Corporate Responsibility Summary Report

2015 KINROSS CORPORATE RESPONSIBILITY SUMMARY REPORT

Kinross’ Corporate Responsibility Report provides an overview of our approach to delivering on our commitment to responsible mining.

Dvoinoye CORPORATE PROFILE Kupol Fort Knox Kinross is a Canadian-based senior gold mining company, Kettle River-Buckhorn headquartered in Toronto, Canada, with ten operating mines located Bald Mountain Toronto in Brazil, Chile, Ghana, Mauritania, Russia and the United States, Round Mountain employing approximately 9,100 people worldwide. Our focus is on delivering value based on the core principles of operational excellence, Tasiast Chirano balance sheet strength, disciplined growth and responsible mining. Kinross maintains listings on the Toronto Stock Exchange (symbol:K) and the Paracatu New York Stock Exchange (symbol:KGC). Maricunga All dollar amounts shown in U.S. dollars unless otherwise noted.

TABLE OF CONTENTS

01 Message from President and CEO 05 Putting People First – Health and Safety 14 Empowering Communities 02 Performance Highlights 08 Generating Economic Value 19 Managing our Environmental Footprint 04 Our Corporate Responsibility Strategy 11 Engaging our Workforce Contact Information

2015corporateresponsibilityreport.kinross.com KINROSS CORPORATE RESPONSIBILITY SUMMARY REPORT

MESSAGE FROM PRESIDENT AND CHIEF EXECUTIVE OFFICER At Kinross, our core values of Putting People First, Rigorous Financial Discipline, High Performance Culture, and Outstanding Corporate Citizenship define who we are as a company, and determine how we conduct business in a responsible way for our employees, our shareholders, and our stakeholders.

J. Paul Rollinson, President and Chief Executive Officer

We value the health and safety of our We have contributed $4.8 billion, In our host communities, we have recorded employees above all other priorities. In or 73% of the value generated through 168,000 interactions with stakeholders safety, the past two years have been the metal sales, to the economies of host in 2015, with positive feedback far safest years in the history of the Company. countries through wages, procurement outweighing negative feedback received. and taxes – an incredible measure of the Our safety record comes during benefit footprint we generate around These successes come from our principled a time when we have also been setting the world. approach, as defined by our Ten Guiding production records. 2015 marked the Principles for Corporate Responsibility. fourth consecutive year that Kinross On the environment, we have I pledge that we will continue to work has met or exceeded its guidance on strengthened our already strong tailings hard to earn the respect and trust of our production and costs, even though over management standards to include a stakeholders worldwide, and to meet the that period, we have seen the gold price quarterly scorecard to track alignment with highest standards of responsible mining. fall from a high of almost $1,800 per ounce design parameters at each of our tailings to a low of less than $1,050 per ounce. We facilities. We have reduced water use by This summary of our 2015 Corporate have had to make some tough choices, 38% since 2014 while energy efficiency Responsibility Report provides an overview including decisions to suspend some projects have resulted in estimated of our approach to corporate responsibility operations and reduce the size of our greenhouse gas reductions of over 140,000 (CR) and our performance as responsible miners over the past two years. workforce. Throughout, we have stayed tonnes of CO2e since 2012 based on the true to our values, and have consistently operational conditions at the time these delivered on the expectations we have projects were implemented. set and the commitments we have made J. Paul Rollinson to our shareholders and broader President and Chief Executive Officer stakeholder community.

Learn more about Kinross’ on-the-ground performance by watching our case studies available online at: 2015corporateresponsibilityreport.kinross.com

Safety Partnerships Environment Community

Round Mountain has been named Our partnership with Project C.U.R.E. Kinross is leveraging its established track Schools supported by our Integrar the safest large mine in Nevada has improved health care at 25 facilities record of successful mine reclamation program in Paracatu score above the for two years running. in Mauritania and Ghana. at Kettle River-Buckhorn. national average. Learn more Learn more Learn more Learn more

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PERFORMANCE HIGHLIGHTS ( Favourable Unfavourable Neutral)

Kinross’ Guiding Principle Metrics 2014 2015 2015 Highlights

1. Employee Safety • Zero Fatalities (number) 0 0 • Kinross achieved best safety We put people first and our performance in Company history. number one priority is the safety of • Achieved a 13% reduction in TRIFR every employee. • Reduced Total Reportable 0.38 0.33 in 2015 over 2014. Injury Frequency Rate (TRIFR)

2. Business Ethics • Corporate, regional, and 100% 100% • We attained and maintained We maintain the highest standards site management anti- a Board target of 33% for of corporate governance, ethics corruption training in the women Directors. and honesty in all of our dealings, last two years • Delivered anti-corruption training and operate in compliance with the in all three regions and provided law wherever we work. • Substantiated cases of 0 0 special training sessions to our corruption (number) Supply Chain, Projects and Global Security groups.

3. Stakeholder Engagement • Stakeholders engaged, per 31 67 • We recorded approximately 168,000 We promote an ongoing dialogue day per operation interactions with stakeholders and engagement with stakeholders through active dialogue and in the communities where we • Grievance investigations 18 58 community consultation. operate, maintained in a spirit of (number) (Resolved within 83% 100% transparency and good faith. target time frame)

4. Protecting the Environment • Water intensity rate (L/tonne 341 338 • Four operating sites reduced We exercise utmost vigilance of ore processed) total annual water consumption. in protecting the environment Introduced water savings measures and seek ways to minimize our • Energy intensity rate (MJ/ 120 [A] 141 at Paracatu and Tasiast to reduce environmental footprint wherever tonne of ore processed) consumption and improve we operate. We will always meet, management. • Energy use increased due in part and where possible exceed, • GHG intensity rate 10.1 [A] 11.5 to the self-generation of power regulatory requirements in our (kg CO e/tonne of ore 2 following the extreme weather event environmental performance. processed) at Maricunga and a reduction in heap leaching at Tasiast, and intensity • Non-mineral waste intensity 0.17 0.22 increased due in part to a lower (kg/tonne of ore processed) volume of ore processed. • GHG emissions intensity increased • Waste recycling rate 42% 52% by 1.4 kg/t, primarily due to a change in our electricity supply mix at Paracatu, shifting from hydro to carbon-intensive supply. • Mineral waste increased by 15% due to increases in waste rock; however, tailings declined by 8% over the prior year. Total non-mineral waste increased by 12%, but was partially offset by a 39% increase in the volume of waste recycled.

5. Responsible Investment • Kettle River-Buckhorn n/a n/a • Established a Community Plan for We consider all aspects of an Closure Closure requirement for all Kinross’ operation or new project – operating sites as part of Kinross’ including social, environmental, Site Responsibility Plan guidance. and post-closure issues – in making • Developed and launched the our investment decisions. Kinross Best Practices Guide for Closure – Human Resources.

