Corporate Social Responsibility 2012

CCAfrica frique years

10 ans

Canadian Council on Africa Conseil Canadien pour l’Afrique

CORPORATE SOCIAL RESPONSIBILITY

2012

Compendium of Canadian Projects in Africa

Cover: Mining Indaba Conference 2012 in South Africa - Canada booth Printed March 2012 Copyright 2012 Š Canadian Council on Africa Main Office : 116 Albert, Suite 702 Ottawa, Ontario, K1P5 G3 Toll-free 1-888-852-9461 1-613-565-3011 Fax 613-565-3013 www.ccafrica.ca

A COMPENDIUM OF CANADIAN CORPORATE SOCIAL RESPONSIBILITY INITIATIVES IN AFRICA

CSR has become one of the most important issues in Canadian mining and exploration endeavours today. As outlined by DFAIT1, Corporate Social Responsibility (CSR) refers to non-binding approaches to promote responsible business conduct in areas such as environmental protection, human rights, labour relations and anti-corruption. CSR is pursued by businesses to balance their economic, environmental and social objectives while at the same time addressing stakeholder expectations and enhancing shareholder value. CSR is an integrated combination of policies, programs, education, and practices, which extend throughout a corporation’s operations and into the communities in which they operate. CSR is often referred to in the context of stakeholder consultation, corporate citizenship, good governance, and sustainable development. CSR involves the observance of domestic and international laws as a minimum and encourages respect for international principles and standards. Companies implement CSR by putting in place internal management systems that promote stakeholder relations, transparency and accountability.

Canadian companies recognize that a strategy for corporate responsibility can play a valuable role not only in meeting the challenges of globalization by mitigating risks domestically and internationally, but also in providing benefits beyond risk management. These benefits include a more stable socio-political-legal environment for business as well as enhanced competitive advantage through better corporate reputation and brand image, improved employee recruitment, retention and motivation, improved stakeholder relations and a more secure environment in which to operate.

The Canadian interest in and responsibility for engaging in CSR initiatives is clear, given the dynamic and competitive global context in which Canadian companies operate. The Office of the Extractive Sector2 reports that the extractive sector is now the second-largest component of Canadian direct investment abroad. According to data collected by Natural Resources Canada, based on public records, cumulative assets held by Canadian mining companies abroad totaled some $118 billion in 2010, up from $109 billion in 2009 and $30 billion in 2002.

The Government of Canada is committed to improving the competitive advantage of Canadian companies by enhancing their ability to manage social and environmental risks, and in 2009, it developed a national CSR Strategy for the International Extractive Sector3. The CSR Strategy is based on four integrated and complementary elements: • Support for host-country capacity-building initiatives related to resource governance; • Promotion of widely recognized international Corporate Social Responsibility performance guidelines; • Support for the development of a Corporate Social Responsibility Centre for Excellence to develop and disseminate high-quality Corporate Social Responsibility tools and training to stakeholders; and • Creation of an Extractive Sector Corporate Social Responsibility Counsellor to assist in the effective and impartial resolution of issues pertaining to the activities of Canadian companies abroad.

1 Foreign Affairs and International Trade Canada (2012). Corporate Social Responsibility: What is CSR? Retrieved at: http://www.international.gc.ca/trade-agreements-accords-commerciaux/ds/what-csr.aspx?lang=eng&view=d 2 The Office of the Extractive Sector Corporate Social Responsibility Counsellor Government of Canada (2011). 2011 Annual Report to Parliament. p.19. Retrieved at: http://www.international.gc.ca/csr_counsellor-conseiller_rse/assets/ pdfs/2011_Report_to_Parliament_English_Accessible_PDF.pdf 3 Ibid, p.2

In further support for the national CSR initiative, DFAIT has provided approximately $350,000 in funding to 50 CSR activities in over 30 countries, contributing roughly $20,000 to initiatives in Africa since 20094.

Indeed, the latest report from the Mining Association of Canada5 documents the steady progress on CSR being made by Canadian mining, oil and gas companies in developing countries. The report states that, of the 27 recommendations advanced following roundtable talks in 2007, 18 have been fully or partially implemented. There has been notable progress in Canada’s enlistment as a participant country in the Voluntary Principles of Security and Human Rights, as well as the Extractive Industries Transparency Initiative.

In light of the increasing prominence of CSR in the Canadian extractive industry, this document is intended as a source of information for officials from both public and private sectors on Canadian best practices and involvement in the implementation of CSR programs. This report was mandated by Natural Resources Canada, and has been researched and compiled by the Canadian Council on Africa. It is structured in two sections, the first of which provides a summary of the government’s national CSR strategy, Building the Canadian Advantage: A CSR Strategy for the International Extractive Sector, and presents selected examples of specific government activities regarding the implementation of this strategy. The second section profiles the CSR programs of 22 Canadian companies operating in Africa, presenting both CSR activities as part of extractive operations, as well as those which are voluntary and separate from companies’ commercial undertakings.

These activities cover a wide range of areas, such as education, health, labour, safety and environment.

Canadian CSR partnerships in Africa are cited herein as examples of sustainable and constructive partnership. This compendium represents only a sample of CSR activities being undertaken by Canadian companies in Africa and by the Canadian government at home, but we hope that it will demonstrate the importance that Canadians attribute to social and economic development of the countries where they operate, and to their responsibility to carry out operations in a sustainable way.

This publication has been prepared from information supplied by the organizations listed herein.

While the Trade Commissioner Service of Canada believes the information to be accurate, we cannot guarantee its accuracy. This publication is for information purposes only, and is not intended to constitute an endorsement by the Government of Canada of any of the organizations mentioned.

4 Foreign Affairs and International Trade Canada (DFAIT) (2012). CSR: DFAIT supports CSR projects. Retrieved at: http://www.international.gc.ca/trade-agreements-accords-commerciaux/ds/fund_summary-resume_fonds.aspx?view=d 5 Mining Association of Canada International Social Responsibility Committee (January 2012). Recommendations of the National Roundtables on Corporate Social Responsibility and the Canadian Extractive Industry in Developing Countries: Current actions, stakeholder opinions and emerging issues. Retrieved at: http://www.mining.ca/www/media_lib/MAC_ Documents/Final%20MAC%20Roundtables%20Report%20_December%2021%202011_%20_3_.pdf

Table of Contents

PART 1 - Building the Canadian Advantage: A CSR Strategy for the International Extractive Sector

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PART 2 - CSR programs of Canadian companies operating in Africa

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Anvil Mining

Banro Corporation

Barrick Gold Corporation

Dundee Precious Metals

First Quantum Minerals

Forsys Metals

Golden Star Resources Ltd.

Great Basin Gold

IAMGOLD Corporation

Kinross Gold

Lucara Diamond Corporation

Lundin Mining Corporation

MagIndustries Corporation

Nevsun Resources Ltd Orezone

Oromin Explorations Ltd.

Rio Tinto Alcan

Rockwell Diamonds

SEMAFO Burkina Faso SA

Sherritt International Corp

Xstrata Nickel

16 18 22 24 26 29 30 32 34 36 38 40 44 46 48 50 52 54 56 58 60

Index by Country

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PART 1 - Building the Canadian Advantage: A CSR Strategy for the International Extractive Sector

PART 1 - Building the Canadian Advantage: A CSR Strategy for the International Extractive Sector

Released in March 2009, Building the Canadian Advantage: A CSR Strategy for the International Extractive Sector is a comprehensive strategy on corporate social responsibility for the Canadian extractive sector operating abroad. It was informed by a series of consultations with industry, civil society and other stakeholders held in 2006 (the National Roundtables) and additional input from leading Canadian companies and industry associations.

Building the Canadian Advantage is meant to improve the competitive advantage of Canadian international extractive sector companies by enhancing their ability to manage social and environmental risks. It recognizes that, while most Canadian companies are committed to the highest ethical, environmental and social standards, those that lack this commitment can cause harm to communities abroad and undermine the competitive position of other Canadian companies. Through its CSR policy, the government pledged to: i. Support initiatives to enhance the capacities of developing countries to manage the development of minerals and oil and gas, and to benefit from these resources to reduce poverty. CIDA is the lead for this pillar.

The concrete actions CIDA has taken toward the implementation of the CSR strategy include: • Development of new projects involving national and local governments, communities and civil society organizations in developing countries in relation to the extractive sector consistent with aid-effectiveness principles • Creation of an internal Focal Point in CIDA with expertise on the extractive sector in developing countries • Participation in ongoing dialogue with the Canadian extractive sector firms and civil society organizations regarding collaboration on CSR-related programs ii. Endorse and promote, primarily through the Department of Foreign Affairs and International Trade and Natural Resources Canada, the following widely-recognized international CSR performance guidelines with Canadian extractive companies operating abroad: • OECD Guidelines for Multinational Enterprises: voluntary standards and principles for responsible business conduct, and recommendations in several areas, such as environment and combating bribery; • International Finance Corporation (IFC) Performance Standards on Social & Environmental Sustainability for extractive projects with potential adverse social or environmental impacts: standards for conduct in eight areas, such as social and environmental assessment and management systems, as well as labour and working conditions • Voluntary Principles on Security and Human Rights: guideline for projects involving private or public security forces, such that operations can be protected without excessive force or human rights abuses, especially in areas affected by weak governance, armed conflict of insurgencies.

• Canada joined the Voluntary Principles on Security and Human Rights in 2009, became a full member in 2010, and took over as Government Chair in 2011. Canada’s term as chair culminated in a March 2012 Plenary meeting in Ottawa; and • Global Reporting Initiative: reporting guidelines and indicators for organizations of all sizes in every sector, recognized globally as a prevalent set of guidelines for the reporting of sustainability practices and performance.

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iii. Set up the Office of the Extractive Sector CSR Counsellor to assist stakeholders in the resolution of CSR issues pertaining to the activities of Canadian extractive sector companies abroad. The Counsellor reviews the CSR practices of Canadian extractive sector companies operating outside Canada and advises stakeholders on the implementation of the endorsed CSR performance guidelines. iv. Support the development of a CSR Centre of Excellence within an existing institution outside of government. The purpose of this centre is to encourage the Canadian international extractive sector to implement these voluntary performance guidelines, including the OECD Guidelines, by developing and disseminating high-quality CSR information, training and tools. The Centre serves as a forum through which sector stakeholders can provide timely access to high-quality CSR tools and information for clients in industry, civil society and government, at home and abroad.

•The centre was officially launched in 2010 and has been incorporating a diverse range of perspectives into its activities in order to provide a credible source for CSR information, resources and consultation.

The following are selected more recent updates related to the Strategy.

Announcement of the Canadian International Institute for Extractive Industries and Development - On October 27, 2011, Prime Minister Harper announced the creation of the Canadian International Institute for Extractive Industries and Development (the Institute). The Institute, which is to align with the Government’s Corporate Social Responsibility (CSR) Strategy for the Extractive Sector, will undertake four types of activities: policy research, provision of technical assistance, training and capacity building, and knowledge dissemination. These activities will focus on increasing the social and economic benefits of mining in partner countries and on strengthening countries’ resource management capacity as well as local communities’ ability to benefit from extractive industries.

Canadian National Contact Point Promotes the Organization for Economic Cooperation and Development (OECD) Guidelines for Multinational Enterprises at Info-Session - On October 27, 2011 the Canadian National Contact Point (NCP) held an information session in Ottawa as part of its mandate to promote the OECD Guidelines for Multinational Enterprises. The information session provided stakeholders with an opportunity to learn about the Canadian NCP and the recent updating of the OECD Guidelines. New provisions in the Guidelines were discussed (e.g. sections relating to stakeholder engagement, human rights, supply chains and SMEs, etc.).

An Update from the Office of the Extractive Sector CSR Counsellor - The Annual Report to Parliament of the Extractive Sector Corporate Social Responsibility (CSR) Counsellor was tabled by the Minister of International Trade in December 2011. The report summarizes the second year of the existence of the Office, as part of the Government of Canada’s CSR Strategy for the International Extractive Sector.

The report elaborates on the Office’s four key areas of work in the previous year: launching the review process and beginning work on requests for review, engaging with stakeholders and enhancing accessibility of the Office, building the expertise and credibility of the Office, and implementing the advisory mandate.

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PART 1 - Building the Canadian Advantage: A CSR Strategy for the International Extractive Sector

Voluntary Principles on Human Rights and Security: Canada Hosts Extraordinary Plenary Meeting – On September 15-16, 2011 Canada hosted a successful Extraordinary Plenary Meeting of the Voluntary Principles on Security and Human Rights Initiative (VPs) in Ottawa. This meeting was held to finalise key projects meant to strengthen the VPs Initiative - the Plenary agreed to new Governance Rules and agreed to form a legal entity which will be housed in the Netherlands. The Voluntary Principles welcomed Switzerland as a full-status participant and welcomed two new Canadian participants: Inmet Mining and Partnership Africa Canada.

In addition, several individual members also launched a collaborative effort to explore key performance indicators and supporting mechanisms that could help the VPs. These participants will report back to the Annual Voluntary Principles Plenary Meeting which will be hosted in March 2012 in Ottawa.

Promotional Engagement in Cameroon - The first international forum of “Pioneers of Corporate Social Responsibility in Africa” was held in November 2011 in Douala, Cameroon. The forum was a joint initiative of the Groupement Inter-Patronal du Cameroun (GICAM), Cameroon’s main association of employers, and the Paris-based Institut RSE Afrique. The theme of the event was the development, by Africa and for Africa, of a corporate social responsibility approach adapted to the African context.

Canada took an active part in the forum: Canadian High Commissioner, Benoît-Pierre Laramée, outlined Canada’s CSR Strategy for the International Extractive Sector and Rio Tinto Alcan gave a presentation on the company’s CSR policy and current initiatives in Cameroon. A highlight of the event was the “Pioneer of Corporate Social Responsibility in Africa” award, presented to High Commissioner Laramée in recognition of the CSR efforts of Canadian businesses in Africa.

ADOPTION OF THE UPDATED OECD GUIDELINES FOR MULTINATIONAL ENTERPRISES - On May 25, 2011, at the Organization for Economic Cooperation and Development’s (OECD) annual Ministerial Council Meeting, the Update of the OECD Guidelines for Multinational Enterprises was unanimously adopted by representatives of the 42 adhering countries. Led by the Department of Foreign Affairs and International Trade, and with the integral support of other government departments and key stakeholder organizations, Canada contributed to the development of substantive updates throughout the text, including: a new chapter on human rights, a new approach to due diligence and supply chains, and a clearer and reinforced procedural guidance.

