30 YEARS STRONG

Trusted Partner
2022 Sustainability and ESG Report
 Overview Our Approach to ESG Governance Environment Social 2022 Data Tables Indices

Contents
ESG Analyst Guide
We recognize the increasing level of interest in our
environmental, social and governance (ESG) performance
from our investors and the broader stakeholder community.
To facilitate assessment of our record, we have highlighted

Overview Governance Social the standards and principles that Kinross is using to guide our
performance and reporting. We encourage readers to access
37 Governance 77 Workforce the indices in this report for information at the indicator level.
3 Introduction
37 Corporate Governance and Risk 77 Health and Safety The content in this report is focused on our performance over
3 Kinross Gold Corporation
40 Managing ESG Risks 84 Employee Health and Wellness the past year. The Management Approach (MA) narrative by
4 CEO Message to Stakeholders topic is available in the Sustainability section of kinross.com.
6 Chair Message to Stakeholders 43 Aligning with ESG Standards and Frameworks 86 Employment
We have linked MA references in this report to the relevant
8 Performance Highlights 47 ESG Regulatory Compliance 88 Diversity, Equity and Inclusion content, which can be found on our website.
12 2022 External ESG Ratings 48 Ethical Conduct and Transparency 93 Human Capital Development
GRI – Global Reporting Initiative Standards
119 About this Report 48 Ethical Compliance and Anti-Corruption 94 Community Engagement
RGMP – Responsible Gold Mining Principles
120 Independent Practitioner’s Limited Assurance Report 49 Human Rights 96 Relationships with Stakeholders
UNGC – Ten Principles of the UN Global Compact
172 Cautionary Statement 51 Responsible Procurement 100 Engaging with Indigenous Peoples
SASB – Sustainability Accounting Standard Metals & Mining
173 Corporate Information 52 Public Policy 105 Key Stakeholder Issues
SDG – Sustainable Development Goals
53 Privacy and Cybersecurity 108 Generating Shared Value
53 Tax Transparency 114 Community Development
A GUIDE TO MULTI-YEAR GRAPHS
As previously reported. GRAPH
Data includes divested
operations in Russia and Continuing
Ghana, unless otherwise noted. 2018 2019 2020 2021 2022 operations.

Read Management Approach

Our Approach to ESG Environment 2022 Data Tables Identifies the topic as a material ESG topic

14 Our Environmental, Social and 55 Environment 150 Appendix: ANALYST CORNER:

Governance Strategy 56 Water Use and Water Risk Five-Year Material Topic Metrics from ETHICAL CONDUCT M
14 Our ESG strategy 60 Biodiversity and Land Use Continuing Operations
Read Management Approach
17 Our ESG Goals and Targets 65 Tailings Management and Mineral Waste
19 Material ESG Topics and Assessment 67 Integrated Mine Closure
Index GRI 205, 419 SASB
23 Stakeholder Engagement 69 Waste Management 153 GRI RGMP Principle 1 SDG 16
168 SASB UNGC Principle 10 Data Tables
30 Advancing the Sustainable Development 70 Air Quality
Goals 2022 71 Climate and Energy
Links to Data Tables

2022 SUSTAINABILITY AND ESG REPORT KINROSS GOLD Tables and figures in this report are numbered sequentially per section of content. 2
 Overview Our Approach to ESG Governance Environment Social 2022 Data Tables Indices

Kinross’ ESG vision is to be a partner of choice Cumulative benefit footprint in host countries
with all of our stakeholders – our communities and
Indigenous Peoples, shareholders, employees,
governments and suppliers. Together with our $44 billion in value generated since 2010
commitment to sustainability and responsible
mining, we embrace a values-based approach 2022 Value Generated in Host Communities1
to ensure that our environmental, social and
governance considerations are a core part of our $2.9 billion $295 million > $9.0 million
culture, strategy and plans for future growth. spent in our in taxes and royalties paid monetary and in-kind community
host countries to government investments in host communities
OUR Putting Outstanding High Rigorous
CORE people corporate performance financial
VALUES first citizenship culture discipline 99% +$535 million ~ 606,500
of Kinross’ total workforce and in total wages and benefits beneficiaries of community
Kinross is a Canadian-based global senior gold mining company 87% of management roles are investments
from within host countries
with operations and projects in the United States, Brazil, Mauritania,
Chile and Canada. Our focus is on delivering value based on the
core principles of responsible mining, operational excellence,
disciplined growth, and balance sheet strength.
All figures are in U.S. dollars unless otherwise noted. Throughout this Report, figures do not always total due to rounding.
2022
EMPLOYEES WORLDWIDE PRODUCTION REVENUE

TSX: K NYSE: KGC

6,397 1.96 million
Au eq. oz. $3.5 billion
Toronto Stock Exchange New York Stock Exchange

1. Reflects spending in operating jurisdictions, including the Great Bear project in Ontario, Canada. Does not include Corporate spend and international procurement. Does not include divested operations.
2022 SUSTAINABILITY AND ESG REPORT KINROSS GOLD 3
 Overview Our Approach to ESG Governance Environment Social 2022 Data Tables Indices

CEO Message to Stakeholders 2022 Highlights

• Advanced our performance across • Advanced our green energy projects
leading indicators of safety, doubling with the construction of the Tasiast
the number of employee safety field solar plant, expected to come online in
In Conversation with Paul Rollinson engagements year-over-year. the second half of 2023.

Kinross’ Board of Directors, Senior Leadership Team and its employees continued to • Generated $3.3 billion in economic • Expanded the functional representation
maintain strong sustainability performance in 2022, underpinned by the high ESG standards benefits through taxes, wages, on our ESG Steering Committee to
embedded in our culture and core values and the strong commitment of our workforce to ESG procurement, and community support. reflect the strategic importance of
performance. Our standards and relentless commitment to ESG are reflected in the Company’s Since 2010, we have contributed human capital and diversity, equity
updated 2022 ESG strategy. Paul Rollinson discusses Kinross’ updated ESG strategy and $44 billion to our host countries. and inclusion (DEI) to our ESG strategy.
management’s focus and overall approach in the context of our business and the evolving
• Contributed $11 million in monetary • Highest ranked Canadian mining
sustainability landscape.
and in-kind community investments in company in The Globe and Mail’s
host communities and corporately. annual governance review.
OUR APPROACH TO ESG
• Continued to sustain high levels • Recognized as one of Greater
1. Has the launch of Kinross’ updated ESG strategy in 2022 of in-country employment with 99% Toronto’s Top Employers for the fifth
changed your approach to safety and sustainability? of our workforce and 87% of consecutive year.
J. Paul Rollinson management from within host countries.
The safety and health of our people, environmental stewardship and the well-being of our • Recognized for environmental
President and Chief Executive Officer host communities has always been our highest priority, and these are non-negotiable. With • Maintained consistently high ESG leadership by the Alaska Miners’
increasing investor interest in ESG, together with our culture of continuous improvement, this ratings as measured by the S&P CSA, Association for best management
year was an opportune moment to take stock of our approach to safety and sustainability. Our MSCI, Refinitiv, Moody’s ESG, and practices in environmental protection
updated ESG strategy builds upon our long-standing commitment to mining responsibly, our Sustainalytics, ranking well among or restoration initiatives for Kinross’
reputation as a steady technical operator, and our focus on “getting it right on the ground.” our peers. partnership with Trout Unlimited to
As a result of our updated strategy, our approach to ESG is now more holistic and forward- create the Alaska Abandoned Mine
• Completed third-party assurance
looking. Our goal is to be a partner of choice for our employees, communities, Indigenous Initiative.
of Kinross’ compliance with
Peoples, investors, governments, suppliers, and broader stakeholders, while at the same the RGMPs verifying zero non- • Received the Leadership in Concurrent
time ensuring we closely manage ESG risks and deliver long-term value to our stakeholders.
conformances at corporate and Mine Reclamation Award at Bald
Our ESG strategy, introduced in this Report, outlines Kinross’ strategic vision across our three two sites. Mountain for Excellence in Mine
key pillars of Workforce and Community, Natural Capital and Climate and Energy through Reclamation from the Nevada Division
• Announced a 30% reduction
2030 and beyond. We see each pillar as a “Priority Focus” for Kinross with aspirational goals, of Minerals, Department of Wildlife,
coupled with short- and long-term interim targets over the next five to ten years. Together, target set for Scope 1 and Scope 2
Greenhouse Gas (GHG) emissions Division of Environmental Protection,
they create a comprehensive roadmap for ESG management. So far, the feedback we’re
intensity (per gold equivalent ounce) Bureau of Land Management, and the
receiving from employees on the frontlines and across our diverse operations and projects is
produced by 2030. U.S. Forest Services.
very positive.

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CEO Message to Stakeholders: In Conversation with Paul Rollinson

ESG CHALLENGES AND PROGRESS NEW VISION and is on track for completion in the second half of 2023. iii: Tailings Management: When it comes to the
Alongside the direct benefits this initiative brings to Tasiast environment, ensuring the continued safe management of
2. Beyond the ESG strategy, what do you 3. Environmental performance is key for and to our climate strategy, reducing GHG emissions and our tailings facilities is a constant priority. We have a 30-year
think were the most significant ESG many companies. Can you tell us about committing to renewable energy are goals we share with track record of safe management of our tailings facilities.
priorities and areas of progress for the new pillar of your ESG strategy, our partners in the government of Mauritania. To learn We continue to fine tune our approach to tailings
more, read Climate and Energy. management and in 2022 took additional measures to
Kinross in 2022? Natural Capital? strengthen our tailings review program on our path to
Making sure everyone at our operations goes home safe Our strategic ESG focus is underpinned by a new vision for alignment with the Global Industry Standard on Tailings
LOOKING AHEAD Management. To learn more, read Tailings Management.
at the end of every day is always going to be my number Natural Capital, which is fundamentally about best practice
one priority – our work is never done in this area. In 2022, in reclamation and the restoration of natural habitats. For 4. What other ESG accomplishments and
we made significant improvements across all leading areas example, this year both our Fort Knox and Bald Mountain CONTINUED ESG FOCUS
of safety performance. Our intensive focus on Critical Risk sites were recognized for their environmental leadership
issues are on your radar?
Management contributed to a 120% increase in the number based on our best management practices in these areas. i: Responsible Gold Mining Principles: We’re committed 5. As a society, we are seeing an increasing
of critical control weaknesses identified over the prior year. At Paracatu, our biodiversity strategy is well-regarded for to the Responsible Gold Mining Principles (RGMPs), focus and demand for companies when
We also launched our new Global Safety Learning Forum, its work on strengthening the biodiversity resilience of the World Gold Council’s framework that sets out clear
an exciting opportunity for us to advance our people- the Cerrado biome, a rich biodiversity area composed of it comes to ESG. How do you think
expectations for industry, consumers, investors, and supply
centric safety philosophy through site-level engagement grasslands amid forests in the highlands of central Brazil. chain as to what constitutes responsible gold mining. Kinross’ updated ESG strategy will
and shared learnings across our operations. Despite these
As an avid outdoors enthusiast, I am particularly proud We completed the independent assurance process both be able to meet these increasingly
accomplishments, we were deeply saddened that we fell corporately and at two of our operating sites this year
of the partnership that we have maintained with Trout demanding expectations?
short of our goals when a fatal accident at our Tasiast site and the results show that we are in full conformance.
Unlimited since 2015. It is an excellent example of
occurred. Sadly, it is a tragic reminder that we must always This process also helped us identify opportunities for I think we are well positioned to meet the increasingly
environmental partnering opportunities available to us. demanding ESG expectations of society. This is because we
do better. Preventing fatalities is our number one goal and enhancement, such as due diligence and ongoing human
Together, we have made significant contributions to have a deep commitment to continuous improvement as
a loss of life at our Company is unacceptable. rights governance. We have created a new Corporate
recover historic mining areas, returning them to nature and well as a dynamic approach to ESG with a robust strategy
public access in Alaska, Montana and Nevada. I want to Taskforce on Human Rights to carry this work forward.
A significant area of progress for us in ESG is our guiding us forward. While safety is always our number one
commitment to Diversity, Equity, and Inclusion (DEI), see us establish similar types of partnerships in our other ii: Indigenous Agreements: Maintaining and building priority, continuing to enhance our successful sustainability
which is central to our business. From my role as Chair operating countries. No one can do it alone and going strong relationships with Indigenous communities is very track record and mining responsibly will always be front
of our Global DEI Council, I can see firsthand the great forward, our vision is to embed nature-related decisions important to Kinross and to me personally. Over the past and centre for me, our employees and the Company. We
progress we are making. It’s important to our Company’s and embrace nature-related conservation projects and year, I have spent time with leaders of the Indigenous need to keep our eyes on what I see as the key focus areas
success that we continue to foster a diverse and inclusive strategic partnerships that add socio-economic value along communities related to our Great Bear development of ESG for Kinross: managing ESG-related risks, measuring
workplace so that everyone who works at Kinross feels that a path to being nature net-positive. To learn more, read project and am learning more about their traditional values our performance, providing transparent reporting to our
they are respected, valued and that their voices are being Biodiversity and Land Use. and perspectives. We recognize and respect that we stakeholders, and having an ESG strategy that delivers long-
heard. While there is more work to be done, we have a operate on the traditional lands of Indigenous Peoples in term value to our stakeholders.
Our commitment to being net-zero GHG by 2050 remains
comprehensive DEI program with global training on the Canada and in other locations around the world. Our goal
front and centre and we’ve made significant progress Our ESG strategy, with its aspirations and clear roadmap,
critical topics of anti-racism, gender equity, unconscious is to work closely with Indigenous Peoples and to bring
advancing our climate strategy toward that goal, notably is representative of the work we are doing to meet the
bias, and inclusive hiring. To learn more, read Diversity, important sustainable, socio-economic benefits to these
in renewable energy and related projects and their expectations of our stakeholders in an evolving sustainability
Equity and Inclusion. communities beyond the life of the project. To learn more,
contribution to our business. At La Coipa, we are using landscape while delivering long-term value. I look forward
100% renewable power to serve the mine site. Our 34MW read Engaging with Indigenous Peoples.
to further progress by our more than 14,000 employees and
solar power plant at Tasiast is currently under construction contractors during this coming year.

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Chair Message to Stakeholders

Renewing ESG Commitment employees in the past five years. It also highlights the work of our Global Diversity, Equity,
and Inclusion (DEI) Council who set and champion our I&D strategy. Diversity is also a
Kinross’ Board of Directors oversees the Company’s high operating standards for priority at our Board level as we continue to broaden representation beyond gender and
environmental, social and governance (ESG) initiatives, which are embedded in the across designated diversity groups. At this year’s annual general meeting, 40% of our Board
Company’s culture and reflected in its core values. However, as the world grows more nominees meet one or more diversity characteristics.
complex, our stakeholders’ expectations are evolving, growing, and spanning all aspects of
When we consider the future, we have to address one of the most complex challenges the
sustainability. The Board believes that management’s strategic focus and strong commitment
world faces and a critical focus for Kinross – climate change. The Company continues to
to ESG together with the inclusion of ESG metrics in measuring the Company’s’ performance
take concrete steps by embedding GHG reduction targets in the business performance so
demonstrates Kinross’ readiness and commitment to meet these needs head on.
one cannot be successful without the other. This also includes aligning forecasted emissions
We are at a point in time where taking action on sustainability and its complex challenges directly into mine models for all assets and projects to better understand the potential GHG
offers exciting opportunities to renew our ESG commitment and build on Kinross’ already impacts in decision-making. Learn more about Kinross’ Climate Change Strategy here.
strong ESG performance that delivers real, lasting benefits for the owners of our Company
as well as the wider communities in which we operate. To that end, the Company updated its Focus on ESG Governance and Reporting
ESG strategy in 2022, focusing on Workforce and Community, Natural Capital and Climate
We pride ourselves on our commitment to strong corporate governance and fulsome ESG
Catherine McLeod-Seltzer and Energy with performance-based targets through 2030 and beyond.
reporting, which we believe is key to delivering the excellence that our stakeholders expect.
Chair of the Board The updated ESG strategy continues to be driven by a focus on the Company’s First The Board continues to oversee the delivery of the Company’s ESG commitments, receiving
Priorities and Values, and Putting People First is the top priority of our business. A fatality regular progress and status updates from our Corporate Responsibility and Technical
at our Tasiast site last year underscores the vital importance of management’s commitment Committee (CRTC) and the ESG Executive Committee, comprised of members of the senior
to keeping people safe. The Board has given its full support to management in realigning management team.
the Company’s focus on safety, through implementing the Global Safety Forum, Safety
The ESG Executive Committee continue to take a leadership role in enhanced transparency
Excellence program and an increased focus on key leading metrics that will ensure the safety
and ESG reporting, as well as identifying ESG opportunities. Matters reviewed by the ESG
of all our people across our operations.
Executive Committee during 2022 included:

Progressing ESG Performance • Advancing the development of a refreshed ESG strategy for Kinross

A safe workplace is also an inclusive one where people feel inspired, trusted, and supported • Leading the development of Kinross’ public ESG targets over the short, medium,
so they can be, and bring, their best. Our commitment to this principle is demonstrated and long term
by progressively more women holding leadership positions, with approximately 33% of
• Ensuring our reporting is subject to external assurance annually
our senior leadership team being female and achieving the highest percentage of female

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Our Board continues to have confidence Additionally, in 2022, we enhanced our ESG metric in the executive short-term incentive No single corporation, country or region can solve the complicated global ESG issues we
compensation plan by increasing its weighting from 20% to 25% with the addition of a new face. The more people that are engaged, and the more we collaborate with stakeholders,
in the approach to ESG taken by the ESG initiative metric. In 2022, this metric focused on developing our ESG strategy and diversity including our peers, governments, suppliers and others, the greater our likelihood to change
Kinross management team. action plan and in 2023 will focus on the Tasiast solar plant, climate studies, our diversity the climate change trajectory. When we look back years from now, we will be proud of the
strategy, and supply chain governance. We believe this is a logical progression as we identify collective action undertaken to build a better future.
performance goals across a broader range of ESG topics.
Sincerely,
Our Board continues to have confidence in the approach to ESG taken by the Kinross management
Catherine McLeod-Seltzer
team. As I write this letter, the Board is just returning from a site visit to our Paracatu mine in Brazil
Chair of the Board
where we have seen firsthand how our approach builds long-term benefits for the Company, its
stakeholders, and our host countries, and importantly, how our employees are some of our most
enthusiastic champions of Kinross’ ESG initiatives.

Kinross Directors on site at Tasiast

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Performance Highlights
This report introduces a new structure for reporting our performance highlights that aligns with Kinross’ environmental, social and
governance strategy and supports the structure of this 2022 report. The 2021 column (far right) reflects performance previously
reported and assured in 2021. In addition, to support an accurate comparison of actual 2022 versus the prior year, we have provided
adjusted data for 2021 (continuing operations) (middle), which restates 2021 data excluding our Russian and Ghanaian operations,
both of which were divested in 2022.

Material Topic Metrics Targets 2022 20211 20212 2022 Performance

(Continuing (As reported)
Operations)

GOVERNANCE
Ethics and • Corporate, regional and site • Achieve greater than 90% completion of anti- 94 A 94 94 • With COVID-19 restrictions easing in 2022, the Company launched a campaign to maintain and
management anti-corruption corruption training among management. strengthen awareness of its Core policies (and anti-corruption policy therein) through renewed live
Transparency
training in the last two years training, which is interactive and the most effective with our employees. Anti-corruption training
(% of management) over the past two years remained at 77% for all employees and 94% for corporate, regional and
site management.

• Substantiated cases of corruption • Zero substantiated cases of public corruption. 0 0 0 • Maintained ongoing record of zero substantiated cases of public corruption.

Human • Substantiated allegations of • Zero substantiated cases of human 2 2 3 • A total of two complaints regarding human rights (pertaining to harassment received through
human rights violations (number) rights violations. Kinross’ Integrity Hotline) were found to be substantiated.
Rights

Security • Percentage of security workforce • Completed annual HRA&VP training to over 100 93 94 • Completed training of 100% of our security personnel at sites, exceeding our annual target.
that completed Human Rights 95% of security workforce.
Adherence and Verification
(HRA&VP) training (%)

Engagement • Stakeholders engaged per day • Exceed stakeholder target of three 37 29 33 • Recorded 78,955 interactions, with an engagement rate similar to the five-year average of 34,
per operation (number of people) engagements per day per site. and with 83% of sites increasing their number of stakeholder interactions.

• Key stakeholder interactions vs. • Maintained planned stakeholder interaction 97 97 94 • Initiated our early engagement program at Great Bear and continued to advance stakeholder
planned (% completion) rate at or above 85%. engagement at our Manh Choh and Lobo-Marte development projects.

1. Recalculated 2021 published data to remove divested operations in Ghana and Russia.
2. Data as published in 2021 Sustainability Report, which included Ghana and Russia operations. Favourable against targets
* Assured: KPMG LLP has performed a limited assurance engagement for a select number of our
KPIs, which have been identified with an A throughout this report. You can read more about the Unfavourable against targets
scope of KPMG’s work, including the scope of the assurance, on pages 120-121 of this Report. A Assured*

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Performance Highlights (continued) Favourable against targets

Unfavourable against targets
A Assured*

Material Topic Metrics Targets 2022 20211 20212 2022 Performance

(Continuing (As reported)
Operations)

EN V IR O NMENTAL
Water • Water intensity • Water intensity (m3/tonne ore processed) 0.414 A 0.447 0.449 • Water intensity declined by 8% from 2021 to 0.414 m3/t in 2022, driven by more tonnes processed
(m3/tonne of ore processed) within 10% of five-year average. (17% greater than 2021) and a large decline in net water storage at Paracatu. Water intensity was also
better than our five-year average of 0.424 m3 per tonne of ore processed.

• Water recycle rate • Achieve water recycle rate of 74% or greater. 78 A 80 80 • We maintained a high rate of water recycle of 78%, consistent with the five-year average of 80%.

Energy • Energy intensity • Monitor and report trends vs. five-year average. 122 A 135 154 • Energy intensity was down significantly from 2021 due to divestiture of our Russia operations,
(MJ/tonne of ore processed) which had the highest energy intensity for all sites, and an improvement compared with 135MJ per
tonne from continuing operations in 2021 primarily due to more tonnes of ore processed in 2022.
Energy intensity for 2022 was well below the five-year average of 148 MJ per tonne.

Greenhouse • GHG intensity rate • Maintain GHG intensity rates comparable to 8.7 A 10.2 11.8 • Lower intensity in 2022 was due to lower Scope 1 and 2 emissions combined with increased
(kg CO2e/tonne of ore processed peers in gold mining sector. tonnes of ore processed vs. 2021.
Gas
Emissions • GHG intensity rate 740 970 808 • Lower intensity in 2022 was due to lower Scope 1 and 2 emissions combined with similar gold
(kg CO2e/Au eq. oz.) A production vs. 2021. We are trending well towards our 2030 target of a 30% reduction over our
2021 baseline to 679.

Tailings • Tailings facilities incidents • Zero reportable/compliance incidents at all 0 0 0 • Marked the 30th consecutive year with zero compliance incidents at Kinross tailings facilities.
(number) tailings facilities.
Management • Independent reviews were conducted at 100% of our sites in the past three years.

Land • Land reclaimed at active • Monitor and report trend vs. five-year average. 40 81 105 • Continued land reclamation at the Santo Antonio tailings facility at Paracatu, related to this
operations (ha) A facility’s overall closure plan. Reclaimed 40 ha of land in 2022, below our five-year average of 194
ha, which includes all operating sites in each year.

Biodiversity • Biodiversity (% of mine locations • All mine locations in areas of critical/high 100 100 100 • Biological resource management plans were in place at all active mine locations, three of which,
with biological resource biodiversity value will have biological resource Paracatu, Bald Mountain and Tasiast, are located near or adjacent to areas of high/critical biodiversity.
management plans) in areas of management plans.
critical/high biodiversity value

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Performance Highlights (continued) Favourable against targets

Unfavourable against targets
A Assured*

Material Topic Metrics Targets 2022 20211 20212 2022 Performance

(Continuing (As reported)
Operations)

SOCIAL
• Fatalities • Zero employee and contractor fatalities. 1 n/a 1 • Regrettably, we fell short of the high safety standards that we set for ourselves, when in June 2022
Safety A
an incident resulted in the death of an employee at our Tasiast mine.
• Total Reportable Injury Frequency • Report a combined employee and contractor 0.34 A n/a 0.34 • Our TRIFR remained steady year-over-year and continues to be among the lowest among our
Rate (TRIFR) TRIFR of .33 per 200,000 hours or better. peers. However, results are slightly above our target.
(per 200,000 hours worked) • TRIFR for employees improved significantly this year to 0.30 from 0.38 while TRIFR for contractors
worsened to 0.38 from 0.31 in 2021 at continuing operations.
• Total Employee Field • Demonstrate visible on-the-ground leadership 10.0 n/a 6.7 • Achieved a record rate of 10.0 field engagements, meeting our new target for leading
Engagements – 10 field safety engagements per employee performance and significantly higher than the previous record of 6.7 in 2021.
(per employee/per year) for leading performance.
• Total Corrected Hazards • Engage the entire workforce in safety 5.3 n/a 3.9 • Achieved a record rate of 5.3 corrected hazards per employee, meeting the threshold for
(per employee/per year) improvement – 10 corrected hazards per successful performance, and significantly higher than 3.9 in 2021.
employee for leading performance.
• Critical Risk Management • Drive implementation of effective critical 14 n/a 11 • Intensified our Company-wide focus on critical risks across the Company and delivered strong
(average number of deep risk management programs through and record-level results including a 120% increase in the number of critical risks identified in 2022
dive reviews) comprehensive corporate reviews with site risk over 2021.
owners – minimum 10 per site.

Workforce • Turnover – involuntary • Combined turnover rate of 12% or less. 4.5 A 4.5 4.7 • Recorded an increase in total turnover rate for continuing operations to 13.8% in 2022 from 12.5%
(% of total workforce) in 2021, including an increase in voluntary turnover as employee mobility combined with a tight
• Turnover – voluntary 9.3 A 8.0 7.2 labour market in many of our jurisdictions contributed to employees seeking new opportunities.
(% of total workforce)
• Workforce from within • In-country workforce of 95% or higher and 99 A 99 99 • Maintained our high rate of in-country employment. At Tasiast, 96.4% of the workforce is from
host countries maintain percentage of in-country managers. within country, similar to the level in 2021 at 96.9%.
(% of in-country workforce)
• Gender diversity – women • Advance the four pillars of our Diversity, Equity 13.3 A 13.0 12.2 • Achieved the highest percentage of women employees at Kinross in the past five years.
(% of total workforce) and Inclusion Strategy. • Reached the highest percentage of women in management positions at 21%, including 33%
of executives, 22% of managers and 21% of junior management roles.
• Reported the highest percentage of women in STEM roles at 15%.

* 2022 safety metrics include Russia and Ghana.

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Performance Highlights (continued) Favourable against targets

Unfavourable against targets
A Assured*

Material Topic Metrics Targets 2022 20211 20212 2022 Performance

(Continuing (As reported)
Operations)

SOCIAL
Community • Grievances and community issues • Monitor and report trend vs. five-year average. 9 A 11 21 • Received and resolved nine grievances across the Company.
(number)

Grievances • Grievances (% resolved within • Resolve all (100%) grievances within the target 78 A 82 95 • All grievances were resolved but two required more than the time frame established by site
target time frame) time frame. grievance mechanisms. One grievance in Chile was delayed due to a dialogue process with the
grievant and one at Tasiast was delayed due to the time taken to obtain a veterinary report for an
animal fatality.
• Community and media feedback • Total positive feedback at least nine times 7,201 4,759 7,329 • Received over 7,200 positive expressions (positive feedback and media), only slightly less than
Stakeholder
– positive expressions (number) greater than total negative feedback (five-year 2021 including Russia and Ghana.
Feedback average ratio).
• Community and media feedback 257 413 433 • Negative expressions were at the lowest level in five years, driven by a large decline at Paracatu,
– negative expressions (number) where measures such as the acoustic barrier have helped reduce perception of mine impacts.
• Host country total spend (as a % • In-country portion of the benefit footprint 78 82 82 • Breakdown of the total 2022 BFP was: 72% procurement, 19% wages and benefits, and 9%
Local Benefit
of total spend in all jurisdictions) (BFP) payments to governments.
• Local component of total benefit • Local area BFP at 20% or more of total BFP. 28 28 25 • The local component of the BFP compares with 18% regional, 32% national, and 22% international
footprint (BFP) (value distributed and corporate.
locally)
• Community and corporate 10.8 6.2 9.0 • Sustained our active program of community investment, with the greatest proportion of community
contributions including cash and spending, in-kind contributions and beneficiaries in the area of community activities and services.
estimated in-kind, and third-party • Total contributions spend at approximately Paracatu continued its strategic investment program through tax incentives, with $6.6 million
support ($millions, and as a % of 1% of EBITDA over five years. invested since 2018.
EBITDA excluding impairment 0.8 0.4 0.6
• In-kind contributions represented 25% of site-level donations, below our 5-year average of 35%.
charges of reversals of impairment)

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 Overview Our Approach to ESG Governance Environment Social 2022 Data Tables Indices

2022 External ESG Ratings Figure 1

2022 KINROSS RELATIVE PERFORMANCE ON ESG RATINGS*

100 100
Throughout Kinross’ thirty-year history, our primary focus has been on consistently delivering strong ESG performance
at our operations and development projects, supported and guided by a robust framework of ESG policies and 80 80
practices. Driven by a corporate-wide commitment to operational excellence and continuous improvement, our 5-year
5-yeartrend
trendof
ofKinross
KinrossESG
ESGestimated
estimatedpercentile
percentilerankings
rankings Percentile ranking based on: (1) S&P
ESG score 74; 97th percentile, (2)
goal is always to strive for best-in-class performance across all material areas of ESG. 60 11th out of 90 gold peers (ESG risk 60
score 24.9), (3) 92nd percentile; 4th
out of 56, (4) achieved a C+ rating
As in other areas of corporate performance, we regularly benchmark against our industry peers and the broader business out of 188 in sector; approximately

community on our ESG performance; in the case of ESG this includes external ESG ratings. We actively participate in 40 2% score B, 5% B- and 10% C+, with
the balance at C or below; assume
40
KGC at midpoint of C+ percentile
recognized assessments such as the S&P Global Corporate Sustainability Assessent (CSA), as well as CDP Climate, group, (5) A- score 80.26 out of 100,
up from B+ the prior year, (6) score
CDP Water and CDP Forest, where issuer input is required. 20 93 out of 100, (7) maintained an A 20
rating; 32% of peers rated AA or
higher, 14% as A; assume KGC at
In 2022, our ESG performance continued to rank highly within our peer group as measured by S&P ESG Global, Sustainalytics, midpoint of A percentile group.
0 * As of March 31, 2023. 0
MSCI, ISS ESG, Moody’s, Refinitiv and The(2) Globe and Mail’s annual board governance assessment (Figure 1).
S&P Global
(1)
Sustainalytics Moody’s
(3)
ISS
(4)
Refinitiv
(5)
G&M
(6) (7)
MSCI S&P Global (1) Sustainalytics (2) Moody’s (3) ISS (4) Refinitiv (5) G&M (6) MSCI (7)
(Nov 2022) (Dec 2022) (June 2022) (Jan 2023) (June 2022) (Dec 2022) (Nov 2022) (Nov 2022) (Dec 2022) (June 2022) (Jan 2023) (June 2022) (Dec 2022) (Nov 2022)
Over the past five years, Kinross has maintained consistently high percentile ESG rankings (Figure 2). Kinross received its
1 highest S&P ESG Global rating in 2022, ranking in the 97th percentile of the MNX Metals and Mining sector out of 243 1 1

companies assessed. Our Sustainalytics risk rating score also improved, placing Kinross 15th out of 121 precious metals
companies and a significant 10-point improvement, and lowering Kinross’ risk score to medium risk (score 24.9). We
maintained our MSCI “A” rating for the third consecutive year. Kinross’ Moody’s ESG score, assessed every two years, Figure 2
received above sector average scores across all areas of ESG, and ranked Kinross 4th out of 51 companies in the sector. FIVE-YEAR TREND OF KINROSS ESTIMATED PERCENTILE RANKINGS DJSI/S&P Global
On the corporate governance side only, we continued to be among the leaders in The Globe and Mail ranking of Canadian Sustainalytics
companies (15th out of 226), achieving a score of 93 out of 100, the highest among Canadian mining companies in 2022. MSCI
100
100 ISS ESG

97
97
80
80 91
91 94
94 91
91
88 90
88 90 85 84
85 88
88
84
76 74
76 74 75
75
60
60 72
72
67
67 68 69
68 69
63
63 61
61
40
40

Percentile ranking based on ESG

20
20 reports. In some cases, the exact
percentile ranking is provided; in
others, we assume that Kinross
scores at the midpoint of its ESG
00 score band in order to calculate the
percentile ranking.

