    46  

Cash and cash equivalents

   98   537   257    -    892    39    409   200   -    648  
   1,111   3,079   3,629    (5,207  2,612    532    2,800   1,949   (3,164  2,117  

Non-current assets held for sale

   1   -    -     (1  -     5    -   153   (5  153  
   537    2,800   2,102   (3,169  2,270  
   1,112   3,079   3,629    (5,208  2,612             

Total assets

   7,788   7,484   11,499    (14,032  12,739    4,670    6,212   7,778   (8,986  9,674  

EQUITY AND LIABILITIES

              

Share capital and premium

   6,742   5,599   805    (6,404  6,742    7,006    5,994   805   (6,799  7,006  

(Accumulated losses) retained earnings and other reserves

   (1,269  (1,451  3,339    (1,888  (1,269   (3,927  (2,990 1,431   1,559    (3,927

Shareholders’ equity

   5,473   4,148   4,144    (8,292  5,473    3,079    3,004   2,236   (5,240  3,079  

Non-controlling interests

   -    -    21    -    21    -    -   28   -    28  

Total equity

   5,473   4,148   4,165    (8,292  5,494    3,079    3,004   2,264   (5,240  3,107  

Non-current liabilities

   827   1,722   2,752    (14  5,287    648    3,032   1,653   (2  5,331  

Bank overdraft

   -    -   20   -    20  

Current liabilities including intergroup balances

   1,488   1,614   4,582    (5,726  1,958    943    176   3,784   (3,744  1,159  

Non-current liabilities held for sale

   -    -   57   -    57  

Total liabilities

   2,315   3,336   7,334    (5,740  7,245    1,591    3,208   5,514   (3,746  6,567  
            

Total equity and liabilities

   7,788   7,484   11,499    (14,032  12,739    4,670    6,212   7,778   (8,986  9,674  

 

F - 10989


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

4039.

SUPPLEMENTAL CONDENSED CONSOLIDATING FINANCIAL INFORMATIONSupplemental condensed consolidating financial informationcontinued(continued)

 

Figures in million (US dollars)  2014   2014 2014   2014   2014 
Figures in millions (US Dollars)  2015   2015   2015   2015   2015 
Condensed consolidating statement of cash flow  

AngloGold Ashanti

 

(the “Guarantor”)

   

IOMco

 

(the “Issuer”)

 Other subsidiaries
(the  “Non-Guarantor
Subsidiaries”)
   Consolidation
adjustments
   Total   

AngloGold Ashanti

 

(the “Guarantor”

   

IOMco

 

(the “Issuer”)

   

Other subsidiaries

(the “Non-Guarantor
Subsidiaries”)

   

Consolidation

adjustments

   

Total

 

Cash flows from operating activities

                   

Cash generated from (used) by operations

   344    (839)    961    907    1,373 

Cash generated from (used by) operations

   44     (364)     1,115     455     1,250  

Net movement in intergroup receivables and payables

   (1)     419   437    (855)     -    131     1,036     (833)     (334)     -  

Dividends received from joint ventures

   -     57     -     -     57  

Taxation refund

   -    -   41    -    41    12     -     9     -     21  

Taxation paid

   (20)     (2  (172)     -    (194)     (5)     (1)     (178)     -     (184)  

Net cash inflow (outflow) from operating activities

   323    (422)    1,267    52    1,220 

Net cash inflow from operating activities from continuing operations

   182     728     113     121     1,144  

Net cash outflow from operating activities from discontinued operations

   -     -     (5)     -     (5)  

Net cash inflow from operating activities

   182     728     108     121     1,139  

Cash flows from investing activities

                   

Capital expenditure

   (222)     -   (791)     -    (1,013)     (194)     -     (470)     -     (664)  

Interest capitalised and paid

   -    -   (1)     -    (1)  

Expenditure on intangible assets

   (5)     -   -    -    (5)     (2)     -     (1)     -     (3)  

Proceeds from disposal of tangible assets

   -    -   31    -    31    -     -     6     -     6  

Other investments acquired

   -    -   (79)     -    (79)     -     -     (86)     -     (86)  

Proceeds from disposal of other investments

   -    -   73    -    73    1     -     80     -     81  

Investments in associates and joint ventures

   -    (52)    (14)     1    (65)     -     -     (11)     -     (11)  

Net loans (advanced) to repaid by associates and joint ventures

   (43)     7   -    -    (36)  

Dividends received

   1    -   -    (1)     - 

Proceeds from disposal of subsidiary

   105    -   -    -    105 

Reclassification of cash balances to held for sale assets

   -    -   2    -    2 

Proceeds from disposal of associates and joint ventures

   1     -     -     -     1  

Net loans repaid by (advanced to) associates and joint ventures

   2     (5)     -     -     (3)  

Net proceeds from disposal of subsidiaries and investments

   -     -     812     -     812  

Cash in subsidiary disposed and transfers to held for sale

   -     -     (2)     -     (2)  

(Acquisition) disposal of subsidiary and loan

   (116)     (3)    3    116    -    -     (1)     1     -     -  

Decrease in cash restricted for use

   -    -   24    -    24 

Increase in cash restricted for use

   -     (2)     (15)     -     (17)  

Interest received

   4    3   14    -    21    6     3     16     -     25  

Net cash outflow from investing activities

   (276)     (45)    (738)     116    (943)  

Net cash (outflow) inflow from investing activities from continuing operations

   (186)     (5)     330     -     139  

Net cash outflow from investing activities from discontinued operations

   -     -     (59)     -     (59)  

Net cash (outflow) inflow from investing activities

   (186)     (5)     271     -     80  

Cash flows from financing activities

                   

Proceeds from issue of share capital

   -    114   -    (114)     - 

Proceeds from borrowings

   157    100   354 ��  -    611    120     300     1     -     421  

Repayment of borrowings

   (171)     -   (590)     -    (761)     (127)     (1,024)     (137)     -     (1,288)  

Finance costs paid

   (14)     (205)    (26)     -    (245)     (14)     (223)     (14)     -     (251)  

Revolving credit facility and bond transaction costs

   -    (9)    -    -    (9)  

Bond settlement premium, RCF and bond transaction costs

   -     (61)     -     -     (61)  

Dividends paid

   -    -   (17)     -    (17)     -     -     (5)     -     (5)  

Intergroup dividends received (paid)

   -    318   (318)     -    -    -     247     (247)     -     -  

Net cash (outflow) inflow from financing activities

   (28)     318   (597)     (114)     (421)  

Net increase (decrease) in cash and cash equivalents

   19    (149)    (68)     54    (144)  

Net cash outflow from financing activities from continuing operations

   (21)     (761)     (402)     -     (1,184)  

Net cash outflow from financing activities from discontinued operations

   -     -     (2)     -     (2)  

Net cash outflow from financing activities

   (21)     (761)     (404)     -     (1,186)  

Net decrease in cash and cash equivalents

   (25)     (38)     (25)     121     33  

Translation

   (6)     -   44    (54)     (16)     (8)     -     112     (121)     (17)  

Cash and cash equivalents at beginning of year

   39    409   180    -    628    52     260     156     -     468  

Cash and cash equivalents at end of year

   52    260   156    -    468    19     222     243     -     484  

 

F - 11090


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

4039.

SUPPLEMENTAL CONDENSED CONSOLIDATING FINANCIAL INFORMATIONSupplemental condensed consolidating financial informationcontinued(continued)

 

Figures in million (US dollars)  2013   2013   2013  2013  2013 
Condensed consolidating statement of cash flow  

AngloGold Ashanti

 

(the “Guarantor”)

   

IOMco

 

(the “Issuer”)

   Other subsidiaries
(the  “Non-Guarantor
Subsidiaries”)
  Consolidation
adjustments
  Total 

Cash flows from operating activities

        

Cash generated from (used) by operations

   391    (126)     997   130   1,392 

Net movement in intergroup receivables and payables

   140    (1,593)     1,512   (59)    - 

Dividends received from joint ventures

   -    18    -   -   18 

Taxation refund

   13    -    10   -   23 

Taxation paid

   (13)     (1)     (173)    -   (187)  

Net cash inflow (outflow) from operating activities

   531    (1,702)     2,346   71   1,246 

Cash flows from investing activities

        

Capital expenditure

   (397)     -    (1,104)    -   (1,501)  

Interest capitalised and paid

   -    -    (5)    -   (5)  

Expenditure on intangible assets

   (26)     -    (42)    -   (68)  

Proceeds from disposal of tangible assets

   -    -    10   -   10 

Other investments acquired

   -    -    (91)    -   (91)  

Proceeds from disposal of other investments

   -    -    81   -   81 

Investments in associates and joint ventures

   -    (420)     (52)    -   (472)  

Proceeds from disposal of associates and joint ventures

   6    -    -   -   6 

Net loans advanced to associates and joint ventures

   (1)     (39)     -   32   (8)  

Dividends received

   7    -    -   (2)    5 

Proceeds from disposal of subsidiary

   2    -    -   -   2 

Reclassification of cash balances to held for sale assets

   -    -    (2)    -   (2)  

Acquisition of subsidiary and loan

   (168)     -    -   168   - 

Increase in cash restricted for use

   -    -    (20)    -   (20)  

Interest received

   4    2    17   -   23 

Net cash outflow from investing activities

   (573)     (457)     (1,208)    198   (2,040)  

Cash flows from financing activities

        

Proceeds from issue of share capital

   -    147    20   (167)    - 

Proceeds from borrowings

   504    1,500    340   -   2,344 

Repayment of borrowings

   (458)     (250)     (778)    -   (1,486)  

Finance costs paid

   (12)     (103)     (85)    -   (200)  

Revolving credit facility and bond transaction costs

   -    (36)     -   -   (36)  

Dividends paid

   (40)     -    (22)    -   (62)  

Intergroup dividends received (paid)

   -    773    (773  -   - 

Net cash (outflow) inflow from financing activities

   (6)     2,031    (1,298)    (167  560 

Net decrease in cash and cash equivalents

   (48)     (128)     (160)    102   (234)  

Translation

   (11)     -    83   (102)    (30)  

Cash and cash equivalents at beginning of year

   98    537    257   -   892 

Cash and cash equivalents at end of year(1)

   39    409    180   -   628 

(1)

Cash and cash equivalents are net of bank overdraft of $20 million.

Figures in millions (US Dollars)  2014   2014   2014   2014   2014 
Condensed consolidating statement of cash flow  

AngloGold Ashanti

 

(the “Guarantor”

   

IOMco

 

(the “Issuer”)

   

Other subsidiaries

(the “Non-Guarantor

Subsidiaries”)

   

Consolidation

adjustments

   

Total

 

Cash flows from operating activities

          

Cash generated from (used by) operations

   344     (839)     931     907     1,343  

Net movement in intergroup receivables and payables

   (1)     419     437     (855)     -  

Taxation refund

   -     -     41     -     41  

Taxation paid

   (20)     (2)     (172)     -     (194)  

Net cash inflow (outflow) from operating activities from continuing operations

   323     (422)     1,237     52     1,190  

Net cash inflow from operating activities from discontinued operations

   -     -     30     -     30  

Net cash inflow (outflow) from operating activities

   323     (422)     1,267     52     1,220  

Cash flows from investing activities

          

Capital expenditure

   (222)     -     (622)     -     (844)  

Expenditure on intangible assets

   (5)     -     -     -     (5)  

Proceeds from disposal of tangible assets

   -     -     31     -     31  

Other investments acquired

   -     -     (79)     -     (79)  

Proceeds from disposal of other investments

   -     -     73     -     73  

Investments in associates and joint ventures

   -     (52)     (14)     1     (65)  

Net loans (advanced to) repaid by associates and joint ventures

   (43)     7     -     -     (36)  

Dividends received

   1     -     -     (1)     -  

Net proceeds from disposal of subsidiaries and investments

   105     -     -     -     105  

(Acquisition) disposal of subsidiary and loan

   (116)     (3)     3     116     -  

Cash in subsidiary disposed and transfers to held for sale

   -     -     2     -     2  

Decrease in cash restricted for use

   -     -     24     -     24  

Interest received

   4     3     14     -     21  

Net cash outflow from investing activities from continuing operations

   (276)     (45)     (568)     116     (773)  

Net cash outflow from investing activities from discontinued operations

   -     -     (170)     -     (170)  

Net cash outflow from investing activities

   (276)     (45)     (738)     116     (943)  

Cash flows from financing activities

          

Proceeds from issue of share capital

   -     114     -     (114)     -  

Proceeds from borrowings

   157     100     354     -     611  

Repayment of borrowings

   (171)     -     (584)     -     (755)  

Finance costs paid

   (14)     (205)     (27)     -     (246)  

Bond settlement premium, RCF and bond transaction costs

   -     (9)     -     -     (9)  

Dividends paid

   -     -     (17)     -     (17)  

Intergroup dividends received (paid)

   -     318     (318)     -     -  

Net cash (outflow) inflow from financing activities from continuing operations

   (28)     318     (592)     (114)     (416)  

Net cash outflow from financing activities from discontinued operations

   -     -     (5)     -     (5)  

Net cash (outflow) inflow from financing activities

   (28)     318     (597)     (114)     (421)  

Net increase (decrease) in cash and cash equivalents

   19     (149)     (68)     54     (144)  

Translation

   (6)     -     44     (54)     (16)  

Cash and cash equivalents at beginning of year

   39     409     180     -     628  

Cash and cash equivalents at end of year

   52     260     156     -     468  

 

F - 11191


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS(continued)

 

4039.

SUPPLEMENTAL CONDENSED CONSOLIDATING FINANCIAL INFORMATIONSupplemental condensed consolidating financial informationcontinued(continued)

 

Figures in million (US dollars) 2012 2012 2012 2012 2012 
Figures in millions (US Dollars)  2013   2013   2013   2013   2013 

Condensed consolidating statement of cash flow

Condensed consolidating statement of cash flow

           

AngloGold Ashanti

 

(the “Guarantor”

   

IOMco

 

(the “Issuer”)

   

Other subsidiaries

(the “Non-Guarantor

Subsidiaries”)

   

Consolidation

adjustments

   

Total

 
 

AngloGold Ashanti

 

(the “Guarantor”)

 

IOMco

 

(the “Issuer”)

 

Other subsidiaries

(the “Non-Guarantor
Subsidiaries”)

 Consolidation
adjustments
 Total 
 
Cash flows from operating activities               
Cash generated from operations  658   -    1,628   64   2,350 

Cash generated from (used by) operations

   391     (126)     912     130     1,307  

Net movement in intergroup receivables and payables

  (32)    (529)    585   (24)    -     140     (1,593)     1,512     (59)     -  
Dividends received from joint ventures  -    89   -    (17)    72    -     18     -     -     18  
Taxation refund  -    -    54   -    54    13     -     10     -     23  
Taxation paid  (82)    (2)    (423)    -    (507)     (13)     (1)     (173)     -     (187)  

Net cash inflow (outflow) from operating activities from continuing operations

   531     (1,702)     2,261     71     1,161  

Net cash inflow from operating activities from discontinued operations

   -     -     85     -     85  
Net cash inflow (outflow) from operating activities  544   (442)    1,844   23   1,969    531     (1,702)     2,346     71     1,246  
Cash flows from investing activities               
Capital expenditure  (542)    -    (1,383)    -    (1,925)     (397)     -     (966)     -     (1,363)  
Interest capitalised and paid  -    -    (12)    -    (12)     -     -     (5)     -     (5)  
Expenditure on intangible assets  (45)    -    (34)    -    (79)     (26)     -     (42)     -     (68)  
Proceeds from disposal of tangible assets  -    -    5   -    5    -     -     10     -     10  
Other investments acquired  -    (2)    (95)    -    (97)     -     -     (91)     -     (91)  

Proceeds from disposal of other investments

  -    -    86   -    86    -     -     81     -     81  
Investments in associates and joint ventures  (2)    (308)    (39)    -    (349)     -     (420)     (52)     -     (472)  
Proceeds from disposal of associates and joint ventures  -    20   -    -    20    6     -     -     -     6  
Net loans advanced to associates and joint ventures  (1)    (48)    -    (15)    (64)     (1)     (39)     -     32     (8)  
Dividends received  7   -    -    -    7    7     -     -     (2)     5  
Proceeds from disposal of subsidiary  433   -    -    (427)    6 
Net cash in subsidiary disposed  -    -    (26)    -    (26)  

Net proceeds from disposal of subsidiaries and investments

   2     -     -     -     2  

Cash in subsidiary disposed and tranfers to held for sale

   -     -     (2)     -     (2)  
Acquisition of subsidiary and loan  (673)    -    -    338   (335)     (168)     -     -     168     -  
Increase in cash restricted for use  -    -    (3)    -    (3)     -     -     (20)     -     (20)  
Interest received  12   2   22   -    36    4     2     17     -     23  
Loans advanced  -    -    (45)    -    (45)  

Net cash outflow from investing activities from continuing operations

   (573)     (457)     (1,070)     198     (1,902)  

Net cash outflow from investing activities from discontinued operations

   -     -     (138)     -     (138)  
Net cash outflow from investing activities  (811)    (336)    (1,524)    (104)    (2,775)     (573)     (457)     (1,208)     198     (2,040)  
Cash flows from financing activities               
Proceeds from issue of share capital  2   330   7   (337)    2    -     147     20     (167)     -  
Redemption of preference shares  -    (435)    -    435   -  
Proceeds from borrowings  174   995   263   -    1,432    504     1,500     340     -     2,344  
Repayment of borrowings  -    (200)    (17)    -    (217)     (458)     (250)     (772)     -     (1,480)  
Finance costs paid  (4)    (64)    (77)    -    (145)     (12)     (103)     (85)     -     (200)  
Acquisition of non-controlling interest  -    -    (215)    -    (215)  
Revolving credit facility and bond transaction costs  -    (22)    (8)    -    (30)  

Bond settlement premium, RCF and bond transaction costs

   -     (36)     -     -     (36)  
Dividends paid  (215)    -    (21)    -    (236)     (40)     -     (22)     -     (62)  
Intergroup dividends received (paid)  18   253   (255)    (16)    -     -     773     (773)     -     -  

Net cash (outflow) inflow from financing activities from continuing operations

   (6)     2,031     (1,292)     (167)     566  

Net cash outflow from financing activities from discontinued operations

   -     -     (6)     -     (6)  
Net cash (outflow) inflow from financing activities  (25)    857   (323)    82   591    (6)     2,031     (1,298)     (167)     560  

Net (decrease) increase in cash and cash equivalents

  (292)    79   (3)    1   (215)  

Net decrease in cash and cash equivalents

   (48)     (128)     (160)     102     (234)  
Translation  2   -    (6)    (1)    (5)     (11)     -     83     (102)     (30)  
Cash and cash equivalents at beginning of year  388   458   266   -    1,112    98     537     257     -     892  
Cash and cash equivalents at end of year  98   537   257   -    892 

Cash and cash equivalents at end of year(1)

   39     409     180     -     628  

(1) Cash and cash equivalents are net of a bank overdraft of $20 million.