Key revisions were also made to the text on employment and industrial relations, anti-corruption, the environment, consumer interests, competition, and taxation. In addition, based on a submission by Canada, the updated Guidelines also include a new recommendation advising enterprises to undertake stakeholder engagement. The updated text will help ensure the continued relevancy of the OECD Guidelines for Multinational Enterprises as a leading global instrument of CSR. Update on the Centre for Excellence in CSR – The Centre for Excellence in CSR has been making significant progress in the areas of strategy, governance, and program planning. To achieve its goals and to ensure the longevity of the Centre, it has focused on laying a solid foundation through the development of a multistakeholder governance structure. The Interim Executive Committee (IEC), which was established to help lay the groundwork for the implementation of a permanent executive committee in 2011, has been expanded to incorporate a greater variety of stakeholders, thereby enhancing the diversity of voices during these critical developmental stages. The Centre’s mission and vision have been identified and work continues on the development content for the web-based resource that is being administered by the Canadian Institute of Mining, Metallurgy, and Petroleum (CIM), which currently serves as the Centre’s Secretariat. For more information please visit the Centre’s website. The Centre is one of the four pillars of Canada’s CSR Strategy for the extractive sector, Building the Canadian Advantage.

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Sources Foreign Affairs and International Trade Canada (DFAIT). CSR: Building the Canadian Advantages: A Corporate Social Responsibility Stratey for the International Extractive Setor. Retrieved at: http://www. international.gc.ca/trade-agreements-accords-commerciaux/ds/csr-strategy-rse-stategie.aspx?view=d Foreign Affairs and International Trade Canada (DFAIT) (2011). Annual Report 2011: Canada’s National Contact Point for the OECD Guidelines for Multinational Enterprises. Retrieved at: http:// www.international.gc.ca/trade-agreements-accords-commerciaux/ncp-pcn/report2011-rapport2011. aspx?lang=eng&view=d#update_strategy Foreign Affairs and International Trade Canada (DFAIT). (2012). CSR E-Bulletin, Issue 14. Retrieved at: http://www.international.gc.ca/trade-agreements-accords-commerciaux/ds/csr-ebul-rse-14. aspx?lang=eng&view=d Foreign Affairs and International Trade Canada (DFAIT). (2011). CSR E-Bulletin, Issue 13. Retrieved at: http://www.international.gc.ca/trade-agreements-accords-commerciaux/ds/csr_e-b_Issue13. aspx?lang=eng&view=d Foreign Affairs and International Trade Canada (DFAIT). (February 2011). CSR E-Bulletin, Issue 10.

Retrieved at: http://www.international.gc.ca/trade-agreements-accords-commerciaux/ds/csr_e-b_Issue10. aspx?lang=eng&view=d Office of the Extractive Sector Corporate Social Responsibility (CSR) Counsellor. (2011). 2011 Annual Report to Parliament, October 2010 – October 2011. PDF retrieved at: http://www.international.gc.ca/csr_ counsellor-conseiller_rse/assets/pdfs/2011_Report_to_Parliament_English_Accessible_PDF.pdf

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PART 1 - Building the Canadian Advantage: A CSR Strategy for the International Extractive Sector

PART 2 - CSR programs of a selected number of Canadian companies operating in Africa

Anvil Mining Countries active in : Democratic Republic of Congo

Operations Anvil Mining Limited was a copper producer in the Democratic Republic of Congo, where it had been in production since 2002. The Company’s recent focus had been on the ramp-up of the Kinsevere Stage II Project. The Kinsevere deposit is located in the Katangan Copperbelt, which is renowned for deposits of exceptional quality. The Kinsevere Mine had its first production of copper cathode in early May 2011. It is likely that the design capacity of 60,000 tonnes of copper cathode per year can be achieved by the end of the first quarter 2012.

The Mutoshi Project was Anvil’s second copper project and is located on the Kolwezi Klippe in the western part of the Congo Copperbelt.

Note: Although Anvil Mining Limited was acquired by Minmetals Resources Limited (China) on 19 March 2012, information on the company’s laudable CSR activities are included below

CSR Program During the period 2006 to 2008, Anvil partnered closely with the Washington based capacity building and community development agency Pact. With Pact’s assistance Anvil was able to establish an effective framework for community engagement and development in the DRC. Anvil Mining is establishing a comprehensive and transparent approach to corporate social responsibility - building on successful community development programs from the Company’s first years in operation.

In 2007, Anvil established a Code of Business Conduct as a foundation document designed to provide a framework for the Company’s business decisions. A guiding principle in the Code of Business Conduct is that safety and security of our employees, consultants, contractors and the members of the communities in which we work, is of the highest priority.

Anvil is committed to the highest standards of corporate governance, ethical behaviour, and respect for human rights.

Award In 2008, Anvil received a Certificate of Appreciation from InterAction in recognition of Anvil’s contribution to the fight against global poverty through innovative partnerships with InterAction members. InterAction, the largest coalition of international humanitarian and development organisations, encourages partnerships that promote excellence in eradicating global poverty.

Description of activities Anvil has financed the construction or refurbishment of nine schools (over 4,000 students) in the vicinity of its mine developments. Hospitals have been remodelled at two locations. Medical clinics have been built. An extensive water project in Katanga brings clean water to a medium-sized city. Where possible, Anvil gives the highest priority to programs that will, themselves, generate resources. Microfinance schemes, markets, roads (over 100 km of road refurbishment work - the Kinika Bridge), city water schemes and innovative farming projects (5,400 small-scale farmers covering over 510 ha) are some of the programs that Anvil has financed. These projects 16

have community support and have been explicitly designed for sustainability, building productivity and entrepreneurship, trade and improving community health and well-being.

Source : http://www.minmetalsresources.com/en/Investors-and-Media/Reports-and-Presentations/Sustainability-Reports.aspx

Anvil has committed itself, from the beginning, to a philosophy of development that puts the emphasis on mobilizing locally for building long-term prosperity.

The Company has disbursed over $22 million in social investments over nine years and the programs will grow as returns from the Kinsevere SX-EW plant grow.

For 2010, the Company distributed over $0.8 million for social programs. As Anvil moves to restore production to its previous levels, the Company looks forward to building on the lessons it has learned over the past years, to make social and community development investments ever more effective.

At the end of 2010, the Company embarked on a program designed to embed the principles contained in the Voluntary Principles on Security and Human Rights (VPSHR) into the cultures of Anvil and two other foreign companies operating in the same general region of the Katanga Copperbelt. This important work is being led by Anvil and will involve the office of the Governor of Katanga, the DRC provincial military and police. This is industry-leading work designed to improve the investment climate for all investors in the Katanga province.

Source: http://www.anvilmining.com/go/corporate-socialresponsibility/community-development

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Banro Corporation Countries active in : Democratic Republic of Congo CSR Program Operations Banro has four gold properties comprising 13 Exploitation Permits (mining licenses) in the South Kivu and Maniema Provinces of the DRC. These properties, totalling 2,616 square kilometers, occur along the 210 km, northeast to south-west trending Twangiza-Namoya gold belt. The gold belt is located in Proterozoic and Archean age rocks in the northern half of the Great Lakes sub-province.

The Company’s Exploitation Permits cover all the major, historical producing areas of Twangiza, Lugushwa, Namoya and Kamituga where approximately 2.4 million ounces of gold were reportedly produced in the past from alluvial and hard rock sources. Gold mineralization delineated to date occurs along well defined ridges with excellent potential for the development of open pit resources and reserves.

In addition to its 13 Exploitation Permits, Banro was awarded 14 exploration permits in March 2007 covering 2,638 square kilometres and located on highly prospective ground between its Twangiza and Lugushwa projects.

Applications for additional exploration permits contiguous to and located between the Company’s Lugushwa and Namoya projects, along with areas south of Twangiza, are pending.

Sources: http://www.banro.com/s/ CorporateResponsibility. asp?numCols=1&page=2 Rapport annuel 2011 : http://www.banro. com/i/pdf/Banro_CSR_2011_ENGLISH.pdf

Vision Sustainable development through primary education and skills development, improving health care, evolving infrastructure and encouragement of local business leading to long-term, enhanced opportunities and quality of life for local Congolese communities.

Guiding Principles A number of Principles have guided the work of the Banro Foundation since its inception: 1. The Banro Foundation undertakes improvements which have been identified by local community leaders.

2. In selecting its priorities and programs, the Foundation focuses primarily on educational, health and infrastructure improvements which will have the greatest impact on the quality of life for the greatest number of people living near Banro’s operations.

3. Recognizing the vulnerable state of women in the eastern Congo, the Banro Foundation will work to promote social and economic opportunities for women.

4. Wherever possible, the Foundation employs local labour and works with local tradespeople to implement its activities, with the goal of stimulating employment in local communities with associated benefits.

5. The Banro Foundation is committed to the highest standards of ethical conduct with respect to its hiring and employment practices, the respect and sensitivity shown to local communities and adherence to the laws of the Democratic Republic of the Congo.

6. The Banro Foundation is committed to responsible environmental stewardship, including the protection of threatened or endangered species, in all of its activities and to encouraging responsible environmental practices by the communities and organizations with which it collaborates.

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7. The Banro Foundation is committed to working with other charities, Civil Society Organizations (CSOs) and Mining Organizations with the goal of creating alliances to encourage the responsible social and economic development of the DRC.

In addition, a primary and a secondary school were rehabilitated at Luciga near Twangiza. Work also began on the Mapale Secondary School near Lugushwa.

By the end of 2011, the Banro Foundation had completed the construction of seven schools, the 8. Having established the Foundation and provided rehabilitation of two more and the outfitting with the financing, Banro Corporation’s role is to appoint desks and furniture of all nine schools, which together Local Advisory Committees of leading citizens, serve approximately 3,300 students. ensure proper oversight and governance and supply project management skills and materials used in the The Foundation also helps fund a scholarship program Foundation’s projects. for university students from Maniema Province and a charity in the capital city of Kinshasa which works Description of activities with street children.

The Banro Foundation is Banro’s vehicle for investing in long-term community development. The Banro Foundation was created in 2005 and operates solely in the DRC, with a mandate to improve the quality of life and opportunities for individuals and communities near Banro’s operations.

The priority investment areas of the Banro Foundation -- Education, Health and Social Infrastructure Development -- were chosen following lengthy consultations with communities at the grass roots level, tribal and community leaders, central and provincial government officials and Catholic Church officials in the source: http://uk.reuters.com/article/2011/10/07/ukmonths leading up to the commencement of Banro’s congo-gold-idUKLNE79600320111007 exploration activities in November 2004. With respect to these priorities, the Banro Foundation focuses on projects which benefit communities as a whole in the areas where Banro operates. The Banro Foundation also provides Humanitarian Assistance as required, supports Nature Conservation activities and regularly helps sponsor major community events.

In 2011, The Banro Foundation invested approximately US$1.1 million in completion of projects.

Education Four new schools were completed and officially handed over to local communities during the year. This included the Kibiswa Primary School, the Kamituga Primary School, the Namashongo Primary School and the Bigasha Secondary School near Twangiza.

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Health The Banro Foundation took a big step in a new direction in 2011 – attracting third party contributions by organizing a golf tournament near Toronto, Canada which successfully raised $95,000 for health care infrastructure projects in the DRC. The bulk of the funds are being used to construct a new multipurpose women’s health unit at the world-renowned Panzi General Referral Hospital in Bukavu. The Panzi Hospital treats an average of 3,500 women each year, free of charge. The multipurpose women’s centre will support prenatal consultation, family planning and HIV sensitization, child health and other activities related to women’s health.

Road rebuilding - source: http://www.banro.com/s/ CorporateResponsibility.asp?numCols=1&page=2 The remainder of funds are being given to the Mulambi Sisters’ Clinic, an excellent little hospital run by the Servantes de la bienheureuse vièrge Immaculée and serving the community north of Twangiza. The money will be used for a variety of capital upgrades to the facility. Among the organizations supporting the golf tournament were Macleod Dixon LLP, Loncor Resources, Kilo Goldmines, Banlaw Africa, CIBC World Markets, GMP Securities, Loncor Resources, GMP Europe, Cormark Securities, SENET, SRK Consulting, SGS, TD Bank, RBC Dominion Securities, Adnet Communications, BDO Canada and Collins Barrow Toronto LLP.

Infrastructure Development The Banro foundation completed the first stage of the rehabilitation of the hydro-electric plant serving the town of Kamituga as well as construction of the central bridge at Sarambila near Namoya. Other projects completed and handed over to communities included two basketball courts for the youth of Bukavu and the Makalanga women’s centre at Lugushwa. The Banro Foundation is also funding the cost of providing management and teaching of livelihood skills, such as sewing and market gardening, at the women’s resource centre.

The 2011 projects represent a temporary departure for social infrastructure spending, which in the past has focused on the building of potable water systems, including a facility at Luhwindja serving 18,000 people in four villages, and the construction or re-construction of over 100 kilometres of roads and bridges.

Also in 2011, Banro Corporation and the Banro Foundation hosted a fact finding visit by a group of young global leaders with the Clinton Global Initiative (CGI). Banro has since joined the CGI and is exploring opportunities to partner with other CGI members to enhance development efforts in the eastern DRC. Humanitarian Assistance • Played a leading role in providing assistance to the victims of the Sange explosion in July 2010, when a petrol truck exploded, killing over 220 people and seriously injured an additional one hundred people.

As a leading NGO in South Kivu province, the Banro Foundation provided medicines and food supplies to hospitals treating the victims and participated as a member of the province’s crisis coordinating committee.

• Rehabilitated a damaged orphanage in Bukavu in 2008 and donated food and clothing. (Cost $8,000).

• Provided humanitarian assistance to villagers near Namoya in 2005 and 2009 following two separate fires and also to two villages near the city of Uvira. (Total costs: $14,000).

Sources: Other health care projects undertaken in the past http://www.banro.com/s/CorporateResponsibility. included the shipment of two containers of medical asp?numCols=1&page=2 equipment from Canada to the eastern Congo, which Rapport annuel 2011 : http://www.banro.com/i/pdf/ was done in collaboration with the Quebec-based Banro_CSR_2011_ENGLISH.pdf NGO Collaboration Santé Internationale.

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Twangiza project in DRC (Banro) - source: http://goldinvestingnews.com/15696/dr-congo-will-soon-re-open-firstindustrial-gold-mine-since-1950s.html 21

Barrick Gold Corporation Countries active in : Tanzania CSR program Through its Corporate Social Responsibility Charter, Barrick outlines its commitment to business ethics, the environment, employee health and safety, and community development. The company publishes an annual Responsibility Report that describes its activities and achievements. From exploration to reclamation, Barrick conducts itself with the highest ethical standards and a strong commitment to corporate social responsibility.

