\fan environmental incident reporting function, several discussion forums, a document library [for policies and procedures), a news and announcements facility, and a list of useful web- links. Staff members are encouraged to develop their skills through both 'on-the-job' opportunities (in-house management programmes) and external opportunities (such as participation in conferences and short courses). Development is also promoted by using environmental specialists from one part of the company to audit another, or by seconding them to another operation for a short period of time to address a particular need (such as the development of a mine closure plan). Strategic focus areas There are five key pillars to the business strategy that will assist in meeting their delivery targets. People are the business. Providing the leadership and the supporting management processes to ensure that they have the right people, in the right roles, doing the right work, to deliver against their goals. Maximise margins. Managing revenues to ensure that full value is realised from their products by delivering a quality product and managing costs to protect margins and returns on capital employed. Manage the business as an asset portfolio. Optimising asset and project portfolios to meet or exceed specified rates of returns. To achieve this, each asset is regularly | reviewed and ranked in both absolute terms and relative to its peer group. Grow the business. Developing a range of options for growth, including greenfield and brownfield exploration, new opportunities for promoting organic growth, value- accretive merger and acquisition opportunities and maximising the value of commodities other than gold within their portfolio. Embrace sustainability principles. Developing business and social partnerships based on mutual value creation, while maintaining a focus on ensuring the safety and well- being of employees and managing environmental and other impacts. The Project ONE management framework was developed internally (as depicted in the diagram below) and is being applied consistently throughout the business in the support of achieving the broader strategic objectives. The Project ONE management frameworkUnnowmarship with Foley we char - delring the Capable, engaged and People Fresults Employwas involved and engaged Leadership Technical, commercial In control and capable Systema of work Results At its core, the framework is designed to reduce variability in performance and support a seamless flow from strategy to delivery. This framework prescribes strong leadership, considered role description, appropriate resourcing to the task at hand, well-defined and documented business processes in all areas, clear accountability, consistent analysis, and improvement of work undertaken. Underpinning this framework is the firmly held conviction that we must consistently create and sustain value into the future. To achieve this, AngloGold Ashanti's approach must acknowledge broader societal concerns - namely, developing natural resources in environmentally-sensitive ways, while delivering an equitable economic model for local and broader-based communities. The five strategic focus areas are reflected in the role descriptions of each executive and senior manager in the group and form the basis for evaluating their performance. In essence, Project ONE is aimed at developing and implementing the systems necessary to enable AngloGold Ashanti to maximise efficiencies and productivity, and reduce costs so as to enable us to achieve our stated vision and mission, and to ensure longer term sustainability. Through Project ONE, they have rebuilt their business processes by putting in place people and technical systems to deliberately change their working environment and increase their focus on engagement. The key components of Project ONE are therefore the Business Process Framework (BPF]; the System for People (SP); and engagement. These systems are integrated approaches to operating which together give effect to all their core strategies, but particularly to give real meaning to the adage: "people are the business'. The SP begins with organisational designs that delineate clear structures, roles and associated accountabilities, and clarify how we connect every part of the business. Technical systems (or the BPF) detail their business processes and how all tasks fit and flow together to explain how people interact with each other within the operating system to get work done.Engagement encourages line ownership and team work, defining the way in which they relate to colleagues and external parties. The objectives of the SP are to put in place: 1) the right organisational structure with 2] the right people in the right role and 3] effective working relationships. Although still in the process of being implemented, AngloGold Ashanti accelerated their rollout of the SP in 2011, focusing on the following: Structure: organisational design and work complexity. Again, by way of example, organisational structures have been reviewed in line with the principles of Requisite Organisation and to ensure that accountabilities are assigned at the correct level. People: role accountabilities and individual capability. By way of example, they have clarified role accountabilities in alignment to levels of work, and have assessed the current potential capability of individuals, striving to match the two in order to achieve the best fit between challenge and capability. Processes. Building the sub-systems that support the SP (for example, in talent and performance management). The above SP approach is portrayed in the following manner within the organisation and can be System for People: A comprehensive and integrated system in Organisation dungy - sbibliches a common oflace and ifichart manner to support the Homin Managerial whytom matiwih Tonight pinon in felright pace at theright imma Managerial leadership and engagement - Organisational values - hit the it wain which Transformation - suing worksheets from Transformation\flive-your targets (301 1 to 5015) Baluty All injury liquorcy It Total cash costs Hocking mining inflation, royalty and Theand mumb duchdid 15% hagh Hamadadkin auty Soold Kunging From the above discussion it is clear that AngloGold Ashanti continuously strives to create value for their shareholders, their employees and their business and social partners through safely and responsibly exploring, mining and marketing their products. Sources: Corporate profile. Available from http://www.anglogold.co.za/Aboutit20our*620business [Accessed on 27 May 2012) Read the case study and answer the questions that followExplain different aspects of strategyr implementation and change management in the case study. Identify and critically discuss any two grands strategies used at AngloGold Ashanti based on the information of the case study. (10 marks) 1 A B E E E SSl{Critically discuss how the organisation may use the balanced scorecard to control the implemented strategy. Also identify the continuous improvement approaches. Evaluate the corporate governance and ethics according to the information provided in the case study