2007 Full Report - Kinross Gold

072007CORPORATERESPONSIBILITY REPORTtakingresponsibility...

company profileKinross is a Canadian-based gold mining company with mines in the United States, Brazil,Russia and Chile, and employs approximately 5,000 people worldwide. The fourth-largestprimary gold producer in the world by market value, Kinross sells gold doré to refiners inthe global gold market, who in turn sell it to industries where gold is used. Kinross is focusedon the strategic objective of maximizing net asset value and cash flow per share through itsFour-Point Plan and is listed on the Toronto Stock Exchange (symbol: K) and the New YorkStock Exchange (symbol: KGC).WorldwideKupolOwnership 75%Fort KnoxOwnership 100%JuliettaOwnership 90%MoscowMagadanKettle River-BuckhornOwnership 100%VancouverRound MountainOwnership 50%RenoTorontoParacatuOwnership 100%Crixás*Ownership 50%OperationsGrowth ProjectsRegional OfficesHead OfficeLa Coipa**Ownership 100%MaricungaOwnership 100%Belo HorizonteSantiago*Operated by AngloGold Ashanti. Crixás is not covered by this report as it includes only assets where KinrossGold Corporation is the operator.**Operated by Goldcorp Inc. until December 21, 2007. As Kinross assumed 100% ownership of La Coipa onDecember 22, 2007, it is not included in this report; however, it will be covered in future Kinross reports.CONTENTSFEEDBACK AND CONTACT03 A Letter from the President and CEO06 Scope of Report09 Managing for Corporate Responsibility12 Mining Gold Responsibly19 Economic Performance27 Social Performance47 Environmental Performance60 Glossary62 Awards and RecognitionIBC Contact InformationWe welcome your feedback on this report. Youcan write to corporate.responsibility@kinross.comor send your comments by mail to our head office.For detailed contact information, see the insideback cover of this report.Go to www.kinross.com for additional information wherever this icon appears.

...the Kinross WayThe growth of Kinross as a major gold producer advanced onmany fronts in 2007. With that growth, and our large mineralendowment, comes a major responsibility. In 2007, Kinrossarticulated ten corporate responsibility principles to providea common language to guide our work and to help ensure weconsistently meet a high standard of corporate responsibilityacross our global operations. We also defined four values thatanchor Kinross to our core purpose of continuously generatingvalue for all of our stakeholders – the people who entrust us withtheir capital, livelihoods, communities, and environments. Thesevalues – a key part of what we call “The Kinross Way” – speakto both opportunities and the responsibilities of leadership as aglobal mining company in the 21st century. This report chroniclesour progress as a responsible corporate citizen through ourpractices in the field, the evolution of our management systems inenvironment, health and safety, our contribution to the communitieswhere we operate and our commitment to stakeholder engagement.

the Kinross WayAs one of the world’s largest gold producers, our direction is guidedby a statement of beliefs called “The Kinross Way.” It defines:Our Core Purpose• To lead the world in generating value through miningOur Values• Putting people first• Outstanding corporate citizenship• High performance culture• Rigorous financial disciplineOur Four-Point Plan1. Deliver asset performance – continuing to be a world-class operator2. Focus on best talent, best teams – attracting, retaining and developing the best people3. Establish building blocks for the future – strengthening our global organization4. Drive future value – focusing on profitable growth opportunitiesABOUT THIS REPORTThe year 2007 marks the first time that Kinross has produced a company-wide corporateresponsibility report. Our goal is to elevate our company’s commitment to transparency,accountability and stakeholder dialogue on our social, environmental and economicperformance in the communities around the world where we have mining operations anddevelopment projects. This report has been compiled using the Global Reporting Initiative (GRI)G3 guidelines, and has been reviewed independently by Business for Social Responsibility.A GRI G3 Content Index and 2007 Kinross Regional Data Tables are posted onour web site at www.kinross.com and should be considered an integral part ofthis 2007 Corporate Responsibility Report.Unless otherwise noted, all dollar amounts cited in this report are in U.S. funds.Page 02 Kinross 2007 corporate responsibility report

A letter from Tye BurtPresident and Chief Executive OfficerThe publication of our first corporate responsibility report is a milestonefor Kinross. The report reflects our belief that transparency is keyto building mutually beneficial relationships with our stakeholders,an essential element in maintaining our social license to operate.As one of the world’s major gold producers, we know that our mineral endowmententails great responsibility. We understand that we have both a moral and a businessimperative to be a good neighbour not only in the communities where we operate, butalso in responding to global challenges – such as protecting the environment – thatcross all borders and affect people everywhere.Corporate responsibility is not a function that resides on the fringes of our organization.It is a priority at the core of our strategic direction and one that informs all of our operatingpolicies, our reward and recognition programs, and everything in our culture that shapesattitudes and determines actions. Our commitment to corporate responsibility, and ourcommitment to profitability and shareholder value, are mutually reinforcing.Strategic PrioritiesWe pride ourselves on being skilled, responsible operators, who strive not only to meet,but to exceed, regulatory requirements for health and safety, and environmentalperformance, wherever we operate.Our chief priority is to ensure the safety of our people, the only acceptable goal beingto reduce our injury rate to zero across our operations.No one can dispute that mining has an impact on the environment. At Kinross, our goalis to minimize that impact and continually improve our environmental performanceregarding air quality, water management, land use and reclamation, and biodiversity. Inour energy-intensive industry, key priorities for Kinross include energy conservation andexploring potential applications of alternative energy.We value our reputation as an ethical employer and we are committed to best practicesin corporate governance, labour relations and human rights.We aim to attract and retain the best talent in our industry with a challenging workenvironment, excellent compensation and benefits, and rewarding opportunities forcareer development. Our strong commitment to corporate responsibility is another keyto attracting the people we want to work for Kinross.TYE W. BURTPresident and Chief Executive OfficerOur CorporateResponsibility PrinciplesOur vision of corporateresponsibility is based onTen Guiding Principles forCorporate Responsibility(see page 10), whicharticulate a clear standardfor defining our relationshipswith employees, partners,governments and thecommunities affectedby our operations.These principles, approvedby the company in 2007,are grounded in practicalexperience and focuson critical areas like healthand safety, corporate ethicsand governance, andenvironmental stewardship.As we pursue our growthobjectives, they will guideour strategies andbusiness plans.Page 03 Kinross 2007 corporate responsibility report

We believe it is essential to be a good neighbour wherever we operate. We actively supportcommunity initiatives – especially health, education and business development – so thateven when we have completed our mining operations, there is continuity of employmentand income in the region.In short, our goal is to make a positive impact and ensure that the local communities andthe countries where we operate are better off – economically, socially, and culturally– as a result of our activities.Page 04 Kinross 2007 corporate responsibility reportWe believe stronglythat profitability andsocial responsibilityare not mutuallyexclusive, but rather aremutually reinforcing.2007 Corporate Responsibility PerformanceWhile we recognize that there is still much room for improvement, we believethat our overall performance in 2007 was very good.• We had a strong safety record, with a 2007 injury frequency rate of lessthan one-half the United States’ industry average• We successfully managed air and water quality issues and receivedno material fines related to environmental performance in 2007• We maintained strong company-wide environmental, health and safetymanagement systems in line with the ISO 14001 and OHSAS 18001 standards• We approved our Ten Guiding Principles for Corporate Responsibility• We achieved International Cyanide Management Code certification at RoundMountain. Fort Knox was audited in 2007 and certified in early 2008, andParacatu was audited in preparation for certification in 2008• We actively pursued energy conservation initiatives and explored the useof alternative energy to reduce greenhouse gas emissions• We disclosed our greenhouse gas emissions to the Carbon Disclosure Projectfor the second year• We embarked on a partnership with Zerofootprint, a not-for-profit organizationbased in Toronto, Canada, to pursue carbon reduction strategies• We advanced our human resources policies and labour practices to help secureour position as an employer of choice• We invested further in programs to improve the economic infrastructure andcreate social development opportunities in the communities where we operate• We entered into unique partnerships with two Canadian universities on majoreducational and research initiatives focused on responsible resource management• We improved our internal enterprise-wide risk reporting policies and practices• We articulated a set of corporate values that form the basis of what we call“The Kinross Way.” These values act as a compass to guide us in how we workand how we balance competing priorities• We were selected as a constituent of the Jantzi Social Index ® , a leading indexof socially-responsible Canadian-based companies• We achieved an A- rating in the annual corporate responsibility survey by Canada’sMaclean’s magazine, the highest grade among Canadian mining companies• The Environmental, Health and Safety Committee of our Board of Directorsmet four times

Future ChallengesThere are a number of challenges we need to address in the area of corporate responsibility,especially given the rapid shift in our asset base and growth in our employee populationin recent years. Some key challenges include:• Finding additional ways to engage our people and seeking new ways to make progresstoward our goal of zero accidents and zero out-of-compliance environmental events• Ensuring that the culture of continuous improvement becomes deeply embeddedacross our global organization• Translating our commitment to corporate responsibility into concrete initiatives,operating metrics and policies• Improving our management of environmental issues across the board, includingenergy efficiency• Ensuring stakeholder engagement remains a fundamental and consistent partof how we operate• Responding effectively to the changing regulatory framework that is imposing newresponsibilities on mining companies around the world• Building and maintaining a viable workforce that is well-trained, well-compensatedand well-motivated. An aging workforce and the relative scarcity of talent are industrywideissues that command our full attention• Ensuring that outstanding corporate citizenship is a Kinross trademark at our newdevelopments as we bring them into production• Bringing a high standard of environmental stewardship and social responsibility tobear at our La Coipa mine, where we recently assumed responsibility as 100% ownerand operatorThe strategic prioritiesthat underpin ourcommitment to corporateresponsibility speak toour core purpose: to leadthe world in generatingvalue through miningfor all our stakeholders.And strong leadershiprequires us to takeresponsibility for ouractions and evaluate ouroperations objectively,as we have endeavouredto do in this report.Meeting these challenges will require the dedication and hard work of every Kinrossemployee and I am confident they will deliver on our commitments as they have in the past.I would like particularly to acknowledge the contributions of our environment, healthand safety team, our Corporate Responsibility Advisory Board, and our CorporateResponsibility Site Coordinators. Finally, I would like to acknowledge the Environmental,Health and Safety Committee of our Board, which has taken a keen interest and activerole in the evolution of our approach to corporate responsibility at Kinross.Outstanding corporate citizenship is one of Kinross’ four core values and we do not takeit lightly. Following on our progress in recent years, we are working diligently to make thatvalue a fundamental part of how we do business every day.TYE W. BURTPresident and CEOKinross Gold CorporationPage 05 Kinross 2007 corporate responsibility report

Scope of reportIn this, our first company-wide corporate responsibility report,our goal has been to provide a balanced and comprehensive viewof Kinross’ performance across our global operations in key areasof social and environmental responsibility.Our approach providesa thorough account ofKinross’ environmental,social and economicperformance for the year.We have reported on the Global Reporting Initiative (GRI) G3 performance indicators thatare most relevant to our Ten Guiding Principles of Corporate Responsibility, our EnvironmentalPolicy, our Health and Safety Policy, and that link to the key indicators of the KinrossEnvironment, Health and Safety (EHS) Management System. We believe these addressthe environmental, social and economic issues of interest to our wide range of stakeholders.We have also included broad corporate performance targets for key areas including theworkplace, community, health and safety, and the environment. We intend to report on ourprogress in achieving these targets in future reports.Performance information is reported for the fiscal year ended December 31, 2007 andincludes 2005 and 2006 performance trends where available. We have reported onoperations and growth projects where Kinross held a majority ownership position and/orthose operations and joint ventures where Kinross was the operating partner responsiblefor management and operational performance for a majority of 2007. We believe thisapproach provides a thorough account of Kinross’ environmental, social and economicperformance for the year. For operations acquired by Kinross during the year, and thosein which we assumed a larger ownership position through our transaction with Bema GoldCorporation, completed in February 2007, we have reported performance for the full-year2007, with the exception of our Julietta mine in Russia, where we have reported onperformance from the acquisition date. Our data does not include the Kubaka mine inRussia, which became non-operational in 2006.With the closing of the asset swap transaction with Goldcorp on December 21, 2007,Kinross increased its ownership of the La Coipa mine from 50% to 100% and assumedoperational responsibility of the mine. Because Goldcorp was the operator of La Coipafor almost all of 2007, detailed performance data for La Coipa are not included in thisyear’s report, although we have included background information regarding an importantenvironmental remediation initiative at the mine (see pages 50-51). The Porcupine JointVenture and the Musselwhite mines in Ontario, Canada, both minority-owned minesoperated by Goldcorp, were divested as part of the Goldcorp transaction and are, thus,not included in this report.Page 06 Kinross 2007 corporate responsibility reportGoing forward, we will review our options and follow a reporting cycle that meets theinformation needs of our stakeholders and fits with the realities of our global organization.As our corporate reporting program evolves, we will also review the merits of third-partyverification as part of our corporate responsibility strategy.

We have addressedthe full range ofmaterial economic,environmental andsocial impacts of thecompany in this report.We have included broad corporate performance targets for key areas including the workplace, community,health and safety, and the environment. We intend to report on our progress in achieving these targetsin future reports.Key performance indicators are reported on a company-wide basis and by country/regionas appropriate. Data were collected from a variety of source documents and records ateach Kinross operation. Data were compiled and reviewed for accuracy as part of ourinternal quality assurance process prior to publication.We have addressed the full range of material economic, environmental and social impactsof the company in this report. This is our first company-wide report and involved a new datagatheringmethodology. The quantity of data and depth of analysis we received from ourdifferent operations varied to some extent in format and content. We will continue to strivefor greater consistency and uniformity in terms of data quantity and analysis across thecompany, and we will take steps to develop and refine our overall level of analysis in severalkey areas, such as quantifying the economic impact of our operations on local communities.Throughout this report, the term “Kinross” also includes its subsidiaries and affiliates.Page 07 Kinross 2007 corporate responsibility report

ILONA GRIGORIEVAManager, Human Resources Integration, Russia“To select the best humanresource strategies for ourKupol project, we must firstunderstand the uniqueculture, history and needsof the community wherewe operate.”Page 08 Kinross 2007 corporate responsibility report

Managing for corporate responsibilityKinross has established company-wide strategies, reporting systems,operating policies and corporate governance practices that enableus to pursue our objective of outstanding corporate citizenship.Our focus is to implement strategies for continuously sharing best practices and expeditingtheir adoption company-wide. Our approach includes:• Ten Guiding Principles for Corporate Responsibility, which the company adopted in 2007(see page 10)• Coupling leadership with strong management systems in environment, health and safety,human resources, and finance• Translating our principles and strategy into operating metrics• Continuous improvement initiatives at the site level• Transparent public reporting to the GRI G3 standard• Stakeholder consultation on community issues• Partnerships with learning institutions, governments, non-governmental organizationsand community groupsCorporate Responsibility PrinciplesAt Kinross, we believe we have both a moral and a business imperative to be a goodneighbour wherever we operate. Indeed, outstanding corporate citizenship is a coreKinross value. We understand that maintaining our social license to operate meansmaintaining strong and mutually beneficial relationships with communities andstakeholders wherever we live and work.In order to provide a clearly understood and consistent standard for defining our workingrelationships with employees, partners, governments, communities, and organizationswhere we live and operate, we have adopted ten principles for corporate responsibility.These principles define what “doing the right thing” means to Kinross and are central to howwe conduct our business. While the principles are grounded in practical experience they arealso aspirational, recognizing that social responsibility is more a journey than a destination.At the same time, they are intended as firm, non-negotiable guidelines that apply to everyKinross employee across our global operations, from senior management to front-lineoperators. They provide a foundation for detailed policies in specific areas such as corporateethics, environmental stewardship, and health and safety, while also serving as guidelines inthe ongoing development of strategies, business plans, and processes at both a corporateand regional level.These corporate responsibility principles operate within the context of our fundamentalbusiness objective, which is to create value for our stakeholders. We believe strongly thatprofitability and corporate responsibility are not mutually exclusive, but rather are mutuallyreinforcing. Only by thriving as a profitable and successful business can we generatethe wealth that brings sustainable benefits to our employees, suppliers, and communities,as well as to our shareholders.We are committed to ensuring that our people and our partners live by these principles andthat our actions on-the-ground across our global operations consistently reflect their spirit.Page 09 Kinross 2007 corporate responsibility report