Barrick projects bring employment opportunities to the areas around mine sites, which are typically in isolated areas. These communities benefit from jobs, salaries, capital expenditures, local purchase of goods and services, and payment of taxes and royalties.

In these places, Barrick often funds construction of needed infrastructure like roads and power lines. In addition, working through local groups and nongovernmental organizations, Barrick funds schools, hospitals, skills training, and small business development opportunities that bring sustainable economic wellbeing to people in the region.

Our environmental professionals are focused on protecting land, water, air and wildlife. Barrick has an award-winning track record of responsible environmental performance.

Operations African Barrick Gold is a part of Barrick Gold Corporation’s global operations. Currently, all of African Barrick Gold’s mining operations are in Tanzania. The producing gold mines are located in the North of Tanzania in the regions of Bulyanhulu, Buzwagi, North Mara and Tulawaka.

African Barrick Gold holds one of the largest land packages in Tanzania, over highly prospective greenstones and around the major gold-mining projects in the Lake Victoria greenstone belt.

Description of activities CanEducate is a registered Canadian charity, independently created by Barrick’s corporate office employees in Toronto that sponsors impoverished and at-risk school children in developing countries. Its first annual employee fundraising campaign resulted in sponsorships of nearly 700 students at secondary schools in Tanzania. The funds enabled students who may have been forced to drop out due to lack of fees to remain in school. CanEducate has sponsored 130 students at the school.

African Barrick Gold has also invested $2 million towards a project that will bring fresh water to tens of thousands of people in rural northwest Tanzania. The

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funds will help pay for a 60-kilometer pipeline that will supply fresh water to the Geita and Kahama districts near African Barrick’s Bulyanhulu mine.

The new pipeline will help mitigate many health challenges rooted in the lack of fresh water. Malaria, acute-respiratory infections, anemia and diarrhea are leading causes of death in the region. The pipeline will transport fresh water to villages in the two districts from the main water transmission infrastructure operated by the Kahama Shinyanga Water Supply and Sewage Authority. All told, an estimated 150,000 people will benefit from the pipeline.

• Established the Lake Zone Health Initiative, a public-private partnership to help combat HIC/AIDS, malaria and tuberculosis. Tanzania Lake Zone spans seven regions and is home to nine million residents

• Partnered with NGO Bridge2AID and the Tanzanian government to increase access to emergency dentistry in rural Tanzania

Award In 2010, Barrick Gold Corporation was ranked as a global leader in corporate social responsibility for the third consecutive year by the Dow Jones Sustainability Index. The company is included on both the Dow Community investment in Tanzania Jones Sustainability World Index (DJSI) and North In the past three years alone, Barrick/African Barrick American listings for 2010. And also in the same Gold has invested more than $10.3 million in year, the National Safety Award from the Tanzania development projects in communities surrounding its Occupational Health and Safety Authority (OSHA) for operations in Tanzania. Below is a sampling of some best overall Occupational Health and Safety system – initiatives funded by the company: Bulyanhulu.

• Invested several million dollars in the construct6ion of 10 primary schools and two Sources: secondary schools http://www.barrick.com/Theme/Barrick/files/

• Invested $500,000 in a partnership with beyond-borders/Barrick-Gold-Beyond-BordersTANESCO, Tanzania’s national power utility, to Jan2012.pdf bring electricity to the community of Kakola and http://www.barrick.com/Theme/Barrick/files/docs_ surrounding areas near Bulyanhulu csr/Beyond%20Borders%20-%20October%202008.

• Committed $2 million to build a pipeline that pdf#page=6 will bring fresh water to communities near Bulyanhulu Magazine: Beyond Bordrers, A Barrick Gold Report mine- an initiative that will benefit about 150,000 on Responsible Mining, January 2012 people

• African Barrick Gold and USAID jointly committed to funding three year, $700,000 program to deliver health care services to the community around the North Mara mine

• Led a program that funded surgeries for more than 700 children that helped correct congenital disorders such as cleft lip, cleft palate and club foot

• Invested in a new clinic at the Tulawaka mine that provides primary health and maternity care for area villages and offers HIV/AIDS voluntary counselling and testing

Building schools - source: http://barrickresponsibility.com/2010/en/ society/economiccontributions.html 23

Dundee Precious Metals Countries active in : Namibia

Operations The Namibian Custom Smelter (“NCS”) is located in Tsumeb, Namibia approximately 430 km north of the capital, Windhoek. The facility consists of two primary smelting furnaces, the old reverberatory furnace as well as the refurbished Ausmelt furnace and employs close to 600 people, including contractors.

The smelter is one of only a few in the world which is able to treat arsenic and lead bearing copper concentrates and is therefore able to conclude long term favourable contracts to treat such concentrates. Both blister copper and arsenic trioxide (As2O3) are produced from the concentrates. The blister copper is delivered to refineries for final processing and the As2O3 is sold to third party customers.

On March 24, 2010, DPM completed the acquisition of NCS, a metals processing and smelting operation (the “Smelter”) from Weatherly Mining International by way of the purchase of 100% of the shares of NCS.

CSR program Namibia Custom Smelters (NCS) is acutely aware of its position and history within the Tsumeb community, its role in the Namibian regional economy and its duties as responsible corporate citizens in Namibia and southern Africa in general. As part of DPM, NCS subscribes fully to its parent company’s corporate values & commitment to achieving and maintaining recognized best practice mining, processing, environmental and health and safety standards at all its operations and facilities.

The protection of employees, communities and the environment, from exploration and mining through to rehabilitation and closure” remains key to successful project development and operation at NCS and this important ethic is fully aligned with DPM’s corporate philosophy and overall sustainable development policy.

Since DPM’s purchase of NCS in March 2010, the installation of best practice environmental management and an enhanced, progressive social responsibility and investment credo has been an absolute priority. During 2011 and into 2012, a number of environmental and social improvements and projects will be initiated, consolidated and completed.

Health and Safety New and modified biological testing procedures and protocols to insure employee health and wellbeing and the installation of best practice medical surveillance software to track and comprehensively monitor employee health.

Description of activities Environmental Responsibility Notwithstanding pre-existing limitations, at this early stage in NCS’s renewed sustainable development evolution, there are a number of key aspects providing a specific and encouraging narrative of NCS’s commitment to maintaining a positive sustainable development trajectory.

The completion of infrastructure improvement projects, most of which have and will improve environmental performance as specific outcomes. o Construction of an on-site hazardous waste disposal facility (one of only very few in Namibia); o Installation of new, technically current baghouses to reduce airborne emissions; 24

o Development of fume extraction systems at copper tapping points; and o Upgrade of product conveyor systems to minimize dust generation. o Initial discussions with WWF Namibia regarding corporate partnership models to support conservation projects in Namibia’s north (the Otjituuo & King Nehale conservancies are the closest to NCS); o The establishment of an NCS Environmental Department and the purchase of sophisticated air and water sampling equipment for measured metrics such as SO2, fall out dust, total suspended particulates, arsenic and lead; o The purchase of dust vacuuming and suppression vehicles for dedicated use on the NCS site to more effectively manage dust and its impact on the community; o The repair and rehabilitation of historical and current tailings facilities; o The rehabilitation and decontamination of historic facilities such as the tar pit site; o The assessment and development of a comprehensive site water management system which may include canal lining and dilution facilities; o And detailed feasibility studies into the possibility of installing sulphur capturing facilities to reduce SO2 emissions and improve environmental performance.

Social Responsibility The establishment of community trust to be funded

by NCS aimed at providing financial support for educational, health, social welfare and environmental projects in the broader Tsumeb area. Potential projects of interest include HIV/AIDS community support training and education enhancement projects.

NCS donated furniture to Francis Galton primary school in Tsumeb.

NCS is also donating laboratory equipment to the Opawa primary school in Tsumeb.

Additionally, NCS donated furniture to Francis Galton primary school in Tsumeb; it contributes to The Hope Centre in Tsumeb which feeds 155 street children twice daily and is home to 32 children; it provided building materials in support of the new school hall and kitchen at Ondundu primary school in Tsumeb; it is also donating laboratory equipment to the Opawa primary school in Tsumeb.

NCS contributes to The Hope Centre in Tsumeb which feeds 155 street children twice daily and is home to 32 children.

The establishment of a Public Relations Department to work closely with NCS’s Environmental Department to ensure enhanced and transparent communication with NCS stakeholders and the broader public.

Source : http://www.dundeeprecious.com/English/ sustainability/tsumeb-smelter/default.aspx 25

First Quantum Minerals Countries active in : Zambia CSR program

Operations First Quantum Minerals Ltd. is engaged in mineral exploration, development and mining. It’s currently operating in two mines and developing five projects worldwide. Its two operating mines are located in Kansanshi in Zambia and Guelb Moghrein in Mauritania.

First Quantum’s Kansanshi mine is located 8 km north of Solwezi, the capital of the North Western province in Zambia. Its Bwana Mkubwa mine in Ndola stopped operations in 2010 due to the exhaustion of copper ore at Lonshi mine in the DRC. In February 2010, First Quantum acquired the Trident Project which consists of five exploration licenses in Northwest Zambia which include a number of attractive base metal prospects. Zambia has recorded positive GDP growth for the past eleven consecutive years, which is led in particular by the mining, construction and services sectors. In 2010, the company contributed 8% to the total Zambian economy.

First Quantum’s CSR strategy is designed to ensure compliance with the national laws of its host countries.

In addition, the Company has aligned itself with several externally developed Charters and Sets of Principles, including the Universal Declaration of Human Rights (2007); the Voluntary Principles on Security and Human Rights (2007); Equator Principles (2007); the International Labour Organisation’s Declaration of Fundamental Principles and Rights at Work (2008); and the Extractive Industries Transparency Initiative (2008).

With First Quantum’s operating mines situated in Africa, its success is largely linked to the fortunes of the continent.

This is why the social and economic wellbeing of the continent forms an important part of the CSR vision.

The Company is committed to taking positive steps towards CSR through: Economically viable investments; Technically appropriate operations; Environmentally sound practices; Socially responsible actions Description of activities Education First Quantum Minerals dedicated to training and developing the local workforce with the aim of reducing the number of expatriate workers. In addition to onthe-job training, First Quantum has conducted a scholarship program since 2006 to enable students to study in mainly mining related disciplines. Several Zambian undergraduate and postgraduate students are sponsored to study at the University of Zambia in Lusaka and Cape Town University in South Africa. In addition, the Company sponsors employees to study for various qualifications.

UNDERGRADUATE PROGRAM • Spend: US$ 155,77 • Funded by: First Quantum In 2010, 19 students formed part of the Undergraduate program: POSTGRADUATE PROGRAM • Spend: US$ 25,694 • Funded by: First Quantum 26

Three students were sponsored on the Postgraduate to assist some of the contractors and other interested program in 2010 businesses in developing HIV programs and capacity.

Mary Begg is an accredited distribution facility for Health the Ministry of Health ARV program and other First Quantum Minerals recently helped build and community health programs such as immunization. equip the Kansanshi Clinic, renovate the Solwezi Hospital, provide clean water supply to several rural Infrastructure communities, and conduct health road shows to First Quantum through the Kansanshi mines sensitize communities on HIV/AIDS and other launched poultry rearing, vegetable gardening and ailments such as malaria, cholera and sexually fish farming projects in Kyafukuma. Twenty-five transmitted diseases. cooperative members were trained in community based poultry rearing by Kansanshi’s project partner First Quantum Minerals also contributed US$1.2 – the Ministry of Agriculture and Cooperatives. The million to redevelop the Mary Begg Community Clinic vegetable gardening project involved the rehabilitation in Ndola, which provides high quality services to the of an existing irrigation system fed by the Kyafukuma whole community on a not-for-profit basis. Services stream. offered include GP, inpatient, pharmacy, laboratory, emergency, ambulance, physiotherapy, X-ray, To improve access to water, 14 water wells were occupational health checks, OT and an expanded constructed in the Solwezi area. Further more, laboratory capacity (including CD4 count), which will Kansanshi mines provided to rehabilitate the local serve as back-up to the District Health Management prison clinic and improve prisoners’ access to Team facilities. The facility works closely with Ndola healthcare and also funded the construction of a Central Hospital with many staff working in both pedestrian bridge across the Solwezi River to reduce facilities. On the cards is a community ‘wellness’ the number of road traffic accidents involving Solwezi wing offering VCT, ARVs, associated treatments, pedestrians. and a community health telecentre providing health information to a broader section of the community.

The ongoing costs will be funded by USAIDs Sources: Comprehensive HIV/AIDS Management Program h t t p : / / w w w. f i r s t - q u a n t u m . c o m / T h e m e / (CHAMP) and American Health Foundation (AHF). FirstQuantum/files/CSR%20Web%20FINAL.pdf First Quantum purchases services at the facility and http://www.firstquantum.com/Theme/FirstQuantum/ sponsors the continuous professional development f i l e s / d o c _ d o w n l o a d s / F Q M _ C o r p o r a t e _ program for the staff, which includes medical Sustainability_Report.pdf scholarships, ongoing in-house training and other associated course sponsorship. First Quantum and the Mary Begg clinic have combined forces to offer a small-to-medium-enterprise HIV program. This is

Source : http://www.first-quantum.com/Corporate-Responsibility/Sustainability-Strategy/default.aspx 27

Operations

Health and Safety Banner (Forsys) source: http://forsysmetals.com/?page_id=73

Forsys Metals Corp. is an advanced stage explorer with world-class assets under development in Namibia, Africa. The company has the capability to capitalize on attractive mid and long-term uranium sector dynamics by focusing on enhancing the wholly owned Valencia Uranium Project.

Forsys through an extensive exploration program is also focused on expanding uranium resources at its Namibplaas Uranium project which is located 7 kilometres northeast of the Valencia Uranium Project.

The company’s wholly owned Valencia Uranium Project has NI 43-101 compliant reserves of 60.5M lbs. of uranium with an average grade of 156ppm (cut-off 60 ppm) and has a 25 year mining license (ML149) which is one of the few licenses granted in Namibia.

Forsys has two Gold exploration projects. The most advanced is the Ondundu Gold Deposit located in the Northern Zone of the Neoproterozoic Damara Orogen in north-central Namibia. The Ondundu Gold Project’s Exclusive Prospecting Licence (“EPL 3195”) which allows base metal and precious metal exploration is held by Omatjete Mining (Pty) Ltd. (“Omatjete”), a subsidiary of Westport Resources Namibia (Pty) Ltd. In July 2011, the Namibian Ministry of Mines and Energy renewed EPL 3195 relating to the Ondundu Gold Project for a further two years ending May 30, 2013. Effective in February 2012, as announced in its press release dated, February 1, 2012, the Company is the operator of the Ondundu exploration property and holds a 70% ownership interest in the Ondundu project after giving effect to an option agreement giving a local empowered Namibian Corporation, Minden Investments Limited (“Minden”) the right to earn a 10% stake in the Ondundu project and taking into consideration a 20% carried interest in the Omatjete which will be granted to Angus Mining (Namibia) Inc. upon closing of transaction announced on February 1, 2012. The second project is the 100% owned Omaruru project, an early stage exploration project consisting of one EPL covering approximately 73,000 hectares in north central Namibia near the town of Omaruru.

