GEITA GOLD MINE

This case-study identifies seven key factors critical in contributing to a more harmonious relationship between the AngloGold Ashanti’s Geita Gold Mine and the surrounding community. The innovative, integrated security arrangement developed at Geita Gold Mine has been particularly successful given the challenging security situation that characterised the site a decade ago.

Background

The Geita Gold Mine (GGM) is situated in the Lake Victoria goldfields of Tanzania, about 120km from Mwanza City and 4km west of the township of Geita. The Geita population is approximately 1.7 million people with varying economic activities including small scale and artisanal mining works, animal husbandry and subsistence farming. GGM is one of the most significant gold mining operations in East Africa. The concession is 196.27 km2, including dense forest and hills. It has been in operation as a large-scale mine since 2000 but mining has taken place in the area since the 1930s. In 1999, Ashanti Goldfields Company Limited acquired the mine, and in 2004, the South African-based AngloGold Limited took over Ashanti, creating AngloGold Ashanti (AGA), which subsequently assumed control of GGM. The mine has since become a crucial player in Tanzania’s mining sector, contributing significantly to the country’s gold production. The mine employs around 6,800 people, including contractors, which includes the private security contingent. About 90% of those employed by the mine are from the local community.

GGM is an open-pit and underground mining operation, extracting gold from a range of ore bodies. The mine has consistently demonstrated impressive production levels, making it a vital economic asset for Tanzania.

Security at GGM is of paramount importance due to the high value of the precious metal being extracted. The concession covers a huge area, with villages inside and on the periphery. Approximately 75% of the mine lease falls within the Geita forest reserve which is typically dominated by Miombo woodland. There is no physical barrier at the mine’s boundary.

Relations with the local community have not always been easy. Security pre-2014 was conducted in a typical, traditional arrangement relying heavily on the police and on the use of force or threat thereof for both deterrence and enforcement. Incursions were frequent and serious incidents reportedly commonplace.

Since 2014, the mine has implemented an innovative, comprehensive and integrated security arrangement to safeguard its personnel, assets, and the extracted gold in the form of a much-needed revised strategy called the “Five Point Plan – Community Enhanced Security”, which in summary is based on: 

1. Removing people from risk and risk from people, to reduce the potential for conflict. 
2. Defining the role of communities in complementing security initiatives.
3. Defining the role of private and public security in supporting the community enhanced security approach.
4. Use of trained, skilled and equipped rapid reaction teams to improve response and handling of incidents.
5. Technology versus manpower optimisation – increased use of appropriate technologies to reduce risk and improve efficiencies.

These arrangements include a combination of virtual perimeter protection, physical security measures, advanced surveillance systems, well-trained contracted private and internal security personnel and the police. In addition, since 2017, community members have been recruited from both within the concession and surrounding area who are employed in “community policing” roles. Restricted access zones are established to control entry to critical areas, and modern surveillance technologies, such as thermal CCTV cameras and sensors, are strategically deployed throughout the site and at the perimeter to monitor activities in real-time from within a centralized Security control centre, enabling a coordinated response against detected threats.

To ensure the safety of the workforce, the Geita Gold Mine has implemented stringent safety protocols and emergency response plans. Regular simulations and training sessions are conducted to prepare personnel for various scenarios, including accidents and potential security threats.

In addition to its economic contributions, the Geita Gold Mine has also played a role in community development initiatives. The mine invests in education, healthcare, and infrastructure projects in the surrounding communities, contributing to the overall well-being of the region. Along with the integrated security arrangements, these development initiatives have contributed to improving community relations.

With a robust and innovative security apparatus in place that includes both a community policing arrangement and responsible private security provision at its heart, the mine not only ensures the protection of its valuable resources but also fosters a safe and thriving environment for its workforce and neighbouring communities.

 

The Security Environment: From Conflict To Community Involvement

Security at GGM had major challenges in the past, with high rates of incursions and incidents, pit invasions, theft and collusion. As a result there were increases in injuries to security staff and third party injuries and fatalities. The general breakdown in community relations  also led to disruptions for the business operations. These issues continued apace between 2010 and 2015, with incursions peaking at 15,000 on one particular week in 2015.

