Integrated Annual Review 2012 Annual Financial Report 2012 Mineral Resources and Mineral Reserves Regional overview  
 

3.3.1 Approach

Chucapaca community member, Peru
Chucapaca community member, Peru

Proactive and frank stakeholder engagement sits at the heart of our efforts to maintain the sustainability of our business. This is carried out in line with the AA 1000 principles of:

  • Inclusivity
  • Materiality
  • Responsiveness1

Our engagement activities fall into two types:

  • Direct engagement, including organised dialogues, roundtable discussions, one-on-one meetings, internal surveys and regular engagement with local communities at each operation and project
  • Indirect engagement, including the use of external benchmarks and standards that are designed to reflect and address societal expectations (p59)

At an operational level, all our mines identify, prioritise and directly engage stakeholder groups that have the potential to affect their operational, sustainability or financial performance.

At a strategic level, our corporate and regional management teams implement an ongoing programme of direct and indirect engagement.

Relevant outcomes from our operational and strategic stakeholder engagement are logged and communicated through our Enterprise Risk Management (ERM) process – and so form a vital part of the Group’s risk management programme (p48).

 

 

Figure 3.8: Stakeholder categories
Investors
Current shareholders
Potential shareholders
Investment analysts
Employees
Employees
Contractors
Employee and contractor dependants
Organised labour
Society
Government
Regulatory authorities
Local and labour-sending communities
Media, NGOs and other opinion formers
Potential business partners
Gold consumers

Traditional leader during negotiations with mine management at Tarkwa, Ghana
Traditional leader during negotiations with mine managem ent at Tarkwa, Ghana