We strive to be a goodneighbour whereverwe operate. We respectthe traditions andunique needs of localcommunities, particularlythose in remote regionsand areas populated byindigenous peoples.Ten Guiding Principles for Corporate Responsibility1 We put people first and ournumber-one priority is the safetyof every employee.2 We maintain the highest standardsof corporate governance, ethics andhonesty in all of our dealings, andoperate in compliance with the lawwherever we work.3 We promote an ongoing dialogueand engagement with stakeholdersin the communities where we operate,maintained in a spirit of transparencyand good faith.4 We exercise utmost vigilancein protecting the environmentand seek ways to minimize ourenvironmental footprint whereverwe operate. We will always meet,and where possible exceed,regulatory requirements in ourenvironmental performance.5 We consider all aspects of anoperation or new project – includingsocial, environmental, and postclosureissues – in making ourinvestment decisions.6 We conduct all of our activities inaccordance with accepted standardsin the protection and promotion ofhuman rights. We respect the culturaland historical perspectives and rightsof those affected by our operations,in particular indigenous peoples.7 We provide a rewarding and meaningfullivelihood to our employees and striveto be an employer of choice.8 We seek to maximize employment,business and economic opportunitiesfor local communities from ourexisting operations and new projects.9 We provide lasting benefits to thecommunities where we work bysupporting sustainable initiatives todevelop their social, economic, andinstitutional fabric. We recognize thatevery community is unique and we workwith our community partners to ensurethat our support matches their priorities.10We maintain an active engagementand dialogue with our global industrypeers, associations, governments, andcivil society on CSR best practicesand evolving global standards.Key Risks, Impacts and OpportunitiesThe nature of our global operations creates both opportunities and risks. They providesignificant local employment and economic benefits. They are large users of water andenergy resources and can have potentially significant environmental impact if they arenot designed and managed well.Page 10 Kinross 2007 corporate responsibility reportThe company has focused attention on these issues by setting high performancestandards, allocating the necessary resources, assigning responsibility and accountabilityfor their management, and routinely reviewing performance, improvement opportunity andrisk. Kinross collaborates with affected communities to advance sustainable developmentduring the life of our operations.While we strive to design and manage our operations to minimize our environmental impact,some impact is inevitable due to the nature of mining. Environmental programs are in placeat each operation to ensure that such impacts are controlled and mitigated, including

outine inspections, independent assessments, risk assessments and emergency preparedness.Upon mine closure, Kinross systematically reclaims land affected by mining for productivepost-mining uses, thereby minimizing the long-term environmental impact of mining. Waterand energy management programs are in place or under development at all of our operations.These programs include predictive water balance models, continuous improvement programs,and performance monitoring systems. Kinross is conducting energy assessments at everyoperation in order to identify and implement cost-effective improvements.The future economic performance of Kinross will be determined by our ability to producegold profitably, replace and expand gold reserves, bring new development projects intoproduction in a timely and cost-effective fashion, inspire a safety culture of zero accidents,demonstrate outstanding leadership and management practices, attract and retain thebest employees and contractors, maintain good labour and employment relations, controloperating costs, develop a reputation for outstanding corporate citizenship, minimizeenvironmental liabilities, and manage our political risk profile.Kinross Environment,Health and SafetyManagement SystemThe EHS Management Systemhas five key areas of activity:Management ReviewPolicyPlanningImplementation and OperationVerification and Corrective ActionManagement strategies and targets associated with these opportunities and risks areembedded within our strategic plan. Performance standards have been widely communicatedthroughout the organization and performance targets set for all senior managers.Kinross also has an enterprise-wide risk management program that reviews risk atall significant projects and includes quarterly risk sessions for the operations. It is adynamic risk management process with key risks identified and assigned to ExecutiveManagement Committee members. The Executive Management Committee reviewsrisks quarterly. The Risk Committee of the Board of Directors reviews the principal risksaffecting Kinross’ business on an ongoing basis.Environment, Health and Safety Management SystemTo meet the commitments of our Health and Safety Policy, Kinross has a company-wideEnvironment, Health and Safety (EHS) Management System, which is modelled on theglobal ISO 14001 standard for environment and the OHSAS 18001 standard foroccupational health and safety. This EHS management system applies to every Kinrossoperation worldwide.Our approach emphasizes accountability for environment, health and safety within allcore business functions and at all organizational levels. The system includes targets andperformance standards for all phases in a mine’s life cycle and includes processes formeasurement, accountability and continuous improvement. Our targets and performancestandards are routinely reviewed and revised as appropriate to ensure a world-class program.Our approach emphasizesaccountability forenvironment, healthand safety within allcore business functionsand at all levels ofthe organization.The EHS Management System standards represent performance benchmarks that allKinross operations are expected to meet. To help ensure a best practices approach,our environmental teams are engaged in an ongoing evaluation of all our systems,processes, training programs and organizational exchanges. As part of our commitment tothe principles of continuous improvement, we benchmark Kinross against the best-in-classpractices of other companies and, where appropriate, we incorporate these practices intoour approach.Page 11 Kinross 2007 corporate responsibility report

Mining Gold Responsibly...from exploration to reclamationexploration development constructionDuration• 3-5 yearsDuration• 3-5 yearsDuration• 2-3 yearsPage 12 Kinross 2007 corporate responsibility reportObjective• Prospecting to discover andconfirm mineral reservesProcess• Conduct geological survey/geochemical sampling to locateand delineate ore deposits• Conduct core drilling to determineore grade and geologic characteristics• Partner with junior goldcompanies/exploration partners• Begin collection of environmentaland community baseline informationResponsibilities• Apply Kinross EHS ManagementSystem and standards• Ensure partners and contractorsadhere to Kinross EHS standards• Initiate public consultationand dialogue• Initiate preliminary assessmentof key community, environmentaland human rights issues that mightimpact developmentObjective• Design and receive approval formine construction and operationProcess• Complete engineering design ofoptimal mining method (open-pitor underground) and mineralrecovery process• Complete project feasibility study• Obtain necessary constructionand operating approvals• Obtain land and water rightsResponsibilities• Develop EHS procedures forconstruction and operation• Expand public consultationand dialogue• Complete collection of environmentaland community baseline information• Complete assessment of keycommunity, environmental andhuman rights issues and incorporatemanagement strategies as neededinto project design and plan• Assess availability of local talentpool and services• Include closure considerationsin project designObjective• Construct mining facilities inaccordance with approvals,requirements and Kinross standardsProcess• Establish skilled construction teamto execute development plan• Construct mine and processingfacilities and associated infrastructure,such as roads, power and waterlines, and employee facilitiesResponsibilities• Train employees and contractorsin safety, health and environmentalpractices, procedures andperformance standards• Maintain high EHSperformance standards• Continue community consultationand dialogue• Identify and implementlocal employment andpurchasing opportunities• Comply with all legal requirements,approvals and Kinross standards• Develop plan for transition fromconstruction to operation

mining processing closure/reclamation+Duration• 10-35 years (the average life of a gold mine)Objective• Operate a safe, environmentally sound, socially responsible, profitable,and efficient mining and processing operationProcess• Drill and blast to access the ore• Transport ore and country rockfor processing or storage• Concurrently reclaim disturbedland that is no longer neededfor operationsProcess• Mill by crushing and grinding ore andseparating metals from rock throughflotation or gravity concentration,followed by tank leaching withdiluted cyanide solution (milling)orPlace crushed ore on lined leachpad and dissolve gold with dilutedcyanide solution (heap leach)• Chemically recover gold fromsolution through electrowinningor precipitation• Smelt precipitate and produce golddoré bars for shipping to a refinery• Impound residue from oreprocessing in tailings areaResponsibilities• Maintain best-in-class EHS performance by setting clear objectives,maintaining operating procedures, training, monitoring performance andcontinuous improvement• Provide rewarding career opportunities and competitive compensationand benefits to employees• Routinely assess risks and implement risk management measures• Ensure compliance with International Cyanide Management Code• Continuously improve energy efficiency and waste minimization• Support capacity building and social investment in the community• Regularly update closure plansDuration• 5-20 years (typical time span)Objective• Close and reclaim mine facilitiesto achieve approved post-miningland use and maintainenvironmental quality• Satisfactory completion andtermination of permit obligationsProcess• Execute the approved closureand reclamation plan• Conduct environmentalmonitoring to ensurereclamation success andenvironmental protectionResponsibilities• Maintain best-in-classsafety, health andenvironmental performance• Assist workforce in transition tonew employment opportunities• Engage with community andother stakeholders regardingclosure plans and activities• Assist community inclosure transitionPage 13 Kinross 2007 corporate responsibility report

Kinross Board of DirectorsEnvironmental, Health andSafety CommitteeThe Environmental, Healthand Safety Committeeoversees the developmentand implementation ofpolicies and best practicesrelating to environmentaland health and safetyissues in order to ensurecompliance with applicablelaws and to ensure thesafety of our employees.The committee metfour times in 2007.CHAIRJOHN A. KEYESCorporate DirectorDirector since 2003JOHN K. CARRINGTONCorporate DirectorDirector since 2005RICHARD S. HALLISEYPresidentSullivan Holdings Ltd.Director since 2004TERENCE C.W. REIDCorporate DirectorDirector since 2005Ethics and GovernanceKinross is committed to the highest standards of corporate governance, which weview as critical to the effective management of the Company and to the protection ofour employees and shareholders. The Company adheres to the guidelines for effectivecorporate governance published by the Canadian Securities Administrators (CSA),and we constantly review our practices to ensure that our standards are in compliancewith required regulatory regimes.Kinross’ Board of Directors is chaired by a director who is independent as defined in theCSA Corporate Governance Guidelines and the applicable rules of the New York StockExchange. As of December 31, 2007, the Board comprised 11 directors, including theChair, ten of whom are considered independent of management. The Chair of the Boardhas been designated to assume the leadership of the Board and, with the CorporateGovernance Committee and the other committees of the Board, to enhance and protectthe independence of the Board.Each committee of the Board is comprised solely of independent directors. The committeeshold regularly scheduled meetings, at least on a quarterly basis. Charters have been developedfor the Board and its various committees which set out their roles and responsibilities.The Board conducts annual performance assessments of the Independent Chair, theChief Executive Officer, the committees of the Board and their Chairs and the individualdirectors. The Board has adopted a majority voting policy for directors so that annuallyshareholders can vote for, or withhold their vote for, the election of individual directorsrather than being required to vote for or against a slate of director nominees. Under thepolicy, any nominee receiving more “withheld” votes than “for” votes must tender his or herresignation to the Board, which then decides whether to accept such resignations.Regarding the Company’s communication with its various stakeholders, the Board hasadopted the Disclosure, Confidentiality and Insider Trading Policy. It includes comprehensiveprocedures regarding timely disclosure of material information, selective disclosure andelectronic communications, and mineral disclosure.Page 14 Kinross 2007 corporate responsibility reportFor more informationon corporate governanceand Board charters,please see our 2007Annual Report and2008 ManagementInformation Circular atwww.kinross.com.Board committees include:• Audit Committee• Corporate Governance Committee• Environmental, Health and Safety Committee• Human Resources, Compensation and Nominating Committee• Risk Committee• Special CommitteeAt the Company’s annual meeting of shareholders, eligible shareholders have the opportunityto introduce resolutions in accordance with the governing corporate legislation.

Code of Business Conduct and EthicsAs part of our commitment to maintaining the highest ethical standards, our Board hasadopted a Code of Business Conduct and Ethics for our directors, officers and employees.The Code addresses workplace policies, environment, health and safety issues, third-partyrelationships, legal compliance, confidentiality associated with Kinross information and theuse of Kinross assets. The Code strictly prohibits corruption, including participation inany bribes, kickbacks, improper profit-sharing arrangements, illegal gratuities or improperinducements or payments to any public official.A copy of the Code ofBusiness Conduct andEthics is available onthe Company’s web siteat www.kinross.comor SEDAR atwww.sedar.com.All employees are required to read and annually acknowledge understanding of andcompliance with the Code, which includes policies that promote a discrimination-free andharassment-free workplace. For example, as part of the Social Accountability System SA8000certification, all employees at our Paracatu operation are required to be trained in thecompany’s policies and practices regarding human rights.The Corporate Governance Committee is responsible for monitoring compliance withthe Code by ensuring that all directors, officers and employees receive and becomethoroughly familiar with the Code and acknowledge their support and understanding ofit. An acknowledgement is signed upon hiring, and by every Kinross employee annually.Employees can report violations of the Code directly to their manager, the Chief LegalOfficer, or the Vice-President, Legal. Alternatively, they can submit a confidential envelopeto the Senior Vice-President, Human Resources, who will forward it unopened to theChair of the Corporate Governance Committee.The Board oversees a corporate culture of ethical business conduct by: promotingcompliance with applicable laws, rules and regulations; providing guidance to directors,officers and employees to help them recognize and deal with ethical issues; promotingopen communication, honesty and accountability at all levels and across all operationsof the company; and, ensuring awareness of disciplinary actions taken for violations ofethical business conduct.The Board takes steps to ensure that directors, officers and employees exercise independentjudgment in considering transactions and agreements in respect of which a director, officeror employee of the Company has a material interest. This includes ensuring that directors,officers and employees are thoroughly familiar with the Code and, in particular, the rulesconcerning conflicts of interest. In a circumstance where a director declares an interest in anymaterial contract or transaction being considered at a meeting of directors, the director isrequired to take leave from the meeting during the consideration of the matter and doesnot vote on it.All employees arerequired to read andacknowledge the Code,which includes policiesthat promote adiscrimination-freeand harassmentfreeworkplace.In the first half of 2008, the Company will be launching a new company-wide “Whistleblower”Policy, as well as a corresponding internet and toll-free telephone-based reporting hotline,in multiple languages, through a third-party service provider. The internet and telephonehotline will be available to employees who wish to report any concerns regardingaccounting, auditing matters, or concerns related to the Code. A procedure fornon-employees to report any such concerns will be posted at www.kinross.com.Page 15 Kinross 2007 corporate responsibility report