 

F - 11292


KIBALI (JERSEY) LIMITED

Consolidated Financial Statements for the Year Ended

31 December 20142015

 

F - 11393


Statement of Responsibility by the Board of DirectorsSTATEMENT OF RESPONSIBILITY BY THE BOARD OF DIRECTORS

For the year ended 31 December 20142015

The directors of the company are responsible for preparingrequired by the Companies (Jersey) Law 1991 to prepare financial statements for each financial period presented, which give a true and fair view of the state of affairs of Kibali (Jersey) Limited (“the group”). as at the end of each financial period and of the profit or loss for that period. In preparing these financial statements, the directors are required to:

Select suitable accounting policies and then apply them consistently;

Make judgements and estimates that are reasonable and prudent;

State whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; and

Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the company will continue in business.

The Directors are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the Company and the Group to enable them to ensure that the financial statements comply with the Companies (Jersey) Law 1991. They are also responsible for safeguarding the assets of the Company and the Group and hence for taking reasonable steps for the prevention and detection of fraud, error and non-compliance with law and regulations.

The directors have elected to prepare the financial statements for the group in accordance with International Financial Reporting Standards (IFRS) as adopted by the International Accounting Standards Board (IASB) and include amounts based on judgements and estimates made by management.

The directors acknowledge that they are ultimately responsible for the system of internal financial control established by the group and places considerable importance on maintaining a strong control environment. These are designed to provide reasonable, but not absolute, assurance as to the reliability of the financial statements of the group and to adequately safeguard, verify and maintain accountability of assets, and to prevent and detect misstatement and loss.group. Nothing has come to the attention of the directors to indicate that any material breakdown in the functioning of these controls, procedures and systems has occurred during the year under review.

The going concern basis has been adopted in preparing the financial statements for the group. The directors have no reason to believe that the group will not be a going concern in the foreseeable future based on forecasts and available cash resources including funding provided by joint venture partners.resources. These financial statements support the viability of the group.

Auditors

The current directors have taken all thereasonable steps that they ought to have taken to make themselves aware of any information needed by the group’s auditors for the purposes of their audit and to establish that the auditors are aware of that information. The directors are not aware of any relevant audit information of which the auditors are unaware of.

These financial statements for the group were approved by the Board of Directors on 2718 March 20152016 and are signed on its behalf by:

/s/ Graham Shuttleworth

Director

 

F - 11494


Report of Independent Registered Public Accounting FirmREPORT OF THE INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM

To the Board of Directors and Shareholders of Kibali (Jersey) Limited

Kibali (Jersey) Limited

St Helier

Jersey

JE2 4WJ

Channel Islands

We have audited the accompanying consolidated statements of financial position of Kibali (Jersey) Limited as of December 31, 2015, 2014 2013 and 20122013 and the consolidated statements of comprehensive income, consolidated statements of changes in equity, and statements of consolidated cash flows for each of the three years in the period ended December 31, 2014.2015. These financial statements are the responsibility of the company’s management. Our responsibility is to express an opinion on these financial statements based on our audits.

We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. The company is not required to have, nor were we engaged to perform, an audit of its internal control over financial reporting. Our audits included consideration of internal control over financial reporting as a basis for designing audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the company’s internal control over financial reporting. Accordingly, we express no such opinion. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements, assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe that our audits provide a reasonable basis for our opinion.

In our opinion, the consolidated financial statements referred to above present fairly, in all material respects, the financial position of Kibali (Jersey) Limited at December 31, 2015, 2014 2013 and 2012,2013, and the results of its operations and its cash flows for each of the three years in the period ended December 31, 2014,2015, in conformity with International Financial Reporting Standards as issued by the International Accounting Standards Board (IASB).

/s/ BDO LLP

London

United Kingdom

2718 March 20152016

 

F - 11595


CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME

FOR THE YEARS ENDED 31 DECEMBER 2015, 2014 2013 and 20122013

 

      Note      2014
$’000
   2013
$’000
   2012
$’000
       Note      

2015

$’000

   

2014

$’000

   

2013

$’000

 

REVENUE

                    

Gold sales

     650,283      109,229      -       747 272      650 283      109 229  

Other Income

  3   401      3,035      286  

Other income

  3   1 657      401      3 035  

TOTAL INCOME

     650,684      112,264      286       748 929      650 684      112 264  

COSTS AND EXPENSES

                    

Mining and processing costs

  4   412,441      52,885      -    4   550 712      412 441      52 885  

Royalties

     23,321      2,765      -       30 196      23 321      2 765  

Exploration and corporate expenditure

  5   6,149      5,911      5,530    5   8 248      6 149      5 911  

Other expenses

     3,544      725      -       3 658      3 544      725  

TOTAL COSTS

     445,455      62,286      5,530       592 814      445 455      62 286  
                    

Finance income

  6   4,349      3,966      1,448    6   4 818      4 349      3 966  

Finance costs

  6   (4,955    (1,252    (14  6   (5 376    (4 955    (1 252

Finance (costs)/income - net

     (606    2,714      1,434       (558    (606    2 714  

Share of profits of equity accounted

          

Joint venture

     155      136      54  

PROFIT/(LOSS) BEFORE INCOME TAX

     204,778      52,828      (3,756

Share of profits of equity accounted joint venture

     268      155      136  

PROFIT BEFORE INCOME TAX

     155 825      204 778      52 828  

Income tax (expense)/income

  7   (17 840    (45 038    4 739  

Income tax (expense)/income

  7   (45,038    4,739      -  

PROFIT/(LOSS) FOR THE PERIOD

     159,740      57,567      (3,756

OTHER COMPREHENSIVE EXPENSE

          

PROFIT FOR THE PERIOD

     137 985      159 740      57 567  

OTHER COMPREHENSIVE INCOME/(EXPENSE)

          

Loss on available for sale financial asset

     (72    (799    (364     (29    (72    (799

TOTAL COMPREHENSIVE INCOME/(EXPENSE)

   159,668      56,768      (4,120

Recycling of permanent losses on available-for-sale asset

     3 173      -      -  

TOTAL COMPREHENSIVE INCOME

TOTAL COMPREHENSIVE INCOME

   141 129      159 668      56 768  

PROFIT/(LOSS) FOR THE PERIOD

          

PROFIT FOR THE PERIOD

          

Attributable to:

                    

Owners of the parent

     152,492      54,163      (3,429     135 883      152 492      54 163  

Non-controlling interest

     7,248      3,404      (327     2 102      7 248      3 404  
   159,740      57,567      (3,756   137 985      159 740      57 567  

TOTAL COMPREHENSIVE INCOME/(EXPENSE)

          

TOTAL COMPREHENSIVE INCOME

          

Attributable to:

                    

Owners of the parent

     152,420      53,364      (3,793     139 027      152 420      53 364  

Non-controlling interest

     7,248      3,404      (327     2 102      7 248      3 404  
   159,668      56,768      (4,120   141 129      159 668      56 768  

The accompanying notes form part of these financial statements

 

F - 11696


CONSOLIDATED STATEMENTS OF FINANCIAL POSITION

FOR THE YEARS ENDED 31 DECEMBER 2015, 2014 2013 and 20122013

 

      Note      2014
$’000
   2013
$’000
   2012
$’000
   Note  

2015

$’000

   

2014

$’000

   

2013

$’000

 

NON-CURRENT ASSETS

                     

Property, plant and equipment

  8   1,868,137      1,553,575      810,797    8   2 012 303       1 868 137      1 553 575  

Mineral properties

  9   693,972      742,928      745,092    9   634 394       693 972      742 928  

Long term ore stockpiles

  12   72,594      -      -    12   43 162       72 594      -  

Deferred tax assets

  10   -      4,860      -    10   -       -      4 860  

Investment in equity accounted joint venture

  26   20      15      54    26   289       20      15  

Other investments in joint venture

  26   31,516      29,076      27,237    26   31 086       31 516      29 076  

Total investment in joint venture

  26   31,536      29,091      27,291    26   31 375       31 536      29 091  

Trade and other receivables

  11   30,900      22,929      15,938    11   32 788       30 900      22 929  

TOTAL NON-CURRENT ASSETS

     2,697,139      2,353,383      1,599,118       2 754 022       2 697 139      2 353 383  

CURRENT ASSETS

                     

Inventories and ore stockpiles

  12   61,732      112,405      5,735    12   78 598       61 732      112 405  

Trade and other receivables

  11   169,330      145,335      75,815    11   180 724       169 330      145 335  

Available-for-sale financial asset

  13   74      146      945    13   45       74      146  

Cash and cash equivalents

  14   20,908      4,681      11,913    14   21 373       20 908      4 681  

TOTAL CURRENT ASSETS

     252,044      262,567      94,408       280 740       252 044      262 567  

TOTAL ASSETS

     2,949,183      2,615,950      1,693,526       3 034 762       2 949 183      2 615 950  

EQUITY AND LIABILITIES

                     

EQUITY

                     

Share capital

  15   5      4      3    15   5       5      4  

Share premium

  15   2,493,612      2,390,689      1,557,902       2 493 612       2 493 612      2 390 689  

Retained earnings/(accumulated losses)

     204,060      51,568      (2,595

Other reserve

     (3,144    (3,072    (2,273

Equity attributable to owners of the parent

     2,694,533      2,439,189      1,553,037       269 943       204 060      51 568  

Non-controlling interest

  16   25,522      18,274      14,870       -       (3 144    (3 072

TOTAL EQUITY

     2,720,055      2,457,463      1,567,907       2 763 560       2 694 533      2 439 189  
  16   27 624       25 522      18 274  

NON-CURRENT LIABILITIES

               2 791 184       2 720 055      2 457 463  

Loans and borrowings

  17   55,133      53,430      53,388             

Deferred tax liabilities

  10   32,463      -      -             

Provision for rehabilitation

  18   15,341      8,210      4,652    17   51 747       55 133      53 430  

TOTAL NON-CURRENT LIABILITIES

     102,937      61,640      58,040    10   41 926       32 463      -  
  18   15 533       15 341      8 210  

CURRENT LIABILITIES

               109 206       102 937      61 640  

Loans and borrowings

  17   7,999      5,600      12,295             

Trade and other payables

  19   111,566      91,126      55,284             

Current tax payable

     6,626      121      -    17   9 808       7 999      5 600  

TOTAL CURRENT LIABILITIES

     126,191      96,847      67,579    19   117 083       111 566      91 126  

TOTAL EQUITY AND LIABILITIES

     2,949,183      2,615,950      1,693,526       7 481       6 626      121  
     134 372       126 191      96 847  
     3 034 762       2 949 183      2 615 950  

The accompanying notes form part of these financial statements

 

F - 11797


CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY

FOR THE YEARS ENDED 31 DECEMBER 2015, 2014 2013 and 20122013

 

$’000  

Share

Capital

   

Share

Premium

   

Retained

earnings/

(accumulated

losses)

  

Other

Reserves

  

Total equity

attributable

to owners of

the parent

  

Non-

Controlling

Interest

  

Total

Equity

 

Balance at 1 January 2012

   2     961,337     834    (1,909  960,264    15,197    975,461  

Fair value movement on available for sale financial
asset(1)

   -     -     -    (364  (364  -    (364

Total other comprehensive expense

   -     -     -    (364  (364  -    (364

Net loss for the year

   -     -     (3,429  -    (3,429  (327  (3,756

Total comprehensive expense

   -     -     (3,429  (364  (3,793  (327  (4,120

Shares issued to equity owners

   1     596,565     -    -    596,566    -    596,566  

Balance at 31 December 2012

   3     1,557,902     (2,595  (2,273  1,553,037    14,870    1,567,907  

Balance at 1 January 2013

   3     1,557,902     (2,595  (2,273  1,553,037    14,870    1,567,907  

Fair value movement on available for sale financial asset¹

   -     -     -    (799  (799  -    (799

Total other comprehensive expense

   -     -     -    (799  (799  -    (799

Net profit for the year

   -     -     54,163    -    54,163    3,404    57,567  

Total comprehensive income

   -     -     54,163    (799  53,364    3,404    56,768  

Shares issued to equity owners

   1     832,787     -    -    832,788    -    832,788  

Balance at 31 December 2013

   4     2,390,689     51,568    (3,072  2,439,189    18,274    2,457,463  

Balance at 1 January 2014

   4     2,390,689     51,568    (3,072  2,439,189    18,274    2,457,463  

Fair value movement on available for sale financial asset¹

   -     -     -    (72  (72  -    (72

Total other comprehensive expense

   -     -     -    (72  (72  -    (72

Net profit for the year

   -     -     152,492    -    152,492    7,248    159,740  

Total comprehensive income

   -     -     152,492    (72  152,420    7,248    159,668  

Shares issued to equity owners

   1     102,923     -    -    102,924    -    102,924  

Balance at 31 December 2014

   5     2,493,612     204,060    (3,144  2,694,533    25,522    2,720,055  

(1)

Fair value on available-for-sale assets may be recycled through the income statement in the future if certain conditions arise.

$’000  

Share

Capital

   

Share

Premium

   

Retained

earnings/

(accumulated

losses)

  

Other

Reserves

  

Total quality

attributable

to owners of

the parent

  

Non-

Controlling

Interest

   

Total

Equity

 

Balance at 1 January 2013

   3     1 557 902     (2 595  (2 273  1 553 037    14 870     1 567 907  

Fair value movement on available-for-sale financial asset

   -     -     -    (799  (799  -     (799

Total other comprehensive expense

   -     -     -    (799  (799  -     (799

Net profit for the year

   -     -     54 163    -    54 163    3 404     57 567  

Total comprehensive income/(expense)

   -     -     54 163    (799  53 364    3 404     56 768  

Shares issued to equity owners

   1     832 787     -    -    832 788    -     832 788  

Balance at 31 December 2013

   4     2 390 689     51 568    (3 072  2 439 189    18 274     2 457 463  

Balance at 1 January 2014

   4     2 390 689     51 568    (3 072  2 439 189    18 274     2 457 463  

Fair value movement on available-for-sale financial asset

   -     -     -    (72  (72  -     (72

Total other comprehensive expense

   -     -     -    (72  (72  -     (72

Net profit for the year

   -     -     152 492    -    152 492    7 248     159 740  

Total comprehensive income/(expense)

   -     -     152 492    (72  152 420    7 248     159 668  

Shares issued to equity owners

   1     102 923     -    -    102 924    -     102 924  

Balance at 31 December 2014

   5     2 493 612     204 060    (3 144  2 694 533    25 522     2 720 055  

Balance at 1 January 2015

   5     2 493 612     204 060    (3 144  2 694 533    25 522     2 720 055  

Fair value movement on available-for-sale financial asset

   -     -     -    (29  (29  -     (29

Recycling of permanent losses on available-for-sale asset

   -     -     -    3 173    3 173    -     3 173  

Total other comprehensive income

   -     -     -    3 144    3 144    -     3 144  

Net profit for the year

   -     -     135 883    -    135 883    2 102     137 985  

Total comprehensive income

   -     -     135 883    3 144    139 027    2 102     141 129  

Dividends distributed

   -     -     (70 000  -    (70 000  -     (70 000

Balance at 31 December 2015

   5     2 493 612     269 943    -    2 763 560    27 624     2 791 184  

SHARE CAPITAL

The share capital comprises the issued ordinary shares of the company at par.

SHARE PREMIUM

The share premium comprises the excess value recognised from the issue of ordinary shares at par.

RETAINED EARNINGS/ (ACCUMULATED LOSSES)EARNINGS

Retained earnings/ (accumulated losses)earnings comprises the group’s cumulative accounting profits and losses since inception.inception less dividends.

OTHER RESERVES

Other reserves comprises the group’s cumulative fair value movement on the available foravailable-for sale financial asset since inception in Kilo Goldmines Limited. The cumulative movement has been recycled through profit and loss in the current year.

NON-CONTROLLING INTERESTS

The non-controlling interest represents the total carrying value of the 10% interest Société minière de Kilo Moto SARLSA UNISARL (“SOKIMO”) has in Kibali Goldmines SA (“Kibali”), which is a subsidiary of Kibali (Jersey) Limited.

The accompanying notes form part of these financial statements.