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PERFORMANCE HIGHLIGHTS ( Favourable Unfavourable Neutral) PERFORMANCE HIGHLIGHTS ( Favourable Unfavourable Neutral)

Kinross’ Guiding Principle Metrics 2014 2015 2015 Highlights Kinross’ Guiding Principle Metrics 2014 2015 2015 Highlights

1. Employee Safety • Zero Fatalities (number) 0 0 • Kinross achieved best safety 6. Human Rights and • Substantiated allegations 0 0 • Expanded our Human Rights We put people first and our performance in Company history. Indigenous Peoples of human rights violations Adherence and Verification Program number one priority is the safety of • Achieved a 13% reduction in TRIFR We conduct all of our activities (number) to include Human Rights Risk every employee. • Reduced Total Reportable 0.38 0.33 in 2015 over 2014. in accordance with accepted Assessments as part of our annual Injury Frequency Rate (TRIFR) standards in the protection and • Percentage of security 100% 98% site security audits. promotion of human rights. We workforce that completed 2. Business Ethics • Corporate, regional, and 100% 100% • We attained and maintained respect the cultural and historical Human Rights Adherence and We maintain the highest standards site management anti- a Board target of 33% for perspectives and rights of those Verification Program training of corporate governance, ethics corruption training in the women Directors. affected by our operations, in and honesty in all of our dealings, last two years • Delivered anti-corruption training particular indigenous peoples. and operate in compliance with the in all three regions and provided law wherever we work. • Substantiated cases of 0 0 special training sessions to our 7. Employer of Choice • Turnover – involuntary 6.8% 7.7% • Launched the Kinross Way for corruption (number) Supply Chain, Projects and Global We provide a rewarding and • Turnover – voluntary 5.3% 4.6% Diversity and Inclusion to enhance Security groups. meaningful livelihood to our workforce diversity across employees and strive to be an the Company. • Workforce from host country 98% 97.4% 3. Stakeholder Engagement • Stakeholders engaged, per 31 67 • We recorded approximately 168,000 employer of choice. • Launched a new Human Resources We promote an ongoing dialogue day per operation interactions with stakeholders Strategy that strengthens alignment and engagement with stakeholders through active dialogue and with business strategy and Kinross in the communities where we • Grievance investigations 18 58 community consultation. talent management. operate, maintained in a spirit of (number) (Resolved within 83% 100% transparency and good faith. target time frame) 8. Local Sourcing • Host country procurement, 77% 79% • Recognized by Engineers Without We seek to maximize employment, % of total spend Borders for transparency and 4. Protecting the Environment • Water intensity rate (L/tonne 341 338 • Four operating sites reduced business and economic reporting of local procurement. We exercise utmost vigilance of ore processed) total annual water consumption. opportunities for local communities in protecting the environment Introduced water savings measures from our existing operations and and seek ways to minimize our • Energy intensity rate (MJ/ 120 [A] 141 at Paracatu and Tasiast to reduce new projects. environmental footprint wherever tonne of ore processed) consumption and improve management. we operate. We will always meet, 9. Sustainable Communities • Local 1 component of total 23% 24% • Local payments to governments and where possible exceed, • Energy use increased due in part • GHG intensity rate 10.1 [A] 11.5 We provide lasting benefits to the benefit footprint (% value and local wages increased, but regulatory requirements in our to the self-generation of power distributed locally) local procurement decreased as (kg CO2e/tonne of ore communities where we work by environmental performance. following the extreme weather event processed) supporting sustainable initiatives to a result of cost-cutting measures at Maricunga and a reduction in heap develop their social, economic, and • Community contributions $9.9 $11.5 across the Company. leaching at Tasiast, and intensity institutional fabric. We recognize including cash and 1.0% 1.4% • We reached over 770,000 • Non-mineral waste intensity 0.17 0.22 increased due in part to a lower that every community is unique estimated in-kind (millions, beneficiaries through community (kg/tonne of ore processed) volume of ore processed. and we work with our community and as % of EBITDA programs, initiatives and • GHG emissions intensity increased partners to ensure that our support excluding impairment) events through cash and • Waste recycling rate 42% 52% by 1.4 kg/t, primarily due to a matches their priorities. in-kind contributions. change in our electricity supply mix at Paracatu, shifting from hydro to • 72% of our donations (monetary carbon-intensive supply. and in-kind) had measurable community-based outcomes. • Mineral waste increased by 15% due to increases in waste rock; however, tailings declined by 8% over the 10. Participate in • UN Global Compact n/a n/a • Issued Conflict-Free Gold Report prior year. Total non-mineral waste Global Corporate (UNGC) for 2015. increased by 12%, but was partially Responsibility Dialogue • Extractive Industries • Participated in the Devonshire offset by a 39% increase in the We maintain an active engagement Transparency Initiative (EITI) Initiative Beyond Zero volume of waste recycled. and dialogue with our global • Carbon Disclosure Project Harm project. industry peers, associations, (CDP) • Supported and participated in 5. Responsible Investment • Kettle River-Buckhorn n/a n/a • Established a Community Plan for governments, and civil society on • World Gold Council (WGC) the International Network for Acid CSR best practices and evolving Prevention and Industry Advisory We consider all aspects of an Closure Closure requirement for all Kinross’ • Devonshire Initiative global standards. Group to the International Cyanide operation or new project – operating sites as part of Kinross’ • International Network for Management Institute. including social, environmental, Site Responsibility Plan guidance. Acid Prevention (INAP) and post-closure issues – in making • Developed and launched the our investment decisions. Kinross Best Practices Guide for Closure – Human Resources. [A] Independently assured 1 “Local” refers to the appropriate “local” administrative unit (this varies by site but generally corresponds to municipality, county, or district)

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OUR CORPORATE RESPONSIBILITY STRATEGY We have a responsibility to conduct our operations in a manner that is safe for our employees, protective of the environment, and beneficial to the host countries and communities where our operations are located.

Our Corporate Responsibility Strategy • Corporate Responsibility Management • Performance metrics and site-specific integrates corporate responsibility into our Systems (CRMS) to define standards and annual CR targets incorporated into business strategy at each stage of the mine guidelines to implement these policies the corporate performance targets for life cycle by establishing: at our operations; each Kinross operation and tracked • Core programs to drive performance on a quarterly or annual basis; • A policy framework to articulate our in these areas, such as training, • Systematic governance of Company commitments in specific areas based audits, emergency response drills, CR performance by the Corporate on our Ten Guiding Principles for and risk assessments; Responsibility and Technical Committee Corporate Responsibility; of the Board of Directors.

CORPORATE RESPONSIBILITY PERFORMANCE METRIC The Corporate Responsibility Performance Metric (CRPM) is a comprehensive measure of site level performance in the areas of health and safety, environment, and community relations.

These metrics are administered separately Committee (CRTC) of the Board of Critical targets are included as the by the respective functions, but are Directors. Annual targets are set for each “First Priorities” in the Company’s reported as a combined metric for the site and region and are combined to performance management and short-term Corporate Responsibility and Technical establish a corporate target. incentive program.

KINROSS EARNED THE FOLLOWING RECOGNITIONS IN 2014 AND 2015:

• Awarded the RobecoSam Sustainability • Listed on the Jantzi Social Index® • Received a score of 97 out of 100 for Award, Bronze Class since 2007 our 2015 submission to the Carbon • Placed on the Ethibel Excellence • Named as a constituent of the MSCI Disclosure Project, placing Kinross investment register; Ethical Global Global Sustainability Index in 2014 on the prestigious Canadian Climate Equity, and ECPI Global Carbon Indices and 2015 Disclosure Leadership Index for 2015 • Named among the Best 50 Corporate • Achieved a ranking of 20th out of Citizens in Canada by Corporate Knights 234 Canadian companies in the For more information on awards for the seventh consecutive year Globe and Mail 2015 annual corporate and recognitions received by Kinross and its operations, see Supplemental • Named among the Maclean’s Top 50 governance survey Information in the complete Socially Responsible Companies in 2015 CR Report (pages 124-125). Canada in 2015

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Putting People First — Health and Safety

At Kinross, health and safety is our number one priority – among employees, partners, contractors and suppliers, and in the communities in which we operate.

