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 <strong>Kinross</strong> <strong>2007</strong> corporate responsibility reportIn <strong>2007</strong>, <strong>Kinross</strong> 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 <strong>2007</strong>, the meetings evolved into a forum for practical discussion onthe most effective means for <strong>Kinross</strong>, as the majority owner of the project, to investin community development initiatives. One specific outcome was a commitment by<strong>Kinross</strong> 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 <strong>Kinross</strong> <strong>2007</strong> corporate responsibility report