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14
nov.

Interview Andre Strydom

ANGLO GOLD ASHANTI
Andre Strydom
General Manager

 

1. Your company has been one of the first to invest in promising mines, particularly in Sadiola
Hills, Mali. Tell us about this experience?

Our experience in Mali started with the exploration of the Sadiola Hill prospect in 1994. The
successful exploration led to the formation of SEMOS SA (Sociétés d’Exploitation des Mines
d’Or de Sadiola) which is a joint venture between AngloGold Ashanti (41%), IAMGOLD (41%),
and the Government of Mali (18%). The operation commenced in 1996 and is managed by
AngloGold Ashanti. A constructive and collaborative working relationship with the Malian
Government, its agencies and other stakeholders has been a key to AngloGold Ashanti’s
success in country and led to the subsequent opening of the Morila Gold Mine in October
2000, and the Yatela Gold Mine in 2000.
The initial life of the Sadiola Gold Mine was 13 years. However, through our partnership with
the Government of Mali and investments from the shareholders we’ve been able to extend
the life of the Sadiola mine. Our on-site surface infrastructure includes a 4.9Mt per annum
Carbon-in-pulp gold plant where the ore is eluted and smelted. The mine today consists of
multiple open pits.
The growth of the mine since inception has enabled SEMOS SA to be considered a critical
contributor to the national and local economies.
Production to date from the three mines was 7.6 million ounces from Sadiola, 6.0 million
ounces from Morila and 2.6 million ounces from Yatela. AngloGold Ashanti has contributed
significantly to the government of Mali’s fiscus in the form of royalties, taxes and dividends.
Our operations form an integral part of our host communities. Our contribution comprise direct
and indirect employment, procurement of goods and services and the indirect influence of
downstream economies and the multiplier effect.
In addition, and as part of AngloGold Ashanti’s sustainable development initiatives, the
Integrated Development Action Plan (IDAP) projects were introduced to enhance agricultural
crop production, animal husbandry, enterprise development and community water
infrastructure.
We have also enhanced community infrastructures including schools, village market and
water supply. As part of our closure plan at Yatela we have developed a comprehensive
strategy that aims to mitigate the impact of mine closure on the communities focusing on
income generation activities as well as the improvement of essential infrastructure.
Skills development initiatives include training, internships and mentoring.
AngloGold Ashanti and joint-venture partner IAMGOLD Corporation are evaluating a project
to add sulphide-ore processing capability to the plant. Discussions with key stakeholders
continue regarding the Sadiola Sulphide Project.

2. How can Mali diversify its mining sector and enhance its gold potential in particular?

Economic diversification is essential to long-term economic growth for producer nations
endowed with mineral resources. For economic diversification to be successful, progressive
legislation and sound policies which are business friendly are required in order to promote
alternative economies i.e. manufacturing. Furthermore, an enabling investor environment
with stable mining codes will further enhance investment opportunities for the country.

3. What are your expectations for JMP 2017?

To have positive dialogue on the future of the mining industry in the country and to further
gain insight into the country’s policy environment in respect of the mining industry in Mali.
Furthermore, participating at the JMP will enable AngloGold Ashanti to showcase its
contribution to the economy of Mali and the communities that host our operations.

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