No job is too important, no task too urgent that it can be done in FIVE-YEAR SAFETY PERFORMANCE an unsafe manner. As a Company, we must create a culture where TOTAL REPORTABLE INJURY we never, under any circumstances, compromise on safety. FREQUENCY RATE (EMPLOYEES AND CONTRACTORS) (PER 200,000 HOURS WORKED)

We meet that pledge through our health Training for our employees and and safety policy and framework, regular contractors is also a critical component and comprehensive training, and the of safety performance. An estimated targets and performance standards we 250,000 hours of safety training are have established. delivered annually to employees and contractors at Kinross sites. 0.93

0.56 0.43 23% decline 0.38 0.33 in TOTAL REPORTABLE INJURY FREQUENCY 11 12 13 14 15 RATE over last 3 years

CRITICAL RISKS PROGRAM Program targets three elements to address to Work Standard, and implementing an Our performance across key safety underlying causes of fatalities experienced updated Contractor Management Program indicators of TRIFR, severity rate and at Kinross over the past decade. to pre-qualify contractors and suppliers in lost-time accidents is consistently in health and safety to do work at Kinross. Key initiatives in 2014 and 2015 included the top quartile of our sector. Despite implementing Road Going Vehicle achieving our goal of zero fatalities for the Standard, introducing a new formal Permit third consecutive year, our Critical Risks

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0.96

0.50 0.40 BENCHMARKING SAFETY 0.33 0.30 0.20 PERFORMANCE BENCHMARKING TRIFR, 2014

Benchmarking is an important part of Mining industry peer average understanding our safety performance. Accounting, tax preparation, bookkeeping, and payroll services In addition to ongoing benchmarking Travel agencies of Kinross’ safety performance relative Kinross to our mining industry peers, we also Insurance agencies and brokerages benchmark our TRIFR against other sectors Agents and managers for artists, athletes, 0.96 of the broader economy. entertainers, and other public figures 0.50 0.40 The results demonstrate that Kinross’ 0.33 0.30 0.20 Company-wide TRIFR is similar to businesses operating in low-risk non- Mining industry peer average Sources: United States Department of Labor, Bureau of Labor industrial environments. Statistics (Incidence rates of non-fatal occupational injuries Accounting, tax preparation, and illnesses by industry and case types, 2014). Kinross, 2014. bookkeeping, and payroll services Travel agencies

Kinross Insurance agencies and brokerages Agents and managers for artists, athletes, Building a Safety Culture at Round Mountain entertainers, and other public figures Kinross’ Round Mountain mine has been awarded the Nevada Mining Council’s prestigious top prize as the safest large surface mine in Nevada two years in a row.

Recognition of Round Mountain’s safety requires an approach that makes sense Employees are encouraged to bring performance, in a state with a rich mining for the unique attributes of each site forward any safety concerns and are tradition, reflects the mine’s commitment and workforce. empowered to stop working if something and success in embedding a strong safety unsafe is revealed. Rigorous training both in culture through employee engagement. For Round Mountain, building a “hands- the classroom and on the job are critical. on” safety culture is rooted in the belief While Kinross sets rigorous corporate that every employee is accountable for Read the complete case study safety management standards that must working safely. in the 2015 CR Report (page 33). be met, exemplary safety performance Watch the video

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SAFEGUARDING COMMUNITY HEALTH IN PARACATU Kinross has been proactive in working with independent research groups to address concerns among some members of the local community about potential health risks associated with mining activity.

As reported previously, Kinross the risk to human health is low, and the of the United Nations. The results of commissioned an independently led contribution from activities through dust the completed study were presented six-year research program, including a and soil to arsenic exposure is lower than to Kinross employees, contractors, the complete Human Health Risk Assessment, the exposure through ingestion of food local community, media, and local to investigate the potential for community and water. and state authorities. or workforce health impacts related to naturally occurring arsenic present in the Results show that total arsenic exposure Read the 2015 CR Report, Paracatu ore body. from food, water, dust and soil in Paracatu Safeguarding Community Health is ten times lower than the benchmark in Paracatu (pages 36-37). The final results were published in dose for daily arsenic intake established February 2016 and concluded that by the World Health Organization and exposure to arsenic in Paracatu is low, the Food and Agriculture Organization

Emergence of Mosquito- focused on efforts to prevent the spread of Borne Illness in Brazil mosquito-borne viruses in Paracatu and the surrounding communities. Over the past two years, mosquito-borne illnesses of dengue fever and zika virus have In collaboration with local and state medical been on the rise in Brazil. With over 1,460 officials, we have been participating in employees based in Brazil, and an outbreak mosquito control and education campaigns of dengue fever among our workforce in with local authorities, as well as contributing 2015, our Paracatu operation has been to the critical elimination of breeding grounds at site and in the community.

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Generating Economic Value

Through our operations, we strive to generate value for our shareholders and economic prosperity in our host countries through job creation, procurement and tax payments, creating a benefit footprint which in turn generates opportunities.

OUR STRATEGY FOR VALUE DISTRIBUTION Our approach to generating economic value consists of two complementary strategies: first, by maximizing the value generated through our rigorous financial discipline and a high-performance operating culture; and second, through careful consideration of our recruitment, procurement, and community investment activities to ensure host countries and communities have opportunities to benefit from that value.

MEASURING OUR BENEFIT FOOTPRINT The benefit footprint is our metric for The 2015 Benefit Footprint graph shows 13% of operations spending was outside tracking the distribution of our direct the breakdown of spending by operations host countries, leaving 13% available for economic impact. The amount is at the sub-national levels for 2015, corporate and other needs. significant: in 2014 and 2015, we spent compared with revenue for metal sales. approximately $2.5 billion and $2.3 billion Understanding our benefit footprint helps in host countries respectively, representing In aggregate, operations spending at the inform our strategies for community 73% of the total revenue we generated local level amounted to 29% of revenue, engagement, community investment and from metal sales over a two-year period. 13% at the regional level and 32% local procurement, and recruitment. elsewhere within host communities. About

$4.8 29% of revenue billion spent spent at LOCAL LEVEL in HOST COUNTRIES in 2015 over two years

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2015 DISTRIBUTION OF ECONOMIC VALUE1 ($ MILLIONS)

Payments to Governments

Income & Total In- In- Out-of- Economic Royalties Corporate Duties, to Country Country Country Value 2015 Revenue & Fees Tax Other Gov’t Suppliers 2 Wages 3 Community 5 Suppliers Retained

Brazil 559.8 44.4 1.8 8.4 54.6 288.1 53.6 0.8 70.8 91.9

Chile 249.1 0.0 (26.1) 6.7 (19.4) 241.8 50.0 0.9 2.1 (26.3)

Ghana 302.3 17.3 19.8 0.0 37.1 140.8 42.9 1.7 63.6 16.2

Mauritania 249.4 8.2 0.0 27.8 36.0 143.6 60.2 1.9 150.5 (142.8)

Russia 883.2 54.1 122.9 13.4 190.4 191.3 74.5 0.6 29.4 397.0

USA 808.4 3.0 18.4 14.1 35.5 461.6 162.7 0.9 8.6 139.1

Corporate 0.0 0.0 0.6 0.0 0.6 56.5 163.6 4 0.8 72.1 (293.6)