��

F - 11898


STATEMENTS OF CONSOLIDATED CASH FLOWS

FOR THE YEARS ENDED 31 DECEMBER 2015, 2014 2013 and 20122013

 

      2014
$’000
 2013
$’000
 2012
$’000
   Note  

2015

$’000

 

2014

$’000

 

2013

$’000

 

CASH FLOWS FROM OPERATING ACTIVITIES

            

Cash generated/(used in) by operations

   24     329,644    (71,225  (40,829

Cash generated by/(used in) operations

  24   377 004    329 644    (71 225

Interest received

     1,009    927    182       3 591    1 009    927  

Finance cost paid

     (4,727  (5,139  (822     (4 198  (4 727  (5 139

Dividends received from equity accounted joint venture

     150    175    -       -    150    175  

Income Tax paid

     (1,211  -    -       (13 148  (1 211  -  

Net cash flows (used in)/generated by operating activities

     324,865    (75,262  (41,469

Net cash flows generated by/(used in) operating activities

     363 249    324 865    (75 262

CASH FLOWS RELATED TO INVESTING ACTIVITIES

            

Additions of property, plant and equipment

     (407,422  (748,314  (521,762     (286 905  (407 422  (748 314

Funds invested in equity accounted joint venture

     -    -    (26,391

Repayment of loan from equity accounted joint venture

     423    -    -  

Net cash outflows used in investing activities

     (407,422  (748,314  (548,153     (286 482  (407 422  (748 314

CASH FLOWS RELATING TO FINANCING ACTIVITIES

            

Proceeds from issue of ordinary shares

     102,924    832,788    596,566       -    102 924    832 788  

(Decrease)/increase in loans and borrowings

     (4,140  (16,444  2,833  

Net cash inflows provided by financing activities

     98,784    816,344    599,399  

Distribution of dividends

     (70 000  -    -  

Decrease in loans and borrowings

     (6 302  (4 140  (16 444

Net cash (outflows)/inflows provided by financing activities

     (76 302  98 784    816 344  

Net increase/(decrease) in cash and cash equivalents

     16,227    (7,232  9,777       465    16 227    (7 232

Cash and cash equivalents at the beginning of the year

     4,681    11,913    2,136       20 908    4 681    11 913  

Cash and cash equivalents at the end of the year

   14     20,908    4,681    11,913    14   21 373    20 908    4 681  

The accompanying notes form part of these financial statements.

 

F - 11999


1.

SIGNIFICANT ACCOUNTING POLICIES

The principal accounting policies applied in the preparation of these consolidated financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.

Basis of Preparation

These consolidated financial statements have been prepared in accordance with International Financial Reporting Standards and Interpretations (collectively (IFRS)) issued by the International Accounting Standards Board (IASB). and in accordance with Article 105 of the Companies (Jersey) Law of 1991.

The consolidated financial statements have been prepared under the historical cost convention, as modified by the revaluation of available-for-sale financial assets. The preparation of financial statements in conformity with IFRS requires the use of certain critical accounting estimates. It also requires management to exercise its judgement in the process of applying the group’s accounting policies. The areas involving a high degree of judgement or complexity, or areas where assumptions and estimates are significant to the consolidated financial statements are disclosed in Note 2.

After reviewing the group’s and company’s budget for the next financial year, and other longer term plans, the directors are satisfied that, at the time of approving the financial statements, it is appropriate to adopt the going concern basis in preparing the financial statements. The directors have no reason to believe that the group and company will not be a going concern in the foreseeable future based on forecasts and available cash resources.

New standards and interpretations applied

The IASB has issued the following new standards and amendments to published standards and interpretations to existing standards with effective dates on or prior to 1 January 20142015 which have been adopted by the group for the first time this year. These standards have had no impact on the financial statements.

 

Accounting
Standards
 ImpactDescription Effective period commencing on or after

IAS 32Annual improvement

IFRSs 2010 - 2012

 

Amendment - Offsetting Financial AssetsAnnual improvements to IFRSs 2010-2012 cycle (effective 1 July 2014); and Financial LiabilitiesAnnual improvements to IFRSs 2011- 2013 cycle

 

1 JanuaryJuly 2014

Annual improvement

IFRSs 2011 - 2013

Annual Improvements to IFRSs 2011-2013 Cycle

1 July 2014

IAS 3619

 

Amendment - Recoverable amounts disclosures for non-financial assets– Defined benefit plans: employee contributions

 

1 January 2014

IFRIC 21

Levies

1 JanuaryJuly 2014

Standards effective in future period

Certain new standards, amendments and interpretations to existing standards have been published that are relevant to the group’s activities and are mandatory for the group’s accounting periods beginning after 1 January 20152016 or later periods and which the group has decided not to adopt early. These include:

 

Accounting
Standards
 ImpactEffective period commencing on or after

Annual improvements to IFRSs 2010-2012 cycle (effective July 1, 2014); and Annual improvements to IFRSs 2011 - 2013 cycle (effective July 1, 2014).

IAS 19

Amendment - Defined benefit plans: employee contributions

1 July 2014

IFRS 9

Financial instruments

1 January 2018

IFRS 11

Amendment - Accounting for acquisition of interests in joint operations

1 January 2016

IAS 16 & IAS 38

Amendments - Clarification of acceptable methods of depreciation and amortisation

1 January 2016

IFRS 15

Revenue from contracts with customers

1 January 2017

IAS 27

Amendment – Equity method in separate financial statements

1 January 2016

F - 120


1.

SIGNIFICANT ACCOUNTING POLICIES (continued)

Accounting
Standards
ImpactDescription Effective period commencing on or after

IFRS 10 & IAS 28

9
Financial instruments 

1 January 2018

IFRS 11Amendment – Sale or contributionAccounting for acquisition of assets between an investor and its associate orinterests in joint venture

operations
 

1 January 2016

IAS 1

16 & IAS 38
Amendments - Clarification of acceptable methods of depreciation and amortisation 

1 January 2016

IFRS 15Revenue from contracts with customers

1 January 2018

IAS 27Amendment – Equity method in separate financial statements

1 January 2016

IFRS 16Leases

1 January 2019

IAS 1Amendment – Disclosure initiative

1 January 2016

Annual improvements to IFRSs(2012-2014 (2012 – 2014 cycle)

 

1 January 2016

F - 100


1.

SIGNIFICANT ACCOUNTING POLICIES(CONTINUED)

The group is currently assessing the impact of these standards on the financial statements. At present, no impact is anticipated in respect of the standards and interpretations, given the nature of operations.

ConsolidationCONSOLIDATION

The consolidated financial information includes the financial statements of the company, its subsidiaries and the company’s equity interest in joint ventures using uniform accounting policies for like transactions and other events in similar circumstances.

SubsidiariesSUBSIDIARIES

Subsidiaries are entities over which the group has the power, exposure, or rights, to govern the financial and operating policies of the entity so as to obtain benefitsvariable returns from the activitiesits involvement and the ability to use its power over the investee to affect the amountsamount of the group’s returns andreturns; generally accompanying an interest of more than one-half of the voting rights. Subsidiaries are fully consolidated from the date on which control is transferred to the group. They are deconsolidated from the date on which control ceases. The purchase method of accounting is used to account for the acquisition of subsidiaries by the group. The cost of an acquisition is measured at the fair value of the assets given, equity instruments issued and liabilities incurred or assumed at the date of exchange. Acquisition costs are expensed. Identifiable assets acquired (including mineral property interests)interests and other identifiable intangible assets) and liabilities and contingent liabilities assumed in a business combination are measured initially at their fair values at the acquisition date, irrespective of the extent of any non-controlling interest. The excess of the cost of acquisition over the fair value of the group’s share of the identifiable net assets acquired is recorded as goodwill or other identifiable intangible assets.goodwill. If the cost of acquisition is less than the fair value of the net assets of the subsidiary acquired, the difference is recognised directly in the statement of comprehensive income.

Inter-company transactions, balances and unrealised gains on transactions between group companies are eliminated. Unrealised losses are also eliminated unless the transaction provides evidence of an impairment of the asset transferred. Accounting policies of subsidiaries have been changed where necessary to ensure consistency with the policies adopted by the group.

Joint VenturesJOINT VENTURES

The group holds interests in one joint venture. In a joint venture the parties that have joint control of the arrangement (the joint venturers)venturer) have a right to the net assets of the arrangement. This right is accounted for in the consolidated financial statements using the equity method of accounting.method. Joint control is considered to exist when there is contractual joint control; control being the power to govern the financial and operating policies of an entity so as to obtain benefits from the activities and the ability to use its power over the investee to affect the amounts of the group’s returns by the joint venturers.

InvestmentsExcept for initial recognition under IFRS 11 transition rules, further investments in additional joint ventures are initially recognised at cost. The cost of an acquisition is measured at the fair value of the assets given, equity instruments issued or liabilities incurred or assumed at the date of exchange, plus costs directly attributable to the acquisition. Goodwill on associated companies and joint ventures represents the excess of the cost of acquisition of the associate or joint venture over the group’s share of the fair value of the identifiable net assets of the associate or joint venture and is included in the carrying amount of the investments.

Joint ventures are accounted for using the equity method of accounting. In applying the equity method of accounting, both for existing joint ventures subsequent to the transition date and for any newly acquired joint ventures, the group’s share of its associated companies and joint ventures’ post-acquisition profits or losses are recognised in profit or loss and its share of post-acquisition other comprehensive income is recognised in other comprehensive income. These post-acquisition movements and distributions received from the joint venture companies are adjusted against the carrying amount of the investments. When the group’s share of losses in an associated or Joint Venture Companyjoint venture company equals or

F - 121


exceeds its interest in the associated or joint venture company, including any other unsecured non-current receivables, the group does not recognise further losses, unless it has obligations to make or has made payments on behalf of the associated or Joint Venture Company.joint venture company. Unrealised gains on transactions between the group and its associated and joint venture companies are eliminated to the extent of the group’s interest in the associated and joint venture companies. Unrealised losses are also eliminated unless the transaction provides evidence of an impairment of the asset transferred. Trading receivables and payables with joint ventures are classified within trade and other receivables and payables. The accounting policies of associated and joint venture companies have been changed where necessary to ensure consistency with the accounting policies adopted by the group.

Dividends received are classified as operating cash flows in the consolidated cash flow statement.

F - 101


Segmental ReportingSEGMENTAL REPORTING

An operating segment is a group of assets and operations engaged in performing mining or advanced exploration that are subject to risks and returns that are different from those of other segments. Other parts of the business are aggregated and treated as part of a ‘corporate’‘corporate and exploration’ segment. The group provides segmental information using the same categories of information which the group’s chief operating decision maker utilises. The group’s chief operating decision maker is considered by management to be the board of directors.

The group has only one business segment, being that of gold mining. Segment analysis is based on the mining operations and exploration projects that have a significant amount of capitalised expenditure or other fixed assets.

Foreign Currency TranslationFOREIGN CURRENCY TRANSLATION

Functional and presentation currency

Items included in the financial statements of each of the group’s entities are measured using the currency of the primary economic environment in which the entity operates.operates (the functional currency). The consolidated financial statements are presented in US dollars, which is also the functional currency of the company it’sand its significant subsidiaries and joint ventures.

Transactions and balances

Foreign currency transactions are translated into the relevant functional currency using the exchange rates prevailing at the date of the transactions. Foreign exchange gains and losses resulting from the settlement of such transactions and from the translation at year end exchange rates of monetary assets and liabilities denominated in foreign currencies are recognised in the statement of comprehensive income in other income and other expenses.

Royalties

Royalty arrangements based on mineral production are in place at the operating mine. The primary type of royalty is a net smelter return royalty. Under this type of royalty the group pays the host country’s government an amount calculated as the royalty percentage multiplied by the value of gold production at market gold prices less selling costs. Royalty expense is recorded when revenue from the sale of gold is recognised.

Intangible AssetsINTANGIBLE ASSETS

Mineral properties

Mineral properties acquired are recognised at fair value at the acquisition date. Mineral properties are recognised at fair value if acquired as part of a business combination, whereas they are recognised at cost if acquired as an asset. Mineral properties are tested annually for impairment on the same basis that property, plant and equipment are when there is an indication of impairment. Mineral properties are amortised on a units of production basis from the point at which the mine commences production (refer to ‘depreciation and amortisation’ policy below).

Property, Plant and EquipmentPROPERTY, PLANT AND EQUIPMENT

Long-lived assets and mine development costs

Long-lived assets including development costs and mine plant facilities (such as freehold land, metallurgical plant, tailings facilities,and raw water dams, power plant and mine infrastructure)infrastructure,) are initially recorded at cost.

Development of ore bodies includes the development cost of shaft systems and waste rock removal that allows access to reserves that are economically recoverable in the future.

Cost associated with underground development are capitalised when the works provide access to the ore body, whereas costs associated with ore extraction from operating ore body sections are treated as operating costs.

F - 122


Where relevant the estimated cost of dismantling the asset and remediating the site is included in the cost of property, plant and equipment, subsequently they are measured at cost less accumulated amortisation and impairment.

Development costs consist primarily of direct expenditure incurred to establish or expand productive capacity and are capitalised until commercial levels of production are achieved (refer to ‘commercial production’), after which the costs are amortised.capacity.

Costs are capitalised during the construction of a new mine until commercial levels of production are achieved (refer to ‘commercial production’ below), after which the relevant costs are amortised. Costs are capitalised provided that the project is considered to be commercially, technically and economically viable. Such viability is deemed to be achieved when the group is confident that the project will provide a satisfactory return relative to its perceived risks and is sufficiently certain of economic production. Costs which are necessarily incurred while commissioning new assets, in the period before they are capable of operating in the manner intended by management, are capitalised under ‘Long-lived assets and mine development costs’.

Development costs incurred after the commencement of production are capitalised to the extent they are expected to give rise to a future economic benefit.

F - 102


Commercial production

The group assesses the stage of the mine construction project to determine when a mine moves into the production stage. The criteria used to assess the start date are determined based on the unique nature of the mine construction project.project and include factors such as the complexity of a plant and its location. The group considers various relevant criteria to assess when the mine construction project is substantially complete, ready for its intended use, and moves into production stage. Some of the criteria would include but are not limited to the following:

the level of capital expenditure compared to the construction cost estimates;

completion of a reasonable period of testing of the mine plant and equipment;

the ability to produce gold in saleable form; and

the ability to sustain ongoing commercial levels of gold production

When a mine construction project moves into the production stage, the capitalisation of certain mine construction costs ceases and subsequent costs are either regarded as inventory or expensed, except for capitalisable costs related to subsequent mining asset additions or improvements, underground mine development or ore reserve development.

The commissioning of an underground mine typically occurs in phases, with sections brought into production whilst deeper levels remain under construction. The shared infrastructures, such as declines of shafts, are assessed to determine whether they contribute to the production areas. Where they contribute to production, the attributable costs are transferred to production assets and start to be depreciated. The costs transferred comprise costs directly attributable to producing zones or, where applicable, estimates of the portion of shared infrastructure that are attributed to the producing zones.

Development expenditure approval

Development activities commence after project sanctioning by the appropriate level of management. Judgement is applied by management in determining when a project has reached a stage at which economically recoverable reserves exists such that development may be sanctioned. In exercising this judgement, management is required to make certain estimates and assumptions similar to those described below for capitalised exploration and evaluation expenditure. Any such estimates and assumptions may changes as new information becomes available. If, after having started the development activity, a judgement is made that a development asset is impaired, the appropriate amount will be written off to the statement of comprehensive income.

Stripping costs

In surface mining operations, the group may find it necessary to remove waste materials to gain access to mineral ore deposits prior to and after production commences. This waste removal activity is known as ‘stripping’. Prior to production commencing from a pit, stripping costs are measured internally and capitalised until the point where the overburden has been removed and access to the ore commences. Subsequent to production, waste stripping continues, either as part of ore extraction as a run of mine activity or due to strategic decisions such as pit push-back campaigns. There are two benefits accruing to the group from stripping activity during the production phase: usable ore that can be used to produce inventory and improved access to further quantities of material that will be mined in future periods. Economic ore extracted during this period and subsequently is accounted for as inventory. The production stripping costs relating to improved access to further quantities in future periods are capitalised as a stripping activity asset, if and only if, all of the following are met:

it is probable that the future economic benefit (improved access to the ore body) associated with the stripping activity will flow to the group;

the group can identify the component of the ore body for which access has been improved; and

the costs relating to the stripping activity associated with that component or components can be measured reliably.

In determining the relevant component of the ore body for which access is improved, the group componentises its mine into geographically distinct ore body sections or phases to which the stripping activities being undertaken within that component are allocated. Such phases are determined based on assessment of factors such as geology and mine planning.

F - 123


Once determined that any portion of the production stripping costs should be capitalised, the group typically uses the average stripping ratio of the component or phase of the mine to which the production stripping cost related to determine the amount of the production stripping costs that should be capitalised.

The group depreciates the deferred costs capitalised as stripping assets on a unit of production method, with reference the ex-pit ore production from the relevant ore body component or phase.

F - 103


Short-lived assets

Short-lived assets including non-mining assets are shown at cost less accumulated depreciation and impairment.

Depreciation and amortisation

Long-lived assets include mining properties, such as freehold land, metallurgical plant, tailings facilities,and raw water dams, power plant and mine infrastructure, as well as mine development costs and are depreciated on a unit of production basis.

Depreciation and amortisation are charged over the life of the mine (or over the remaining useful life of the asset, if shorter) based on estimated ore tonnes contained in proven and probable reserves to be extracted using the relevant asset, to reduce the cost to estimated residual values. As an example, the open cast pit is depreciated over proven and probable reserves and tonnes milled from the open cast pit ore body. No future capital expenditure is included in the depreciable value. Proven and probable ore reserves reflect estimated quantities of economically recoverable reserves, which can be recovered in the future from known mineral deposits. Only proven and probable reserves are used in the tonnes milled units of production depreciation calculation. Any changes to the expected life of the mine (or asset) are applied prospectively in calculating depreciation and amortisation charges.