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Forsys Metals Countries active in : Namibia CSR program Health and Safety Forsys is committed to the safety, health and welfare of employees, contractors and visitors, as well as the safety and well-being of the communities in which it works. The Company’s management is committed to providing leadership in health and safety. All employees and contractors will take accountability for the health and safety of both themselves and those around them.

Forsys will create a corporate culture that promotes sage work practices Sustainable Development Consistent with Forsys commitment to sustainable development, the board will consider in all of its decisions the interests of our shareholders, customers, employees, suppliers, the communities and environment where we operate, government and regulators, and the general public.

Environment Forsys recognizes environmental management as a corporate priority. The company cares about preserving the environment for future generations, while also providing for safe and responsible operations by developing natural resources for the benefit of its employees, shareholders and communities.

The comoopany has adopted a Statement of Principles (documented on the corporate website) throughout all stages of exploration, development, mining and closure.

It intends to establish policies, programs and practices to maintain standards of excellence for environmental performance at all operational locations.

Forsys has also completed an Environmental Assessment (EIA) and Environmental Management Plan (EMP) for the Valencia Uranium Deposit.

Uranium (Pty) Limited, and actively invests in projects that will benefit the community in a sustainable, longterm manner.

Description of activities Usakos Community Vegetable Project As part of its social responsibility, Valencia Uranium (Pty) Ltd. embarked upon an ingenuous way of empowering Namibians by spearheading the ‘High 5 Concept’. The concept aims to unlock income generating opportunities through self-employment with special focus on promoting SME-type ventures that specialize in vegetable production and transporting supplies to the mine, bakery, butchery, and grocery shops in Usakos. Following deliberations on the ‘High 5 Concept’ and consultation with the implementing agency (AgriFutura), it was decided that phase 1 of the ‘High 5 Projects’ be directed to vegetable production.

The objective of the project is to enable the Usakos community to produce fresh vegetables for the Valencia village and local market. This also provides an opportunity to actualize the Valencia-Usakos Community SMEs (VUCoSME) Trust and to roll out other SMEs that will boost community selfemployment and income generating activities within the town of Usakos. It is also expected that upon acquiring the necessary skills, members will be motivated to acquire more land and replicate this idea so as to enhance local food production and become self-sufficient.

Valencia Uranium Bursary Scheme Valencia Uranium (Pty) Ltd. supports the development of youth and employees by assisting with financial support for tertiary education. Currently, the company has 5 students in the bursary program. Each bursary has a 3-4 tier progression where students are funded for tuition fees only during the first year, accommodation fees are added for year two and books and other study related expenses are added in years three and four.

Community Development Forsys Metals Corp. is committed to aiding sustainable community development through investing in projects Source: that empower local communities. It directs corporate http://forsysmetals.com/?page_id=30 social responsibility investments through Valencia

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Golden Star Resources Ltd. Countries active in : Ghana CSR program Operations Golden Star is a mid-tier gold mining company over a quarter-century in age and total historical production of over two million ounces of gold. The Company has two operating mines situated along the prolific Ashanti Gold Belt in Ghana, West Africa.

The Bogoso/Prestea mining complex consists of several open pit operations along thirty kilometers of the Ashanti Trend feeding both refractory and non-refractory ores to the two processing plants. The oxide plant is a conventional carbon-in-leach (“CIL”) operation and can process up to 1.5 million tonnes per year of ore. The 2.7 million tonne per year sulfide plant at Bogoso processes our extensive refractory ore inventory and utilizes bio-oxidation to oxidize the sulphides, followed by a CIL circuit to extract the gold.

The Bogoso/Prestea mine produced 170,973 ounces of gold in 2010 and estimated 2011 production is approximately 150,000 to 160,000 ounces.

The Wassa mine is an open pit operation utilizing a conventional CIL processing plant.

Ore is sourced from the nearby Wassa pits and the satellite pits at Benso and Hwini-Butre.

Gold production totaled 183,931 ounces in 2010 and is anticipated to be 170,000 to 180,000 ounces of gold in 2011.

Over its 25-plus year history, Golden Star has maintained an aggressive exploration program. Year over year, its exploration budget has ranged between $10 and $20 million per year. The exploration expenditures for 2011 are expected to total $20 million.

While the majority of its exploration activities are proximal to its operations in Ghana, it has a property portfolio that includes projects in Sierra Leone, Côte d’Ivoire, Burkina Faso, and Niger in West Africa.

GSR has a strong corporate commitment towards local economic development that focuses on achieving a high standard of environmental, economic, and social performance at its operations. Its operations work to maintain compliance with the regulatory requirements, as stated in the company’s Health and Safety, Environment, and Community Affairs and Human Rights policies. These three GSR policies guide employees and stakeholders on the required environment and safety performance of those working at, or with, GSR. All employees are responsible for, and involved in, HSEC management and this is reflected in the policies. The HSEC policies make a commitment to continual improvement in line with the principles of best practice, and, as a minimum, commits to compliance with legal requirements and the prevention of pollution. The HSEC policies are communicated to all employees, are displayed throughout operations, and are public documents.

GSR’s corporate social responsibility (CSR) encompasses a broad range of issues, especially when compared to the CSR responsibilities for companies based in the developed world. There is the continued focus on the hot topics (e.g. climate change, land use) but this is combined with other issues such as food security and infrastructure development. Many of our stakeholders see mining companies as the panacea to solve the local socioeconomic issues. People continue to seek development that is in balance with the environmental requirements of future generations, however, in practicality there is widespread environmental degradation through continued slash and burn agriculture and extensive, uncontrolled small scale (illegal) mining.

Description of activities Furthermore, in 2010, the Golden Star Development Foundation continued a wide array of projects identified by host communities as being of importance including: - Construction of school classroom blocks at Adamanso, Akyempim, Ningo and Subriso, and Old Subri

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Source: http://www.gsr.com/PDFs/ GSRAnnualSustainabilityReport2010.pdf

Source : http://www.gsr.com/PDFs/GSRAnnualSustainabilityReport2010.

- Support for the upgrade and extension of the Mpohor – Deballase mechanized potable water system through the Mpohor Water Board, and provision of water supplies at Bogoso - Construction of aqua-privy / toilet facilities at Mpohor, Adamanso School, Bogoso police station, Eshyireso, and Juabeng - Construction of the Information and Communication Technologies Centre at Himan - Education scholarships for 123 students throughout our catchment communities - Construction of a community centre with a store and office at Eshyireso - Construction of an open market centre at Beppoh - Renovation of the Post office and Workers club house at Prestea - Support of the Mpohor community quarry project - Other projects including school bus stops, sheds, furniture provision, and foot path construction These projects, covering education, health, water and sanitation, roads, and economic development projects had a total value over $0.5M.

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Great Basin Gold Countries active in : South Africa, Tanzania, Mozambique CSR program Commitment Corporate Social Responsibility (CSR) is a key strategic component of Great Basin Gold’s development and operational business practice, the goal being to align and integrate operations with the needs of the communities hosting its operations, and to make meaningful investments in these communities. The company is doing this by creating job opportunities while introducing education and training, as well as poverty alleviation and enterprise development projects.

The CSR objective is to facilitate and be party to meaningful, life-changing programs aligned to the need of communities. Many of its implemented programs revolve around establishing social infrastructure focused on community health, poverty alleviation, skills development, job creation and small business enterprise development – all being the glue for social cohesion.

It works in partnership with local and provincial governments, community committees and councils, as well as NGOs with a presence in the region.

Operations Great Basin Gold operates the Burnstone Mine, an emerging mine in the Witwatersrand Basin of South Africa. Burnstone Mine is the first greenfield operation to come online in the Witwatersrand Basin in 30 years, commencing production at a time of record high gold prices and increasing demand. The company also conducts exploration activities in Tanzania and Mozambique.

From the inception stage it have initiated comprehensive CSR programs and sought out community engagement as part of a social dialogue and management of community expectations. The company’s CSR strategy and program are aligned to government and local committees’ program priorities, focused on establishing global and countrybased partnerships.

Description of activities Education & Training In May 2011, Great Basin Gold sponsored a Career Exhibition in which eight large scale companies and institutions participated and which was attended by 346 grade 12 students in the Balfour and Dipaleseng school system. The company is also rolling out an initiative whereby 35 computers with internet connectivity will be provided for use by students of four secondary schools.

Entrepreneurship & Small/Medium Size Enterprise Development.

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Examples of successful initiatives include a locally run employee shuttle service, a canteen and catering service, gardening and site laundry services. The Company, in partnership with supplier FL SMIT and Deloitte Consulting, also presented a six week development program in 2010 to 25 local entrepreneurs focused on teaching skills for business establishment, management and development, with plans to run a similar program on an ongoing annual basis.

joint ventures between small local suppliers and larger suppliers holds real potential and opportunities for the future of the region.

Infrastructure Development Great Basin Gold has been working in partnership with government to assist local authorities to improve the quality of planning and to provide engineering and financial services to deliver key infrastructural projects to the Dipaleseng region. These include the The Burnstone Development Trust establishment of a permanent project management Great Basin Gold established the Burnstone unit to raise government funds for infrastructure Development Trust in 2010 in order to build sustainable repair and development. development projects that will endure beyond the life of the Burnstone Mine and create ongoing benefits for Environment the surrounding Dipaleseng host community, which At Burnstone Mine, the development footprint has includes the towns of Greylingstad, Grootvlei and been limited to the bare minimum. Infrastructure is Balfour. constructed from make shift material and waste rock, which is easy to remove without major breakdowns and The objectives of the Trust are to identify, develop, rehabilitation, this reducing environmental liabilities promote and financially support key economic projects during the reclamation phase at the conclusion of the that will facilitate transformation and contribute to mine life. the economic growth and sustainability of Dipaleseng.

In addition, the Trust will facilitate and manage Corporate Social Investment community-based and sectoral regeneration activities As a subset of its Corporate Social Responsibility (CSR) of the local economy which will result in a socio- program, Great Basin Gold also views Corporate economic benefits and promote funding towards and Social Investment (CSI) contributions as a significant initiating economic projects that will specifically create means of providing assistance where needed. employment and direct investment opportunities. Burnstone Mine operates in an impoverished host The Trust will target investments in the areas of community where the Company has participated in infrastructure development, education, environment, CSI projects such as the supply of winter blankets to the training, skills development, entrepreneurship and elderly and orphans, working with the Department of economic diversification.

Education to run soup kitchens throughout the school holidays and granting sponsorships to individuals Local Economic Development excelling at sport and culture. The prevalence of HIV/ In adherence to Great Basin Gold’s procurement AIDS in the community surrounding Burnstone is policy, our supply chain department ensures that also a cause for concern. To assist, Great Basin Gold tenders from Burnstone Mine are advertised first and upgraded three Multi Purpose Centres that form part foremost within the surrounding Dipaleseng area, with of an orphan feeding scheme in the Dipaleseng area. preference given to local businesses and contractors. A Further, the Company is involved in crime prevention key area to invest in community sustainability beyond and drug awareness activities, the creation of a multithe lifespan of the mine is to identify and develop in purpose centre for vulnerable children in Grootvlei in conjunction with local entrepreneurs from the hosting which 88 children participate, and sponsorship of a communities small and medium size enterprises and youth month celebration to launch a regional soccer develop their capabilities to supply either services or and netball tournament. products to the supply chain of the mine. Initiatives are also underway to encourage larger manufacturers Source: and distributors to consider offering franchise http://www.greatbasingold.com/home/?&re=1 opportunities to local entrepreneurs. The possibility of 33

IAMGOLD Corporation Countries active in : Bostwana,Burkina Faso, Mali, Ghana

Operations

http://www.iamgold.com/English/Responsibility/OurCommitment/default.aspx

IAMGOLD is an established mining and exploration company. IAMGOLD’s assets include three operating mines in Africa: the Essakane gold mine in Burkina Faso, and Sadiola and Yatela gold mines in Mali. The company also has exploration offices situated in Dakar, Senegal and Dar Es Salaam and Mwanza, Tanzania.

In southeast Senegal, IAMGOLD controls 63,000 hectares underlain by the Birimian Kedougou- Kenieba greenstone belt. Drilling in 2008 identified several new gold zones.

Late in 2008 it acquired an option to earn a 50% interest in a large adjoining property, the Siribaya gold project in western Mali. Merrex Gold Inc. has identified encouraging gold mineralization on this 70,000 hectare property.

In Burkina Faso, while construction of the Essakane mine moves ahead, exploration will begin on the concessions surrounding the mine property. A number of geochemical anomalies show good potential for additional discoveries. Generative work in select coastal countries of West Africa is also part of our broader growth strategy for the region.

CSR program Zero Harm is IAMGOLD’s commitment to continually strive to reach the highest standards in human health, minimize impact on the environment and to work cooperatively with host communities.

IAMGOLD’s success has been founded on building long lasting partnerships. Initially, it was a partnership between the founding shareholders of the Company in 1990 and then with host countries in West Africa where IAMGOLD first began exploration.

IAMGOLD is committed to exercising social responsibility wherever they operate by embracing: - RESPECT: Our activities will be conducted in a way that respects cultures, customs, social values, laws and human rights.

- ENGAGEMENT: We will pursue the support of host communities and governments through responsive, meaningful dialogue.

- ENVIRONMENTAL STEWARDSHIP: We will focus on understanding the interaction between our activities and the environment, and seek ways to protect and maximize sustainable development.

- HEALTH AND SAFETY: We will promote a work environment where the health and safety of people are always our first priorities.

IAMGOLD also participates in Towards Sustainable Mining (TSM), a program of the Mining Association of Canada (MAC). TSM sets out sustainability performance indicators that all MAC members are required to apply to their activities and report on annually. IAMGOLD is among the first MAC members to apply TSM internationally and the first to apply TSM to advanced exploration projects.

Description of activities The corporate Health Safety and Sustainability and medical service teams at Essakane identified malaria as a key health risk to employees and their families. A decision was made to develop an awareness and training program in partnership with local health associations Action pour la Culture du Développement Naangue (ACD Naangue)

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and Centre de Santé et de Promotion Sociale (CSPS). • Showcase a CSR partnership that brings together The program was then deployed region-wide to industry, civil society and the governments of Canada establish broadscale malaria prevention measures. and Burkina Faso.