Kinross is a respondingcompany to the CarbonDisclosure Project.Voluntary CommitmentsKinross has a well-established track record of cooperative involvement with governmentsand international non-profit organizations in the conduct of our business. This record includes:• Member of Business for Social Responsibility (BSR), a U.S.-based not-for-profitorganization focused on the role of the corporation in public and community life• Signatory to the International Cyanide Management Code for the Manufacture,Transport and Use of Cyanide in the Production of Gold. This code was developedunder the auspices of the United Nations Environment Programme and the InternationalCouncil on Metals and the Environment. Its intent is to enable the responsible managementof cyanide used in gold mining, enhance the protection of human health, and reduce thepotential for environmental impacts. Companies that become signatories to the CyanideCode must have their operations audited by an independent third-party to demonstratecompliance with the code. To read more about our Cyanide Code certification effort,see page 54• Responding participant in the Carbon Disclosure Project, an independent not-for-profitorganization that addresses issues related to shareholder value and climate change.For more information about our initiatives regarding climate change, see page 52• Member of the World Gold Council, an industry organization formed in 1987 tohelp develop markets for gold, to provide a voice for gold producers in regulatoryforums worldwide and to promote responsible practices in the gold mining industry.Our President and Chief Executive Officer, Tye W. Burt, is a director of the organization• Member of the Instituto Brasileiro de Mineração (Brazilian Mining Association),the Alaska Miners Association, the Northwest Mining Association and the NevadaMining Association• Our Paracatu mine in Brazil is ISO 14001 certified, OHSAS 18001 certified, andhas received SA8000 – Social Accountability System certification• Member of the Mining Association of Canada (MAC) and signatory to the TowardsSustainable Mining (TSM) guiding principles. Kinross has not operated mines in Canadasince 2002, and therefore, has not submitted annual reports to TSM. For more informationon MAC, see its web site at www.mining.caOur StakeholdersOur stakeholders represent a broad and varied community, embracing all those whoare affected by the actions Kinross takes, or who can affect Kinross by their actions.Our engagement with that broad community comprises a major part of our day-to-dayactivities in many different areas of Kinross, including government relations and corporateaffairs, investor relations, community relations, human resources, and environment, healthand safety.Page 16 Kinross 2007 corporate responsibility reportFor Kinross, stakeholder engagement can take many different forms – from a formalpresentation to investors, to a meeting with a non-governmental organization (NGO),to a one-on-one conversation with a neighbouring farmer. Whatever the forum, webelieve it is essential to conduct such dialogue in a spirit of openness, transparencyand good faith, to be active listeners, and to follow up conscientiously on outstandingor unresolved issues.In 2007, in cooperation with BSR, Kinross held workshops to support stakeholdermapping initiatives at some of our sites, an initiative that will continue in 2008. The intentwas to lay the groundwork for applying best practices in how our operations engage with

stakeholders on issues of mutual concern and potential conflict. In 2008, with the dataand perspectives gained from this mapping exercise, we will continue to strengthen ourapproach to creating transparent and accountable relationships with our stakeholders.Throughout this report, and particularly in the public consultation section on page 42,we discuss various aspects of our stakeholder engagement activities in 2007 atour operations, our development projects, and at the corporate level.Kinross StakeholdersGovernments/RegulatorsCommunitiesEmployeesKinrossStakeholdersIndigenous PeoplesContractors/SuppliersFor Kinross, stakeholderengagement can takemany different forms –from a formal presentationto investors to a one-ononeconversation witha neighbouring farmer.Shareholders/InvestorsNGOsCorporate Responsibility Advisory GroupIn 2007, Kinross’ objective was to produce its first company-wide corporate responsibilityreport, and to do so through an inclusive process, featuring cross-functionalrepresentation from across its global organization. To that end, we formed aCorporate Responsibility (CR) Advisory Board and appointed CR Site Coordinatorsat key company locations. The advisory group and other operational and corporatestaff across the organization have collectively contributed to the information andperspectives in this report in various ways, including meetings and written reports.Members of the advisory group include:CR Advisory BoardCHAIRJAMES CROSSLANDSenior Vice-President,Government Relations and Corporate AffairsDEPUTY CHAIRRICK BAKERSenior Vice-President,Environment, Health and SafetyCR Site CoordinatorsLUIS ALVESParacatuGUILLERMO CONTRERASChileDAVE COYKettle River-BuckhornTINKER EVANSRound MountainPAT MALEYManager, Environmental AffairsSTEVE MITCHELLDirector, Corporate CommunicationsED OPITZVice-President,Environment, Health and Safety – RussiaSEAN SAMSONVice-President, Commercial DevelopmentDEAN WILLIAMSVice-President, EnvironmentED OPITZRussia, including KupolLORNA SHAWFort KnoxPage 17 Kinross 2007 corporate responsibility report

LUIS ALBANOProject Manager, Paracatu Expansion“With the expansionproject extending the lifeof our Paracatu operationto 2040, we will be creatingjobs and economicopportunities in the localcommunity for manyyears to come.”Page 18 Kinross 2007 corporate responsibility report

Economic performanceOur commitment to corporate responsibility is built on a foundationof strong business performance and financial results. Our corporateachievements for 2007 included the following:• Record revenue of approximately $1.1 billion, a 21% increase over 2006• Production of approximately 1.6 million gold equivalent ounces, an 8% increase over 2006• Cash flow from operating activities for the year of $341 million, as we benefited fromhigher gold prices and increased production• The strongest balance sheet in Kinross’ history, with a cash and cash-equivalentposition of $551 million at year-end• Significant progress in our three major growth projects – Paracatu in Brazil, Kupol in Russia,and Kettle River-Buckhorn in the United States – which will all commence production in2008, and which are expected to increase overall production by 60% over 2007 levelswhen they reach full production in 2009• Completing our integration of the Bema acquisition• Closing a major asset swap with Goldcorp, which helped to streamline our portfolio,increase our ownership and operating control of our core mines, and reduce costs• Ranking as the top-performing senior gold producing equity by total shareholder returnson both the New York and Toronto stock exchanges for the second consecutive yearBy managing our operations and implementing our growth strategies in a disciplined, rigorousmanner, and by prudently focusing on being a profitable mining business, we will generatewealth for the benefit of all our stakeholders.We believe strongly that profitability and corporate responsibility go hand-in-hand. Themore we thrive as a successful business, the more value we will create for society,contributing to building infrastructure and economic capacity, and undertaking otherinitiatives with a positive social and economic impact. All of this, in turn, helps to secureour social license to operate, while driving future growth.For additionalinformation aboutour 2007 financial andoperating performance,see the 2007 KinrossAnnual Report availableat www.kinross.com.Revenue($ millions)725.5905.605 061,093.007Production(million ounces)1.6 1.61.505 0607Capital Expenditure($ millions)202.9142.405 06601.107Cash Flow($ millions)133.705292.006341.207Page 19 Kinross 2007 corporate responsibility report

Key Indicators 07 06 05The more we thriveas a profitable andsuccessful business,the more valuewe will generatefor society.FinancialRevenue $ 1,093.0 $ 905.6 $ 725.5Cash flow from operating activities $ 341.2 $ 292.0 $ 133.7Net earnings (loss) $ 334.0 $ 165.8 $ (216.0)Earnings per share (loss)Basic $ 0.60 $ 0.47 $ (0.63)Diluted $ 0.59 $ 0.47 $ (0.63)Capital expenditures $ 601.1 $ 202.9 $ 142.4OperatingGold equivalent ounces – produced 1,589,321 1,476,329 1,608,805Gold equivalent ounces – sold 1,575,940 1,510,836 1,627,675Average realized gold price per ounce $ 697 $ 598 $ 445Cost of sales per ounce sold $ 368 $ 319 $ 275Proven and Probable Gold Reserves (1)(millions of ounces) 46.6 27.9 24.7(1) For information regarding the company’s reserves, please refer to its Mineral Reserve and ResourceStatements at December 31, 2007 released on February 21, 2008, a copy of which can be foundon the Kinross web site at www.kinross.com.Distributing Economic ValueThe direct economic value we generated for our stakeholders in 2007 included the following:• Cost of Sales: Our cost of sales was $580.3 million including labour, energy,consumables and maintenance costs, but excluding accretion, reclamation expenses,depreciation, depletion and amortization.• Wages and Benefits: We provided wages and benefits of $208.3 millionto approximately 5,000 employees.• Shareholder Value: We delivered an impressive year of share price performance, rankingas the top-performing senior gold equity on both the Toronto Stock Exchange and theNew York Stock Exchange for the second consecutive year.2007 Total Returns*55%Page 20 Kinross 2007 corporate responsibility report6%S&P 500Index10%S&P/TSXCompositeIndex22%Amex GoldBUGS Index23%PhiladelphiaGold &Silver Index31%Street-TRACKSGold SharesKinrossGold(NYSE)*Assumes any dividends paid are reinvested into underlying security.

• Payments to Providers of Capital: Our interest paid in 2007 amounted to $30.1 millionfor the year, compared to $10.1 million in 2006 and $7.9 million in 2005. Dividendspaid on convertible preferred shares of a subsidiary company were $5.6 million in 2007.For more information, see Note 12 of the Notes to Consolidated Financial Statementsin the 2007 Kinross Annual Report. As a measure of our strong financial and operatingperformance in recent years, and our commitment to providing superior returns for Kinrossshareholders, we declared our first-ever common share dividend in February 2008.• Payments to Governments: We pay taxes and royalties in jurisdictions where we operate,including Canada, the United States, Brazil, Chile and the Russian Federation. In 2007,we paid $22.8 million in income tax, mining tax and royalties to various governments,compared to $12.7 million in 2006 and $8.3 million in 2005.• Direct Community Investments: We are active contributors to programs that supportyouth and children, education, health care and economic development initiatives inour communities. In 2007, Kinross operations contributed some $940,688 in directeconomic value donations to our communities in the United States, Chile and Brazil.Community investments in Russia are outlined in the case studies on pages 25 and 43.• Corporate Donations and Sponsorships: In addition to our direct community investments,we made corporate contributions of CAD $921,000 to a wide range of charitable andphilanthropic organizations focused on health care, education and children/youth.• Pension Plans: The Company has several pension plans covering employees in NorthAmerica and South America.• Government Financial Assistance: Kinross does not receive significant financial aid fromgovernments, apart from standard tax relief measures that are available to businesses inthe jurisdictions where we operate.• Local Recruitment: Wherever feasible, we hire employees locally and provide supplycontracts to local and regionally-based businesses. We have been able to successfullyrecruit the majority of our mine site operations and management teams from local talentpools. To help develop our employees and give them a broader exposure to challengesand opportunities across the company, we offer promising employees an opportunity topursue career development opportunities outside the “home” location for which theywere hired through our International Service Policy.Wages and Benefits($ millions)133.6147.605 06208.307The increase in wagesand benefits in 2007 isattributable to an increasein the total number ofKinross employees, largelythe result of the Bemaacquisition, as well asan increase in overallcompensation levelsconsistent with trendsthroughout the globalmining industry.Local Donationsfrom Operating Mines($ thousands)362.9519.4940.705 0607Donations to local recipientsfrom operating mines havesteadily increased throughoutthe reporting period.Page 21 Kinross 2007 corporate responsibility report

We support programsthat cross borders andfoster cross-culturalexchanges amongstudents, educators andKinross employees.Kinross Canada-Brazil Network for Advanced Education and Researchin Natural Resource ManagementWe support programs that cross borders and foster cross-cultural exchanges amongstudents, educators and Kinross employees. Kinross is providing approximatelyCAD $1 million in funding and in-kind logistical support over a three-year periodto establish the Kinross Canada-Brazil Network for Advanced Education andResearch in Natural Resource Management.Coordinated by the University of Guelph, a Canadian university located near Toronto,Ontario, the network offers university, government and private-sector partners inCanada and Brazil opportunities to develop environmental initiatives focused onthe use and remediation of land and water.The network’s major focus is working with extractive industries on resourcemanagement initiatives, with the goal of minimizing environmental impacts, usingnatural resources more effectively and developing comprehensive strategies forrehabilitating disturbed lands. It will explore new methods to improve soil quality,such as processing mine wastes to use as fertilizer or soil conditioners. Researcherswill also investigate ways to adapt vegetation to grow on disturbed lands in order toimprove soil and water quality and potentially provide biofuel feedstock. The programenables university students from Brazil and Canada to use Kinross operations inBrazil as a research venue for projects related to sustainable development.Page 22 Kinross 2007 corporate responsibility reportThe network currently involves approximately 24 faculty and researchers and a dozenstudents from the University of Guelph, as well as eight universities and three researchinstitutions in Brazil.

DaytrippersEnvironmentalEducationIn 2007, Kinrossteamed up with Daytrippers,a Toronto-based charitableorganization, to give thegift of environmentaleducation school tripsto 700 underprivilegedstudents in Toronto overtwo years. Kinross’donation supported trips at11 schools, with studentsranging from JuniorKindergarten to Grade 8.2007 Corporate Donation Highlights• Launched two major new educational and research initiatives in partnership with twohighly regarded universities. The first of these was a contribution of CAD $500,000 overfive years to support the Kinross Professorship in Mining and Sustainability in partnershipwith the Department of Mining Engineering at Queen’s University in Kingston, Ontario,Canada. The second was a contribution of CAD $1 million in direct donations and in-kindfunding over three years to support the Kinross Canada-Brazil Network for AdvancedEducation and Research in Natural Resource Management, coordinated by the Universityof Guelph in Ontario, Canada• Contributed $250,000 to the Dikembe Mutombo Foundation, an organization dedicatedto improving the health, education and quality of life for the people of the DemocraticRepublic of Congo, to help facilitate our transition out of operations in that country,where we previously held an interest• Provided CAD $100,000, in cooperation with Zerofootprint, a Toronto-based not-forprofitorganization, in support of a micro-credit initiative and school feeding programin Tshivanga, Democratic Republic of Congo. The project funds a poultry cooperative,which has the goal of creating a revenue stream from the sale of eggs, as well asa supply of eggs for feeding programs at local schools• Contributed CAD $100,000 to the Juvenile Diabetes Research FoundationIn 2008, our goal is to develop a company-wide contributions program that supports strategicinitiatives aligned with our corporate responsibility principles and our growth as a leadingsenior global gold producer, and that continues to support our regional and local activities.Page 24 Kinross 2007 corporate responsibility reportKinross is a proud supporter of the Juvenile Diabetes Research Foundation’s efforts to find a curefor juvenile diabetes.

Kubaka FactsThe Kubaka Mine: A Model of Community SupportIn January 2008, Kinross completed the sale of its share of the Kubaka minein the Magadan region of the Russian far east, historically a prolific mining region.Kubaka played a significant role in our company’s growth and locally the operationwas an important contributor to the economy.Kubaka produced over3 million ounces of goldbetween February 1997and August 2006. The peakproduction years at Kubakaoccurred as the Russianeconomy went througha difficult transformation.While gold production fromother companies in theMagadan region declined,Kubaka provided a muchneededinfusion to the localeconomy. At one point,Kubaka produced morethan 50% of the goldin the region, employedmore than 700 people andcontributed in many waysto the local community.Our Omolon Charitable Fund became a model for providing community supportin Magadan. A charter was developed in 1995 and we established the fund withan initial seed investment of $1 million, supplemented annually with $250,000 grants,providing a total of $3 million over nine years of mining operations. These fundssupported college-level educational initiatives for local residents, paid for repairs tocommunity infrastructure and supported the activities of traditional craftspeople andvarious artists, authors and scientists.Our environmental program at Kubaka established new practices for landreclamation associated with hard rock mines. Even before operations ceased,considerable work had been done to reclaim the land disturbed by mining. Afteroperations ended in 2006, Kinross became the first company in the Magadanregion to conduct reclamation activities on the surface of a tailings dam.One additional but very key benefit to the community – which reflects the quality ofthe Kubaka operation – is that former employees have been in high demand at othermines, not only in the Magadan region but throughout all of the Russian Federation,including Chukotka, as Kinross builds the operating team for Kupol.Page 25 Kinross 2007 corporate responsibility report

GUILLERMO CONTRERASDirector, Corporate Social Responsibility, Chile“One of our key goals atMaricunga is to help thesurrounding indigenouscommunities becomeeconomically self-sufficient.”Page 26 Kinross 2007 corporate responsibility report

Social performanceWe strive to contribute to positive social outcomes in thecommunities where we have operations and where, quite often, ouremployees and other stakeholders live and work. We are committedto providing our employees with good jobs, training and opportunitiesfor professional development and advancement.In the broader community, where feasible, we tender contracts to local and regionally-basedbusinesses to foster local economic activity and development. We help to upgrade socialinfrastructure such as schools and health care facilities, and support other socially-focusedinitiatives. We are proactive and engaged in meeting social needs in the community, and inresponding to requests from community groups.In this section, we report on our 2007 social performance from two perspectives: first,we report on workplace initiatives that affected our employees and suppliers; second,we examine the impact of our presence and investments in the wider community.2007 highlights2008 goals• Launched Kinross’ Ten Guiding Principles for Corporate Responsibility• Launched a company-wide leadership development program to further developour managers and supervisors across our worldwide operations• Conducted a company-wide employee engagement survey to determine the currentopinions of our employees and obtain candid feedback to fuel improvements• Implemented a risk competency training program focused on safety• Continued to offer our Gold Rush and Generation Gold programs to universityundergraduates and graduates in an effort to secure future talent• Conducted company-wide stakeholder mapping training• Conducted crisis management planning and training at our mine sites in Northand South America• Formed a partnership with the University of Guelph for a Canada-Brazil networkto promote natural resources management• Established the Kinross Professorship in Mining and Sustainability in partnership withthe Department of Mining Engineering at Queen’s University in Kingston, Canada• Continue to refine our company-wide leadership development program• Achieve continuous improvements in safety performance• Complete risk competency training across all operations• Launch a new company-wide Whistleblower Policy and multilingual, multi-mediareporting system across the company• Further engage employees across the company in “The Kinross Way”• Continue to implement engagement processes in the communities where we work• Launch the Awareness and Preparedness for Emergencies at a Local Level(APELL) initiative• Continue to enhance our capability in crisis management• Develop and implement a comprehensive action plan from the results of the 2007employee engagement surveyPage 27 Kinross 2007 corporate responsibility report

OUR PEOPLE AND WORKPLACEAt the heart of our business is our commitment to a safe, healthy and engaging workplace– in keeping with our value of “Putting people first.” We are respectful of the values,traditions and cultural realities of our diverse workplace, while also staying true to globalvalues and standards of social engagement and performance that, we believe, must defineall Kinross operations worldwide.At the heart of ourbusiness is ourcommitment to asafe, healthy, andengaging workplace.At year-end 2007, Kinross employed approximately 5,000 people in five countries.We also provided work to approximately 2,000 contractors in 2007.We are guided by the following priorities regarding our employees and the workplace:• Promoting health and safety among our employees, partners and suppliers, and inour communities• Treating our employees with fairness and respect, and providing them with opportunitiesfor professional development and personal growth• Fostering a work environment that supports diversity and recognizes that, as aglobal company, we must remain sensitive to local cultures, customs and practices• Ensuring our people are kept informed of important company developments and issuesIn keeping with our “Focus on best talent, best teams”, part of our Four-Point Plan,we take a best-practices approach to talent management. The performance of everyexecutive, senior manager and employee is evaluated annually. For executive andsenior management, performance is evaluated, in part, on how well they attract,retain and develop talent in their respective teams and organizations.ChallengesKey challenges for Kinross in the area of human resources reflect industry trendsworldwide and include:• Developing front-line employees more effectively• Attracting young people to work in remote locations• Managing issues and implications surrounding an aging workforce• Addressing a general scarcity of technical, mining and engineering talent• Evolving global leadership development and succession management initiativesto ensure a strong bench of current and future leadersPage 28 Kinross 2007 corporate responsibility reportTo address these talent-related challenges, Kinross ensures excellent compensation,and opportunities for development and ongoing training. We have also developed programsfocusing on attracting and retaining talent and developing and deploying critical leadershipskills. Our Gold Rush program offers university undergraduates rotational work opportunitiesat Kinross that are led by a mentor, and which include the opportunity for a conditionalemployment offer upon graduation. Our Generation Gold program provides a select groupof high-potential university graduates with a four-year employment commitment thatincludes international work experience and leadership opportunities.Kinross also provides a wide range of training, skill and career development opportunities,structured performance management evaluations and culture-building initiatives.We regularly benchmark our progress on talent-related challenges against the bestcompanies in the resource sector and other high-performing international organizations.