Depreciation of construction and development costs for new mines commences when commercial production is achieved, as detailed above. Underground development costs that are attributable to the commissioned sections as an underground mine are depreciated from the date the development provides access to operational areas and ore extraction begins from those areas. Other assets under construction, such as plant improvement projects, are depreciated from the date they are commissioned, based on assessment by the group’s engineers.

Short-lived assets which include motor vehicles, office equipment and computer equipment are depreciated over estimated useful lives of between two to five years but limited to the remaining mine life. Residual values and useful lives are reviewed, and adjusted if appropriate, at each statement of financial position date.

Changes to the estimated residual values or useful lives are accounted for prospectively. Depreciation starts when the assets are ready and available for use.

Impairment

The carrying amount of the property, plant and equipment and investments in joint ventures of the group is compared to the recoverable amount of the assets whenever events or changes in circumstances indicate that the net book value may not be recoverable. The recoverable amount is the higher of value in use and the fair value less cost to sell. In assessing the value in use, the expected future cash flows from the assets is determined by applying a discount rate to the anticipated risk adjusted future cash flows. The discount rate used is derived from the group’s weighted average cost of capital adjusted for asset specific factors as applicable.

An impairment is recognised in the income statement to the extent that the carrying amount exceeds the assets’ recoverable amount. Only proven and probable reserves are used in the calculations and the models used approved mine plans and exclude capital expenditure which enhance the assets or extractextractable ore tonnes outside of such approved mine plans. An impairment is recognised in the statement of comprehensive income to the extent that the carrying amount exceeds the assets’ recoverable amount. The revised carrying amounts are amortised in line with group accounting policies.

A previously recognised impairment loss is reversed if the recoverable amount increases as a result of a reversal of the conditions that originally resulted in the impairment. This reversal is recognised in the statement of comprehensive income and is limited to the carrying amount that would have been determined, net of depreciation, had no impairment loss been recognised in prior years. Assets are grouped at the lowest levels for which there are separately identifiable cash flows (cash-generating units) for purposes of assessing impairment. The estimates of future discounted cash flows are subject to risks and uncertainties including the future gold price. It is therefore reasonably possible that changes could occur which may affect the recoverability of property, plant and equipment, and investments in joint ventures.

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InventoriesINVENTORIES

Inventories include ore stockpiles, gold in process and doré, and supplies and spares and are stated at the lower of cost or net realisable value. The cost of ore stockpiles and gold produced is determined principally by the weighted average cost method using related production costs. Costs of stockpiles include costs incurred up to the point of stockpiling, such as mining and grade control costs, but exclude future costs of production.

F - 104


Costs of stockpiles include costs incurred up to the point of stockpiling, such as mining and grade control costs, but exclude future costs of production. Ore extracted is allocated to separate stockpiles based on estimated grade, with grades below defined cut-off levels treated as waste and expensed. While held in physically separate stockpiles, the group blends the ore from each stockpile at an individual mine when feeding the processing plant to achieve the resultant gold content. In such circumstances, lower and higher grade ore stockpiles each represent a raw material, used in conjunction with each other, to deliver overall gold production, as supported by the relevant feed plan. At Kibali, fullKibali’s high and medium grade ore stockpile is above 0.64g/1.52g/t and nowith a marginal ore is stockpiled while mining oxide material.cut-off grade of 0.88g/t.

The processing of ore in stockpiles occurs in accordance with the lifeLife of mineMine (LoM) processing plan that has been optimised based on the known mineral reserves, current plant capacity and mine design. Ore tonnes contained in the stockpile which exceeds the annual tonnes to be milled as per the mine plan over the next twelve months, are classified as non-current in the statement of financial position.

Net realisable value of ore stockpiles is determined with reference to estimated contained gold and market gold prices applicable. Ore stockpiles which are blended together or with future ore mined when fed to the plant are assessed as an input to the gold production process to ensure the combined stockpiles are carried at the lower of cost and net realizablerealisable value. Ore stockpiles which are not blended in production are assessed separately to ensure they are carried at the lower of cost and net realizablerealisable value, although no such stockpiles are currently held.

Costs of gold inventories include all costs incurred up until production of an ounce of gold such as milling costs, mining costs and directly attributable mine general and administration costs but exclude transport costs, refining costs and royalties. Net realizablerealisable value is determined with reference to estimated contained gold and market gold prices.

Stores and materials consist of consumable stores and are valued at weighted average cost after appropriate impairment of redundant and slow moving items. Consumable inventorystock for which the group has substantially all the risks and rewards of ownership are brought onto the statement of financial position as current assets.

Interest/Borrowing CostsINTEREST/BORROWING COSTS

Interest is recognised on a time proportion basis, taking into account the principal outstanding and the effective rate over the period to maturity. Borrowing cost is expensed as incurred except to the extent that it relates directly to the construction of property, plant and equipment during the time that is required to complete and prepare the asset for its intended use, when it is capitalised as part of property, plant and equipment. Borrowing cost is capitalised as part of the cost of the asset where it is probable that the asset will result in economic benefit and where the borrowing cost can be measured reliably. No interest or borrowing costs have been capitalised during the year.

Financial InstrumentsROYALTIES

Royalty arrangements based on mineral production are in place at each operating mine. The primary type of royalty is a net smelter return royalty. Under this type of royalty the group pays the holder an amount calculated as the royalty percentage multiplied by the value of gold production at market gold prices less selling costs. A royalty expense is recorded when revenue from the sale of gold is recognised.

FINANCIAL INSTRUMENTS

Financial instruments are measured as set out below. Financial instruments carried on the statement of financial position include 1) cash and cash equivalents, 2) trade and other receivables, 3) trade and other payables, 4) loans and borrowings and 5) available for saleavailable-for-sale financial assets.

1) Cash and cash equivalents

Cash and cash equivalents are carried in the statement of financial position at cost. For the purpose of the cash flow statement, cash and cash equivalents comprise cash on hand, deposits held at call with banks, other short term highly liquid investments with a maturity of three months or less at the date of purchase and bank overdrafts.

2) Trade and other receivables

Trade and other receivables are recognised initially at fair value. There is a rebuttable presumption that the transaction price is fair value unless this could be refuted by reference to market indicators. Subsequently, trade and other receivables are measured at amortised cost using the effective interest method, less provision for impairment. A provision for impairment of trade receivables is established when there is objective evidence that the company will not be able to collect

F - 125


all amounts due according to the original terms of receivables. Significant financial difficulties of the debtor, probability that the debtor will enter bankruptcy or financial reorganisation, and default or delinquency in payments are considered indicators that the trade receivable may be impaired. The amount of the provision is the difference between the asset’s carrying amount and the present value of estimated future cash flows, discounted at the effective interest rate. The amount of the provision is recognised in mining and processing costs in the statement of comprehensive income.

F - 105


3) Trade and other payables

Accounts payable and other short term monetary liabilities, are initially recognised at fair value, which equates to the transaction price, and subsequently carried at amortised cost using the effective interest method.

Loans and4) Borrowings (including bank borrowings (includingwhen applicable, loans from subsidiaries, joint venturesventure partners and minorities)related companies and finance leases)

Borrowings are recognised initially at fair value, net of transaction costs incurred. Borrowings are subsequently stated at amortised cost; any difference between the proceeds (net of transaction costs) and the redemption value is recognised in the statement of comprehensive income over the period of the borrowings using the effective interest method. Borrowings are classified as current liabilities unless the company has an unconditional right to defer settlement of the liability for at least 12 months after the statement of financial position date.

5) Available-for-sale financial assets

Available-for-sale financial assets are non-derivatives that are either designated in this category or not classified in any of the other categories. Available-for-sale financial assets are designated on acquisition. They are normally included in current assets and are carried at fair value. Where a decline in the fair value of an available-for-sale financial asset constitutes objective evidence of impairment, the amount of the loss is recognised in the statement of comprehensive income within other expenses, other movements in fair value are recognised in other reserves within other comprehensive income.

Rehabilitation CostsREHABILITATION COSTS

The net present value of estimated future rehabilitation costs is provided for in the financial statements and capitalized within property, plant and equipment on initial recognition. Rehabilitation will generally occur on closure or after closure of a mine. Initial recognition is at the time of the construction or disturbance occurring and thereafter as and when additional construction or disturbances take place. The estimates are reviewed annually to take into account the effects of inflation and changes in estimated risk adjusted rehabilitation works cost and are discounted using rates that reflect the time value of money. Annual increases in the provision due to the unwinding of the discount are recognized in the statement of comprehensive income as a finance cost. The present value of additional disturbances and changes in the estimate of the rehabilitation liability are recorded to mining assets against an increase/decrease in the rehabilitation provision. The rehabilitation asset is amortized as noted previously. Rehabilitation projects undertaken, included in the estimates, are charged to the provision as incurred. Environmental liabilities, other than rehabilitation costs, which relate to liabilities arising from specific events, are expensed when they are known, probable and may be reasonably estimated.

Environmental liabilities, other than rehabilitation costs, which relate to liabilities arising from specific events, are expensed when they are known, probable and may be reasonably estimated.

ProvisionsPROVISIONS

Provisions are recognised when the company has a present legal or constructive obligation as a result of past events where it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation, and a reliable estimate of the amount of the obligation can be made.

Current TaxCURRENT TAX

Current tax is the tax expected to be payable on the taxable income for the year calculated using rates (and laws) that have been enacted or substantively enacted by the reporting date. It includes adjustments for tax expected to be payable or recoverable in respect of previous periods.

F - 126


Deferred TaxationDEFERRED TAXATION

Deferred tax is provided in full, using the liability method, on temporary differences arising between the tax bases of assets and liabilities and their carrying amounts in the consolidated financial statements. However, if the temporary difference arises from initial recognition of an asset or liability in a transaction other than a business combination that at the time of the transaction affects neither accounting nor taxable profit nor loss, it is not recognised. Deferred tax is determined using tax rates (and laws) that have been enacted or substantively enacted by the statement of financial position date and are expected to apply when the temporary differences reverses. Deferred tax assets are recognised to the extent that it is probable that future taxable profit will be available against which the temporary differences can be utilised. Deferred tax is provided on temporary differences arising on investments in subsidiaries and joint ventures, except where the timing of the reversal of the temporary difference is controlled by the group and it is probable that the temporary difference will not reverse in the foreseeable future.

F - 106


Share CapitalSHARE CAPITAL

Ordinary shares are classified as equity. Incremental costs directly attributable to the issue of new shares or options are shown in equity as a deduction from the proceeds.

LeasesLEASES

As lessee

Determining whether an arrangement is, or contains, a lease is based on the substance of the arrangement and requires an assessment of whether fulfillment of the arrangement is dependent on the use of a specific asset or assets and whether the arrangement conveys a right to use the asset. Leases of plant and equipment where the company assumes a significant portion of risks and rewards of ownership are classified as a finance lease. Finance leases are capitalised at the estimated present value of the underlying lease payments. Each lease payment is allocated between the liability and the finance charges to achieve a constant rate on the finance balance outstanding. The interest portion of the finance payment is charged to the statement of comprehensive income over the lease period. The plant and equipment acquired under the finance lease are depreciated over the useful lives of the assets, or over the lease term if shorter. Leases in which a significant portion of the risks and rewards of ownership are retained by the lessor are classified as operating leases.

Payments made under operating leases are charged to the statement of comprehensive income on a straight-line basis over the period of the lease.

As lessor

Leases in which a significant portion of the risks and rewards of ownership are retained by the lessor are classified as operating leases. Lease income under operating leases is recognised to the statement of comprehensive income on a straight-line basis over the period of the lease.

Where a significant portion of the risks and rewards of ownership are transferred the Group is required to account as though it were acting as a lessor in a finance lease. Hire purchase loans disclosed under receivables represent outstanding amounts due under finance lease arrangements less finance charges allocated to future periods

Revenue RecognitionREVENUE RECOGNITION

The group enters into contracts for the sale of gold. Revenue arising from gold sales under these contracts is recognised when the price is determinable, the product has been delivered in accordance with the terms of the contract, the significant risks and rewards of ownership have been transferred to the customer and collection of the sales price is reasonably assured. These criteria are met when the gold leaves the mines’mines smelt houses.house.

As sales from gold contracts are subject to customer survey adjustment, sales are initially recorded on a provisional basis using the group’s best estimate of the contained metal. Subsequent adjustments are recorded in revenue to take into account final assay and weight certificates from the refinery, if different from the initial certificates. The differences between the estimated and actual contained gold have historically not been significant.

F - 127


Exploration and Evaluation CostsEXPLORATION AND EVALUATION COSTS

The group expenses all exploration and evaluation expenditures until the directors conclude that a future economic benefit is more likely than not of being realised, iei.e. ‘probable’. While the criteria for concluding that expenditure should be capitalised is always probable, the information that the directors use to make that determination depends on the level of exploration.

Exploration and evaluation expenditure on brownfield sites, being those adjacent to mineral deposits which are already being mined or developed, is expensed as incurred until the directors are able to demonstrate that future economic benefits are probable through the completion of a prefeasibility study, after which the expenditure is capitalised as a mine development cost. A ‘prefeasibility study’ consists of a comprehensive study of the viability of a mineral project that has advanced to a stage where the mining method, in the case of underground mining, or the pit configuration, in the case of an open pit, has been established, and which, if an effective method of mineral processing has been determined, includes a financial analysis based on reasonable assumptions of technical, engineering, operating economic factors and the evaluation of other relevant factors. The prefeasibility study, when combined with existing knowledge of the mineral property that is adjacent to mineral deposits that are already being mined or developed, allow the directors to conclude that it is more likely than not that the group will obtain future economic benefit from the expenditures.

F - 107


Exploration and evaluation expenditure on greenfield sites, being those where the group does not have any mineral deposits which are already being mined or developed, is expensed until such time as the directors have sufficient information to determine that future economic benefits are probable, after which the expenditure is capitalised as a mine development cost. The information required by directors is typically a final feasibility study however a prefeasibility study may be deemed to be sufficient where the additional work required to prepare a final feasibility study is not significant or the work done at prefeasibility level clearly demonstrates an economic asset. Exploration and evaluation expenditure relating to extensions of mineral deposits which are already being mined or developed, including expenditure on the definition of mineralisation of such mineral deposits, is capitalised as a mine development cost following the completion of an economic evaluation equivalent to a prefeasibility study. This economic evaluation is distinguished from a prefeasibility study in that some of the information that would normally be determined in a prefeasibility study is instead obtained from the existing mine or development. This information when combined with existing knowledge of the mineral property already being mined or developed allow the directors to conclude that more likely than not the company will obtain future economic benefit from the expenditures. Costs relating to property acquisitions are capitalised within development costs.

 

2.

KEY ACCOUNTING ESTIMATES AND JUDGEMENTS

Some of the accounting policies require the application of significant judgement by management in selecting the appropriate assumptions for calculating financial estimates or determining the appropriate accounting treatment for a transaction.

By their nature, these judgements are subject to an inherent degree of uncertainty and are based on historical experience, terms of existing contracts, management’s view on trends in the gold mining industry and information from outside sources.

The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities are discussed below:

Value Added TaxVALUE ADDED TAX

Included in trade and other receivables is a recoverable value added tax (TVA) balance (including recoverable TVA on fuel duty) of US$137.4 million (2014: US$112.2 millionmillion) (2013: US$81.0 million) (2012: US$47.0 million) (all current) owing by the fiscal authorities in the Democratic Republic of Congo (DRC).

The group continues to seek recovery of TVA in the DRC, in line with the mining code and the carrying value of the receivable has been assessed considering factors such as the level of receipts in the period and to date, relationships and communications with government officials and the tax authority and the limited quantum of disputed submissions. Judgements exist in assessing recovery of these receivables.

F - 128


Carrying Values of Property, Plant and Equipment and Mineral PropertiesCARRYING VALUES OF PROPERTY, PLANT AND EQUIPMENT

The group assesses at each reporting period whether there is any indication that these assets may be impaired. If such indication exists, the group estimates the recoverable amount of the asset. The recoverable amount is assessed by reference to the higher of ‘value in use’ (being the net present value of expected future cash flows of the relevant cash generating unit) and ‘fair value less cost to sell’. The estimates used for impairment reviews are based on detailed mine plans and operating plans. Future cash flows are based on estimates of:

the quantities of the proven and probable reserves being reserves for which there is a high degree of confidence in economic extraction;

future production levels;

future commodity prices; including oil forecast at $60bbl (2014: $100bbl) (2013: $100bbl)

future cash cost of production and capital expenditure associated with extraction of the proven and probable reserves in the approved mine plan;

F - 108


future gold prices – a gold price curve from a leading merchant bank was used for the impairment calculations starting at a US$1 250/150/oz gold price (2014: US$1 250/oz) (2013: US$1 250/oz) and increasing at an average of 1.5% per annum (2014: 3%) (2013: 3%). Beyond the gold curve period provided by the merchant bank, the board have estimated the long termThe gold price increasing at 3%;curve was determined after consideration of a range of forecast techniques and data sources.

a discount rate of 7.3%7.9% pre-tax (2014: 7.3%) (2013: 9.4%).

an inflation rate of 1.5% (2014: 2%) (2013: 2%).

A reduction in forward gold prices in excess of 20%15% is required to give rise to an impairment at the mine. The discount rate would need to increase to 14.1%9.5% to give rise to impairment at the mine. However, having considered such scenarios, the directors remain satisfied that no impairment is appropriate. The model is considered suitably conservative with proven and probable reserves determined based on a US$1 000/oz gold price (2014: US$1 000/oz) (2013: US$1 000/oz).