Award In March 2011, IAMGOLD received the 2011 Environmental and Social Responsibility Award from the Prospectors and Developers Association of Canada (“PDAC”). This award recognizes accomplishment in environmental protection and in developing good community relations in the mining sector. According to PDAC, IAMGOLD is being recognized and honoured IAMGOLD has reached out to one of the community’s for its commitment to excellence in environmental most vulnerable individual in the northern eastern stewardship, community engagement, and health and corner of Burkina Faso and donated a specialized safety in its exploration projects and operating mines wheelchair, capable of dealing with the rough terrain in Africa, South America and Quebec. The Company in the area. is particularly commended for having been placed as the top extractive company and third overall in the Public-Private CSR Partnership to Support Youth and Globe and Mail’s ranking of Canada’s largest companies Economic Growth in Burkina Faso by environmental and social and governance An innovative Canadian Public-Private Partnership to performance. improve educational opportunities and provide greater access to ‘job-readiness’ training for the youth of Source: Burkina Faso is led by IAMGOLD in West Africa. The http://www.iamgold.com/English/Responsibility/ Canadian International Development Agency (CIDA) Partnerships/default.aspx has approved funding of CDN$5,654,980 to support this five-year project which was jointly proposed by Plan Canada and IAMGOLD. Together, Plan Canada and IAMGOLD have committed CDN$1,919,830 to the project, which represents one of the largest publicprivate partnerships with an extractive company in CIDA’s history.

At the Essakane site, where many members of the community lack basic services, IAMGOLD has focused energies on infrastructure development and agricultural capacity building. IAMGOLD has accomplished many impressive social initiatives and success in employment of women and helping women earn income in local community

Entitled Building Young People’s Human Capital for Economic Growth: A Canadian Public-Private Partnership for CSR in Burkina Faso, the project’s highlights are to: Focus on non-formal technical and vocational training for youth of ages 13 to 18 in two regions of the country; • Support the transition of youth from pre-professional education to professional training; Double professional secondary education enrolment and education completion rates in targeted zones; • Provide life skills training needed to help youth to make the transition to the job market and selfemployment; • Make a direct contribution to Burkina Faso’s human resources by investing in the country’s youth, with a strong emphasis on girls; and 35

Kinross Gold Countries active in : Mauritania and Ghana CSR program Environmental stewardship is a priority for Kinross, consistent with its core value of Outstanding Corporate Citizenship. The company strives to minimize our environmental footprint wherever it works and to address its environmental responsibilities in a manner that demonstrates its commitment to industry-wide leadership.

Kinross gold is committed to promoting health and safety among employees, partners and suppliers, and ensuring a healthy work environment.

Operations Kinross Gold Corporation operates the Tasiast open pit gold mine in Mauritania and the Chirano open pit/underground mine in Ghana, which were acquired in September of 2010 upon its acquisition of Red Back Mining Inc. The Tasiast expansion project is Kinross’ top development priority and is the cornerstone asset in the company’s long-term growth strategy. Kinross is currently analyzing process options for the Tasiast expansion, including milling, heap leaching and different combinations of both, and is expected to make a preliminary selection of a processing option at the end of the second quarter of 2012. The Company is targeting to commence construction of the new production facilities in mid-2013, and to ramp up production in 2015. Tasiast began commercial operations in 2008. Current mining operations consist of conventional open pit mining methods.

Open pit and underground ore are processed at the Chirano plant, which is located in southwestern Ghana, and consists of 11 deposits.

Source: http://takingresponsibility2009.kinross.com/ Corporate_Profile.aspx

Kinross gold maintains an active engagement and dialogue with global industry peers, associations, governments and civil society on CSR best practices and evolving global standards.

Description of activities • In Mauritania, Kinross has made a $10million commitment to help create a new university-level mining school. This is part of a collaborative effort that includes the national mining company SNiM, First Quantum Minerals, the World Bank, and École Polytechnic de Montréal. The project includes development of physical and institutional infrastructure necessary for accredited learning. The school is to open in three years.

• Also in Mauritania, Kinross has contributed $2.5million to the construction of an emergency ward for the hospital in the country’s capital of Nouakchott. Construction last year and is nearing completion.

• In Ghana, Kinross subsidiary Chirano Gold Mines has contributed significant support over the past 3 years to control malaria in the local communities. Our focus has been indoor residual spraying of dwellings to kill adult mosquitoes and targeted treatment of stagnant water bodies to kill mosquito larvae. Based on preliminary data, between 2008 and 2011 malaria incidence has been reduced by 75% in the workforce and by 55% in the local communities.

• Kinross also supports a wide variety of education and training, development of alternative livelihoods and local business initiatives designed to create opportunities for local communities to capitalize on the economic benefits generated by the jobs, taxes, and procurement created by our mining operations.

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Lucara Diamond Corporation Countries active in : Lesotho, Botswana

Operations Lucara Diamond Corp. is an African focused diamond exploration and development company. The Company is building a portfolio of advanced staged diamond assets with a view to become a leading mid-tier African producer.

The Company’s two key assets are the Karowe (AK6) diamond mine in Botswana and the Mothae diamond mine in Lesotho. The 100% owned Karowe mine is an advanced, high value diamond development project located in the Orapa/Letlhakane kimberlite district of Botswana. It is currently in the construction stage with mine commissioning scheduled to commence in the first quarter of 2012. The 75% owned Mothae mine is currently in the trial mining stage.

CSR program Lucara continues to progress as a responsible corporation through its field practices, management systems in Environment, Health and Safety, contributions to the communities where they operate, and its commitment to ongoing stakeholder engagement. Corporate responsibility is increasingly central to its strategic and operational thinking. The company cannot sustain good financial and operational performance without simultaneously achieving its objectives in health and safety, environmental stewardship, human resource development, and community investment. The company believes that its transparent approach to doing business is the only way to fully engage our stakeholders in a meaningful, mutually beneficial, relationship.

Guiding Principles - To consider the health and safety of our employees and adjoining communities in all aspects of our operations.

- To initiate and promote ongoing dialogue and engagement with a broad range of stakeholders, maintained in a spirit of transparency and good faith.

- To exercise vigilance in protecting the environment and seek ways to minimize its environmental footprint. To strive to always meet or exceed regulatory requirements in our environmental performance.

- To conduct activities in accordance with accepted standards in the protection and promotion of human rights.

- To recognize that every community is unique and respect the cultural and historical perspectives and rights of those affected by operations.

- To provide a rewarding and meaningful livelihood to employees. To provide suitable training opportunities and resources are made available to employees to assist them in performing their duties.

- To seek to provide employment, business and economic opportunities for local communities from existing operations and new projects.

- To seek to provide lasting benefits to the communities where it works by promoting sustainable social and economic initiatives. To work consultatively with community partners to ensure that its support matches their priorities.

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- To maintain high standards of corporate governance, ethics and honesty in all of its dealings, and operate in compliance both with Canadian stock exchange listing and disclosure requirements and the local laws wherever it works.

- To engage with industry peers, associations, governments, non-governmental organizations, and civil society to contribute to best practice development and track evolving global standards.

Health and Safety At Lucara, safety is a priority and the Company believes there is a clear relationship between safe and healthy workplaces and satisfactory production results. Line managers are held accountable for their safety performance and management at each site is supported by professional safety staff. All employees are expected to be engaged in maintaining safe work sites through involvement in health and safety committee meetings and through conducting safety inspections.

They are given safety training at commencement of employment and regularly throughout their career with the Company. Each Site maintains a Joint Health and Safety Committee (JHSC) which addresses new regulations, site procedures and actions to improve health and safety and an emergency response capability suited to its working environment and risks.

under Equator Principles and the guidance of local authorities throughout the life of a mine. This includes use of baseline assessment tools and conducting environmental impact assessments; evaluating how to avoid, mitigate or control potentially significant impacts; implementing appropriate monitoring and management systems; and addressing the need for mine closure Description of activities Lucara Diamond aims to create sustainable value in host communities and countries in which it operates.

Its operations contribute to the social and economic development and wealth of host communities through a number of channels: • Wages and salaries paid to employees and contractors • Taxes, royalties, and fees • Procurement of goods and services • Installation/upgrading of local infrastructure • Support of community development programs

Lucara contributes directly to the Lundin for Africa Foundation (LFA), the philanthropic arm of the Lundin Group of Companies. LFA supports, through a combination of grants and impact investments, innovative, vertically-integrated approaches to poverty alleviation in the areas of agriculture, financial services for the poor, and private sector development.

In Lesotho, these include a village savings and loan program with CARE CANADA and a rural health initiative with Partners in Health.

Environment Lucara recognizes that its operations can have significant environmental impacts on local communities throughout the life cycle of our mining operations. Some of these impacts include land use Source: changes, environmental degradation, and population http://www.lucaradiamond.com/s/Corporate_ influx, offset by increased economic opportunities Responsibility.asp and development in the areas of infrastructure, health, education, and micro-enterprise. As a result, we operate

Source : http://www.lucaradiamond.com/s/mothae.asp?ReportID=498675 39

Lundin Mining Corporation Countries active in : Democratic Republic of Congo CSR program Lundin Group is committed to high standards of corporate responsibility and continues to develop company-wide operating policies, reporting systems, and governance structures that enable us to maintain such standards.

The vision of corporate responsibility is premised on ten guiding principles:

Operations The Lundin Group of Companies is comprised of individual, publicly traded natural resource companies that are managed by the Lundin Family.

Tenke Fungurume (“Tenke”) is a major new copper-cobalt operation located in the southern part of Katanga Province, Democratic Republic of Congo (“DRC”).

Freeport- McMoRan Copper & Gold Inc. (“FCX” or “Freeport”) is the operating partner.

La Générale des Carrières et des Mines (“Gécamines”), the Congolese state mining company holds a 20% free carried interest in the project. Owing to the carried interest of Gécamines, capital funding is provided by FCX and the Company as to 70% and 30%, respectively.

The Tenke Fungurume concessions encompass over 1,500 km2 and are located approximately 175 km northwest of Lubumbashi in Katanga Province. The project entails an open pit mining operation and an initial 40-year mine plan has been developed based on current proven/probable reserves.

Production of copper cathode commenced in the first quarter of 2009.

Lundin Principles of Corporate Responsibility - Considering health and safety of employees and adjoining communities in all aspects of operations.

- Initiating and promote ongoing dialogue and engagement with a broad range of stakeholders, maintained in a spirit of transparency and good faith.

- Exercising vigilance in protecting the environment and seek ways to minimize environmental footprint. Striving to always meet regulatory requirements in environmental performance.

- Conducting activities in accordance with accepted standards in the protection and promotion of human rights.

- Recognizing that every community is unique and respecting the cultural and historical perspectives and rights of those affected by our operations.

Tenke Fungurume Mining (TFM), is the largest private foreign investment in the Democratic Republic of Congo (DRC).

TFM offers a vital source of revenue for regional and national development. The mine, now under full production, is operated by our partner, FreeportMcMoRan Copper & Gold Inc. (Freeport-McMoRan).

The DRC is a challenging operating environment and Lundin Mining has been a proactive partner in the design, financing, implementation, and monitoring of health, safety, environmental, and community aspects of this world class operation. The project operates in alignment with the International Finance Corporation (IFC) Performance Standards on Social and Environmental Sustainability amongst a number of other international standards applicable to mining activities in developing countries.

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Responding to frequently asked questions related to the status of mining contract reviews, distribution of project benefits, conflict minerals, human rights, and artisanal mining, we have included details of our approach and activities in the pages that follow.

From time to time, artisanal miners have been active within the boundaries of the TFM concession. TFM engages actively with authorities and local communities regarding safety and security issues related to artisanal mining activities. TFM has also engaged with the DRC authorities to install control measures at the entry and Mining Contract Review exit points of the concession to interdict shipments of On October 22, 2010, the Government of the DRC illegal product, which has been greatly effective. The and Freeport-McMoRan announced the successful International Council on Metals and Mining (ICMM) conclusion of the review of TFM’s contract. The recently published a document: “Working together -announcement outlined several amendments agreed by how large-scale miners can engage with artisanal and TFM, including: an increase in Gécamines ownership small-scale miners”, which TFM plans to use to guide interest in TFM from 17.5% to 20%; an additional its ongoing engagement efforts. royalty of $1.2 million for each 100,000 metric tonnes of proven and probable copper reserves above 2.5 The Voluntary Principles on Security and Human Rights million metric tonnes; additional payments totalling The Voluntary Principles provide guidance to $30.0 million to be paid in six instalments upon extractive companies on maintaining the safety reaching certain production milestones; conversion and security of their operations within an operating of $50.0 million in intercompany loans to equity; and framework that ensures respect for human rights and a payment of $5.0 million for surface area fees. These fundamental freedoms. Freeport-McMoRan was a amendments became effective upon the issuance of a founding member of the Voluntary Principles in 2000 presidential decree which occurred in mid-April 2011. and TFM has incorporated the Voluntary Principles into their site-based human rights policies. TFM Conflict Minerals TFM recognizes the international concern over trade in minerals that are being sold in the DRC by rebel groups who frequently use the proceeds to purchase weapons fuelling both regional conflicts and attacks against innocent civilians. Conflict minerals in the DRC include tin, tantalum, tungsten, and gold. TFM produces only copper and cobalt and processes only those minerals mined by the company itself. TFM is supportive of supply chain transparency initiatives, such as the Electronic Industry Citizenship Coalition, that trace mineral custody from mine through to final customer.

Artisinal Mining Artisanal mining often creates economic and social tensions between the local community and outside groups drawn to artisanal mining activities, as well as increased environmental, health and safety risks.

Tenke Fungurume mine in DRC - source: http://www.lundinmining. com/s/CR_Tenke.asp 41

has also developed and implemented a Voluntary Principles training program, which all TFM guard force personnel are required to complete before starting work. In 2010, refresher training was also conducted for 77% (298 members) of the TFM guard force, and TFM conducted presentations to the National Mines Police to raise awareness on the Voluntary Principles and human rights.

the paradox of plenty and was accepted as an EITI Candidate Country at the board meeting in Accra in February 2008. In December 2010, the EITI Board designated the Democratic Republic of Congo as an EITI Candidate country that is “Close to Compliant”.

The Democratic Republic of Congo was granted six months (until 12th June 2011) to complete the remedial actions needed to achieve compliance. The Board retains the right to require a new validation Resettlement if the remedial actions are not completed within the To date, 379 households have been relocated under a next six months. TFM actively participated in the EITI Resettlement Action Plan (RAP) in accordance with process and submitted data for the DRC’s first EITI national DRC law and international best practice. country report.

