Newmont Mining Corporation

Newmont regularly measures its health, safety and loss prevention (HSLP) performance to ensure continuous improvement against planned and actual outcomes. Measurement and reporting indicators are critical drivers in any HSLP management system. The work culture of the company, defined as safe production, is directly influenced by what is measured and reported. As a measure of HSLP performance, Newmont monitors against defined lead and lag indicators to assess overall HSLP effectiveness, performance and safe production.

Leading Indicators

Leading indicators are designed to drive and measure activities that are carried out proactively to control and prevent illness and injury, loss to property and process. Leading indicators, when measured and monitored, provide effective information that enables the design and implementation of intervention strategies to address negative trends and loss events. The primary administrative process to measure agreed metrics for Newmont is through conformance with its HSLP management system.

Newmont's HSLP management system consists of management standards (based on the principles of quality systems), in addition to technical standards that address key risk areas for mining and mining-related activities. These standards are adopted across all Newmont operations and are assessed annually by external auditors for conformance against these standards.

Lagging Indicators

Lag indicators provide one measure of information to the company around undesired events that resulted in harm to people and/or loss of process and property. This data indicates the distance between historic and current loss performance, and helps reignite our passionate belief that ALL INJURIES ARE PREVENTABLE.

Lag indicators do not proactively measure the effectiveness of a management system. They are not necessarily an indicator of information to encourage people to take sustainable actions for their day-to-day health and safety. Lastly, they do not foster our belief that safety is a value and that excellence in safety represents the way things are done around here.

The frequency of injuries (employees and contractors) is used as one measure of safety and health performance. Newmont applies a workplace injury classification that includes lost time injuries, restricted work injuries, medical treatment injuries and total reportable injuries. The frequency rate of each injury type is calculated by multiplying the number of injuries by 200,000 and dividing by the total number of exposure hours (or hours worked by employees and contractors). The 200,000 multiplier is equivalent to a company with 100 employees, each working 2,000 hours in a calendar year.

Performance

Newmont's year-to date performance in each of the injury classifications for 2008 is indicated below.

Newmont's Lost Time Accident Frequency Rate (LTAFR) remained constant in 2008 from the previous year's rate of 0.10. There was a total of 43 Lost Time Accidents compared to 45 in 2007. In 2008, Newmont reported approximately 89.1 million exposure hours compared with 87.2 million in 2007.

Newmont's Total Reportable Accident Frequency Rate (TRAFR) also decreased by approximately 12 percent in 2008 to 0.74. The total number of reported personal injuries decreased from 366 in 2007 to 328 in 2008.

Newmont has developed indices to measure and drive performance against a set of six strategic HSLP Success Factors. The Success Factors have been defined as:

• Leadership-Consistent application of the Newmont safety principles and demanding health safety and loss prevention leadership in all employees.
• Involvement -Communicate and involve all employees and contractors in understanding and application of our HSLP values, policy and practices.
• Roles and Responsibilities-Assign clear roles and responsibilities for all Newmont employees to identify measurable objectives that drive continuous improvement.
• Systems-Implement and maintain a One Newmont HSLP management system that identifies, assesses and effectively controls HSLP risks to employees, contractors, and any potential for risk to communities near Newmont operations.
• Impacts- Protecting our people, continuous improvement processes, facilities and profits to distinguish Newmont as the industry leader by its employees, peers and the communities in which we work.
• Monitor-The performance of Newmont facilities will be periodically reviewed by internal and external sources to ensure that the organizational vision is achieved. Our performance will be reported publicly on an annual basis.

Workplace Culture

The Safety Leadership Model is expected to help Newmont achieve its preferred workplace culture of:

• Passion for success in safety, profit and external relationships.
• Strong leadership which promotes that passion, providing challenging but realistic targets, the achievement of which is continually communicated and acknowledged, and establishes a culture of job satisfaction at all levels.
• Pride in Newmont.
• High expectation of commitment, performance and energy, matched by timely acknowledgment and reward of superior performance.
• Recognition of, and commitment to competency and appropriate development.
• Promotion of opportunities within Newmont.
• Encouragement to seize opportunities through empowerment, free communication and initiative.
• Staying focused on improved performance and avoiding pettiness.
• Culture of "inclusion" through superior, consistent, relevant and regular communication.
• Absolute clarity about Newmont's desires, direction, values and targets - despite ever-changing commercial environments.