Capitalisation and DepreciationCAPITALISATION AND DEPRECIATION

There are several methods for calculating depreciation, iei.e. the straight line method, the production method using ounces produced and the production method using tonnes milled. The directors believe that the tonnes milled method is the best indication of plant and infrastructure usage. Refer to note 1 for the depreciation policy. Estimates are required regarding the allocation of assets to relevant proven and probable reserves in the units of production calculations, with assessments involving the group’s mining, capital and geology departments. Proven and probable reserves are used in each depreciation calculation, which is considered to be a suitably conservative measure of the future ore extractable using existing assets. Expenditure incurred to date in underground infrastructure development, is depreciated over the remaining proven and probable reserves of the underground mine, as the infrastructure provides access to the future mining areas.

The group applies judgement in allocating costs between operating and capital items.items in respect of underground mining and in determining the date depreciation commences. Costs are capitalised when the activity provides access to future ore bodies and are expensed as operating costs when the works involve extraction of ore from operational sections of the ore body. The nature of activity is assessed based on information provided by contractors, together with inspections by the group’s mining teams. Direct labour, materials and other costs are specifically allocated based on the activity performed. Indirect costs that attributable to underground works are allocated between capital and operating expenses based on factors such as development versus operating metres.

Additionally, judgement was required when determining the date at which commercial production was achieved and depreciation commenced at Kibali in 2013 and continuing judgementJudgement is required in determining the point at which assets under construction at Kibali such as the sulphide circuit, began commercial production and should be depreciated.

Similarly, Depreciation start dates are determined considering the factors detailed in note 1 and during the year Kibali underground mine assets attributable to production started to be depreciated. Judgement was applied in identifying the costs considered attributable to production. Additionally, given ongoing mine construction and development, judgement was required in allocating costs between operating costs, ore stockpiles and ongoing capital works. Costs have been allocated based on the underlying activity and economic benefits.

Gold Price AssumptionsGOLD PRICE ASSUMPTIONS

The following gold prices were used in the mineral reserves optimisation calculation:

 

  US$/oz   2014     2013     2012  

  Kibali

   1,000     1,000     1,000  
  US$/oz201520142013

  Kibali

1 0001 0001 000

Changes in the gold price used could result in changes in the mineral reserve optimisation calculations. Mine modelling is a complex process and hence it is not feasible to perform sensitivities on gold price assumptions in respect of ore reserves.

F - 129


Determination of Ore ReservesDETERMINATION OF ORE RESERVES

The group estimates its ore reserves and mineral resources based on information compiled by Competent Persons as defined in accordance with the Australasian Code for Reporting of Exploration Results, Mineral Resources and Ore Reserves of December 2012 (the JORC code, 2012 Edition). Reserves determined in this way are used in the calculation of depreciation, amortisation and impairment charges, as well as the assessment of the carrying value of mining assets. There are numerous uncertainties inherent in estimating ore reserves and assumptions that are valid at the time of estimation may change significantly when new information becomes available. Changes in the forecast prices of commodities, exchange rates, production costs or recovery rates may change the economic status of reserves and may, ultimately, result in the reserves being restated.

F - 109


Future Rehabilitation ObligationsFUTURE REHABILITATION OBLIGATIONS

The net present value of current rehabilitation estimates have been discounted to their present value at 2%2.25% per annum (2013: 2.5%(2014: 2.0%) (2012:(2013: 2.5%) being the prevailing risk free interest rates. ExpenditureThe majority of expenditure is expected to be incurred at the end of the mine life. The group undertakes regular assessments by external experts of its mine closure plans, together with assessments by internal staff in the intervening periods, to determine the required rehabilitation works, cost of works and timing of such works. JudgementJudgment is required in determining the appropriate costs, timing of costs, discount rates and inflation. For further information, including the carrying amounts of the liabilities, refer to Note 18. A 1% change in the discount rate on the group’s rehabilitation estimates would result in an impact of US$1.8 million (2014: US$1.6 millionmillion) (2013: US$1.6 million) (2012: US$0.9 million) on the provision for environmental rehabilitation, and an impact of US$0.05 million (2014: US$0.05 million) (2013: US$0.05 million) (2012: Nil) on the statement of comprehensive income.

F - 110


2.

KEY ACCOUNTING ESTIMATES AND JUDGEMENTS

Stockpiles, Gold In Process And Product InventoriesSTOCKPILES, GOLD IN PROCESS AND PRODUCT INVENTORIES

Costs that are incurred in or benefit the productive process are accumulated as stockpiles, gold in process and product inventories. Net realisable value tests are performed at least annually and represent the estimated future sales price of the product based on contained gold and metals prices, less estimated costs to complete production and bring the product to sale. JudgementJudgment is required in assessing whether stockpiles of different grades should be tested individually, or tested as inputs to the gold production process, as detailed in the group’s accounting policy. In the current year, the stockpiles were tested for each individual mine, reflecting the planned blended feed of such stockpiles to the mill on the basis that they are blended together and with future ore mined.

StockpilesStockpile quantities are measured by estimating the number of tonnes added and removed from the stockpile, the number of contained gold ounces based on assay data, and the estimated recovery percentage based on the expected processing method. Stockpile tonnages are verified by periodic surveys. The forecast gold prices and cost escalators were those used in the impairment test detailed above.

Exploration And Evaluation ExpenditureEXPLORATION AND EVALUATION EXPENDITURE

The group has to apply judgement in determining whether exploration and evaluation expenditure should be capitalised or expensed. Management exercises this judgement based on the results of economic evaluations, prefeasibility or feasibility studies. Costs are capitalised where those studies conclude that more likely than not the group will obtain future economic benefit from the expenditures.

 

3.

OTHER INCOME

 

    

31 Dec 2014

$’000

   

31 Dec 2013

$’000

   

31 Dec 2012

$’000

 

From operating activities comprise:

      

Operation of guest house

   24     1,379     286  

Net foreign exchange gains

   377     1,656     -  
  

 

 

 
   401     3,035     286  
  

 

 

 

31 Dec 2015

$’000

31 Dec 2014

$’000

31 Dec 2013

$’000

From operating activities comprise:

Operation of guest house

-241 379

Net foreign exchange gains

1 6573771 656

1 6574013 035

The total other income is not considered to be part of the main revenue generating activities and as such the group presents this income separately from revenue.

 

F - 130


4.

MINING AND PROCESSING COSTS

 

    

31 Dec 2014

$’000

  

31 Dec 2013

$’000

  

31 Dec 2012

$’000

 

Mining and processing costs comprise:

    

Mine production costs (1)

   119,227    22,735    -  

Movement in production inventory and ore stockpiles

   (10,694  (10,596  -  

Depreciation and amortisation

   139,698    14,863    -  

Other mining and processing costs

   164,210    25,883    -  
  

 

 

 
   412,441    52,885    -  
  

 

 

 

  (1)

31 Dec 2015

$’000

31 Dec 2014

$’000

31 Dec 2013

$’000

Comparative figures excluded transportMining and refiningprocessing costs from mine production costs and disclosed such costs separately. Given its immateriality, it has now been included in mine production costs. Transport and refining costs total US$3.3 million for 2014 (2013: US$0.2 million) (2012: US$ 0.0 million) are now included in mine production costs.comprise:

Mine production costs¹

177 467119 22722 735

Movement in production inventory and ore stockpiles

8 234(10 694(10 596

Depreciation and amortisation

192 509139 69814 863

Other mining and processing costs

172 502164 21025 883

 

550 712412 44152 885

F - 111


5.

EXPLORATION AND CORPORATE EXPENDITURE

 

    

31 Dec 2014

$’000

   

31 Dec 2013

$’000

   

31 Dec 2012

$’000

 

Exploration and corporate expenditure comprise:

      

Exploration expenditure

   4,298     3,284     1,632  

Corporate expenditure

   1,851     2,627     3,898  
  

 

 

 
   6,149     5,911     5,530  
  

 

 

 

31 Dec 2015

$’000

31 Dec 2014

$’000

31 Dec 2013

$’000

Exploration and corporate expenditure comprise:

Exploration expenditure

3 1324 2983 284

Corporate expenditure

1 9431 8512 627

Recycling of permanent losses on available-for-sale asset

3 173--

8 2486 1495 911

 

6.

FINANCE INCOME AND COSTS

 

  

31 Dec 2014

$’000

 

31 Dec 2013

$’000

 

31 Dec 2012

$’000

   

31 Dec 2015

$’000

 

31 Dec 2014

$’000

 

31 Dec 2013

$’000

 

Finance income comprise:

        

Bank Interest

   21    42    26     19    21    42  

Interest received – loans and receivables

   4,328    3,924    1,422     4 799    4 328    3 924  
  

 

 

   

 

 

 

Total finance income

   4,349    3,966    1,448     4 818    4 349    3 966  
  

 

 

   

 

 

 

Finance costs comprise:

        

Interest expense on finance lease

   (4,711  (4,495  (1,825   (4 800  (4 711  (4 495

Interest expense on bank borrowings

   (39  (1  (14   (192  (39  (1

Interest capitalised

   -    3,360    1,825     -    -    3 360  

Unwinding of discount on provisions for rehabilitation

   (205  (116  -     (384  (205  (116
  

 

 

   

 

 

 

Total finance costs

   (4,955  (1,252  (14   (5 376  (4 955  (1 252
  

 

 

   

 

 

 

Net finance (costs)/income

   (606  2,714    1,434     (558  (606  2 714  
  

 

 

   

 

 

 

 

7.

INCOME TAXES

 

         

31 Dec 2014

$’000

   

31 Dec 2013

$’000

  

31 Dec 2012

$’000

 

Current taxation

     7,715     121    -  

Deferred taxation

   10     37,323     (4,860  -  
    

 

 

 
     45,038     (4,739  -  
    

 

 

 

31 Dec 2015

$’000

31 Dec 2014

$’000

31 Dec 2013

$’000

Current taxation

8 3777 715121

Deferred taxation

109 46337 323(4 860

17 84045 038(4 739

F - 131


The tax on the group’s profit before tax differs from the theoretical amount that would arise using the statutory tax rate applicable to the group’s operations.

 

  

31 Dec 2014

$’000

 

31 Dec 2013

$’000

 

31 Dec 2012

$’000

   

31 Dec 2015

$’000

 

31 Dec 2014

$’000

 

31 Dec 2013

$’000

 

Profit/(loss) before tax

   204,778    52,828    (3,756

Profit before tax

   155 825    204 778    52 828  

Tax calculated at the DRC effective tax rate of 30%

   61,433    15,848    (1,127   46 748    61 433    15 848  

Reconciling items:

        

Exempt income

   (27,054  (7,903  (3,207   (34 218  (27 054  (7 903

Previous unrecognised losses utilised

   -    (9,294  -     -    -    (9 294

Assessed losses not utilised

   -    -    4,334  

Net capital allowances not deductable

   (6  (3,511  -     (157  (6  (3 511

Other permanent differences

   2,950    -    -     (2 910  2 950    -  

Corporate tax at 1/100 from turnover

   7,715    121    -  

Corporate tax at 1/100 from revenue

   8 377    7 715    121  
  

 

 

   

 

 

 

Taxation charges

   45,038    (4,739  -     17 840    45 038    (4 739
  

 

 

   

 

 

 

The group

F - 112


7.

INCOME TAXES(continued)

Kibali (Jersey) Limited is not subject to an income tax rate in Jersey.Jersey of 0%. In the DRC, the effectiveKibali is subject to corporate tax rate isat 30%. The Kibali operations attract corporation tax in the DRC. Kibali is required to pay a minimum of 1/100 (2014: 1/100) (2013: 1/1000) of the company’s revenue which resulted in a minimum corporate tax of $7.7US$8.4 million (2014: US$7.7 million) (2013: US$0.1 million). Kibali have capital allowances and non-capital tax losses for deduction against future mining income. Kibali (Jersey) Limited’s estimated non-capital tax losses carried forward at 31 December 20142015 amounted to US$293.0million (2014: US$298.5 millionmillion) (2013: US$222.1 million) (2012: US$30.9 million) and capital allowances which have been recognised and not utilised carried forward at 20142015 amounted to US$334.9 million (2014: US$332.4 millionmillion) (2013: US$217.1 million) (2012: US$6.8 million). Refer to note 10 for deferred taxation.

 

8.

PROPERTY, PLANT AND EQUIPMENT

 

    

31 Dec 2014

$’000

  

31 Dec 2013

$’000

  

31 Dec 2012

$’000

 

Mine properties, mine development costs and mine plant facilities and equipment cost

    

Cost

    

Balance at the beginning of the year

   1,584,453    822,297    232,431,431  

Additions

   405,304    762,156    589,866  
  

 

 

 

Balance at the end of the year

   1,989,757    1,584,453    822,297  

Accumulated depreciation

    

Balance at the beginning of the year

   (30,878  (11,500  (4,692

Depreciation charged for the year

   (90,742  (19,378  (6,808
  

 

 

 

Balance at the end of the year

   

 

(121,620

 

 

  

 

(30,878

 

 

  

 

(11,500

 

 

  

 

 

 

Net book value

   1,868,137    1,553,575    810,797  
  

 

 

 

31 Dec 2015

$’000

31 Dec 2014

$’000

31 Dec 2013

$’000

Mine properties, mine development costs and mine plant facilities and equipment cost

Cost

Balance at the beginning of the year

1 989 7571 584 453822 297

Additions

277 097405 304762 156

Balance at the end of the year

2 266 8541 989 7571 584 453

Accumulated depreciation

Balance at the beginning of the year

(121 620(30 878(11 500

Depreciation charged for the year

(132 931(90 742(19 378

Balance at the end of the year

(254 551(121 620(30 878

Net book value

2 012 3031 868 1371 553 575

Long-lived assets and development costs

Included in plant and equipment are long-lived assets and development costs which are amortised on a units of production basis as detailed in note 2 and include mining properties, such as freehold land, metallurgical plant,processing plants, tailings facilities, raw water dams and power plant and mine infrastructure,stations, as well as mine development costs. The net book value of these assets was US$1 793939.6 million at 31 December 20142015 (2014: US$1 793.0 million) (2013: US$1 488488.0 million) (2012:. The value of assets under construction included in plant and equipment that are subsequently not depreciated is US$745454.3 million (2014: US$411.7 million) (2013: US$549.1 million).

Short-lived assets

Included in property, plant and equipment are short-lived assets which are depreciated over a short life which reflects their likely useful economic life and are comprised of motor vehicles, computer equipment, aircrafts and fixtures and fittings. The net book value of these assets was US$5.75.8 million at 31 December 20142015 (2014: US$5.7 million) (2013: US$3.8 million) (2012: US$3.7 million).

F - 132


Rehabilitation asset

A rehabilitation asset has been recognised in the period relating to the rehabilitation liability to the value of US$13.0 million (2014: US$14.0 millionmillion) (2013: US$8.0 million) (2012: US$4.7 million) (refer note 18). Depreciation of the rehabilitation asset began on 1 October 2013 when the group commenced commercial production. The asset is depreciated over the life of the mine on a unit of production basis.

F - 113


8.

PROPERTY, PLANT AND EQUIPMENT(continued)

Leased assets

The net carrying amount of property, plant and equipment includes the following amount in respect of assets held under finance lease (refer note 20):

 

    

31 Dec 2014

$’000

   

31 Dec 2013

$’000

   

31 Dec 2012

$’000

 
      
  

 

 

 

Finance Lease Mining Assets

   56,146     53,960     56,737  
  

 

 

 

31 Dec 2015

$’000

31 Dec 2014

$’000

31 Dec 2013

$’000

Finance Lease Mining Assets

53 90856 14653 960

KAS 1 Limited (KAS) is an asset leasing joint venture in which the group has a 50.1% interest. Together with DTP Terrassement SA, the group provides funding to KAS to buy the assets and in return leases the assets under a finance lease to Kibali, a subsidiary of the group. Refer to notes 11, 20, 26 and 27.

 

9.

MINERAL PROPERTIES

 

    

31 Dec 2014

$’000

  

31 Dec 2013

$’000

  

31 Dec 2012

$’000

 

Cost

    

At the beginning and end of the year

   745,092    745,092    745,092  

Amortisation

    

At the beginning of the year

   (2,164  -    -  

Charge for the year

   (48,956  (2,164  -  
  

 

 

 

At the end of the year

   (51,120  (2,164  -  

Net book value

   693,972    742,928    745,092  
  

 

 

 

31 Dec 2015

$’000

31 Dec 2014

$’000

31 Dec 2013

$’000

Cost

At the beginning and end of the year

745 092745 092745 092

Amortisation

At the beginning of the year

(51 120(2 164-

Charge for the year

(59 578(48 956(2 164

At the end of the year

(110 698(51 120(2 164

Net book value

634 394693 972742 928

Mineral properties represent the fair valueamounts attributable to licence interest on the acquisitionpurchase of Moto Goldmines Limited (“Moto”) in 2009. The balance has been amortised over the life of mine on a unit of production basis since the group commenced commercial production on 1 October 2013.

 

10.

DEFERRED TAXATION

 

    

31 Dec 2014

$’000

  

31 Dec 2013

$’000

  

31 Dec 2012

$’000

 

Deferred taxation is calculated on temporary differences under the liability method using a tax rate of 30% in respect of the DRC operations.

    

The movement on deferred taxation is as follows:

    

At the beginning of the year

   4,860    -    -  

Statement of comprehensive income charge

   (37,323  4,860    -  
  

 

 

 

At the end of the year

   (32,463  4,860    -  
  

 

 

 

Deferred taxation comprise the following:

    

Tax losses carried forward attributable to accelerated capital allowances

   298,543    222,046    -  

Accelerated capital allowances

   (332,415  (217,057  -  

Rehabilitation provision

   1,409    (129  -  
  

 

 

 

Net deferred taxation (liability)/asset

   (32,463  4,860    -  
  

 

 

 

31 Dec 2015

$’000

31 Dec 2014

$’000

31 Dec 2013

$’000

Deferred taxation is calculated on temporary differences under the liability method using a tax rate of 30% in respect of the DRC operations.