The relocation sites have each been equipped with Economic Benefits a school, clean water wells and household latrines.

Health posts have also been constructed for the TFM plays an important role in local and national relocation communities in rural areas. In June 2010, a development through the payment of royalties and survey of more than 200 farmers displaced by mining taxes, wages, local procurement, and infrastructure operations found that more than half of the population provision. During 2010, the company paid a total of had already restored their livelihoods. Monitoring of US$142 million in taxes, royalties, and other payments livelihood restoration activities is ongoing. to the government of the Democratic Republic of Congo. It should be further noted that when economic In 2010, TFM commenced working on an addendum benefits from the provision of local services are to the 2007 Environmental and Social Impact included, more than two-thirds of the project’s benefits Assessment, to include an expansion of the TFM plant will remain in the country. By measure of sector benefits and mining operations to the Tenke-Fwaulu deposits. in other major mining countries around the world, As part of this addendum, a Resettlement Action Plan this performance represents a progressive model in has been developed for an additional 70 households terms of fostering national economic development by that must be resettled because of unavoidable impacts. an extractive industry.

Extractive Industries Transparency Initiative Lundin Mining shares a belief that the prudent use of natural resource wealth should be an important engine for sustainable economic growth that contributes to poverty reduction but, if not managed properly, can create negative economic and social impacts. We further underline the importance of transparency by companies and governments in the extractive industries and the need to enhance public financial management and accountability.

DRC is an often cited example of the so-called “paradox of plenty.” Extremely rich in natural resources (80% of world-wide resources of Coltan, 10% of world-wide resources of copper), but the population suffers from extreme poverty (80% of the Congolese population lives on less than US$1.00 a day). The Government of the DRC identified the Extractive Industries Transparency Initiative (EITI) as a tool to resolve

TFM commenced production in 2009 and during the full calendar year of 2010 produced approximately 120,300 tonnes of copper cathode and 9,200 tonnes of cobalt metal (as cobalt hydroxide). The initial project was designed to produce 115,000 tonnes of copper and 8,000 tonnes of cobalt per annum over its anticipated life. TFM has commenced a feasibility study to evaluate an expansion of the initial project. In addition, TFM is continuing its exploration programs in order to identify additional proven reserves that can be readily developed, should the commodities market and the national business climate support future investment decisions.

Description of activities: Employment The TFM concession area comprises a rapidly growing host community of 130,000 residents, living in two urban and 43 rural village communities. The current 42

Community Health Due to TFM’s clean water program providing over 60 village wells and development of urban water distribution systems, there were no cholera cases reported in 2009 and 2010. In 2010, the Ministry of Health also officially certified 12 communities in Fungurume, totaling around 2,500 households, as Infrastructure “Clean Villages” based on a TFM and Health ZoneThough constructed principally to meet corporate led initiative to help community members build requirements, TFM has undertaken several household latrines, hand washing facilities, trash pits infrastructural improvements that will bring diffuse and to access TFM-supplied clean water sources. A benefits to the DRC on both a regional and national comprehensive malaria prevention plan, including basis. The company is investing up to US$170 million to indoor residual spraying of households and the rehabilitate the N’seke Power Station, with completion distribution of insecticide-treated bed nets, has led to scheduled in 2013. TFM has made additional a 60% decrease in disease prevalence since 2007. To infrastructure investments in highway construction, mitigate the spread of HIV / AIDS, TFM continues to border crossings, and airport upgrades. Ongoing participate actively in several initiatives intended to activities focus on maintenance work, including dust raise awareness and build local capacity. control on roadways.

Livelihoods Social benefits TFM and the Lundin for Africa Foundation have In September 2010, TFM incorporated a non- together created a vertically integrated financial profit association under DRC law called the TFM infrastructure to support the establishment and Social Community Fund. This Fund is financed by growth of small- and medium-sized businesses with payments from TFM at a rate of 0.3% of net sales the objective of creating 10,000 jobs. This support revenue. The Fund formed a Stakeholder Forum and encompasses capacity building, microfinance, loan its members identified education, health, agriculture, guarantees and social venture capital. TFM also seeks water/electricity infrastructure, and employment as opportunities to maximize the procurement of goods priorities. The first project grants are scheduled to be and services from local suppliers and contractors, and selected for funding in the first half of 2011.

TFM has held a number of supplier summits to share information on how local businesses can work with Education and Training TFM. TFM has also provided specific training to local Among active initiatives in the fields of education and farmers, along with credit for purchasing fertilizers training, TFM has constructed six new elementary and improved seeds, resulting in a tripling of crop schools, one new high school and renovated and yields. In addition, a number of local farmers have expanded two additional high schools. TFM additionally received support to become suppliers of fruits and established a scholarship fund for top performing vegetables to TFM. students (aged 11 to 14) from these schools to attend the Mutoshi Institute of Technology in Kolwezi. The Sources: objective of this program, along with an internship program with University of Lubumbashi, is to increase http://www.lundinmining.com/s/CorpResponsibility. local capacity and, ultimately, representation in senior asp management positions. In addition the Lundin for http://www.lundinfoundation.org/i/pdf/reports/ Africa Foundation has committed to supporting 20 LFA_2010_AR.pdf students on full scholarship over the next two years. http://www.lundinmining.com/s/CR_Tenke.asp project phase provides employment to approximately 2,500 full-time operational workers and 1,500 contractors. Approximately 98% of the operational employees are DRC citizens. TFM supports collective bargaining and 100 percent of full-time employees belong to a labour union.

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MagIndustries Corporation Countries active in : Republic of Congo Operations MagIndustries was established in 1997 to evaluate key mineral licenses acquired in the Republic of Congo. The ensuing years were spent solidifying its presence in the Republic of Congo and today the Company has established four divisions to take advantage of its unique asset portfolio in the Republic of Congo.

The Mengo Project is a greenfield potash project under development in the Republic of Congo (ROC), with an initial annual design capacity of 600,000 tonnes of potash. The future operation is expected to be the world’s first new entrant into an industry which has little new greenfield supply forecast over the next five years. MagMinerals Potash Corp., together with its Congolese subsidiary MagMinerals Potasses Congo SA ( MPC ) are developing a potassium chloride (KCl), (more commonly referred to as potash) production plant (the “Project”) to be located close to Pointe-Noire in the Republic of Congo (“ROC” or “Congo”). MPC owns exclusive rights to the Project, one of the world’s largest undeveloped potash deposits. The immediate focus of MPC is to construct and commission a 600,000 tonne per year potash plant to produce agricultural-grade potash fertilizers to meet growing demand from markets in South America, South Africa, South Asia and Europe. The facility is scheduled to start production in 2012 and will be among the world’s lowest-cost producers due to its highly efficient solution mining technologies, access to local natural gas, and its proximity and existing links to port facilities which are situated within easy reach of its principal markets.

In late 2008 MPC signed a twenty-five year Potash Investment Agreement with the government of the Republic of Congo granting exclusive rights to MPC for the development of the Project and all fiscal aspects of its operations.

CSR operations MagIndustries is committed to managing its extensive mineral, metal, energy and forestry resources in a responsible way, to the benefit of its relationships with local communities, the environment and the overall health of the businesses themselves.

MagIndustries recognizes the need to contribute to sustainable development and aligns itself with the Sustainable Development Principles developed by the International Council on Mining and Metals as far as these are appropriate to the activities of MagIndustries.

Description of activities Good relationships with the communities in the environs of MagIndustries development projects are essential for the smooth running of the projects, and the Company gives the highest priority to this. Community issues include: - Health and Safety of proximate communities - Preparedness for Emergencies within proximate communities - Consultation and dialogue with the local concerned communities on an on going basis - Appropriately managed and compensated economic or physical resettlement of affected parties - Inputs to the development of surrounding communities in order that they may benefit from the exploitation of resources in their locality Plans will be developed for each of MagIndustries’ projects covering Community Health and Safety, Land Acquisition and Compensation or Resettlement as appropriate, Emergency Preparedness, and Community Development. Aspects of the Community Development Plans will be funded by MagIndustries, possibly through a Foundation, and will provide a framework for improvements to local communities through the promotion of projects selected in conjunction with local representatives and using carefully considered criteria. These projects may include community health, education or the development of small businesses. The Community Development Plan at a particular location will be put into practice when the project enters the construction phase, with full funding during the operational phase.

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Source: ht t p : / / w w w. m a g i n d u s t r i e s . c o m / i n n e r p a g e . aspx?pageid=147

http://www.magindustries.com/cmsdocs/Presentations/INDABA-2010_MagIndustries.pdf 45

Nevsun Resources Ltd Countries active in : Eritrea CSR program The Bisha Project was developed in conformance with the 2006 IFC Performance Standards for Social and Environmental Sustainability as applied to nonIFC financed projects in accordance with the Equator Principles. The standards adopted by Bisha likewise reflect the standards of the two principle shareholders and are reflected in the social and environmental policies that form the fundamental basis upon which has been built the entire social and environmental development for the Bisha Project.

Description of activities Operations Nevsun Resources Ltd. is a gold and base metal developer with a focus on high grade, low cost mining projects. Nevsun is producing gold at its high grade gold, copper, silver and zinc Bisha Project in Eritrea. Production commenced in early 2011.

The Bisha Project is a large precious and base metal-rich volcanogenic massive sulphide (VMS) deposit located 150km west of Asmara, Eritrea, East Africa. Deposit mineralization consists of gold and silver oxides, in addition to copper and zinc massive sulphides. Nevsun Resources Ltd is partnered with the Eritrean National Mining Corporation (ENAMCO) and operates the Bisha Mine through its subsidiary Bisha Mining Share Company (BMSC).

The Northwest Zone and Harena VMS (volcanogenic massive sulphide) discoveries lie within the Bisha mining license. The Northwest Zone is 1.2 km from the Bisha Main deposit. Harena lies 10 km southwest, easy trucking distance, from the Bisha Main deposit. Nevsun views these deposits as a likely source of supplemental feed for the processing plant at Bisha.

Social Responsibility BMSC, has embarked on a number of programs with the community and the local, regional and central government to ensure that the benefits of the Bisha Project are widespread and that the community is fully and properly engaged in development and operations. The philosophy of the central government is to ensure the entire country benefits from resource development and to ensure no one particular region is the recipient of disproportionate benefits.

BMSC’s employment furthers local and regional businesses, while BMSC remains committed to sourcing goods and services from national and local suppliers. The increased purchasing power of employees is expected to stimulate other locales as the country’s money supply increases. The multiplier effect from mine development and operations will be significant.

BMSC and its contractors have established a priority in hiring Eritrean nationals. Direct jobs are clearly advertised and preference is given to local employment. Where sufficient skills do not exist, BMSC provides vocational training at the worksite and in the adjacent community - Mogoraib. Despite the emphasis on local employment, some expatriate specialists are still required to perform a number of specific skills which are currently unavailable in country. These specialists will train local personnel with the intention to eventually replace the expatriates and independently sustain operations. Resources and facilities will also be made available to assist qualified women who wish to work on the Bisha Project; the balance of gender employment is important throughout management’s plans.

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As a part of Bisha’s Social and Environmental Assessment, direct consultation and investigations have highlighted a range of socio-economic conditions that demonstrate the current needs of local communities.

Much of the public and social infrastructure, such as schools and health clinics, consist of basic buildings and equipment. Clean water supply and sanitation facilities are lacking in many areas.

BMSC developed a Community Assistance Plan (CAP), a program designed to address the development opportunities identified by the community while benefitting the development and operation of the Project. The CAP will contribute beyond direct mining activities, and provide the basis for enhancement of social and economic well-being amongst the host communities in which BMSC operates.The Community Assistance Plan will provide materials and technical expertise for a number of infrastructure projects.

BMSC proactively manages the impact of its development by: - Providing medical services at the mine site clinic - Implementing healthy lifestyles campaigns for workers

- Providing health checkups and other relevant medical testing - Establishing a community-focused health and safety awareness facility within each of the five key villages Sources: http://www.nevsun.com/corporate/social/overview/ h t t p : / / w w w. n e v s u n . c o m / c o r p o r a t e / s o c i a l / employment-training/ http://www.nevsun.com/corporate/social/healthsafety

source: http://www.nevsun.com/corporate/social/community-relations/ 47

Orezone Gold Corporation Countries active in : Burkina Faso, exploration in Niger CSR program Orezone’s mission is to discover and develop the earth’s resources in an efficient and responsible manner. Orezone has adopted an approach to exploration and development that is built on a foundation of widely accepted industry standards and best practices.

Operations: Orezone is a Canadian exploration and development company that is rapidly expanding a 2.3 million ounce Indicated and 2.2 million ounce Inferred gold resource from its three 100% owned gold projects in Burkina Faso, Bomboré, Sega and Bondi.

Orezone’s 168 km2 Bomboré Project is the largest undeveloped gold deposit in Burkina Faso. There is potential for an open pit oxide heap leach operation as well as a large CIL operation. The Bomboré project is located just 85 km east of the capital city adjacent to the national paved highway. The 313 km2 Sega Project is located near the town of Séguenega.

Orezone’s Bondi Project is located on the Houndé Greenstone Belt in the southwest of Burkina Faso covering an area of 224 km2, and it has four open pittable zones.

Orezone, through its 67% interest in Brighton Energy has also made a new and significant uranium discovery in Niger, one of the largest producers of uranium worldwide.

Trust, cooperation, collaboration and a deep respect for the local people, their language, livelihoods, traditions and customs, are at the heart of our approach to exploration and development. Orezone engages early in open honest dialogue with the local communities and stakeholders, and is committed to ensuring that they realize the maximum possible benefit from its activities. Orezone recognizes that although it is granted exploration and development rights from the government, it must also gain the support, participation and commitment of local communities and government.

Orezone meets with its stakeholders to explain the mining cycle, from exploration through development, production and reclamation, to ensure they understand what to expect, and when. The company listens to and understands their developmental priorities and highlight the benefits and opportunities that mining activities can provide in the short and long term. On a regular basis, stakeholders are apprised of current exploration activities in their region, and informed and reminded of safety precautions.

Company development and sustainability efforts are part of a broader set of activities being driven by the communities, governments, NGOs and other organizations. As such, the company collaborates closely with these groups to help ensure it is efficiently aligned with these programs, so that the impact of initiatives is maximized.

Activities: Water & Sanitation: Orezone began a project in partnership with Ryan’s Well Foundation, a Canadian organization dedicated to providing clean water and sanitation services to communities in which the Company operates. Several communities have benefited from improved water access as a result of Orezone’s well drilling initiatives in Burkina Faso and Niger. Since 2004, Orezone and Ryan’s Well 48

Foundation have teamed up on more than $300,000 of projects that have benefited thousands of people in need. In addition Orezone executives sit on the Ryan’ s Well Foundation board and provide strategic and financial advice to help further its initiatives.

