We understand that the development and operation of a mine will have an impact on host communities. While these impacts have the potential to create employment and business opportunities, they also have the potential to disrupt livelihoods and cultural traditions. We believe that by taking a proactive approach, we are able to increase the participation of local stakeholders in defining problems, identifying solutions and engaging in plans that contribute to long-term development goals.

Building on the knowledge we gain from engaging with local communities and undertaking baseline studies and impact analysis, Newmont sites are expected to develop action plans and monitor performance to those plans in the following areas of concern:

Community health: We ask external experts to assess key community health risks that may be present in local communities as we develop our understanding of other potential social impacts. Based on these assessments, we develop action plans in collaboration with local communities and government agencies. We strongly believe in the power of partnerships to help achieve community health goals. For this reason, we regularly engage with global health organizations and government agencies to control - and where possible, to eradicate - diseases such as malaria and HIV/AIDS from local communities.

Resettlement: Projects that would require the resettlement of local communities or the disruption of livelihoods are required to develop resettlement action plans that provide for the purchase of land and assets at fair market values, negotiation of compensation for crops and other assets and the replacement of homes and other key infrastructure that may be lost. In addition, those who are resettled are offered development programs for alternative livelihoods or provided with alternative land for continued agricultural use. Resettled households are to be monitored over time to ensure that steps taken to protect livelihoods and assets are successful.

Community investment: We collaborate with local communities to ensure that our investment programs effectively address local development challenges, leverage both external and internal resources through partnerships, and contribute to sustainable outcomes. Oversight mechanisms are also required to prevent inappropriate uses of investment funding and the potential for corruption. In 2010, we contributed $41.44 million worldwide in cash donations and another $2.48 million in in-kind support, totaling $43.92 million. See our Performance page for 2010 data on Community Investment.

Closure: In the earliest stages of project development, our project teams are expected to begin the process of closure planning and update these plans as the project moves forward. Our goal in this process is to ensure the value that is created during the mine operation is translated into lasting programs within the communities. All operations have closure plans.

In 2010, Newmont Ghana continued its HIV/AIDS program, whose objective is to break the cycle of HIV infection and to reduce the impact of HIV/AIDS on the lives of its workers, community members, overburdening of local health systems and a reduction in labor force at the community level.

Some of the program's major activities included:

1. Peer educators training
2. Refresher training for workplace peer educators and community-based volunteers.
3. HIV/AIDS education and weekly induction sessions
4. Steering Committee meetings
5. Behavior change communication activities with workers and contractors
6. Celebration of world events
7. Launch of Community Malaria Program
8. Community Health Durbars
9. Supervision and monitoring activities
10. Participation in Global Business Coalition on HIV/AIDS/TB and Malaria Annual Conference and Malaria Workshop

Among the key results:

• The training of 19 peer educators in a three-day peer education training
• A total of 480 group discussions hosted by workplace volunteers
• A total of 1,727 one-on-one meetings hosted by workplace volunteers
• The distribution of 28,198 condoms
• A total of 1,503 group educational sessions and 8,349 one-on-one sessions hosted by community-based volunteers and conducted with community members
• A cumulative total of 54,480 people reached through all sessions

Case Study:
Community Development Across the Globe

Ahafo, Ghana

• The Mine Closure Plan is currently being drafted and provisions have been made to ensure community participation/engagement in the process and collectively agree on management systems/initiatives

Jundee, Australia

• To date there has been limited involvement and stakeholder engagement in the development of the closure plan. The community has been engaged through social impact assessments, which have identified areas in which they would like to be involved relating to closure and their concerns around the impact of mine closure on the community. The opportunities identified in Jundee's Closure Plan for community engagement are as follows:
• Regular, informal, social meetings with internal and external community/external stakeholders
• As required, Closure and Reclamation information sessions - to interpret and discuss the closure context, explain meaning, present broad objectives of project
• Annual Closure Plan interpretation and review - to deliver Closure Plan in a way that enables understanding and opportunity for input
• Annual, rehabilitation site tours - to explain technical approaches and illustrate outcomes, provide opportunity for community to visit country
• Ongoing development and use of a feedback mechanism to record and ensure feedback from the community is responded to appropriately
• The community engagement in closure processes form a component of the operation's 2011 plans

Waihi, New Zealand

• A central action related to mine closure at this operation was the formation of the Waihi Community Vision and the Vision Waihi Trust. Newmont has identified focus groups (e.g. Sport 'n Action, Creative Waihi, Social Development Group, Heritage Vision Waihi, Ohinemuri Walkways, Waihi Gold Discovery Centre)
• Planning and feasibility studies have been progressed through 2010 and are currently being reviewed

Snapshot: Mine Infrastructure Becomes a Community Asset
Snapshot: New Community Health Program at Yanacocha

One aspect which requires continued planning and monitoring is the use of and impact on water at and near our operations, as is illustrated in the following case study:
Linking Water Management to Sustainable Development

Case Studies:
Building Healthier Communities
Economic and Community Development in Ghana
Managing the Impacts of Resettlement

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