Total 3,052.2 127.0 137.4 70.4 334.8 1,523.7 607.5 7.6 397.1 181.5

1 In 2015, Kinross reported an adjusted net loss from continuing operations of $91.0 million on revenue of $3,052.2 million. Operating costs were $2,095.6 million and no dividends were paid during the year. Interest paid was $91.5 million, of which $1.3 million was paid by CMGC (Russia) and the remaining balance was paid by Corporate (Toronto). The distribution of economic value shown above also includes capitalized expenditures of $567.3 million. For a complete account of Kinross’ 2015 financial performance, see our 2015 Financial Statements in the 2015 Annual Report. 2 Suppliers registered as tax-paying businesses in the host country are considered to be in-country suppliers. 3 In-country wages reported by country include payments made to nationals and exclude wages paid to expatriate employees. 4 Corporate wages shown here include all wages paid at Toronto, Denver and La Palmas as well as $77.6 million of expatriate wages. 5 Community investments include donations and investments in non-core infrastructure, and exclude in-kind contributions.

2015 KINROSS BENEFIT FOOTPRINT OPERATING AND CAPITAL SPENDING

11% Net Corporate 17% 13% Investment

59% 13%

32%

13% Revenue from Metals Sales 0.2% 13% 29%

Value Payments to Payments to Purchase of Community Available for Breakdown of Generated Governments Employees Goods and Services Investments Corporate Needs All Spending

Host Country Local Host Country Region Host Country Outside Region Other Countries Corporate & Other

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LOCAL PROCUREMENT 2015 LOCAL PROCUREMENT 1 Host country procurement is a critical Local 2 Total In-Country 3 Imported key performance indicator for Kinross. In-country procurement spend, including Brazil 11% 80% 20% in-country procurement at the corporate Chile 68% 99% 1% level, was 79% of total procurement in Ghana 3% 69% 31% 2015, in line with our corporate target of Mauritania 0% 4 49% 51% 75-80% of total procurement spend. Russia 22% 87% 13% United States 44% 98% 2% Our local business program is focused Kinross 24% 79% 21% on areas where local suppliers have the capacity to effectively compete and win 1 Procurement includes total spending on goods and services including capital expenditures. 2 “Local” is defined as the applicable “local” administrative unit (this varies by site but generally business from Kinross while meeting the corresponds to municipality, county, or district) associated with the mine’s area of influence. Company’s standards for due diligence, 3 “In-country” spending includes payments to commercial enterprises if the commercial quality, health, environment and safety. enterprise is registered in the country for tax purposes. 4 In Mauritania, Kinross’ local procurement program encompasses all suppliers domiciled in the country.

ASSESSING THE IMPORTANCE OF OUR BENEFIT FOOTPRINT In Brazil, the availability of long-term Paracatu, where our mine has been in While there are multiple contributors to community-level data has allowed us to operation since 1987. the economic health of Paracatu, such as quantitatively measure the positive impacts agribusiness and education, we believe of our Paracatu operation on the well- The data show that, since 1990, Paracatu these data provide a clear indication being of the host community. has advanced more rapidly than the state of the contribution to community of Minas Gerais, where it is located. As development from the wages and benefits, In 2014, Brazil published municipal-level a result of this improvement, the city of local procurement, and payments to Human Development Index (HDI) data Paracatu now ranks above the national- governments generated by our mine. for the period 1990 to 2010 for cities and state-wide averages in a number of and states throughout Brazil, including key social indicators (see table below).

2010 DATA COMPOSITE HUMAN Paracatu Brazil Minas Gerais DEVELOPMENT INDEX

Infant mortality 13.5 16.7 15.08 Under 5 mortality 15.7 18.8 17.3 Life expectancy at birth 76.22 73.94 75.3 Households with water (%) 95.16 92.72 94.44 Households with sanitation (%) 95.04 87.16 94.91 Households with garbage collection (%) 99.12 97.02 97.85 Households with electricity (%) 99.58 98.58 99.35 9191 00 00 10 10 Households with adequate walls (%) 99.54 96.58 99.03 Brazil Minas Gerais Paracatu Brazil Minas Gerais Paracatu Gini 1 0.51 0.60 0.56 Population – poor (%) 9.34 15.2 10.97 Population – extremely poor (%) 2.37 6.62 3.49 91 00 10 Children – poor (%) 15.82 26.01 20.48 Brazil .493 .612 .729 Children – extremely poor (%) 3.94 11.47 6.35 Minas Gerais .478 .624 .731 Paracatu .458 .610 .744 1 Gini: See Glossary in the complete 2015 CR Report.

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Engaging Our Workforce

Our people – their talents, skills, motivation and leadership qualities – are critical to our future growth and success.

We are committed to being “an employer of choice” among responsible global mining companies through best practices in all aspects of the employee life cycle.

In 2015, we developed and launched a new Human Resources Strategy to better 2015 TOTAL EMPLOYEES FIVE-YEAR EMPLOYEE BY COUNTRY TURNOVER RATE align with Kinross’ business strategy and (%) 1,461 1,790 market realities. Our goal is to create a 1,461 1,790 culture of highly engaged employees to 249 COMPOSITE HUMAN 249 DEVELOPMENT INDEX effectively execute the Kinross strategy 805 13.7 and drive our business forward. 805 6.8 3.1 5.2 7.7 2,418 2,418 1,185 1,185 5.8 5.4 5.7 5.3 4.6 1,199 1,199 11 12 13 14 15 Brazil Mauritania Brazil Mauritania Canada Russia $607.5 Canada Russia Voluntary Involuntary Chile USA million in WAGES AND Ghana Chile USA BENEFITS paid Ghana

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WORKPLACE DIVERSITY 2015 GENDER DIVERSITY 2015 GENDER DIVERSITY AND LOCAL HIRING BY REGION BY EMPLOYMENT TYPE Our employees represent diverse values, (%) (%) traditions and cultural realities. We strive 6 to create an inclusive culture where 1714 1017 14 11 17 17 1717 1414 diversity is valued and respected. In 2015, 33 33 33 we approved the Kinross Way for Diversity 90 94 89 and Inclusion articulating Kinross’ guiding 86 83 83 86 83 83 86 83 83 86 67 principles for diversity and inclusion and 67 67 expectations across the Company.

Americas Russia West Africa Total Management 1 Junior Top Board of management management Directors Kinross has been an industry leader when 1 1 Management Junior Top Board ofManagement Juniorpositions 2 positionsTop 3 Board of it comes to Board diversity. The Company Malemanagement managementFemale Directors management management Directors positions 2 positions 3 positions 2 positions 3 appointed its first woman Director in 2005, Male Female and appointed two more women to the Male Female Male Female Board in 2013 for a total of three women Directors. In 2015, the Board reached 1 Junior and top positions (% of total its gender diversity target of 33%, set in At the site level, senior operations leaders management workforce). the Board of Directors Diversity Policy 2 First line management (as a % of total junior are working to improve the engagement management positions). established in 2014. and retention of women in technical roles. 3 Maximum two levels from the CEO or comparable position (as a % of total top Regional Vice-Presidents, with the support of We have also identified several areas to management positions). our cross-functional Diversity and Inclusion enhance gender diversity. At the corporate Committee, are accountable for advancing level, our focus is on strengthening gender diversity across our operations. diversity through recruitment and retention of management candidates.