2018
2018 2019
2019 2020
2020 2021
2021 2022
2022

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Our Approach to ESG Our ESG strategy is integral to our business purpose and strategy and is sharply
focused on our priorities of Workforce and Community, Natural Capital and
Climate Change. This section of the report provides insight into our vision for
ESG, including objective targets in the short, medium and long term.

Our Environmental, Social and

Governance Strategy 14
Our ESG strategy 14
Our ESG Goals and Targets 17
Material ESG Topics and Assessment 19
Stakeholder Engagement 23
Advancing the Sustainable
Development Goals 2022 30

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Our Environmental, Social and Governance Strategy

Our ESG vision is to be the partner of choice for our stakeholders by delivering sustainable and meaningful To ensure that we are keeping pace with rapidly evolving expectations around ESG, we engaged with external and internal
outcomes. Our refreshed ESG strategy, launched in 2022, builds upon our history of trusted partnerships with stakeholders, assessed global regulatory trends and frameworks, performed benchmarking within the mining and broader
employees, communities, Indigenous Peoples, governments, suppliers and shareholders, and brings together materials industry, and evaluated the global context for sustainability. This comprehensive and inclusive process provided
a roadmap of long-term, mid-term and short-term targets that are connected to every aspect of our business. insights which informed the development of our strategy. Our process was influenced by the concepts underlying “double
materiality”, considering both our external impacts on people and the planet, and impacts on business value. Investor
interactions with both our Board and management underscored the rising focus on broader ESG topics and regulatory trends,
OUR ESG STRATEGY particularly in climate change and energy. In parallel, we recognized opportunities to help us meet growing expectations
Our refreshed ESG strategy enhances our ability to address the broader context for ESG in today’s world. It complements around purposeful work and culture for our current and future employees.
Kinross’ long-standing approach to sustainability, while enhancing our focus on Kinross’ material ESG priorities and associated
risks and opportunities. This leads to an overall goal of shared value outcomes for our People, our Planet and our Projects The result is an ESG strategy that reaffirms the importance of ESG as integral to our business purpose and strategy, while
(Assets). Priority Focus areas include workforce and community, natural capital and climate and energy (see Figure 1). providing a pathway and objective targets in the short, medium and long term.

Our ESG strategy is integrated with our operational performance and governance across all levels of our business. It is
therefore tied to business outcomes as well as impacts and risks to our stakeholders, the latter providing an essential human

Figure 1 OUR ESG STRATEGY

How we are looking at ESG strategy What it will look like

• With our communities, shareholders, • Best access to best people

T HE P RIZ E Be the Partner of Choice employees, governments, suppliers • A diverse and inclusive workforce
FOR O UR P E O P LE
• Community legacy strategy
• Workforce and Communities
F O RWA R D • Culture of innovative and resilient leaders who are empowered to think creatively and act proactively
Priority Focus Areas • Natural Capital
L O O KIN G
• Climate and Energy
• Greenhouse gas emissions reductions (ideally with a return on investment and projects)
• ESG intelligence process FOR O UR P LANE T • Go beyond mitigating impacts to the environment
• Assessment, prioritization and response to • Designing for nature-positive outcomes
S T RU CT U R A L Strengthen ESG Governance evolving ESG trends
• Cross-functional teams
• Increased acceptance in host communities and society
• Focus on our First Priorities (Health & Safety, Environment, FOR O UR
PRO J E C TS • Lower cost, more secure energy supplies
F O U N DAT I O N A L Getting it right on the ground and Communities)
( AS SE TS) • Identifying alternate (revenue generating) uses for our lands
• Focus on individual accountability in all areas of sustainability

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rights lens to our strategy. Kinross has always relied upon a steadfast commitment to “getting it right on the ground” at our
operations and projects through our first priorities and the importance of individual people in driving performance. It is the Validating our ESG Strategy
foundation of our ESG strategy and a defining attribute of our approach to sustainability.
We intend that our ESG strategy be dynamic, both adapting to changes in our material ESG risk areas and responding
Our ESG strategy includes a robust governance structure, which we continue to strengthen in response to evolving ESG to progress and challenges in the implementation of a broad range of actions across the organization. As a result,
trends, as well as results from ongoing external assurance of our implementation of the Responsible Gold Mining Principles. ongoing consultation, within and outside of our business, is an essential part of our ESG program.

At the outset of the strategy review, we dedicated additional corporate resources to ESG to lead the development of our In support of this initiative, in late 2022 and early 2023, we engaged with our six operating sites as well as development
ESG strategy and created an ESG Executive Committee to strengthen our Company’s capacity to proactively address ESG projects, sharing the updated ESG strategy and taking into account operational perspectives on what is achievable and
matters. The Committee is accountable for keeping Kinross’ Senior Leadership Team and our Board apprised of our progress. the hierarchy of our ESG priorities. We were able to conduct more than 90 individual interviews on our strategy and
We also broadened the membership of our ESG Steering Committee to embed cross-functional engagement in ESG matters. roadmaps, and approximately 10 broader group sessions ranging from mine site senior leadership to front-line workers.
(See ESG Governance and Figure 1).
Feedback from our our consultation exercise was favourable, with support for a clearly defined long-term vision across
At the centre of our strategy is a sharpened focus on our most material ESG priorities for Kinross and those of our our three ESG focus areas. Our sites welcomed the opportunity to provide input, to learn how they can align with the
stakeholders, with three Priority ESG Focus Areas, including: ESG strategy and focus areas, and in particular how the many good initiatives at site level can be captured within the
overarching ESG strategy. ESG focus areas for sites are influenced by their particular operating contexts, while at the
• Workforce and Communities by maintaining health and safety as our number one priority, working constantly to develop
same time showing common themes.
strong, trust-based relationships with our stakeholders, deliver the results they expect, and strengthen our participatory
approach to community-led partnerships and programs. We will continue to foster an agile culture in which these key Key site feedback includes:
people-related commitments are embedded and celebrated.
• Strengthening our relationships with Indigenous communities through commitments and partnerships as a core
• Natural Capital as we continue to build on the substantial conservation efforts made across our sites and advance our component of our focus on community.
understanding of Kinross’ position within the recommendations of the Task Force on Nature-related Financial Disclosures
• Increasing our focus on talent attraction and retention, considering the modern work environment and employee
and identify our path to alignment.
well-being.
• Climate and Energy through advancing our action plan pertaining to efficiency projects, renewable energy and
• Ensuring that training and upskilling are focused on providing meaningful careers.
partnerships, and helping us progress along our path to meeting our net-zero target by 2050.
• Identifying opportunities to communicate with all employees on ESG and share our ESG successes.

• Maintaining our strong record on environmental compliance.

Through this comprehensive process of cross-functional engagement, we have obtained support from our operations
for the execution roadmap. The result is an ESG strategy shared and embedded across the organization, from
corporate to the sites and projects.

Looking ahead, we have identified a comprehensive set of interim internal targets and associated metrics, as well as
interim external targets, across our Priority Focus areas, which together with our aspirational goals and vision, define
Kinross’ ESG roadmap though to 2030. To learn more, see Our ESG Goals and Targets (Table 1).

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Next Steps
In 2023, we will address key areas to support our ESG strategy, which are:

• Ensure awareness and understanding of the strategy across all areas of our Company,

• Assignment of resources (people and funding) to both foundational and priority areas and projects, and

• Continued improvements in our governance.

Among our priorities, we are working to address several challenges, among them:

• Further our understanding of stakeholder expectations around the interface between our projects and operations and
Natural Capital and developing a strategy which makes business sense.

• Implementing recommendations following our assurance process for the RGMPs to strengthen our governance and process
for human rights in a way which is practical and aligned with the United Nations Guiding Principles on Business and Human
Rights (UNGPs).

• Reviewing and analyzing the results of our first formal and full assessment of our Scope 3 emissions and developing an
understanding of what these may mean in terms of business strategy.

Going forward, we will keep a steady focus on advancing our ESG strategy implementation and supporting initiatives, notably:

• Delivering on our short- and medium-term targets and ensuring a viable pathway to reach our long-term goals.

• Expanding and strengthening our human rights governance and management framework in line with evolving expectations
and emerging legislative requirements.

• Maintaining our focus on the role of innovation in advancing our ESG goals in key areas such as energy generation options
(i.e., nuclear, solar, wind, battery electric vehicles, hydrogen).

• Developing and launching a refreshed ESG communications strategy, internally and externally using an audience-focused
approach and effective story-telling, leveraging our employees’ personal stories, digital media, and increased engagement.

Figure 2
OUR ESG ROADMAP
Materiality Mid-term Short-term
Long-term
assessment and ESG Strategy Vision targets targets
targets 2030
validation 3 to 5 years 1 to 2 years

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OUR ESG GOALS AND TARGETS Performance results in First Priorities inform Kinross’ Corporate Responsibility Performance Metric (CRPM) scores as part
of our executive compensation program, which represents 25% of short-term incentive variable compensation. See 2023
Our refreshed ESG strategy sets forth Kinross’ aspirations across all four ESG strategic priorities, supported by
Management Information Circular.
qualitative and quantitative short-, medium- and longer-term goals which serve as a blueprint to guide our work
through to 2030. These elements are summarized in Table 1. At Kinross, we use our internal Global Four Point Planning (4PP) process to identify and set annual internal performance
objectives and targets across four main categories: First Priorities; Deliver Cash Flow; Future Value; and Building the
Our 2030 targets provide an objective view of where we want to be by the end of the decade, with medium-term (two to three
Foundation. These objectives and targets are set for each site and then combined into an overall corporate plan. Hence,
year) and 2023 targets bringing things back to active, tactical work towards the realization of our strategic goals.
ESG annual objectives and targets will now be embedded in site 4PPs as well as those of corporate.
In terms of short-term planning and targets, and beginning in 2023, we are expanding the scope of our First Priorities
We expect to review and update our ESG goals regularly as milestones are reached, our business and operating context
(historically including Health and Safety, Environment and Communities) to include corporate and site-level annual targets
progresses and changes, and stakeholder expectations continue to evolve.
specific to our ESG strategic priorities to help further embed ESG across the Company.

TABLE 1: ESG Priorities, Goals and Future Focus

ESG Strategic Priority Aspiration/Vision 2030 Goals Medium-term Goals (2 to 3 years) 2023 Goals
• Community well-being improves due to the • Measurable improvement in community well-being, • All sites and projects have co-developed • Roll out updated Social Performance standards
presence of our operations and projects. or components thereof, relative to baseline, in the 2030 goals with local communities and have and start site training, including exploration
2022-2025 period (measured through primary and implemented action plans. and projects.
• Strong stakeholder relationships and perception
secondary data sources).
of Kinross. • All sites are measuring and reporting trust and
acceptance with local communities regularly.
• A leader in diversity and inclusion, and provider of • As our DEI strategy develops, and under the • Begin reporting on progress of DEI strategy using • Identify and complete leadership skill building
meaningful careers. direction of the Global I&D Council, 2030 goals are previously defined metrics. training on DEI topics.
Workforce and Communities expected to be identified.
• Identify data collection inputs required for
quantitative assessment of progress on DEI strategy.

• Develop program to promote a respectful

workplace and supportive environment for
prevention of gender-based misconduct.
• A workforce that is “future-ready” and skilled in • Workforce upskilling targets to be determined. • Begin to enroll employees in reskilling and • Workshops with hiring managers to conduct gap
data, Artificial Intelligence (AI), automation and retraining programs. analysis on impacts and skills needed.
sustainability.

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TABLE 1: ESG Priorities, Goals and Future Focus (continued)

ESG Strategic Priority Aspiration/Vision 2030 Goals Medium-term Goals (2 to 3 years) 2023 Goals
• We will work with our communities, Indigenous • Our 2030 goals will be derived from the • Complete the Natural Capital analysis and produce • Submit CDP Forest response for scoring in 2023.
Peoples, and partners to embed nature-related development of our Natural Capital strategy. a strategic plan including 2030 goals, annual goals
• Begin a comprehensive analysis of Natural Capital
decisions, accelerate progressive restoration and and an understanding of what “nature net-positive”
Natural Capital with regard to our business.
embark on nature-related conservation projects means for Kinross.
that maximize socio-economic benefits.
• Initiate internal reporting in line with the Task Force
on Nature-related Financial Disclosures (TNFD).
• To be a net-zero company by 2050. • 30% reduction in Scope 1 and Scope 2 emissions • Complete assessment of resilience of infrastructure, • Disclose Scope 3 emissions in line with accepted
intensity per ounce produced against our 2021 equipment, environmental protection mechanisms international standards.
• Work with our commodities, equipment and services
baseline. and site closure practices with regard to extreme
Climate and Energy suppliers to reduce Scope 3 GHG emissions. • All sites to develop individual action plans to meet
weather-related events at two sites.
• Increase the percentage of renewable energy in our our 2030 GHG reduction targets.
• We will work with our communities to provide long-
total energy mix. • Develop a Scope 3 reduction target.
term energy solutions.
• A trusted partner with all our stakeholders for • Maintain consistent upper quartile scoring in • Consolidated assessment of human rights risk • Establish a corporate-level Human Rights
Foundational priority equitable, transparent and sustainable outcomes. independent ESG rankings for strong governance across all sites and projects. Task Force.
and ethical conduct.
Ethical Conduct, Supply Chain • Initiate reporting in 2024 as required by Canada’s
and Human Rights Bill S-211 on Forced labour and Child labour in
Supply Chains.

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MATERIAL1 ESG TOPICS AND ASSESSMENT This year’s list of material topics reflects minor changes to material topics since the publication of our 2021 Sustainability
Report. These changes include assigning a higher prioritization to the topic of climate change, aligned with its potential
The comprehensive review and update of our global ESG strategy in 2022 derived from a thorough consideration of evolving
impacts and risks to our business as well as to our stakeholders. Changes also include greater importance for inclusion
material business and ESG risks facing Kinross, the gold mining sector and broader society, as well as internal and external
and diversity to explicitly reflect Kinross’ priority focus on diversity, equity and inclusion (both of which are areas of ESG
stakeholder engagement.
performance linked to the Kinross short-term incentive plan for executive compensation). We note that transversal topics
The materiality assessments that we have conducted over the last several years have been instrumental in helping Kinross such as climate change and human rights are included as specific material ESG topics due to their overriding importance and
stay current and focused on the ESG topics of greatest impact and interest to both Kinross and our stakeholders. Our recognize that they relate to all the other material ESG topics.
consideration of impacts both to stakeholders and to Kinross incorporates the concepts behind “double materiality” into our
approach to materiality assessment.

In early 2022, we updated our materiality assessment, engaging senior leaders in a thorough review of our material topics
and rankings established during our March 2020 assessment and prioritization. This was followed by consultation with senior
leaders, most of whom participated in our 2022 materiality assessment update, to review our material topics. This included our
Corporate Enterprise Risk Management (ERM) group, which leads an integrated process from site to corporate to identify and
manage risk to the business and to our stakeholders. In addition, external dialogue was held with shareholders on material
ESG priorities. Thus we have a high degree of confidence that the material ESG priorities and topics identified by Kinross
and by our external stakeholders over the past two years remain current. Our validation of our material ESG topics was also
informed by our ongoing assessment of alignment with recognized global frameworks and initiatives for responsible business
(e.g., SDGs, UNGC and RGMPs), as well as sector guidance from key reporting standards (e.g., GRI, SASB, TCFD). We will
maintain an annual cadence of review and validation of our double materiality assessment to support our ESG strategy.

In Table 2 our validated material ESG topics are mapped to the three pillars of ESG and our three Priority Focus areas.

TABLE 2: ESG Priorities and Material Topics

ESG Pillar SOCIAL ENVIRONMENT GOVERNANCE

Strategic Priorities Workforce and Communities Economic Natural Capital Climate and Energy Foundational Priorities
• Health and Safety • Generating • Water Use and Water Risk • Climate Change • Ethics and Transparency
• Diversity, Equity and Inclusion Shared Value • Biodiversity including Land Use and Energy • Human Rights

Specific Material • Human Capital Development • Tailings and Mineral Waste • Responsible Procurement

ESG Topics • Relationships with Stakeholders • Privacy and Cybersecurity

• Indigenous Peoples

• Integrated Mine Closure

1. In this report, material topics refer to areas of significant importance to Kinross and to our stakeholders, as defined by GRI, SASB and other internationally recognized frameworks.

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Material ESG Topics and Assessment

MATERIAL ESG TOPICS AND ASSESSMENT (continued)

We have provided a mapping of our ESG priorities with our material ESG topics and corresponding frameworks, initiatives
and reporting standards. Separate indices are provided in this report for GRI and SASB. In addition to our long-term targets
in ESG priority areas, Table 3 shows our tactical annual performance targets across our material ESG topics, mapped to
key frameworks and reporting standards. 2022 performance results against these targets can be found in the Performance
Highlights table and in the ESG Data Tables.

TABLE 3: Mapping ESG Priorities, Material Topics and Frameworks

ESG Strategic Mapping to Mapping to
ESG Bucket Material Topic Yearly Goals
Priority Frameworks Reporting Standards
Social Workforce and Health and Safety • Zero employee and contractor fatalities. RGMP – 2, 4 • SASB – Workforce health
Communities • Report a combined employee and contractor TRIFR of 0.33 per 200,000 hours or better. and safety
UNGC – 3, 6
• Demonstrate visible on-the-ground leadership – 10 field engagements per employee for leading performance. • GRI – 403
SDG – 3, 8
• Engage the entire workforce in safety improvements – 10 corrected hazards per employee for
leading performance.

Human Capital • Deliver in-person and online training through Kinross University in line with, or greater than, five-year average. UNGC – 6 GRI – 404
Development
SDG – 4, 8

Diversity, Equity and • Maintain or increase percentage of women in workforce. RGMP – 1, 5, 6 GRI – 405
Inclusion • Meet Board diversity target of 33% women. UNGC – 6
• Meet executive diversity target of 30% women.
SDG – 5

Indigenous Peoples • Percentage of Indigenous communities related to our operations and projects with which formal agreements RGMP – 2, 7 SASB – Security, Human
are in place (#, %); target 100%. Rights & Rights of
UNGC – 1, 2
Indigenous Peoples

GRI – 411, MM5, MM6, MM7

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Material ESG Topics and Assessment

TABLE 3: ESG Priorities and Material Topics (continued)

ESG Strategic Mapping to Mapping to
ESG Bucket Material Topic Yearly Goals
Priority Frameworks Reporting Standards
Social Workforce and Community Engagement • Exceed stakeholder engagement target of three engagements per day per site. RGMP – 2, 5, 7 SASB – Community Relations
(continued) Communities • Maintain planned stakeholder interaction rate at or above 90%. UNGC – 1, 2 GRI – 2-29, 411, 413, MM5,
(continued)
• Monitor and report trend vs. five-year average of grievances and community issues (#). MM6, MM7, MM8, MM9
SDG – 4, 5, 12, 16, 17
• Percentage of grievances and issues with at least partial stakeholder satisfaction with remedy process and
outcome (75%).
• Community and media positive feedback is at least nine times greater than total negative feedback
(five-year average ratio).

Integrated Mine Closure • Monitor and report land reclaimed vs. five-year average. RGMP – 2, 8, 9 GRI – MM1, MM10
UNGC – 7, 8, 9
SDG – 8, 12, 15

Economic Generating • Maintain local Benefit Footprint at 20% or greater of total BFP. RGMP – 1, 3, 7 GRI – 201, 202, 203, 204
Shared Value • In-country workforce of 95% or higher and maintain percentage of in-country managers. UNGC – 1, 2, 10
– Local Benefit • Maintain Kinross global average procurement spend at or above 75% of total procurement spend.
SDG – 1, 2, 3, 4, 6, 7, 8, 10
– Local Employment • Total contributions spend at approximately 1% of EBITDA over five years.
– Local Procurement
– Community
Development

Environment Natural Capital Biodiversity and • All mine locations in areas of critical/high biodiversity value have updated and active biological resource RGMP – 2, 9 SASB – Biodiversity Impacts
Land Use management plans. GRI – 304, MM1, MM2
UNGC – 7, 8
CDP Forest
SDG – 12, 15

Tailings and • Zero reportable/compliance incidents at all tailings facilities. RGMP – 2, 8 SASB – Waste & Hazardous
Mineral Waste UNGC – 7, 8, 9 Materials Management

SDG – 8, 12, 15 SASB – Tailings Storage and

Facility Management
GRI – G4 MM3
CDP Water

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Material ESG Topics and Assessment

TABLE 3: ESG Priorities and Material Topics (continued)

ESG Strategic Mapping to Mapping to
ESG Bucket Material Topic Yearly Goals
Priority Frameworks Reporting Standards
Environment Natural Capital Water Use and • Water intensity (m3/t ore processed) within 10% of five-year average. RGMP – 2, 10 SASB – Water Management
(continued) (continued) Water Risk • Achieve a water recycle rate of 74% or greater. UNGC – 7, 8, 9 GRI – 303
SDG – 6, 12, 15

Climate and Energy Climate and Energy • Maintain GHG intensity rates comparable to peers in the gold mining sector. RGMP – 2, 10 TCFD
• Update register of climate risks and opportunities based on scenario analysis. UNGC – 7, 8, 9 SASB – Greenhouse Gas
• Complete at least two energy/technology/emissions reductions studies that have the potential to reduce Emissions
SDG – 7, 12, 13
emissions by 1% across Kinross global operations. SASB – Energy Management
• Yearly engagement with suppliers and employees to support climate and energy strategy and targets. GRI – 302
GRI – 305

Foundational
Priorities

Governance Ethical Conduct, Ethics and Transparency • Achieve greater than 90% completion of anti-corruption training among management over two years. RGMP – 1 SASB – Business Ethics and
Supply Chain and • Zero substantiated cases of public corruption. Transparency
UNGC – 10
Human Rights GR1 – 205, 207
SDG – 16

Human Rights • Zero substantiated cases of human rights violations. RGMP – 5, 6 SASB – Security, Human
• Complete annual HRA&VP training to over 95% of security workforce. Rights & Rights of
UNGC – 1, 2, 4, 5, 6
Indigenous Peoples
SDG – 8, 16
GRI – 2-30, 407, 408, 409, 410

Responsible Procurement • Ensure all existing suppliers are evaluated and pass compliance due diligence prior to award of business. RGMP – 3 GRI – 308, 409, 414
UNGC – 1, 2, 3, 4, 10
SDG – 8

Privacy and Cybersecurity • Achieve cybersecurity training rate of greater than 95% among technology users. GRI – 418
• Zero material cybersecurity and privacy breaches.

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STAKEHOLDER ENGAGEMENT
Maintaining transparent and meaningful relationships corporately and at our sites is core to our business. We engage with a
wide range of stakeholders in our role as an employer, as a senior global gold producer, as a publicly traded company, and as
a corporate citizen in broader society and in our host communities.

We enable stakeholder participation in significant ways on topics affecting them, while making sure that the feedback they
provide, together with their interests and perspectives, informs our strategy and are accounted for in our actions. We know
that through ongoing open dialogue and listening, we have a better understanding of our impacts on our stakeholders, our
operating context, as well as keeping current with evolving stakeholder expectations of Kinross. In parallel, our stakeholders
rely on us to be transparent, sharing accurate and timely information about our performance and risks and impacts, and the
steps we are taking to address them.

At the corporate level, stakeholder engagement is collaborative and involves many functions, including the Senior Leadership
Team, investor relations, health and safety, environment, community relations and ESG, finance, tax and treasury, human
resources, government and external relations, corporate communications, supply chain and technical services. Internal and
external stakeholder inputs, including shareholder engagement sessions, industry events and panels, have also played a
significant role in shaping the development of a refreshed, holistic ESG strategy for Kinross, documented in this report. To
learn more about our approach, see Management Approach, Stakeholder Engagement.

In 2022, we announced Kinross’ comprehensive Climate Strategy including interim GHG reduction targets for 2030 along our
path to net-zero in 2050, as part of our ongoing work to meet investor expectations pertaining to climate and energy.

As part of our sustainability reporting strategy and commitment to continuous improvement, we obtained external reviews
of our 2021 Sustainability Report from three organizations: Business for Social Responsibility, Canadian Business for Social
Responsibility (CBSR)/EXCEL, and the UN Global Compact Canada Network’s peer review program. The results of these
engagements continue to influence our reporting in vital areas such as content, narrative and presentation. Table 4 provides
a corporate-level view of the ways in which our corporate teams engaged in 2022, and the key topics that were raised
throughout the year.

For more information on engagement at the community level, read Key Stakeholder Issues, as well as Community Engagement.

Tasiast’s Community Relations and Local Business

Initiative leads meet with stakeholders at the 2023
INDABA conference in Cape Town, South Africa.

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Stakeholder Engagement

TABLE 4: Stakeholder Engagement

Stakeholder group Key topics raised Ways we engaged/frequency 2022 initiatives/engagements (examples)
Employees • Health and Safety M • Monthly H&S calls with all sites to share learnings • Global webinars and events intended to support and foster
• Corporate reorganization • Employee surveys (targeted, site- and regionally-specific) belonging

• Divestments • Webinars • Gold Rush Internship Program fast-tracking early career high-
potential employees
• Flexible/hybrid work • Direct meetings
• Embracing Change – Building Resilience webinar for employees
• Inclusion and diversity M • Biannual CEO “Town Halls” and special topics
• Mental Health for Leaders to foster a supportive environment
• Human Capital Development M • Kinross World online employee publication (five languages)
• DEI Awareness Webinars (Black History Month, International
• Total Rewards • Email announcements
Women’s Day, Pride Month, Kinross Indigenous Awareness)
• Privacy and Cybersecurity M • Videos
• Safety Critical Risk Management “blitz” to engage and identify
“in-field gaps”
• Proactive program to increase technology-user participation
in cybersecurity training across Company. Achieved record
completion rate.

Investors, shareholders, • Climate Change M • Direct meetings (in-person and virtual) • Annual “Say on Pay” shareholder outreach program
rating agencies, lenders, • Energy Strategy and GHG reduction targets for 2030 • Investor Conferences • Quarterly investor calls
and analysts
• Tailings and Mineral Waste M • Investor calls • Great Bear and U.S. project update and Q&A Forum
• Other ESG material topics M • Annual Meeting • Special topic investor calls
• Great Bear and U.S. projects • News releases • Monitor environmental, social and technical industry performance
• Financial and operational performance • Website and trends

• Divestments (in Russia and Ghana) • Social media • Attend ESG conference

• Share buy-back program

• Capital allocation
• Stock performance and valuation
• Growth targets

M indicates material topic

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Stakeholder Engagement

TABLE 4: Stakeholder Engagement (continued)

Stakeholder group Key topics raised Ways we engaged/frequency 2022 initiatives/engagements (examples)
Host communities • Relationships with Stakeholders M • Planned stakeholder engagements with local community • Early informed consultation with Indigenous and local communities
• Indigenous Peoples M organizations and local authorities related to our development projects in Alaska, Canada and Chile
• Partnerships and collaboration • Broad community engagement • CEO meeting with the Chiefs of the Wabauskang and Lac Seul First
• Community development • Local community investments, partnerships and sponsorships Nations during the transition of ownership to Kinross at the Great
Bear project, as well as subsequent meetings during the year
• Local community and local business opportunities • Grievance resolution mechanism
• Planned emergency simulations with local communities at Paracatu
• Impacts from operations, especially traffic (noise/dust) and environment • Early consultation for planned projects
living downstream of our tailings facilities
• Emergency preparedness
• Water use and water risk M

Media • Company performance • Provision of timely information through news releases, website and • Coverage in print and broadcast media
• Great Bear Project social media channels • At site level, engagement included site visits, participation in local
• ESG and industry issues • Interviews conferences, and general group media updates
• Enhanced share buyback program • Communications via phone and email
• Invasion of Ukraine and divestment of Russian assets • Regulatory filings and other corporate publications
• Divestment of Ghanaian assets
• Senior management changes

Governments and • Safe operations and responsible business conduct • Regulatory submissions • Met with Government of Ghana for divestment of the Chirano Mine
regulators • Tax and royalty contributions • Submitting information requests • Received visits to the Tasiast site by Mauritanian officials such as
• Compliance with law and regulation • Public consultations the Minister of Employment, the Minister of Labour, Parliamentary
• Employment delegates, and the Union of National Employers
• Ongoing meetings and individual communications and
• Infrastructure correspondence • In Mauritania the Kinross CEO participated in high-level panels
on the energy transition and on foreign investment, including a
• Generating Shared Value – Our contribution to national and local • Participation in events, roundtables, and other forums
socio-economic development M meeting with the President of Mauritania
• Collaboration on joint campaigns, programs
• Biodiversity including land use M • Introductory meetings with Government of Ontario Ministers
• Dispute resolution and dialogue tables
• Respect for the rule of law • At Paracatu held Integrated Closure planning workshop with the
• Site tours presence of Minas Gerais State environmental authorities and the
• Integrated mine closure M
• Information requests local municipality
• Projects update: jobs, roads, community investment,
environmental protection

M indicates material topic

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Stakeholder Engagement

TABLE 4: Stakeholder Engagement (continued)

Stakeholder group Key topics raised Ways we engaged/frequency 2022 initiatives/engagements (examples)
Insurers • Potential physical damage and business disruption claims • Direct meetings (in-person and virtual) • Annual loss prevention site surveys with in person visits with
• Operations/projects engineering consultants and insurers to Paracatu, the Brazilian
power plants, Round Mountain and Bald Mountain,
• Risk mitigation measures
and a virtual visit to Tasiast.
• ESG material topics and related risk mitigation
• Annual insurance renewal presentations for property, liability,
bullion, cargo and D&O to insurance markets in Canada, UK and
Bermuda covering various topics including tailings management,
ESG and governance.

