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Performance

In each community where Newmont operates, we make every effort to contribute positively through the relationships we build, the economic growth we generate and the respect we give to local cultures and values.

Each year, we evaluate progress we make in community development and engagement, and establish new targets for continuous improvement. This section provides a summary of our 2010 performance.

2010 Progress Report

A significant part of our effort in 2010 was devoted to implementing the lessons of the Community Relationships Review that was initiated in 2007. This involved engaging stakeholders across our sites in dialogue, and revising the standards that guide our stakeholder engagement.

2010 Targets	2010 Outcomes
Socialize the principles of the Social Development Framework and revised Social Responsibility Standards at the operational level, as well as with exploration and project teams.	An Exploration ESR Guidebook was finalized in 2010 that is designed to provide practical advice on the expectations for explorers under the existing environmental and revised social responsibility standards. The Guidebook was implemented at exploration projects in the Solomon Islands, West Africa and North America.
Finalize and pilot the social audit program at one operation.	A framework for a new social audit program was designed and initiated with a pilot at Minera Yanacocha in October 2010.
Review and improve site-level grievance mechanisms, in line with the new Social Responsibility Standard.	In 2009 the University of Queensland was commissioned to prepare an overview of best practice in company site-level grievance mechanisms. This research used the recent work by Harvard University in support of the mandate of the UN Special Representative on business and human rights, Professor John Ruggie. The researchers then examined grievance mechanisms at three Newmont operations (Yanacocha in Peru, Ahafo in Ghana, and Martha in New Zealand) to provide practical application to actual site-level experience. Using the findings of this research, a three-tiered approach was suggested that provides for: Capacity for trained company personnel to respond immediately to low-level complaints that can be readily resolved; Opportunity for escalation to an internal committee, with support from third parties and community representatives, for those complaints that require higher level attention or have more significant implications to our overall relationships with local communities; Further opportunity for escalation to a third party or national-level body for more intractable grievances that require the services of an independent body to resolve. This guidance was incorporated into Newmont's Complaint/Grievance Management and Resolution Standard that was finalized and issued in February 2010. During 2010, all sites but Nevada conducted a gap analysis of their systems against the new Social Responsibility standards and have developed corrective action plans to address deficiencies.
Design and pilot capacity-building opportunities for site personnel in stakeholder engagement and dispute resolution/conflict management techniques.	A conflict identification and resolution training program was developed and implemented with a pilot training session completed at the Ahafo mine site in November 2010. The pilot training program also included a session with external stakeholders from the communities to better understand how Ahafo can provide capacity building and education to local communities.