Education, Research & Training: Orezone also supports the local academic community in Burkina Faso. The Company has initiated programs to support various academic initiatives including the donation of equipment to the University of Ouagadougou, as well as graduate study support for students pursuing Masters and Ph.D. level degrees in geological disciplines. Since 2008, Orezone has contributed $190,000 across five projects at the Universities of Ouagadougou and Witwatersrand.

Sources http://www.orezone.com/company/overview http://www.orezone.com/projects/bombore http://www.orezone.com/projects/sega http://www.orezone.com/projects/bondi http://www.orezone.com/responsibility/csr-overview

Health and Safety: Orezone works to minimize and manage any risks associated with our exploration and development  sites. We provide health and safety information that is culturally and linguistically appropriate for the local http://farm6.staticflickr.com/5142/5621920125_673ae population and take appropriate measures to prevent 44599_m.jpg accidents, protect workers from hazardous materials, and ensure that equipment is in safe working condition. We communicate these expectations to the contractors we rely on, and take reasonable steps to verify that contractors meet the appropriate health and safety standards.

Environment: Orezone conducts its exploration and development activities in ways that minimize the disturbance to the environment and people. A baseline environmental study and a preliminary environmental impact assessment study were completed on BomborĂŠ in 2009. The area of the project is characterized by lands with poor agricultural potential. Subsistence farming and cattle breeding are the main activities of the local population, supplemented by artisanal gold mining.

Indigenous vegetation and fauna have been largely destroyed due to the demographic pressure and the artisanal gold mining. A large industrial mining project represents a unique opportunity to improve the local farming techniques, improve the access to water resources, address the environmental issues created by the artisanal gold miners and revegetate the area as part of the mine closure plan.

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Oromin Explorations Ltd. Countries active in : Senegal CSR program

Operations In Africa, Oromin Explorations Ltd. is focused on exploring the Sabodala gold concession in Senegal. The project is located in eastern Senegal, 650 km east of the capital city of Dakar, within an emerging West African gold-mining district similar to producing gold camps across the border in nearby Mali.

The project is held 100% by the Oromin Joint Venture Group (“OJVG”). Oromin Explorations Ltd. (“Oromin”) operates and owns 43.5% of OJVG, with the remainder held by two private companies: Bendon International (43.5%) and Badr Investment and Finance (13%).

The region is comprised of multiple deposits and prospects of mesothermal gold with both open-pit and underground potential within an emerging gold camp hosting one producing mine and greater than 10 million ounces of gold resources defined by three companies, including Oromin. OJVG’s concession contains two main styles of mineralization within a NNE-trending 8-km wide structural corridor that runs the entire 22-km length of the property. The western side hosts seven gold deposits and two new discoveries lower grade, bulk-tonnage “Masato Style” deposits and recent discoveries of this type while the eastern side hosts higher grade “Golouma Style” deposits and similar exploration targets.

The OJVG Gold Project enjoys strong local support, reflecting Oromin’s commitment to community consultation and high environmental and social standards. Approximately US$1 million has been invested to date on social programs, with particular emphasis on improving water quality and access, access to health services, education and training opportunities. OJVG has constructed numerous school buildings and health clinics throughout the Project area. An Environmental and Social Impact Assessment will be delivered to the Senegalese government in the fall of 2010.

Description of activities Community consultation is a key part of the Environmental and Social Impact Assessment (ESIA) process. On behalf of Oromin Joint Venture Group (Oromin), SRK Consulting Canada recently initiated a public consultation program as part of the ESIA process for Oromin’s potential new mine at Sabodala in Senegal. The Oromin Sabodala project is currently in the prefeasibility phase.

During exploration, Oromin followed a program of not excluding people from the land, allowing artisanal miners to cohabit and allowing foraging to continue in areas away from active exploration operations. Oromin set up a social program, as legally required, focused on education and clean water supply, as well as local employment, where possible. The company has also provided medical assistance and health training to local communities and engaged in open communication. As a result, Oromin is highly regarded by local communities and seen as a responsible operator, and SRK was able to initiate public consultation with a significant level of favorable interaction already in place. This positive beginning made public consultation less expensive and far more effective as the potentially affected people felt comfortable expressing their issues and concerns very quickly in the process.

SRK started the ESIA process early, before prefeasibility, bringing continuity to the community programs that Oromin started. This allowed SRK to share information and involve potentially affected parties in influencing decisions from the start. The interaction is purposefully 50

two-way; SRK provides information about the proposed mine while listening for the priorities, concerns and preferences that reflect what is important to the affected parties. The interaction helps build the relationship with the mining company and create the trust required for future interaction. The most critical time to obtain community approval of the process is the first few months of public consultation. During this time, the community is testing the consultation process itself to see how it represents their concerns.

Oromin has prepared the way for efficient public consultation by creating open discussion with and by setting up their social program and operations to include local villages. The efforts to build relationships and trust with the affected parties, government and community have created confidence in Oromin and the Sabodala Project. The mine’s team will continue consultations through the stages of mine development, operations and closure to ensure that the affected parties’ concerns are considered in the mine decisions.

Early feedback also helps the prefeasibility team make better project decisions for a mutually acceptable mine plan. As an integral part of the project, public consultation allows for an iterative exchange between the community, government and engineering. Through this exchange the stakeholders affirm their influence and develop trust in the relationship. This continuing feedback process leads to a mine plan that affected parties are more likely to support. It may also relieve some of the decision burden later, during regulatory review and permitting.

Source: SRK Consulting (retrieved at: http://www.srk.com/ English/HTML-newsletters/Social_Assessment,_ Engagement_and_Advice/Bui lding_e arly_ community_relationships)

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Rio Tinto Alcan

(Refers to the Canadian Division) Countries active in : Ghana, Madagascar CSR commitment The four core values of Rio Tinto are: responsibility, respect, teamwork and integrity. The Group standards of conduct that are inspired by these values reaffirm our commitment to our social responsibility.

QMM has putted in place into the company programs such as: • Supervision of employees exposure to different contaminants: dust, noise, radiation • Family planning and prevention against STI/HIV-AIDS. The company established a voluntary HIV screening department at the health clinic, Antok’Aina; twelve trained advisers from the National Institute of Public Health and Community are available and fully prepared to assist employees and their families.

• Prevention of diarrhoeal and parasitic disease; with the distribution of 5000 bottles of Sûr’Eau distribute.

Operations Rio Tinto is a leading international mining group. It operating assets on the African continent includes the QIT Madagascar Minerals (QQM) in Madagascar.

QIT Madagascar Minerals (QMM), which is 80% owned by Rio Tinto and 20% owned by the Government of Madagascar. The Company extracts ilmenite and zirsill (zircon mixed with sillimanite) from a deposit of mineralised sands distributed over three areas totalling 6,000 ha being Mandena, Petriky and St.Luce.

QMM has operated a social and environmental programme from the beginning of its activities. The Company has established partnerships with NGOs, associations and donors in order to implement several sustainable development initiatives in the Anosy region one of the least developed regions of Madagascar. The purpose of these partnerships is to mitigate negative impacts and maximise positive spin-offs resulting from the activities of QMM. Description of activities Education • In 2010, QMM implemented a learning programme for four industries being industrial production, industrial mechanics, industrial electricity and mineralogical laboratory work. This programme was carried out in collaboration with the Centre Régional de Formation Professionnelle Anosy (CRFPTA) and the “Alliance Française”. The CRFPTA provided technical training for the apprentices, QMM provided practical sessions within the plant at Mandena, and the “Alliance Française” 52

provided training in French language skills. The programme was aimed for young holders of a high school diploma in Fort Dauphin. • In 2010, QQM offered eight scholarships to young high school diploma-holders • QMM has supplied desks and sheet metal roofing for the classrooms of Andrakaraka public elementary school, as well as restoring a preschool at Amparihy.

The availability of preschool infrastructure in poor areas allows many mothers to work during the day and to improve their household income.

The IFRA (Financial Institution in the Anosy Region) has been created on the initiative of a few contractors, banks, individuals and QMM. After three years of operation and after ensuring the proper functioning of the activities, QMM has transferred its 5 percent share for a total amount of USD 25,888 to three village associations in the suburban areas of Fort Dauphin (Ambinanibe, Lohalovoka and Ilafitsinanana). This transfer made the Malagasy villagers the first bank owners.

Environment QMM is a founding and active member of the Biodiversity Task Force in Fort Dauphin. This Task Force groups together all entities working in the preservation of biodiversity in the region. More than 10 associations worked with QQM and have a turnover about 70 million Ariary per year. These local associations have acquired experience in the preservation of the environment and have become independent in operating as nurserymen, lockkeepers, brigadiers, environmental champions.

Sources: http://www.riotintomadagascar.com/pdf/SDR_2010. pdf http://www.riotintomadagascar.com/english/index. asp http://www.riotinto.com/documents/MediaSpeeches/RT_Mining_and_corporate_responsibility_ in_Africa_21_May_2010.pdf

http://www.riotintoalcan.com/documents/Communities_Guinea_2011_CapacityBuildingPartnership_EN.pdf

Microfinance

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Operations Rockwell’s major diamond properties and projects include interests in the following assets: The Klipdam Property is located 45 km from Kimberley, South Africa and consists of the adjacent Holpan 161 and Klipdam 157 farms, covering an area of 3,836 hectares. The mining operations are located on the Klipdam (157) and Holpan (161) properties which have a total area of 3,836ha. Prospecting properties, Erf 1 and Erf 2004, Windsorton have also been acquired (1,146ha).Holpan was put on care and maintenance in May 2011.

The Saxendrift Project was acquired by Rockwell in April 2008. It is located on the south bank of the Orange River in the Herbert district of the Northern Cape Province, some 50 km southwest of Douglas and some 160 km from Kimberley. Rockwell holds a 74% interest in the property. The remaining 26% is held by the Company’s Black Economic Empowerment partner. Saxendrift is adjacent to Wouterspan, which is located on the north bank of the Middle Orange River.

The acquisition of 74% of the Tirisano Mine was completed by Rockwell Diamonds with effect from September 1, 2011, having met all the conditions precedent for the transaction. The mine produces diamonds which are ideally suited to the bridal market. Its grades are approximately five times higher than those in Rockwell’s Northern Cape properties and the spatial distribution of the diamonds is far more consistent. The 10,805.57 ha property is located some 35 km due north of the town of Ventersdorp, in the Northwest Province approximately 150 km west of Johannesburg.

Commercial production commenced at Tirisano on October 18, 2011, prior to which the mine had been

on care and maintenance since 2008. The 90 000 m3 per month production facility was partially rebuilt and the pans and scrubbers were commissioned.

Continuous operations have been implemented since start up.

The Wouterspan Property is located near Douglas, South Africa. It comprises portions, totaling 7,409.4 hectares, of the Lanyon Vale 376 farm. Operations were taking place on three portions of the property called the Farhom, Okapi, and Stofdraai farms, exploiting the Rooikoppie and Primary gravel. The strategic review of the property continued during the quarter ended February 28, 2011; a review of the proposed new plant design by external consultants is nearing completion. A preliminary assessment of the Wouterspan project was commissioned by Rockwell in late 2010. A high volume/ low cost production plant with a capacity of 340,000cubic metres per month is planned. Niewejaarskraal Property, Middle Orange River, South Africa The Niewejaarskraal project is located on the south bank of the Orange River in the Herbert district of the Northern Cape Province, some 57 km southwest of Douglas and some 170 km from Kimberley.

The property is a past producer that was acquired

by Rockwell in 2009. It is held 74% by Rockwell and 26% by the Black Economic Empowerment partner. There is an existing processing plant on Niewejaarskraal which was in operation until the mine was put on care and maintenance in 2007, but it will need to be completely re-furbished and upgraded prior to re-commissioning. The current plan, given that Rockwell is currently in the process of re-opening the Wouterspan and Tirisano mines, is for the Niewejaarskraal mine to remain on care and maintenance for the period to fiscal 2013.

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Rockwell Diamonds Countries active in : South Africa CSR program Along with focused business objectives, Rockwell’s social responsibility values and commitments form an integral part of its operations. Rockwell is committed to providing increased returns to shareholders while sharing the value created from its operations with a wider set of stakeholders through the alignment and linkage of its business and its social responsibilities.

Description of activities

Projects currently in progress as per the Social and Labour Plan: 1. Development of an HIV/AIDS consultation office for the Holpan community. The unit caters for two consultation rooms and a store room and will be utilized by the Department of Health; 2. Providing assistance by way of earth-moving equipment for the Dikgatlong municipality in the preparation of the Holpan community development which is earmarked for a local housing project.

Special projects undertaken by Rockwell: 1. Sponsored the purchase of sporting equipment for Department of Social Services (Barkly West branch) Youth day program (16 June 2008); 2. Regularly avails earth moving equipment for ad hoc projects (e.g. clearing of roads, preparing of sport fields) taking place within the Holpan community; 3. Presented an HIV/AIDS awareness program at the local school based in Longlands. This project (Project Thusanang) was initiated by the South African Police services branch in Delportshoop and forms part of the anti-crime initiative at the local schools.

Projects completed as per the Social and Labour Plan: 1. Sponsored a series of interpretative displays which forms part of a self-guided tour through the old digging remains at Canteen Kopje, Barkly West.

Canteen Kopje was the first diamond digging site in Barkly West and is a proclaimed national monument and open air archaeological museum; 2. Sponsored school bus for transporting learners within the district to Prieska Primary School as part of the school development program. The school bus will enable learners to participate in various school excursions and sporting events in the district; 3. Developed a play park for the Windsorton community in collaboration with the local municipality and the South African Police Service, Windsorton branch. This project forms part of the anti-crime project currently implemented in Windsorton. This current playpark is the only dedicated recreational facility available for the 1200 primary school learners in the community. http://www.rockwelldiamonds.com/i/rcw/4.jpg 55

SEMAFO Burkina Faso SA Countries active in : Burkina Faso, Niger, Guinea

Operations SEMAFO is a Canadian-based mining corporation with gold production and exploration activities in West Africa. The Corporation currently owns and operates three gold mines: the Mana Mine in Burkina Faso, the Samira Hill Mine in Niger, and the Kiniero Mine in Guinea.

SEMAFO’s Mana property is located approximately 200 kilometers west of Ouagadougou, the capital city of Burkina Faso.