Refiners • Requirement for external refiners to comply with the London Bullion • To assist with the Responsible Sourcing Program, provision of • Annual Conflict-Free Gold Report in accordance with the World
Metal Association (LBMA) Responsible Sourcing Program updates to Know Your Client (KYC) forms to refiners and access for Gold Council’s Conflict-Free Gold Standard. As part of this
• Our standard to only engage LBMA accredited refineries to refine doré refiners to perform due diligence site visits approach, we do not source and process gold from external parties.
into gold and silver bars • Responded to Swissaid, a Swiss development NGO, regarding its
• Support for the “Declaration of Responsibility and Sustainability questions on our refining of doré from our operations.
Principles”, signed by the World Gold Council (WGC), the LBMA and • Renewed refining contracts with refiners on the LBMA Good
other key stakeholders in the gold sector in October 2022.
Delivery List.

Suppliers and contractors • Responsible Procurement M • Key supplier performance reviews • All new suppliers complete due diligence, including those at our
• Ethics and Transparency M • Technology discussions with original equipment manufacturers new Great Bear project
• Supplier performance, market developments and updates • Forecasts, inventories, supply capabilities, allocations • Suppliers certify to our standards for conduct
• Kinross’ GHG strategy and electric equipment technologies for and constraints • Supplier forecasts used to develop cost guidance for key
energy suppliers • Consultation and supplier participation in strategic cost consumable budgets
• Supplier due diligence focused on anti-bribery and corruption savings programs • Initiated inflation dashboard to track budgets
• Raw material and input cost markets, trends and projections • RFPs and new business opportunities • Forecast and product allocations agreed with key suppliers
• Continuous improvement opportunities to reduce costs • Risks and mitigation plans • Focus on contractor management at Tasiast and more specifically
• Kinross’ Supplier Standards of Conduct with transportation of explosives
• International Cyanide Management Code (ICMI) adherence
and certification
• Contractor management, specifically health and safety procedures
related to hazardous materials handling and transportation

M indicates material topic

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Stakeholder Engagement

TABLE 4: Stakeholder Engagement (continued)

Stakeholder group Key topics raised Ways we engaged/frequency 2022 initiatives/engagements (examples)
NGOs, multinational • Social performance • Workshops • Devonshire Initiative workshops on cross-sector collaboration
organizations, think tanks
• Cross-sector collaboration • Surveys • Participation in the World Gold Council and various working
and civil society
committees, including ESG
• Indigenous Peoples M • Joint projects
• Trout Unlimited on conservation initiatives in historical mining areas
• Relationships with Stakeholders M • Working groups
• Excel/CBSR Net-Zero working group
• Generating Value M

• OECD Invest in Canada Survey for sustainable development

• Anti-racism

• Beneficial ownership

• Biodiversity including land use M

• Climate change M

M indicates material topic

Kinross is a member or supporter of a number of organizations and initiatives, all of which coalesce around the theme of responsible business and mining. Since 2010, Kinross has
been committed to the UN Global Compact corporate responsibility initiative and its principles in the areas of human rights, labour, the environment and anti-corruption.

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Fort Knox visit by high-level delegation from the

Government of Greenland

The U.S. State Department has been providing advice

to the Greenland government regarding its mineral
policy and regulatory system. Our Fort Knox site was
asked to host the Greenland government delegation
for a mine visit in September 2022, sponsored by the
U.S. State Department (Bureau of Energy Resources,
Energy and Governance Program). The goal of the visit
was to provide insight into what a modern, responsibly
managed, open pit mining operation looks like,
operating at latitudes similar to those of Greenland.
While Greenland does not currently have open pit mines,
its ability to manage and regulate such operations will be
improved through the experience and insights gained at
Fort Knox.

The visit covered technical aspects of the mine while

bringing a strong and critical focus on ESG, highlighting
the Fort Knox mine’s strong environmental record,
proactive and transparent permitting processes, and close
engagement with local communities.

The delegation from Greenland

shown here with senior leaders
from our Fort Knox operation
and corporate representatives.

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Senior-level engagement with the Government of Mauritania in support

of the country’s mining policy and conditions for foreign investment

During 2022, Kinross’ CEO Paul Rollinson • In November 2022, the CEO also conditions for investment and operations
participated in three high-level panels and participated in a high-level panel during the which allow benefits to accrue to the country Kinross President and CEO, Paul Rollinson
(centre), the Mauritanian Minister of Mines
conferences together with the Government Mauritanides Conference, the main event and stakeholders in a sustainable manner. (left) and the Kinross and Mauritanian
of Mauritania, including: in the country for the extractive industry. delegations attend INDABA 2023.

The topics of engagement included the

• An Executive Energy Panel hosted by the
investment climate in Mauritania, Kinross
Ministry of Petroleum, Mines and Energy
projects in Mauritania, as well as social
focused on accelerating the energy
aspects of Kinross operations in Mauritania
transition and building a “green metals”
and human capital development.
industry in Mauritania. Kinross’ CEO
spoke on renewable energy opportunities • In February 2023, we partnered with
for mining development in the country, the Government of Mauritania at the
an important strategic target for both the Investing in African Mining Conference
Mauritanian government (with its COP (INDABA) to support mining in Africa
commitments) and Kinross (in line with its and the role of Mauritania as a mining
carbon emissions mitigation plans). investment destination. Kinross and
the Mauritanian government hosted a
• At the Higher Council for Investments in
joint pavilion and Kinross’ CEO and the
Mauritania along with other significant
Mauritanian Minister of Petroleum, Mines
members of the private sector investment
and Energy shared the stage for a session
community, the CEO’s speech provided
“Putting Mauritania in the Spotlight”,
perspectives on the investment climate
where they discussed the extensive mineral
in Mauritania. Among the suggestions
resources and attractive investment
offered were opportunities to: simplify
opportunities available in Mauritania.
administrative procedures and processes;
strengthen the commercial justice system; These high-level engagements reflect the
and address corporate taxation and tax importance of a long-term partnership
administration issues, all of which can approach in the jurisdictions where we
make Mauritania more attractive to operate, always seeking fair and transparent
foreign investors.

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Advancing the Sustainable Development Goals 2022

Continuing our decade-long partnership

with Project C.U.R.E. in Mauritania;
6 container loads of medical supplies
to be shipped 2022-2024

15%
of STEM positions held by women
and growing

78%
of high water recycling
rate maintained

18 million m³
of clean water returned
to the environment

Completed climate scenario

analysis using plausible future
states to guide the analysis

Our Bald Mountain mine in Nevada

received the U.S. Bureau of Land
Management’s award for Leadership
in concurrent mine reclamation practices

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Advancing the Sustainable Development Goals 2022

We recognize the United Nations Sustainable Development Goals (SDGs) as vital global goals for society. Through • SDG 3 – the good health and well-being of our employees, their families and the people living in our host communities.
our business activities, Kinross contributes to advancing the SDGs directly and indirectly. Our primary focus is on • SDG 5 – continuing efforts to address the priorities of the global community including gender
those SDGs and related sub-goals where we believe that Kinross can make the greatest positive impact, and on those • SDG 6 – clean water and sanitation
activities with the potential to cause negative impacts. • SDG 8 – providing decent work and supporting economic growth
• SDG 13 – addressing climate change as a global and Kinross priority
We map the SDGs to our strategic ESG priorities and our material ESG topics. Our corporate priority SDGs remain:
• SDG 15 – life on land

For an overview of our priority SDGs and 2022 highlights, see Table 5. For insight into Kinross’ contribution to both corporate
and site-level SDGs priorities and sub-goals, see our 2022 report on the SDGs at Kinross.com to be published in mid 2023.

TABLE 5: Priority SDGs and 2022 Initiatives

SDG SDG Targets Ongoing Initiatives

SDG 3: 3.8 We place a high priority on the health and well-being of our workforce and the people living in our host communities. In the workplace, we contribute to the health and well-
being of our employees via our comprehensive health and safety management systems and employee-directed benefits, programs and special initiatives to support mental
Good Health Achieve universal health coverage, including
and physical health and total well-being. At the community level, we have developed a broad range of strategic partnerships to help provide health-related services and
and Well-Being financial risk protection, access to quality
support the health care needs of our host communities, with a particular focus on enhancing access to care and overcoming socio-economic, physical and geographic barriers
essential health care services and access to
safe, effective, quality and affordable essential to health. 2022 highlights include:
medicines and vaccines for all. • Providing a flu vaccination clinic at Paracatu delivered to approximately 2,000 local residents.
• Ongoing focus on tackling behavioural and mental health in Alaska through Fort Knox’s ongoing fundraising support to grow the behavioural and mental health services
offered by the Fairbanks Community Hospital; continued support of the Mental Health Trust, Mobile Crisis Team and Alaska National Alliance on Mental Illness (Fairbanks
Chapter).
• Delivering training at Manh Choh to build skills in emergency training, including CPR, to enhance access to emergency services.
• Offering vital access to medical care to Round Mountain employees and their families through the Mine Health Clinic at our Round Mountain site, services that are otherwise not
locally available.
• Continuing Kinross’ decade-long partnership with Project C.U.R.E. in Mauritania to provide donations of needed medical equipment in different parts of the country.
• Ongoing financial support for Tasiast’s mobile health clinic program in partnership with Mauritanian non-profit organization APIS, which has provided more than 33,000 free
health check-ups since 2014 when we began this program, including medical care and raising awareness about the importance of hygiene and other healthy living practices.

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SDG SDG Targets Ongoing Initiatives

SDG 5: 5.5 Advancing the role and careers of women at Kinross is a core focus of our DEI strategy. Kinross was an early adopter of a 33% female gender diversity target at the Board of
Directors in 2014 and we are continuing our work to advance our DEI strategy, including the advancement of women in both corporate and site-level roles through a focus on
Gender Ensure women’s full and effective participation
leadership and skills development, including technical and professional qualifications. 2022 highlights include:
Equality and equal opportunities for leadership at all
levels of decision-making in political, economic • Introducing a new ESG initiatives metric, as part of Kinross’ short-term incentive compensation for executives, linked to Kinross’ diversity action plan.
and public life. • Growing the percentage of females in the workforce to 13.3%, the highest level in five years, including 33% female representation on the Executive team. Women
represented 9% of revenue generating positions and 15% of STEM positions in 2022, both up slightly from 2021.
• Launching an Inclusive Dialogues project at Paracatu, an initiative within Kinross’ Diversity and Inclusion Program, which provides virtual meetings with renowned experts
and opinion makers to discuss the importance of Diversity and Inclusion within companies. We also delivered female leadership development programs at site.
• Implementing a Diversity and Inclusion Group at Round Mountain to connect employees through a mentorship program and to talk about opportunities in career
development and the different barriers that continue to be present in the mining industry for specific genders and minority groups.
• Providing affordable and low-cost children’s day care for Round Mountain employees that is helping care providers, especially women, achieve higher levels of economic
independence and a network of support.
• Opening a dedicated space, the “ladies lounge”, for women employees at Tasiast.
• Celebrating International Women’s Day across Kinross global operations to recognize the achievements and contributions of women at Kinross and raise awareness on topics
of inclusive workplaces and equity.

SDG 6: 6.3 While each site is unique, we apply the same principles everywhere, namely – we use only the minimum amount of water necessary for operations, and we ensure that any
water leaving site meets applicable standards. We re-use recycled process water as much as possible. Kinross discharged about 18 million m3 of water to the environment in
Clean Water By 2030, improve water quality by reducing
2022. Of the water discharged, 60% met standards without treatment, including 9 million m3 of groundwater from pit dewatering at Round Mountain that is discharged back to
and Sanitation pollution, eliminating dumping and minimizing
groundwater through a rapid infiltration basin, and 2.0 million m3 of fresh water discharged at Paracatu to maintain minimum flows in watersheds where rainfall is captured for
release of hazardous chemicals and materials,
use by the mine. An additional 5.8 million m3 was treated using reverse osmosis membrane technology and discharged at the Fort Knox site. This includes groundwater from
halving the proportion of untreated wastewater
pit dewatering, and excess water from the tailings pond, as the site works to reduce tailings pond inventories since the tailings facility will approach full capacity in the next four
and substantially increasing recycling and safe
years. Finally, 980,000 m3 of water drainage from the Santo Antonio tailings facility at Paracatu was treated in a passive limestone drain system to reduce metal concentrations
reuse globally.
(primarily manganese).

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SDG SDG Targets Ongoing Initiatives

SDG 6: 6.4 All of our operations are designed to recycle process water. At Paracatu, we pioneered the concept of a Seasonal Water Grant, to take surface water only during the wet
season and avoid taking water in the dry season when it is needed by other users, especially local farmers. In addition, the site has protected over 300 springs through fencing,
Clean Water By 2030, substantially increase water use
vegetation restoration and channel improvements, resulting in reduced water scarcity for local users. 2022 highlights include:
and Sanitation efficiency across all sectors and ensure
sustainable withdrawals and supply of • Maintained a high rate of water recycle of 78%, consistent with the five-year average.
(Continued)
freshwater to address water scarcity and • Continued to work with local water suppliers in the area around the Tasiast mine to ensure regular delivery of water to local communities, especially in Zone A nearest
substantially reduce the number of people to the mine, where more than 85% of residents rely on this service. Water is stored in bladders from which people take their supply. In 2022, we delivered more than 40 m3
suffering from water scarcity. (40,000 litres) of fresh water, as well as provision of bladders for storage.
• Extended our partnership with the Banc d’Arguin National Park (PNBA) to provide equipment and labour needed to re-commission three seawater desalination plants. The
new desalination plants will improve living conditions for over 1,200 residents of the R’gueiba, Tenalloul and Teichott communities by generating over 45 m3 (45,000 litres)
of fresh and drinking water daily.

6.6 Through the daily application of our water management standards and practices, together with our biological resource management standards, integrated closure program,
as well as commitment to reclamation and restoration, we work to protect, restore and enhance ecosystems including fish habitat, wetlands and aquifers. Past and present
By 2030, protect and restore water-related
examples include:
ecosystems, including mountains, forests,
wetlands, rivers, aquifers and lakes. • The Fish Creek restoration project in Alaska. The development of the Fort Knox mine in Alaska created opportunities to restore a local ecosystem, impacted previously by
placer mining. Working with state and local partners, 2.4 kilometres (1.5 miles) of Fish Creek and neighbouring wetlands were restored 15 years ago, resulting in recovery
of the grayling and burbot fish populations, as well as the return of birds and other wildlife. Continued monitoring of this area has demonstrated that the recovery of this
ecosystem is sustainable.
• Received recognition for environmental leadership by the Alaska Miners Association through an award for which we were nominated by Trout Unlimited, with whom we have
partnered in the Alaska Abandoned Mine Restoration Initiative. Together we continue our work to restore river habitats in areas impacted by historical mining.
• At Paracatu, Brazil, we have continued our work to protect, revitalize and restore Rico Creek to enhance water flow in the stream and ensure water quality in this creek, which
was severely affected by historical artisanal mining.
• Paracatu’s “Acqua Project” successfully diversifies water sources to ensure sustainable operations, reduce the need to use water resources relied upon by local farmers, and
mitigate the risk of negative environmental impacts through extensive studies and ongoing monitoring.
• Ongoing participation and investment in a spring protection project in the area around our Paracatu operation, in partnership with local NGO Movimento Verde de Paracatu
and the State Institute of Forestry (Instituto Estadual de Florestas – IEF), which protects water sources and is revitalizing soil and vegetation in the surrounding area. So far,
more than 300 water springs have been protected. In addition to the fencing and enclosure materials provided by Kinross and IEF, the land owners were also given flow
monitoring equipment to oversee the effectiveness of the program. Paracatu was also recognized with a Green Mine Award under the Environmental Indicators – Water
category for its water springs recovery project.

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SDG SDG Targets Ongoing Initiatives

SDG 8: 8.4 Our mining activities generate economic growth by providing good jobs through direct employment and supporting indirect employment opportunities through local
procurement of goods and services. In the workplace, and in our host communities, we also support a broad range of initiatives directly, and through partnerships, to help build
Decent Work By 2030, substantially increase the number
capacity through skills development, vocational and technical training programs, funding micro-enterprises and entrepreneurship programs and internships. A strategic focus
and Economic of youth and adults who have relevant skills,
for Kinross is entrepreneurship and youth employability. 2022 highlights include:
including technical and vocational skills, for
Growth employment, decent jobs and entrepreneurship. • Continuing our “Gold Rush” summer intern program for post-secondary students to gain on-the-job training and experience, including opportunities to travel to Kinross’
global operations. Gold Rush has been providing summer internships to talented students for over ten years. The program has a long history of retaining talent, with over
25% of interns securing full-time employment with Kinross upon graduation over the past five years.
• Launching a “Solidarity Trade and Commerce Campaign” at Paracatu, bringing together opportunities for the generation of work and income for small businesses or small
producers, with support including funding and donations, purchasing by the site and publicity.
• Maintaining our partnership with Brazil’s National Industrial Learning Service to help young people acquire the skills needed for the labour market. In 2022, the second
industrial learning course was exclusively designed for young women.
• Creating opportunities for youth employment in Nevada through Kinross Nevada’s training partnerships with the Nevada Mining Association (NVMA) and the Nevada Bureau
of Land Management, including a 10-week internship program (NVMA 360) to equip students with the skills and experience in preparation for careers after post-secondary
studies, including opportunities in the mining industry.
• Collaborating with Nevada Careers to develop training programs that qualify job seekers for in-demand careers, with a focus on youth-at-risk populations and to highlight
opportunities in the mining industry.
• Supporting micro-enterprises in Chile through our “active communities’ program” offering training to local Indigenous communities and providing seed funding to initiate
micro-projects.
• Supporting a vocational training program with Mauritania’s School of Technical Education and Vocational Training, Building and Public Works. The program began in 2019
and the final cohort graduated in March 2022. In 2023 a new agreement is being developed to continue this successful program.
• Providing over 4,600 kits of school supplies to Mauritanian students since 2015 to help reduce barriers to education and support school attendance in vulnerable populations.

SDG 13: 13.1 We launched our Climate Change strategy in 2022. One of the five pillars of this strategy is to enhance the resilience of our business to climate change. We do this through a
dynamic risk management system that includes incorporating identified climate risks into multi-disciplinary risk management systems at all Kinross sites and our enterprise-wide
Climate Action Strengthen resilience and adaptive capacity to
risk management system. We continued to make progress advancing our work in this area. 2022 highlights include:
climate-related hazards and natural disasters in
all countries. • Completing climate change scenario analysis in line with TCFD guidance, covering four scenarios (high and low climate change effects; orderly and disorderly development
context). The process was informed by consultation with over 30 key internal representatives and resulted in a practical decisional tool to identify climate change-related risks
and mitigation strategies.
• Initiating work to better understand Scope 3 emissions as part of Kinross’ climate strategy and GHG reduction targets.
• Advancing construction on the Tasiast Solar Power Plant to provide 34MW of power and a battery system. The project is expected to generate positive returns and reduce
GHG emissions by approximately 530 Kt over the life of mine, which could save approximately 180 million litres of fuel over the same period. The project is expected to
contribute to the Government of Mauritania’s GHG reduction targets.

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SDG SDG Targets Ongoing Initiatives

SDG 15: 15.1 Natural Capital is a priority focus of Kinross’ ESG strategy. Under our Environmental Management Standards, all of our sites are required to have Biological Resource
Management Plans in place and to maintain up-to-date reclamation and closure plans under our Mine Closure Standard. Progressive reclamation is included in the mine
Life on Land By 2020, ensure the conservation, restoration
planning process. 2022 highlights include:
and sustainable use of terrestrial and inland
freshwater ecosystems and their services, • Bald Mountain received the 2022 Reclamation Award for Leadership in Concurrent Mine Reclamation from the Nevada Division of Environmental Protection, Nevada
in particular forests, wetlands, mountains Department of Wildlife (NDOW), U.S. Forest Service, U.S. Bureau of Land Management (BLM) and the Nevada Division of Minerals. The award recognizes Bald Mountain’s
and drylands, in line with obligations under efforts to go beyond standard reclamation requirements for a partial pit backfill that consisted of approximately 17 million tonnes of non-ore bearing material and
international agreements. approximately 49 acres of seeding. Additional reclamation efforts included reducing steepness of slopes to prevent hazards, and blending and shaping of topography to
match surrounding terrain.

15.4 Our Chilean operations and projects are located in the high-altitude and arid Atacama region. Our Lobo-Marte project is located near the “biological corridor” between two
sections of the Nevado Tres Cruces National Park, a designated Ramsar Convention site due to its high-altitude wetlands and the wildlife they support. Kinross is designing the
By 2030, ensure the conservation of mountain
project to avoid impacts on the biological corridor, to the maximum extent possible. 2022 highlights include:
ecosystems, including their biodiversity, in order
to enhance their capacity to provide benefits • We collaborated with the University of Atacama and its “Laboratory for research into the cryosphere and water” through funding for improved accommodation conditions for
that are essential for sustainable development. park rangers and CONAF (the national biodiversity agency) personnel in Laguna Santa Rosa, within the Nevado Tres Cruces National Park. These researchers conduct studies
on sensitive issues such as water resources and the protection of biodiversity. Construction of these facilities is scheduled for 2023.
• Through collaboration with local Colla Indigenous communities, we have confirmed the presence of the Short-Tailed Chinchilla in the project area. The Short-Tailed Chinchilla
is on the IUCN Red List of Threatened Species, categorized as critically endangered. A specific study was initiated to develop a Chinchilla management plan and to support
the State’s RECOGE conservation strategy for the Chinchilla, which aims to reduce the IUCN category to a lower level of threat by 2029.

15.5 Kinross does not operate, explore or drill in World Heritage areas or International Union for the Conservation of Nature (IUCN) Category I–IV protected areas. Three of our
mine sites (Paracatu, Bald Mountain and Tasiast) are located adjacent to areas of important global or national biodiversity value, and we have additional measures in place to
Take urgent and significant action to reduce the
protect the environment. Highlights of ongoing initiatives include:
degradation of natural habitats, halt the loss of
biodiversity and, by 2020, protect and prevent • Our biodiversity strategy at Paracatu is designed to promote connectivity between preservation areas to protect endangered species and strengthen the biodiversity of
the extinction of threatened species. the Cerrado biome. Progressive reclamation efforts continue to support return of species to these areas, with a species diversity score of 3.12 at the end of 2022 (using the
Shannon-Wiever scale). Also, we continued our support for Paracatu State Park with projects underway to develop trails and build park facilities. See Biodiversity in Paracatu.
• Bald Mountain continued to participate in the Nevada sage-grouse Conservation Credit System (CCS) program to offset and mitigate potential impacts to sage-grouse
habitat. The site has been supporting this innovative CCS program since 2018. The CCS created by the State of Nevada to preserve and enhance sage-grouse habitat by
trading conservation credits to offset potential environmental impacts of land use.
• Bald Mountain actively protects other wildlife including mule deer, eagles and wild horses through fencing around process ponds and coverings, activity buffers and occupied
migratory bird nests, and mule deer corridor protection measures. In 2022, the mine implemented snow removal measures to support mule deer migration.
• As part of Tasiast’s five-year Memorandum of Understanding with the PNBA, we collaborate on a range of initiatives including scientific studies on the park’s biodiversity and
ecosystems, including flora and fauna inventory reports.

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Governance Kinross has a robust corporate governance framework.

Our Board of Directors is ultimately responsible for the stewardship
of our business and affairs of Kinross, including oversight of ESG.

Top ranked 25% ZERO

Canadian mining company of short-term incentive allocated substantiated cases of
in The Globe and Mail’s annual to ESG performance, up from public corruption or bribery
corporate governance survey 20% in 2021

Governance 37
Corporate Governance and Risk 37
Managing ESG Risks 40
Aligning with ESG Standards and Frameworks 43
ESG Regulatory Compliance 47
Ethical Conduct and Transparency 48
Ethical Compliance and Anti-Corruption 48
Human Rights 49
Responsible Procurement 51
Public Policy 52
Privacy and Cybersecurity 53
Tax Transparency 53

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Governance

Kinross has a long-standing commitment to the highest standards of corporate governance, accountability and ESG Governance
ethical business conduct. We recognize the essential role that a strong corporate governance framework must bring Our ESG governance structure recognizes the critical connection between our business success and ESG performance.
to the effective management of the Company and to safeguarding the interests of Kinross employees, shareholders The introduction of our ESG Executive Committee in 2021, combined with progress made in 2022, provides Kinross with a
and other stakeholders. We continue to be recognized for our strong performance in this area, and in 2022, we comprehensive governance structure defined by robust oversight and accountability (Figure 1).
received the highest rating among Canadian mining companies in The Globe and Mail’s annual corporate governance
survey, maintaining our leading performance in this survey for more than five consecutive years. The mandate of our ESG Executive Committee is to lead the development and implementation of Kinross’ ESG strategy.
The ESG Committee is comprised of senior leaders with responsibility for external and government relations, human
resources, community relations and ESG strategy. The ESG Committee meets every month, reporting monthly to our Senior
CORPORATE GOVERNANCE AND RISK Leadership Team (SLT) and delivering quarterly updates to the Board of Directors.
Our Board of Directors is ultimately responsible for the overall stewardship of the business and affairs of Kinross. The Board
We also rely upon our cross-functional
meets this responsibility by reviewing, discussing and approving Kinross’ strategic planning and organizational structure, and
ESG Steering Committee to support
maintaining oversight of management with a view to preserving and enhancing the business of Kinross and its underlying
ESG strategy and performance and
value. Management of the business is the responsibility of the Chief Executive Officer and senior management.
contribute to the Company-wide
In 2022, there were nine members of the Board, eight of whom were independent as defined by Corporate Governance dialogue on ESG. Our ESG Steering
Figure 1 ESG GOVERNANCE
Guidelines and NYSE standards. Our Board is chaired by an Independent Chair and the Chief Executive Officer is the only Committee brings a range of functional
non-independent director. Following the 2023 Annual General Meeting of Shareholders, the size of the Board will increase to expertise, knowledge of stakeholder Board of Directors
ten directors, nine of whom are independent (non-executive) directors. Kinross has a one-tier governance system. perspectives, and unique experiences (Corporate Responsibility and Technical Committee)
to ESG decision-making, strengthening
The Board executes its responsibilities directly and indirectly through four standing committees: the Audit and Risk
internal engagement around our
Committee (ARC); the Corporate Governance and Nominating Committee (CGNC); the Corporate Responsibility and
strategic ESG priorities and helping Chief Executive Officer
Technical Committee (CRTC); and the Human Resources and Compensation Committee (HRCC). All of Kinross’ Board
drive performance.
Committees are comprised entirely (100%) of independent directors. In late 2022, the Board also created a special committee
of the Board, comprising only independent directors, to oversee potential strategic transactions.

The Charter of the Board of Directors and Kinross Corporate Governance Guidelines, along with the Charters for each Senior Leadership Team
Board committee, are reviewed annually to ensure that our governance framework meets regulatory requirements and best
practices. The Charter was updated in 2022 and our Corporate Governance Guidelines amended in 2021.

In 2022, the Board met 13 times, with the Board meeting independently of management at 100% of its meetings. ESG Executive Committee

Read 2023 Management Information Circular.

ESG Steering Committee

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In 2022, we broadened the membership of the Steering Committee to include operations and human resources (DEI),
alongside existing members with responsibility for community relations, environment, compliance, health and safety, climate
and energy, as well as ESG strategy. The ESG Steering Committee meets monthly. Over the past year and into early 2023,
Steering Committee members have also contributed extensively to identifying short-, medium-, and long-term targets in their
respective functional areas to support our strategic ESG priorities. Read ESG Goals and Targets.

Measuring and Rewarding ESG Performance

In 2022, our First Priorities focused on achieving annual ESG targets in safety, environmental performance, and community
relations, measured through the Corporate Responsibility Performance Metric (CRPM). Beginning this year, we increased the
weighting for ESG to 25% from 20%, comprised of the CRPM (20%) and ESG initiatives (5%).

The CRPM is one of five measures Kinross uses to evaluate Company performance in the short-term incentive plan for the
Kinross Senior Leadership Team (SLT) and incorporates leading and lagging measures for health and safety, environment and
community relations, each of which determines about one third of the total metric.

The CRPM score for 2022 was 88.1 points, just above our target of 88 points, resulting in a score of 100%, a significant
improvement from 85% in 2021. We exceeded targets in the category of ESG initiatives, which included: developing an
integrated ESG strategy, identifying 2023 targets and completing eight diversity initiatives, for a rating of 135%. Detailed
results for the individual metrics making up the CRPM are shown in Table 1.

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TABLE 1: 2022 Corporate Responsibility Performance Metrics and Scores

Measurement Max. 2022
First Priority Indicator Component Metric Description Comments
Basis Points score
Health and Lagging TRIFR Frequency rate for reportable injuries, employees and contractors, Company Basis 10 6.6 Result of 0.34 was in line with 2021 result but did not meet “successful” target
Safety Indicators per 200,000 hours of 0.33
(34 points) Severity Rate Lost/restricted days, employees and contractors, per 200,000 hours Company Basis 8 4.2 Result of 3.77 exceeded “successful” target of 3.5
Proactive Field Engagements Field safety engagements by management, per employee Average of site results 4 4.0 Result of 11.6 exceeded “leading” target of 10
Drivers Corrected Hazards Workplace hazards identified and corrected, per employee Average of site results 4 3.4 Result of 6.6 exceeded target of 6.5
of Safety
Critical Risk Management Comprehensive CRM metric Average of site results 9 7.3 Average of 130% in Q4 is higher than “exceeds” target of 120%
Environmental Lagging Incidents (per matrix) Deductions of 5, 3 or 1 point for each incident greater than threshold. No more than two Average of site results 15 14.6 Two Level 3 incidents resulting from releases to the environment.
Indicators Level 3 incidents, and a decrease in performance score for each incident.
(33 points)
Proactive Water Management Accuracy (measured vs. calculated, target +/- 5%) of water balance, and evidence of Average of site results 6 4.7 Accuracy of water balance increased overall for sites. There continues to
Drivers understanding future water quality and management requirements that extend into be opportunity for further improvement on anticipated water quality and
of closure and post closure planning. management in site planning for closure and post-closure.
Environment Reclamation Site-specific targets related to concurrent reclamation, reduction of uncertainties Average of site results 4 3.9 Sites are for most part achieving targets but are underspending on reclama-
associated with closure activities such as survival rate of revegetation, assessments of tion budget. Reclamation costs increased for some sites, however annual
metals uptake, and reclamation cost. reclamation assessments delivered improved cost accuracy.
Risk & Audit Desktop review of all ERP (emergency response plan) scenarios, at least one live-action Average of site results 2 1.7 Initial year of this metric shows overall good compliance and combines
emergency response drill, deductions for past-due audit findings. both safety and environmental emergency response. Improvements for
environmental testing were identified for some sites.
Environmental Awareness Percentage of site workforce receiving environmental training and demonstrating Average of site results 6 5.7 A slow initial start for the year was largely overcome with most sites achieving
competence as appropriate for their role. full targets.
Community Lagging Incidents (per matrix) Deductions for each incident depending on severity. Average of site results 9 9 Zero level 3 or above incidents in 2022.
Relations Indicators Tone of Feedback Grievances resolved; balance of negative vs. positive feedback; balance of media Average of site results 8 7.7 Nine grievances and 81 complaints were received during 2022; all grievances
(33 points) mentions (site); results of public opinion surveys. were resolved. Total positive feedback exceeded negative feedback, including
media, was 7,201 positive, 257 negative. Site media tone was 72% positive,
considering positive, neutral and negative media tone. On average 69% of local
stakeholders have a positive or very positive perception of the site.
Proactive Engagement Stakeholders engaged; compliance to strategic engagement plan; percent of employees Average of site results 6 6.0 During 2022, there were 79,000 stakeholder interactions, 97% conformance
Drivers engaged in community efforts. to engagement plans, and 12,600 employee engagements on CR topics or
of Relations roughly two per employee.
Local content Number of employees and number of business partners from local jurisdiction, vs. Average of site results 2 1.8 During 2022, sites together used more than 600 local businesses in their local
beginning of the year baseline. benefit footprint areas. 68% of employees reside in the local benefit footprint
area of their site.
Contributions Coverage of contributions (beneficiaries vs. local population; contributions vs. plan; Average of site results 8 7.7 A total of 607,500 beneficiaries of community programs in 2022 is 1.3x the
in-kind contributions vs. cash; percentage of interventions with targeted community- combined local benefit footprint area populations; $9 million spent on
based outcomes). community investments (monetary and in kind) at sites.