Kinross offers arange of benefits toits employees, fromhealth care to wellnessprograms and, in somecases, subsidizedchild care.Generation GoldEdison Botto, a Chilean geologist, is participating in an innovative human resourcesprogram designed to attract, retain and develop the best people in a tight globalmarket for mining talent.Called “Generation Gold,” the program aims to recruit top-calibre universitygraduates by offering them a four-year employment commitment featuring diversework assignments, mentoring and other professional development opportunities,including at least one international posting outside the candidate’s home country.Edison, who embraced a family tradition by training as a geologist, joined Bema GoldCorporation in 2006 as a member of the Chilean exploration group, and continued insuch capacity with Kinross following the acquisition of Bema. These days he is livingand working several thousand kilometres from home, employed at our Round Mountainoperation in mine production, where he is learning first-hand about control processesand rapidly improving his English. “For me, it’s a wonderful opportunity,” Edison says.“Moving countries for us is no problem right now – it’s exciting. Every day is a newexperience in learning new things.” Edison’s one-year tenure at Round Mountain ends inmid-2008. He will then move to another site to continue his development, gaininternational experience and prepare for future career opportunities with Kinross.Candidates for Generation Gold are recruited from leading universities, engineeringschools, and technical colleges in regions where the company has, or intends tohave, mining operations. Each year the Generation Gold program will recruit fivegraduates. Generation Gold was launched in 2007 and currently five employeesare in the program.Page 29 Kinross 2007 corporate responsibility report

Page 30 Kinross 2007 corporate responsibility reportRound Mountain’s MineRescue Team receivedfirst place in the GilletteInternational Mine RescueCompetition – the biggestmine rescue competitionin the United States. Itwas the first time in thecompetition’s 27-yearhistory that a Nevadateam won top honours.Health and SafetyCorporate safety performance is guided by our Health and Safety Policy, which is reinforcedin the Charter of the Environmental, Health and Safety Committee of the Board of Directors.Kinross is committed to world-class health and safety standards, and our safety performanceis integral to our strategy and annual business plans.Safety training for employees and contractors plays a critical role in promoting safework practices at each of our operating facilities. At Round Mountain, for example,we provide 50% more training time than required by the United States Mine Safetyand Health Administration (MSHA).We have a multi-layered system of accountability to ensure that safety is a top priorityencompassing our front-line managers at our operations, and project managers at ourexploration and development projects, as well as residual properties. These managers areaccountable to the Executive Management Committee and the Board of Directors. Safetyperformance improvement targets are set annually and managers have a portionof their compensation determined by safety performance.All Kinross operations, except for Round Mountain, Julietta, and the Kupol project, haveformal joint management-worker health and safety committees to monitor and advise onhealth and safety programs. At Round Mountain, employees are encouraged to participatein health and safety initiatives, risk assessment and change management processes.2007 Highlights• Crisis communications training was provided at all operations during 2007• Paracatu received the ABS (Brazilian Association for Safety) Award for reducingits accident rate, the TOP Prize in Management of Safety and Health at Work, SilverCategory (equivalent to second position nationwide), and the Merit in Safety andHealth at Work Award for reducing accident frequency rates by more than 27%• Kettle River was the recipient of the MSHA’s National Sentinels of Safety Award, themost prestigious mine safety award in the United States, in the Small UndergroundMine Category for the second consecutive year, achieving 29,254 person hours workedinjury-free in 2006• Round Mountain was the recipient of the MSHA’s Nevada Sentinels of Safety Award for827,842 person hours worked injury-free in 2006 in the Large Open-Pit Mine Category• We implemented a corporate risk competency training program and completed trainingat Kettle River, Round Mountain, Fort Knox, Paracatu and Maricunga. For moreinformation, see page 33• We dramatically improved safety performance at our Fort Knox operation, whichcompleted the year without a single lost-time accident• Health and safety risk assessment software was implemented at the Kettle Riveroperation and DeLamar reclamation site, completing the software implementation

Health and Safety PolicyAt Kinross, our employees are fundamental to our overall success. Kinross iscommitted to preserving the good health and protecting the safety of our employeesand contractors.Kinross Gold Corporation will:• Ensure that all employees and contractors are trained to understand their healthand safety responsibilities and are motivated to adhere to the Company’s policiesand procedures• Comply with applicable health and safety laws and regulations at all times, at alllocations, and at all stages of exploration, development, operations and closure• Establish and maintain standards, procedures and management controls to ensurethat appropriate health and safety considerations are integrated into all aspects ofour business in order to minimize occupational risks• Ensure that leadership is held accountable for the safety of our operations andprojects. Inherent in that accountability is the commitment of senior managementto provide the necessary resources and foster a culture that results in success• Establish leading and lagging Key Performance Indicators which allow us tomeasure performance• Conduct regular audits to determine compliance with this policy and focus futurehealth and safety improvement activities• Create an environment that involves employees in the development andimplementation of procedures and standards that will improve their health and safety• Recognize and reward safe behaviour by employees and contractors• Work proactively with all stakeholders, including other mining companies andgovernment agencies, to define health and safety priorities for the industry and tocontribute to the development of responsible and effective legislation and regulations• Continuously review and share health and safety results, industry practicesand technology to seek further improvement and promote best practices• Require that the Environmental, Health and Safety Committee of the Boardof Directors meets on a regular basis in order to monitor performance andconfirm that Kinross adheres to these principlesSafety Statistics(Per 200,000 hours worked)0.650.720.5405 060.500.380.46070.570.120.63Medical treatment case frequency rateRestricted work activity frequency rateLost-time injury frequency rateWhile lost-time injuries andmedical treatment frequencyrate increased slightly in 2007,there was a decrease in thetotal reportable incidentfrequency rate during the year.Numbers reported includeall Kinross employeesand contractors.2008 Health and Safety Goals• Integrate APELL into site emergency response plans• Update crisis management plans and provide training across the organization• Complete risk competency training of employees at each operation• Complete safety leadership training at each operationMeasuring Performance• While lost-time injuries and medical treatment frequency rate increased slightly in 2007,there was a decrease in the total reportable incident frequency rate during the year• Kinross received no health and safety fines for non-compliance during 2007• No occupational health incidents were reported at Kinross operations in 2007Safety trainingfor employees andcontractors plays acritical role in promotingsafe work practices ateach operating facility.Page 31 Kinross 2007 corporate responsibility report

Occupational Health and WellnessOur employees are provided with training, instructions, procedures and protectiveequipment to minimize potential occupational health risks at our mines. We regularlymonitor our people for exposure to occupational health hazards like dust and fumes.Strict medical examinations are administered to current and potential employees andcontractors who travel to or work at high-altitude mine locations such as those weoperate in Chile.Paracatu providesemployees with regularmedical examinationsand guidance onpreventive measures toreduce health risks.All sites are required to conduct regular risk assessments of potential health issues.When issues are identified, formal occupational health and industrial hygiene programsare developed and implemented. Personnel and area sampling are conducted forall health issues identified and, if necessary, biological sampling of employees isimplemented to ensure contaminants do not negatively affect employee health andwell-being. Based upon the monitoring results, employees may be removed from workareas with no loss of pay to ensure their health and safety.Kinross has developed guidelines to assist our operations in managing issues such ashearing and respiratory protection, thermal stress, industrial hygiene, ergonomics andoccupational health. Each operation administers its own occupational health programs inaccordance with corporate standards and best practices. Part of our industrial hygieneprogram at some operations includes annual audiometric testing. We conduct biologicalmonitoring of our employees who work in laboratories and refineries for potential exposureto lead, mercury, silver and arsenic and, if required, we have protocols in place to modifywork to protect employee health.We provide emergency medical assistance (including evacuation) to employees in remotelocations, supplemental health care coverage for employees transitioning to otherjurisdictions, and vaccinations and altitude testing for employees visiting locationsoutside their own country.Our employee assistance program offers a full range of counselling services regardingemotional well-being, family issues, addiction and recovery, financial planning andretirement. This program is available to all of our North American employees at no cost.In addition to making health and wellness information available at our mining operations,most of our operations offer a range of wellness programs that are specific to theirunique needs and priorities. For example:Page 32 Kinross 2007 corporate responsibility report• Paracatu provides employees with regular medical examinations and guidance onpreventive measures to reduce health risks. A workplace exercise program has ledto a reduction in osteoarticular and muscular illnesses• Paracatu’s “Live Better” program, administrated by a team of doctors, nurses,nutritionists and other health care providers, encourages employees to adopt betterlifestyle and eating habits to prevent problems such as obesity and high blood pressure• At Maricunga, we have implemented a unique colour code program to indicate thecaloric content of the food offered at the mine and camp. The mess hall and cafeteriaare overseen by a professional nutritionist

• Round Mountain has a gym for employees and their families and a nutritionist/personal trainer hired on a contract basis• Fort Knox provides employees with monthly health tips, hearing conservationprograms and flu shots• Our Kupol project is equipped with a nursing station, gym and weight roomEmergency ResponseAll Kinross operations are required to have formal emergency plans for all potentialemergencies. The emergency plan must include plans to address hazardous chemicalspills and exposures. Hazardous Waste Operations and Emergency Response(HAZWOPER) training and certifications are updated annually.Each site must have a properly trained rescue team, for both underground and surfaceemergencies. These teams train on a regular basis and work with local responsepersonnel to ensure mutual capability to respond to an emergency situation. Kinrossemergency personnel enter local and national competitions to assess their responsecapabilities, and have won both local and national competitions.Sites are also required to have local crisis communication plans. Local stakeholders areidentified within these plans and the plans are adjusted according to stakeholder input.Plans are reviewed and updated on an annual basis.Education and TrainingLeadership development, training and succession management are priorities at Kinross.A key focus is building a high-performance culture and fostering behaviour that reflectsthe following characteristics:• We are results-oriented, with a relentless focus on the delivery and high-performanceexecution of business objectives• We value innovation, adaptability and accountability in executing againstour business strategy• We want our employees to be known across the industry for their talent, passion,sense of urgency and initiative• Teamwork is essential to what it means to work at Kinross• Continuous improvement is central to our business cultureWe provide a wide range of training, skills and career development opportunities,structured performance management evaluations and culture-building initiatives thataim to engage our employees in living our shared values. These activities include:• Initiatives aimed at ensuring a safe, productive and enjoyable workplace• An ongoing commitment to seek feedback from employees on a wide range of issues• Development and training programs that promote professional competency, personalgrowth and safety• A structured performance management system for all employees• Innovative approaches to the recruitment and retention of new talent, includingprograms to ensure that we gain access to the best graduates• A Code of Business Conduct and Ethics that is applicable to all Kinross employeesRisk Competency TrainingKinross rolled out a companywiderisk competencytraining program in 2007 tocontinuously improve safetyperformance. As part of thetraining, employees learn howto maintain and increase theiralertness to work-related riskswhile performing their dailyjobs, by asking themselvesquestions that examinethe underlying behavioursthat lead to better safetyperformance. The programprovides a practical step-bystepapproach that can beused by employees at alllevels and operations ofthe company to developbehaviours that reduceon-the-job risks. In the firstphase of the program roll-out,some 1,700 people weretrained, and we expect totrain another 1,600 employeesby the end of 2008. Initialresults indicate that theprogram is working well. AsJeremy Jones, Loss ControlManager at Round Mountain,said about the program:“A safety culture runs bestwhen you’re working togetherlike a family unit.”

Key Facts• Mandatory EHS training is required for all employees and contractors at our mine sites• We launched a company-wide leadership development program in 2007, furtherdeveloping more than 500 managers and supervisors• At Paracatu, we partner with local educational institutions through the “Educar” projectto promote the education of our employees. In partnership with the state educationalofficer, we provide free middle and high school education to our employees. By 2007,approximately 94% of employees at Paracatu had a high school diploma, a significantincrease from 32% when the program began in 2000. Since the introduction of theEducar project, all new hires at Paracatu must be high school graduates. In 2006,Paracatu extended the Educar project to include partnerships with schools and collegesfor graduate and post-graduate programs, providing low-cost education to employeesand their families and contractors• We share training best practices among our sitesAt Round Mountain, our Mine Department training program is recognized as amongthe best in the industry. In 2007, Round Mountain purchased a state-of-the-art trainingsimulator to enhance operator training. The simulator features a full-scale haul truck cab,including all controls, and video displays using video shot on location at the mine. It iscapable of replicating the responses of the truck under a variety of conditions. Thesimulator provides a controlled environment in which operators can be instructed in safeoperation techniques under adverse weather conditions and learn proper responses toa variety of emergencies, including fire and brake or steering failure.New haul truck operators receive 170 hours of training in their first year. Before beingallowed to drive a haul truck, an operator undergoes 16 hours of training specific to operationof the truck, including several hours spent in the simulator. Experienced haul truck driversreceive at least 28 hours of refresher training every year, including four hours in the simulator.Kinross has purchased similar simulators for Fort Knox and Paracatu.DiversityAt Kinross, we are committed to sustaining a workplace culture that is equal-opportunityand discrimination-free. Our Code of Business Conduct and Ethics prohibits any form ofdiscrimination in hiring or contract tendering. We believe that diversity is vital to sustainingand strengthening our workforce for the future.Most Kinross operations have policies or established practices that encourage local hiringand, where possible, we give preference to local talent when recruiting.Page 34 Kinross 2007 corporate responsibility report