The movement on deferred taxation is as follows:

At the beginning of the year

(32 4634 860-

Statement of comprehensive income charge

(9 463(37 3234 860

At the end of the year

(41 926(32 4634 860

Deferred taxation comprise the following:

Tax losses carried forward attributable to accelerated capital allowances

292 981298 543222 046

Accelerated capital allowances

Rehabilitation provision

(334 907(332 415(217 057

Net deferred taxation (liability)/asset

-1 409(129

(41 926(32 4634 860

Deferred tax assets are expected to be utilised against future taxable profits arising within the Kibali (Jersey) Limited group following commencement of commercial production in 2013.

 

F - 133114


11.

TRADE AND OTHER RECEIVABLES

 

    

31 Dec 2014

$’000

   

31 Dec 2013

$’000

   

31 Dec 2012

$’000

 

Advances to contractors

   4,545     24,869     3,821  

Trade receivables

   11,621     17,006     -  

Prepayments and other receivables

   31,716     16,567     21,871  

Loan to SOKIMO (refer note 27)

   14,814     13,696     10,619  

Other loans

   11,140     8,082     -  

TVA receivables

   112,239     80,961     47,030  

Hire purchase loans

   14,155     7,083     8,412  
  

 

 

 
   200,230     168,264     91,753  

Less: Non-current portion

      

Loan to SOKIMO

   14,814     13,696     10,619  

Other loans

   9,151     5,765     -  

Hire purchase loans

   6,935     3,468     5,319  
  

 

 

 
   

 

30,900

 

  

 

   

 

22,929

 

  

 

   

 

15,938

 

  

 

  

 

 

 

Current portion

   169,330     145,335     75,815  
  

 

 

 

31 Dec 2015

$’000

31 Dec 2014

$’000

31 Dec 2013

$’000

Advances to contractors

5 2384 54524 869

Trade receivables

85011 62117 006

Prepayments and other receivables

37 50131 71616 567

Loan to SOKIMO (refer note 27)

16 04614 81413 696

Other loans

5 23111 1408 082

TVA receivables

137 369112 23980 961

Hire purchase loans

11 27714 1557 083

213 512200 230168 264

Less: Non-current portion

Loan to SOKIMO

16 04614 81413 696

Other loans and receivables (including TVA receivable on fuel duty)

10 4459 1515 765

Hire purchase loans

6 2976 9353 468

32 788

30 900

22 929

Current portion

180 724169 330145 335

The fair values of trade and other receivables classified as loans and receivables are approximate to the carrying value.

The classes within trade and other receivables do not contain impaired assets. The credit quality of receivables that are not past due or impaired remains very high. The maximum exposure to credit risk at the reporting date is the fair value of each class of receivable mentioned above. The company does not hold any collateral as security. Refer to note 22 for further information on the concentration of credit risk.

The terms of payment of trade receivables is less than seven days, advances to contractors 30 days and TVA is recoverable over 6the next 12 months. With the exception of TVA receivable on fuel duty which management expect to recover in a period more than 12 months. The group continues to seek recovery of TVA in line with the mining code. Judgement exists in assessing recovery of this amount.

The loan to SOKIMO bears interest at 8%, the loan and interest will be repaid through future dividends.

The hire purchase loans, receivable from a contractor, bear interest at the aggregate of 10% and the Federal Reserve Rate of 0.75%. The hire purchase loans are repayable over 3 years.

The balance of “other loans” includes a loan to Randgold Resources Limited of US$ Nil (2014: US$ 0.1 millionmillion) (2013: US$0.3 million) (2012: US$0.0 million) and a loan to KGL Isiro SARL of US$ Nil million (2014: US$ 2.3 millionmillion) (2013: US$ 0.2 million) (2012: US$ 0.0 million), these loans have no terms of repayment.

All non-current receivables are due after 12 months.

 

12.

INVENTORIES AND ORE STOCKPILES

 

    

31 Dec 2014

$’000

   

31 Dec 2013

$’000

   

31 Dec 2012

$’000

 

Consumables stores

   48,441     33,024     5,735  

Ore stockpiles

   77,398     72,492     -  

Gold in process

   8,487     6,889     -  
  

 

 

 
   134,326     112,405     5,735  

Less: Non-current portion

      

Ore stockpiles

   

 

72,594

 

  

 

   

 

-

 

  

 

   

 

-

 

  

 

  

 

 

 

Current portion

   61,732     112,405     5,735  
  

 

 

 

31 Dec 2015

$’000

31 Dec 2014

$’000

31 Dec 2013

$’000

Consumables stores

45 16748 44133 024

Ore stockpiles

70 87477 39872 492

Gold in process

5 7198 4876 889

121 760134 326112 405

Less: Non-current portion

Ore stockpiles

43 16272 594-

Current portion

78 59861 732112 405

All inventory and ore stockpiles are stated at the lower of cost or net realisable value.

Non-current ore stockpiles reflect ore tonnes not planned to be processed within the next 12 months,months.

 

F - 134115


13.

AVAILABLE-FOR-SALE FINANCIAL ASSET

 

  31 Dec 2014
$’000
 31 Dec 2013
$’000
 31 Dec 2012
$’000
   

31 Dec 2015

$’000

 

31 Dec 2014

$’000

 

31 Dec 2013

$’000

 

Balance at the beginning of the year

   146    945    1,309     74    146    945  

Fair value movement recognised in other comprehensive income

   (11  (755  (393   (20  (11  (755

Exchange differences

   (61  (44  29     (9  (61  (44
  

 

 

   

 

 

 

Balance at the end of the year

   74    146    945     45    74    146  
  

 

 

   

 

 

 

 

14.

CASH AND CASH EQUIVALENTS

 

    31 Dec 2014
$’000
   31 Dec 2013
$’000
   31 Dec 2012
$’000
 

Cash at bank and in hand (excluding Bank overdrafts)

   20,908     4,681     11,913  
  

 

 

 

31 Dec 2015

$’000

31 Dec 2014

$’000

31 Dec 2013

$’000

Cash at bank and in hand (excluding bank overdrafts)

21 37320 9084 681

 

15.

SHARE CAPITAL AND PREMIUM

The total authorised number of ordinary shares is 10,000 (2013:(2014: 10,000) (2012:(2013: 10,000) for the total value of
US$10 000 (2013:(2014: US$10 000) (2012:(2013: US$10 000). All issued shares are fully paid. The total number of issued shares at 31 December 20142015 was 4,620 shares (2014: 4,620) (2013: 4,428) (2012: 2,890).

Randgold Resources Limited (Randgold) and AngloGold Ashanti Limited (AngloGold Ashanti) are joint venture partners and shareholders of Kibali (Jersey) Limited, having acquired all 4,620 outstanding ordinary shares.

Refer to the Statement of Changes in Equity on page 56 for more detail on the annual movement of share capital and share premium.

 

  31 Dec 2014
’000
   31 Dec 2013
’000
   31 Dec 2012
’000
   

31 Dec 2015

$’000

   

31 Dec 2014

$’000

   

31 Dec 2013

$’000

 

Movement in the number of ordinary shares outstanding:

            

Balance at the beginning of the year

   4     3     2     5     4     3  

Shares issued

   1     1     1     -     1     1  
  

 

 

   

 

 

 

Balance at the end of the year

   5     4     3     5     5     4  
  

 

 

   

 

 

 

 

16.

NON-CONTROLLING INTEREST

 

    31 Dec 2014
$’000
   31 Dec 2013
$’000
   31 Dec 2012
$’000
 

Balance at the beginning of the year

   18,274     14,870     15,197  

Non-controlling interest in results of Kibali Goldmines SA

   7,248     3,404     (327
  

 

 

 

Balance at the end of the year

   25,522     18,274     14,870  
  

 

 

 

31 Dec 2015

$’000

31 Dec 2014

$’000

31 Dec 2013

$’000

Balance at the beginning of the year

25 52218 27414 870

Non-controlling interest in results of Kibali Goldmines SA

2 1027 2483 404

Balance at the end of the year

27 62425 52218 274

The non-controlling interest represents the 10% interest SOKIMO has in Kibali which is a subsidiary of Kibali (Jersey) Limited.

 

F - 135116


17.

LOANS AND BORROWINGS

 

  31 Dec 2014
$’000
   31 Dec 2013
$’000
   31 Dec 2012
$’000
   

31 Dec 2015

$’000

   

31 Dec 2014

$’000

   

31 Dec 2013

$’000

 

Non-current

            

Finance lease liability (note 20)

   54,917     53,013     53,182     51 530     54 917     53 013  

Loan – Randgold (note 27)

   216     216     206     217     216     216  

Loan – Société des Mines de Tongon SA (note 27)

   -       178     -       -       -       178  

Loan – Société des Mines de Loulo SA (note 27)

   -       23     -       -       -       23  
  

 

 

   

 

 

 
   55,133     53,430     53,388     51 747     55 133     53 430  

Current

            

Finance lease liability (note 20)

   6,023     4,736     5,912     8 223     6 023     4 736  

Loan – Randgold (note 27)

   1,976     864     6,383     1 585     1 976     864  
  

 

 

   

 

 

 
   7,999     5,600     12,295     9 808     7 999     5 600  
  

 

 

   

 

 

 

Total loans and borrowings

   63,132     59,030     65,683     61 555     63 132     59 030  
  

 

 

   

 

 

 

Finance lease liability

The finance lease liability is due to KAS 1 Limited in respect of the equipment which has been transferred to the group under an instalment sale agreement. The finance lease liability is interest bearing at 8% and is to be reduced by rental payments monthly as agreed in the instalment sale agreement. The finance lease is secured by the leased assets. Refer note 8.

Loan – Randgold

Randgold, a joint venture partner and operator of the Kibali gold mine, incurs management fees and other expenses as part of its role as operator of the mine on behalf of the Kibali (Jersey) Limited group. The loan bears no interest and is repayable on a monthly basis. The non-current portion bears no interest and is due for repayment in greater than one year.

 

18.

PROVISION FOR REHABILITATION

 

  31 Dec 2014
$’000
   31 Dec 2013
$’000
   31 Dec 2012
$’000
   

31 Dec 2015

$’000

 

31 Dec 2014

$’000

   

31 Dec 2013

$’000

 

18. PROVISION FOR REHABILITATION

      

Balance at the beginning of the year

   8,210     4,652     -       15 341    8 210     4 652  

Unwinding of discount

   205     116     -       384    205     116  

Change in estimates

   6,926     3,442     -       (192  6 926     3 442  

New provision raised

   -       -       4,652  
  

 

 

   

 

 

 

Balance at the end of the year

   15,341     8,210     4,652     15 533    15 341     8 210  
  

 

 

   

 

 

 

The provisions for rehabilitation costs include estimates for the effect of inflation and changes in estimates and have been discounted to their present value at 2.25% (2014: 2% (2013: 2.5%) (2012:(2013: 2.5%) per annum, being an estimate equivalent to the risk free rate determined with reference to US government bonds with maturity dates comparable to the estimated rehabilitation of the mines. The estimated cash costs of rehabilitation are risk adjusted. Management have based the provision for environmental rehabilitation on standards set by the World Bank, which require an environmental management plan, an annual environmental report, a closure plan, an up-to-date register of plans of the facility, preservation of public safety on closure, carrying out rehabilitation works and ensuring sufficient funds exist for the closure works. However, it is reasonably possible that the estimate of its ultimate rehabilitation liability could change as a result of changes in regulations or cost estimates. The group is committed to rehabilitation of its property. It makes use of independent environmental consultants for advice and it also uses past experience in similar situations to ensure that the provision for rehabilitation is adequate. The current Life of Mine (LOM) plan envisages the majority of the expected outflow to occur at the end of the LOM which, at the date of these accounts, is 2031 for the Kibali gold mine.

 

F - 136117


19.

TRADE AND OTHER PAYABLES

 

    31 Dec 2014
$’000
   31 Dec 2013
$’000
   31 Dec 2012
$’000
 

Trade payables

   49,053     13,723     12,439  

Payroll and other compensations

   2,075     1,734     1,260  

Accruals and other payables

   60,438     75,669     41,585  
  

 

 

 
   111,566     91,126     55,284  
  

 

 

 

31 Dec 2015

$’000

31 Dec 2014

$’000

31 Dec 2013

$’000

Trade payables

61 19349 05313 723

Payroll and other compensations

2 2402 0751 734

Bank account in overdraft

7 346-  -  

Accruals and other payables

46 30460 43875 669

117 083111 56691 126

Accruals and other payables include retention, in respect of contracts with suppliers, amounts of US$16.0 million (2014: US$18.6 millionmillion) (2013: US$17.1 million) (2012: US$8.6 million).

Trade and other payables are all due within a 120 days.days maximum.

 

20.

LEASES

The finance lease liability recognised is in respect of mining vehicles which have been used in excavation and hauling of waste rock and ore under an instalment sale agreement.

The lease liability is effectively secured as the rights to the leased asset revert to the lessor in the event of default.

 

    31 Dec 2014
$’000
  31 Dec 2013
$’000
  31 Dec 2012
$’000
 

Gross finance lease liabilities – minimum lease payments:

    

No later than 1 year

   10,249    9,176    8,486  

Later than 1 year and no later than 5 years

   40,135    35,968    28,477  

Later than 5 years

   32,531    36,186    47,862  

Future finance charges

   (21,975  (23,581  (25,731
  

 

 

 

Present value of the finance lease liability

   60,940    57,749    59,094  
  

 

 

 

No later than 1 year

   6,023    4,736    5,912  

Later than 1 year and no later than 5 years

   26,390    22,399    19,839  

Later than 5 years

   28,527    30,614    33,343  
  

 

 

 
   60,940    57,749    59,094  
  

 

 

 

31 Dec 2015

$’000

31 Dec 2014

$’000

31 Dec 2013

$’000

Gross finance lease liabilities – minimum lease payments:

No later than 1 year

12 10010 2499 176

Later than 1 year and no later than 5 years

52 96840 13535 968

Later than 5 years

13 38132 53136 186

Future finance charges

(18 696(21 975(23 581

Present value of the finance lease liability

59 75360 94057 749

No later than 1 year

8 2236 0234 736

Later than 1 year and no later than 5 years

38 85826 39022 399

Later than 5 years

12 67228 52730 614

59 75360 94057 749

 

F - 137


21.

SEGMENTAL INFORMATION

Operating segments have been identified on the basis of internal reports about components of the group that are regularly reviewed by the group’s chief operating decision maker. The operating segments included in the internal reports are determined on the basis of their significance to the group. In particular, the operating mine is reported as a separate segment. KAS 1 Limited joint venture is included within the corporate segment. The group’s chief operating decision maker is considered by management to be the board of directors. An analysis of the group’s business segments, excluding intergroup transactions, is set out below. Major customers are not identifiable because all gold is sold to an agent.

            Country of operation  DRC  Jersey         
            $’000  Kibali  Corporate  Intercompany
Eliminations
  Total 

Year ended 31 December 2014

     

Profit and loss

     

Total revenue

   650,283    -    -    650,283  

Mining and processing costs excluding Depreciation (1)

   (272,743  -    -    (272,743

Depreciation and amortisation

   (108,668  (2,270  (28,760  (139,698

Mining and processing costs

   (381,411  (2,270  (28,760  (412,441

Royalties

   (23,321  -    -    (23,321

Exploration and corporate expenditure

   (4,461  (1,720  32    (6,149

Other (expenses)/income

   (4,121  1,133    -    (2,988

Finance costs

   (123,486  -    118,531    (4,955

Finance income

   1,125    14,402    (11,178  4,349  

Profit before income tax

   114,608    11,545    78,625    204,778  

Income tax expense

   (42,132  -    (2,906  (45,038

Net profit

   72,476    11,545    75,719    159,740  

Capital expenditure

   404,630    674    -    405,304  

Total assets

   2,570,317    6,264,762    (5,885,896  2,949,183  

Total liabilities

   (2,516,671  (3,001,045  5,288,588    (229,128

Year ended 31 December 2013

     

Profit and loss

     

Total revenue

   109,229    -    -    109,229  

Mining and processing costs excluding depreciation (1)

   (38,112  -    90    (38,022

Depreciation and amortisation

   (14,670  (193  -    (14,863

Mining and processing costs

   (52,782  (193  90    (52,885

Royalties

   (2,765  -    -    (2,765

Exploration and corporate expenditure

   (3,325  (107,979  105,393    (5,911

Other (expenses)/income

   733    6,298    (4,585  2,446  

Finance costs

   (25,535  (1  24,284    (1,252

Finance income

   931    125,901    (122,866  3,966  

Profit before income tax

   26,486    24,026    2,316    52,828  

Income tax expense

   4,739    -    -    4,739  

Net profit

   31,225    24,026    2,316    57,567  

Capital expenditure

   746,661    1,523    -    748,184  

Total assets

   2,160,846    5,884,188    (5,429,084  2,615,950  

Total liabilities

   (2,179,676  (2,890,543  4,911,732    (158,487

Year ended 31 December 2012

     

Profit and loss

     

Total revenue

   -    -    -    -  

Mining and processing costs excluding depreciation (1)

   -    -    -    -  

Depreciation and amortisation

   (2,213  (10  -    (2,223

Mining and processing costs

   (2,213  (10  -    (2,223

Exploration and corporate expenditure

   (1,395  (1,584  -    (2,979

Other (expenses)/income

   (71  1,009    (926  12  

Finance costs

   (7  (7  -    (14

Finance income

   420    52,279    (51,251  1,448  

Profit/(loss) before income tax

   (3,266  51,687    (52,177  (3,756

Income tax expense

   -    -    -    -  

Net profit/(loss)

   (3,266  51,687    (52,177  (3,756

Capital expenditure

   522,487    84    -    522,571  

Total assets

   1,136,739    4,463,610    (3,906,823  1,693,526  

Total liabilities

   (1,175,613  (2,338,658  3,388,652    (125,619

(1)

Comparative figures excluded transport and refining costs from mine production costs and disclosed such costs separately. Given its immateriality, it has now been included in mine production costs. Transport and refining costs total $3.3 million for 2014 (31 Dec 2013: $0.2 million) are now included in mine production costs.