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As of 2023, we have amended our First Priorities in several areas to better reflect the maturity of ESG management systems Our performance results for 2022 include:
and performance at Kinross. With a sharp focus on proactive drivers of safety performance, we are increasing the weighting
• The Responsible Gold Mining Principles (RGMPs) include a specific sub-principle (2.1) related to risk assessment. External
assigned to leading indicators and lowering the weighting assigned to TRIFR. An increased weighting is also being assigned
assurance of this sub-principle during 2022 resulted in a recommendation to improve our disclosure on risks to others.
to leading indicators for social responsibility and environmental performance measures.
In response to this recommendation, we have updated the language in our Social Performance standard on Social Risk,
Among the most significant changes to First Priorities, a new ESG category, “ESG Initiatives”, has been added and assigned specifically recognizing risks to others. Also, we have updated the guidance for our stakeholder grievance mechanism to
a 2% weighting to drive progress across the business, including topics such as renewable energy and GHG reductions and consider gravity, extent, vulnerability and remediability (see Community Engagement).
initiatives to foster diversity, equity and inclusion. The overall weighting of First Priorities in the Four Point Plan remains at 25%.
• Our audit program for health & safety, environment and communities currently takes a risk-based approach with the goal
of supporting sites in improving systems in order to mitigate the risks, including ESG-related risks. This audit program
MANAGING ESG RISKS brings together our audit teams, subject matter experts, and third-party, independent auditors when external assurance or
The full range of risks to Kinross’ business activities is managed through our Enterprise Risk Management (ERM) system, the additional expertise are warranted. Sites are audited on a three-year cycle.
cornerstone of risk oversight and management at Kinross. Our ERM provides a business management tool to enhance risk- • At the end of 2022, Kinross completed another three-year round of Safety and Sustainability audits on all our operational
informed decision-making across all management levels, spanning operations, development projects, regions, capital projects sites. Findings and opportunities for improvement were immediately addressed by teams on-site and supported by
and all corporate functions. We undertake a systematic process of identifying, assessing and addressing risks from all sources that Corporate where needed. Moving forward, we are reviewing our internal standards and expanding the Safety and
potentially affect the achievement of Kinross’ strategic business objectives. For additional information on risks to our business Sustainability audit program to include new projects and sites under care and maintenance under its scope of work.
see the 2022 Annual Information Form (December 31, 2022) Risk Factors.

ESG is fundamentally about managing risk related to our material ESG topics and this includes taking a double perspective,
risk to the business and risk to the stakeholder. This approach aligns with our commitment to the UN Guiding Principles on
Business and Human Rights to “Do no harm” and is embedded as a principle of our approach to sustainability. ESG risks are
identified and aggregated under a broad range of categories through:

• Engineering Risk Assessments (ERAs), a comprehensive review of potential environmental permitting, safety and
operational risks that could arise from failures of engineered systems such as pumps, pipelines, dams and structures during
mine design phases and over the life of operations.

• Risk assessments pertaining to human rights, security, corruption, fraud and geopolitical issues.

• Social and environmental risk assessments, including all material topics and especially health, safety, social, environmental,
and climate change. For climate change, this may include periodic risk assessments conducted with the support of expert
climate risk consultants. These assessments may be conducted
through formal studies as well as through ongoing stakeholder
FUTURE FOCUS
engagement. Engaging with stakeholders allows for their
perception of risk and impact to be understood, which may be We will work on improving our assessment of
different from that of the Company. social risk at our sites, in particular, considering
risk to others, ensuring that these risks are
captured through our normal ERM process and
consolidated upwards to Corporate.

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Assessing and Mitigating Risk at Paracatu

The Paracatu mine is in close proximity • Involving the community in monitoring
to the city of the same name, which has key parameters through our long-standing
a population of about 100,000. There community based environmental monitor
is a risk that mine impacts such as dust, program.
blasting vibrations, and noise affect the
• Implementing important mitigation
well-being of local residents, especially
measures, such as an acoustic barrier,
as mine expansion towards neighbouring
following community consultation.
communities increases stakeholder
perception of these potential impacts. • Showing transparency through our site visit
program for organized groups (e.g., schools,
With this unique context, the mine has
academia, authorities) as well as open
considered risk from both perspectives, the
community visits.
stakeholder and the business, resulting in a
comprehensive approach to risk management, • Providing access to remedy through a
implemented over more than a decade. Our community hotline and grievance system.
approach includes:
Over the years, we have resolved grievances
• Developing and implementing best practice through our hotline as well as addressing
technical mining practices, including legal demands related to arsenic, cracks in
blasting, to manage noise, vibration and houses, and other matters. This risk-based
dust and accompanied by monitoring approach to do no harm, combined with our
stations around the mine to measure additional sustainability principles of making
these parameters. a positive contribution and act ethically and
transparently, have guided us to ensure
• Obtaining scientific data and independent
that we can continue to contribute to the
studies to ensure that analysis and decisions
development of Paracatu and the well-being
are data-based.
of its people.
• Engaging constantly and comprehensively
with local stakeholders to listen and
understand their perceptions of risk.

Aerial image of the acoustic

barrier in Paracatu

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Emerging Risk
We also consider emerging risk, which contemplates the increasing complexity of the world in which we live and the rapid
pace of technological advance. We have identified two salient emerging risks in Table 2 below.

TABLE 2: Emerging Risk

Emerging Risk Description Impact Mitigating Actions

Risk of impacts to business An increasingly complex High. Impact on business Strengthen scenario analysis
and stakeholders due to world makes it ever harder continuity through cost capabilities; engagement
conflated outcomes of to predict the full range of pressures, supply with key suppliers;
connections between contextual outcomes and availability, social and engagement with key
global environment, social their impact on our business political instability in stakeholders; and
and political events. and stakeholders. These communities and monitoring of social
inter-relationships of known host countries. and economic trends.
individual risk parameters
may come together in ways
which are unanticipated.

The rapid growth in power Our business as well as the Medium. Mining is not Maintain the Company’s
of Artificial Intelligence (AI) lives of our stakeholders yet fully dependent on strong cybersecurity defence
tools is outpacing the are increasingly caught up AI tools so there is time strategy; keep abreast of the
ability of business and in advancing technology to understand better this debate on this topic through
stakeholders to understand from the perspective of how emerging risk. Many of our our business associations and
its implications. it can make business more local communities are not responsible business societies;
efficient and reduce costs, yet connected with the raise this topic with our local
as well as improve quality of cutting edge of AI, also stakeholders through
life. The very rapid increase protecting them from planned engagements.
in autonomy and power of immediate exposure.
AI tools creates risks, as yet
undescribed, to the use
of AI for good in business
and society.

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ALIGNING WITH ESG STANDARDS AND FRAMEWORKS In addition, we have Kinross standards and procedures in alignment with the Voluntary Principles on Security and Human
Rights, the Mining Association of Canada’s tailings standard and the Global Industry Standard on Tailings Management, as
The pursuit of excellence is a cornerstone of Kinross’ strategy and culture. We aim for best-in-class performance across
well as ISO 14001 and SA8000. One of our sites (Paracatu) is currently assessing against the Mining Association of Canada’s
all areas of ESG at our sites, projects and corporately. To support this objective, we keep abreast of evolving stakeholder
(MAC) Towards Sustainable Mining (TSM) framework, following the Brazil Mining Association’s (IBRAM) commitment to adopt
expectations of corporate-wide standards for ESG governance and performance, relying upon our comprehensive
this framework.
framework of ESG-related policies, standards and management systems, referenced throughout this Report and companion
Management Approach documentation. Our audit program for Safety and Sustainability helps assess the effective
implementation of our systems to control and mitigate risk. We also consider and adhere to external frameworks that are
most relevant to Kinross’ position as a senior global gold producer, support the effective management and mitigation of ESG
risk, and bring value for our business. Through our transparent and balanced reporting of our performance against these
frameworks, we provide our stakeholders with the information they need to trust in Kinross as a responsible mining company.

Leading, recognized external frameworks for responsible business which we have adopted include:

• The UN Guiding Principles on Business and Human Rights

• The UN Global Compact (annual Communication on Progress required)

• The International Cyanide Management Code (mine sites must re-certify every three years)

• The Responsible Gold Mining Principles (RGMPs) of the World Gold Council (site and corporate assurance required)

Paracatu Certifications
Paracatu implements an integrated ISO certified management system, first certified in 2001.

In early 2023, Paracatu carried out the second external maintenance audit against ISO 14001 and ISO 45001 of the
current ISO certification cycle with Bureau Veritas as external auditors. The audit highlighted strengths including
management commitment and transparency of evidence, as well as functional strengths such as the online monitoring
system for Tailings Dam safety. Areas for improvement included better communication of system updates, risk mapping
and procedures to assess behavioural aspects of safety. Recertification will be conducted in 2024.

Paracatu has also started its assessment process against MAC’s TSM protocols, following IBRAM’s commitment to
adopt TSM among its members. The site developed a full action plan by end of November 2022 and is currently doing
its self-assessment, with a target of obtaining external validation of its assessment by end of 2023. This will then pave
the way for formal assessment and reporting against TSM’s protocols. This will provide important learnings for Kinross
since the Great Bear project in Ontario will eventually have to certify against TSM as a Canadian operation and in
compliance with Kinross’ commitments as a MAC member.

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Conforming with the Responsible Gold Mining Principles As per the report of the independent practitioner, we received an unqualified limited assurance report on our assessment of
The World Gold Council’s Responsible Gold Mining Principles (RGMPs) set the standard of excellence for the gold mining full conformance with the RGMPs as at March 31, 2023 (see Table 3). Having completed external assurance in 2022, Kinross
sector. They provide our industry with a comprehensive principles-based framework for responsible gold mining and detailed has complied with the WGC’s three-year timetable for implementation of the RGMPs and will now continue the ongoing
requirements pertaining to commitments, standards and high performance. assurance process on a regular cycle where each site is assured every three years.

2022 marked the third year in Kinross’ three-year RGMP implementation strategy (see Figure 2). Self-assessments were TABLE 3: Assessment of Conformance with the RGMPs
completed at all six of our operating mines and the corporate office by the fourth quarter of 2021. The exercise verified that
Kinross External Assurance & Internal Self-Assessment
all of our sites had established policies, processes and programs in place that partially or fully met the RGMP requirements,
preparing the way for third-party assurance also conducted in 2022 (see Table 3). Currently Assured External Assurance Schedule
2022 2023 2024

RGMP Corporate Paracatu

Round
Bald
Figure 2 2022 2022
Mountain Fort Knox Tasiast La Coipa
Mountain
2022
RESPONSIBLE GOLD MINING PRINCIPLES – OUR PROGRESS
Limited Assurance Self-assessment Results

2021 2022 2023 2024 Principle 1 – Ethical conduct

Governance
Year 1 Year 2 Year 3 Integration Principle 2 – Understanding our impacts

Self-assessments Kinross sites worked External assurance Moving forward, Principle 3 – Supply chain
completed in all towards closing the completed by KPMG two Kinross sites will Principle 4 – Safety and health
Kinross operational gaps and a pilot at Paracatu, Round go through external
sites and at the assurance process Mountain and assurance on an Principle 5 – Human rights and conflict

Social
corporate level. was completed at our Kinross corporate. annual basis.
Principle 6 – Labour rights
Tasiast operation.
Principle 7 – Working with communities

Environment
Principle 8 – Environment stewardship
Drawing upon the learnings from a pilot assurance test conducted at Tasiast in late 2021, a collaborative approach was taken
Principle 9 – Biodiversity, land use and mine closure
internally to close the gaps identified and initiate external assurance of our performance alignment with the RGMPs in Q3
2022. In keeping with the RGMP requirements, third-party assurance was conducted by KPMG at our Paracatu and Round Principle 10 – Water, energy and climate change
Mountain sites and at the corporate level. Going forward, two sites will be assured per year (Fort Knox and Tasiast in 2023,
followed by Bald Mountain and La Coipa in 2024), so that all sites will have completed their first external assurance by Q2 2024. Full conformance
Partial conformance
As outlined in Table 3, we performed an assessment of conformance with the RGMPs as of March 31, 2023. Our assessment Non-conformance
was conducted using the illustrative processes and policies set out in the WGC’s Guidance on implementing and assuring the
RGMPs Supplement to the Assurance Framework.

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2023 RGMP Action Plan Cyanide Code

The process to assess conformance with the RGMPs drew our attention to opportunities where we know Kinross is well- Kinross is a signatory to the International Cyanide Management Code (ICMI) and is committed to the certification of 100% of
positioned to do more. In keeping with our corporate-wide culture of continuous improvement and to strengthen our our active mine sites under the Code (Table 4). Heading into 2022, all of our operating mines were Cyanide Code certified.
approach in some areas, action plans are in place and underway in several areas at the corporate level. These include: Our Paracatu mine was recertified under the Cyanide Code in 2022 and a pre-audit was also conducted at La Coipa
following the ramp up to full commercial production during the year.
Health and Safety – We have initiated a comprehensive restructure and update of our Health and Safety Management
System, including standards and policy reviews in alignment with ISO 45000, the MAC’s TSM Framework and the RGMP Round Mountain also completed the recertification process in the fourth quarter of 2022 and awaits a formal recertification
principles. Work is on track for completion in 2023. letter from ICMI. On February 6, 2022, a contract delivery driver was exposed to crystallized cyanide during a cyanide offload
at Round Mountain. The driver was disconnecting equipment when cyanide crystals blew off the vent on the top of the
Environment – We are conducting a comprehensive restructure and update of our Environmental Management System,
cyanide storage tank. The driver called for help and the plant operators initiated a “code blue”. The cyanide antidote kit
including tailings management. This initiative is referencing standards and frameworks such as ISO 14001, the Mining
was accessed and oxygen was administered until the driver was transported to the onsite clinic. A site team was assembled
Association of Canada’s Towards Sustainable Mining Framework and ongoing conformance with the RGMPs. Work is on
to complete the incident investigation, which was reported to Mine Safety and Health Administration (MSHA) and to ICMI.
track for completion in 2023.
Certified under the Cyanide Code initially in 2011, La Coipa was placed into care and maintenance in 2013 and certification
Human Rights – We are enhancing our governance framework pertaining to human rights and supply chain due diligence and
was not required until commercial production resumed in 2022. We are proceeding with Cyanide Code certification at La
improving our coverage of risks to stakeholders in Kinross’ ERM system. Work is already underway to enhance our position in
Coipa and an audit is currently scheduled for April 2023.
this area, beginning with establishing a cross-functional Corporate Human Rights Task Force in early 2023. Work on the initial
action plan is expected to be completed during 2024.
Table 4: 2022 Cyanide Code Certification
Respectful Workplace – A global initiative is underway aimed at promoting a safe and supportive workplace environment,
and the prevention of discrimination and sexual and gender-based misconduct. A Global Learning Program on Harassment Operating Mine Current Certification Initial Certification
and Gender Discrimination is in development to help embed key concepts into the experience of all employees, supervisor
Bald Mountain 2020 2008
roles and new hires. The Respectful Workplace Program is on track for implementation in late 2023.
Round Mountain 2020 2007
Diversity, Equity and Inclusion (DEI) – We are continuing to enhance our DEI strategy. Kinross established an agreement
Fort Knox 2021 2008
with International Women in Mining which allows our Company to be part of a cross-company mentorship program. We also
have introduced online DEI training via Kinross University for new hires and new leaders. The training program may also be Paracatu 2022 2008
extended to contractors. We also launched our DEI Corner to address specific contexts at both corporate and site levels. La Coipa Designated for certification in 2023 2011
For more information, see Diversity, Equity and Inclusion in this report.
Tasiast 2020 2017

Conflict Free Gold

Kinross believes that responsible mining and related activities can play an important role in achieving sustainable ANALYST CORNER: CYANIDE MANAGEMENT
development and alleviating poverty in developing countries. In advancing these goals, we do not condone, support or in any
Read Management Approach M
other way accept the use of gold mining to support conflict and as such, Kinross has adopted the WGC’s Conflict-Free Gold
Standard. An independent assessment of our performance in accordance with the Standard is commissioned annually. Kinross GRI 301, 308
has a ten-year record of full compliance with the Standard. We expect to publish our 2022 Conflict-Free Gold Assurance RGMP Principle 2, 8 SDG 12, 15
Report in mid-2023. UNGC Principle 7, 8, 9
Data Tables

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Cyanide Awareness at Tasiast

Our Tasiast operation successfully • Provide correct information, and thus reviewed the appropriate actions that people
completed its initial certification under combat wrong perceptions and rumours should take in the event of a transportation
the ICMI in 2017, and was recertified incident pertaining to cyanide.
• Explain the appropriate behaviour of
in 2020. The requirements of the ICMI
inhabitants in case of incidents nearby The awareness campaign reached over 300
are stringent, and Tasiast’s cyanide
stakeholders including local authorities,
management program has been meeting • Explain safety measures taken by the
NGOs, students, notables, women and
those requirements for transportation, Company during different stages, in order
youth. Presentations were held in the local
handling and use. In order to maintain to protect:
communities of Dawass, Virage Tasiast,
an ICMI certificate, and to meet section
– Personnel handling the product, Chami, Chami Bouammatou, Auberge Ejmam,
9 of the Cyanide Code – Community
– Employees and visitors of its mine site, Leghreid, Nesri, Akweij Lehmar, Akweijatt,
Dialogue, mining operations are required
– Communities on the road, Mhaijratt, Tiwilit and Aghnowdert.
to organize, among other things, cyanide
– Environment
awareness campaigns. Their intent is to Whether it was their first time attending such
periodically sensitize populations located During the preparation for the campaign, an awareness session, or they have attended
on cyanide transportation routes, and to Tasiast’s General Manager reached out to one before, participants rated the sessions
help ensure that communities are aware of regional leaders (Walis of Inchiri and Dakhlet as “very useful”, “can be lifesaving if the
potential risks and prepared and equipped Nouadhibou). In parallel, our community unthinkable happens” and “reassuring”.
appropriately to help ensure protection in relations teams worked closely with local Stakeholder feedback from the sessions also
the event of an accident. officials and community influencers to build underscored the importance of providing local
awareness about the upcoming campaign and residents with information on the stringent
In February 2023, Tasiast launched a
drive participation. management protocols at Tasiast and
“refresher” Cyanide Awareness Campaign,
empowering local people with the information
the first campaign for that operation since Over five days, interactive and in-person
they need to stay safe.
2019 given delays arising from the COVID-19 sessions were held to educate local residents
pandemic. Among the objectives of the on the use of and associated risks of cyanide,
campaign, the site set out to: helping them learn more about the high
standard for cyanide management at Tasiast,
• Raise the awareness among stakeholders
safety measures that are in place including
about the product
personal protective equipment, and what ICMI
certification means for Tasiast. Tasiast also

Residents living in the

communities around Tasiast
attend a cyanide public
awareness session.

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Safety and Sustainability Audit Program ESG REGULATORY COMPLIANCE

Looking ahead over the next four years, we have a well-planned map of internal audits, RGMP assurance processes Our goal is 100% compliance with all laws and regulations in every jurisdiction where we operate. Kinross maintained
and certifications under the Cyanide Code (Table 5). Our teams work with sites and auditors to minimize the burden a strong record of compliance across our operations and projects. Performance for 2022 included:
of site visits while ensuring strong governance to ensure that we live up to our commitments and standards.
Environmental compliance
• Kinross has a strong record of environmental compliance, a record that continued in 2022 across our operating sites.
For regulatory and legal matters at non-operating sites, see Kinross’ 2022 Annual Information Form (December 31, 2022).
TABLE 5: Three-Year Audit and Assurance schedule
• Spills/releases: There were zero significant reportable spills at our active mine sites in 2022.
Safety & Sustainability Audit Program • Notices of Violations: We received two minor administrative Notices of Violation at our operating mines in 2022.
Date of Current Audit Planned Audits: 2023 – 2026 • Fines and Exceedances: Kinross received zero fines in 2022.
Responsible
Cyanide Code
Audit Schedule S&S Audit Gold Mining 2023 2024 2025 Social Compliance
Certification
Principles Kinross reported zero material breaches pertaining to confidentiality of information and privacy.
Fort Knox 2019 2021 N/A S&S Audit RGMPs CN Code RGMPs
Governance Compliance
Round Mountain 2021 2020 2022 – S&S Audit CN Code Ongoing legal and regulatory actions are covered in Kinross’ 2022 Annual Information Form (December 31, 2022) and in
Kettle River* 2018 2016 N/A – S&S Audit the Stakeholder Issues section of this report.

Bald Mountain 2022 2020 N/A CN Code RGMPs S&S Audit

Paracatu 2022 2022 2022 – RGMPs CN Code

ANALYST CORNER: ESG
Brazil Hydro-electric
2021 N/A N/A – S&S Audit N/A REGULATORY COMPLIANCE
Power Plants
Read Management Approach M
Maricunga* 2019 2016 N/A – – S&S Audit

CN Code GRI 2-27, 306-3 SASB

La Coipa 2019 2016 N/A RGMPs S&S Audit SDG 16
RGMPs

CN Code
Tasiast 2021 2020 2023 S&S Audit RGMPs
RGMPs

Manh Choh N/A N/A N/A S&S Audit N/A RGMPs

* In care and maintenance.

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Ethical Conduct and Transparency

ETHICAL COMPLIANCE AND ANTI-CORRUPTION TABLE 6: Five-Year Substantiated Cases of Public Corruption
At Kinross, we maintained our strong record of ethical compliance in 2022 and reported zero cases of corruption
and bribery for the fifth consecutive year. 2018 2019 2020 2021 2022

We maintained our requirement that employees at global director level and above, as well as employees in higher-risk roles, Total Matters Addressed (# of cases of Corruption) 1 1 1 1 0
are required to acknowledge and sign off on our Core Policies. We have attained written acknowledgement of our Core Total Substantiated Cases (# of cases of Corruption) 0 0 0 0 0
Policies (Code of Business Conduct and Ethics, Whistleblower Policy, and Disclosure and Insider Trading Policy) for 100%
of director-level and above corporate, regional and site employees over the past two years, via our online learning portal,
Kinross University.

In 2022, we also: TABLE 7: 2022 Whistleblower Complaints Received by Category

• Reported zero substantiated cases of public corruption or bribery (Table 6). Number Percentage
• Found that two whistleblower cases within a human rights area (harassment) were substantiated after investigation. Inappropriate Behaviour / Harassment / Workplace Violence 11 28%
• Received 40 Whistleblower reports via our Integrity Hotline, emails and letters, of which the greatest number of reports Supply Chain Irregularities 10 25%
(28%) were in the category of inappropriate behaviour and/or harassment (see Table 7), followed by supply chain
Misappropriation of assets 2 5%
irregularities at 25%.
Other / Non-issue / Unspecified 7 18%
• Delivered in-person Code of Business Conduct and Ethics training at Tasiast, Paracatu and Chile, as well as Red Lake,
Ontario, the home of our Great Bear project office. With COVID-19 restrictions easing in 2022, the Company launched a Conflict of Interest – Recruitment 2 5%
campaign to maintain and strengthen awareness of its Core Policies (and anti-corruption policy therein) through renewed
Health and Safety 3 8%
live training, which is interactive and the most effective with our employees. Anti-corruption training over the past two years
remained at 77% for all employees and 94% for corporate, regional and site management. Discrimination 1 3%
• Registered four use-of-force incidents at Tasiast, related Accounting Irregularities 0 0%
to actions by illegal miners against Tasiast’s security team.
ANALYST CORNER: ETHICAL COMPLIANCE Recruitment, Promotion or Termination Issues 4 10%
Tasiast security staff are trained to follow the Voluntary
AND ANTI-CORRUPTION
Principles on Security and Human Rights in their daily Retaliation 0 0%
activities and completed their annual training in 2022. M
Read Management Approach
Total 40 100%
GRI 2-15, 2-16, 2-23, 2-25,
2-26, 205, 406 SASB
RGMP Principle 1 SDG 16
UNGC Principle 1, 2, 6, 10

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Ethical Conduct and Transparency

HUMAN RIGHTS TABLE 8: Five-Year Human Rights and Security Training (% trained)
Kinross’ respect for human rights is integrated into everything we do through our policies, standards and practices and
2018 2019 2020 2021 2022
reinforced by our ongoing commitment to the UN Global Compact and alignment with the UN Guiding Principles on
Business and Human Rights. Security personnel who completed human rights and security training 100 99 96 94 100

We continued to meet our commitments to respect human rights throughout 2022. We listened to the concerns of
stakeholders and provided access to remedy. In 2022, there were two substantiated cases of human rights violations received
and investigated under our Whistleblower Policy. Both cases related to harassment. In early 2023, we embarked on a global
respectful workplace initiative to promote a safe and supportive workplace environment, and to help prevent discrimination Enhancing Human Rights Governance
and sexual and gender-based misconduct. A Global Learning Program on Harassment and Gender Discrimination is in In late 2022, we launched a cross-functional initiative to improve Kinross’ oversight and management of human rights.
development to help embed key concepts into the conduct of all employees, supervisors and new hires. Kinross takes a risk-based approach to human rights due diligence to support our alignment with the Voluntary
We also initiated work to enhance our corporate framework for human rights governance. Our goal is to build upon our Principles on Security and Human Rights, and the UN Guiding Principles on Business and Human Rights. While this
risk-based approach to human rights, and to strengthen our enterprise-wide oversight and management of human rights to approach has delivered a consistent performance record on human rights, a review of our own controls, combined with
better meet the needs of Kinross today and an evolving regulatory landscape. In early 2023, we established a cross-functional the results of our RGMP assurance process, have highlighted opportunities to update and strengthen our management
Corporate Human Rights Taskforce with responsibility for updating Kinross’ management of human rights. Read Enhancing approach to human rights to bring our human rights program more in line with internal and external expectations for
Human Rights Governance. human rights and due diligence, including with the UN Guiding Principles on Business and Human Rights, and to ensure
we are well-aligned with anticipated regulatory changes.
In other areas of performance, we:
In early 2023, we set out to address these gaps, establishing a corporate-level Human Rights Task Force, comprised of
• Completed annual human rights and security training of Kinross’ security workforce, exceeding our target of 100% senior managers representing those functions where human rights and Kinross’ activities generally intersect, notably
(Table 8), the highest level in four years, as part of our Human Rights Adherence and Verification Program (HRA&VP) and in human resources, compliance, community relations, security, health and safety, supply chain and ESG strategy. With a
keeping with the Voluntary Principles on Security and Human Rights. mandate to review and update Kinross’ management approach, the Task Force is focused on delivering on a four-part
• Developed a new security Human Rights Risk assessment process to be managed corporately and rolled out in 2023. Sites will action plan during the year. Key elements include:
be required to carry out an assessment annually. Governance – Conducting a review and update of policies and frameworks including risk assessments and corporate
• All of our operating sites (100%) have been assessed in the past three years as part of our HRA&VP, with some sites (e.g., and site-level systems to ensure access to remedy.
Paracatu and Tasiast) having generally higher levels of risk. Identified risks are tracked and, where possible, mitigation measures Actions – Building and upscaling systems and procedures to support policy updates, implementation, as well as
are implemented. monitoring and reporting.

Controls – Creating and implementing programs to enhance controls regarding human rights issues in our supply chain.

Communications – Updating our external facing documentation to reflect our management approach for human rights
ANALYST CORNER: HUMAN RIGHTS in alignment with reporting frameworks and applicable law.
Read Management Approach M

GRI 410, G4-MM8 SASB

RGMP Principle 5, 6 UNGC Principle 1, 2
SDG 16

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Ethical Conduct and Transparency

Labour Rights
Fairnessw and equality are entrenched in our Code of Business Conduct and Ethics, our participation in the UNGC and commit-
ment to support the Core Labour Conventions of the International Labour Organization (ILO). In 2022, we met our commit-
ment to respect and uphold freedom of association, collective bargaining and related core conventions of the ILO.

In 2022, approximately 51% of our workforce was represented by collective agreements (Figures 3 and 4), an increase from
41% in 2021, due to the reduction in the number of employees following the sale of our Russian and Ghanaian operations.

There were zero strikes and/or lockouts at Kinross operations in 2022. Collective agreements remained in place at our sites in
Brazil, Chile and Mauritania. Collective agreements were renewed in 2022 at Paracatu and at La Coipa in Chile. In Mauritania,
a new collective agreement was signed in 2022 and is valid until December 31, 2025, after which it will automatically renew for
a second three-year term unless one of the parties provides notice of non-renewal. Kinross employees in Canada, the United
States, Spain and the Netherlands are non-unionized.

