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Newmont Mining Corporation - Climate Change 2018

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Newmont Mining Corporation - Climate Change 2018 Newmont Mining Corporation - Climate Change 2018 C0. Introduction C0.1 CDP Page 1 of 59 (C0.1) Give a general description and introduction to your organization. Newmont Mining Corporation (“Newmont”) is a leading gold and copper producer. The Company was founded in 1921 and has been publicly traded since 1925. Headquartered in Greenwood Village, Colorado, Newmont has approximately 24,700 employees and contractors with operations primarily in five countries on four continents around the world. Newmont is the only gold company listed in the S&P 500 index. Newmont’s 100 percent-owned operating assets as of year-end 2017 include the Boddington and Tanami mines in Australia; Ahafo and Akyem operations in Ghana; and the Cripple Creek & Victor (CC&V) mine in Colorado and four operating complexes (Carlin, Long Canyon, Phoenix and Twin Creeks) in Nevada. Operations where Newmont owns 50 % or more and/or is the manager or operator include KCGM in Australia (50 %); Yanacocha in Peru (54.05 %); and Merian in Suriname (75 %). In June 2018, Sumitomo Corporation acquired a 5% stake in the Minera Yanacocha SRL (Yanacocha) partnership. As a result of the transaction, Newmont now holds a 51.35% ownership share of Yanacocha as of June 20, 2018, however all responses in this questionnaire reflect Newmont's share as of year-end 2017. Our commitment to build a more successful and sustainable business is reflected in our Purpose - To create value and improve lives through sustainable and responsible mining. Our five core values - Safety, Integrity, Sustainability, Responsibility, and Inclusion -- are the cornerstone of what we believe and what we do. Strategy: Our business strategy serves as a blueprint for sustainable value creation. In 2017, we shifted our strategic pillars to reflect our performance and focus on a longer-term horizon. Our operations are safer and more efficient, and we have made continuous improvement a way of life through our Full Potential program. As a result, our first pillar has changed from improving the underlying business to delivering superior operational execution. The second pillar shifts from strengthening the portfolio – which we have done by selling $2.8 billion in non-core assets and reinvesting in profitable growth – to sustaining a global portfolio of long-life assets. We have delivered top quartile total shareholder returns, demonstrating our ability to create value for shareholders, so now we are focused on leading the gold sector in profitability and responsibility. Five strategic pillars -- Health and Safety, Operational Excellence, Growth, People, and Sustainability and External Relations -- form the basis of our business plan; create alignment across regions, sites and functions; and establish the objectives by which we measure our performance. Significant changes to the business in 2017 included: • Completing and initiating a number of profitable expansion projects: • Added profitable production and supported ongoing exploration in Australia through the Tanami expansion project, which reached commercial production safely, on time and on budget; • Increasing plant capacity by more than 50 percent and extending profitable production through two projects at Ahafo in Ghana – the Subika underground mine and the mill expansion; • Expanding the Twin Creeks resource in Nevada through the underground project, which began mining high-grade ore in 2017 and is expected to reach commercial production in mid-2018; and • Extending Yanacocha’s mine life to 2027 with the approval of the Quecher Main project in Peru. • Strengthening our long-term growth pipeline through investments and exploration opportunities: • Supported near-term development of the high-grade Buriticá gold project in Colombia through a $109 million investment for 19.9 percent ownership of Continental Gold Inc.; • Reached an agreement that allows us to earn up to 80 percent equity in a prospective gold district – Plateau – in Canada’s Yukon Territory; and • Announced an agreement to further explore the prospective Esperance gold discovery in French Guiana, owned by Compagnie Minière Esperance (CME). • Transitioning to new operational leaders in Australia and South America regions; • Announcing the move of our South America regional headquarters from Lima to Miami to improve how we support the broader region including operations in Suriname and Peru and exploration activities and investments in French Guiana and Colombia; and • Purchasing the International Finance Corporation’s 5 percent equity stake in Yanacocha for $48 million in December 2017, which increased our ownership in Yanacocha to 54.05 percent (from 51.35 percent). In 2017, we produced 5.7 million