Artisanal and community mining occurs in the surrounding area. The population of Geita has grown significantly over the last twenty years, with hundreds of thousands of people attracted to the area by the lure of gold. There are 2 community mining areas within the concession, which are active. Rather than attempting to shut these areas down, AGA co-exists with these communities. The concession is also a protected forest land. Animal husbandry and herding are prevalent in the area. This can also be a source of conflict as herders illegally pass through the concession and through the protected forest area.

Pre-2014, use of force or threat thereof was used as the primary tool to combat incursions at the site. It became clear, however, that this was not an effective strategy and instead was exacerbating an already challenging relationship with the surrounding community.

As illustrated in the graph below, there has been significant reduction in incursions onto the concession over the last decade as a result of the “Five Point Plan –  Community Enhanced Security” implementation.

As a Member of the Voluntary Principles on Security and Human Rights Initiative (VPSHR) AGA reports security incidents on an annual basis. Data for 2021 and 2022 for its African based mines, including Geita are below.

Seven Secrets of Success

Many factors have contributed to a more harmonious relationship between the mine and the surrounding community. The innovative security arrangement has undoubtedly been key, combined with equitable community development programmes. Seven factors, outlined in more detail below, have been critical. The first five are the components that make up the integrated security arrangement at the site. The last two relate to the broader corporate culture of AGA at GGM.

1. In-house Security – Committed & Innovative Leadership
2. Private Security – Contracting a Responsible Provider
3. Police – Voluntary Principles on Security & Human Rights
4. Community Policing – Integral to Security & Community Relations
5. Use of Technology – Security Without Borders
6. CSR – Investment in the Community
7. Corporate Culture – Values-Based Alignment

 

 

1. In-house Security – Committed & Innovative Leadership

AGA’s Global Head of Security has played an instrumental role in directing GGM’s security team. As part of the company’s Sustainability Leadership Team, working across sustainability functions has given him an appreciation for the important role deep community engagement can and should play in the organisation’s day-to-day operations. This is no doubt one of the reasons that the security team at GGM does not work in isolation but collaborates across functions to ensure the safety of all people (internal and external).

The GGM security team, nearly all Tanzanians and some local, have the local knowledge and hands on experience needed to pilot test and scale-up what some may consider to be an unorthodox, integrated security arrangement. The Senior Security Manager at the mine is a local hire from the Mara community but lived in Geita since school age and has come through the ranks in the company, having started out as a security guard. He is both very experienced and exceptionally capable.

He experienced first-hand the shortcomings of traditional security approaches where use of force and deterrence through use of force display were the primary tools used. Indeed, the first quick win at the site, according to him, was to cease the use of live ammunition by all security service providers on site (private and public) and enforce adherence to the use of force continuum. All security personnel working at the concession must undergo mandatory human rights and Voluntary Principles on Security and Human Rights (VPSHR) training. This requirement to embed human rights training in the security operation, made by AGA, has had significant positive impacts.

In 2016, GGM’s Senior Security Manager, under the guidance and direction of AGA’s Global Head of Security, pilot-tested a community policing model. Once its success was clear, the programme was scaled up across the site. The Senior Security Manager has fully embraced the community policing model, stating that the emphasis of the programme is not about combatting criminals, but rather to share the benefits of GGM more equitably within the community: “Everyone needs to benefit from the fruits of GGM”. The Security Manager has taken direction from the company’s top level, operationalised and tailored it to the local context.

Security at GGM is integrated into every decision, with the Senior Security Manager a trusted member of the site senior management team who is regularly consulted for advice on social and security issues and before any project is developed. Security is thus integrated into every project plan,  introduced and enforced as a “shared accountability” concept into day-to-day operational processes. This ensures that security does not become and afterthought.

Similarly, the head of the community policing unit at GGM is a member of the senior in-house security team. An ex-police officer, he has integrated himself within the communities where the project is operating, being both known and respected by them. He is involved throughout the recruitment and training process and sits on the project’s steering committee. Having made the transition from the public police force into GGM’s in-house security team, he is also known and respected by the police, who have ultimate responsibility and command over the programme.

In-house security comprises of 195 staff at full complement. Security provision is included both in the open-pits and underground. There is a special in-house division within the internal security department that provides specialised underground security. Shift coordinators are in charge of operations in the field.

In the video below, GGM’s Senior Security Manager shares insights on:

• The history of security at GGM;
• The company’s evolving approach to security at the site, including the development of a community policing programme as one critical element in an integrated approach;
• The use technology for security.