Figure 3 Figure 4
FIVE-YEAR EMPLOYEES
Five-Year
e-Year Employees Covered by Employees
Collective
COVERED
Covered
Bargaining by Collective BY
Agreements
Five-Year EmployeesEMPLOYEES
Bargaining Agreements
Five-Year
Covered by Collective COVERED
Employees Covered
Bargaining BY
by
Agreements COLLECTIVE
Collective Bargaining Agreements
(%) (as of December 31, 2022)
COLLECTIVE (%) BARGAINING AGREEMENTS (%) (as of December BARGAINING 31, 2022)
AGREEMENTS
(%) (%) (as of December 31, 2022)

Brazil
Brazil 82.8% 82.8%
2018 Brazil 40.0%
2018
2018 40.0%
Chile
Chile 64.4% 64.4%
2019 Chile 39.7%
2019
2019 39.7%
Mauritania
Mauritania 95.6% 95.6%
2020 Mauritania
40.9%
2020
2020 40.9%
Total
Total 50.6% 50.6%
2021 Total 41.1%
2021
2021 41.1%

2022
2022 2022 50.6% 50.6%

FUTURE FOCUS
In the coming year, working with the corporate Human
Rights Task Force, we expect to strengthen our corpo-
ANALYST CORNER: LABOUR RIGHTS rate governance framework and management system
M pertaining to human rights. Over the medium term, we
Read Management Approach are planning the development of a consolidated ap-
proach to human rights risk assessment across our sites
GRI 402, 406, 407, G4-MM4 SASB
and projects. Labour negotiations for our Chilean sites
RGMP Principle 6 SDG 8
at La Coipa and Maricunga will begin prior to the expi-
UNGC Principle 3, 4, 5, 6 Data Tables
ration of collective agreements at those locations.

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Ethical Conduct and Transparency

RESPONSIBLE PROCUREMENT 2022 GLOBAL PROCUREMENT SPEND

Kinross is committed to managing procurement and supply operations in a lawful, ethical and socially

5,047 267
responsible manner that meets the expectations of stakeholders. It is our objective to engage only with

$2.5
suppliers that share our values with respect to human rights, safety and sustainability.

We maintained our supplier due diligence program, with 98% of our global suppliers having been through due Tier 1 significant
diligence prior to and during 2022, almost meeting our target and in compliance with our Supply Chain Policy. In suppliers suppliers
higher-risk jurisdictions, we have reached 100% completion of supplier due diligence.

Our 2022 performance results for the year include:

• Completed the assessment of approximately 98% of Tier 1 suppliers (i.e., direct suppliers to Kinross)
at operating sites since the launch of our refreshed due diligence process in 2019.
billion total global spend
17%
Largest single category is fuel,
• Achieved an 84% training completion rate via Kinross University for all employees who interact in a significant oil and lubricants
way in Kinross’ procurement process.

• Integrated the Great Bear project into our project procurement process and started development of local
procurement policy, including procurement with Indigenous Peoples and First Nations businesses.
ANALYST CORNER:

80%
• Initiate reporting in 2024 as required by Canada’s Bill S-211 on Forced labour and Child labour in Supply Chains. RESPONSIBLE PROCUREMENT M

• Continued to advance our local procurement strategy, sourcing 75% to 81% of goods and services locally. In Read Management Approach
2022, we purchased 81% of goods and services from within our host countries, in line with the five-year average. of global spend represented
See Local Procurement. GRI 308, 409, 414 SDG 8
by 250 suppliers
RGMP Principle 3 UNGC Principle 1, 2, 3, 4, 10

FUTURE FOCUS

We are developing a supplier re-assessment

process with a focus on those suppliers with higher
reputational risk. In parallel, we will continue to
maintain our monitoring program to mitigate
compliance risks across our existing supply chain.
As part of our climate and energy strategy, we plan
to work with our equipment and power suppliers to
identify opportunities to reduce Scope 3 emissions.

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Ethical Conduct and Transparency

PUBLIC POLICY
Our engagement in the public policy arena is ethical and transparent, and conducted in accordance with the law to
help ensure that we earn and maintain the confidence of all of our stakeholders, including host governments. Within
the framework of our Government Relations Policy (GRP) and guidelines, political donations, sponsorships and other
associated political activities are discouraged, and when considered necessary, are put through a meticulous review and
approval framework that guides our Company’s decision-making process in 2022.

In 2022, Kinross made $25,000 in state-level political donations in the United States, where permitted by law, all to individual
candidates affiliated with both political parties in the 2022 mid-term elections.

Throughout the year, we continued our engagement with government regulators, public policy makers and non-governmental
organizations directly and via Kinross’ memberships in industry-related trade associations and support of relevant
independent think tanks. Trade association and other membership costs were approximately $783,402 in 2022. Kinross reports
lobbying fees paid in the United States in accordance with U.S. federal regulatory requirements. Total fees of $300,000 were
paid in 2022 to state and federal lobbyists.

Performance highlights for the year include:

• Presented to the Alaska Joint House Transportation and Resources Committee regarding the Manh Choh ore transport
plan. Joining us was the Chief of the Native Village of Tetlin who spoke powerfully about what this project will bring to his
community in terms of jobs, skills and hope for generations to come.

• Hosted a Manh Choh project site visit with state legislators, the Commissioner and Deputy Commissioner of the
Department of Natural Resources, the Deputy Commissioner of the Department of Labor and Workforce Development,
and other agency officials. This included specific updates on community and cultural relations, permitting timelines and
reclamation and closure plans, the construction season, workforce development, and local hire.

• Participated in two meetings of the Ontario Minister of Mining Industry Council, a forum in which senior executives from the
mining industry in Ontario are invited to provide direct input and feedback on the investment and operating climate in the
province to inform/support the Minister’s efforts to “build more mines, faster” in Ontario.

ANALYST CORNER: PUBLIC POLICY FUTURE FOCUS

Read Management Approach We will continue to engage in the public policy arena,
M both directly and through our industry memberships
GRI 415 UNGC Principle 10 and associations, always seeking transparent and
RGMP Principle 1 SDG 16 honest relationships through which stable and fair
operating conditions prevail in jurisdictions where we
have business.

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Ethical Conduct and Transparency

PRIVACY AND CYBERSECURITY • Continued the program of independent security assessments for the second consecutive year. Compromise, ransomware
and vulnerability penetration testing assessments were completed in 2022, demonstrating that Kinross’ existing systems
Our day-to-day business activities are heavily dependent on our IT systems, our networks, equipment, hardware,
are robust.
software and telecommunications systems, as well as the IT systems of third-party service providers and vendors. The
integrity of our IT systems and resilience to cybersecurity threats are one of our material ESG topics. • Used an external provider to conduct a cyber risk assessment, which found that Kinross maintained scores in the top end of
its peer group in 2022.
Kinross places high importance on the integrity of its information technology systems and their resilience to cybersecurity
threats. Our Kinross Code of Business Conduct and Ethics embeds our policy expectations pertaining to the use of IT, data • There were no material incidents of non-compliance with global privacy regulations by Kinross or any other Kinross entity.
privacy and cybersecurity. All employees are required to comply with the Code.

We continued our transition to a more cloud-based IT environment in 2022, shifting our focus to ensuring the systems and TAX TRANSPARENCY
protections are in place to support the different technical requirements of cloud security. We also made significant progress in As a supporting company of the Extractive Industries Transparency Initiative since 2011, and in compliance with
a number of critical areas of our cybersecurity program in 2022, with the following performance results: Canada’s Extractive Sector Transparency Measures Act (ESTMA), Kinross meets stakeholder expectations for tax
• Zero material breaches relating to cybersecurity. transparency by reporting annually on our tax payments to governments on a country-by-country basis.

• The Kinross Technology Advisory Board met four times in 2022 to review and approve strategic IT business solutions in Over the past year, we met all of Kinross’ compliance and disclosure obligations pertaining to taxation in all of the
support of our business. This governance entity contains 16 members from diverse corporate functions and is designed to jurisdictions where we do business. In Canada, our combined federal and provincial statutory rate remained unchanged year-
ensure that there is broad oversight and involvement in the analysis of technology solutions. over-year at 26.5% in 2022, compared to 26.5% in 2021. Company matters pertaining to taxation in 2022 are detailed in our
2022 Annual Report (pages MDA 28 and FS 20).
• Delivered on our objective to increase employee participation in cybersecurity training. We made important strides in
increasing the cybersecurity training rate among “technology users” to 91% in 2022. With a heightened level of senior We will complete our submission under the ESTMA requirements providing a transparent account of our 2022 tax and related
leader engagement, regular training completion reports were provided to functional leads across our corporate office payments by country, including royalties, fees and infrastructure improvement payments to governments. The payments we
and sites and weekly dashboard updates were provided to Kinross’ Chief Operating Officer. A total of 3,000 hours of make to governments are an important part of our benefit footprint contribution in the jurisdictions where we operate. Read
cybersecurity training dedicated to email security, protection from phishing scams and mobile device (tablets and phones) the ESTMA Report and the Benefit Footprint section of this report.
security was completed.

• Provided quarterly reports to the Audit and Risk Committee of the Kinross Board of Directors. Reflecting the rising interest in
cybersecurity issues generally at the Board-level, Kinross’ annual cybersecurity update was attended by the full Board in 2022.

• Enhanced cybersecurity training as part of the onboarding process for new employees.

ANALYST CORNER: FUTURE FOCUS ANALYST CORNER: TAX TRANSPARENCY FUTURE FOCUS
PRIVACY AND CYBERSECURITY
We will continue our program of ongoing assessment Read Management Approach We will continue to maintain Kinross’ strong track
Read Management Approach M of our IT systems and cybersecurity, including a M record of meeting compliance and tax disclosure
planned assessment of our cloud environment. The GRI 207 UNGC Principle 10 obligations across all tax jurisdictions.
GRI 2-12, 2-13, 418 RGMP Principle 1 SDG 8, 16
IT organization continues to evaluate new security
technologies and the applicability in our environment.

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Environment Kinross has a strong track record of environmental protection across our
operations and projects, and our vision for Natural Capital, together
with our strategy to tackle Climate Change, builds upon that legacy.

100% 30-year 30%

of our sites have Biological Resource track record of safely reduction target set for
Management Plans managing tailings facilities Scope 1 and Scope 2
GHG emissions intensity

Environment 55
Water Use and Water Risk 56
Biodiversity and Land Use 60
Tailings Management and Mineral Waste 65
Integrated Mine Closure 67
Waste Management 69
Air Quality 70
Climate and Energy 71

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Environment

Our commitment to excellence in environmental stewardship is the structural foundation of our ESG strategy and our strong
performance across our operations and projects. During 2022, we maintained a strong compliance record, incurred zero 2022 Environmental Summit: Sharing Best Practices
fines and zero significant spills, and continued our efforts to strengthen our environmental reporting. Read ESG Compliance.
In late April 2022, Kinross welcomed its global environmental employees to Paracatu for the annual Environmental
Working closely with sites over the past year, we also delivered on our critical permitting objectives to support our existing Summit, in person for the first time since prior to the onset of the COVID-19 pandemic.
operations and development projects. All permits were obtained in support of the restart of operations at La Coipa, while
permitting for the Juniper (Bald Mountain), Manh Choh and Curlew (Kettle River) projects continued on track. At Great Bear, The purpose of the conference was to bring
the early exploration permit was renewed and work started on permitting for Advanced Exploration. together our global employees to discuss and share
learnings on environmental priorities including water
Our ESG priorities are sharply focused on the development of a forward-looking Natural Capital strategy to guide us on those management, biodiversity, and reclamation and
areas where our business and the environment intersect: water, biodiversity and land use, tailings management, integrated closure. As part of our effort to foster a culture of
closure, waste management and air quality. Our Climate and Energy strategy also remains a top priority for our business as we inclusion and collaboration, a session on diversity,
advance toward our goal of being net-carbon neutral by 2050. Read Climate and Energy. equity and inclusion was also held.

Over the course of three days, the participants

worked together to discuss key environmental
challenges and used their collective global
knowledge and experience to come up with
solutions and ways to create efficiencies. The
event also provided an opportunity for members
to network, learn from each other by sharing best
practices and professional expertise, and promote
innovation on environmental performance.

FUTURE FOCUS ANALYST CORNER: ENVIRONMENT

M
Across our mines and projects, our goal is Read Management Approach
unchanged: to achieve 100% compliance with all
GRI 301, 303, 304, 306, G4-MM1,
environmental regulations and requirements.
MM2, MM3, MM10 SASB
RGMP Principle 2, 8, 9, 10 SDG 6, 12, 13, 15
UNGC Principle 7, 8, 9 Data Tables

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 Overview Our Approach to ESG Governance Environment Social Five-Year total2022
waterData Tables
consumed Indices
Five-Year total water consumed

Five-Year Water Insensity Rates

WATER USE AND WATER RISK

Figure 1
Five-Year Water Insensity Rates Figure 2
Water is a critical aspect for our operations, projects and reclamation sites and an important focus of our stakeholders. FIVE-YEAR WATER INTENSITY RATES FIVE-YEAR TOTAL WATER CONSUMED (000 m3)
Our goal is always to protect the quality of water and optimize water efficiency wherever Kinross has a presence and
Water Consumed per Tonne of Ore Processed (m3/tonne) Total Water Consumed – Paracatu Only
throughout all phases of mine life. Water Consumed per Au eq. oz. (m3/Au eq. oz.) Total Water Consumed – All Sites Except Paracatu

All of our sites have water management systems in place to maintain a reliable water supply for operations to accommodate 69,082
the range of conditions they encounter, including extreme precipitation or extended drought. While each Kinross site 63,828
0.460 40.0 60,506 59,892
operates within a unique water context, we apply the same principles universally – always strive to use minimum volumes of 54,345 21,657
0.450 0.449 35.3
water at our mines and meet local water quality standards. 35.0 18,627
0.440
19,085 16,341
We re-use recycled process water to the greatest extent possible. Every site measures how much water is used to project 0.432 15,968
0.430 30.0
0.427 30.9
future water use over the life of mine. Where it becomes necessary to discharge wastewater, we conduct studies in order to
identify the best technology for treating water to meet applicable standards, and we maintain comprehensive water quality 0.420 25.0
25.3
24.7
monitoring programs of water at site as well as surrounding receiving waters. 0.410 21.7 45,201 47,425
0.414 20.0 41,421 43,551
0.400 38,377
With our La Coipa mine resuming commercial production in 2022, combined with the divestiture of our Ghanaian and Russian
operations, 66% of our sites consume fresh water for processing, while Tasiast and La Coipa consume brackish water. 0.390 0.398 15.0

Our 2022 performance includes: Five-Year Water Insensity Rates

2018 2019 2020 2021 Five-Year
2022 Water Insensity Rates
2018 2019 2020 2021 2022

Water Efficiency Five-Year Water Insensity Rates

Five-Year Water Insensity Rates
• Water intensity declined by 8% from 2021 to 0.414 m3/t in 2022, driven by more tonnes processed (17% greater than 2021)
and a large decline in net water storage at Paracatu (Figure 1). Figure 3
• Water intensity on a per ounce basis has increased steadily since 2019, driven primarily by declining gold production. PARACATU PRODUCTION AND WATER USE
In 2022, water intensity per Au eq. oz. increased to 35.3 m3/Au eq. oz. compared with 30.9 m3/Au eq. oz. reported for all (% of Kinross total)
operations in 2021 (Figure 1). Paracatu (% of Kinross water consumed)
Paracatu (% of Kinross ore processed)
• Total water consumption increased by 8% to 69,081,567 m3 from 63,828,406 m3 in 2021 and by 12% compared with Paracatu (% of Kinross Au eq. oz. production)
continuing operations (61,452,244 m3) (Figure 2). This increase was driven by increased production and more consistent 80
80 71 73 71 69
milling processes at Tasiast year-over-year and a significant decline in net water storage at Paracatu. 70 68 71 73
68 71 69
ANALYST CORNER: WATER USE 70
• Kinross’ overall water consumption is significantly influenced by Paracatu, which represents 69% of Kinross’ total water 60
60
consumed and 75% of total fresh water consumed at Kinross sites in 2022 (Figure 3). AND WATER RISK 50 M 42 42
50 38 42 39 42
40 38 39 34
Read Management Approach 40 34
30 25 23 26
30 21 25 23 26 29
GRI 303 SASB 20 21 29
20
RGMP Principle 2, 10 SDG 6, 12 10
10
UNGC Principle 7, 8, 9 Data Tables 0
0 2018 2019 2020 2021 2022
2018 2019 2020 2021 2022

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• On an intensity basis, water use at Paracatu is significantly higher than other Kinross sites at 0.841 m3 per tonne of ore • La Coipa relies upon brackish water for processing (>1,500 mg/litre TDS). While La Coipa is expected to achieve an
processed in 2022 compared with 0.196 m3/tonne aggregate processed at other Kinross sites, or 82.1 m3/Au eq. oz. for average recycle rate of 60% under normal operating conditions, the site was unable to recycle process water in 2022 due
Paracatu compared with 15.7 m3/Au eq. oz. for the other sites (Figure 4). to the production ramp up process. Consequently, water that would have been recycled was sent to reverse osmosis water
treatment and released back to the environment as fresh water.

Water Stress • Of our operations in water stressed areas, Bald Mountain is the only Kinross site that consumes fresh water, which is drawn
• In 2022, three out of our six operating mines (50%) were located in regions characterized by water stress, Tasiast in from groundwater and is strictly regulated under the State of Nevada’s water rights system. As a heap leach operation, Bald
Mauritania, La Coipa in Chile and Bald Mountain in Nevada, USA. In keeping with our company-wide water balance Mountain maintains a 95% water recycle rate. Kinross’ gold production from Bald Mountain was approximately 11% of Kinross
accounting methodology, Kinross includes precipitation captured in our water withdrawn calculations. While precipitation total gold production in 2022, and 16% of the total fresh water used during the reporting period.
is captured at all three sites, only our Bald Mountain (one out of three sites) withdraws and consumes fresh water from
source (groundwater). TABLE 1: 2022 Summary of Fresh Water Use in Water-Stressed Regions (m ) 3

• Total fresh water withdrawn in water-stressed regions, including precipitation captured, was 3,262,803 m3 in 2022, or 4.9%
Including Precipitation Captured Excluding Precipitation Captured
of total fresh water withdrawn. Total fresh water consumption in water-stressed regions, including precipitation, was
Five-Year Water recycling Rates
3,161,900 m3, or 5% of total fresh water consumed in 2022. Total fresh water consumption from water stressed regions, Water Withdrawn
excluding precipitation, was 1,484,082 m3 in 2022 or 2.4% of total fresh waterWater
Five-Year consumed in 2022
recycling Rates(Table 1).
Total Fresh Water Withdrawn in Water-Stressed Regions (m3) 3,262,803 1,584,985
• Both our Tasiast and La Coipa mines use brackish water. Tasiast draws water (salinity of >16,000 mg/litre of total dissolved
solids (TDS)) from a deep aquifer for its production and does not impact water availability for any other users or uses; part of Total Fresh Water Withdrawn from Water-Stressed Regions
4.9% 2.4%
as a Percentage of Total Fresh Water Withdrawn (%)
the water is desalinated for camp facilities. Tasiast potable water is purchased from a third party.
Water Consumed

Figure 4 Figure 5 Total Fresh Water Consumed in Water-Stressed Regions (m3) 3,161,900 1,484,082
100 FIVE-YEAR WATER RECYCLING RATES (%)
FIVE-YEAR WATER INTENSITY AT PARACATU
82.1 0.900 Total Fresh Water Consumed in Water-Stressed Regions
80 79.4 80.3 82.1 5.0% 2.4%
as a Percentage of Total Fresh Water Consumed (%)
Water consumed (m3/tonne of ore processed) 1000.800 82 81 80
62.0 79 78
60 Water consumed (m3/Au eq. oz. produced) 0.800
0.753 0.841
40 0.803 800.750 Water Balance
100 100 100 0.700
0.765 • All of our operations are designed to recycle process water. In 2022, we maintained a high rate of water recycle of 78%,
20 80.380.3 80.3 82.182.1 82.1
0.9000.9000.900
79.479.4 79.4 82.182.1 82.1
80 80 80 600.650
0.8000.8000.800 consistent with the five-year average of 80% (Figure 5).
0.666 0.600
62.062.0 62.0
60 60 60 0.8000.8000.800 • Paracatu and Fort Knox were the major contributors to the net changes in water storage, which account for a 13 million m3
0.753
0.7530.753 0.841
0.8410.841
400.7500.750
0.750 drop in storage for 2022. The majority of the decrease was at Paracatu, which reduced pond volumes by approximately
40 40 40 0.803
0.8030.803
0.765
0.7650.765 0.7000.7000.700 10 million m3 in anticipation of potentially high volumes of rainfall, similar to the precipitation experienced in 2021.
20 20 20 200.6500.650 However, the wet weather conditions experienced in 2021 did not materialize in 2022.
0.650
0.666
0.6660.666 0.6000.6000.600 • Fort Knox has been treating and releasing water since 2016 to manage pond volumes in its tailings management facility.
0 In 2022, the site reduced the amount of water treated and discharged from the higher levels of previous years to ensure
2018 2019 2020 2021 2022 2018 2019 2020 2021* 2022A
adequate volumes of water were maintained over the 2022/2023 winter when operational water levels are most critical.
* All 2021 metrics were independently assured by PWC LLP.

2022 SUSTAINABILITY AND ESG REPORT KINROSS GOLD 57

201820182018
201920192019
202020202020
202120212021
202220222022
 Overview Our Approach to ESG Governance Environment Social 2022 Data Tables Indices

Water Quality
Figure 6
• Kinross discharged approximately 18 million m3 of water to the environment in 2022 (Figure 6). More than half of this water
required no water treatment to meet water quality standards, including: 8.9 million m3 of groundwater from pit dewatering KINROSS GLOBAL WATER BALANCE (m3) (As of December 31, 2022)
at Round Mountain that is discharged back to groundwater through a rapid infiltration basin; and 2.1 million m3 of treated
and non-treated fresh water that is discharged at Paracatu to maintain environmental flow needs in watersheds where rainfall
is captured for use by the mine. At Paracatu, 1 million m3 of drainage from the Santo Antonio tailings facility was treated in a
passive limestone drain system to reduce metal concentrations (primarily manganese). La Coipa also discharged 300,000 m3
from its water treatment facilities in 2022 to ground.
Water RecycledA
• Using reverse osmosis membrane technology, Fort Knox treated and discharged 5.8 million m3 of water, a significant
78% (251,603,124)
reduction from the 10.8 million m3 treated and discharged in 2021. With less precipitation, less pond capacity and lower
water inventories, the need to treat and discharge water during the year was reduced compared with 2021. Precipitation
35,953,533
Fort Knox uses reverse osmosis to
treat water prior to discharge. Third-Party Sources
141,060 Surface
DischargeA
Freshwater SurfaceA 8,848,779
3,077,203

Waste Water
257,820
Groundwater
Freshwater GroundA Operations DischargeA
28,042,635 Water Consumption 9,238,864
69,081,567
Salt-Brackish Water
6,194,356

FUTURE FOCUS

We will be updating Kinross’ water management standards as part of our work pertaining to updating of our overall EMS.
In parallel, we will continue to work with sites to improve water efficiency, maintain water efficiency within 10% of our five-
year rates and continue to maintain and improve water recycle rates in line with the five-year average.

2022 SUSTAINABILITY AND ESG REPORT KINROSS GOLD 58

 Overview Our Approach to ESG Governance Environment Social 2022 Data Tables Indices

Improving Habitat and Biodiversity through

Wetland Restoration in Chile

Kinross has been actively working with wetland ecosystem services redeveloped
local government authorities to develop naturally. Put simply, improved hydrologic
a sound, scientifically based, adaptive conditions resulted in the initiation and
recovery plan for the Valle Ancho and rapid return of the native vegetation species
Pantanillo wetlands within the Pantanillo- colonizing the wetlands. More importantly, as
Ciénaga Redonda Biological Corridor, wetland hydrology improved and vegetation
located in the Atacama Desert of Chile. The cover increased, fauna have utilized the
plan includes the use of natural recovery rich resources and habitat provided by the
with the goal of returning the ecosystem recovering wetlands.
to a self-regulating and sustainable wetland
Given the successful recovery to date,
ecosystem that functions within the larger
Kinross’ recovery plan includes an adaptive
landscape of the Biological Corridor.
management component, focused on
This is critical, as the wetlands in the Biological monitoring, learning and documenting
Corridor serve important roles in facilitating the processes driving recovery within the
local and regional biodiversity, specifically unique wetland ecosystems. Results of the
providing essential habitat for migrating birds adaptive management approach will be
and other fauna. Beginning in May 2016, used to assist natural recovery (if needed).
wetland hydrology began to improve. This The wetland recovery processes observed to
coincided with reduced groundwater pumping date, combined with a strong recovery plan,
and above normal precipitation, easing local confirms Kinross’ commitment to improving
long-term drought conditions. From 2016 to the habitat and biodiversity within the
present, groundwater conditions recovered Biological Corridor.
rapidly. As wetland hydrology improved,

2022 SUSTAINABILITY AND ESG REPORT KINROSS GOLD 59

 Overview Our Approach to ESG Governance Environment Social 2022 Data Tables Indices

BIODIVERSITY AND LAND USE

Our ESG strategy identifies Natural Capital as a Priority Focus area. Kinross has a long-standing commitment to protect Wild horses are commonly
found at Bald Mountain.
biodiversity in all places where we operate. We do not explore, operate, mine or drill in World Heritage areas of the
International Union for the Conservation of Nature (IUCN) Category I-IV protected areas.

We have started a review of our approach to Natural Capital, including our biodiversity standards and practices, site-level
strategies and conservation efforts, evolving reporting frameworks including the Task Force on Nature-related Financial
Disclosures (TNFD), and stakeholder expectations. We expect to complete this review in 2024 and produce an updated
strategy for Natural Capital.

In the interim and to support our project pipeline, we are working to develop baseline assessments that enable us to track our
performance against emerging biodiversity metrics. At our Great Bear project, located in the Red Lake district of Northern
Ontario, we are conducting baseline monitoring activities in anticipation of permitting a future operation at that site. These
baseline assessments include a review of plant ecosystem, animal and fish species abundance to determine what, if any,
species and ecosystems are considered rare or threatened, as well as those that are important for the traditional knowledge
and values of Indigenous communities. Where possible, and especially for remote natural areas, we are designing our
projects to enhance biodiversity by applying a mitigation hierarchy at the outset.

We updated our Biological Resource Management standards in 2022, strengthening our standards by embedding
consultation with Indigenous communities as a requirement. At the end of 2022, we confirmed that Biological Resource
Management Plans (BRMPs) were in place at 100% of our operating mine locations, of which three (Paracatu, Bald Mountain
and Tasiast) are near or adjacent to areas of critical/high biodiversity. Within the past five years, 74,202 ha of land within our
concession areas have been assessed for biodiversity. Approximately 46,430 ha of land are adjacent to areas of important/
global and national biodiversity. In 2022, 13,620 ha of land
was protected by Kinross (Table 2). TABLE 2: 2022 Biodiversity Assessment

Operations (#) 6
Total Land Area (ha) 136,579
Operations with BRMP (#) 6

ANALYST CORNER: Total Land Area Assessed for Biodiversity

74,202
BIODIVERSITY AND LAND USE in the Past 5 Years (ha)
M Total Land Occupied by Mining Facilities (ha) 20,607
Read Management Approach
Sites Assessed for Biodiversity (#) 6
GRI 304, G4-MM1, MM2 SASB
Sites Assessed for Biodiversity (%) 100
RGMP Principle 2, 9 SDG 15
UNGC Principle 7, 8 Data Tables
Land Area Protected by Kinross (ha) 13,620
IUCN Red-Listed Species (#) 2,268

2022 SUSTAINABILITY AND ESG REPORT KINROSS GOLD 60

 2022 Land Use by Country

Overview Our Approach to ESG Governance Environment Social 2022 Data Tables Indices

Land use (i.e., land disturbed and not yet reclaimed) ranges TABLE 3:
from a low of 1,893 ha at La Coipa to a high of 3,918 ha at Figure 7
2022 LAND USE
2022 IUCN Species by Level of Extinction Risk
Bald Mountain, and 18,797 ha for our six operating sites
(Figure 7). BY COUNTRY
19% Critically Endangered Endangered
(%) of ha
In 2022, our Paracatu site, which is located in the Cerrado Nevada, USA Little Brown Bat Black Rosy-Finch
region of Brazil, had the greatest number of red-listed
Central Alaska, USA Little Brown Bat
species (906) across all Kinross sites. Of the 2,268 species 52% 10%
assessed within 25 km of our sites, 2,146 are at the lowest Brazil Short-tailed Chinchilla Atacama Myotis
Chile Chile
level of concern (IUCN:LC), 1 is critically endangered Liolaemus Isabelae
Mauritania
(IUCN:CR) and 16 are in the endangered categories USA 19% Dwarf Tinamou March Seedeater
(IUCN: EN) (Table 3). Minas Gerais, Brazil Brazilian Merganser Brazilian Merganser Brasilia Tapaculo
Minas Gerais Tyrannulet Great-billed Seed-finch
We strive to avoid impacts on the ecological systems where
Egyptian Vulture Saker Falcon
we operate through our biodiversity action plans and Tasiast
Northern Bald Ibis
environmental management systems. Our 2022 results and
performance include:

Mauritania – Our Tasiast mine is located approximately 65 km from Mauritania’s Banc d’Arguin National Park (PNBA). The
PNBA is designated as a RAMSAR Convention wetland site and UNESCO World Heritage site. It is the largest and richest
coastal wetland between Europe and tropical Africa with over 12,000 km² of protected territory that is home to over two
million birds and a community of 1,500 people who live in the National Park. Our Tasiast mine is connected by power lines
and water pipes to the sondage well field site, located 5 km from the eastern boundary of the PNBA. We maintained our
Biodiversity Monitoring and Evaluation Plan (BMEP) with a focus on bird mortality risks arising from our power lines, for which
bird mortality surveys completed in late 2022 confirmed no excessive mortalities. In 2019, Kinross and the PNBA signed a
five-year partnership agreement to protect the universal value of the park through environmental monitoring, conservation
of biodiversity and support to projects for the traditional communities living within the park. In 2022, we provided equipment
and labour to re-commission three seawater desalination plants for local communities. The refurbished desalination plants
have improved well-being for more than 1,200 residents of the R’gueiba, Tenalloul and Teichott communities by generating
over 45 cubic metres (45,000 litres) of fresh and drinking water daily.

Shorebirds in Mauritania’s Banc d’Arguin National Park Kinross and PNBA officials celebrate the agreement to support the
refurbishment of desalination plants.

2022 SUSTAINABILITY AND ESG REPORT KINROSS GOLD 61

 Overview Our Approach to ESG Governance Environment Social 2022 Data Tables Indices

Brazil – Our biodiversity strategy at Paracatu is designed

to promote connectivity between preservation areas to
protect endangered species and strengthen the biodiversity
of the Cerrado biome. Progressive reclamation efforts
continue to support return of species to these areas, with a
species diversity score of 3.12 at the end of 2022 (using the
Shannon-Wiever scale; see Biodiversity at Paracatu). Also,
we continued our support for the Paracatu State Park with
projects underway to develop trails and build park facilities.

