Tshaka, KS & Chihota, JS 2025, 'Global operations corporate guidance for social transition planning: 
an unfolding process – the AngloGold Ashanti case study', in S Knutsson, AB Fourie & M Tibbett (eds), Mine Closure 2025: Proceedings of the 18th International Conference on Mine Closure, Australian Centre for Geomechanics, Perth, pp. 1-8, https://doi.org/10.36487/ACG_repo/2515_39
(https://papers.acg.uwa.edu.au/p/2515_39_Tshaka/)
Abstract: The social dimensions of mining have always presented major challenges where poorly managed closure processes exacerbate these impacts and damage corporate and industry reputations. To mitigate this, the AngloGold Ashanti (AGA) Mine Closure Planning Standard requires each of the company’s mine sites to “Develop a site-specific Social Transition Planning (STP) guideline for the closure of the mine, taking into account the unique social, geographical, and political setting of the mine”. This paper presents the process followed by AGA in developing an STP Guideline, setting out the principles as well as a streamlined and consistent road map for developing site-specific social transition plans. 
After approval of the AGA Mine Closure Planning Standard in 2023, all the company’s mine sites were requested to do self-assessments of compliance to the standard using an Excel-based assessment tool. All sites scored lowest in the social transition planning aspects, which highlighted the need for the corporate office to provide guidance. 
A multidisciplinary team compiled a first draft of the guideline, which was shared with operations for their input. The updated document was then submitted to the Chief Sustainability Corporate Affairs Officer (CSCAO) who reviewed, commented and finally approved it.   
A rollout process followed, with the corporate team visiting all sites, presenting the STP Guideline, workshopping the 10 principles underpinning it, undertaking a gap assessment between the standard and current social programs, and providing technical advice and assistance as necessary. This onsite socialisation process allowed for open discussions and unpacking of challenges unique to operations (i.e. jurisdiction, regulatory, traditional structures).  
This paper presents the lessons learnt in developing and rolling out the guideline, key issues and risks identified within the current social programs, and high priority areas for immediate action. While the overall level of social transition planning was still low, some operations demonstrated pockets of excellence that could be adapted in other operations. 

Keywords: social transition planning, mine closure, social dimensions