2017 SUSTAINABILITY REPORT ‘SAFETY IS SOMETHING WE CAN NEVER BE COMPLACENT ABOUT AND OUR FOCUS WILL NOT WANE OVER THE COMING YEAR.’ SANDEEP BISWAS MANAGING DIRECTOR AND CHIEF EXECUTIVE OFFICER MESSAGE FROM THE CHIEF CONTENTS 2 EXECUTIVE OFFICER WHO 4 WE ARE ABOUT THIS 28 REPORT 32 OUR Our People 32 PEOPLE ECONOMIC 50 PERFORMANCE SOCIAL 58 PERFORMANCE 50 ENVIRONMENTAL Economic 74 STEWARDSHIP Performance DATA 86 TABLES ASSURANCE 102 STATEMENT CORPORATE 105 DIRECTORY 58 Social Performance 74 Environmental Stewardship ON THE COVER Local indigenous Newcrest-MacMahon’s alliance employees, Jackson Ware and Florence Alfred, at Telfer operation in Western Australia. MESSAGE FROM THE CHIEF EXECUTIVE OFFICER ur commitment to achieving our vision is evident in the genuine Newcrest’s vision is to be the progress our people have achieved over the last three years; through improving safety and addressing major hazards, Miner of Choice. in implementing Edge, improving operational performance, Oand populating our growth pipeline. We have made significant headway on aligning our workforce with our priorities and in engaging We aim to achieve our vision with our stakeholders. by applying sustainable During the year, Newcrest applied for and successfully attained membership with the International Council on Mining and Metals practices across all aspects (ICMM). The ICMM brings together the world’s leading mining and metals companies and associations to address core sustainable development of our business. opportunities and challenges faced by the industry. Our admission is testament to the strong sustainability foundation we have built. Our progress in our safety performance is testament to our people and their firm commitment to safety for themselves, their families and their colleagues. It was two years in September 2017 since our last fatality. Focusing on the three pillars of our Safety Transformation plan – a strong safety culture through NewSafe, Critical Control Management (CCM), and robust Process Safety practices – has been instrumental in helping our people bring about this improvement. During the year, a Group-wide systematic Management of Change (MOC) process was rolled out as part of Process Safety. MOC is an approach that supports systematic change to our organisation, people, procedures, equipment and infrastructure, to ensure risks are managed and that changes occur safely and effectively. Safety is something we can never be complacent about and our focus will not wane over the coming year. 2 MESSAGE MESSAGE FROM THE CEO WHO WE ARE ABOUT THIS ABOUT REPORT OUR PEOPLE ECONOMIC PERFORMANCE In April 2017, a large seismic event impacted our Cadia operation. Our commitment to achieving sustained excellence in Directly following the event, our colleagues working in the environmental performance has been reinforced with a underground mine were accounted for and safely moved to refuge revised Environmental Policy. The review of the Policy included chambers or safe areas, with no physical injuries sustained before cross-referencing against industry peers and organisations, being safely evacuated to surface. As we went about recommencing the requirements of the international environment standard, mining over the subsequent five months, the safety of our people ISO14001, and the guiding principles of industry organisations, remained the primary objective. Throughout the remediation such as the ICMM. SOCIAL PERFORMANCE period, excellent safety results were achieved at Cadia, largely due During the year, we also revised our Human Rights Policy as part to the visible leadership demonstrated by leaders and supervisors, of our ongoing commitment to ensuring that our approach to the strong NewSafe culture displayed by the teams, and their human rights remains current and aligns with leading international commitment to our CCM processes. standards and frameworks. In addition to supporting the The health of our people is also important. During the year, we Universal Declaration of Human Rights and the United Nations continued to make progress on our three-year strategic health plan. Guiding Principles on Business and Human Rights, it reflects ENVIRONMENTAL STEWARDSHIP An online hygiene system was introduced across the business and our participation in leading voluntary initiatives, such as the monitoring of our occupational hygiene exposures has continued Voluntary Principles on Security and Human Rights and the World at all sites. Fatigue management was another key focus, with Gold Council. DATA TABLES procedures developed, assessments conducted Group-wide, and an I would like to thank our employees, contractors, host online fatigue assessment tool implemented. A wellbeing strategy communities, suppliers and governments for their