LOCAL HIRING 2015 LOCAL EMPLOYEE HIRING BY COUNTRY Creating meaningful livelihoods for our Percentage of employees employees is one of the most powerful that are nationals from the positive social impacts of our business, country of operations: Workforce Management especially when we are able to create new opportunities for women, youth Brazil 99.5% 93.0% and residents of remote areas with Chile 99.0% 96.3% limited alternatives. Ghana 98.1% 80.5% Mauritania 88.2% 45.3% In 2015, 83.2% of managers and Russia 98.1% 87.1% 97.4% of our workforce were hires from USA 99.9% 97.1% within host countries. TOTAL 97.4% 83.2%

97.4% of our workforce hired from within HOST COUNTRIES

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Global Talent Regular reviews are conducted to align who have been identified as successors for Management System employee interests and readiness to critical roles positions. In 2014, 14% of open specific needs such as vacancies and critical roles positions were filled with internal Our global talent management program special assignments. Global Talent candidates and, in 2015, 25% of all critical is supported by an online platform that Champions, senior leaders who have a role open positions were filled internally. allows employees to provide information global view and responsibility for business on their background, interests and functions review the findings semi- mobility, while giving managers a tool to annually, and work with line management review and assess employees in terms of in the engagement and development of 100% performance, leadership potential and employees. Through this program, we of Kinross sites succession readiness. are increasing the placement of internal have full-time INTERNAL employees and the retention of employees TRAINERS

Integrating Bald Mountain Employees

Kinross announced the acquisition of the Bald Mountain mine in Nevada on November 12th, 2015. Our corporate human resources group mobilized quickly to develop and launch an integration strategy that would ensure continuity for Bald Mountain employees, facilitate a smooth transition to Kinross’ Total Rewards Program and retain a skilled and engaged workforce at that site.

Openness and face-to-face communication In January 2016, we hosted multiple Bald Mountain employee had signed back were the hallmarks of our intensive 60- information and drop-in sessions for their offers of employment within one week day integration program which included employees and their families living in the of the acquisition closing date, confirming channels for two-way communications (toll- three Nevada towns of Elko, Ely and Eureka, the program’s success. free hotline and email) and the distribution in the Bald Mountain catchment area. At of information packages. the end of the consultation process, every

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Empowering Communities

At Kinross, we believe that responsible mining can generate sustainable value in host countries and host communities. We strive to create positive economic and social benefits and improve the overall quality of people’s lives in a manner that is sustainable beyond the life of the mine.

Through active engagement and dialogue, our goal is to keep our neighbours informed about our activities, and provide them with opportunities to raise issues of interest or express their concerns. We seek at all times to respond to these concerns with promptness and clarity.

SITE RESPONSIBILITY PLANS latest international practice; clarification community engagement and investment Our Site Responsibility Plans (SRPs) of the types of socio-economic studies we programs with the Local Business provide a framework for planning and conduct to evaluate operating context; Requirements of Kinross’ Supply implementing stakeholder engagement and local business programs to align Chain Policy. strategies that support our commitments to our host communities. We strengthened Site Responsibility Plans our SRP Framework in 2015, establishing an expectation that all sites will develop Engage Evaluate a Community Plan for Mine Closure to Stakeholder Strategy/Mapping Socio-Economic Studies Formal Consultation Benefit Footprint Accounting outline how each site is supporting the Grievance Mechanism Local Development Plans community and local development that will Employee Ambassadors/Training Local Business Programs Broad Community Support Stakeholder Feedback be sustainable beyond the life of mine. Social Impact/Community Risk Assessment

Following our 2014 review, SRP Monitor Action Guidance was also amended in areas of Perception Surveys Business Plan Objectives Community-Based Outcomes Community Investment Strategy improved record keeping for stakeholder Donations Monitoring Community Plan for Mine Closure Grievance Resolution Employee Engagement Plan & In-Kind engagement and dialogue to facilitate Donation Review review, analysis and audit; stakeholder grievance mechanism consistent with

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Training Environmental Representatives from the nearby Monitors in Russia’s settlements of Lamutskoye, Chuvanskoye Far North and Ilirney, and cities of Bilibino and Anadyr, participated in the program. Concern about environmental protection An inaugural environmental monitoring has been at the epicentre of public training program was held in 2013. consultations for our mines in Russia. We partnered with the Magadan-based While Kinross has consistently identified VNII-1 research institute in 2014 to the technical compliance aspects of provide a more comprehensive six- our environmental management, the day training course which included information was not easily understood at information on water treatment and local community meetings. To address this other pertinent topics. challenge, we developed an environmental monitoring training program to help A second six-day training program took To learn more, read the 2015 CR community members see first-hand how place in August 2015. As a result of the Report, Working with Indigenous we protect the environment at our Kupol training program, participants became Peoples (pages 72-77). and Dvoinoye operations. voluntary community monitors who had a better understanding and appreciation of Kinross’ dedicated program of environmental management.

ENGAGING OUR STAKEHOLDERS In 2014 and 2015, the significant issues raised by stakeholders included ethics, indigenous peoples’ land rights, operational impacts, and communities’ interests associated with educational and skills development, capacity building and economic opportunities, availability of services, and the environment.

Stakeholder Identification is a continuous Stakeholder Identification Cycle process that begins with well-established reference points and is further informed Reference Stakeholder Engagement Analysis Groups by the results of engagement. Our Points stakeholder engagement efforts are Legal Authorities Permitting Records tracked at each site and reported Kinross Policy Authorities (traditional) Consultation Mapping Best Practice Civil Society Standing Advisory Media Monitoring quarterly as part of the SRP reporting. Experience Community & Groups Issues Identification Key performance indicators include the Business Suppliers Day-to-day Interaction Engagement Planning Community Residents Mine Tours number of stakeholders engaged, positive Investors Community Meetings versus negative feedback, and grievance Rightsholders Participation in Public Evenings investigations, as well as scores for Vulnerable Groups Workforce Grievances and community perception and stakeholder Complaints engagement.

Across Kinross sites, we recorded 168,000 interactions with stakeholders in For details on our management of key stakeholder issues at our sites, 2015 and recorded 58 grievances during read the Key Stakeholder Issues table in our 2015 CR Report (pages 64-71). the year, which were resolved within the target time frame.

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COMMUNITY AND SOCIAL DEVELOPMENT Although in economic terms by far the greatest contribution to host communities is our operational benefit footprint – job creation, local procurement and tax payments to local governments – we continuously evaluate opportunities to leverage that benefit footprint into lasting development through support of a variety of community development initiatives.

Through our SRPs, we support a broad We identify community-based outcomes spectrum of community initiatives and to measure the effectiveness of specific partnerships across our global operations. community programs and to ensure Approximately 90% of our Company-wide individual actions are aligned with donations and sponsorship funding is strategic goals. spent by operating sites. For details on our community-based outcomes, read Kinross Community Focus in the 2015 CR Report (pages 79-80).