 

F - 138118


21.

SEGMENTAL INFORMATION (continued)

            Country of operation  DRC  Jersey         
            $’000  Kibali  Corporate  Intercompany
eliminations
  Total 

Year ended 31 December 2015

     

Profit and loss

     

Total revenue

   747 272    -    -    747 272  

Mining and processing costs excluding depreciation

   (358 872  -    669    (358 203

Depreciation and amortisation

   (160 900  (2 055  (29 554  (192 509

Mining and processing costs

   (519 772  (2 055  (28 885  (550 712

Royalties

   (30 196  -    -    (30 196

Exploration and corporate expenditure

   (4 211  (4 037  -    (8 248

Other (expenses)/income

   (2 861  161    967    (1 733

Finance costs

   (149 710  -    144 334    (5 376

Finance income

   1 245    14 750    (11 177  4 818  

Profit before income tax

   41 767    8 819    105 239    155 825  

Income tax expense

   (20 750  -    2 910    (17 840

Net profit

   21 017    8 819    108 149    137 985  

Capital expenditure

   274 952    2 145    -    277 097  

Total assets

   2 713 792    6 572 090    (6 251 120  3 034 762  

Total liabilities

   (2 654 254  (3 197 100  5 607 776    (243 578

Year ended 31 December 2014

     

Profit and loss

     

Total revenue

   650 283    -    -    650 283  

Mining and processing costs excluding depreciation

   (272 743  -    -    (272 743

Depreciation and amortisation

   (108 668  (2 270  (28 760  (139 698

Mining and processing costs

   (381 411  (2 270  (28 760  (412 441

Royalties

   (23 321  -    -    (23 321

Exploration and corporate expenditure

   (4 461  (1 720  32    (6 149

Other (expenses)/income

   (4 121  1 133    -    (2 988

Finance costs

   (123 486  -    118 531    (4 955

Finance income

   1 125    14 402    (11 178  4 349  

Profit before income tax

   114 608    11 545    78 625    204 778  

Income tax expense

   (42 132  -    (2 906  (45 038

Net profit

   72 476    11 545    75 719    159 740  

Capital expenditure

   404 630    674    -    405 304  

Total assets

   2 570 317    6 264 762    (5 885 896  2 949 183  

Total liabilities

   (2 516 671  (3 001 045  5 288 588    (229 128

Year ended 31 December 2013

     

Profit and loss

     

Total revenue

   109 229    -    -    109 229  

Mining and processing costs excluding depreciation

   (38 112  -    90    38 022  

Depreciation and amortisation

   (14 670  (193  -    (14 863

Mining and processing costs

   (52 782  (193  90    (52 885

Royalties

   (2 765  -    -    (2 765

Exploration and corporate expenditure

   (3 325  (107 979  105 393    (5 911

Other (expenses)/income

   733    6 298    (4 585  2 446  

Finance costs

   (25 535  (1  24 284    (1 252

Finance income

   931    125 901    (122 866  3 966  

Profit/(loss) before income tax

   26 486    24 026    2 316    52 828  

Income tax expense

   4 739    -    -    4 739  

Net profit/(loss)

   31 225    24 026    2 316    57 567  

Capital expenditure

   746 661    1 523    -    748 184  

Total assets

   2 160 846    5 884 188    (5 429 084  2 615 950  

Total liabilities

   (2 179 676  (2 890 543  4 911 732    (158 487

F - 119


22.

FINANCIAL RISK MANAGEMENT

In the normal course of its operations, the group is exposed to gold price, currency, interest rate, credit and liquidity risks. In order to manage these risks, the group may enter into transactions which make use of on-balance sheet derivatives, but none were entered into in the current year. The group does not acquire, hold or issue derivatives for trading purposes. The group has developed a risk management process to facilitate, control and monitor these risks.

  Foreign exchange and commodity price risk

In the normal course of business, the group enters into transactions denominated in foreign currencies (primarily Euro, British pound, South African rand, Communauté Financière Africaine francCongolese Franc and Australian dollar). As a result, the group is subject to exposure from fluctuations in foreign currency exchange rates. In general, the group does not enter into derivatives to manage these currency risks and none existed in 2015, 2014 2013 or 2012.2013. Generally, the group does not hedge its exposure to gold price fluctuation risk and gold was sold at market spot prices in 2015, 2014 2013 and 2012.2013. Gold sales are made in US dollars and do not expose the group to any currency fluctuation risk. The group is also exposed to fluctuations in the price of consumables, such as fuel, steel, rubber, cyanide and lime, mainly due to changes in the price of oil, as well as fluctuations in exchange rates.

 

  31 Dec 2014
$’000
 31 Dec 2013
$’000
 31 Dec 2012
$’000
   

31 Dec 2015

$’000

 

31 Dec 2014

$’000

 

31 Dec 2013

$’000

 

Level of exposure of foreign currency risk carrying value of foreign currency balances.

    

Cash and cash equivalents includes balances denominated in:

    

• Communauté Financière Africaine (CFA) franc

   11    71    3  

Level of exposure of foreign currency risk carrying value of foreign currency balances.

Cash and cash equivalents includes balances denominated in:

    

• Congolese Franc (CDF)

   71    11    71  

• Euro (EUR)

   95    71    410     47    95    71  

• South African rand (ZAR)

   22    217    166     17    22    217  

• British pound (GBP)

   3    82    1     4    3    82  

• Australian Dollar (AUD)

   397    407    464     363    397    407  

Trade and other receivables includes balances denominated in:

        

• Communauté Financière Africaine (CFA) franc

   217    -    37  

• Congolese Franc (CDF)

   -    217    -  

• Euro (EUR)

   340    -    49     306    340    -  

• South African rand (ZAR)

   50    3,997    5,964     298    50    3 997  

• British pound (GBP)

   4    -    74     1    4    -  

• Australian Dollar (AUD)

   29    34    33     -    29    34  

Trade and other payables includes balances denominated in:

        

• Euro (EUR)

   (840  (2,628  (7,343   (772  (840  (2 628

• South African rand (ZAR)

   (6,080  (7,486  (9,042   (2 567  (6 080  (7 486

• British pound (GBP)

   (342  (125  (300   (3  (342  (125

• Australian Dollar (AUD)

   (99  (454  (856   (191  (99  (454

The group’s exposure to foreign currency arises where a company holds monetary assets and liabilities denominated in a currency different to the functional currency of the holder of the instrument which is the US dollar. The following table shows the impact of a 10% change in the US dollar on profit and equity arising as a result of the revaluation of the group’s foreign currency financial instruments. Exposure to CFA, AUD and GBP has not been sensitized as their values are immaterial.trivial.

    Closing
exchange rate
   

Effect of 10%

strengthening of US$

on net earnings and equity

 

At 31 December 2014

    

•   Australian Dollar (AUD)

   1.22578     (3

•   Euro (EUR)

   0.82262     (376

•   South African rand (ZAR)

   11.6017     (703

At 31 December 2013

    

•   Australian Dollar (AUD)

   1.1260     (1

•   Euro (EUR)

   0.7255     (256

•   South African rand (ZAR)

   10.466     (327

At 31 December 2012

    

•   Australian Dollar (AUD)

   0.9642     (36

•   Euro (EUR)

   0.7567     (688

•   South African rand (ZAR)

   8.4875     (291

 

F - 139120


22.

FINANCIAL RISK MANAGEMENT(continued)

    Closing
exchange rate
   Effect of 10%
strengthening of US$’000
on net earnings and equity
 

At 31 December 2015

    

•   Euro (EUR)

   0.91525     (47

•   South African rand (ZAR)

   15.45369     (204

At 31 December 2014

    

•   Euro (EUR)

   0.82262     (376

•   South African rand (ZAR)

   11.6017     (703

At 31 December 2013

    

•   Euro (EUR)

   0.7255     (256

•   South African rand (ZAR)

   10.466     (327

The sensitivities are based on financial assets and liabilities held at 31 December where balances were not denominated in the functional currency of the group. The sensitivities do not take into account the group’s income and costs and the results of the sensitivities could change due to other factors such as changes in the value of financial assets and liabilities as a result of non-foreign exchange influenced factors.

Interest rate and liquidity risk

Fluctuations in interest rates impact on the value of short term cash investments, interest receivable on hire purchase loans and interest payable on financing activities, giving rise to interest rate risk. In the ordinary course of business, the group receives cash funding from their joint venture partners, Randgold and AngloGold Ashanti in the proportion to their respective percentage interests. The group received cash from its operations from the last quarter in 2013, following the commencement of production at the Kibali gold mine. The group is required to fundfunds working capital and capital expenditure requirements with the funding andoperating cash received.flow. The drawdowns of any funds are subject to the approval of the Annual budget and Business plan by the board of directors.

The group has in the past been able to actively source financing through shareholder loans and third party loans. The finance lease entered into bears a fixed rate of interest.

The group is able to actively source financing at competitive rates. The counterparts are financial and banking institutions of good credit standing. The directors believe that the working capital resources, by way of internal sources and banking facilities, are sufficient to the group’s currently foreseeable future business requirements.

 

    

Amount

US$000

   

Effective rate
for the year

%

 

Cash and cash equivalents:

    

All less than 90 days

   20,908     0.10  
Amount
$’000
Effective rate
for year %

Cash and cash equivalents:

All less than 90 days

21 3730.09

Concentration of credit risk

The group’s cash balances do not give rise to a concentration of credit risk because it deals with a variety of major financial institutions. Its receivables are regularly monitored and assessed. Receivables are impaired when it is probable that amounts outstanding are not recoverable as set out in the accounting policy note for receivables. Gold bullion, the group’s principal product, is produced in the DRC. The gold produced is sold to the largest accredited gold refinery in the world. Credit risk is further managed by regularly reviewing the financial statements of the refinery. The group is further not exposed to significant credit risk on gold sales, as cash is received within a few days of the sale taking place. While not a financial asset for IFRS 7, included in receivables is a TVA balance of US$ 137 million (2014: US$112 million (2013:million; 2013: US$81 million; 2012: US$47 million) (refer note 11) that was past due but not impaired, given the receipts obtained during the year.year and assessments set out in note 2. This can hold some credit risk for the group.

F - 121


22.

FINANCIAL RISK MANAGEMENT(continued)

Capital risk management

The group’s objectives when managing capital are to safeguard its ability to continue as a going concern in order to provide future returns for shareholders and benefits for other stakeholders and to maintain an optimal capital structure to reduce the cost of capital. In order to maintain or adjust the capital structure, the group issue new shares (by way of funding from the joint venture partners) or will make use of internal loans. Consistent with others in the industry, the group monitors capital on the basis of the gearing ratio. This ratio is calculated as net debt (net cash) divided by total capital. Net debt is calculated as total borrowings (including borrowings and trade and other payables, as shown in the statement of financial position) less cash and cash equivalents. Total capital is calculated as equity, as shown in the statement of financial position, plus net debt.

 

  31 Dec 2014
$’000
 31 Dec 2013
$’000
 31 Dec 2012
$’000
   

31 Dec 2015

$’000

 

31 Dec 2014

$’000

 

31 Dec 2013

$’000

 

Capital risk management

        

Total borrowings (note 17 and 19)

   174,698    150,156    120,967     178 638    174 698    150 156  

Less: cash and cash equivalents (note 14)

   (20,908  (4,681  (11,913   (21 373  (20 908  (4 681

Net debt

   153,790    145,475    109,054     157 265    153 790    145 475  

Total equity

   2,720,055    2,457,463    1,567,907     2 791 184    2 720 055    2 457 463  

Total capital

   2,873,845    2,602,938    1,676,961     2 948 449    2 873 845    2 602 938  

Gearing ratio

   6  6  7   5  5  6

 

F - 140


    

Maturity analysis

The following table analyses the group’s financial liabilities into the relevant maturity groupings based on the remaining period from the Statement of Financial Position to the contractual maturity date.

 

    Trade and
other
payables
   Borrowings   Expected
Future
interest
payments
 

At 31 December 2014

      

Financial liabilities

      

Within 1 year in demand

   111,566     6,023     4,531  

Later than 1 year and no later than 5 years

   -     26,390     13,325  

After 5 years

   -     28,527     4,119  

Total

   111,566     60,940     21,975  

At 31 December 2013

      

Financial liabilities

      

Within 1 year in demand

   91,126     5,600     4,440  

Later than 1 year and no later than 5 years

   -     22,816     13,569  

After 5 years

   -     30,614     5,572  

Total

   91,126     59,030     23,581  

At 31 December 2012

      

Financial liabilities

      

Within 1 year in demand

   55,284     17,876     2,574  

Later than 1 year and no later than 5 years

   -     19,839     8,638  

After 5 years

   -     33,549     14,519  

Total

   55,284     71,264     25,731  
Trade and
other
payables
BorrowingsExpected
future
interest
payments

At 31 December 2015

Financial liabilities

Within 1 year in demand

117 0839 8082 461

Later than 1 year and no later than 5 years

-39 07512 430

After 5 years

-12 6723 805

Total

117 08361 55518 696

At 31 December 2014

Financial liabilities

Within 1 year in demand

111 5667 9994 531

Later than 1 year and no later than 5 years

-26 60613 325

After 5 years

-28 5274 119

Total

111 56663 13221 975

At 31 December 2013

Financial liabilities

Within 1 year in demand

91 1265 6004 440

Later than 1 year and no later than 5 years

-22 81613 569

After 5 years

-30 6145 572

Total

91 12659 03023 581

 

F - 122


23.

FAIR VALUE OF FINANCIAL INSTRUMENTS

The following table shows the carrying amounts and the fair values of the group’s financial instruments outstanding at 31 December 2015, 2014 2013 and 2012.2013. The fair value of a financial instrument is defined as the amount at which the instrument could be exchanged in a current transaction between willing parties, other than in a forced or liquidation sale.

 

  Carrying
amount
   Fair value   Carrying
amount
   Fair value 

As at 31 December 2015

      

Categorised as level 1¹

      

Available-for-sale financial asset

  Available for sale   45     45  

As at 31 December 2014

            

Categorised as level 1 (1)

      

Categorised as level 1¹

      

Available-for-sale financial asset

  Available for sale   74     74    Available for sale   74     74  

As at 31 December 2013

      

As at 31 December 2013

      

Categorised as level 1 (1)

      

Categorised as level 1¹

      

Available-for-sale financial asset

  Available for sale   146     146    Available for sale   146     146  

As at 31 December 2012

      

Categorised as level 1(1)

      

Available-for-sale financial asset

  Available for sale   945     945  

No derivative financial instruments currently exist.

 

 (1)¹Level

Level 1: fair values are derived from quoted market prices for identical assets from an active market for which an entity has immediate access.

 

    

Estimation of fair values

Trade and other receivables, trade and other payables, cash and cash equivalents, bank overdrafts, loans to and from related parties

The carrying amounts are a reasonable estimate of the fair values because of the short maturity of such instruments or their interest bearing nature.

F - 141


Long term and short term borrowings

The carrying amount is a reasonable estimate of the fair value because of the short maturity of such instruments, interest bearing nature and other terms of the agreement.

 

24.

CASH FLOW FROM OPERATING ACTIVITIES

 

  31 Dec 2014
$’000
 31 Dec 2013
$’000
 31 Dec 2012
$’000
   

31 Dec 2015

$’000

 

31 Dec 2014

$’000

 

31 Dec 2013

$’000

 

Profit/(loss) before income taxation

   204,778    52,828    (3,756

Profit before income taxation

   155 825    204 778    52 828  

Adjustments for:

        

Interest received

   (4,349  (3,966  (1,448   (4 818  (4 349  (3 966

Finance cost

   4,750    1,136    14     4 992    4 750    1 136  

Share of profits of equity accounted joint venture

   (155  (136  (54   (268  (155  (136

Depreciation and amortisation

   139,698    21,542    6,808     192 509    139 698    21 542  

Capitalised depreciation

   -    (6,679  (4,587   -    -    (6 679

Recycling of permanent losses on available-for-sale asset

   3 144    -    -  

Unwinding of rehabilitation provision

   205    116    -     384    205    116  
  

 

 

   

 

 

 
   344,927    64,841    (3,023   351 768    344 927    64 841  

Effects of changes in operating working capital items

        

- Receivables

   (30,848  (74,830  (76,770   (7 112  (30 848  (74 830

- Inventories

   (21,920  (106,670  (5,023   12 565    (21 920  (106 670

- Trade and other payables

   37,485    45,434    43,987     19 783    37 485    45 434  
  

 

 

   

 

 

 

Cash generated from/(used in) operations

   329,644    (71,225  (40,829   377 004    329 644    (71 225
  

 

 

   

 

 

 

Non-cash items include a finance lease liability movement of US$1.2 million (2014: US$3.2 millionmillion) (2013: US$4.7 million) (2012: US$59.1 million), finance lease assets movement of US$4.3 million (2014: US$8.2 millionmillion) (2013: US$4.3 million) (2012: US$58.1 million) and changes in rehabilitation provision estimates of US$7.10.0 million (2013: US$7.1 million) (2013: US$3.4 million) (2012: US$4.7 million).

 

F - 123


25.