work, was developed and issued, with Lihir and Telfer taking the lead support and positive collaboration over the year. on implementation. We also continue to build and maintain strong and sustainable ASSURANCE STATEMENT relationships with our host communities and in-country stakeholders. During the reporting period, Newcrest took initial steps in building a targeted program of social investment and capacity-building at the national level in Papua New Guinea (PNG), as we work towards a new engagement strategy for the country. The strategy aims to enhance CORPORATE DIRECTORY Newcrest’s national contribution and profile in PNG as a development partner, with the initial programs focused on five themes aligned SANDEEP BISWAS to both PNG’s development goals and Newcrest’s existing site social MANAGING DIRECTOR AND CHIEF EXECUTIVE OFFICER performance programs: protecting and empowering women; supporting education and regional employment for youth; helping build administrative capacity; supporting national community health initiatives; and, promoting the environment and biodiversity. 3 Who We Are Newcrest is one of the world’s largest gold mining companies, with operating assets in four countries, predominantly in Australia and the Asia-Pacific region. 4 MESSAGE MESSAGE FROM THE CEO WHO WE ARE ABOUT THIS ABOUT REPORT OUR PEOPLE ECONOMIC PERFORMANCE SOCIAL PERFORMANCE ENVIRONMENTAL STEWARDSHIP DATA TABLES ASSURANCE STATEMENT N PROFILE OUR across Australia, the Asia–Pacific regionandAfrica. theAsia–Pacific across Australia, 10,000people ofover USD 11.9 billion andhadaworkforce capitalisationof hadamarket 30 June 2017, Newcrest As at StockExchange. Moresby and isalsolistedonthePort SecuritiesExchange top 50companieslistedontheAustralian isamongthe Newcrest Headquartered inMelbourne,Australia, we operate. building lastingrelationshipswiththecommunitiesinwhich and minesinlinewithgoodenvironmentalpractices developing and ourpeople,operating environmentfor maintaining asafe CORPORATE CORPORATE DIRECTORY processing skills. The Companyiscommittedto processing skills. ofmetallurgicalmines, openpitsandavariety deep undergroundblockcaving,targeted hasstrongtechnicalcapabilitiesinexploration, ewcrest 5 OUR ASSETS 4 Gosowong 5 Bonikro 2 Lihir 6 Wafi-Golpu 3 Telfer 7 Namosi 1 Cadia 1 CADIA 5 BONIKRO(1) Located in central west New South Wales, Australia, 25 kilometres Located approximately 250 kilometres north west of Abidjan south-west of Orange and 250 kilometres west of Sydney, Cadia in Côte d’Ivoire, Bonikro is a gold mine 89.89 per cent owned has one of the deepest panel caves in the world and is 100 per cent by Newcrest. owned by Newcrest. 6 WAFI-GOLPU 2 LIHIR The Wafi-Golpu deposit is located approximately 60 kilometres One of the world’s largest gold deposits, Lihir is 100 per cent south-west of Lae in the Morobe Province of PNG and a feasibility owned by Newcrest and located on the island of Niolam, study is currently in progress. Wafi-Golpu is operated by the 900 kilometres north-east of Port Moresby in the New Ireland Wafi-Golpu Joint Venture, one of two unincorporated joint Province of PNG. ventures between subsidaries of Newcrest (50 per cent) and Harmony Gold Mining Company Limited. 3 TELFER Operating since 1977 and 100 per cent owned by Newcrest, the 7 NAMOSI Telfer gold-copper mine is located in the Great Sandy Desert in The Namosi Joint Venture (NJV) is exploring for mineral resources Western Australia, approximately 400 kilometres south-east of in the Namosi and Naitasiri provinces in Fiji, approximately Port Hedland. 30 kilometres west of Suva, and the Waisoi Project is a copper and gold project in the pre-feasibility study phase. NJV is an 4 GOSOWONG unincorporated joint venture between Newcrest (70.75 per cent), Located on Halmahera Island, Indonesia, Gosowong is operated Nittetsu Mining Co. Ltd and Mitsubishi Materials Corporation. by PT Nusa Halmahera Minerals (PT NHM) an unincorporated joint venture company between Newcrest (75 per cent) and PT Aneka Tambang (25 per cent). (1) Subsequent to the reporting period on 13 December 2017, Newcrest announced it had signed an agreement to sell its 89.89 per cent interest in the Bonikro operation. 6 OUR MISSION, VISION MESSAGE FROM THE CEO AND VALUES WHO WE ARE During 2016, Newcrest WE VALUE... THIS ABOUT REPORT released a mission and vision statement, outlining OUR PEOPLE our purpose, aspiration for the future and our Caring about Integrity and people honesty roadmap for forging a ECONOMIC PERFORMANCE stronger Newcrest. OUR MISSION Working Innovation and High- SOCIAL PERFORMANCE together problem solving performance To deliver superior returns from finding, developing and operating gold/copper mines. WE ACHIEVE SUPERIOR ENVIRONMENTAL STEWARDSHIP OUR VISION RESULTS THROUGH..