Suleiman Machira, Senior Manager Security, GGML

Watch the full interview here

 

Recommendations

• Enable senior security personnel to benefit from broader community relations experience within the organisation.
• Promote experienced local talent into senior security positions. This helps ensure security arrangements are appropriately adapted to local contexts and builds trust with local communities.
• Recruit capable candidates from the public police force assists in building bridges to public security forces.

 

 

2. Private Security: Contracting a Responsible Provider

GGM contracted SGA Security, an ICoCA Certified company in 2018. There are other sub-contracted private security companies operating around the site whose contracts are not directly with GGM. The main sub-contracted company is GardaWorld, another ICoCA Certified company, which provides security for the contractor drilling company.  SGA Security has 700 personnel at GGM when at full complement. Guards are split between non-armed and those with less-lethal weaponry (no live-ammunition).

 

SGA Security  – The View From The C-Suite

SGA Security took over the contract at GGM in 2018. SGA Security’s management knew that this would be a challenging contract given the problematic history of the mine. Intrusions have reduced by more than 80% since they took over the contract and SGA have been a key-contributor. One the secrets of success from the Managing Director’s perspective is that prior to their deployment, SGA staff are trained up on respect for human rights. Refresher training on these issues takes place on a daily basis (see video interview below with Edward Diswas). Stakeholder engagement between all four actors that make up the security arrangement (in-house security, private security, police, community policing) has also been a key factor accounting for success at the site. Private security, along with community police, make up the largest contingent. Their integration and partnership with GGM’s own in-house security team and the police results in a well-coordinated approach, with the private security provider.

Incident management and monitoring and evaluation of performance has been critical. SGA Security uses “penetration tests”, i.e. intentionally creating a situation without the  staff they are testing knowing they are being tested, in order to see how staff respond and react. By monitoring staff’s reaction under these controlled conditions, they are able to learn lessons that are shared with the member(s) of staff who was monitored along with the broader guard-force. To test minimum use of force, for example, they may send someone to aggravate guards to see how they react, and monitor and record their reaction. To test collusion, they may plant some product, (e.g. gold, or gold rocks) and test guards on access control to see if they confiscate the product or collude with the person who is smuggling it out. Controls like this are then used as learning scenarios for the rest of the guard-force.

Rapid response units are key in bringing in the police, when required. The use of force continuum applies to these different actors, with the police being the highest authority to use reasonable force.

SGA have developed their own training as there is no national standard training for private security. In terms of the human rights elements of this training, the company integrates much of the content from the online trainings provided by ICoCA and AGA into their own in-person trainings, and all of the company’s senior management enrol themselves and complete the courses directly.

In the video below, Eric Sambu, Managing Director of SGA Security, Tanzania, shares his insights on:

• SGA Security, why the company joined ICoCA, the impact this has had for the company;
• How the company approaches its commitment to international standards in private security practices;
• How the company has approached the contract with AGA at GGM and the policies, processes and practices they have in place to institutionalise responsible security practices at the mine.

Eric Sambu, Managing Director, SGA Security

Watch the full interview here

 

In the video below, Joakim Sabana, Director of Operations of SGA Security, Tanzania, discusses:

• SGA’s training on human rights impact on the community;
• The different components of the security framework around the mine, including: in-house security, the police, SGA Security, community policing;
• The selection and training process of community policing;
• How SGA builds trust with the mine’s surrounding community.

Joakim Sabana, Director of Operations, SGA Security

Watch the full interview here

 

SGA Security – HR Challenges When Operating a Remote Site

SGA Security have developed a sophisticated HR function that is set-up and overseen from Dar es Salaam but managed locally from Geita. The company’s senior management take frequent trips to the mine site for regular meetings with the site manager and to hear complaints against the company.