consolidated ounces of gold, which is sold to international bullion banks. Newmont also produced 113 million consolidated lbs of copper and an unreported amount of silver. For more details, visit our online newsroom and our 2017 10-K report. In general, this response omits data for assets divested or acquired in 2017, non-managed JVs, exploration activities, projects or closed sites. References are included when they are material and provide context. CDP Page 2 of 59 C0.2 (C0.2) State the start and end date of the year for which you are reporting data. Start date End date Indicate if you are providing emissions data for past Select the number of past reporting years you will be providing reporting years emissions data for Row January 1 December 31 No <Not Applicable> 1 2017 2017 Row <Not <Not <Not Applicable> <Not Applicable> 2 Applicable> Applicable> Row <Not <Not <Not Applicable> <Not Applicable> 3 Applicable> Applicable> Row <Not <Not <Not Applicable> <Not Applicable> 4 Applicable> Applicable> C0.3 (C0.3) Select the countries/regions for which you will be supplying data. Australia Ghana Peru Suriname United States of America C0.4 (C0.4) Select the currency used for all financial information disclosed throughout your response. USD C0.5 (C0.5) Select the option that describes the reporting boundary for which climate-related impacts on your business are being reported. Note that this option should align with your consolidation approach to your Scope 1 and Scope 2 greenhouse gas inventory. Operational control C-MM0.7 (C-MM0.7) Which part of the metals and mining value chain does your organization operate in? Row 1 Mining Copper Gold Processing metals Please select CDP Page 3 of 59 C1. Governance C1.1 (C1.1) Is there board-level oversight of climate-related issues within your organization? Yes C1.1a (C1.1a) Identify the position(s) of the individual(s) on the board with responsibility for climate-related issues. Position of Please explain individual(s) Board Chair Joseph A. Carrabba, Chair of the Safety and Sustainability Committee of the Board of Directors, with direct oversight for climate-related issues. (on board since 2007) . Director on board Gregory H. Boyce, Board of Directors and Safety and Sustainability Board Committee member, with direct oversight for climate-related issues (on board since 2015). Director on board Noreen Doyle, Board of Directors and Safety and Sustainability Board Committee member, with direct oversight for climate-related issues (on board since 2005). Director on board Sheri E. Hickock, Board of Directors and Safety and Sustainability Board Committee member, with direct oversight for climate-related issues (on board since 2017). Director on board Jane Nelson, Board of Directors and Safety and Sustainability Board Committee member, with direct oversight for climate-related issues (on board since 2011). Director on board Molly P. Zhang, Board of Directors and Safety and Sustainability Board Committee member, with direct oversight for climate-related issues (on board since 2017). C1.1b CDP Page 4 of 59 (C1.1b) Provide further details on the board’s oversight of climate-related issues. Frequency Governance Please explain with mechanisms which into which climate- climate- related related issues issues are are integrated a scheduled agenda item Scheduled Reviewing and The Safety and Sustainability Committee of the Board of Directors has direct oversight for climate change, GHG emissions, energy – some guiding and water -related issues, all of which align with our broader Global Climate and Energy strategy. Quarterly performance (progress to meetings strategy internal and external GHG emission reduction targets), energy and climate strategy implementation and compliance is reported to the Reviewing and CEO and the Executive Leadership Team as well as the board. Annual progress reports on implementing the global climate strategy, guiding major risks, opportunities, challenges and accomplishments are provided to the board's Safety and Sustainability committee members plans of action (named in Q C.1.1a of this response). The executive leadership and board are also involved in reviewing and approving the targets Reviewing and and goals for the global climate and energy strategy. This includes the GHG emissions reduction target to reduce emissions intensity guiding risk by 16.5% from a 2013 baseline by 2020. Additionally, the board and executive leadership team approves capital expenditures related management to implementing the global energy and climate strategy. policies Reviewing and guiding annual budgets Reviewing and guiding business plans Setting performance objectives Monitoring implementation and performance of objectives Overseeing major capital expenditures, acquisitions and divestitures Monitoring and overseeing progress against goals and targets for addressing
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