2015 DISTRIBUTION OF 2015 COMMUNITY INVESTMENTS BY COUNTRY COMMUNITY INVESTMENTS ($ MILLIONS) 0.66 0.80 0.66 0.80 0.84 1.06 0.84 1.06

0.91 0.83 0.91 0.83 1.87 0.04 1.87 0.04 1.68 1.68 3.93 6.77 0.23 0.23 3.93 6.77 0.790.79 0.870.87 0.98 0.98 0.59 0.59

BrazilBrazil ChileChile GhanaGhana MauritaniaMauritania Russia Russia USA USA

Sites (Monetary) Monetary ($ millions) Sites (Monetary) Monetary ($ millions) Sites (In-kind) In-kind ($ millions) Sites (In-kind) In-kind ($ millions) Corporate (Monetary) Corporate (Monetary) 3rd party (Estimated) 3rd party (Estimated)

2015 COMMUNITY INVESTMENTS BY CATEGORY Donation In-kind (percent) (percent)

Civic Groups 5.6 12.4 Community Activities 4.0 29.9 72% Education 5.7 18.8 Environment 4.4 10.8 of donations Health and Nutrition 54.7 10.9 (monetary and in-kind) had Local Business 0.7 5.2 MEASURABLE community- based outcomes Local Infrastructure 21.1 9.9 in 2015 Youth 3.8 2.1 Total 100.0 100.0

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Celebrating Education at Integrar na Praça

At the heart of Kinross’ Integrar program is the goal of contributing to a better quality of life for the people of Paracatu. Integrar na Praça (Integrar in the Square) is an annual event where teachers, parents and students come together to celebrate the achievements of our youth and education programs through educational games and arts activities based on the programs completed at school.

Since 2011, these programs (including When the program began in 2011, 19 workshops across areas of sports and schools were categorized as slightly below literature, tutoring programs and average. Today, in schools supported by environmental education) have not the Integrar program, 83% are achieving only helped children learn more about test scores above the national average. their community and respect for the environment, they have resulted in better Read the case study in the 2015 CR test scores. Report (page 82). Watch the video

Generating Economic Our Fort Knox mine, located in the local and state economy through stable Value in Alaska Fairbanks North Star Borough (FNSB) direct, indirect and induced employment in the state of Alaska, is a respected as well as the important role the mine and Kinross sites conduct socio-economic major employer and, together with our its employees play in the social fabric of impact studies on a regular basis to help employees and their families who live and the FNSB community. establish the socio-economic baseline and work in the area, a leading socio-economic to understand the socio-economic impact contributor to the community. The mine The Fort Knox mine is an example of of our operations. conducted its first socio-economic how the industry not only pays for its way study in 2011 and second site-specific through tax revenues to local and state This allows us to adapt our stakeholder socio-economic study in 2015. The 2015 entities, but how mining sector employees and community strategies depending contribute to the host community. on the business plans of the site and the results confirmed the essential and rising development plans of the community. contribution of the Fort Knox mine to the

SUMMARY OF FORT KNOX MINE ECONOMIC IMPACTS, 2014 Economic Activity Impacts

Total Impacts Total employment (direct, indirect, and induced) in Alaska 1,300 Total employment (direct, indirect, and induced) in FNSB only 1,180 Total payroll (direct, indirect, and induced) in Alaska $120 million Total payroll (direct, indirect, and induced) in FNSB only $113 million Direct Impacts Annual average employment 637 Annual payroll $66.6 million Private sector spending on goods and services $206.8 million Percent of total spending made in Alaska 72% Percent of total Alaska private sector spending in FNSB 77% Number of Alaska vendors 424 Payments to local government (FNSB) $6.9 million Payments to state government $17.1 million

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Advancing Community Health actual context, clinic staff capacities, and in Ghana and Mauritania local health demands. Since 2012, eight containers of donated supplies have Communities in the regions around been delivered to Mauritania and three Kinross’ Chirano mine in Ghana and the to Ghana, benefiting 28 clinics. Kinross’ Tasiast mine in Mauritania traditionally annual contribution of $167,000 for both have suffered from poor access to health countries has helped deliver more than care, which contributes to poor maternal $5 million in medical supplies and a broad and child mortality. Our partnership with range of equipment. Project C.U.R.E., a U.S.-based NGO, in Impact evaluations in Mauritania and Mauritania since 2012 and Ghana in 2014, Ghana show that all clinics report is playing an important role in advancing improved staff morale, 90% of facilities the goal of improved community well- report improved quality of health care, Read the complete case study in the being through better health care. 76% have implemented new procedures, 2015 CR Report (pages 97-98). In Ghana, the focus is on the and 83% of clinics report increased Watch the video districts around the Chirano mine. capacity to attend to patients. In Mauritania, coverage includes both Kinross is also supporting Project C.U.R.E.’s the local area and clinics around the “Helping Babies Breathe”, a “train the country. By mid-2016, needs assessments trainer” program directed at nurses and have been conducted at 55 clinics and midwives to strengthen infant and maternal hospitals to ensure alignment between health care in Ghana and Mauritania.

A “Living” Community communities which endure after a mine Second, to mobilize existing resources Plan for Closure at Kettle closes, reducing the impact of associated to help local residents, including small loss of jobs, supplier contracts and businesses, prepare for mine closure and River-Buckhorn tax revenues. to empower community stakeholders to take the lead on planning for the reality Mine closure is inevitable for all mines As Kettle River-Buckhorn approaches the of post-mining. Stakeholder engagement – it is a key part of responsible mining end of its mine life, a comprehensive social efforts were augmented through town and requires planning that should be closure strategy was developed taking into hall meetings, print and social media, carried out responsibly and together with account a broad range of socio-economic flyers, and approximately 100 one-on-one the local community. While there is no data, perception studies, stakeholder stakeholder meetings to review impacts, regulatory requirement for community mapping and SWOT analysis. The strategy ensure awareness and offer resources. closure planning, it helps ensure that focused on two objectives. First, to the positive socio-economic influence of engage the community to ensure that the We also mobilized additional resources our operations creates benefits in host impacts of mining were well understood. to provide a series of free new business and entrepreneurship training workshops in partnership with the Department of Commerce for the State of Washington that aligned with the development plans of both Ferry and Okanogan counties. Ongoing stakeholder engagement surveys have shown that these initiatives have been instrumental in preparing the community for a post-mining environment.

To learn more, see the 2015 CR Report (pages 89-90).

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Managing Our Environmental Footprint

As responsible miners, we are committed to protecting natural habitats and biodiversity, air and water quality, minimizing our consumption of water and energy, and to meeting or exceeding environmental regulatory requirements wherever we operate during all stages of a mine’s life cycle.

We reinforced our commitment and management of the environment through a number of important initiatives in 2015.

As part of a strategic corporate We strengthened our Tailings Management of Kinross’ water strategy, including site- reorganization, responsibility for program and standard across Kinross, specific metrics and management targets environmental management became enhancing independent review and for more efficient water use. And, we part of Kinross’ Operations Group, introducing new best practices to the completed a Cyanide Code certification further strengthening the integration systematic evaluation and monitoring of review at Tasiast and certified in substantial of environmental stewardship with our tailings facilities. We worked closely compliance. Remaining action items are business strategy. with our sites to continue implementation being addressed to meet all requirements.