Alaska, United States – Our focus on restoration and

reclamation continued in 2022 through our ongoing
partnership with Trout Unlimited and the U.S. Forest Service
on the Alaska Abandoned Mine Restoration Initiative to
restore areas along a 2.2 km stretch of Resurrection Creek
impacted by historical placer mining. Final designs, surveys
and layouts were completed, along with the construction of
a temporary bridge to facilitate access. The Kinross contribution was leveraged to obtain additional funding from the Alaska
Sustainable Salmon Fund and the U.S. Forest Service Collaborative Aquatic Landscape Restoration Fund. Work in 2023 will
focus on tree harvest for log jams, bank stability and in-stream habitat structures, followed by stream channel and floodplain
construction. After July, works are outside of the stream channel to avoid impacting spawning salmon. The U.S. Forest
Service held a public community meeting in Hope to maintain awareness of the project, which has a high level of public
support. In recognition of this initiative, Kinross Alaska was nominated by Trout Unlimited for the Alaska Miners Association’s
Environmental Stewardship Award, which it received in 2022. Trout Unlimited is working with the University of Alaska –
Anchorage to map more than 1,000 historic mining sites in Alaska to use as a guide for future restoration projects. Kinross protect sage grouse and mule deer, Bald Mountain works
Alaska and Trout Unlimited continue looking at other projects on which we can collaborate in Alaska. actively to protect a variety of other wildlife such as eagles
Nevada, United States – Bald Mountain received the 2022 Reclamation Award for ”Leadership in Concurrent Mine and wild horses by maintaining fencing and coverings
around and on process ponds, as well as activity buffers FUTURE FOCUS
Reclamation” from the Nevada Division of Environmental Protection, Nevada Department of Wildlife (NDOW), U.S. Forest
Service, U.S. Bureau of Land Management (BLM) and the Nevada Division of Minerals. The award recognizes Bald Mountain’s around migratory bird nests. We plan to submit a CDP Forest response for
efforts to go beyond standard reclamation requirements for a partial pit backfill that consisted of approximately 17 million Chile – In 2022, we collaborated with the University scoring in 2023. Over the near term, we are also
tonnes of non-ore bearing material and approximately 49 acres of seeding. Additional reclamation efforts included reducing of Atacama and its “Laboratory for research into the initiating an analysis of Natural Capital with regard
steepness of slopes to prevent hazards and blending and shaping of topography to match surrounding terrain. As a cryosphere and water” through funding for improved to Kinross’ business. This analysis will help us
result, mule deer will have easier access and connectivity within the migration corridor which also serves as a transitional accommodations for park rangers and CONAF (the produce a strategic plan including annual and 2030
habitat between winter and summer ranges. In early 2023, Bald Mountain recorded record snowfall amounts, 250% higher national biodiversity agency) personnel in Laguna Santa goals, and help us define what “nature net positive”
than previously experienced. Snow clearing activities were undertaken to support Mule Deer protection measures at site, Rosa, within the Nevado Tres Cruces National Park. These means for Kinross. In parallel, we also expect to
facilitating the movement of mule deer populations under difficult conditions. We also continued our participation in the researchers conduct studies on sensitive issues such begin reporting in line with the TNFD over the next
State of Nevada’s Sage Grouse Conservation Protection Credit System during the year. Of the 9,435 ha of ranch land owned as water resources and the protection of biodiversity. two to three years.
by the mine, 8,357 has (89%) remain enrolled and protected under the credit conservation system. In addition to measures to Construction of these facilities is scheduled for 2023.

2022 SUSTAINABILITY AND ESG REPORT KINROSS GOLD 62

 Localização no Estado

8105000
Overview Our Approach to ESG Governance Environment Social 2022 Data Tables Indices
Belo ^
Horizonte

BR

8100000
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Biodiversity Strategy at Paracatu

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Our biodiversity strategy at Paracatu Considering biological diversity, the Brazilian Details of the site’s biodiversity strategy • Equipment: 4X4 vehicles, computers and
UY
Areas near Paracatu set aside as protected conservation

8110000
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areas by Kinross: AR

is to promote connectivity between Cerrado is recognized as the richest savanna include progressive closure actions, other material to be used in the conservation Projeção Universal Transversa de Mercator
Green: protected areas 5,241 ha
preservation areas to protect endangered in the world with approximately 12,000 species reclamation activities and management of units were donated. Datum Horizontal: Sirgas 2000 - Fuso 23

8105000
Origem da Quilometragem: Equador e Meridiano 45°W Greenwich
acrescidas das constantes 10.000 km e 500 km, respectivamente.

species and strengthen the biodiversity of native plants catalogued. Our integrated protected areas (legal reserves, permanent Paracatu State Park: 6,400 ha

8085000
Bases Cartográficas (Fonte): Limites de propriedade,
reserva legal, hidrografia e APP's (KINROSS).

8105000
resilience of the Cerrado biome, which closure plan at Paracatu includes the potential preservation areas and compensatory areas), Escala:Orange: reclaimed areas 573.81
MINA MORRO ha
DO OURO

8105000
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MAPA DE ÁREAS PROTEGIDAS
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is the second largest in South America, for a protected corridor between the mine combining ecological, social and economic
Título:
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Localização das áreas protegidas, recuperadas Horizonte

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Resposável Técnico: Município: Revisão:
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0
Paracatu - MG R-00
________________________
Legenda Gabriel Vargas Mendonça Data:

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8100000
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Formato/Folha: A3
Proprietário:
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Roads
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0
Kinross Brasil Mineração S.A. Geógrafo - CREA: MG-195787/D EC

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Kinross properties boundary Reclaimed/reclamation area: 573 hectares Unaí
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Paracatu state park: 6400 hectares Paracatu

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freshwater supply, and its protected status formation of ecological corridors and .
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8105000
Origem da Quilometragem: Equador e M

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neighbouring communities.
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290000 295000 300000 305000 310000 315000 Proprietário:
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________________
Roads Legenda 280000 285000
Rahabilitated area: 731 290000
hectares 295000 300000 305000 310000 315000 320000
________________________
Gabriel Vargas M
Geóg
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Kinross Brasil Mineração S.A. ___
Legenda
Kinross !
properties
Paracatuboundary Reclaimed/reclamation area: 5241
Protected areas: 573 hectares
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8095000
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• Ecological trails: the design for the trails was Roads Rahabilitated area:
________________
Kinross Brasil Mine

area: 731
573 hectares
____
Kinross properties boundary Reclaimed/reclamation hectares .
! Kinro

validated by the environmental agency and Kinross properties boundary

Paracatu state park: 6400 hectares Reclaimed/reclamation area: 573 hectares
- 18
8
Paracatu state park: 6400 hectares MG
during 2023 four trails will be constructed.

8090000
• Infrastructure works: an agreement
regarding the maintenance and construction
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2022 SUSTAINABILITY AND ESG REPORT KINROSS GOLD .

! Paracatu Protected areas: 5241 hectares
63 Propriet

Roads Rahabilitated area: 731 hectares ______

Kinross
Kinross properties boundary Reclaimed/reclamation area: 573 hectares
 Overview Our Approach to ESG Governance Environment Social 2022 Data Tables Indices

Biodiversity Strategy at Paracatu (continued) Paracatu’s reclamation technique uses vegetation nucleation and linear zones. Images
shown were taken over a seven-year period and show the substantial progress from this
cost-effective method.

At the Paracatu mine site, reclamation work to the variety of species of living organisms
continued in former borrow areas using a in a given community, habitat or region. The
vegetation nucleation technique that has species diversity score for the reclamation
helped accelerate revegetation of these areas under study at Paracatu at the end of 2015
areas. In this method, topsoil and brushwood 2022 was 3.12, vs. a score of 2.5 earlier in
from internal deforestation activities are the year when the site first implemented this
organized in separated linear zones in methodology.
reclamation areas, acting as nucleation points
To contribute to greater public awareness
for plants, which spread out laterally over
of Kinross’ contributions to conservation
time. This work is complemented by planting
in the Cerrado biome, the Paracatu site
of seedlings from community nurseries,
has developed a book in partnership with
including more than 20 native species. Since
Paracatu State Park, scheduled for publication
2017, 20 community nurseries have been
in late 2023.
established, producing more than 60,000
seedlings with at least 10,000 planned for
2023, and generating approximately 2017
$100,000 in income for the community.

The site’s reclamation monitoring protocol FUTURE FOCUS

includes sampling points at specific land
The Paracatu site has specific annual biodiversity targets. For 2023 these include:
plots for evaluation of ecological indicators
covering the density and richness of • Increase by at least 10% the richness and diversity of species in areas undergoing
native species. This work is being done in reclamation/restoration (Santo Antonio TSF borrow areas).
partnership with the Federal University of
Viçosa and Tikrè Consultants, to enhance • Progressive reclamation planned and implemented.
the assessment of reclamation activities and • Promote the fencing of at least 5 springs along the São Pedro stream watershed, as well
continuous monitoring processes. As a key as fencing along at least 15 linear km, all to help protect water sources in the area.
indicator, the site is measuring the species
• Increase by at least 10% from the 2022 level of 140 km, the construction of firebreaks in 2022
diversity index (Shannon-Wiever) which has a
protected areas (160 linear km).
scale of 0 to 5. Species diversity indices refer
• Conduct seasonal monitoring of at least 1 fauna/wildlife group throughout all protected
areas of the site.

2022 SUSTAINABILITY AND ESG REPORT KINROSS GOLD 64

 Overview Our Approach to ESG Governance Environment Social 2022 Data Tables Indices

TAILINGS MANAGEMENT AND MINERAL WASTE Mapping Kinross Tailings Management Program to the Global Industry
TABLE 5:
This year marked 30 years of zero reportable incidents and zero fines for Kinross at our 10 active, five inactive and four Standard on Tailings Management
closed tailings facilities across our operating mines and closed sites (Table 4). To maintain this record, we continue to
take a vigilant, comprehensive and responsible approach to how tailings are managed at our facilities. GISTM Topic Related Kinross Standards and Practices Example
The design and construction of our tailings facilities, along with our tailings management program, are rooted in our I: • Management Approach document for Human Rights Grievance mechanisms are in
commitment to technical and operational excellence. While our Tailings Management Program, based on the Mining Association Affected Communities place at each site.
• Community consultation programs
of Canada (MAC) and Canadian Dam Association (CDA) guidelines, remained unchanged in 2022, we took steps during the
year to enhance the tailings review program at our operating mines. We increased the number of experts for each review from
II: • Tailings Management Standard Paracatu has an extensive
a single reviewer to establishing review panels to enhance the rigour of each site-level tailings facility review. Beginning in 2022,
Integrated Knowledge Base document management
annual tailings reviews at Paracatu now include an independent panel consisting of three reviewers, while review panels for other • Community consultation programs
system for tailings.
sites will consist of a minimum of two reviewers. Independent reviews are conducted every two years at Fort Knox and every
three years at all other operating sites. III: • Tailings Management Standard Standards for flood and
In other areas of performance, we: Design, Construction, earthquake design.
Operation and Monitoring
• Completed tailings reviews at Paracatu and Fort Knox, as well as at our La Coipa operation as that site resumed commercial of the Tailings Facility
production in February 2022. Independent reviews have been conducted at 100% of our active mine sites over the past three
years (2020-2022). IV: • Safety & Sustainability Policy Independent site reviews are
Management and conducted every three years
• After being in care and maintenance since 2013, the resumption of operations at La Coipa in early 2022 includes the • Tailings Management Standard
Governance at minimum, and annually at
management and deposition of filtered tailings. The site has been optimizing processes for deposition planning and for
• Audit plans Paracatu.
spreading and compacting tailings.
• Whistleblower policy
• Generated 77 million tonnes of tailings in 2022, a decline from 81 million tonnes in 2021, largely due to the divestiture of our
Russian and Ghanaian assets and lower volumes at Paracatu and Round Mountain.
V: • Tailings Management Standard Emergency drills are regularly
• Kinross corporate staff worked with site and Engineer of Record personnel to ensure safe and efficient transition of Emergency Response conducted with community
• Community consultation programs
ownership at Chirano and Kupol, both of which were divested in 2022. and Long-Term Recovery members and local authorities
at Paracatu.

VI: • Communication programs Disclosure table and

TABLE 4: 2022 Tailings Management Facilities
ANALYST CORNER: TAILINGS MANAGEMENT Public Disclosure and Management Approach
Access to Information document published on
Read Management Approach Total Active Tailings Facilities (#) 10
M Kinross’ website.
GRI G4-MM3 SASB Total Inactive Tailings Facilities (#) 5
RGMP Principle 2, 8 SDG 8, 15
UNGC Principle 7, 8, 9 Total Closed Tailings Facilities (#) 4

Data Tables

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• Continued internal assessment of our Tailings Management Program and tailings management facilities compared with the
requirements of technical aspects of the Global Industry Standard on Tailings Management (GISTM) (Table 5). Results vary
across sites, but Kinross generally meets or partially meets over three-quarters of the GISTM Requirements. The primary
gaps are in the documentation of design decisions, and in processes for additional disclosures.

Aligning with GISTM at Paracatu

Regulation in Minas Gerais state for tailings storage facilities is among the most comprehensive in the world and its
requirements align closely with those of GISTM. At Paracatu, we have been conducting detailed socio-environmental-
cultural baseline studies in downstream areas, implementing regular community engagement and joint emergency
planning, updating our community grievance system in line with the UN Guiding Principles on Business and Human
Progressive reclamation at Paracatu’s Santo Antonio Tailings Facility.
Rights, and further embedding our tailings management within operations through our 24-hour control centre with
real-time monitoring of piezometers as well as live video feed. Also, a network of emergency warning sirens has been
established throughout the downstream area in the “self-rescue zone”, with annual emergency simulation exercises Mineral Waste
done with the communities, civil defence, and other authorities. Following a previously reported accidental activation During 2022, our operating mine sites were required to maintain Geological Materials Management Plans under the Kinross
of warning sirens in 2021, we completed door-to-door engagement over months in downstream communities to listen Environmental Management System. Across our sites, we analyze the geological materials that will be exposed to weathering
to concerns and strengthen confidence. through our mining activities and the potential for acid or metalliferous drainage (AMD).
We have completed a range of detailed socio-environmental and cultural heritage studies to have a complete baseline In 2022, we mined 238 million tonnes of waste rock, of which approximately 14%, comprised of waste rock generated at
of areas downstream of our tailings storage facilities. These included: Paracatu and Round Mountain, is potentially acid generating and is safely managed to minimize acid generation.
• Socio-environmental studies for the Environmental Agency (SUPRAM): the scope of these baseline studies
covered socio-economic registration of people, households and establishments, laboratory analysis of samples,
environmental studies, environmental emergency plans, ecosystem assessment, and histopathological studies.

• Historical and cultural assessment for the Cultural Heritage Agency (IEPHA): campaigns and cultural diagnosis FUTURE FOCUS
were conducted. No assets were registered as cultural heritage within the self-rescue and secondary rescue zones.
Reviews are planned for Paracatu, Round Mountain, and Kinross’ Brazil hydro-electric dams in 2023.
Several assets of interest for historical heritage were registered, including some immovable assets (5 houses and 1
church containing religious materials).
In 2023, we will continue to evaluate the evolving governance frameworks for safe management of tailings facilities. The
• Socio-economic characterization for the Agricultural Institute (IMA): an inventory of producers, owners, GISTM has become a leading international standard and, while our program remains based on MAC-CDA guidelines, we will
establishments, livestock farms and population of livestock species in potentially affected areas was concluded. advance our site-level gap assessment against GISTM in 2023, working towards being compliance-ready at Paracatu, also in
2023. At the same time, we will evaluate MAC’s Towards Sustainable Mining (TSM) framework which provides a rigorous basis
The above noted actions align closely with the social themes in GISTM (topics in affected communities and topics
for tailings management, is comparable to GISTM and has a mature audit framework. The results will help us determine which
re: emergency response and long-term recovery) and Paracatu expects to be compliance-ready in 2023.
approach, or combination thereof, best serves the needs of our sites and stakeholders, as well as local regulatory compliance.

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INTEGRATED MINE CLOSURE

We take a life-of-mine approach to closure that ensures compliance with regulations as well as engagement with
stakeholders, especially local communities. This approach includes the design and delivery of post-mining land use
where possible. Our operating sites report quarterly on progressive reclamation activities. In 2022, and as part of our
commitment to continuous improvement in reclamation, our operating sites and reclamation properties began providing
quarterly objectives and targets for concurrent reclamation and costs as part of Kinross’ Corporate Responsibility
Performance Metric.

Performance and activities in 2022:

• At our active mining operations, we reclaimed 40 ha of land in 2022, compared with 105 ha in 2021 (81 ha from continuing
operations), the majority of it related to the ongoing reclamation work to close Paracatu’s Santo Antonio tailings storage
facility. At the start of the year, the total land area affected by our operations was 18,342 ha. During the year an additional Five-Year Land Area Disturbed at Closed Sites
495 ha were affected, leading to a net total affected land area of 18,798 ha at the end of 2022.
Five-Year Land Area Disturbed at Closed Sites
• At our North America closure sites, there were 90 ha of affected lands not yet reclaimed, the same figure as the past
three years (Figure 8).

• A proactive driver of environmental performance was included in the CRPM and First Priorities for all sites. The total
reclamation score was 3.9 out of 4.0 with sites achieving over 97% of their reclamation goals for 2022 against this metric.

• At La Coipa, we continued our active management of the mercury groundwater plume through management of water from Figure 8 ANALYST CORNER: INTEGRATED
outside of the plume area, plume water treatment with ion exchange and reverse osmosis, and final discharge of treated FIVE-YEAR LAND AREA DISTURBED MINE CLOSURE M
water containing less than 1 part per billion (ppb) of mercury. Mercury bioremediation pilot testing is ongoing at La Coipa AT CLOSED SITES
(as of Dec 31, 2022) (ha)) Read Management Approach
and initial results are promising as a solution to remove mercury from tailings seepage on site, reducing concentrations
100
to lower than 1 ppb. Ongoing work will include larger field pilot testing to determine the viability of the solution on an GRI G4-MM1, MM2 SASB
industrial scale. The entire remediation system is monitored through a system of 54 wells and laboratory data are provided RGMP Principle 2, 8, 9 SDG 12, 15
to the authorities on a quarterly basis. In 2015, Kinross obtained permission from the regulator to operate the second 80 plant 89 90 90 90
UNGC Principle 7, 8, 9 Data Tables
82
within the remediation system, subject to conducting an environmental evaluation. This was done and the permit application
was filed in 2020. Due to a technicality, the regulator challenged the administrative status of the application, which is
60now
under review by the Environmental Tribunal. Once the court has issued its decision, we will proceed accordingly.

• Received the 2022 Reclamation Award for “Leadership in Concurrent Mine Reclamation” from the Nevada Division40 of
FUTURE FOCUS
Environmental Protection, Nevada Department of Wildlife (NDOW), U.S. Forest Service, U.S. Bureau of Land Management
(BLM) and the Nevada Division of Minerals. Read more in Biodiversity. We expect to review and update Kinross’ mine
20
closure planning standards as part of our work
• During mining activity at Bald Mountain’s Winrock pit, we are designing and initiating the encapsulation of potentially acid
pertaining to updating our overall EMS. We are
generating waste rock to meet and minimize future closure requirements. This approach, which was completed during 0 undertaking a high-level study on closure planning
mining, reduces additional efforts for final reclamation and follows the agency approved Waste Rock Management Plan 2018 2019 2020 2021 2022
that will consider alignment with corporate standards,
for the site. In 2018, the Buckhorn mine site moved into reclamation, resulting in an
increase in disturbed area.
the RGMPs as well as closure costing.

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Paracatu Reclamation and Closure Update

During 2023, multiple activities continued treatment and covering of tailings from the • Continued collaborative applied research
at our Paracatu site as part of its old ASM operations. Implementation of on land reclamation with the University of
integrated closure strategy. These were this project will start in late 2023 following Viçosa (UFV). UFV began its partnership
summarized in an integrated closure receipt of permits and will result in significant with Kinross in 1993 and the results have
workshop held in Paracatu in November environmental benefit as well as mitigating formed the basis for reclamation protocols
2022, with the presence of local and state a potential health risk to the community. A still adopted at site. This includes detailed
authorities, including the Environment similar project is also underway at Macacos design considerations for mine waste rock
Secretary for Minas Gerais and local Creek, located on the south side of the mine. dumps, including the potential for acid
environment NGO, Mover. drainage and metal leaching. Detailed
• In another project to repair historical
geochemical studies of saprolite have been
Site activities included: environmental liabilities due to garimpeiro
done over the years in support of its use as a
activities in the 1980s, approximately
• Continued work on the “de- protective material.
18,000 m3 of contaminated soil were
characterization” of the Santo Antonio
removed from the Rico Creek area during See Biodiversity Strategy at Paracatu to
tailings facility, while also continuing
construction activities of the acoustic learn more about our conservation strategy
reprocessing of tailings in the interior
barrier at Phase 15 of the mine. Around at Paracatu.
zone of the facility (PSAT project). The de-
25,000 tonnes of limestone gravel were
characterization plan was submitted to
used to infill the area and improve the
ANM, the National Mining Agency, as well
environment through passive treatment of
as to FEAM (Minas Gerais Environment
any drainage in the area. In addition, a layer
Department) and the site continued work
of clay was placed above the limestone as a
with consultants WSP on the water quality
waterproofing cover.
model during and after closure of the dam.
• These actions are in line with the site’s
• Finalized environmental studies for the
strategy for removal of environmental
rehabilitation of an old garimpeiro (ASM
liabilities arising from historical garimpeiro
mining) area in Rapadura Creek, located
activities, as well as progressive mine
on lands now owned by the Company as
closure, which is based on closing mine
well as being upstream of the Quilombola
structures during the operational phase,
community of São Domingos. The project
bringing forward the elimination of
consists of construction of a hydraulic
environmental liabilities and reducing costs.
barrier, wetland protection, passive water

Reclamation area at the Santo

Antonio Tailings Management Facility

2022 SUSTAINABILITY AND ESG REPORT KINROSS GOLD 68

 Five-Year Total Hazardous/Non-Hazardous Waste Generated
Five-Year Total Hazardous/Non-Hazardous Waste Generated

Overview Our Approach to ESG Governance Environment Social 2022 Data Tables Indices

WASTE MANAGEMENT the volume of non-hazardous waste recycled increased

in 2022 to 90%, from 83% in 2021, as the site was able Figure 9
Reducing, re-using and recycling the waste we produce are fundamental to the way we manage waste. Materials FIVE-YEAR TOTAL HAZARDOUS/
to divert scrap metal waste from landfill to recycling for
that cannot be recycled or reused safely are disposed of in compliance with local regulations for their safe handling, NON-HAZARDOUS WASTE GENERATED
the first time. At Round Mountain, a new tire recycling
transportation and storage. For remote mine sites, off-site recycling and disposal options are often limited, resulting (Tonnes) Total Hazardous Waste
program was implemented in the second half of 2022 50,000
in accumulation of on-site waste inventories until disposal permits are granted or opportunities are found allowing for Total Non-Hazardous Waste
whereby haul truck tires are removed off-site, modified
disposal off-site.
and re-used for agricultural and other purposes. 40,000
3,766
5,790
We continue to improve our tracking and reporting pertaining to non-mineral waste. For 2022, we have introduced a new 8,041
• Tasiast continues to manage non-mineral waste on site
category of “waste stored on site” to more accurately capture waste management practices at our remote sites, which may be
41.1%
with a focus on safe storage and sorting of waste types 30,000 5,230
required to store waste on-site for extended periods of time. In 2022, total waste generated increased by 26% compared with
2021, with increases in the volume of both hazardous and non-hazardous wastes (Figure 9), but similar to total waste metrics for in anticipation of permits to dispose of and recycle its
2019 and 2020. waste. The site continues engagement with local and 20,000
FIVE-YEAR WASTE RECYCLED 38,705
36,793
national authorities on this matter. Key considerations 34,295
Our performance and results over the past year include: 830 28,419
include alignment with international and national legal
10,000
• Total volumes of hazardous waste were 8,041 tonnes in 2022, up from 5,230 tonnes in 2021 (Figure 9). At Tasiast, the requirements and regulations, including but not limited to 19,279
recategorization of ash as hazardous waste contributed, in part, to higher waste volumes, combined with higher volumes of companies with the necessary certifications offering waste
waste oil generated from the maintenance of the mobile fleet and ongoing construction of the 24k project. disposal services. Working with appropriately certified 0
companies will help Tasiast ensure traceability through 2018 2019 2020 2021 2022
• Total volumes of non-hazardous waste generated increased by 21% in 2022 compared with 2021 due to the construction of the the value chain from waste transportation to product and
acoustic barrier at Paracatu, as well as ongoing construction at Tasiast pertaining to the 24k project including the solar power plant. final disposal. We continue to evaluate the capacity of
• Total volumes of waste disposed declined in 2022 to 12,288 tonnes from 2021 (15,024 tonnes) due to the increase in the total local companies in line with our overall commitment to
2022 Non-Mineral Wastes by Category
volume of waste recycled year-over-year and, in part, due to the introduction of the new waste stored category (waste stored develop local economic opportunities in Mauritania. Figure 11
on site), which more accurately represents the status of waste 2022 NON-MINERAL WASTE BY CATEGORY
on-site at Tasiast as stored rather than disposed. 60 (% of tonnes)
FUTURE FOCUS Figure 10
• The total volume of waste recycled increased for the second
50 FIVE-YEAR WASTE RECYCLED
consecutive year to 57% in 2022 from 50% in 2021, the highest Kinross aspires to eliminate non-essential, single-use Recycled Waste
(%) 57
rate in the past five years (Figures 10 and 11). At Paracatu, plastics by 2030. We are working with our sites to begin Total Incineration with Energy
2%
40 Recovery (Hazardous and 7%
inventorying the single-use plastics used to inform the 50 Non-Hazardous)
4%
development of a corporate-wide strategy in 2024/2025, 30 Total Incineration with
ANALYST CORNER: WASTE MANAGEMENT 39 No Energy Recovery
along a path to net-zero single use plastics by 2030. We 36 (Hazardous and
will continue to monitor and manage the volumes of 33 Non-Hazardous) 17%
Read Management Approach 20
M waste at site levels, while disposing of waste generated Non-Hazardous Waste 57%
Disposed On-Site
GRI 306 in accordance with jurisdictional regulatory and permit 10 Non-Hazardous Waste
RGMP Principle 2, 8 SDG 12, 15 requirements. Our sites will continue ongoing work to Disposed Off-Site 5%
UNGC Principle 7, 8, 9 increase recycling and continuing to identify innovative 0 Hazardous Waste
Disposed On-Site 2%
Data Tables secondary markets for waste generated, such as the
2018 2019 2020 2021 *
2022 A
Hazardous Waste
example of recycling of haul truck tires at Round Mountain. Disposed Off-Site
* All 2021 metrics were independently assured by PWC LLP.

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 Overview Our Approach to ESG Governance Environment Social 2022 Data Tables Indices

AIR QUALITY
Our sites monitor and report on potential pollutants related to air quality including carbon monoxide, nitrogen oxide,
sulphur dioxide, particulates and a broad range of metals. Dust control measures are implemented at our mine sites.

Our 2022 performance and results include:

• Estimated emissions for NOx declined slightly year-over-year from 2,473 tonnes in 2021 to 2,162 tonnes in 2022. Estimated
emissions for SOx increased year-over-year from 1,076 tonnes in 2021 to 1,419 tonnes in 2022.

• As part of annual compliance monitoring requited by the State of Nevada, Round Mountain must monitor all of its sources
of air (mercury) emissions, including the furnace and electro-winning (E/W) Circuit. Independent air (mercury) emission
compliance monitoring was performed by an independent party in late 2022 and the results demonstrated exceedances
over the State’s mercury emission standard. The site made several significant changes and modifications to the furnace
and E/W Circuit and performed internal monitoring before independent compliance re-testing in January 2023 confirmed
compliance with the State standard. Round Mountain has purchased monitoring equipment to perform in-house monitoring
which should reduce the likelihood of mercury exceedances in our air emissions. We are anticipating a Notice of Violation
this year for this non-compliance in 2022.

• At La Coipa, we installed a new state-of-the-art air purification system inside the cabins of loaders, drills and excavators to
reduce the potential risk of operators’ exposure to dust and other particles during day-to-day activities. These new state-
of-the-art systems provide 99.95% air purity inside the cabin by generating internal positive pressures to minimize the entry
of dust or other particles through two cleaning filters. The system also contains a sensor that measures the presence of CO2
inside the cabin and will notify the operator when recirculation needs to be conducted. The new systems were launched as a
pilot project in CAT 994D front loaders and La Coipa is adding six more purifier systems.

• At our Great Bear project in Ontario, our baseline environmental monitoring includes pre-existing air quality conditions long
before the site construction occurs. This allows us time to ensure air quality remains an ongoing focus post-permit approvals
into the construction and operation phases of mine life.

ANALYST CORNER: AIR QUALITY FUTURE FOCUS

M
Read Management Approach We will maintain compliance with air quality
standards in our operating jurisdictions
GRI 305
through effective implementation of our
RGMP Principle 2, 8 SDG 12, 15
environmental standards.
UNGC Principle 7, 8, 9 Data Tables

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 Overview Our Approach to ESG Governance Environment Social 2022 Data Tables Indices

Climate and Energy

2022 was a pivotal year for the advancement of Kinross’ efforts to address climate change. We developed a Knox and Tasiast year-over-year. The restart of La Coipa also changed our energy profile in 2022, as that site draws 100% of
foundational climate change strategy and greenhouse gas (GHG) reduction action plan aligned with our commitment its electrical power from renewable sources. Diesel accounted for 57% of total energy consumption, driven by the current
to meet the goals of the 2015 Paris Agreement. With the launch of our updated ESG strategy this past year, we make-up of our mobile fleet (Figure 14).
have further embedded our commitment to climate and energy as an ESG Priority Focus area for Kinross, of critical
41.1% • We implemented 11 energy efficiency projects across the Company in 2022, resulting in incremental annualized GHG
importance to our business and to our stakeholders.
emissions reductions of 18,681 tCO2e and energy savings of 265,340 GJ/year. Overall, these energy efficiency projects helped
Along our path to being a net-zero GHG emissions company by 2050, we are also progressing toward our interim GHG offset approximately 1% of Kinross’ GHG emissions and the increase in 2022 energy consumed, as well as $7.3 million in savings.
target of a 30% reduction in Scope 1 and Scope 2 emissions intensity per gold equivalent ounce produced by 2030 against Notable
Five-Year improvements
Energy Direct andinIndirect
energyIntensity
efficiencyRates
were seen at both Fort Knox and
Five-Year Tasiast.
Total Energy Fort Knox continues to improve the energy
Consumption
the baseline year of 2021. intensity of its mill by using autogenous grinding (AG), which optimizes energy efficiency versus throughput, along with other
small improvements elsewhere in the mill. At Tasiast, energy intensity improved by 35% to 726 MJ/tonne of ore processed from
Ongoing review of energy options available at our operations and development projects is a priority for our business to 1,130 MJ/tonne processed, a significant improvement due to a 75% increase in tonnes of ore processed. Globally, Kinross mine
improve energy efficiency, reduce costs and lower our carbon footprint. At our existing mines, we continued to improve sites implement energy efficiency initiatives regularly as part of our culture of continuous improvement and innovation. At Round
energy efficiencies through process optimization initiatives, operational improvements and reduced fuel use. Our results and Mountain, for example, we completed a strategic optimization project, recommissioning an electric shovel to reduce the use of
performance include: a of a diesel-fueled Caterpillar 994F loader. The project was completed in September 2022. In the fourth quarter, the mine saved
• Energy intensity for 2022 was 122 MJ/tonne of ore processed, down significantly from 154MJ per tonne of ore over 60,000 litres of diesel fuel, and a reduction of 162 tCO2e, due to reduced usage of the CAT loader. The project is anticipated
processed previously reported for 2021 due to the divestiture of our Russia operations, which had the previous highest to achieve monetary savings of approximately $7 million over four years.
energy intensity, and an improvement compared with 135MJ per tonne of ore processed from continuing operations in 2021,
primarily due to more tonnes of ore processed in 2022 (Figure 12), which outweighed an approximate 10% increase in total
Figure 12 Figure 13
energy consumed.
FIVE-YEAR ENERGY DIRECT AND 25,000 FIVE-YEAR TOTAL ENERGY
• Total energy (direct and indirect) consumed was 20,387,276 GJ in 2022, a 9.7% increase compared with 18,586,590 in 2021 200
INDIRECT INTENSITY RATES Indirect Energy 22,500 CONSUMPTION Indirect Energy
from continuing operations due to higher throughput leading to increases in absolute consumption at Fort Knox, Paracatu (megajoules/tonne of ore processed) Direct Energy 20,000 (gigajoules x 1,000) Direct Energy
175
and Round Mountain (Figure 13). However, as a measure of efficiency, energy intensities improved significantly at both Fort 158.2 21,592 21,433 21,879
150.9 154.5 153.9 17,500 21,322
150 20,387
15,000
125 46.2 46.1 44.2 122.1 6,302 6,398 6,276
46.7 6,602 6,005
12,500
ANALYST CORNER: 100 36.0 10,000
CLIMATE CHANGE AND ENERGY M 75 7,500
Read Management Approach 50 112.0 108.4 109.8 5,000 14,720 15,290 15,035 15,603 14,382
104.2 86.2
25 2,500
GRI 201, 301, 302, 305 SASB
RGMP Principle 2, 10 SDG 7, 12, 13, 15 0 0
UNGC Principle 7, 8, 9 Data Tables 2018 2019 2020 2021 2022 2018 2019 2020 2021* 2022A
* All 2021 metrics were independently assured by PWC LLP.