2007 Highlights• Since 2005, Paracatu has offered its “Open Arms” project, aimed at promoting thequalification and integration of people with special needs into the labour market. Thedevelopment program has two steps: technical and practical knowledge that includeshigh school placement and professional skill building for approximately five months,followed by workplace experience at Paracatu over six months. Since the program’sinception, 30 people have found employment opportunities at Paracatu, with ourcontractors, and in other areas, such as opening a business• At Round Mountain, women comprise 24% of our workforce• 16% of Kinross’ senior executive officers are women. There are five women amongthe company’s 29 officers, one woman on the Executive Management Committeeand one woman on the Board of DirectorsEmployee EngagementIn 2007, the company conducted its second employee engagement survey and achieveda 77% participation rate.In 2007, Round Mountainpurchased a state-of-thearttraining simulator toenhance operator training.Kinross also purchasedsimulators for Fort Knoxand Paracatu.The intent of the survey was to measure employee engagement, a term that describes thelevel of commitment employees have to the organization and the effectiveness of coreorganizational practices. A key objective of the survey was to identify the priority “drivers”of engagement. The top three drivers are: the company’s shared values; the company’scommitment to corporate responsibility and its overall reputation; and, safety.On the whole, results were very strong, generally outperforming other companies in theglobal oil and chemical industry sector, with 80% of our employees indicating that theyare engaged contributors to Kinross’ success. The three drivers of engagement – values,corporate responsibility and reputation, and safety – had favourable scores of 69%, 70%and 82%, respectively. These scores indicate positive results from significant efforts inthese areas with opportunity for further improvement.Workforce Compositionby Age(All locations)Our operations hold regular meetings at which employees have the opportunity to raiseissues of concern directly with local management. In addition, the President and ChiefExecutive Officer conducts periodic “town hall” teleconferences with employees acrossthe organization, providing an opportunity for emerging issues to be discussed at thehighest level in the organization.18-2021-3031-4041-5051-5556-6061-6566+Page 35 Kinross 2007 corporate responsibility report

Compensation and BenefitsOf our global workforce, approximately 42%* are salaried and 58%* receive hourly-basedcompensation. Remuneration usually includes access to extended health coverage,life insurance and other benefits aimed at protecting and enhancing employee healthand well-being.Our employee share purchase plan is available to our Canadian and U.S. employees whenthey have completed six months of service. Employees can contribute up to 10% of theirsalary to the plan, with the company matching up to 50% of each employee’s contribution.Under this plan, the company issued 166,959 shares in 2007 and 151,000 shares in 2006.SA8000 Certificationat ParacatuIn October 2005, Paracatubecame the first companyin the mining sector toreceive SA8000 (SocialAccountability SystemCertification – DetNorskeVeritas). SA8000 certificationis an international standardfor workplace practicesbased on the principles of13 international humanrights conventions. Themine is audited everysix months to ensureit continues to meetcertification requirements.As part of that process,auditors meet withour employees andundertake a comprehensiveevaluation of the mine’sperformance on issuesrelated to employee andcommunity relations,covering areas such asworkplace health andsafety, human rights,freedom of association,child labour, anti-harassmentpolicies and other issues.The certification is validfor three years.The company has a stock option plan for officers and senior management which isdetailed in our 2008 Management Information Circular, available at www.kinross.comand www.sedar.com.The company also administers pension plans. The plans cover substantially all employeesin North America and South America.Human RightsOur corporate responsibility principles articulate Kinross’ commitment to conducting ourbusiness activities in accordance with the protection and promotion of human rights. Throughthe Code of Business Conduct and Ethics, all employees are made aware of, and arerequired to comply with, the company’s anti-discrimination and anti-harassment policies.All of our operations uphold the principle of freedom of association, meaning thatour employees have the right to choose whether they want to belong to a union. Kinrosshas developed positive labour management relations by focusing on win-win approachesto resolving workplace issues. Collective agreements are in place at our South Americanoperations (Maricunga and Paracatu) as well as at the Julietta mine in Russia. In 2007,17% of our worldwide workforce was represented by collective bargaining agreements.Collective agreements will expire in Paracatu in 2009 and Maricunga in 2010.As a regular part of our due diligence process in evaluating potential new investmentsor partnership arrangements, Kinross assesses relevant environmental and socialconsiderations, including potential human rights issues.Our new “Whistleblower” Policy, to be launched in 2008, will provide employees and nonemployeeswith a mechanism to confidentially report any human rights concerns. Reportsreceived will be investigated and, if made in good faith regarding a reportable matter, thefindings of the investigation will be reported to the applicable committee of the KinrossBoard of Directors. Where a report indicates illegal activity or a regulatory breach, a reportmay be made to authorities in the relevant jurisdiction, as appropriate.* As of March 31, 2008.

COMMUNITYEngaging the communities where we operate and maintaining strong, positive relationshipswith our stakeholders is a cornerstone of Kinross’ approach to corporate responsibility.For Kinross, community engagement embraces a wide range of activities – fromstakeholder mapping to consulting with neighbours who are, or may be, affected by ouroperations; from community outreach to identifying opportunities for mutually beneficialpartnerships; and from building local economic capacity to supporting projects aimed atdeveloping social infrastructure.We believe that meaningful engagement is not possible using a one-size-fits-all approach.In some locations, such as Paracatu, our operations exist in close proximity to thrivingcommunities. In others, such as Kupol, our operations are very remote and we areeffectively the only – or one of the few – significant employers in the region.Given the global scope of our business, we recognize the need to be flexible – andsensitive to local conditions and populations – in engaging our communities and investingin socially-focused initiatives. Yet, despite the local differences we may encounter, ourprinciples remain the same: to engage stakeholders in a spirit of transparency and goodfaith, and to provide lasting benefits to the communities where we work by supportingsustainable initiatives to develop their social, economic, and institutional fabric.In 2007, Kinrosscontinued initiativesto help ensure thatwe take a thoroughand systematicapproach to stakeholderengagement and applybest practices acrossall of our operations.Working with Indigenous PeoplesAs part of our corporate responsibility principles, we have articulated our long-standingcommitment to respecting the cultural and historical perspectives and realities of indigenouspeoples. We work with indigenous communities at our Maricunga operation in Chile, at ourKupol project in Russia and at Round Mountain in the United States.Maricunga, Chile• Our principal objective is to contribute to capacity-building in the region by helpingto launch local native businesses, assisting in improving educational opportunitiesfor youth and providing other forms of social assistance where appropriate• We provide financial and in-kind assistance to three local native communities or theirrepresentatives, including the Colla of Rio Jorquera, the Colla Wayra Manta Tujsy andthe Multicultural Native Association• We participate in a working group with both the Colla of Rio Jorquera and the CollaWayra Manta Tujsy, through which we have held monthly meetings since 2006 in orderto discuss a wide range of community issuesOur new “Whistleblower”Policy, to be launchedin 2008, will provideemployees andnon-employees witha mechanism toconfidentially report anyhuman rights concerns.Page 37 Kinross 2007 corporate responsibility report

The Quilombola andthe Paracatu ExpansionAs part of the Paracatuexpansion project,certain lands required forconstruction of a secondtailings dam were identifiedas having been previouslyoccupied by the Quilombola.Kinross is engaged indiscussions with keystakeholders, including theFundação Palmares, anNGO that represents theQuilombola, as well asstate and federal authorities.Our objective is to reachan agreement concerningthese lands in 2008– one that protects therights of local Quilombolacommunities and isconsistent with nationallegislation on this issue.Sweet SuccessOur Paracatu operation in Brazil has an exceptionally long lifespan for a gold mine,estimated to extend until 2040. Our challenge – and our responsibility as a goodneighbour – is to take thoughtful action today to seed economic developmentinitiatives that will help the communities near the mine prepare for its eventualclosure, no matter how far in the future that may be.Through our Generation Project, for example, Kinross is providing funding, managementsupport and operational expertise to help with the start-up of small businesses. One ofthe first major initiatives, organized as a business cooperative, is unfolding in the ruralfarming community of São Domingos. There, we have provided financial assistanceto construct and operationalize an industrial kitchen to produce and sell candy andbiscuits made from traditional local recipes known to the Quilombola, local residentswho are the descendants of slaves who escaped from plantations in Brazil beforethe abolition of slavery there in the 19th century.The business cooperative is operated by, and for the benefit of, some 30 Quilombolafamilies from five villages. Staffed by women – many of whom are mothers of youngchildren – the factory produces a variety of confectionary goods sold locally to residentsand tourists. The business provides a sustainable source of income, the opportunity tolearn new skills and flexible schedules so that mothers can continue to provide careto their children while working outside the home.Page 38 Kinross 2007 corporate responsibility reportAs part of this initiative, which started with the construction of the factory and office in2006, the company provides other benefits and support to the Quilombola in the formof family medical assistance, a daycare facility and services, and the construction ofa school. The company’s support extends to providing training to the cooperativemembers so that the business can become self-sufficient and, eventually, expandinto the manufacturing and selling of other income-producing goods.

Kupol, Russia• At year-end 2007, there were approximately 60 indigenous people employed at Kupol,including contractors. We are working with native organizations in the region toestablish effective programs to increase opportunities for indigenous peoples at Kupolas the project moves from construction to operation• Kupol has committed to establishing a development fund, the Kupol Foundation, with a$1million initial investment and an annual additional investment of $250,000 per yearover the next eight years of operation. Kupol is working with the Chukotka branch ofthe Russian Association of Indigenous Peoples of the North to identify priorities forsupport of indigenous peoples. By agreement, the association will have a seat on thesteering committee of the Kupol Foundation and no less than one-third of moniesdistributed by the Foundation will support indigenous causesRound Mountain, United States• We are engaged in ongoing dialogue with the Western Shoshone, whose ancestorslived near the mine• We worked in partnership with the Western Shoshone to complete a detailed culturalresource inventory in the vicinity of a proposed transportation and utility corridorCommunity and Social DevelopmentAll of our operations are actively and constructively involved in their communities.Program highlights by country include:BrazilGiven the importance of our Paracatu operation to the local economy, we are active onmultiple fronts. Our total investment in community development initiatives in Brazil was$864,802 in 2007, with a similar amount targeted for 2008. In addition, we will beinvesting an additional $1.7 million over the next two years in an environmentalrestoration of Rico Creek.We are proud of an innovative initiative at Paracatu called the “Partnership Seminar.” Inthis program, launched 12 years ago, company and community leaders convene annuallyto assess initiatives to improve the lives of the local population. Once annual priorities areselected, the money from our community contributions fund is allocated accordingly. Overthe years, Kinross has funded more than 30 projects in areas such as health, sports,business development, culture and social assistance.Resettlement InitiativesAs part of the Paracatuexpansion, we are workingwith local community groupsto resettle some 90 familieswho live above a large orebody near Rico Creek. Theresettlement is being carriedout in compliance with theresettlement policies of theWorld Bank.Our goal is to ensurethat relocated families arecompensated properly. Ourapproach includes providingthem with a home of greatervalue in another area, alongwith other benefits. In a verylimited number of cases in thepast, despite our best effortsto reach an agreement andwhile continuing to providea home of greater value andother benefits, we have hadto resort to involuntary resettlementas permitted bylocal law. These few caseshave all involved landownerswho use the land forrecreational or other minoragricultural purposes and whowere interested in selling theirland to the company, but werenot satisfied by the premiumabove market value offeredby the company. For thegreat majority of families,our resettlement efforts havedelivered a satisfactoryoutcome. In 2007, no claimswere brought to our attentionduring periodic follow-up visitswith resettled families.

Our relationship withthe Colla people of thehigh Andes providesa good example ofhow Kinross works tomaintain beneficial andrespectful relationshipswith indigenouspeoples who live nearour operations.Supporting Indigenous Peoples in ChileOur relationship with the Colla people of the high Andes – who live in proximity to ourMaricunga operation in Chile – provides a good example of how Kinross works tomaintain beneficial and respectful relationships with indigenous peoples who livenear our operations.We support the Colla community through PRODESAL, a project spearheaded by theChilean government that pertains to the Municipality of Tierra Amarilla. This publicprivatealliance arranges bi-monthly visits to rural areas by a veterinarian and anagricultural engineer. Planning is underway to provide medical assistance in the future.An estimated 70% of the Colla people lack a basic understanding of legalterminology and contracts, which seriously impairs their ability to successfullynegotiate and complete legal agreements. In Rio Jorquera, where much of the Collacommunity resides, we are working with local organizations and leaders to improve“legal literacy” through educational seminars featuring outside experts.We also provide assistance to the Colla for the fencing and surveying of their landsfollowing the 2004 decision by the Chilean government to grant local residentsownership of property in valleys that adjoin our mines.On the educational front, we provide annual scholarships to Colla students, andmonthly support to 12 Colla families to cover transportation costs to local schoolsand lunch expenses for their school-age children.Page 40 Kinross 2007 corporate responsibility reportIn the Colla Wayra Manta Tujsy community, we support a program to help residentsmanage their wells, produce household goods and learn new animal husbandrymethods. On behalf of the Multicultural Native Association, we also provide supportfor the House for Native Health, where traditional healing methods are practisedand taught.

With our current expansion project at Paracatu, mining operations are expected tocontinue until 2040. One of our key objectives is to help Paracatu and other surroundingcommunities become more self-sufficient and economically diverse. Through the GenerationProject, a local economic development program, Kinross works with community groupsto develop projects aimed at building economic capacity and generating jobs and income.One example is a candy and biscuit manufacturing facility that we funded in cooperationwith local Quilombola communities.At Paracatu, we carry out regular community surveys using focus groups and one-on-oneinterviews. The survey results help determine our community plans and priorities for theupcoming year. In the most recent survey (conducted in December 2007), 71.2% of thosesurveyed ranked the Paracatu operation as important or very important to their community.We also fund educational seminars for local residents on a wide variety of subjects, buildschools and other socially-focused facilities, operate apprentice programs, help local residentsacquire entrepreneurial experience and start new businesses, and support initiatives targetedat the most vulnerable members of society, including youth. We are a founding member ofADESEP, the Paracatu Sustainable Development Agency. Its mission is to create economicalternatives and boost employment opportunities in the local community. Some of ourprograms have received national recognition in Brazil.At Paracatu, we carryout a regular communitysurvey using focusgroups and one-ononeinterviews.At Paracatu an employee profit-sharing program provides incentives for our people tovolunteer their time to community causes.ChileWe support a wide range of social programs related to education, support for localentrepreneurs and businesses, cultural enrichment and native community issues.To learn more, see the case study on page 40. We have an agreement with municipalitiesin the Atacama region to support EMPROARTE, a performing arts organization that isactive in the community.United StatesOur operations at Fort Knox, Kettle River-Buckhorn and Round Mountain all have activecommunity and social development programs tailored to address the unique needs ofnearby communities.At Round Mountain, Nevada, where Kinross is the leading employer in a very remote ruralregion, we have a well-established community contributions program. Our integral role in thecommunity near our mine is symbolized by the fact that we own and operate the only localgrocery store, which sells products and services normally found only in much higher-densityareas. We participated in the development of the Smoky Valley community developmentmaster plan to improve the economic well-being of the region. We are also a majorcontributor to Nevada’s Abandoned Mine Lands Program. As the only mining companyinvolved in this initiative, we are working with the state to backfill and reclaim landin and around abandoned mines throughout Nevada.Page 41 Kinross 2007 corporate responsibility report

At Round Mountain, employees are given time off to volunteer with organizations suchas local fire departments, city council, sporting teams and groups that provide emergencymedical care.Our operations at FortKnox, Kettle River-Buckhorn and RoundMountain all have activecommunity and socialdevelopment programstailored to addressthe unique needs ofnearby communities.At Fort Knox, we operate a very active site visitor program to help local residentsunderstand our business and operations. We fund a range of social services in theFairbanks community, including the United Way, the Fairbanks Community Food Bankand the rescue mission. We also contribute to a range of youth-oriented activities,including sports teams, events, and science education. In addition, we support theAlaska Mineral and Energy Resource Education Fund to teach Alaskan students howto make responsible decisions regarding Alaska’s natural resources.At Kettle River-Buckhorn, our focus is improving education, public services andinfrastructure, including tree-planting programs, donations to the local fire departmentto buy emergency equipment and financial support to improve local roads and highwaysin the vicinity of the mine. We will continue to assess our community programs in theregion as our new Buckhorn mine goes into production.RussiaAt Kupol, the remote location and lack of economic and social infrastructure is a majorchallenge. We believe we can make a significant difference in the region through ourinvestments and involvement in community initiatives in the coming years as our newKupol mine begins operations. For more information on our community initiatives at Kupol,please see the case study on page 43.Public Consultation/Stakeholder IssuesIn our business, public consultation is a critical aspect of social performance. Publicconsultation means formally engaging the community – and advising its residents,authorities and interest groups – of plans we may have for developing a new mine, oroperating or upgrading an existing one. It is an area of community engagement wherewe expect – and often encounter – tough questions and public concern. In the case ofopposition, we believe that an open dialogue based on exchanges of fact and reasonedperspectives is the most productive, ethical and efficient way to reconcile differences tothe best possible conclusion.Whether our public consultations take place during the exploration phase, the permittingphase (during which we discuss the potential environmental impacts of a new mine), theoperational phase or the reclamation phase of a mine’s existence, we believe in constructivedialogue with stakeholder groups in our communities.Page 42 Kinross 2007 corporate responsibility reportIn 2007, Kinross continued initiatives to help ensure that we take a thorough andsystematic approach to stakeholder engagement and apply best practices across allof our operations. These included a workshop in stakeholder mapping for EHS managersfrom our operations worldwide, and training at selected operations to identify stakeholdersand establish effective consultation and engagement plans.