Advancing Reclamation such a natural condition that it belies the water and monitoring water quality for a at Buckhorn Mine history of mining in the region. As we move period of time to ensure the water quality forward with the cessation of operations goals are met. For Kinross, reclamation and land at the Buckhorn mine in 2016, we are restoration are an essential part of leveraging our experience and expertise Read the case study in the mine planning. Over the years, we have and working with our stakeholders to 2015 CR Report (page 122). established a strong track record of ensure that reclamation planning includes Watch the video closure and reclamation as four of our extensive analysis of land-use options, sites – Mineral Hill, DeLamar, Manhattan short- and long-term environmental and True North – have won the prestigious matters, community development U.S. Bureau of Land Management (BLM) objectives, and adherence and compliance National Hardrock Mineral Environmental with regulatory obligations. Our goal is Award. At Kettle River-Buckhorn, we have to have as little visual difference between successfully reclaimed five properties what the land looked like prior to around the Kettle River mill since 1995. commencement of exploration and mining Through our reclamation program, land activities to after reclamation activities are 18 | SUMMARY REPORT previously used has been restored to completed. We will also continue treating SUMMARY REPORT | 19 KINROSS CORPORATE RESPONSIBILITY SUMMARY REPORT

Environmental Compliance

Kinross’ activities are subject to a large In 2014, Kinross sites had zero Notices notification of a sanctioning process number of environmental laws and of Violation (NOVs) and paid fines of regarding alleged impacts to wetlands. regulations with a complex variety $116,000 pertaining to NOVs issued in For more information about Maricunga, of permit conditions, environmental prior years. In 2015, Kinross received a see Key Stakeholder Issues (page 67) in regulations, and reporting deadlines in total of four NOVs and associated fines the 2015 CR Report,. each of the jurisdictions where we operate. totaling $7,557. At Maricunga, we received

OUR WATER STRATEGY We understand that our licence to operate depends upon our ability to demonstrate responsible stewardship of water.

Our water strategy is aimed at improved These improvements are due to a measurement and understanding of our combination of reduced precipitation, Standards Internal and water consumptive activities, assessment improvements in water use efficiency, and a External Reporting Public of the drivers affecting the “value of reduction in the amount of ore processed. Determine position the Value of statement water”, and development of appropriate Maricunga, operating in the water-stressed Water on water site-specific conservation strategies. Atacama region in Chile, achieved a 22% Water reduction in water consumption in 2014, Strategy Our Water Management Strategy and the best in the Company. Engaging Base level stakeholders of water Water Management Standards require each on water conservation site to understand its water footprint and Since 2013, our largest water consuming interest/ across concerns Broad based organization to implement management and mitigation operations, Paracatu and Fort Knox, have employee “water wise” measures and to minimize impacts. reduced their total water consumption campaign by 24% and 39% respectively. Tasiast has Between 2014 and 2015, Kinross’ total also achieved a 38% reduction in its water water intensity rate decreased from 356 l/t consumption since 2013. of ore processed in 2013 to 341 l/t in 2014, and 338 l/t in 2015. We have also reduced total water consumed by 13% and 15% 15% year-over-year. reduction in total water CONSUMPTION from 2014 to 2015 WATER INTENSITY RATES WATER RECYCLING RATES (LITRES/TONNE OF ORE PROCESSED) (RECYCLED WATER) (%)

356 339 81% 83 341 338 78 82 81 329 327 of the WATER CONSUMED at our 11 12 13 14 15 operations was 12 13 14 15 RECYCLED 5-Year Rolling Average in 2015

See our 2015 CR Data Tables at 2015corporateresponsibilityreport.kinross.com for more information.

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AIR EMISSIONS ENERGY AND CLIMATE CHANGE Every Kinross operation has been designed Recognizing climate change as one of the most important issues so that air emissions will not have a on the global sustainability agenda, we look to the evolving significant impact on air quality and will regulation of carbon emissions in each jurisdiction where meet or exceed the regulatory requirements we operate, and the overall status of the carbon market, as in each jurisdiction where we operate. determining factors in our approach to climate change. We employ a corporate-wide standard that embraces North American best practices In parallel, we work continuously to of ore processed) amounted to about to maintain non-point source dust improve our energy efficiency and 30% of the average emission intensity emissions below 20% opacity, the degree diversify our energy sources, incorporating for the top 10 gold mining companies. that dust obscures visibility. We routinely energy efficiency into the design of new See kinross.com/corporateresponsibility/ test all point sources with a particular projects and considering opportunities environment/default.aspx emphasis on potential mercury emissions. for renewable energy where feasible. Climate change impacts and strategies to Launched in March 2016, Kinross’ Mercury emissions can occur in some address them are a key component of the Achieving Excellence initiative focuses types of gold deposits containing trace Environmental Impact Assessment (EIA) on advancing Kinross’ ongoing effort to amounts of this naturally occurring metal. process for permitting new mine projects. produce the most ounces in the most Kinross has implemented best practice efficient and cost-effective way possible. controls at sites where mercury is present We also benchmark our performance Reducing energy use is an integral part in ore in appreciable amounts (Fort Knox, against our peers. Kinross has lower of this strategic initiative to improve Round Mountain, Kettle River-Buckhorn energy intensity and has lower greenhouse operational efficiencies and reduce costs. and La Coipa, which has been on care gas (GHG) emissions per tonne of ore and maintenance since the end of processed than most of our peers in the October 2013). industry. In 2014, the last year for which benchmarking data are available, 34,000 our GHG emissions intensity (per tonne tonnes/year of CO2e SAVINGS achieved through energy EFFICIENCY initiatives

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Energy Use and Efficiency 2015 TOTAL ENERGY During 2015, our operations consumed 16.6 million gigajoules (GJ) of energy (i.e. purchased CONSUMPTION BY TYPE energy and fuels) compared to 16.3 million GJ in 2014, an increase of 1.8%. Energy 4%4%2% 2% intensity increased from 120 MJ/per tonne of ore processed in 2014 to 141 MJ/tonne 35% of ore processed in 2015. This reflects the increase in haulage distances and slopes as 35% active mine areas move deeper and include other factors such as, self-generation of power at Maricunga following the extreme rainfall, operational disruptions at Paracatu, and a reduction in heap leaching (which has lower energy intensity) at Tasiast. 59%

GHG emissions dropped from 1,372 ktonnes of CO2e in 2014 to 1,351 ktonnes in 2015, 59% a decrease of 1.4%. Diesel/Light Fuel Oil Electricity Diesel/Light Fuel Oil Heavy Fuel Oil Electricity Other Heavy Fuel Oil Other

ENERGY DIRECT AND INDIRECT KINROSS GHG EMISSIONS GHG INTENSITY RATES

INTENSITY RATES SCOPE 1 AND SCOPE 2 (KILOGRAMS CO2e/TONNE

(MEGAJOULES/TONNE OF ORE PROCESSED) (1,000 TONNES CO2e) OF ORE PROCESSED) 141.4 11.5 1,337 1,372 1,351 11.5 141.4 1,337 1,372 1,351 120.3 1,220 1,244 10.1 113.5 114.3 116.0 120.3 1,220 1,244 9.6 10.1 113.5 114.3 116.0 49.0 9.6 8.9 49.0 8.68.6 8.9 4.9 4.9 544544 635 635574 574 44.5 474474 4.7 40.540.5 42.442.4 44.5 568 4.5 4.7 41.741.7 3.33.3 3.63.6

92.4 73.6 92.4 793 6.6 6.6 71.8 73.8 73.6 75.8 652 770 793 736 777 5.1 5.3 5.3 5.4 71.8 73.8 75.8 652 770 736 777 5.1 5.3 5.3 5.4

11 12 13 14 15 11 12 13 14 15 11 12 13 14 15 11 12 13 14 15 11 12 13 14 15 11 12 13 14 15 Scope 1 (ktonnes CO e) Direct Energy 2 Scope 1 (kg CO2e/tonne ore processed) Direct Energy Scope 2 (ktonnes CO e) Scope 1 (kg CO e/tonne ore processed) Indirect Energy Scope 1 (ktonnes CO2 2e) Scope 2 (kg CO2e/tonne2 ore processed)

Indirect Energy Scope 2 (ktonnes CO2e) Scope 2 (kg CO2e/tonne ore processed)

WASTE MANAGEMENT Our mining operations produce mineral wastes, such as tailings and waste rock, and a comparatively small amount of non-mineral wastes.