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 2021 Total Energy Consumption
Overview Our Approach to ESG Governance Environment Social 2022 Data Tables Indices
Climate and Energy

• Renewable energy sources represented 22% of our total energy consumed compared with 18% in 2021. Electricity
from renewable sources was 63% of total electricity consumed (grid and self-generation) compared with 54% in Figure 14 Figure 15
2021. At Paracatu, 98% of the electricity consumed in 2022 was renewable, including supplies from renewable power 2022 TOTAL ENERGY CONSUMPTION FIVE-YEAR GHG EMISSIONS
generated at Kinross’ hydro-electric dams. This increase in the percentage of renewable electricity in our energy portfolio is BY TYPE (%) 2,000 SCOPE 1 & 2 (1,000 tonnes CO2e) Scope 2
Scope 1
predominantly due to divestiture of our Russian and Ghanaian operations, our decision to source 100% renewable energy in 1,750
1%
Chile, and emissions factors from electricity providers continuing to reflect higher amounts of renewable energy generation,
particularly in Brazil. 1,500 1,641 1,612 1,613 1,672
10%
1,449
• For our development projects, energy efficiency initiatives and best practices are an integrated part of the design process 1,250
to ensure energy efficiency and low carbon factors are considered at the outset. Our Great Bear project is located in 584 512 550 550
1,000 410
northwestern Ontario with access to a low GHG power grid (largely supplied by nuclear and hydro-electric) which is in
large part supplied by hydro-electric power. We are at an early stage in the development of an electrification strategy to Diesel 33% 750
57% Five-Year GHG Intensity Rates
Electricity
Five-Year GHG Intensity Rates
serve the operation and progress our GHG reduction targets, which includes First Nations, and which serves the long-term 500 (kilograms CO2e/Au eq. oz.)
Heavy Fuel Oil
Five-Year GHG Intensity Rates 1,057 1,100 1,081 1,122 1,039
development of northwestern Ontario. Other Fuels
250Five-Year GHG Intensity Rates Au
• Total GHG emissions (Scope 1 and Scope 2) of 1,448,827 tonnes of CO2e in 2022 were slightly higher compared with
0(kilograms CO2e/Au eq. oz.)
1,403,366 tonnes of CO2e in 2021 from continuing operations due to the addition of La Coipa and higher emissions at
Tasiast year-over-year arising from the restart of milling operations at Tasiast, which experienced a prolonged shutdown in 2018 2019 2020 2021* 2022A
* All 2021 metrics were independently assured by PWC LLP.
2021, and higher Scope 2 emissions at Round Mountain due to an increase in tonnes processed. Total Scope 1 and 2 GHG
emissions at Paracatu declined by 35% due to significantly lower emission factors which reduced Scope 2 emissions, even
though Scope 1 emissions increased due to foreseen mine plan considerations (mining now taking place in deeper parts of
the pit, with longer haul cycles and harder rocks) (Figure 15).
Figure 16 Figure 17
• GHG emissions intensity was 8.7 kilograms of CO2e per tonne ore processed, a decrease from 10.2 kilograms of CO2e FIVE-YEAR GHG INTENSITY RATES FIVE-YEAR GHG INTENSITY RATES
per tonne ore processed from continuing operations in 2021, and 11.8 kilograms of CO2e/tonne ore processed in 202115 (kilograms CO2e/tonne of ore processed) Scope 2 1,000 (kilograms CO2e/Au eq. oz.) Scope 2
(Figure 16). On a per-ounce basis, GHG intensity declined to 740 CO2e/Au eq. oz. from 970 kilograms CO2e/Au eq. oz. from 14 Scope 1 Scope 1
900
continuing operations, or 808 kilograms CO2e/Au eq. oz. (Figure 17) in 2021 due to increased gold production (Tasiast full 808
12 11.6 11.9 11.8 11.8* 800
year production was higher in 2022 due to the temporary suspension of milling operations in 2021). 740
700 689
10 669 643
• Continued to advance construction of the Tasiast 34MW solar project, a key component of Kinross’ renewable energy strategy. 3.8 4.0 3.9 266
4.1 8.7
A 600 209
The plant is expected to come on line in late 2023. See Advancing Green Energy at Tasiast. 8 232
500 238 204
2.5
We delivered on two key goals in 2022: completing detailed scenario analysis and improving our understanding of Kinross’ 6 400
Scope 3 emissions. For our scenario analysis, we conducted a comprehensive, consultative process that included four 300
scenarios across a range of possible and plausible future conditions. These scenarios identify a breadth of potential climate- 4 8.1 7.9 542
7.5 7.8 200 439 531
related vulnerabilities and were used to identify a set of options for Kinross to consider in evaluation of the risks and 6.2 431 457
2 100
opportunities arising from the uncertainties around climate change. Read Climate-Related Scenario Analysis for Kinross.
0 0
2018 2019 2020 2021 2022 2018 2019 2020 2021 2022
* All 2021 metrics were independently assured by PWC LLP.

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 Overview Our Approach to ESG Governance Environment Social 2022 Data Tables Indices
Climate and Energy

In 2022, Kinross hired consultant experts to conduct an analysis of Scope 3 emissions for all categories (upstream and
downstream categories) in alignment with the GHG Protocol Corporate Value Chain (Scope 3) Accounting and Reporting Advancing Green Energy at Tasiast
Standard. The results indicated that there are three categories of Scope 3 emissions that are material to Kinross and account
The Tasiast solar plant is a key component of
for the majority of our Scope 3 emissions, including:
our climate change strategy and our plans
• Category 1 – Purchased goods and services to increase the percentage of green energy
in our overall energy portfolio. At a capital
• Category 2 – Capital goods
cost of $55 million, we expect the Tasiast
• Category 3 – Fuel- and Energy-related activities that are not included in Scope 1 or Scope 2 plant to provide annualized fuel savings of 17
million litres of heavy oil, with a payback of
Scope 3 emissions accounted for approximately 61% of Kinross’ total emission profile in 2022 including Scope 1, Scope 2
less than five years. A total of approximately
and Scope 3 emissions. Scope 3 emissions reported for 2022 reflect our improved methodology and emissions
88,000 photovoltaic panels will be installed
Five-Year
reporting across our supply chain. We have expanded our reporting GHG Emissions
boundary across a Scope 1, categories
range of 2&3 such as
and maintained. Annualized GHG emissions
purchased goods and services, capital goods, fuel and energy-related activities, as well as corporate business travel
reductions are estimated at 50 kilotonnes
and site-level employee commuting.
CO2e, representing approximately 2% of
Total Scope 3 emissions were 2,238,538 tonnes of CO2e in 2022, higher than previously reported metrics since this is the first Kinross’ GHG emissions profile.
time we have systematically measured Scope 3 emissions across all categories. Paracatu was the highest at 573,996 tonnes
CO2e (with 26% of Scope 3 emissions). Scope 3 emissions across the three categories include 56% for Category 1 (Purchased
Goods and Services), 28% for Category 2 (Capital Goods)
and 12% for Category 3 (Fuel- `and Energy-related activities
not included in Scope 1 and Scope 2) (Figure 18). While our Figure 18
teams continue to focus our efforts on those emissions that FIVE-YEAR GHG EMISSIONS
are directly in our span of control (Scope 1 and 2), we are SCOPE 1, 2 & 3 (1,000 tonnes CO2e) FUTURE FOCUS
Scope 3
also working towards reducing our Scope 3 emissions. 2,000
Scope 2 We will maintain our focus on climate change as a key consideration in our business strategy, operations, project
1,750 Scope 1
development plans, mine planning and financial analysis. In 2023, we are working with our sites to continue to develop
3,688 targeted action plans on our path to meet our 2030 GHG reduction target. At our Great Bear site, we will continue our
1,500
collaboration with First Nations, local communities and energy providers to develop an electrification strategy that
1,250 meets the needs of all stakeholders.
2,239
1,000
1,779 1,736 1,754 1,784 We aim to continually improve our energy efficiency by looking for incremental productivity opportunities, in line with
750 Kinross’ strong culture of Continuous Improvement. Building upon the work undertaken to improve accounting of
138 124 123 112
500 550 our Scope 3 emissions, over the next one to two years our focus will be on identifying a Scope 3 reduction target for
584 512 550 410 Kinross and ongoing collaboration with suppliers to support our goals.
250
1,057 1,100 1,081 1,122 1,039
At our operating sites, we are looking at new technologies as a means of emissions reductions. We are also using a price
0
of carbon in evaluation of major development project opportunities. Informed by the results of our scenario analysis,
2018 2019 2020 2021 2022 we will work to embed the Climate Scenarios Screening Tool in our analysis of projects and ongoing operations.
Scope 3 estimates for 2018-2021 did not cover all categories of Scope 3.

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Climate and Energy

Climate-Related Scenario Analysis for Kinross

We have advanced our work in 2022 to environment. The analysis examined
gain a better understanding of the long- methodology, scenario definition, risk
Figure 19 High Climate Change
term risks, impacts and opportunities and opportunity identification, and
arising from anticipated climate change development of key guiding questions
and socio-economic political shifts. We and potential actions that can help us
completed a Company-wide scenario maximize opportunities and reduce risks.
Global Coordination Global Coordination
analysis exercise as part of our ongoing
commitment to fully align with the TCFD. Four Scenarios Identified Mitigation/Adaption Mitigation/Adaption

Kinross’ scenario analysis builds upon earlier Based on the results of the consultation, GDP Growth GDP Growth
work completed in 2020 which explored future four scenarios were defined including
Technology Advancements Technology Advancements
climate risks and impacts under a “business climate change and development
as usual” scenario. Our 2022 scenario analysis
SCENARIO 4 SCENARIO 2
pathways. These scenario definitions
went a step further examining a range of allow us to consider a wide breadth of
future, plausible conditions to identify a plausible future scenarios and ensure a “Disorderly” “Orderly”
wider breadth of potential climate-related robust analysis. Figure 19 represents the Development Development
vulnerabilities and a robust set of options to parameters for each scenario.
prepare for the risks and opportunities that
the changing, but uncertain, future holds.
Global Coordination Global Coordination
We engaged outside experts to facilitate an
Mitigation/Adaption Mitigation/Adaption
interactive and iterative approach to climate
change scenario analysis. This process GDP Growth GDP Growth
was informed by consultation with over
30 Company representatives and covered
Technology Advancements SCENARIO 3 SCENARIO 1 Technology Advancements
all operating sites, representing a range
of functional areas including government
relations, community relations, investor
relations, finance, technical services, and
Low Climate Change

LEAST Developed/Progressed Future Condition MOST Developed/Progressed Future Condition

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Climate and Energy

Climate-Related Scenario Analysis for Kinross (continued)

Key Climate-Related Risks and costs, and to ensure we continue to deliver

Opportunities Across Scenarios value for shareholders and our other TABLE 6: Key Potential Impacts under Each Scenario
stakeholders. To support that work, and as
While regional variations are expected given
a result of this scenario analysis, we have SPHERES Scenario 1 Scenario 2 Scenario 3 Scenario 4
the diverse climatic and geographic conditions OF IMPACT
developed a Climate Scenarios Screening (Low CC; Orderly) (High CC; Orderly) (Low CC; Disorderly) (High CC; Disorderly)
across Kinross, we identified that across all four
Tool (CSST). DRIVERS
scenarios, mining is likely to be more costly
and complex in the future. Table 6 identifies The CSST consists of a set of specific Operational Increase in: Increase in costs of: Moderate increase in costs of: Increase in costs of:
the potential consequences or impacts of each guiding questions that can be used as a Inputs • Fuel and energy • Fuel and energy • Some fuel and energy • Fuel and energy
scenario on operational inputs (manifested practical decisional tool at the site and • Taxation • Taxation • Some taxation • Insurance (decreased
in increased costs), the likely physical climate corporate levels to routinely identify risk • Labour • Labour • Labour availability)
change (CC) impacts experienced, and the key mitigating actions and function as an • New green tech • Insurance • Supply chain • Supply chain
potential impacts caused by external socio- internal analysis mechanism for considering • Supply chain • Security
economic developments. climate throughout the organization. While
the responses to these guiding questions Physical • Some water shortages • Water scarcity in dry regions • Water scarcity • Water scarcity in dry regions
In addition to these potential negative Climate • Some increase in • Extreme heat • Extreme heat • Extreme heat
may change over time, the questions
impacts, there are also potential benefits and Change average temperatures • Flooding • Flooding • Flooding
themselves are expected to serve as
opportunities associated with future climate- Impacts • Some flooding and • Total rain and water • Total rain and water • Total rain and water
robust benchmarks for climate-related
related scenarios, if realized. Examples of increased precipitation availability changes availability changes availability changes
considerations at both the site and corporate
opportunities include increasing operational • Dam failure • Dam failure
levels that we can consistently integrate
efficiencies, enhancing strong stakeholder • Operations and supply • Energy shortages
into our decision-making. This approach will
relations, and integrating new clean energy chain disruptions • Severe operations and
help embed climate-related risks throughout
technologies. supply chain disruptions
Kinross’ business planning and strategic
In this context, and as a senior gold producer decision-making both corporately and at External • Increased reputational and • Increased pressure from • Increased reputational risk • Increased pressure from
whereby the price of gold is market-driven, we sites, including life-of-mine planning. See Socio-economic legal risks if GHG reduction shareholders; harder to • Weakened social license shareholders; harder to
know that innovation and adaptation will be our 2022 Climate Report expected to be Developments targets not met access capital to operate access capital
critical to Kinross’ strategy to mitigate the risks available in mid-2023, for a more detailed • New tech development • Stricter regulatory • Nationalization • Increased risk of conflict
arising from climate change, notably increased review of Kinross’ scenario analysis. • Risk of stricter regulatory requirements • Fragmented regulatory • Fragmented regulatory
requirements requirements across requirements across
jurisdictions jurisdictions

Relative Expense of Impacts

MOST LEAST
(based on risk matrix ratings):

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Social The social component of our ESG strategy places a priority focus on Workforce and Communities. This section of our
report provides insight into 2022 initiatives and performance to protect employee safety and well-being, foster an inclusive
and diverse workplace, and develop our people while engaging and generating shared value in our host communities.

0.34 77% 21%

maintained total reportable injury of our workforce is now in the of all management positions
frequency rate of 0.34 per 200,000 hours Americas, North and South were held by women, including
worked, in line with the industry top tier. 33% female executives

Workforce 77
Health and Safety 77
Employee Health and Wellness 84
Employment 86
Diversity, Equity and Inclusion 88
Human Capital Development 93
Community Engagement 94
Relationships with Stakeholders 96
Engaging with Indigenous Peoples 100
Key Stakeholder Issues 105
Generating Shared Value 108
Community Development 114

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Workforce
HEALTH AND SAFETY
“Getting it right on the ground” begins with our shared commitment to protecting the safety and health of our
workforce. Embodied in our core value of “Putting People First” and embedded in our Safety and Sustainability
Policy, there is no greater priority than the safety, health and well-being of our people.

Despite our steadfast commitment to workplace safety, we experienced a single fatality at our Tasiast mine in July
2022, when an employee died from injuries as a result of an industrial accident. Any loss of life in our workplace is an
unacceptable failure for our organization and a painful reminder that we must focus continuously on the proactive drivers
of exemplary safety performance before incidents occur.

Over the past year, we have strengthened our safety strategy by empowering and engaging our people. We streamlined
our health and safety management structure by restructuring site-level reporting directly into corporate-level leadership,
better aligning it with the needs of our global business and strengthening the direct connection between corporate-level
safety leadership and our operating sites.

We introduced a Global Safety Learning Forum to reinforce our people-centric and progressive health and safety
philosophy. An enterprise-wide initiative, the Learning Forum will foster closer links with sites, facilitate information
sharing, and standardize effective health and safety practices. Sponsored by Kinross’ Chief Operating Officer, and
working with the Vice-President, Global Health and Safety, and site Health and Safety leads, each Kinross site nominates
an “influential” site-level representative to participate in the group. Each representative’s role is to share learnings, best
practices and help to shape a positive safety culture at their operation (or project site). Integral to our corporate safety
strategy, our goal is for Kinross sites to work together and take full ownership of the Learning Forum to drive positive
change on the ground.

We also took our Safety Excellence Program to Tasiast in 2022. Designed and developed “by Kinross for Kinross”, the
program empowers every worker to make a difference and actively participate in improving the safety of work and building
a positive safety culture that works for their operation,
their employees and business partners. Safety
ANALYST CORNER: Excellence is having a remarkable and positive impact
WORKPLACE HEALTH AND SAFETY M on the safety culture at this cornerstone operation.
Read Kinross Safety Excellence: Taking Control of Safety
Read Management Approach at Tasiast.
GRI 403 SASB
RGMP Principle 2, 4 SDG 3
UNGC Principle 1, 3, 6 Data Tables

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Workforce

Considering our performance for 2022, we maintained a combined TRIFR rate of 0.34 (employees and contractors), in line with 2022 performance against the new threshold was 5.3 (5.56 from continuing operations), a significant increase from a rate of
prior years, and in the top tier of the industry (Figures 1 and 2). 3.9 in 2021, with all sites delivering above the threshold of “successful” (Figure 3).

Integral to our safety strategy, we continued to concentrate our efforts on leading indicators of safety, based on the • Field safety employee engagements track the number of times during the course of the year the average employee has a
knowledge that a proactive and positive approach to safety contributes to better safety outcomes than lagging measures. one-on-one safety discussion in the workplace with an individual more senior to their direct supervisor or senior supervisor.
With leading indicators firmly embedded across our sites, we challenged ourselves in 2022, raising the threshold for “leading” This indicator motivates senior managers to spend more time in-field observing the work and having purposeful discussions
performance for the sum of corrected hazards and employee field engagements from 3 per employee to 10 per employee with employees on the work underway, the associated risks and the controls that are in effect. This show of leadership on
beginning this year. safety provides managers with an opportunity to engage with their people and experience first-hand the safety practices
and challenges on-site. We achieved 10.0 engagements per employee (11.3 at continuing operations), up considerably from
Measured against this new threshold, we delivered a solid performance across our leading indicators in 2022, including:
% 41.1% 6.7 engagements in 2021 and on track41.1%
with “leading” performance based on the new threshold (Figure 3). 41.1%
41.1%
• Corrected hazards track how many hazards are identified and corrected by site safety programs over the course of
• Hence the sum of corrected hazards and employee field engagements for 2022 was 15.16 (16.86 at continuing operations),
the year on a per employee basis. Employees are incentivized to be vigilant and look for hazards and then to work with
in the “leading” performance category.
their teams
Figure X.Xto correct them. Employee engagement is a vital component of our corrected hazards
Figure X.X program and builds Figure X.X
a Five-Year Total Reportable
sense of ownership Injury
in overall siteFrequency Rate
performance (TRIFR)
and Benchmarking
reinforces that taking control of safety TRIFR
is everyone’s 2021
responsibility. Three-Year Leading Indicators (per employee per year)

Figure 1 Figure 2 Figure 3

FIVE-YEAR TOTAL REPORTABLE INJURY BENCHMARKING TRIFR 2021 FOUR-YEAR LEADING INDICATORS Proactive Field Engagements
Corrected Hazards
FREQUENCY RATE (TRIFR) (per 200,000 hours worked) (per employee per year)
Leading Performance
(employees and contractors per 200,000 hours worked) Successful Performance
0.8 8.0
0.35
0.7 0.77 7.0
0.30 0.35
0.34 0.34 0.70
0.6 6.0
0.25 10.0
0.29
0.27 0.5 5.0
0.20 6.7
0.4 4.0
0.15 5.1 5.3
0.40 5.0
0.3 3.0 4.6
0.34 4.2
0.10 0.30 0.30 3.9
0.2 2.0
0.05 0.1 1.0

0.00 0.0 0.0

Mining Safety Travel Insurance Kinross Accounting Publishing 2019 2020 2021 2022
2018 2019 2020 2021* 2022A Round Table Agencies Agencies
* All 2021 metrics were independently assured by PWC LLP.

Source: U.S. Bureau of Labor, Bureau of Statistics, Mining Safety Round Table

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Workforce

Launching a Global Safety Learning Forum

Our Safety Learning Forum is designed to To support the Forum, our goal is to draw
leverage our collective safety knowledge, upon the extensive resources developed as
draw upon the experience of Kinross’ part of our management system, including
subject matter experts, lessons learned the CRM program, high-potential incidents
and industry best practices. Its primary reviews, our Safety and Sustainability audits,
objectives are to: assurance and reviews, employee safety
engagements, employee surveys and hazard
• Improve the sharing of safety knowledge
reports. We are also looking to industry best
and information across sites
practices and information shared among
• Deliver optimum safety solutions to our peers, through collaborations such as
real problems the Mining Safety Round Table.
• Drive adoption of safety technologies that Heading into 2023, 22 representatives from
significantly reduce the risk of a potentially all of our active mine sites and development
fatal accident, and add significant value projects had been selected to participate in
in terms of improving the safety of work the Forum. Led by our sites, and “served”
efficiently, such as collision avoidance by senior management, the Learning Forum
technologies meets quarterly.
• Increase the standardization of high-value
safety practices across Kinross

• “De-clutter” low-value safety practices

including duplicative safety reporting,
and overuse of permit to work systems for
frequent lower-risk tasks that require a lot of
time, effort and resources to implement, but
add little value in terms of making work safer.

“The Global Safety Learning Forum allows us to leverage the best of the best in
terms of risk reduction and collaboration of innovation with safety. We brainstorm
together and quickly implement the tools that influence safety at work.”
Health & Safety Superintendent, Bald Mountain and member of the Global Safety Learning Forum
(shown above)
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Workforce

• Critical Risk Management (CRM) measures the degree to which critical safety controls are embedded in the way work
is carried out on-site. In 2022, we carried out a Critical Risk Management peer review to intensify our focus on critical Figure 4
risks across the Company. This initiative delivered strong results, with all our operating mines exceeding expectations by HIGH POTENTIAL INCIDENTS BY ACTIVITY (%) 13%
increasing the number of critical control weaknesses identified by 120% over the prior year. Our Fort Knox site created a
new position dedicated to CRM, which contributed to a 50% increase in the number of critical control weaknesses identified 3%
Mobile Equipment/Vehicle Safety
throughout the year. Bald Mountain increased the number of critical control weaknesses identified per month from 100 3%
to over 600. At Tasiast, the number of critical control weaknesses identified increased from an average of 52 per month in Isolation of Energy
Cranes and Lifting 4%
January to 300 per month at year-end.
Working at Heights
• Integral to the CRM review, we brought in an independent group to challenge current critical risk controls and to help our 52%
Ground Control 7%
sites identify gaps. We implemented site-level train-the-trainer programs, providing the training to both sites and corporate.
Structure Safety 41.1%
The participation of others has been beneficial in helping us identify in-field gaps and bringing fresh perspectives on critical
risks. We are adapting the CRM program in 2023 to incorporate our findings and strengthen its flexibility. Hot Work
7%
Other
X.X
ear Safety, Health and Emergency Training
12%
Figure 5
Note: Other includes hot work, electrical, machine guarding, explosive management, excavation,
FIVE-YEAR SAFETY, HEALTH AND confined space, pressurized vessels, exploration drilling and various.
EMERGENCY TRAINING
(Average number of hours per person)

Contractors
TABLE 1: Five-Year Tier One Process Safety Events
Employees
2018 2019 2020 2021 2022
Tier One Process Safety Events (# of events) n/r 1 1 2* 0A

Tier One Process Safety Event Rate (per 1,000,000 hours worked) n/r 0.026 0.029 0.049 0.000
* All 2021 metrics were independently assured by PWC LLP.
29
32 33
27 In other areas of 2022 performance, we:
• Continued to measure High-Potential Incidents (HPI) across our sites, which are defined as safety incidents with the potential
to result in severe consequences such as injury, fatality, or major business interruption. The program contributes to open
dialogue about incidents and information sharing at sites to help strengthen controls by learning from others. Approximately
15 50% of incidents in 2022 were related to mobile equipment/vehicle safety, in line with prior years (see Figure 4).
46
39 40 40 • Maintained joint management-worker health and safety committees at 100% of Kinross sites during the year.
20 • Provided health, safety and emergency response training to employees and business partners. Training hours averaged 20
hours per employee and 15 hours per business partner, a decline from prior years due in part to the sale of Kinross’ Russian
and Ghanaian assets and no recorded training hours for those sites past Q1 2022 (Figure 5).
2018 2019 2020 2021 2022
• Recorded zero Tier One process events per 36.2 per million hours worked (Table 1).

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Workforce

Kinross Safety Excellence: Taking Control of Safety at Tasiast

Among the most exciting and challenging aspects of being a global company is bringing Through Safety Excellence, our goal is to
together our diverse experiences and cultures under the Kinross banner. Each Kinross site drive shared accountability at all levels
also operates within a unique geographic, environmental, social and cultural context that by empowering our people to keep their
must be managed “on the ground” to meet our Company-wide First Priorities objectives individual safety, and the safety of others, top-
and health and safety management standards. of-mind, creating an effective safety culture
that works for their operation and their people.
Following several challenging years at Tasiast, both operationally and in the area of safety
performance, the timing was right in 2022 to bring Kinross’ Safety Excellence Program to The Safety Excellence Program, comprised
Mauritania. Developed by Kinross, the Safety Excellence Program builds upon the principles of four parts and delivered over two days,
of the Karpman drama triangle* of social interaction to shift the focus away from problems, leveraged a broad range of presentations
reactive behaviours and unwillingness to accept responsibility when it comes to workplace safety. supported by interactive exercises, workshops
and presentations designed to engage and
inspire our Mauritanian workforce.

Aimed at strengthening all-employee

engagement and raising safety awareness, we
customized our Tasiast program to capture
the importance of the deeply held religious
beliefs of our Mauritanian workforce. Early
in the planning process, we reached out to “We are proud of the safety culture we have
our local Imams. Their guidance and spiritual
leadership were pivotal in the customized
at Tasiast. It’s not always an easy journey, but
development and success of Safety Excellence anything is possible when everyone understands
at the site. We also established an employee- why safety is so important to them and their
based Steering Committee to help shape the
development of the program and content, families. It also makes it easier for new people
and drive engagement. to come to the site because they quickly see the
With the support of the Imams and the hands- importance of safety and this makes it easier to
on role of the Steering Committee, we learned
more about the real impact of Islamic beliefs align them with our expectations to work safely.”
and religious obligations across our Tasiast
* The Karpman drama triangle is a social model of human interaction proposed by Stephen B. Karpman. The triangle
workforce as a powerful driver of individual Ismail Diop, Operations Supervisor
maps a type of destructive interaction that can occur among people in conflict. The drama triangle model is a tool used in
psychotherapy, specifically transactional analysis. The triangle of actors in the drama are persecutors, victims and rescuers. behaviour. Working with the religious
Source: https://en.wikipedia.org/wiki/Karpman_drama_triangle

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Kinross Safety Excellence (continued)

leaders at site, the Tasiast team integrated As materials were developed, using the
the teachings of the Qur’an (Koran) as they colours of Mauritania, the Steering Committee
redeveloped the Safety Excellence materials.
Islamic teachings require the protection of
reached out and tested the program with 30
“influencers”, respected employees at site Safety Excellence in Four Parts
lives and property and forbid harm to oneself who could help carry the safety excellence
or others. In keeping with the tenets of the message. Several sessions were held with Part 1: Know your Why Part 3: Take Control Part 4: Create Your Future!
Qur’an, Safety Excellence messages were influencers to build understanding, alignment Designed to reinforce the greatest reason to Take control focuses on eight strategic Bringing all the elements together, part
crafted to reinforce the strongly held beliefs and commitment. Each influencer was ensure personal safety, the first session runs elements to drive safety excellence spanning four is focused on safety as an ongoing
that the reason to work safely was not about supported in creating their own films, which through a series of exercises that provide Engagement, Hazards, Risk, Controls, journey rather than a destination. It
the workplace, but for home, loved ones generated interest in the program to the participants with an opportunity to consider Incidents, Human Factors, Chronic Unease challenges participants to create a plan
and family. Passages from the Qur’an were point where fellow employees wanted to the impacts on everyone (themselves, and Learning Teams. Participants build an of action for taking forward what they
integrated across course materials. be involved. friends, family, co-workers, managers and understanding of the essential elements of have learned in the course and apply it in
Kinross) if an accident occurs. a successful safety program and the tools to their workplace.
improve everyday work.

Part 2: Be the Solution

The second component underscores the
importance of positive relationships in the
workplace and cohesive and collaborative
teams to achieve better safety outcomes.
Teamwork is vital to achieving better safety.
Great teams rely upon positive relationships
between team members, while unhealthy
teams may take longer to address a safety
issue and expose people to workplace
hazards longer.

Among the areas explored, participants

were taught conflict resolution skills,
and learned more about conscious and
unconscious bias and the importance of
building an inclusive workplace.