• Recruitment – Announcements are placed in the local media to raise awareness about the opportunities with people living in the area. Candidates are first and foremost recruited from the reserve force (national service – JKU). From this, they look at other minimum criteria such as their level of education and age. At GGM, they are required to recruit from the Geita community, the same community where the assignment will be. GGM have also requested that SGA Security prioritise recruitment from the growing pool of community police. This makes the community policing roles more attractive, given the further career opportunities these positions can potentially open. SGA Security involve all relevant stakeholders, for example the regional security team of the national reserve force are consulted to verify certificates of candidates.  There is a belief that human rights starts from the recruitment process: “It is the right to be given the opportunity of a decent livelihood”. Whoever is selected is on merit, whoever is left out it is because they did not have the required qualifications. A minimum quality standard is maintained by the regional HR team as well as by the HR manager who travels to the region to oversee the recruitment process. Regular check-ins are conducted by all members of the management team – pre-recruitment, during recruitment and post recruitment.
• Vetting – Candidates are subject to background checks. This includes attaining references from previous employers, the regional security team of the reserve force, etc. There is also a forensic check conducted in cooperation with the Ministry of Home Affairs and the police, to ensure they have no criminal history or other red flags in their history.  Once internal and external processes are completed an offer is extended to the candidate.
• Training – Along with the training that they have received through the JKU programme (either 9 months or 6 months training), guards then conduct a two-week training. As mentioned above, ICoCA’s human rights training has been incorporated into SGA Security’s training courses and training manuals. Ebenezer states that “ICoCA has been a great partner. The support we have received has completely shaped the management team and our operations. Today ask any guard, what are human rights, and I assure you you’ll be surprised by the answers you get”. (see interview below with Edward Diswas).
• Career Progression – SGA Security has put in place career progression plans for security guards. For example, internal candidates are offered opportunities for more senior positions. The Security Manager at GGM is a good example of someone whose career has progressed within the company. He was a guard only five years ago when he joined the company. He was promoted into a managerial position after only a few years as a guard and is now in charge of approximately 600 staff.

Working at a remote site presents some unique challenges for guards which have been addressed by SGA Security as follows:

• As the site is includes remote posts accessing the site is challenging – SGA Security organises and provides coordinated transportation to the site
• Due to the remote locations of posts, food can be difficult to access – Meals are provided by SGA Security as personnel arrive at work.
• Salary payments can sometimes be challenging due to glitches in online banking systems – SGA Security has worked with the banks to iron out problems with the salary payments system.
• In most cases minimum wage is not enough to sustain guards – SGA Security pays its guards above minimum wage.

In the video below, Ebenezer Kaale, HR Manager at SGA Security, shares insights on how SGA Security approaches setting up a large security operation at a new remote location such as GGM.

Ebenezer Kaale, HR Manager, SGA Security

Watch the full interview here

 

SGA’s Role at GGM

In the video below Dickson Webi and one of the female security officers discuss SGA Security’s arrangement at GGM, covering:

• The interaction between SGA Security, the community policing programme, GGM in-house security and the police;
• SGA’s recruitment requirements, which include proof of completion of military training with JKT (9-month training) or Mgambo (6-month training), a high school education and a minimum age of 21;
• Career progression;
• Treatment and training of personnel.

Dickson Webi is an engineering graduate. Of the 700 SGA Security guards at GGM, 169 are university graduates. Working for SGA Security, a responsible private security provider who pays it’s staff a fair wage, a job with SGA Security also presents real career opportunities. As a private security guard at GGM, they are able to earn a better salary than many other professions. In five years with SGA, Dickson has gone from being a security officer to managing a site of 700 people.

Dickson Webi, Site Security Manager Geita Gold Mine, SGA Security

Watch the full interview here

 

The Frontline Security Officer

In the video below, Edward Dismas, a Security Officer at SGA security describes the human rights frameworks on which he has been trained and the impact of this training.

Interview with Edward Dismas, Security Officer, Geita Gold Mine, SGA Security

Recommendations

• Contract ICoCA Certified companies. This demonstrates implementation of VPSHR and ensures responsible private security provision, with committed management and a well trained and fairly treated workforce fully versed on human rights and international humanitarian law.
• Recruit locally. This provides career opportunities for the local community, further strengthening relations between the client and the community where they operate and contributing to the social license to operate.
• Integrate the private security provider, ideally an ICoCA certified member, into all the security arrangements. This has positive impacts on the other security actors with best-practice replicated and knowledge passed along the chain.
• Maximise the responsibilities of responsible security providers, for example allow them to carry non-lethal firearms as these can be an important deterrent that allows them to avoid calling in the police.