Reaching Out in RussiaThe community outreach program at our Kupol project in the Chukotka regionof Russia began with public meetings held with local citizens and organizationsat the outset of the permitting process in early 2005. Since then, as constructionhas progressed, these public consultations have continued annually in thosecommunities that have a stake in the development of the deposit, including Bilibino,Ilirney, Pevek and Anadyr/Ugol’niye Kopi.At Kupol, publicconsultations havecontinued annually incommunities with a stakein the development ofthe deposit.The initial intent of these meetings was to provide an open exchange of informationand dialogue. In 2007, the meetings evolved into a forum for practical discussion onthe most effective means for Kinross, as the majority owner of the project, to investin community development initiatives. One specific outcome was a commitment byKinross to establish a $1 million development fund that will be supplemented withadditional annual contributions of $250,000.Until the fund becomes fully operational in 2009, we will continue to work with localstakeholders to establish its decision-making framework and investment priorities.This includes gathering and analyzing socio-economic data, establishing contactwith community development groups, and discussions with government officials.Ultimately, the objective is to create a responsive funding mechanism that will helplocal communities participate directly in the economic opportunities associated withKupol. Likely areas of focus for support will be education, health care and smallbusiness development.Another major priority is to develop a meaningful relationship with indigenous peoplesin the region. While the project provides an obvious opportunity for employmentat the mine, one of the challenges identified through the public consultations wasthe importance of maintaining a proper balance between industrial mining and respectfor traditional land uses. Kupol is working with the Chukotka branch of the RussianAssociation of Indigenous Peoples of the North to identify priorities for support. Byagreement, the association will have a seat on the steering committee of the KupolFoundation and no less than one-third of monies distributed by the Foundation willsupport indigenous causes.Page 43 Kinross 2007 corporate responsibility report

Reaching a LandmarkAgreement inWashington StateKinross recently reached anagreement regarding theBuckhorn mine with a localgroup that had opposeddevelopment of the minefor more than 15 years.The agreement concernedappeals of U.S. state andfederal permits andauthorizations for developingand operating Buckhorn,which had been initiallylaunched by the OkanoganHighlands Alliance (OHA),and more recentlyincluded the WashingtonEnvironmental Council,and the Center forEnvironmental Lawand Policy.In April 2008, Kinrosssuccessfully negotiated asettlement with thesegroups, pursuant to whichall appeals relating to theBuckhorn mine have beendismissed. Under theagreement, Kinross willfund third-partyenvironmental monitoringmeasures, and additionalwetland, habitat andfisheries restoration andimprovement projects inthe Okanogan Highlands.Wherever we operate in the world, we are typically engaged in an ongoing dialoguewith our communities. At Kettle River-Buckhorn, for example, we participate on a localcommunity advisory board that brings together a broad representation of communityvoices to discuss issues of mutual concern. To learn more, see the case study onpage 45. At Kupol, public consultation is central to our community relations programthere. To learn more, see the case study on page 43.Public Consultation: Key Stakeholder IssuesFrom public consultations at our growth projects, the following key stakeholder issueshave emerged that we believe could have an impact on how gold mining is conductedin the future at these mine sites.Kupol Project• Ongoing respect for traditional land use, knowledge and culture associatedwith indigenous peoples alongside economic development and benefits• Ensuring mechanism is in place to enable community participation in economicopportunities beyond local hiring, training and advancementKettle River-Buckhorn• Reducing noise and improving air quality by restricting haul times for trucking to site• Improving dust control and reducing noise through restricted haul times and backupalarm modifications• Providing environmental monitoring measures and funding of additionalwetland, habitat and fisheries restoration and improvement projects in theOkanogan HighlandsParacatu Expansion• Protecting local water resources from potential pollution due to tailingsdam disposal activities• Implementing closure plans for mines and dams• Managing dust generated by mining activities that could reach nearby citiesand populations• Monitoring potential cracks/damage to neighbouring houses arising frommining activities

The Buckhorn projecthas enjoyed strongcommunity supportdue in large part tothe employment andeconomic benefitsit will bring to Ferryand Okanogancounties in easternWashington state.Good Neighbours in Kettle River-BuckhornThe Buckhorn project has enjoyed strong community support due in large part tothe employment and economic benefits it will bring to Ferry and Okanogan countiesin eastern Washington state. At the same time, while plans for Buckhorn wereprogressing, some local citizens expressed concerns about issues connected with theproject – including concerns about potential impacts on the local environment, andthe potential increase in traffic, dust and noise along the access roads to the mine.In 2006, Kinross and representatives of the local community agreed to take acollaborative approach to resolving issues of mutual concern, and formed the CitizensAdvisory Board (CAB). The CAB, a multi-stakeholder group, was created as an opencommunity forum on mine-related issues for local leaders, local business people,Kinross managers and others, including those opposed to mining. The meetingsinvolve presentations on a range of issues, formal submissions made to the CAB andmany hours devoted to discussion and debate. The CAB, which has representationfrom all points of view, conducts monthly meetings so that all perspectives are givena fair hearing on the issues.The CAB has been useful as a consensus-building mechanism and for providing“neutral ground” to discuss what can often be contentious issues. It has allowedfrank and factual discussions about the mine’s potential impacts, including discussionsof the work that has gone into designing Buckhorn to be a model for environmentallyresponsible mining. At the same time, the CAB has enabled the company to hearand respond to community concerns by making changes to some of its operatingprocedures, including limiting haulage hours and measures to mitigate noise levels.Another positive outcome of the CAB’s work is a document called a “good neighbouragreement” that sets out the parameters of a productive relationship between thecompany and the community. Overall, the CAB has proven to be an excellent exampleof how potentially contentious issues that surround mining can be productively resolvedthrough an open, accountable and inclusive dialogue with key stakeholders.Page 45 Kinross 2007 corporate responsibility report

KEVIN EPPERSSenior Environmental Engineer, Kettle River-Buckhorn“The Buckhorn project’sstate-of-the-art design,coupled with environmentalcontrols and mitigation,ensures that it will be fullyprotective of the environmentwhile providing needed jobsto local workers.”Page 46 Kinross 2007 corporate responsibility report

Environmental performanceKinross takes its responsibility for environmental stewardshipvery seriously and regards sound environmental managementand performance as a key priority at every operation.We seek ways to minimize our environmental footprint wherever we work and thatcommitment is enshrined in our corporate responsibility principles and our corporateEnvironmental Policy. It is also reinforced by the Board of Directors through the Charterof the Board’s Environmental, Health and Safety Committee.In recent years, in accordance with our corporate Environmental Policy, we have beenimplementing a company-wide Environment, Health and Safety (EHS) Management System.This system provides the structure, guidelines and standards through which we strive forcontinuous improvement in environmental performance at all our operations worldwide.By year-end 2007, we had made significant progress in ensuring that all of our operationsare compliant with the standards of our EHS Management System. We continued tostrengthen the capabilities of our common electronic management system, a web-basedEHS portal for the company. The portal is an effective repository for standards andinformation related to training, permits, new requirements and incident histories. It playsan important role in EHS management and the sharing of best practices on environment,health and safety.2007 highlights2008 goals• Completed crisis management training at all mine sites in North America andSouth America• Earned third-party certification under the International Cyanide Management Code atRound Mountain, becoming the fourth operating gold mine in the world to be certified.Fort Knox and Paracatu completed the external third-party audit required by the CyanideCode. Fort Knox received certification in early 2008 and Paracatu is awaiting certification• Completed biennial EHS audits of regulatory conformance and management systemsat Fort Knox, Round Mountain and Kettle River• Completed close-out audits at the Haile and Kubaka mine sites to ensure compliancewith environmental regulations prior to the sale and transfer of these assets• Completed water balance reviews at Fort Knox, Kettle River-Buckhorn, Paracatu andMaricunga, and the DeLamar reclamation site. Water balance reviews are an ongoingpart of Kinross’ EHS Management System• Achieve Cyanide Code certification at Maricunga and, potentially, at La Coipa,and certification of the Kupol supply chain• Complete energy reviews at each mine site and develop recommendationsto improve energy efficiency• Continue audit program as part of the EHS Management System• Increase employee use of the EHS portal• Implement a company-wide air emissions initiativePage 47 Kinross 2007 corporate responsibility report

Page 48 Kinross 2007 corporate responsibility reportOur commitment tominimizing our footprint isenshrined in our corporateEnvironmental Policy.Environmental protectionis the responsibility ofevery employee.Environmental PolicyEnvironmental leadership in the mining industry is a strategic business objectiveof Kinross Gold Corporation. Maintaining high professional standards for ourenvironmental practices is vital to our long-term sustainable success and formsthe foundation of our corporate reputation. Kinross acknowledges its responsibilityto manage the environmental effects associated with its operations as we pursueour goal of generating value for our shareholders, our employees and ourlocal communities.Kinross Gold Corporation will:• Comply with applicable environmental laws and regulations at all times, at alllocations, and at all stages of exploration, development, operations and closure• Establish and maintain standards, procedures and management controls toensure that environmental considerations are balanced equally with competingpriorities and other key business activities• Ensure that all employees and contractors are trained to understand theirenvironmental responsibilities and create an environment conducive toadhering to the Company’s policies, procedures and applicable regulations• Hold leadership accountable for the environmental performance of ouroperations and projects. Inherent in that accountability is the commitmentof senior managementto provide resources and create the environment that results in success• Reward and recognize behaviour that supports environmental stewardship• Implement procedures to measure environmental performance, includingregular audits of operations to verify compliance with the Company’sEnvironmental Policy and applicable regulations• Communicate openly with employees, the regulatory community, the publicand stakeholders on environmental issues• Work proactively with other mining companies, policy makers and the publicto define environmental priorities and to contribute to the development ofresponsible laws and regulations to protect the environment• Actively engage with credible third-parties to develop continuous improvementin our environmental policies and practices• Continuously review environmental achievements and technology to shareand promote implementation of best practices• Develop and maintain reclamation and closure cost estimates, account for thosecosts in the Company’s business plans, and address the Company’s reclamationand closure obligations in a way that demonstrates excellence and establishesindustry-wide leadership through example• Require that the Environmental, Health and Safety Committee of the Board ofDirectors meets on a regular basis in order to monitor performance and confirmthat Kinross adheres to these principles

Environmental Accountability• Environmental protection is the responsibility of every employee• Environmental performance is reported to the Board’s Environmental, Health and SafetyCommittee quarterly and to senior corporate management monthly• Environmental performance improvement targets are set annually• Front-line managers have direct responsibility for environmental performancein their areas• The general manager of each mine is accountable for environmental performanceat that site• At exploration projects and residual properties, the project manager is responsiblefor ensuring that the EHS Management System in place at that location is consistentwith corporate standards and compliant with all applicable laws, regulations andpermit requirementsIn addition to our EHS Management System, we work with a complementary performancemethodology called Engineered Risk Assessment (ERA). This methodology assesses therisks and potential for failure of our engineered systems and associated environmentalconsequences. Our ERA program has proven useful at Kinross in guiding our budgeting,planning and implementation processes for managing environmental risks.Measuring PerformanceAt all of our operations, exploration sites and closure properties we operate with the clearmandate of being in full compliance at all times with applicable laws and regulations.Failure to meet regulatory requirements is measured by lagging indicators and enforcementactions such as notices of violation, regulatory notices, major releases and permit excursions.What is “Intensity?”Intensity measures the amountof energy used, or of materialneeded or produced, per unitof production during the year.In this report, we have usedintensity to measureperformance for key indicatorsincluding water use, energy useand carbon dioxide emissionsper tonne of ore processed.Reporting performanceusing intensities providesa performance rate that iscomparable year-over-year.Water Use Intensity(Litres/tonne of ore processed)182186215We also measure leading indicators of performance, such as internal inspections,environmental training of employees, and additional water and air sampling over andabove permit requirements. We maintain an accurate water balance at each site which isused in long-term planning and preparation for closure. These leading indicators provideus with a proactive look at the management programs in place that will prevent releases,permit excursions and enforcement actions.05 0607We conduct a comprehensive EHS compliance and management system audit at eachsite every two years. These audits play a critical role in assessing our performance againstour EHS Management System. The audit protocol reviews the site’s conformance withEHS regulatory requirements in the relevant jurisdiction, best management practices,and our EHS Management System.Our 2007 performance included the following:• Two environmental Notice of Violations for spills that were federally reported or reachedwater in 2007, one at the Buckhorn site and another in the vicinity of the Kupol project.Both were minor and were immediately cleaned up to the full satisfaction of regulatoryauthorities. Root cause analyses were completed and changes to site procedures wereincorporated where appropriate. For more information, see the Spills section in thisreport on page 50• No material fines related to environmental performance in 2007• The Northwest Mining Association Platinum Award for Corporate Excellencefor permitting approach and environmental design at the Buckhorn projectKinross’ water useintensity increased in2007. This was largelydue to reduced waterrecycling at Paracatuto increase waterinventories in responseto drought conditions.Page 49 Kinross 2007 corporate responsibility report

Fort KnoxTailings OperationIn late 2006, tailingsseepage was observedimmediately below thetailings dam at Fort Knox.Environmental personnelnotified the regulatoryauthorities and it wasdecided to increasemonitoring of the facility.The seepage wasdetermined to be related totailings water, anticipated aspart of the tailings design,and was contained withinthe pump-back watermanagement systembelow the tailings facility.Containment was confirmedby down-gradient watermonitoring. Independentinspections of the tailingsdam confirmed that therewere no issues with thedam integrity or stability.Fort Knox constructedan improved seepagecollection conveyancesystem along the toe of thetailings dam, increased theseepage pump-back systemand added additionalmonitoring wells to providefurther assurance related toseepage collection. Thisissue was resolved to thesatisfaction of the regulatoryagencies in mid-2007.Environmental TrainingTraining is a critical component of our environmental program. Each site employee receivesenvironmental training annually. That training takes many forms, including classroomexercises, emergency response simulations, briefings from outside experts, and otherapproaches. At Round Mountain, for example, our on-site trainers have developed agame designed to test employees’ environmental knowledge, styled after a well-knowntelevision show.Water ManagementWater is used in our mining operations for ore processing and dust suppression andcontrol. Wherever possible, Kinross recycles water from our processing operationsin order to reduce water consumption. We have also instituted environmental controlmeasures, including surface and groundwater monitoring, within the boundaries ofthe mine, the tailings dam and surrounding areas.Water management is a critical component of our environmental management system.Each operation is required to maintain a predictive water balance to ensure that wateris not wasted, and that site discharges, if required, are controlled and meet all regulatoryrequirements. Our EHS Management System includes a water balance standard thatapplies to all of our operations.All of our milling process operations are designed to be closed loop systems andrecirculate water. In many cases, run-off from the mine and other water, such as treatedcamp sewage, are also captured in the process water cycle. Where local regulations allow,some water may be discharged.Our Paracatu operation sets annual targets for improving water efficiency. All run-offwater in the mine pit area is channelled to sumps and the clarified water is used in oremilling and for dust suppression. As part of the Paracatu expansion, we remain committedto long-established water management strategies, including the collection and treatmentof mine run-off water and conservation of water withdrawn from groundwater wells andsurface waters.The La Coipa mine in Chile is not covered in the scope of this report because Goldcorpwas the operator for virtually all of 2007 until Kinross assumed 100% ownership onDecember 22, 2007. As operator, Kinross has now assumed full responsibility for asignificant environmental remediation initiative involving groundwater contamination frommercury that occurs naturally in the La Coipa ore body. Kinross had previously workedwith our joint venture partners to enhance an onsite remediation system, which hasproven effective in containing the contamination within the site boundary (see sidebaron opposite page). Kinross has also increased its asset retirement obligation for La Coipafrom $14.6 million to $103.6 million as part of our commitment to ensuring that thisenvironmental issue is appropriately managed.SpillsIn 2007, there were two minor releases that were reportable to federal regulatory authorities.Neither involved a release of solution from a processing facility. At the Buckhorn project,during the spring snowmelt, sediment and water from road construction run-off overtoppeda snow-covered silt fence that had been installed to control sediment transport and entereda stream. The Washington State Department of Ecology noted the issue during an inspectionand issued a Notice of Violation. Immediate corrective action was taken by the operationto prevent further releases of sediment.