COMMITMENTS AND CONTINGENT LIABILITIES

 

    31 Dec 2014
$’000
   31 Dec 2013
$’000
   31 Dec 2012
$’000
 

Capital expenditure contracted for at statement of financial position date but not yet incurred is:

      
  

 

 

 

Property, plant and equipment

   35,872     32,931     241,801  
  

 

 

 

31 Dec 2015

$’000

31 Dec 2014

$’000

31 Dec 2013

$’000

Capital expenditure contracted for at statement of financial position date but not yet incurred is:

Property, plant and equipment

27 38535 87232 931

 

F - 142


26.

INVESTMENT IN JOINT VENTURE

Set out below is the summarised financial information for KAS 1 Limited which is accounted for using the equity method (amounts stated at 100% before intercompany eliminations).

    31 Dec 2014
$’000
  31 Dec 2013
$’000
  31 Dec 2012
$’000
 

Set out below is the summarised financial information for KAS 1 Limited which is accounted for using the equity method (amounts stated at 100% before intercompany eliminations)

    

Summarised statement of financial position

    

Current

     -  

Cash and cash equivalents

   789    5,512   

Other current assets (excluding cash)

   2,128    3,163    -  

Total current assets

   2,917    8,675    -  

Financial liabilities (excluding trade payables)

   -    -    -  

Other current liabilities (including trade payables

   (2,452  (15,445  (1,880

Total current liabilities

   (2,452  (15,445  (1,880

Non-current

    

Assets

   61,715    58,184    51,880  

Financial liabilities

   (62,140  (51,383  (49,893

Other liabilities

   -    -    -  

Total non-current liabilities

   (62,140  (51,383  (49,893

Net assets

   40    30    107  

Summarised statement of comprehensive income

    

Operating loss

   -    -    (5

Depreciation and amortisation

   -    -    -  

Interest income

   4,733    4,500    1,800  

Interest expense

   (4,423  (4,227  (1,688

Profit before tax

   310    273    107  

Income tax

   -    -    -  

Post-tax profit

   310    273    107  

Other comprehensive income

   -    -    -  

Total comprehensive income

   310    273    107  

Dividends received from joint venture

   300    350    -  

Reconciliation of the summarised financial information presented to the carrying amount of the group’s interest in KAS 1 Limited joint venture

    

Income tax

   -    -    -  

Opening net assets 1 January

   30    107    -  

Profit for the period

   310    273    107  

Dividends received

   (300  (350  -  

Closing Net assets

   40    30    107  

Interest in joint venture at 50.1%

   20    15    54  

Funding classified as long term debt by joint venture recorded in ‘other investments in joint ventures’

   31,516    29,076    27,237  

Carrying value

   31,536    29,091    27,291  

    

31 Dec 2015

$’000

  

31 Dec 2014

$’000

  

31 Dec 2013

$’000

 

Summarised statement of financial position

    

Current assets

    

Cash and cash equivalents

   1 222    789    5 512  

Other current assets (excluding cash)

   10 584    8 151    7 899  

Total current assets

   11 806    8 940    13 411  

Other current liabilities (including trade payables)

   (1 653  (2 452  (15 445

Total current liabilities

   (1 653  (2 452  (15 445

Non-current

    

Assets

   51 718    55 692    53 447  

Financial liabilities

   (61 295  (62 140  (51 383

Net assets

   576    40    30  

Summarised statement of comprehensive income

    

Operating profit

   234    -    -  

Interest income

   4 802    4 733    4 500  

Interest expense

   (4 500  (4 423  (4 227

Profit and total comprehensive income for the period

   536    310    273  

Dividends received from joint venture

   -    300    350  

Reconciliation of the summarised financial information presented to the carrying amount of the group’s interest in KAS joint venture

    

Opening net assets 1 January

   40    30    107  

Profit for the period

   536    310    273  

Dividends received

   -    (300  (350

Closing Net assets

   576    40    30  

Interest in joint venture at 50.1%

   289    20    15  

Funding classified as long term debt by joint venture recorded in ‘other investments in joint ventures’

   31 086    31 516    29 076  

Carrying value

   31 375    31 536    29 091  

The loan to KAS bears interest at 8% and has no fixed repayment terms. Joint control is provided through a joint venture agreement.

 

F - 143124


27.

RELATED PARTIES AND RELATED PARTY TRANSACTIONS

 

Related parties

  

Nature of relationship

Randgold

  

Ultimate Joint Venture partner

AngloGold Ashanti

  

Ultimate Joint Venture partner

AngloGold Ashanti Holdings plc

  

Joint Venture partner

Randgold Resources (Kibali) Limited

  

Joint Venture partner

Randgold Resources Congo SPRL

  

Entity under common control (subsidiary of Randgold)

Société des Mines de Loulo SA

  

Entity under common control (subsidiary of Randgold)

Société des Mines de Tongon SA

  

Entity under common control (subsidiary of Randgold)

Rand Refinery (Pty) Limited

  

Associate of AngloGold Ashanti

SOKIMO

  

Government interest in Kibali

KAS 1 Limited

  

Joint Venture

Isiro (Jersey) Limited

  

Joint Venture of Randgold

KGL Isiro SARL

  

Subsidiary of Isiro (Jersey) Limited

 

  

31 Dec 2014

$’000

 

31 Dec 2013

$’000

 31 Dec 2012
$’000
   

31 Dec 2015

$’000

 

31 Dec 2014

$’000

 

31 Dec 2013

$’000

 

Related party transactions

        

Management fee paid to Randgold

   4,232    4,172    4,116     4 265    4 232    4 172  

Gold sales to Rand Refinery (Pty) Limited

   650,283    109,229    -     747 272    650 283    109 229  

Interest received from SOKIMO

   1,118    925    416     1 232    1 118    925  

Shareholders interest received from KAS 1 Limited

   2,222    2,113    845  

Shareholders interest received from KAS

   2 254    2 222    2 113  

Interest incurred to KAS 1 Limited on the finance lease liability

    

Interest incurred to KAS on the finance lease liability

   4 800    4 711    4 495  

Amounts included in trade and other receivables owing by related parties

   4,711    4,495    1,825      

Rand Refinery (Pty) Limited

   11,621    17,006    -     850    11 621    17 006  

Loan to SOKIMO

   14,814    13,696    10,619     16 046    14 814    13 696  

Loan to Randgold Resources Congo SPRL

   340    -    -     -    340    -  

Loan to Randgold

   137    267    -     -    137    267  

Loan to KGL Isiro SARL

   2,316    214    -     21    2 316    214  

Loan to Société des Mines de Loulo SA

Loan from Société des Mines de Tongon SA

   3    -    -  

Loan to Société des Mines de Tongon SA

   3    -    -  

Loan to Société des Mines de Gounkoto SA

   32    -    -  

Amounts included in other investment in joint venture owing by related parties

        

Loan to KAS 1 Limited

   31,516    29,076    27,237  

Loan to KAS

   31 086    31 516    29 076  

Amounts included in loans and borrowings owing from related parties

        

Loan from Randgold

   (2,192  (1,080  (6,589   (1 802  (2 192  (1 080

Finance lease liability with KAS 1 Limited

   (60,940  (57,749  (59,094

Finance lease liability with KAS

   (59 753  (60 940  (57 749

Loan from Société des Mines de Loulo SA

   -    (23  -     -    -    (23

Loan from Société des Mines de Tongon SA

   -    (178  -     -    -    (178

SOKIMO has a 10% interest in Kibali, a subsidiary of the group.

It is the obligation of the joint venture parties, Randgold and AngloGold Ashanti, (joint venture partners) to fund Kibali for operating costs, capital costs and other costs in proportion to their respective percentage interests in Kibali. These costs are in accordance with the Kibali Joint Venture Agreement.

The finance lease liability due to KAS 1 Limited is in respect of the equipment which has been transferred to the group under an instalment sale agreement. Kibali (Jersey) Limited has a 50.1% shareholding in KAS 1 Limited.KAS.

Refer to notes 11 and 17 for the details of loans to and from related parties.

 

F - 144125


28.

SUBSIDIARIES AND TRANSACTIONS WITH NON-CONTROLLING INTERESTS

The consolidated financial statements include the accounts of the company and all of its subsidiaries and jointly controlled entities at 31 December 2014.2015. There has been no change from the prior financial year ended 31 December 2013 (2012:2014 (2013: none). The parent company, the principal subsidiaries and their interests are:

 

        % of interest Country of
incorporation and
residence

Company

  Kibali (Jersey) Ltd   Jersey

Subsidiary

  Moto Goldmines Ltd  100% Canada

Subsidiary

  Border Energy (Pty) Ltd  100% Australia

Subsidiary

  Border Energy East Africa (Pty) Ltd  100% Uganda

Subsidiary

  Moto (Jersey) 1 Ltd100%Jersey

Subsidiary

Moto (Jersey) 2 Ltd  100% Jersey

Subsidiary

  Kibali 2 (Jersey) Ltd  100% Jersey

Subsidiary

  Kibali Coöperatief U.A  100% Netherland

Subsidiary

  0858065 B.C. Limited  100% Jersey

Subsidiary

  Moto Goldmines Australia Pty Ltd  100% Australia

Subsidiary

  Kibali Goldmines SA  90% DRC

Jointly controlled entity

  KAS 1 Limited  50.1% Jersey

 

29.

SUBSEQUENT EVENTS

No significant subsequent events requiring disclosure or adjustment occurred.

 

30.

OTHER INFORMATION

The company is a private company limited by shares, incorporated in Jersey with a registered office, 3rd Floor, Unity Chambers, 28 Halkett Street, St Helier, Jersey, JE2 4WJ, Channel Islands. The company’s principle activity is the operation of the Kibali gold mine in the DRC.

 

F - 145126


SIGNATURES

The registrant hereby certifies that it meets all of the requirements for filing on Form 20-F and that it has duly caused and authorised the undersigned to sign this annual report on its behalf.

ANGLOGOLD ASHANTI LIMITED

/s/ Kandimathie Christine Ramon

 

/s/ Kandimathie Christine Ramon

Name

  

:

  

Kandimathie Christine Ramon

Title

  

:

  

Chief Financial Officer

Date

  

:

  

02 April 201531 March 2016

E-1


Exhibits to Form 20-F

 

Exhibit Number

  

Description

  

Remarks

Exhibit 19.1

  

Memorandum of Incorporation of AngloGold Ashanti Limited as amended and in effect on 146 May 20142015

  

Incorporated by reference to AngloGold Ashanti’sAshanti Limited’s report on Form 6-K
(No. 001-14846) furnished to the Securities and Exchange Commission on 30 March8 July 2015

Exhibit 19.2.1

  

Indenture for guaranteed debt securities among AngloGold Ashanti Holdings plc, as issuer, AngloGold Ashanti Limited, as guarantor, and The Bank of New York Mellon, as trustee, dated as of 28 April 2010

  

Incorporated by reference to Exhibit 4.2 to AngloGold Ashanti’sAshanti Limited and AngloGold Ashanti Holdings plc’s Registration Statement on Form F-3 (No. 333-182712)(Nos. 333-182712 and
333-182712-02) filed 17with the Securities and Exchange Commission17 July 2012

Exhibit 19.2.2

  

Form of 5.375% Notes due 2020 and related Guarantee

  

Incorporated by reference to Exhibit 99(C) to AngloGold Ashanti Limited and AngloGold Ashanti Holdings plc’s Registration StatementsStatement on Form 8-A (Nos. 001-14846 and
001-34725) filed with the Securities and Exchange Commission on 28 April 2010

Exhibit 19.2.3

  

Form of 6.50% Notes due 2040 and related Guarantee

  

Incorporated by reference to Exhibit 99(C) to AngloGold Ashanti Limited and AngloGold Ashanti Holdings plc’s Registration StatementsStatement on Form 8-A (Nos. 001-14846 and
001-34725) filed with the Securities and Exchange Commission on 28 April 2010

Exhibit 19.2.4

  

Form of 5.125% Notes due 2022 and related Guarantee

  

Incorporated by reference to Exhibit 4.1 to AngloGold Ashanti’sAshanti Limited’s report on
Form 6-K (No. 001-14846) furnished to the Securities and Exchange Commission on
30 July 2012

Exhibit 19.2.5

  

Form of 8.500% Notes due 2020 and related Guarantee

  

Incorporated by reference to Exhibit 4.1 to AngloGold Ashanti’sAshanti Limited’s report on
Form 6-K (No. 001-14846) furnished to the Securities and Exchange Commission on
30 July 2013

Exhibit 19.4.1.1

  

AngloGold Limited Share Incentive Scheme in effect 4 April 2003

  

Incorporated by reference to Exhibit 19.4(c) of AngloGold’sAngloGold Ashanti Limited’s annual report on Form 20-F (No. 001-14846) filed with the Securities and Exchange Commission on
28 June 2002

Exhibit Number

Description

Remarks

Exhibit 19.4.1.2

  

Bonus Share Plan as amended on
27 March 2013

  

Incorporated by reference to AngloGold Ashanti’sAshanti Limited’s report on Form 6-K
(No. 001-14846) furnished to the Securities and Exchange Commission on 10 April 2013

Exhibit 19.4.1.3

  

Long-Term Incentive Plan as amended on 27 March 2013

  

Incorporated by reference to AngloGold Ashanti’sAshanti Limited’s report on Form 6-K
(No. 001-14846) furnished to the Securities and Exchange Commission on 10 April 2013

E-2


Exhibit Number

Description

Remarks

Exhibit 19.4.4

  

Syndicated Loan Facility Agreement dated 17 July 2014, by and among AngloGold Ashanti Holdings plc and AngloGold Ashanti USA Incorporated, as borrowers, AngloGold Ashanti Limited, AngloGold Ashanti plc and AngloGold Ashanti USA Incorporated, as guarantors, The Bank of Nova Scotia as facility agent and the financial institutions party thereto as lenders

  

Incorporated by reference to AngloGold Ashanti’sAshanti Limited’s report on Form 6-K
(No. 001-14846) furnished to the Securities and Exchange Commission on 25 August 2014.2014

Exhibit 19.4.4.1

  

Syndicated Loan Facility Agreement dated 25 July 2014 by AngloGold Ashanti Australia Limited, as borrower and AngloGold Ashanti Limited and AngloGold Ashanti Holdings plc, as guarantors, The Commonwealth Bank of Australia as agent and the financial institutions party thereto as lenders

  

Incorporated by reference to AngloGold Ashanti’sAshanti Limited’s report on Form 6-K
(No. 001-14846) furnished to the Securities and Exchange Commission on 10 September 2014.2014

Exhibit 19.4.4.2

  

ZAR Revolving Credit Agreement dated 3 December 2013 and amended 9 September 2014 with AngloGold Ashanti Limited as borrower and Nedbank Limited as facility agent who in conjunction with ABSA Bank Limited constitute the lenders

  

Incorporated by reference to AngloGold Ashanti’sAshanti Limited’s report on Form 6-K
(No. 001-14846) furnished to the Securities and Exchange Commission on 9 March 2015

Exhibit 19.4.4.3

ZAR Revolving Credit Agreement dated 7 July 2015 with AngloGold Ashanti Limited as borrower and Nedbank Limited as facility agent who in conjunction with ABSA Bank Limited constitute the lenders

Incorporated by reference to AngloGold Ashanti Limited’s report on Form 6-K
(No. 001-14846) furnished to the Securities and Exchange Commission on 29 March 2016

Exhibit 19.4.5

  

Employment contract of Srinivasan Venkatakrishnan – Chief Executive Officer with effect from 8 May 2013

  

Incorporated by reference to AngloGold Ashanti’sAshanti Limited’s report on Form 6-K
(No. 001-14846) furnished to the Securities and Exchange Commission on 7 June 2013

Exhibit 19.4.5.1

  

Employment contract of Kandimathie Christine Ramon – Chief Financial Officer with effect from 1 October 2014

  

Incorporated by reference to AngloGold Ashanti’sAshanti Limited’s report on Form 6-K (No. 001-14846) furnished to the Securities and Exchange Commission on 8 October 2014

Exhibit Number

Description

Remarks

Exhibit 19.4.6

Stock Purchase Agreement dated as of 8 June 2015, among AngloGold Ashanti North America Inc., a Colorado corporation, AngloGold Ashanti USA Incorporated, a Delaware corporation, AngloGold Ashanti (Colorado) Corp., a Delaware corporation, GCGC LLC, a Colorado limited liability company, and Newmont Mining Corporation, a Delaware corporation, and AngloGold Ashanti Limited, a South African public company

Incorporated by reference to AngloGold Ashanti Limited’s report on Form 6-K
(No. 001-14846) furnished to the Securities and Exchange Commission on 19 February 2016

Exhibit 19.6

  

Statement regarding how loss/earnings per share information was calculated

  

See note 1314 to the consolidated financial statements

Exhibit 19.8

  

List of AngloGold Ashanti Limited subsidiaries

  

Exhibit 19.12.1

  

Certification of Srinivasan Venkatakrishnan as Chief Executive Officer of AngloGold Ashanti Limited, pursuant to Section 302 of the Sarbanes-Oxley Act of 2002

  

Exhibit 19.12.2

  

Certification of Christine Ramon, Chief Financial Officer of AngloGold Ashanti Limited, pursuant to Section 302 of the Sarbanes-Oxley Act of 2002

  

Exhibit 19.13

  

Certification pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002

  

E-3


Exhibit Number

Description

Remarks

Exhibit 19.15.1

  

Consent of Ernst & Young Inc., independent registered public accounting firm

  

Exhibit 19.15.2

  

Consent of BDO LLP, independent registered public accounting firm

  

Exhibit 19.16

  

Report on MSHA violations in terms of the Dodd-Frank Act

  

 

E-4