While efforts are made to minimize Our focus is on the safe handling and and that these materials do not pose a non-mineral wastes through reuse and proper disposal of all wastes to ensure significant hazard to the environment, our recycling, the amount of mineral wastes, environmental effects are minimized employees and the local community. tailings and rock, is directly related to the amount of ore processed.

See our 2015 CR Data Tables at 2015corporateresponsibilityreport.kinross.com for more information.

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Tailings Management

Safe and responsible management of tailings disposal is critical to our business, our stakeholders and for our industry.

Kinross implements best-in-class tailings • Reinforced role of “third-party” and management standards, aligned with the “fourth-party” independent review Mining Association of Canada’s guidance on tailings management and International Together with our Company-wide Commission on Large Dams. We review the commitment to exemplary performance, effectiveness of our tailings management Kinross’ new management framework programs periodically and, on that basis, in further strengthens our ability to meet 2015, we convened a global “round table” stakeholder expectations for ongoing safe and responsible tailings management. of independent leading tailings engineers, To read more, see 2015 CR Report, Tailings along with Kinross’ leaders with primary Management (pages 115-116). responsibility for tailings operations and Tailings Management System environmental management at our sites. While the results confirmed the overall inspection by 3 yrs independent reviewer strength of our existing standards and programs, several key areas for physical inspection by EOR with detailed assessment of improvement were identified, including: Operating, Maintenance annually and Surveillance Manual • Reinforced accountability review all pertinent operating quarterly criteria (scorecard) by EOR • Increased role of the “Engineer and site Qualified Person of Record” (EOR) operational inspection • Formalized operating plans water level readings, instrumentation daily/weekly and programs measurements • Enhanced operations monitoring water flows, residual and performance reporting, including continuous/hourly cyanide concentration the introduction of a quarterly Tailings Scorecard

Non-Mineral Wastes

We are continuously seeking ways to reduce waste generation as well as NON-MINERAL WASTE INTENSITIES (KILOGRAMS/TONNE OF ORE PROCESSED) increase the amount of waste we can recycle and reuse. Over the past two years, ongoing efforts to reduce and .081.081 .114 .114 52% divert waste to recycling programs have .028.028 .071 .071 of non-mineral contributed to improvements in the .080.080 .083 .083 .022 .025 .022 waste RECYCLED volume of waste recycled. .028 .025 .028 .028 .115 .028 .115 .074 .085 by operations in .053 .046 .074 .085 During 2015, Paracatu recycled .053 .046 2015 11 12 13 14 15 accumulated truck tires and scrap 11 12 13 14 15 metal and began to use wood waste in Non-Mineral Wastes Disposed On-Site reclamation projects, contributing to a 44% Non-MineralNon-Mineral Wastes Wastes Disposed Disposed Off-Site On-Site increase in recycled waste over the Non-MineralNon-Mineral Recycled Wastes Wastes Disposed Off-Site prior year. Fort Knox also increased the Non-Mineral Recycled Wastes volume of waste recycled in 2015 by 35% over 2014. SUMMARY REPORT | 23 KINROSS CORPORATE RESPONSIBILITY SUMMARY REPORT

MANAGING CYANIDE Compliance with the International Cyanide All of Kinross’ gold producing operations Management Code is a key part of Kinross’ use cyanide and all are certified under the commitment to protect our workers, Cyanide Code. In 2016, Tasiast was certified communities, and the environment in in substantial compliance and remaining which we operate. action items are being addressed.

RECLAMATION AND CLOSURE Returning land disturbed by mining to stable and productive post-mining land uses is fundamental to responsible environmental stewardship.

All Kinross sites are required to develop At the end of 2015, Kinross had five including working with the regulatory and maintain reclamation and closure plans reclamation sites – DeLamar, Hayden Hill, agencies and getting cost estimates to that, as a minimum, meet our corporate Mineral Hill, Sunnyside and Champagne, begin reclamation work at the site. Reclamation and Closure Standards and all based in the United States. We Read the case study Advancing in a manner that demonstrates excellence continued to make progress with the Reclamation at Buckhorn Mine in the and establishes industry-wide leadership. reclamation efforts at those sites. 2015 CR Report (page 122). Efforts are made to reclaim land no longer Watch the video required for operations while mining In preparation for closure at the end of operations are still active. 2016, we advanced our reclamation and closure plans at Kettle River-Buckhorn,

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BIODIVERSITY stakeholders – governments, non- At Paracatu, and in keeping with our governmental organizations (NGO), commitment to protect biodiversity, we Protection of biological resources in contributed $440,000 as part of an agreement close proximity to Kinross’ activities is indigenous peoples and other community with local authorities to help the Associação a key element in Kinross’ environmental members – who can help us understand Mineira de Defensa do Ambiental (AMDA), a local environmental NGO, to build a wildlife strategy. This includes identification, and protect local ecosystems. rescue and rehabilitation centre for monitoring and protection of both At our sites in Chile, Brazil and in Russia, wounded animals in Paracatu. biodiversity and biological habitat and there were 30 International Union for minimizing impacts. Our initial assessment Conservation of Nature (IUCN) red-listed and ongoing management plans are species present in 2015. carried out in consultation with local

This summary of our 2015 Corporate Responsibility Report provides an overview of our approach to corporate responsibility (CR) and our performance as responsible miners over the past two years. To learn more about Kinross’ CR strategy, our priorities and on-the- ground performance, visit our full CR Report, including our 2015 CR Data Tables and GRI Index, at Corporate Responsibility Report Kinross’ 2015 Corporate Responsibility Report chronicles 2015corporateresponsibilityreport.kinross.com. our progress over the past two years in delivering on our commitment to responsible mining. CONTACT INFORMATION

GENERAL INVESTOR RELATIONS PUBLICATIONS Kinross Gold Corporation Tom Elliott, Senior Vice-President, To obtain copies of Kinross’ 25 York Street, 17th Floor Investor Relations and Corporate publications, please visit Toronto, Ontario, Canada M5J 2V5 Development our corporate website at Website: www.kinross.com Telephone: 416-365-3390 www.kinross.com, or contact us Telephone: 416-365-5123 [email protected] by email at [email protected] or Toll-free: 1-866-561-3636 call 1-866-561-3636. Facsimile: 416-363-6622 MEDIA [email protected] Louie Diaz, Director, FEEDBACK Corporate Communications Kinross welcomes your feedback regarding CORPORATE RESPONSIBILITY Telephone: 416-369-6469 our 2015 Corporate Responsibility Report. Ed Opitz, Vice-President, [email protected] To provide us with your comments, please Safety and Sustainability email us at [email protected]. Telephone: 416-369-6476 [email protected]

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