In Russia, at Kupol, the inspection of the winter road identified a small hydrocarbon spill.The spill was cleaned up and there were no water quality impacts. A Notice of Violationwas issued and a fine (RUR 26,000 or approximately $1,000 equivalent) was assessedby the Russian regulatory agency.Both spills were remediated to the full satisfaction of the appropriate regulatory authorities.Water Management at Kettle River-BuckhornKinross’ new underground mine at Kettle River-Buckhorn, scheduled to begincommissioning in October 2008, represents a complete redesign of an earlier proposalfor an open-pit mine made by the previous owner. In response to widespread publicresistance to this earlier proposal, Kinross redesigned Buckhorn to be a model forenvironmentally responsible small-footprint mining.The new Buckhorn project reduces overall water consumption by about 95% fromthe original proposal. It also employs the best water treatment system available, anadvanced ion exchange system. The water treatment system at Buckhorn will reducemetals and nitrogen compounds to very low concentrations, in some cases less thanthe concentrations present in unaffected groundwater.Kinross is also planning to take a number of steps that will improve the wildlife habitatand aquatic environment in the vicinity of the mine from what they are today. Examplesinclude creek-side habitat restoration, improving fish passage culverts and fencingoff streamside areas to reduce degradation from livestock grazing.Managing Groundwaterat La CoipaKinross is taking a best-inclassapproach to addressinggroundwater contaminationfrom mercury that occursnaturally in the La Coipaore body. In the mid-1990s,mercury and cyanide fromtailings seepage were detectedin control wells at La Coipa.Subsequent remediationmeasures included installingwells to intercept and divertuncontaminated water aroundthe tailings area, returningcontaminated groundwaterto the process plant forrecycling, and installing a watertreatment plant to removemercury from groundwater.During 2005 and 2006, thirdpartytechnical reviews werecompleted, and Placer Domeand Kinross, owners of themine, developed a strategyfor further remediationcontrols. Two concrete cut-offwalls were constructed to stopcontaminated water frommigrating downstream. In 2007,a voluntary declaration outliningenvironmental commitmentswas approved by Chileanregulatory agencies. In early2008, additional controlswere implemented to reducemercury mobility in the tailings.Kinross is committed to afull and complete remediationof the La Coipa groundwatercontamination. For moreinformation, please refer to our2007 Annual Information Form.

Energy Use Intensity(Megajoules/tonne of ore processed)253405 06IndirectDirect2938073148Kinross’ energy useintensity increased in2007. This was causedby a reduction in tonnesprocessed, as well asmining deeper and haulingfurther at our more matureoperations. Intensitiesreported include onlythose for operations thatproduced gold in 2007.CO 2 Emissions Intensity(Kilograms/tonne of ore processed)Air EmissionsThe most common air emission at our operations is dust, which is produced from road traveland mining operations. Dust from roads is controlled by road watering and the managedapplication of chemical surfactants. Dust at crushers and conveyor belt systems is controlledwith mist sprays and collection systems deployed at emission sources.Other common air emissions are the result of hydrocarbon combustion in trucks andother heavy equipment, mobile generators and other power sources. These emissionsare primarily carbon dioxide, which we report annually through the Carbon DisclosureProject. In 2007, we embarked on a review of energy efficiency at all of our operations.We will provide the results of these assessments in a future report, together with adescription of the actions we are taking to improve our emissions performance.Other emissions include small amounts of metals such as mercury. For the reporting years2005 to 2007, reliable data on metals emissions are not available for most of our operations.In 2008, we completed the installation of controls at Round Mountain to reduce annualmercury emissions from approximately 28 kilograms in 2007 to less than 5 kilograms in2008. For 2008, we intend to implement a global air emissions initiative focused on metallicair emissions. The goal for 2008 is to quantify emissions from all thermal point sourcesand to evaluate and prioritize the implementation of control measures where required.Emissions of ozone-depleting substances are minimal as Kinross operations restrict theiruse, except for a limited number of fire extinguishers, refrigerants and special solvents.Energy and Climate ChangeClimate change associated with industry and other human activities that producegreenhouse gases is a pressing public concern worldwide. Greenhouse gas emissionsat Kinross are almost entirely from electrical and hydrocarbon fuels, which account for asignificant portion of our costs. We have both an environmental as well as an economicimperative to improve efficiencies and limit greenhouse gas emissions at our operations.3.13.84.1Our approach to energy consumption and climate change is focused on initiatives to reduceenergy consumption and improve energy efficiency wherever possible, and on activelyassessing and evaluating the potential application of renewable/alternative energytechnologies at our operations and reclamation sites.Page 52 Kinross 2007 corporate responsibility report2.505 06IndirectDirect2.8073.6Kinross’ carbon dioxide(CO 2 ) emissions intensityincreased over thereporting period.This was caused bya reduction in tonnesprocessed, as well asmining deeper and haulingfurther at our more matureoperations. Intensitiesreported include onlythose for operations thatproduced gold in 2007.Across the company we have established working groups of engineers who are analyzingour energy consumption and developing strategies to improve performance. The workwe are doing now – which will continue in 2008 – includes compiling a comprehensiveinventory of actual and potential energy sources at our mines, including wind, geothermal,water and solar, as well as evaluating the economic feasibility of the alternatives. Uponcompletion of our energy assessment and baseline evaluations in 2008-2009, we planto develop a formal climate change policy to guide us in the future.We publicly disclose our greenhouse gas emissions on an annual basis to the CarbonDisclosure Project. To learn more, visit the Carbon Disclosure Project web site atwww.cdproject.net.

Our initiatives to reduce energy consumption in 2007 included significant reductions inelectricity consumption at Round Mountain. To learn more, see the case study on page 55.At year-end 2007, we had identified two sites with potential for the application of renewableenergy technologies, namely our Round Mountain operation in Nevada and our DeLamarreclamation site in Idaho. In 2008, we will be installing wind monitors at both sites to gathertest data and further evaluate the potential application of wind turbine power generation.We continue to assess the potential for using methanol-based biodiesel to power theParacatu mine fleet. In Brazil, we are exploring possible partnership arrangements withmunicipal and state authorities, investors and local entrepreneurs to establish a refineryin the region to produce non-fossil fuel.In 2007, Kinross also embarked on a project with Zerofootprint, a not-for-profit organizationbased in Toronto, Canada that helps individuals and organizations reduce their environmentalimpact and to measure the carbon footprint of the Kinross head office. The companysurveyed head office employees to calculate their total carbon impact for 2006 basedon company-related activities and measured head office energy consumption andother factors such as paper usage. Head office related emissions for 2006 totalled1,469 tonnes of carbon dioxide. Kinross is working with Zerofootprint to explore furtherinitiatives for monitoring and reduction.Dust from roadsis controlled byroad wateringand the managedapplication ofchemical surfactants.Waste ManagementIn our business, waste comes in two forms: mineral and non-mineral. Kinross has guidelines,procedures and processes in place to manage both types of waste generation andresidues at our operations.Non-Mineral WastesWe recycle and reuse waste from our operations to the maximum practicable extent.Materials that cannot be recycled are disposed of in a manner that is environmentallyacceptable and in compliance with regulations. Waste products include spent batteries,fluorescent light bulbs, cupels and crucibles, waste oil and spent solvents. We haveprocedures in place for all sites that outline the proper handling and storage of wastesto ensure that people and the environment are protected.We have recycling programs at each of our operations. Fort Knox has recycled approximately1,800 tonnes of scrap metal on average for the past three years. At Paracatu, we have hada solid waste management program for over 15 years, and a significant amount of allwaste generated is recycled or reused.Mineral WastesIn mining, mechanical and chemical processes are used to extract the desired products –gold and silver – from mined ore. What is left are residual materials called waste rockand tailings.Every Kinross operation has a tailings or heap management plan that includes engineereddesign, water balance accounting, a reclamation and closure plan, and regular review ofoperational procedures.Page 53 Kinross 2007 corporate responsibility report

Tailings, which consist of ground rock and residual process effluents, are an importantcomponent of waste management for many gold mining operations. At our facilities, tailingsare placed into engineered storage facilities – usually behind dams built on land near themine, known as tailings dams. After mining stops at a site, tailings dams are decommissionedand reclaimed to ensure that they become a part of the post-mine land use and pose nohazard to the public or environment.Tailings Managementat ParacatuAt Paracatu, a 740-hectaretailings area, contained by an82-metre-high earth dam,enables the recovery andreuse of the majority of thewater used in the operation.The dam was built andoperates in compliance withstandards established by theInternational Committeeon Large Dams. Annualthird-party inspection andcertification ensure that thedam is maintained andoperated safely. The facilityreceives tailings that settle,allowing for the recovery ofwater, which is then reused inore processing. Because ofour water managementsystems, including a programto predict and control aciddrainage, the tailings damis also able to functionas a bird sanctuary.The objective of our tailings management program is to design, build and operate tailingsstructures that are:• physically stable under all anticipated conditions and that meet regulatory andengineering guidelines;• chemically stable, such that the quality of any seepage or surface run-off doesnot endanger human health or the environment; and• able to be closed at the end of mine life in a manner compatible with the surroundingland use, and which have a minimal impact on the environment.We also require an annual review of our tailings facilities by a third-party engineer,to help further ensure their stability and safety.Waste RockEach operation has its own waste rock management plan that outlines procedures toidentify and manage materials that may be subject to leaching, including acids, metalsor other substances that could potentially impact surface or groundwater. Waste rock pilesare designed and constructed to be stable. We have company-wide systems to regularlymonitor and inspect waste piles to ensure that they are being maintained in accordancewith our standards. If waste material such as bedrock or development rock is geochemicallysuitable, it can be used as a source of fill, road base or for other construction purposes.Waste management programs at both our Paracatu mine and Buckhorn project aredesigned specifically to prevent the formation of acid rock drainage.Managing Cyanide ResponsiblyCyanide is one of the most efficient and safe reagents for the extraction of gold from rock.Consistent with our commitment to EHS best practices, we have committed to complyingwith the International Cyanide Management Code. This voluntary code, developed by a multistakeholdergroup under the aegis of the United Nations Environment Programme, includesa requirement for third-party certification. The Code focuses on the safe manufacture,transportation, storage, use and decommissioning of cyanide and associated facilities.Going well beyond legal requirements in most of our locations, the Code establisheshigh EHS design and operating standards for all Kinross operations.Round Mountain received Cyanide Code certification in May 2007, after being auditedin 2006, becoming the fourth mine in the world to receive this certification. Paracatu wasaudited in late 2007, and we expect certification in 2008. Fort Knox completed its audit inOctober 2007 and received its certification in early 2008. Our goal for 2008 is to certifyMaricunga, and potentially La Coipa. Kettle River-Buckhorn plans to complete the CyanideCode audit in 2008 and expects to be certified in 2009. A summary report of ourCyanide Code certification status is posted at www.cyanidecode.org.

Round Mountain’sparticipation hasearned it the twolargest awards inthe history of theSure Bet Program.Focusing on Energy Conservation: Sure Bet ProgramSince 2006, our Round Mountain operation in Nevada has participated in the SureBet Program, an energy conservation program offered by Sierra Pacific Power, thelocal energy provider for the mine. The program awards financial incentives annuallyto Sierra Pacific customers who can demonstrate significant results from energysaving improvements. Round Mountain’s participation has earned it the two largestawards in the history of the program.In 2006, Kinross’ Technical Services team, in coordination with Round Mountain’splant maintenance group, developed a business case for participating in the SureBet Program that required an up-front investment of $180,000 in new equipmentto lower energy consumption at the operation. The plan involved replacing four600-horsepower variable frequency drives with soft-start drives, and installing anoverflow bypass system in the mill that allowed the shutdown of a 50-horsepowerreclaim water pump. These improvements resulted in energy savings of 3.34 millionkilowatt hours and an award from Sierra Pacific of $100,000.In 2007, Kinross’ Technical Services team, again in coordination with RoundMountain’s plant maintenance group, completed a plan to invest $1.08 millionin upgrades to the electric mining shovel fleet and to install more energy-efficientlighting. The upgrades included the replacement of 15-year-old analog drives inthree mining shovels with new digital drives, resulting in savings of nearly 30% inenergy consumed per shovel, in addition to improving shovel productivity. In total,the 2007 upgrades yielded additional annualized energy savings of 7.3 millionkilowatt hours and a cheque from Sierra Pacific for $202,824.Plans for 2008 at Round Mountain include additional upgrades to pump drives andlighting that could save 2.8 million kilowatt hours of electricity in addition to thereductions made in 2006 and 2007.Page 55 Kinross 2007 corporate responsibility report

Our Round Mountain and Maricunga operations apply cyanide solutions to ore that hasbeen placed on impermeable liners, allowing for the recovery of gold-bearing intermediateproduct. This process, known as heap leaching, is a proven and safe means of recoveringgold from low-grade ores. Kinross designs and operates its heap leach systems to internationalstandards and incorporates best-practice technologies, including double liners with leakcollection and detection systems. In February 2008, the Kinross Board of Directors approvedthe construction of a heap leach facility and expansion of the open-pit mine at Fort Knox,which is expected to extend the life of the mine by five years.Every Kinross operationhas a tailings or heapmanagement plan thatincludes engineereddesign, water balanceaccounting, a reclamationand closure plan, andregular review ofoperational procedures.Closure and ReclamationReturning land disturbed by mining to stable and productive post-mining land uses is acornerstone of our commitment to prudent and responsible stewardship of the environment.At Kinross, reclamation planning begins before construction and is regularly updatedthroughout the life of each mining operation. In this way we are able to manage andadjust our reclamation strategies and financial provisions as new information becomesavailable or mining operations are optimized. During the life of each mine, reclamation testplots as well as engineering and environmental studies assist us in verifying and optimizingreclamation strategies and plans. Every effort is made to reclaim land no longer requiredfor operations while mining operations are still active.Page 56 Kinross 2007 corporate responsibility reportRico Creek RevitalizationRico Creek is a tributary of the Paracatu River that runs through the Paracatu townsite.Studies conducted on the creek by Kinross detected pollution from domestic sewage,and from the historical impact of unauthorized small-scale mining activities over theyears. In partnership with the Paracatu municipality and the Minas Gerais SanitationCompany, Kinross is undertaking a revitalization program for Rico Creek. Improvementswill include streambank stabilization and re-establishing riverside vegetation toreduce streambank erosion. In addition, two public recreational parks will be builtalong the creek. Over the next two years, Kinross’ Paracatu operation will beinvesting $1.7 million in the environmental project at Rico Creek. The projectis expected to be completed in 2009.