 

 

3. The Police – Voluntary Principles on Security and Human Rights

The police role at GGM is minimised, as evidenced by their lower numbers. They are called on for duties the other security functions (in-house security, private security contractor, community police) are not permitted to carry out, most notably bullion protection/escort/transport, arrest, detention and to deal with dangerous situations where maximum force may be required. There are between 40-80 police officers assigned to the site at any one time, depending on the operating environment. The police reside at a camp inside the concession. The number changes depending on requirements at a given time. A blend of police and private security occurs when the private security providers are patrolling the site. Police are utilised in more high-risk operations, such as where the product is stored and when conducting a bullion shipment. The Police carry AK-47s, however in-house security are not permitted to carry these firearms. Police officers with lethal weapons must also be deployed with one carrying non-lethal weapons, such as rubber bullets and tear gas. This way,  the police are able to implement a use of force continuum, gradually escalating their response to intruders if required, rather than responding immediately with live ammunition. Police would take over if there are incidents of community unrest, however this has not happened in recent years since the community policing programme was instituted.

All police employed on the site must be trained on the use of force and human rights (VPSHR). They serve for 2 week rotations at the site.

The police are also closely involved in the vetting of private security personnel. Police vetting includes determining any past criminal record or other red flags.

The police are also ultimately responsible for community police officers, including the training of community police.

Recommendations

• Recognise the resource constraints public police are often operating within and focus their engagement on those tasks that other security actors are not permitted to conduct.
• Reserve police as the last line of defence, however ensure that they carry non-lethal firearms and are thus able to follow a use-of-force continuum always utilising the minimum use of force required for a given situation.
• Recognise the critical role the police play by integrating them into the broader security arrangement and involve them in training.

 

 

4. Community Police – Integral to Security & Community Relations

Pilot Programme & Structure

Between 2015-16, a community policing pilot project was started in 2 locations where 60-70% of incursions were originating. There were three main motivations for initiating the programme:

• To address criminal activity including incursions around the site;
• To address crime and social ills within the community;
• To provide employment opportunities for surrounding communities;
• To address limited resources and lack of capacity of police and to support the police  – support building capacity for local law enforcement.

The pilot project at Nyakablae village, a community living inside the concession with illegal GBM processing that accounted for 60% of the illegal incursions at that time. The pilot programme ran from 2015/16 to 2020. This four-year period allowed enough time to study the impacts and gaps of the programme, allowing the team time to iterate and test adaptations to the approach. The first round of recruits included 131 community police, who were trained by a range of stakeholders including the police and immigration officers, as there are also issues of illegal migration from neighbouring countries.

The community policing arrangement involves community ‘police’ being recruited every twelve months through community street committees, along with involvement from the security and the corporate social responsibility teams. Street committees are made up of democratically elected representatives of the community. The duty of each street committee is to ensure they are protecting the benefits of GGM for the community they represent. There are two sub-committees for every street committee: a development committee and a security and defence committee. GGM makes a financial contribution to the street committees, with a portion used to pay the community ‘police’ through the security and defence committee, and the remainder is allocated to fund community development programmes as determined by the development committees. While a steering committee oversees the community policing team, the Tanzanian Police Force retains ultimate control. GGM have an MoU with the Tanzanian Police Force in this regard.

Community police are recruited for a twelve month period only. This annually rotating position is a crucial element of the arrangement. In contrast, some other mines in Tanzania have adopted a community policing programme, where community police are recruited for much longer periods, even up to ten years. However, this prolonged tenure can lead to corruption and collusion, causing tensions within the community between those who have a job and those who don’t. A clearly defined 12-month contract, with no expectation of continuation, helps avoid the pitfalls of community capture and prevents the exacerbation of tensions that can occur from people protecting these highly sought-after positions.

Candidates for the programme must fit the following criteria:

• Must be a permanent resident for not less than five years;
• Must be physically and mentally fit.
• Must be above 18 years and below 45  years or 45 years old.

GGM provide training on the Voluntary Principles on Security and Human Rights as well as training on safety.

Role of Community Police

Community police act as a first line of defence acting as watchmen and women stationed in non-active areas within the concession and along the mine’s boundary to monitor and warn anyone who strays onto the concession or near the active mine site – they do not, however, actively engage intruders. In the event of intruders, community police inform the security control centre, as there are strategically positioned CCTV at regular intervals around the concession, the control centre initiate the required response teams. They share information on the number of intruders, the location of their entry, etc. This information is then handled by Geita’s in-house security who will take the next appropriate action.