Mana’s permitted properties cover in excess of 1,995 km2 over the resource-rich Hounde belt. It is the company’s newest mine, where operations commenced in April 2008. Gold is currently mined from two open pits, Wona and Nyafé. SEMAFO’s 2011 exploration program with a budget of $48.5 million, including $38.5 million for our Mana property in Burkina Faso, is well underway on our more than 4,500 square kilometers of permitted land.

The Samira Hill Mine was inaugurated in 2004. It is located approximately 90 kilometers west of Niamey, the capital of Niger, on the 50-kilometer gold belt commonly referred to as the “Samira Horizon”. Exploration at the Samira Hill Mine, with a budget of $4.8 million, is focusing primarily on the identification of new oxide deposits.

Located in central Guinea, the Kiniero Mine is approximately 650 kilometers east of the capital city of Conakry. The Kiniero Mine was SEMAFO’s first West-African endeavour, having commenced operations in 2002. Kiniero’s exploration drilling program recently began and will be continued through 2012 with a budget totaling $4 million

CSR program SEMAFO is committed to promoting social responsibility by continually improving its knowledge, its understanding of challenges and its actions. SEMAFO’s mission is twofold, consisting of a corporate mission and a humanitarian mission; as such, in its host countries, SEMAFO seeks to establish environments that are conducive to improving living conditions through investments in community projects, job creation, training, and improving the quality of life of the people and communities.

Guiding principles • Support management’s commitment to the creation of a culture of sustainability, such that it is reflected in our operations and in our management and decision-making processes; • Motivate employees to strive for continual improvement in environmental protection, community development and economic performance; • Raise employee and supplier awareness to respect the communities in which we operate, human rights, as well as local cultures and values; • Identify and manage, within our circle of influence, the risks related to human rights; • Whenever possible and in keeping with our mining agreements, promote the employment of local personnel at our mining sites; • Respect freedom of association and the right to collective bargaining; • Work with local communities and other stakeholders to develop economic opportunities and productive alternative projects by developing long-term skills; • Establish lasting relationships with communities based on mutual respect and trust, in order to attain common objectives; • Raise supplier and contractor awareness with respect to the spirit of this policy; • Promote open, transparent communication in order to build lasting relationships with our stakeholders to improve and to create long-term value in matters of social responsibility; • Implement sound corporate governance, transparency and fairness practices; • Submit an annual report on SEMAFO’s social responsibility performance to the Environmental, Health and Safety and Sustainable Development Committee.

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Description of activities Fondation SEMAFO is SEMAFO’s vehicle for helping shape SEMAFO’s responsible practices, developing humanitarian expertise, and launching many valuecreation projects. Education, health and farming represent the cornerstone of its commitment to a better quality of life for the communities it serves-today and for future generations. Fondation SEMAFO works in collaboration with various players, and, together with communities, develops projects that focus on building self-sufficiency. In 2010, Fondation SEMAFO grew exponentially and today has widespread visibility and an outstanding reputation.

Education • construction of schools (primary and secondary level education), • establishment of lunch programs, • Support of adult education programs, donations of school supplies and furnishings.

Healthcare • construction of health clinics, • donation of medical equipment and medicines, • supporter of a program for the prevention of cervical (uterine) cancer Revenue-Generating Programs • Production and improved processing of sesame for international markets (year one revenues: $150,000); • Development of paprika industry in Niger and Burkina Faso; Production and international marketing of Shea products in Burkina Faso

Other Activities • electrification of villages, flood and famine relief, fresh water wells, latrines, sports equipment/activities → SEMAFO Energy was created to help increase electricity generation in its host countries. Most West African countries have inadequate energy resources with an electrification rate of less than 30%, a situation that stifles economic growth.

SEMAFO decided to use its expertise and savoir-faire to help create a consortium that will work closely with governments to become leaders in the energy sector of these countries.

The main project supported by SEMAFO Energy is a 20-megawatt photovoltaic solar power station in Burkina Faso. As a landlocked country with scarce electricity resources and a fast-growing population, Burkina Faso is very energy vulnerable. The solar power station project provides a solution to this country’s pressing need for electrification and, by providing an alternative to oil, will help reduce imports of increasingly expensive hydrocarbons.

About 90% of the jobs generated by this project will be national jobs. The Burkinabe nation will benefit this project through the transfer of knowledge and know-how, and the acquisition of tools to facilitate the construction of new power stations for future generations. SEMAFO pledges to donate up to 2% of its net income to support SEMAFO Foundation In 2010, the donation of over $1 million helped make a significant difference to communities neighbouring our mines

Source: In 2010, Fondation SEMAFO supported the ht t p : / / w w w. s e m a f o. c o m / d o w n l o a d / S o c i a l _ development of the shea industry, which consists Responsibility_Policy_2011.pdf of eight cooperatives in Burkina Faso. The initiative http://www.fondationsemafo.org/en/whatwedo/ consisted of increasing Burkinabe exports of shea projects.htmlhttp://www.semafo.com/download/ products through activities designed to increase CSR_presentation_November_Final.pdf competitiveness and market access. Industry representatives received training regarding global shea product distribution market requirements and met with distributors in Montreal, Toronto and New York. Fondation SEMAFO also provided technical and financial support for the construction of a soap factory to facilitate and increase production for export purposes.

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Sherritt International Corp Countries active in : Madagascar CSR program

Operations Sherritt is a world leader in the mining and refining of nickel from lateritic ores with projects and operations in Canada, Cuba, Indonesia and Madagascar.

Located in Madagascar, Ambatovy is a world-class, large tonnage nickel project that is positioned to be among the world’s biggest lateritic nickel mines. Sherritt, the project operator, has a 40% ownership position, Sumitomo and Korea Resources each have a 27.5% stake, and the project’s engineering contractor, SNC-Lavalin, has a 5% interest.

The Ambatovy mine site is located 80 kilometers east of Antananarivo (the capital of Madagascar) near the city of Moramanga.

The Project will consist of an open-pit mining operation and an ore preparation plant at the mine site.

Sherritt maintains a long-term commitment to responsible practice by integrating environmental, safety and community considerations into decision-making and building lasting relationships with its workforce, communities and governments. It takes a pragmatic and localized approach to sharing the benefits of its business, while minimizing the adverse impacts of development.

Sherritt works diligently to maintain the social license that is a fundamental component of its long-term business strategy to deliver value to shareholders. The Corporation is actively engaged in furthering the wellbeing and prosperity of the communities in which it conducts business by building enduring relationships for mutual benefit. Stakeholders in Madagascar are consulted with a focus on developing cooperative programs. Sherritt works with all levels of government and local communities in order to understand the issues associated with operations and tailors its plans to appropriately fit the local needs.

Sherritt employees dedicate time and resources to many local community programs as well as to leadership participation in various industry initiatives.

Description of activities Environmental impact mitigation The Ambatovy Joint Venture environmental teams, assisted by various consultants, have been conducting analyses of habitats, flora and fauna since early in the Project’s development. Stringent impact mitigation strategies have been developed to preserve species and unique habitats through avoidance, mitigation, compensation and net gain.

Forest protection The Project is taking protective measures which include maintaining a forest buffer zone and conservation forest, replanting native species and developing erosion controls.

With the mine conservation forest and on-site offsets, a significant net gain in forest land is expected at the Project’s mine site.

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Water management The substantial storm water runoff during the rainy season in the area of the Ambatovy mine site will be collected in ponds and supplemented by water from the nearby Mangoro River. Water runoff collection ponds and flow allowances are designed to meet the World Bank suspended solids concentration threshold of 50 mg/l of less, based on a one-in-ten year storm event.

Business and Biodiversity Offset Program (BBOP) The Ambatovy Project is protecting a large offset area separate from the mine. This is the Ankerana Forest offset area that has been designated as part of a pilot project under the BBOP framework. BBOP is an international partnership between companies, governments and non-governmental conservation experts. The pilot project is part of the voluntary conservation efforts of the Project and will involve conservation of 11,600 hectares of endangered forest.

Update on social-development initiatives Sherritt and the Ambatovy Project have continued their earlier work to raise the capacity of the local economies. The communities in the mountain and coastal areas where the Project facilities are located are economically and socially impacted by the Project.

Sherritt and the Project make every reasonable effort to ensure that the total impact on these communities is positive. Many meetings have been held with local groups to discuss Project plans and to resolve any possible grievances. Stakeholders have been consulted over the entire development area since the Project was initiated.

Ambatovy Local Business Initiative (ALBI) An example of building the capacity of communities around the Project is the ALBI program, which was developed to enable local businesses to provide goods or services to the Project. Local suppliers have been found to prepare land for construction, to operate a tree plantation for replacement stock and for production of wooden pallets. Companies in Toamasina have been engaged to produce uniforms for the Project work force.

Agricultural training centre An agricultural training centre has been built in the Toamasina area, not far from the Ambatovy refinery site. The training centre is focused on providing skills to workers who are completing their contracts on Project construction. The centre is also available to others from communities that have been affected by the Project.

Central agency for agricultural produce The Central d’Achat de Madagascar (CAM) is a Project initiated, Malagasy-run agency that serves the Toamasina area to provide a central point for farmers to sell their agricultural produce outside their villages and to help supply the Project’s food requirements.

The agency has been successful, prompting the establishment of a second CAM in Moramanga, near the mine site.

Source: h t t p : / / w w w. s h e r r i t t . c o m / s u b s e c t i o n f 1 8 9 . html?submenuid=corporate_responsibility&category =corporate_responsibility/communities_madagascar

 source: http://www.sherritt.com/Corporate-Responsibility/Communities 59

Xstrata Nickel

(Refers to the Canadian Division) Countries active in : Tanzania CSR program Xstrata Nickel’s Kabanga Nickel Project is committed to balancing social, environmental and economic considerations in how manage our business. It strives for excellence, operating within the framework of Xstrata’s Business Principles and rigorous sustainable development management standards.

The Kabanga Nickel Project has established a strong safety culture, which has resulted in improved safety results in relation to the 2009 plan. On January 5, 2010, the team achieved 1,000 days without a lost-time injury – the equivalent of 3.7 million hours worked with no injuries resulting in a missed shift.

Operations The Kabanga Nickel Project is an active mine exploration project 130 km south west of Lake Victoria in the Ngara District in Tanzania. It is operated by Xstrata Nickel through a joint venture called Kabanga Nickel Company Limited. The Kabanga Nickel Project is a 50/50 joint venture with Barrick Gold Corporation, under the management of Xstrata Nickel. Kabanga Nickel has a strong commitment to community engagement in the four wards adjacent to the project site. Kabanga has worked collaboratively with the Regional, District and Village level of governments and communities during the exploration and evaluation phases of the project.

Source: h t t p : / / w w w. x s t r a t a n i c k e l . c o m / E N / Publications/Sustainable%20Development/ xni_sus_ourapproach200904.en.pdf.pdf

Recognizing the potential for accidents given the increased traffic generated by the project, The Kabanga Nickel Company sponsored road safety awareness training for the local community, including young children who walk to school along main roads. The training, which was conducted by local police, covered road safety basics, such as facing traffic and walking on one side of the road. The success of the training was evident since there have been zero road incidents.

Description of activities Community Health Initiative The Kabanga Community Health Initiative aims to improve health conditions in the region surrounding the project. The initiative has focused on two key areas, namely malaria prevention and HIV/AIDS. A key component is a malaria program that focuses on education, prevention and treatment. After having conducted educational campaigns and distributed long-lasting insecticidal bed nets to approximately 14,000 households, we engaged the Red Cross to evaluate the effectiveness of the program to date along with gathering information on other health issues. In 2009, the Red Cross surveyed 1,400 families who had received the bed nets to find out how the nets were being used and whether or not behaviours had changed, and to understand other community health concerns.

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In preparation for the HIV/AIDS program, training is being conducted for the Kabanga community relations team and 36 village health workers (two people from each of the 18 local villages). The Kabanga Nickel Company re-engaged the local theatre groups that were involved in the malaria awareness campaign. The Red Cross health survey results have provided good metrics on general local knowledge of HIV/AIDS and tuberculosis which helped Kabanga to develop and design HIV/AIDS awareness programs in 2010.

Eyeglasses for Local Communities In 2009, Kabanga collected more than 600 pairs of prescription eyeglasses, for our community members, from a variety of sources, including Kabanga employees, Xstrata Nickel’s corporate office, Barrick Gold Corporation’s corporate office (joint venture partner), and project engineering partners, Golder Associates and SNC Lavalin.

The project team organized a prescription glasses drive to help people in communities where eye check-ups are rare and those who need glasses seldom have the means to acquire them.

The Kabanga community relations team contacted the Ngara District Medical Officer who tested and classified the donated glasses. The team then sponsored a community clinic near the project and brought in an eye specialist to conduct eye examinations, distribute the prescription eyeglasses and prescribe treatment programs. Where possible, medicines were supplied by the local hospital, with Kabanga covering the cost.

All leftover eyeglasses were donated to the hospital.

Supporting Local Business Word of the success of the Kabanga-sponsored Mumilamila Umoja ni Nguvu Group tree nursery is growing and leading to the creation of new nurseries.

Three years ago, we began supporting the nursery by providing materials and technical support, and later bought seedlings for use in our drill pad revegetation program. The nursery has thrived and sparked interest among other local groups who see a business opportunity in a region that was previously devastated by the civil war in neighbouring Burundi.

http://www.xstratanickel.com/EN/Publications/ Sustainable%20Development/xni_sus_ ourapproach2010_en.pdf

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Index by Country

Botswana Mali 34 -IAMGOLD Corporation IAMGOLD Corporation - 34 38 - Lucara Diamond Corporation Mauritania Burkina Faso Kinross Gold - 36 34 - IAMGOLD Corporation 48 - Orezone Mozambique 56 - SEMAFO Burkina Faso SA Great Basin Gold - 32 Democratic Republic of Congo Namibia 16- Anvil Mining Dundee Precious Metals - 24 18 - Banro Corporation Forsys Metals - 28 40 - Lundin Mining Corporation Niger Eritrea Orezone - 48 46 - Nevsun Resources Ltd. SEMAFO Burkina Faso SA - 56 Ghana 30 - Golden Star Resources Ltd. 34 - IAMGOLD Corporation 36 - Kinross Gold 52 - Rio Tinto Alcan

Republic of Congo MagIndustries Corporation - 44 Senegal Oromin Explorations Ltd. - 50

Guinea South Africa 56 - SEMAFO Burkina Faso SA Great Basin Gold - 32 Rockwell Diamonds - 54 Lesotho 38 - Lucara Diamond Corporation Tanzania Barrick Gold Corporation - 22 Madagascar Great Basin Gold - 32 52 - Rio Tinto Alcan Xstrata Nickel - 62 58 - Sherrit International Corp Zambia First Quantum Minerals - 26

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