Upon cessation of mining operations, responsibility for the demolition of facilities, finalreclamation and compliance with all applicable regulatory requirements is assumed byKinross’ reclamation business unit. Established as a separate organization within thecompany in 2002, this unit ensures that best practices are employed across the companyand that Kinross’ reclamation obligations are promptly and efficiently fulfilled. Over thepast four years, this unit has completed sufficient reclamation at 12 former miningoperations to allow those properties to be sold to other land users.Land Use(Hectares)6114,7996204,9766306,214A key element in our reclamation success is our record of working closely with relevantregulatory agencies and key stakeholders to implement sound technical reclamationapproaches that are specific to each project’s characteristics. An example of this is at theformer Haile site in South Carolina, where we combined engineered capping and drainagesystems with an in-pit semi-passive water treatment system to ensure water qualityobjectives were met. Another more recent reclamation achievement is the former DeLamarmine in Idaho. For more information on DeLamar, see the case study on page 58.In Brazil, we have an extensive reclamation program in place at Paracatu. The programincludes reforestation, plant nurseries, and a project to revitalize Rico Creek fromcontaminants left by previous miners before Kinross acquired the property.Our reclamation program at Kubaka, in Russia, while typical of other Kinross sites,constituted a new approach for hard rock mines in that region. Even before miningoperations were complete, much work had been accomplished to reclaim the landdisturbed by mining. Following cessation of ore processing in 2006, Kinross became,to our knowledge, the first company in the Magadan region to conduct reclamationactivities on the surface of a tailings disposal area.05 06 07ReclaimedDisturbed and UnreclaimedKinross’ land useincreased in 2007,reflecting the additionof the Julietta mine andKupol projects in theBema acquisition.Reclaimed areasassociated with closedsites are not includedin this figure.While our approach to reclamation is aimed at efficiently and cost-effectively meeting ourobligations, environmental protection is never compromised. We understand that ourreclaimed mining operations are a long-lasting symbol of who we are as a company.BiodiversityEnvironmental stewardship at Kinross includes the identification and assessment of biologicalcommunities in the vicinity of our operations. Where there is potential for impacts to thosecommunities, mining operations are designed to avoid, minimize or mitigate their effects.As a standard part of all environmental impact analyses, we evaluate any potential impacton biodiversity, and if there is an impact, we outline the proposed steps that will be takento mitigate it. In general, none of our operations has a significant impact on any sensitivelisted species.As discussed in the case study on page 59, our Paracatu operation in Brazil is workingwith the University of Brasilia to conduct biological surveys of local flora and fauna withthe objective of developing models to examine local impacts of our activities on thelandscape. For the past eight years, the Paracatu site has also run a bird-monitoringprogram. Since 2004, 207 local students, teachers and other authorities have participatedin this program.Upon mine closure,Kinross systematicallyreclaims land affectedby mining for productivepost-mining land uses.Page 57 Kinross 2007 corporate responsibility report

In partnership withChile’s National ForestryService, Kinross hasprovided regular financialsupport for conservationin the high Andes.Reclamation at DeLamarIn a historic American mining district in the rugged mountains of southwest Idaho,we are reclaiming the former DeLamar mine site. Mining operations at this site dateback 145 years to 1863, when Placer Gold first started mining there. Kinross operatedthe DeLamar mine between 1993 and 1998. In 1998, Kinross ceased active miningoperations mainly because of dwindling reserves. The DeLamar reclamation projectinvolves dewatering and closing down a 59-hectare tailings dam, resloping andcapping waste rock dumps, capturing and treating water to meet stringent regulatorystandards, and regrading and backfilling open-pit areas. When the plan is substantiallycompleted in 2012, approximately 526 hectares of land will be restored to conditionssuitable for a wide variety of community uses that will benefit local residents.At year-end 2007, the DeLamar closure stands as a model of the Kinross approachto reclamation. In fact, Kinross was recognized for its efforts at DeLamar by theNorthwest Mining Association when it was awarded the Association’s President’sAward for Excellence in Reclamation in 2006.Page 58 Kinross 2007 corporate responsibility reportKinross’ Paracatu mine lies within the Cerrado region of Brazil, which comprises approximately21% of the land area of the country and is the most extensive woodland-savannah inSouth America. The Cerrado is designated a Biodiversity Hotspot by ConservationInternational. Human impacts on the region have come primarily from cattle grazingand mechanized farming. The Paracatu site encompasses 5,362 hectares, of which1,734 hectares are currently disturbed by active mining operations and 218 hectares havebeen set aside as habitat corridors. In 2007, Paracatu acquired and set aside for permanentpreservation approximately 1,300 hectares, for a total preserved land area of 1,518 hectares.For more information on biodiversity at Paracatu, see the case study on page 59.We are unaware of any other areas of high biodiversity value in proximityto Kinross operations.

In 2007, Paracatu acquiredand set aside for permanentpreservation approximately1,300 hectares, for a totalpreserved land area of1,518 hectares.Biodiversity at ParacatuProtecting biodiversity is one element in the environmental management systemassociated with the expansion of our mine site at Paracatu, Brazil.Our environmental specialists and engineering teams have been working closely withthe University of Brasilia to conduct biological surveys of local flora and fauna as thebasis for developing a biodiversity strategy to mitigate environmental impact. The strategywill also support concurrent and future site reclamation and restoration purposes.During 2007, work included the reforestation of degraded areas, the creation offorestry habitat corridors in areas of the mine site and conservation measures forcertain species. Additionally, as a result of our tailings management program, whichincludes managing potential acid generation, the tailings storage facility functionsas a bird sanctuary.Through the environmental management program, the Paracatu team will continue toevaluate the results of the work completed to date for its application to ongoing siterestoration and biodiversity protection. The Paracatu mine currently has a projectedmine life of over 30 years, providing an excellent opportunity to evolve our sitereclamation and closure plan to incorporate the most suitable biodiversity strategies.Kinross’ Maricunga operation is located eight kilometres from a Chilean national parkand nature reserve which is home to plentiful wildlife, including flamingos and guanacos.In partnership with Chile’s National Forestry Service (CONAF), Kinross has providedregular financial support for the conservation of high Andean wetlands. CONAF hasconducted studies that show that Maricunga’s operations have had no impact on wildlifepopulations in the area.Page 59 Kinross 2007 corporate responsibility report

GlossaryAPELL The Awareness and Preparedness for Emergencies at Local Level (APELL) programis a process that helps people prevent, prepare for and respond appropriately to accidentsand emergencies. APELL was developed by the United Nations Environment Programme,in partnership with industry associations, communities and governments following severalmajor industrial accidents that had serious impacts on human health and the environment.APELL is now being implemented in over 30 countries around the world.Biodiversity The variation of life forms within a given ecosystem. Biodiversity is often usedas a measure of the health of biological systems.Carbon Disclosure Project An independent not-for-profit organization aiming to create alasting relationship between shareholders and corporations regarding the implications forshareholder value and commercial operations presented by climate change. Its goal is tofacilitate a dialogue, supported by quality information, from which a rational response toclimate change will emerge.Carbon-In-Leach (CIL) The technique of recovering dissolved gold from ore that hasundergone milling and agitated leaching by introducing activated carbon directly intothe leach tanks.Carbon-In-Pulp (CIP) The technique of recovering dissolved gold from ore that hasundergone milling and agitated leaching by absorbing the gold onto activated carbonin separate tanks after leaching.Cyanide A chemical compound that consists of a carbon atom triple-bonded to a nitrogenatom. It is used in diluted form to liberate metals from the gold and silver ores.Doré An unrefined gold intermediate product that generally contains silver and maycontain minor amounts of other metals.Intensity The number of units of an indicator being measured that are consumed for eachunit of production.ISO The International Organization for Standardization, widely known as ISO, is aninternational standard-setting body composed of representatives from various nationalstandards organizations. ISO 14001 is a standard for environmental management systemsthat has been developed by ISO.Kinross For greater certainty, and as the context requires, the term “Kinross” also includesits subsidiaries and affiliates.Lost-Time Injury An injury where an employee is unable to work the next scheduled shiftdue to the effects of the injury.Page 60 Kinross 2007 corporate responsibility reportLost-Time Injury Frequency Rate The number of lost-time injuries per 200,000 person hoursworked, representing the average number of hours worked by 100 people during a year.Medical Treatment Case An incident where an employee requires medical treatment but isable to work the next scheduled shift.

Medical-Treatment Frequency Rate The number of medical treatment cases per 200,000 personhours worked.Greenhouse Gas Insulating gases such as carbon dioxide that reduce the rate at whichthe earth loses heat into space.Groundwater Water held underground in the soil, or rock pores and crevices.Notice of Violation An official written notification from a regulatory agency stating thata violation of a regulation or permit condition has occurred.OHSAS 18001 An occupational health and safety assessment series for health and safetymanagement systems. It is intended to help organizations control and reduce occupationalhealth and safety risks.Ore Metal-bearing rock or mineral valuable enough to be mined and processed.Quilombola A minority group in Brazil comprising residents of local farming communitieswho are the descendants of slaves.Reclamation The process of restoring land disturbed by mining activities to other productiveuses. It typically includes demolition and salvage of structures, disposal of wastes,recontouring and revegetation, water treatment and property management, and maintenance.Reduced-Work Activity An incident where the employee returns to work on the nextscheduled shift, although the employee’s work is modified to accommodate the injury.Reduced-Work Activity Frequency Rate The number of reduced-work activity cases per200,000 person hours worked.Reportable Release Major spills and releases that are required to be reported to theapplicable national regulatory agency or have the potential to affect human healthor the environment.SA8000 An international standard for improving working conditions. Based on the principlesof 13 international human rights conventions, it is a tool to help apply these normsto practical work-life situations. The SA8000 standard is used to audit companies andcontractors alike in multiple industries and countries. It was the first auditable social standard.Stakeholders People or groups of people who have an interest in the activities of Kinross,including shareholders, employees and their families, contractors, suppliers, customers, thecommunities near mining operations, legislative representatives, regulatory personnel andinterested non-governmental organizations.Tailings The residue from ore processing that includes ore particles ground to the consistencyof sand. Tailings are normally impounded by a dam.Waste Rock Uneconomic country rock that is mined to access the ore. Waste rockis normally placed in piles.Page 61 Kinross 2007 corporate responsibility report

Awards and recognitionSelected as a constituentof the Jantzi Social Index ® ,a socially screened, marketcapitalization-weighted stockindex modelled on the S&Pand the TSX 60 indices.Investors/Media• Received an A- rating in 2007 from Maclean’s magazine in its assessment of sociallyresponsible companies, the highest ranking for a Canadian mining company.Safety• The Kettle River operation was twice awarded the MSHA Sentinels of Safety NationalAward. Kinross won the Small Underground Mine Category in 2007 for its 2006performance, and the Large Underground Mine Category in 2006 for no lost-timeinjuries in 2005.• Round Mountain won the MSHA Sentinels of Safety, State of Nevada Award in theLarge Open-Pit Category, received in 2007 for 2006 performance.• Round Mountain was also awarded – by the Nevada Mining Association – SecondPlace in the Large Open-Pit Category, received in 2007 for 2006 performance.• In Brazil, Paracatu received the TOP Prize in Management of Safety and Health atWork, and the Silver Category (second position nationwide), from the ABS (BrazilianAssociation for Safety). Paracatu won a Merit Award in Safety and Health at Workfrom the same organization for reducing accident frequency rates by more than 27%.• Luis Alberto, a senior executive at Paracatu, was awarded the Safety Pioneers Medalby the ABS (Brazilian Association for Safety) for his commitment to safety whenmanaging the Paracatu operation.• The Round Mountain Mine Rescue Team placed first in the largest mine rescuecompetition in the United States.• Proteção Brasil magazine recognized Paracatu for actions that improve conditions inthe workplace. This recognition included the “best in the Southeast region” and “bestnationally in preventive actions in health and safety.”Environment• Kinross received the Northwest Mining Association’s Platinum Award for CorporateExcellence. The award was presented to Kettle River for leadership in designing andpermitting a mine that has minimal impact on the environment and surrounding ecosystem.• In Brazil, Paracatu received the TOP of Environmental Quality, 2006 Award from theOrdem do Brasil organization.• Paracatu placed fourth overall in the Brazilian Environmental Benchmark exercise, whichinvolved presenting an operational case study on the mine’s environmental educationprogram. The award was received in 2006.Page 62 Kinross 2007 corporate responsibility reportReclamation• Our DeLamar reclamation site received the Northwest Mining Association’s President’sAward for Excellence in Reclamation in 2006.• Larry Perino, Reclamation Manager at Kinross’ DeLamar site, was recognized for hiswork with the Animas River Stakeholders Group. The group received the RegionalPartnership of the Year Award from the San Juan, Colorado region of the USDA ForestService for its cleanup and reclamation work in the Silverton historic mining region,site of Kinross’ former Sunnyside mine.Workplace• Paracatu was ranked one of the Best Companies to Work for in Brazil by Epocamagazine in 2006 and 2007.• In 2006, Paracatu placed third in the “Best Companies in People Management”category for employers with 501-1,000 employees, awarded by the magazine Valor.

Contact informationGeneralKinross Gold Corporation40 King Street West, 52nd FloorToronto, Ontario, CanadaM5H 3Y2Web site: www.kinross.comTelephone: (416) 365-5123Toll-Free: 1-866-561-3636Facsimile: (416) 363-6622E-mail: info@kinross.comCorporate ResponsibilityJames CrosslandSenior Vice-President, GovernmentRelations and Corporate AffairsTelephone: (416) 365-3069E-mail: James.Crossland@kinross.comMedia RelationsSteve MitchellDirector, Corporate CommunicationsTelephone: (416) 365-2726E-mail: Steve.Mitchell@kinross.comInvestor RelationsErwyn NaidooVice-President, Investor RelationsTelephone: (416) 365-2744E-mail: Erwyn.Naidoo@kinross.comPublicationsTo obtain copies of Kinross’ publications,please visit our corporate web siteat www.kinross.com or contact us bywriting to info@kinross.com or calling1-866-561-3636.Shareholder InquiriesComputershare Investor Services Inc.9th Floor, 100 University AvenueToronto, Ontario, CanadaM5J 2Y1www.computershare.com/kinrossToll-Free: 1-800-564-6253Toll-Free Facsimile: 1-888-453-0330Cautionary statement on forward-looking informationAll statements, other than statements ofhistorical fact, contained or incorporated byreference in this report, including any informationas to the future performance of Kinross,constitute “forward-looking statements” withinthe meaning of applicable securities laws,including the provisions of the Securities Act(Ontario) and the provisions for “safe harbour”under the United States Private SecuritiesLitigation Reform Act of 1995 and are based onexpectations, estimates and projections as of thedate of this report. Forward-looking statementsinclude, without limitation, possible events,statements with respect to possible events, thefuture price of gold and silver, the estimationof mineral reserves and resources and therealization of such estimates, the timing, amountand costs of estimated future production,expected capital expenditures, development andmining activities, permitting timelines, currencyfluctuations, requirements for additional capital,government regulation, environmental risks,unanticipated reclamation expenses, titledisputes or claims. The words “plans,” “expects,”or “does not expect,” “is expected,” “budget,”“scheduled,” “estimates,” “forecasts,” “intends,”“anticipates,” or “does not anticipate,” or “believes,”or variations of such words and phrases orstatements that certain actions, events or results“may,” “could,” “would,” “might,” or “will be taken,”“occur” or “be achieved” and similar expressionsidentify forward-looking statements. Forwardlookingstatements are necessarily based upon anumber of estimates and assumptions that, whileconsidered reasonable by Kinross as of the dateof such statements, are inherently subject tosignificant business, economic and competitiveuncertainties and contingencies. Many of theseuncertainties and contingencies can affect, andcould cause, Kinross’ actual results to differmaterially from those expressed or implied inany forward-looking statements made by, or onbehalf of, Kinross. There can be no assurancethat forward-looking statements will prove to beaccurate, as actual results and future eventscould differ materially from those anticipatedin such statements. All of the forward-lookingstatements made in this report are qualified bythese cautionary statements, and those made inthe “Risk Factors” section of our most recentlyfiled Annual Information Form and our otherfilings with the securities regulators of Canadaand the U.S. These factors are not intendedto represent a complete list of the factors thatcould affect Kinross. Kinross disclaims anyintention or obligation to update or revise anyforward-looking statements or to explain anymaterial difference between subsequent actualevents and such forward-looking statements,except to the extent required by applicable law.Member of Business for Social ResponsibilityEnvironmental Benefits StatementThis report is printed on FSC Certified Paper – Forest Stewardship Council certified papers containingFSC fibres, is alkaline pH, buffered for longevity and 100% post-consumer fibre, process chlorine-free.By using this environmentally friendly paper, Kinross saved the following resources:Cert no. SW-COC-1383Trees Water Energy Solid Waste Greenhouse Gases96 34,826 66 2,229 7,323fully grown gallons million BTUs pounds poundsdesigned and produced by smith + associateswww.smithandassoc.comPlease recycle.Calculated based on data research provided by Environmental Defense.

Kinross Gold Corporation40 King Street West, 52nd FloorToronto, Ontario, CanadaM5H 3Y2www.kinross.com