They also act as guardians of the Geita forest reserve conducting forest patrol, ensuring there is no illegal activity within the forest area. Community police also serve as information gatherers within the community, to assist the police in maintaining law and order.

They wear green overalls for a uniform and use personal protection equipment (PPE) if posted in an area requiring it. They are unarmed and carry no weapons. One potential advantage of using community police is that aggression is less likely with intruders who come from the surrounding areas as community police are themselves also members of the surrounding community.

Community police collaborate with the private security provider. At the time of documenting this case, the provider was SGA Security, an ICoCA Certified company.

Impact of Programme

The results of the community policing pilot programme are clear. Not only did incursions drop significantly during the pilot phase, but crimes in the community, including rape and burglary, also went down. Thanks to this, the community saw the benefits of the initiative and supported it. The community policing programme has since been rolled out to 15 communities in the surrounding area, currently employing a total of 957 individuals as community police in and around the concession. The biggest challenge for community police is the vast size of the area they are expected to patrol, but they receive assistance from SGA security patrols.

As the Senior Security Manager at GGM states, “You can’t take security away from community. You need the community to feel part of the business…the community policing programme has provided GGM with the social license to operate”. The 2030 aspiration for the security division at GGM is for “embedded community-enhanced security”. The community policing programme also opens up other opportunities for trained community members. Some community police are recruited by private security companies, others go on to apply for positions in the public police force, while others are engaged by local authorities. SGA Security, GGM’s security provider at the time this report was written, confirmed that they give priority to those who have been through the community policing programme. As GGM’s Senior Security Manager stated, “the Community Policing Programme gives kids a taste of the workplace, it’s important in helping to shape their lives. […] When community members see the impact of community police on their family, everybody wants to be part of it”. The police also confirmed that the community policing programme gives people skills and a work ethic that sets them up for future opportunities. Salaries received by community police have been used by some to provide seed funding to start their own enterprises, including female recruits. Of the initial batch of 120 community police, within one year after their assignments were over, 85 had been recruited into the private security sector.

The community policing programme is one of the main reasons why the requirement for use of force has declined significantly, there is now relative peace and security in the area. This is largely thanks to the mutual understanding that has developed between GGM and the surrounding community due to the sense of ownership the community policy programme has imbued.

Areas for Improvement

There are always areas for improvement. One area could involve increasing the salaries of community police officers. This would be particularly impactful as pertains female community police officers, as women tend to both bring back a larger percentage of their salary than men to the home and use their income to provide the financial resources required to establish small or medium-sized enterprises. Another area would be to create more career opportunities for former community police officers, whether within the private security sector, the police force, other local government positions, or even within GGM.

In the video below, Mihinzo E Tumbo, GGML’s Security Superintendent, shares his insights on the community policing program, which he manages.

Mihinzo E Tumbo, Superintendent Community Policing, GGML

Watch the full interview here

 

Recommendations

• Pilot incorporation of community into the security arrangements, allow time to iterate and learn lessons before scaling up.
• Empower existing community governance structures by embedding community policing and link it to community development.
• Promote community security to serve a dual purpose of improving security for the community as much as for the company.

 

 

5. Use of Technology – Security Without Borders

Technology is extensively used in the security and safety components of operations at GGM. In total, there are 445 CCTV cameras. CCTV uses high-end thermal cameras with impressive range and night-sensitivity, for example the range of the CCTV towers is up to 10km. This reduces the burden on patrols as CCTV towers are placed at regular intervals on the boundary of the site to enable wide area surveillance and pro-active detection of threats. Surveillance cameras are also used in all vehicles and bodycams are being introduced to aid investigations in response to potential allegations of human rights abuse by security guards.

