Managing our corporate responsibility

Site Responsibility Plans

The success of our Corporate Responsibility Strategy is measured by how we perform across our global operations.

To help ensure that our actions in the community consistently align with our Ten Guiding Principles for Corporate Responsibility, our SRPs provide a consistent Kinross Way for managing community issues at the site level. SRP planning and implementation is a cornerstone of CR performance, establishing site-specific strategies for meeting our objective of maintaining solid long-term relationships with community stakeholders based on trust, respect and partnership. SRPs are living documents that are updated annually, or more frequently if required by changing circumstances at our sites.

The SRPs establish a systematic foundation for stakeholder engagement and community-based initiatives that build on Kinross best practices while providing the latitude for each site to develop responses appropriate to local stakeholder needs and aspirations. They include these key components:

Engagement: We will establish and maintain an ongoing dialogue with stakeholders in the communities where we operate, maintained in a spirit of transparency and honesty.

Evaluation: We will conduct analysis of stakeholder feedback, community aspirations and resources, project impacts, socio-economic data and other information to inform our project designs and community development strategies.

Action: We will work proactively to identify strategic initiatives, based on the results of engaged evaluation of stakeholder interests and concerns, designed to consolidate sustainable benefits within the communities where we operate.

Monitoring: We will conduct regular, quantitative and qualitative measurement of the effectiveness of our corporate responsibility initiatives to inform further engagement, evaluation and action.

We have also developed a system for reporting community-relations performance, with the goal of establishing an objective approach for judging performance consistent with our existing reporting systems. In 2011, sites began reporting on a pilot basis. They tracked:

  • The frequency of day-to-day interactions with stakeholders;
  • The effectiveness of community spending in terms of the number of beneficiaries and the identification of key performance metrics to judge the results of that spending over time; 
  • Community perceptions; and
  • The value of the operation’s benefit footprint.

We will continue implementation of the SRPs in 2012, with a focus on embedding and elevating CR best practice into the Company’s business planning cycle and CR performance into comprehensive operations reporting. 

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