While there is no physical border, no wall or fence, the CCTV towers along with beacons and painted boulders placed every 500 meters in forest areas and every 200 meters in populated areas, essentially act as boundary markers (agreed with communities), making it clear to anyone approaching the concession where the mine’s premises begin. In areas where there are ASM activities, GGM has also introduced roads alongside the concession to show the boundary. The positioning and painting of the boulders themselves, was the result of a community engagement project, conducted in 2012 to raise awareness and agreement with the community on the concession boundary. At that time, AGA made a deliberate decision not to construct a boundary (wall/fence) as the company management believed this would contribute to a sense of division between the mine and the surrounding community, creating a sense of us vs them. The lack of a physical boundary has contributed to the improved relationship and sense of trust between the community and the company. This process also fed into the community policing programme, as community police are able to report intrusions by logging incidents . The emphasis is on using technology to improve efficiency, reduce human intervention and ultimately to reduce the risk of collusion, which now is the greatest challenge the mine faces given the significant improvements in community relations.

Recommendations

• Leverage technology to compliment physical security arrangements, CCTV and other tools can replace the need for barriers.
• Use technology responsibly, including to build accountability of the security guard force, for example through deployment of body cams.
• Ensure the surrounding community are engaged and understand how technology tools are being deployed around the site.

 

 

6. CSR – Investment in the Community

GGML’s CSR initiatives strive to benefit society and the environment as entrenched in the company’s values, which include transforming communities into self-driven sustainable development. The ethos of the CSR programme is that the mine’s presence benefits the surrounding communities.

The mine has been implementing CSR projects since its inception in 2000 and has spent over 100 billion Tsh (approx. $39 million) in the areas of Art and Culture, Social Economic Development, Infrastructure, Education, Health, Environment and Small and Medium Enterprise development. In 2017, the government of Tanzania introduced the CSR law under the regulation of the Mining Act 2010, Miscellaneous Amendments 2017, Section 105.  In 2023, the government of Tanzania further released a CSR guideline for the purpose of regulating the CSR activities in line with the Mining Act.  Since 2018, the mine has invested more than 55 billion Tsh (approx. $21 million) towards community development.

More than 1300 projects have been implemented between 2018-2023 including full construction and refurbishment of schools, construction of health facilities, income generating projects, youth, sports and culture to name a few. Prior to 2018, the mine constructed and launched the Nyankumbu Girls Secondary School, the Magogo Project Empowerment for Women and Youth, renovation of the Geita referral hospital, construction of the community radio station and the Nyakabale police station and renovated the Geita Prison.  The mine also constructed the Moyo wa Huruma Orphanage Centre which continues to receive support from the mine to date.  A note worthy project was also the Geita water project which, to date, continues to provide water access to communities.

 

EDUCATION

 

Since 2000 and as part of the CSR law introduced in 2017, 1220 education related infrastructure projects in both primary and high schools have been completed.  This includes roofing, full construction of schools, additional classrooms, construction of staff houses, ablution facilities, dining halls and over. Furthermore, over 18,000 school chairs and desks and 700 dormitories double-deckers have been manufactured and distributed to schools in Geita Town and Geita District Councils.

 

 

 

 

 

The construction of the Nyankumbu Girls Secondary School remains one of Geita’s key legacy projects. The school was built and launched in 2014 with various support and upgrades taking place to date costing 15 billion Tsh (approx. $5 million). The construction activities included 21 classrooms, modern residential housing for 38 families, a multipurpose hall, nine dormitories, three laboratories and associated equipment, a computer lab, home economics building, a library, six sports fields and three ablution blocks, The school enrols 1100 learners and has become a prestigious school in Geita Town due to its good learning environment and performance.

 

 

 

HEALTH

 

In promoting and supporting access to quality health care, over 150 health related projects have been implemented. This includes the renovation of health facilities, construction of dispensaries and OPD buildings, roofing and completion of projects initiated by community efforts, staff houses, reproductive Child Health Care facilities, patients ward as well as the purchase of medical equipment for the various health facilities. Support was also provided towards the purchase of ambulances and support for people living with communicable diseases.

 

 

 

 

ECONOMIC DEVELOPMENT & AGRICULTURE

 

GGML has implemented various income generating projects to promote economic development and alternative livelihoods.  The mine launched the rice farming project in Saragulwa Village and constructed sunflower oil production factories in Kasota, Bulela and Bunegezi and distributed sunflower seeds to 7000 farmers (of which 1967 of them are women). The construction of Geita Main market frames, which act as an economic hub, commenced with the first two of three phases completed.

 

 

 

 

PUBLIC ROAD INFRASTRUCTURE PROJECTS

Over the past and in recent years, GGML has contributed towards the construction and refurbishment of public road infrastructure that allows for improved transportation for people, improved accessibility and ultimately, economic growth.  This support was shown through the construction of tarmac roads (Sirro barracks, Katundu market and the Regional Office tarmac roads) along with the installation of Solar powered streetlights in Geita town.  The mine also completed the construction of the Nyawilimilwa and Nyakaduha box culverts, alongside the refurbishment of the Geita Bukoli road and the initiation of tarmac road construction connecting to the main Geita-Mwanza Road. Improvements were also made to the Katoro cattle auction access road and the construction of the Nyakabale bridge to further support community mobility and access.

 

 

 

7. Corporate Culture – Values-Based Alignment

AGA is a values-based company, with respect for safety being the first value, requiring the utmost respect for human rights and collaboration amongst all stakeholders.

AGA has five key strategic focus areas, the first of which is to prioritise people, health, safety and sustainability. According to AGA, “this focus area is the foundation of our business and strategy, ensuring alignment between our values and corporate citizenship responsibilities on the one hand and the business’s long-term growth, sustainability and profitability on the other”. AGA’s values and its strategic prioritisation of people, health, safety and sustainability are evident on notice boards across the site and in conversations with staff.

The business model AGA has developed to execute on its strategic plan includes six focal areas. Three of these are closely linked to AGA’s values and are evident in the integrated security arrangement at GGM. This corporate culture is also apparent in the selection of the private security provider, SGA Security. As an ICoCA Certified Member company, SGA Security are not the cheapest security provider GGM could have selected. GGM, however, has made the decision to invest in a security provider that holds the same values as the company, including paying a fair salary, properly vetting and training their staff, respecting human rights and providing a professional work environment that offers opportunities for progression. SGA Security pays above minimum wage, a job in the company at GGM is a sought after position. What SGA Security and AGA clearly understand is that a happy, healthy security guard, paid a fair salary and respected by the employer and its client, is much less likely to collude with community members or mine employees to steal company assets. The risk of losing their job is too high.

GGM and SGA Security are investing in human capital by recruiting and promoting highly capable people from the Geita community. This extends to the community policing programme. By providing good career opportunities through these avenues, this investment translates into social capital. The community policing programme is a great example of this. By integrating the community into the security apparatus, GGM have gone beyond building trust with the community, rather integrating community into the business model itself. By engaging in international frameworks including VPSHR and ICoCA, GGM has integrated solid governance frameworks and management systems, including risk management systems, for example by selecting an ICoCA Certified private security company such as SGA security, that has been awarded multiple ISO standards including ISO 18788. Smart use of technology throughout the security arrangement is also optimising efficiencies at the site, enabling rapid response and avoiding escalating, complex situations.

Key elements of AGA’s business model – by kind permission AngloGold Ashanti

Recommendations

• Align company values with respect for human rights and responsible security.
• Align all elements of the security apparatus with company values.
• Select a private security provider that aligns with company values.

 

 

Conclusion

The ground-breaking innovative, integrated security arrangement at GGM is an instructive model that other mining sites as well as sites involving access to land and resources more generally, could learn useful lessons from. While ICoCA does not suggest a cookie-cutter approach to solving entrenched security challenges or setting up new security operations, the Geita model nevertheless contains features that could effectively transferred to other contexts. Key elements, in no particular order, include:

• a values based approach, led from the top, that has respect for human rights at its core, and extends throughout the company and its value-chains;
• demonstrated implementation of this approach in the procurement of responsible private security providers that are Members of ICoCA;
• building a business that involves and benefits the community at its core, not only through investments in meaningful CSR programmes, but by integrating community into its broader security apparatus;
• having a multi-layered security approach, offering alternative actions and actors for escalation, including along the use of force continuum, many of which can be directly influenced by company corporate culture, including respect for human rights, thus avoiding an over-reliance on public security, who may not be as inclined or as experienced in deploying soft-skills or minimum use of force when dealing with intruders.
• a willingness to try unorthodox approaches, throwing out the traditional security playbook, that rejects security as a discrete and limited task, to one that is embedded and integrated into the company operations as a whole and inclusive of the surrounding community at large.

Disclaimer

As per the Disclaimer on the homepage, neither the International Code of Conduct Association nor any authors can be identified with any opinions expressed in the text of or sources included in The International Code of Conduct Case Map.