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Kinross Safety Excellence (continued)

A series of powerful Mauritanian films were To extend the reach of the Program beyond Our teams at Paracatu, Chile (including
created that captured first-hand accounts of our Tasiast site and into the community, the Maricunga), Round Mountain, Bald Mountain
safety incidents as told through co-workers films were also promoted through Facebook and Fort Knox (including Manh Choh) are “Safety is always evolving and improving as we
who were profoundly impacted by incidents, and Instagram social media channels. View working to develop local programs for their
retelling how accidents happened, the impact videos here. respective sites for 2023.
learn more. At Tasiast, we are shifting away
anguish they experienced, and the range of
The Tasiast program’s success lies in the high
from the more traditional approach to safety
physical injury, mental and life consequences.
Part of the first phase of the Safety Excellence
degree of local ownership and integrating which is often focused on rules and compliance.
the spiritual and cultural drivers of safety
Program, the impact statements of employees
behaviour and sets a gold standard for safety We are focusing more on building the capacity
at site strengthened the relevance of the
program and brought it “closer to home.”
excellence for Kinross’ other operating sites. within our people to work safely and effectively.
For example, we don’t blame workers for
making honest mistakes, instead we use it as an
opportunity for them to learn what they may
need to change to work safely and effectively.”
Souleymane Sy, Senior Supervisor Tasiast

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EMPLOYEE HEALTH AND WELLNESS

The well-being of our workforce is a priority for Kinross and imperative to our business success. Across our operations
and projects, we deliver a broad range of initiatives and programs to support the physical and mental health of our
people in their daily lives. Our commitment begins with ensuring that we maintain healthy workplaces by meeting, and
where possible, exceeding all requirements for occupational health in the workplace pertaining to air quality, exposure
to hazardous and non-hazardous substances and ensuring access to required personal protective equipment.

We also deliver a broad range of programs and initiatives to support employee well-being by providing access to learning
and resources, competitive employee benefits, and ongoing support for both the physical and psychological well-being of our
employees and their families. To support the physical fitness of our employees and their families, most of our employees have
Kinross-sponsored access to fitness facilities either on-site or in the local community, as well as opportunities to participate in
sports activities.

Over the past year, we remained focused on the three core elements of our corporate-wide mental health strategy:

• Raising awareness of mental health among employees and their managers.

• Normalizing conversations around mental health to eradicate the stigma associated with mental illness, supported by a
continued focus on advancing a culture of inclusion and belonging.

• Ensuring that our people have access to a range of mental health and well-being resources.

Managed at the local level and tailored to the unique needs of each of our sites, we continued to provide our employees
with comprehensive health and wellness benefits to advance our mental health and wellness strategy. A summary of 2022
highlights is outlined below.

• We supported mental health programs corporately and at our sites in 2022, aligning our mental health strategy with our
employee benefits strategy and collaborating with our Health and Safety teams. At the site level, we delivered a broad
range of programs across our sites directly and through service providers with expertise in psychological health. At some
of our U.S.-based sites, we delivered our “1 in 5 Mental Health Campaign” spanning core topics of anxiety, depression,
burnout, substance abuse and boosting resilience. The program included “readerboards” focused on core topics,
awareness-building initiatives and the creation of a mental health resources package mailed to the home of each employee.

• Through our Employee Assistance Programs, we provided access to mental health resources through webinars such as “Self-
Care in the Face of Cumulative Trauma” and councillors, as well as via mobile mental health apps to support mindfulness,
well-being and access to mental health therapies such as Internet-based cognitive behavioural therapy. Following the launch
of the U.S. 988 National Suicide Prevention Hotline in July 2022, we added information about the service to our benefit
materials for employees in the United States.

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• In Brazil, we implemented a personal well-being program, including our “Sou and Saúde” (“I’m Healthier”) program that
takes a holistic approach to all aspects of well-being including physical, mental and financial health. Focused on increasing FUTURE FOCUS
awareness of health more broadly, Paracatu’s program included a range of events and activities such as educational sessions.
Kinross has a mature health and safety strategy and management program across its operations. As we look
Gold partnerships with local health-related businesses provided employee discounts with local suppliers of health and
forward, our goal is to build on the foundation we have in place and look for ways to continuously improve and drive
financial services. We also extended the program into the community, collaborating to expand community access to services
performance. When we consider lagging indicators, our performance is already statistically very low and measures
such as free medical and legal assistance, including health examinations for men and women.
“after-the-fact performance” but does not effectively measure or recognize improvements. While we will continue to
• At Tasiast, we enhanced our programs for women. We introduced special travel services to and from sites for the comfort track and report TRIFR and Severity Rate as part of our CPRM, we are adjusting our First Priorities metrics beginning
and safety of pregnant employees and extended maternity leave benefits to seven months, exceeding legal requirements. in 2023, removing TRFIR and Severity Rate from the site-level First Priorities under the Four Point Plan but maintaining
The opening of the ladies lounge at site also provides a dedicated space for women. them corporately at a reduced rate and a weighting of 7% (3% for TRIFR and 4% for Severity Rate). Site First Priorities will
focus on safety engagements, corrected hazards and a site-specific leading indicator for 2023 (5% weighting in the 4PP).
• Corporately, we continued our series of global webinars including our “Take a Break” series of micro-learnings, offered to all
sites and offices. Content focused on building cultures of trust, respect, energy management, productivity and flow, habits Inspired by the feedback from Tasiast, we are taking our Safety Excellence program globally over the next 12-18
and routines, strategies and tactics for leveraging stress and transitioning though change, mental resilience and mental months. Our Paracatu, Chile, Nevada and Fort Knox sites are bringing together a team of influencers at their
health awareness. One module is specifically dedicated to building mental health skills among leaders. We also advanced respective sites.
awareness of mental and physical health topics through Mental Health Awareness Month, Suicide Awareness Month,
World Mental Health Day, Movember with its focus on men’s health and mental health, as well as Breast Cancer Awareness
activities with an emphasis on early diagnosis and screening.

• Kinross also recognizes the vital connection between well-being and mental health and DEI. Our corporate DEI strategy,
combined with our corporate and site-level DEI initiatives and programs, also plays a meaningful role in fostering a culture
of inclusion and belonging, where all employees feel valued. For insight into our DEI initiatives in 2022, see Diversity, Equity
and Inclusion.

• We continue to recognize the importance of flexible workplace practices for our employees and the importance of work-
life balance to their mental focus and overall well-being. At our corporate office, our flexible workplace policy enables
employees to work remotely two days a week – on the days of their choosing. While the nature of our mining operations
requires mining activities to be conducted 24 hours a day and at a mine location, thus limiting flexible work arrangements at
our sites, we strive to embrace the needs of the modern workforce to the extent possible. In Nevada, for example, we have
introduced a Remote Work Policy allowing employees in non-operational roles to work remotely 10% to 25% of the time.

Kinross employees “get fit” as part of Movember

campaign for men’s mental and physical health.

2022 SUSTAINABILITY AND ESG REPORT KINROSS GOLD 85

 SAME PIE for both charts!

Overview Our Approach to ESG Governance Environment Social 2022 Data Tables Indices
Workforce

EMPLOYMENT
Figure 6 Figure 7
Our success depends upon maintaining a safe and healthy workplace, creating a culture where our people can thrive 2022 TOTAL EMPLOYEES 2022 TOTAL EMPLOYEES
and develop, and providing an employee experience that attracts and retains a diverse and skilled workforce. By living BY COUNTRY (#) BY COUNTRY (%)
up to our promise of putting people first, we want to be sure that we are an employer of choice with the best access to
the best people. 27%
1,720 34% 1,720
Among our ESG priorities, we advanced our work in diversity, equity and inclusion (DEI) and talent development strategies to 2,181 2,181
1,720 27%
support the needs of our business, while navigating the challenges and opportunities of a changing workforce. 2022 marked
2,181 34%
some significant changes to Kinross’ business that changed the nature of our workforce. The divestiture of our Russian and Brazil Brazil
Ghanaian assets in June and August respectively contributed to an approximately 30% decrease in the number of Kinross Canada Canada
4,902 4,902
employees, as a result of which, we took steps to adjust our organizational structure to meet the business needs of the new Chile Chile
Mauritania 361 Mauritania 6%
organization. With approximately 72% of our global production and 77% of our workforce now based in the Americas, we 361 361
Spain Spain
reduced most of Kinross’ previous regional organization and regional-level workforce. Our overall results include: 640 10%
USA 32 USA 1%
32 1,463 32 1%
23%
1495from 9,322 in 2021, arising from the divestiture of our
• Reduced the total size of our workforce to 6,397 employees in 2022 1495
640 640 1
Russian and Ghanaian assets. The USA now represents the largest proportion of our workforce (2,181 people or 34% of total
workforce) (see Figures 6 and 7). 1,463 1,463 23%

• Continued to grow our workforce at La Coipa as that site ramped up to full commercial production in 2022, as well as at
Tasiast as the 24k project continued to advance.

• Completed the integration of approximately 50 employees at our Great Bear development project.

Integration Day Great Bear (left).

La Coipa (right).

ANALYST CORNER:
M
HUMAN CAPITAL DEVELOPMENT

Read Management Approach

GRI 2-7, 2-8, 401, 404, 405

RGMP Principle 6 SASB
SDG 3, 4, 5, 8
UNGC Principle 1, 2, 3, 4, 5, 6 Data Tables

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• Reported a total turnover rate of 13.8% in 2022, an increase from 12.5% in 2021 for continuing operations and the highest rate
in five years (Figure 8).

• Voluntary turnover of 9.3% in 2022 was up over 2021 against the backdrop of a tight labour market and involuntary turnover
of 4.5% was the lowest in five years (Figure 8). At the corporate level, our continued flexible approach to “Return to Office”
limited the impact on turnover rates as employees successfully transitioned from “work from home” and back to the workplace
in 2022. The highest turnover rates continued to be at our U.S. sites with a voluntary turnover rate of 18%.
41.1% 41.1%
• Overall, 77% of our workforce is now in the Americas, North and South, with new hires a similar proportion (76%), while turnover
was mostly within the Americas (95% of all turnover) (Figure 9).

Named as one of Greater Toronto’s Top EmployersFigure

Figure•X.X for theX.X
fifth consecutive year, Figure
where X.X
Kinross was recognized for its annual
Rate (%) Employee Turnover Rate (%)
Five-Year Total Workforce, Turnover and NewWorkforce,
Hires by Region(% and
and#)New
peer-to-peer recognition program “Living Our Values Awards” (LOVA). Entering Total Turnover
its 15th year in 2023, our LOVA Hires by Age (% and #)
program
demonstrates how Kinross’ four core values guide our employees and how they are recognized by their colleagues for their
outstanding accomplishments and commitment to bringing our values to life at work and in the community. Since LOVA began,
there have been over 30,000 employee nominations and we have celebrated the successes of some 150 award recipients.

Figure 8 Figure 9
FIVE-YEAR EMPLOYEE TURNOVER RATE (%) TOTAL WORKFORCE, TURNOVER
AND NEW HIRES BY REGION (% and #)
Involuntary West Africa
Voluntary Americas

100% 100%
5% (43)
23% (1,495) 17% (1,099)
24% 20%
(275) (176)
80% 80% 9% (110)
4.5A
60% 60%
5.6 4.7
95% (829)
67% (4,270)
4.3 6.2 40% 57% (499)
77%40%(4,902) 76% (887)
57% (663)
9.3 A

7.2 20% 20%

5.7 6.3
4.7
16% (1,028) 23% (197)
2023 marks the 15th anniversary of our Living Our Values Awards.
0% 0% 33%
Pictured here are the (389)
2022 LOVA recipients.
2018 2019 2020 2021* 2022 Total Workforce Turnover New Hires Turnover
Total Workforce New Hires
In 2018, we revised our turnover methodology to exclude all fixed-term
by Region by Region by Ageby Region by Age by Age
contracts and temporary summer students.
* All 2021 metrics were independently assured by PWC LLP.

2022 SUSTAINABILITY AND ESG REPORT KINROSS GOLD 41.1% 41.1% 87

 Overview Our Approach to ESG Governance Environment Social 2022 Data Tables Indices
Workforce

DIVERSITY, EQUITY AND INCLUSION In other areas of DEI performance, we:

A diverse and inclusive workplace where our people are treated fairly is a business imperative for Kinross and a • Increased the percentage of women across our total workforce to 13% in 2022 from 12% (Figure 10). Gender diversity was
centrepiece of our ESG strategy. We continue to advance our DEI strategy across four pillars: employee support, highest in Canada with women representing 40% of our Canadian workforce, and the lowest for women in Mauritania (7%)
strategy and policy, shaping culture, and building leadership awareness. Our efforts are helping us build a culture of and Brazil (9%) (Figure 11).
inclusion, strengthening access to top talent,
Five-Year Genderand bringing a diversity
Representation (%) of perspectives to enhance decision-making. 2022
• MetGender Diversity
our Board genderBydiversity
Employee Typeof(%)
target 33% women in 2022. At the 2023 annual general meeting, 40% of our Board
We made progress in 2022 in all areas of DEI. Our Global Inclusion and Diversity Council (GIDC), now in its second year, met nominees meet one or more diversity characteristics.
four times in 2022, and100
continued to provide strategic direction for DEI initiatives within the organization. In early 2023, we 100
• Achieved notable growth in the percentage of women across several levels of management. Women held 21% of all
11
amended our corporate-wide DEI guidelines, the 12
Kinross Way12for Diversity,
12* Equity and
13AInclusion, to embed our commitment 15 13
management positions, up22 212021. At the
from 19% in executive management level, women represented 33% of all positions,
to equity across all dimensions
80 of diversity and to strengthen the representation of all racial, ethnic, religious and LGBTQ2S+80 33
an increase from 20% in 2021. We also achieved a three-point increase year-over-year in the percentage of women in both
communities across our multinational business.To support and reflect the importance of DEI as a strategic ESG priority, we
management and junior management roles to 22% and 21%, respectively (Figure 12).
added our Director for Talent
60 and Engagement to our ESG Steering Committee. 60

88 88 88 87 87
40 89 40 85
78 79
67
20 20

0 0
2018 2019 2020 2021 2022 Board of Senior Management Junior Total
Directors Management Management Employees

Figure 10 Figure 11 Figure 12

Five-Year Women in Revenue Generating Positions
FIVE-YEAR
Five-Year GENDER Five-Year
Gender Representation (%) Female
Gender Representation (%) 2022 GENDER DIVERSITY2022 Gender Diversity
Female 2022
2022
By Employee GENDER
Gender
Type (%) DIVERSITY
Diversity By Employee Type (%) Female
Male Male Male
800 REPRESENTATION (%) BYGender
2021 COUNTRY (%)By Country (%)
Diversity BY EMPLOYEE TYPE (%)
700 100 100 100 100 100
11 12 12 11
12* 12
13A 12 9 *
12 13A 12 7 17 13 13
15 22 21 15 22 21
600
80 80 80 80 33 80 33
40
500
60 60 60 60 60
400
ANALYST CORNER: 88 88 88 88 88 88
91 88 93 87 87
300 DIVERSITY, M 40 89 40 89 87
40
87
40 85
83 40 85
EQUITY AND INCLUSION 607 78 79 78 79
541 579
200 484 471 60 67 67
Read Management Approach 20 20 20 20 20
100
GRI 405
0 0 0 0 0 0
RGMP Principle 1, 5, 6 SASB
2019 2022 2018 2019 2020 Brazil
2021 Canada
2022 Chile Board of
Mauritania Senior
USA Management Board of
Junior Senior
Total Management Junior Total
UNGC Principle 6 SDG 52018 2020 2021
2018 2019 2020 2021 2022
Directors Management Directors
Management Management
Employees Management Employees
Data Tables * All 2021 metrics were independently assured by PWC LLP.

Five-YearPositions
Five-Year Women in Revenue Generating Women in Revenue Generating Positions
2022 SUSTAINABILITY AND ESG REPORT KINROSS GOLD 88
800 800 2021 Gender Diversity By Country2021
(%) Gender Diversity By Country (%)
 Overview Our Approach to ESG Governance Environment Social 2022 Data Tables Indices
Workforce

• Recorded a 1% increase in the number of women in STEM positions to 15% in 2022 from 14% in 2021 (Figure 13). In 2022, • Strategy and Policy – In line with Kinross’ commitment to diversity, equity and inclusion (DEI), a new metric linked to
the percentage of women at continuing operations in revenue generating positions increased by 4.2% compared with 2021, specific actions in our Diversity Action Plan was added to the SLT measures for 2022. We have successfully completed eight
although the overall number of women in revenue generating positions declined following the divestiture of our Russian and initiatives, including global training on anti-racism, gender equity, unconscious bias and inclusive hiring, advancing our
Ghanaian assets (Figure 14). commitment to DEI by working to embed inclusive behaviours into everyday interactions across the Company.
Five-Year Gender Representation (%) 2022 Gender Diversity By Employee Type (%)
• Achieved 16% BIPOC representation at the executive level in 2022. • We launched an “Anti-bias Hiring Decisions” pilot program at our Toronto office. Key components of the pilot program
100 included: a review 100of all job descriptions at our corporate office to “neutralize” language, removing bias and attracting
• Launched a new “DEI Corner”, an online portal available to employees to further their knowledge on a range of DEI topics.
a wider and diverse demographic of candidates; implementation of a gender decoder to screen job postings; enhanced
Available in 2023, the new learning hub provides employees with11 12
access to workshops and on* DEI, as 13
12 training12 well
A
as 15 process; 21 13
demographic data collection in the application 22and developed partnerships to strengthen BIPOC outreach,
80
feature stories shared by employees. A monthly calendar to share cultural observance days, internal DEI activities, and other 80 33
including professional and student associations, universities, colleges and non-governmental organizations (NGOs).
commemorative dates is also available on the portal.
60 • We also looked to60external benchmarks to measure our progress including the Women’s Empowerment Principles (WEP)
• There were zero substantiated cases of discrimination received under our Whistleblower Policy in 2022.
Gender Gap initiative with the UNGC, Women in the Workplace McKinsey, BNI benchmarks, and our internal turnover
89 strategy88 88 88 87below and 87
Highlights from a range of initiatives across the four40
pillars of our ESG at the corporate level are outlined and pay gap analysis.
40 The results aligned with
85 our expectations and
79confirmed that Kinross is among the majority of WEP
78
in Table 2. They include: participating companies (46%) that
67 are in the early stages, or “beginner” category of its gender equality journey. Only 3%
of companies that20completed the WEP Gender Gap analysis tool are considered leaders. Kinross is above the McKinsey
• Employee Support – We continued our work with20 key community partners, such as the Canadian Centre for Diversity and
benchmark for C-suite at 33% female compared to 26% in the Energy Utilities and Basic Materials sector. We are working
Inclusion, Catalyst, the BlackNorth Initiative (BNI), Women in Mining, the Mining Industry Human Resources Council and
0 learn and embed inclusive behaviours in their everyday interactions. with Catalyst on our
0 DEI strategy and all external benchmarks are being taken into account in the analysis.
many others, to offer our employees opportunities to
2018 2019 2020 2021 2022 • Shaping Culture – We take every Boardopportunity
of Seniorto demonstrate,
Management communicate
Junior Total
and promote our commitment to DEI. Our
Directors Management Management Employees
goal is to ensure that our workplace is inclusive and every person who works for us feels that they truly belong. To help
Figure 13% of Women in STEM Positions Figure 14 Women in Revenue Generating Positions shape and celebrate the diversity of views and perspectives that are part of our cultural fabric, we continued our Women
Three-Year Five-Year
THREE-YEAR % OF WOMEN at Kinross Program for the third consecutive year, connecting 30 women across our global business from a broad range of
FIVE-YEAR WOMEN IN REVENUE
IN STEM POSITIONS 800 roles through an intensive eight-month learning and coaching program focused on self-discovery and leadership at Kinross
GENERATING POSITIONS 2021 Gender Diversity By Country (%)
(as % of STEM positions) and across the global mining industry.
700 100
15 • Building Leadership Awareness9– It is essential that Kinross
12 7 recognize
leaders 17the important role of DEI to our business
600
and are engaged 80 to help drive our DEI strategy. A range of initiatives and resources is available to Leaders to help guide
40
12 500 their actions. Among the tools available, we have developed Inclusive Hiring Guidelines for Hiring Managers (corporate),
provided cultural 60
diversity resources via Kinross University, and conducted a series of webinars for corporate leaders
9 400
covering Mental Health in the Workplace and Embracing Change – Building Resilience.
91 88 93
15 300 40 83
6 14 14 607
541 579
200 484 471 60
3 20
100
0 0 0
2020 2021 2022 2018 2019 2020 2021 2022 Brazil Canada Chile Mauritania USA

Note: 2020 and 2021 include Russia and Ghana.

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TABLE 2: Key DEI Initiatives Across Kinross Sites

Employee Support Strategy and Policy Shaping Culture Building Leadership and Awareness
Global webinars and events intended to support and Build programs and policies to support Show DEI skillsets in action. Celebrate our culture. Regular Align and engage leaders on Kinross data and strategy
foster belonging DEI transformation communication about DEI concepts and commitment and equip them with talking points and actions

• Bell Let’s Talk – Mental Health • Anti-bias Hiring Decisions (Toronto pilot) • Inclusion: Foster belonging, create an atmosphere that • Inclusive Hiring Guidelines for Hiring Managers (Toronto)
• Black History Month • External benchmarks supports people • Cultural diversity resources on KU
• International Women’s Day (IWD) • WEP’s Gender Gap – Global Compact • Women at Kinross – Peer Networking Group 2022 (3rd edition) • Mental Health in the Workplace for Toronto Leaders
• Pride Month • Women in the workplace McKinsey • Take a Break Mental Health webinars and resources for employees • Embracing Change – Building Resilience
• Kinross Indigenous Awareness • BlackNorth Initiative benchmarks • Rolling out the second year of the Buddy Program (Toronto)

• Micro learnings through KU connecting to monthly topics • Internal turnover and pay gap analysis • Breast Cancer Awareness
and themes • Movember: Men’s Health & Men’s Mental Health
• LOVA
• Employee branding
• WIM100 – four Kinross winners
• Among the winners of Greater Toronto’s Top Employers for
the fifth consecutive year

Site-Specific Site-Specific Site-Specific Site-Specific

• Pink October for breast cancer awareness (Tasiast, Round/Bald, • Maternity support (Tasiast) • Formation of a Women’s Committee (Tasiast) • Intercultural Excellence Program (Tasiast)
Fort Knox) including a “pink blast” at Fort Knox honouring breast • Embedded DEI goals into the Four Point • Summer students program focused on STEM careers • Cultural Intelligence Assessment for Foreign National
cancer survivors) Plan (Fort Knox) (36% women) (Chile) Recruitment (Tasiast)
• Movember (Tasiast, Round/Bald, Fort Knox) • DEI program focus on development • DEI presentation as part of daily “Culture Shares” • Inclusive Dialogue (IWD)
• IWD (All sites) opportunities • “Descubreme Foundation” inclusion program to provide employability • Leaders’ School diversity and inclusion module
• Plural September (Paracatu) • Inclusive PPE and workwear (Tasiast, and development skills to people of varying physical abilities (Chile) • DEI training mandatory for managers at beginning
• Campaign Mulheres de Ouro (Paracatu) Chile, Fort Knox) • Blind hiring (age omission) (Paracatu) in 2022 (Fort Knox)
• Pride – LGBT (Paracatu) • DEI content in new employee on-board, • Post-retirement support (Paracatu)
SA8000 and Behaviour Code (Paracatu)
• Continued to improve female-inclusive PPE equipment
• DEI Multidisciplinary committee
• At Tasiast opened a women’s centre and implemented specific
relaunched (Paracatu)
transport service for pregnant women, as well as increasing the
length of maternity leave to 28 weeks from 24 weeks

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Equal Remuneration • For non-management positions, the female/male ratio of 1.28 (Figure 17) is related to the majority
Equal pay for equal responsibility is an important component of our commitment to equity. We assess our performance annually of these positions being held by men in operator positions and skilled trades roles (87% of the 5,908
comparing the average annual salary for all female employees to the average annual salary for male employees, expressed as a positions in this category), which have a different remuneration structure from the technical, professional
ratio (female average salary/male average salary). Our gender pay analysis extends to a range of employee categories. In 2022 our and administrative roles held in greater proportion by women. This metric also improved compared to
remuneration results were generally consistent with prior years, including: 2021 (ratio 1.33).

• Average base salaries were higher for women than men for Kinross as a whole (Figure 15), and specifically in Brazil and Mauritania, where the
pay ratio reflects the higher number of men in operator positions and skilled trades roles than women. The lower ratio of base salaries for Figure 17
Canada is the result of a higher percentage of men than women in senior roles and the higher remuneration associated with those roles. THREE-YEAR RATIO
Figure X.X Figure X.X Figure X.X OF BASE SALARY BY
ase2022 • Men
Salary and
by of
Ratio women
Gender at Kinross
and Country
Base Salary in comparable
by Gender and Countrypositions receive salaries that are generally aligned,
2022 Ratio of Base2022Salary with
by ofminimal
Ratio differences
Base Salary by (evaluating salaries GENDER AND CATEGORY 1.25 1.37
) (ratio within each(ratio
female/male)
(All employees) market where we have operations) between men and women,
female/male) Gender demonstrating
and Category that
Gender both
(All groups
employees)
and are (All
Category compensated equitably and
employees) (All employees) (ratio female/male) 1.33
0.95 0.92 1.28
competitively within the local market. (ratio female/male)(ratio female/male)
• For senior management level employees and above, salaries are higher for men than women, reflecting the continuing higher numbers of men Senior Management 1.02
in more senior management and executive roles than women (Figure 11), but improved compared with 2021 (senior management female/male Management 0.95 0.94 0.91
ratio 0.87 in 2021 vs. 0.91 in 2022) (Figure 16). In addition, the management female/male ratio was 1.02 for 2022 vs. 0.94 in 2021, representing a Non-Management 0.87 0.87
significant improvement. 2020 2021 2022

Figure 15 Figure 16 FUTURE FOCUS

2022 RATIO OF BASE SALARY 2022 RATIO OF BASE SALARY
BY GENDER AND REGION BY 1.5
GENDER AND CATEGORY Over the next year, we are working in partnership with Catalyst to update our DEI strategy
1.5
(All employees) (ratio female/male) (All employees) (ratio female/male) and related goals and targets. In the first quarter of 2023, we launched a new “DEI Corner”
online portal for all employees and a Global DEI Calendar. We are also introducing a new
1.2 1.2 learning hub which will provide learning paths and new learning options for leaders, employees
and contractors.
0.9 0.9 Following from our RGMP assurance process, we are also undertaking a global initiative aimed at
promoting a safe and supporting workplace environment, and the prevention of discrimination
1.30 1.30 0.6 1.28 and sexual and gender-based misconduct. The Respectful Workplace Program is on track for
5 1.25 1.21 1.21 0.6 1.28
implementation in late 2023. As part of our commitment to women’s development, we partnered
0.95 0.95 0.92 0.92 1.02 1.02 with International Women in Mining (IWiM) a leading global not-for-profit organization pursuing
0.91 0.91
0.72 0.72 0.3 0.3 gender equality and promoting women’s voices, access to opportunities and leadership in
mining. We are part of the International Women in Resources Mentoring Program (IWRMP) an
0.0 0.0 annual cross-industry mentorship program to promote and empower women to progress their
careers, overcome professional challenges and build confidence for achievement and industry
zil Canada
Brazil ChiliCanada
Mauritania
Chile USA Kinross USA
Mauritania Kinross Senior Management
Senior Non-
Management Non- leadership. Kinross has five mentors and three mentees as part of the 2023 edition.
Management Management Management Management

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100 Global Inspirational Women in Mining

With its extensive connections with from 61 countries due to their inspiring
international organizations in many major contributions towards a stronger, safer and
mining jurisdictions, and chapters across more sustainable mining industry and their
Canada, WIM is helping to advance the role commitment to advocating and empowering
of women across our industry. those working both within the mining industry
and beyond, and perseverance in the face of
Through the years, the women of Kinross
challenges. This includes making positive and
have looked to the Women in Mining (WIM)
impactful changes, advocacy and a desire to
network as a source of learning, support and
empower others. Kinross recipients include
empowerment. In 2022, Kinross is proud
Kathleen Grandy, Senior Vice-President,
that four of our women leaders have been
Human Resources, Toronto, Kathleen
named to the 2022 “100 Global Inspirational
Autenrieth, Exploration Director, North
Women in Mining” (WIM100) by Women in
America, Reno, Hapsatou Bal, Community
Mining (WIM) UK. WIM UK advocates and
Relations Manager, Tasiast, and Bartly Kleven,
speaks for women in the mining sector,
Environmental Affairs Director, Kinross Alaska.
informing industry participants and decision-
makers of the challenges and opportunities
women are finding in pursuing careers
in mining companies and other mining-
related businesses. The WIM100 recognizes Picture here (left to right): Kathleen
Grandy, Kathleen Autenrieth,
the efforts of women in mining whose Hapsatou Bal, and Bartly Kleven
contributions to the industry go above and
beyond and who are identified as role models
for future generations. This year’s recipients
“Be very careful about where you choose to work. The company values
were selected from among 915 nominations of your organization of choice should align with your personal values.
What you spend your life doing and where you devote your time should
improve the lives of others. If you are doing that, I believe you can
weather any storm that comes your way.”
Bartly Kleven, Director, Environmental Affairs, Fort Knox, Alaska

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HUMAN CAPITAL DEVELOPMENT

Ensuring that our employees have opportunities for growth and development is essential to having an engaged
and skilled workforce and to Kinross’ success. We have a responsibility to provide our people with resources and
opportunities for learning and personal growth which keeps us well-positioned to attract and retain the best talent.
Kinross University (KU), our online Learning Management System, continues to be central to our talent and learning
strategy. KU provides us with a comprehensive and expanding platform of training tools and courses, which when
combined with in-person learning, offers our people a broad range of development resources.

Leadership training continued to be a primary focus of our training and development activities in 2022, recognizing that our
Leaders are a driving force behind Kinross’ culture. We delivered our foundational development programs during the year,
including Generation Gold, Professional Development, and our Global Leadership and Emerging Leaders programs. Our
Emerging Leaders program supports new leaders at Kinross to understand and develop leadership skills.

Among our talent and learning performance and results, we:

• Delivered approximately 200,000 hours of training, an average of 40 hours of training per employee, compared with 42
hours of training per employee in 2021. The total cost of training per employee increased by 24% year-over-year to $715 per
employee in 2022, compared with $577 in 2021, and was the highest level in four years. More learning opportunities were
also offered to our employees in 2022 than the prior year.

• Supported a broad range of learning and development programs aimed at our Leaders including coaching, eCornell
certification hours and leadership seminars.

• Completed performance appraisals for all eligible employees (3,831) representing 60% of our total workforce.

• Placed internal candidates into 9% of open positions, the highest level in four years, by encouraging employee mobility
and supporting access to new development opportunities. Of the 1,162 new hires in 2022, 41% were in the <30 age group,
bringing contemporary perspectives, different skills and early career energy to Kinross and new, innovative ideas to our
business. By providing them with the right opportunities and development, we are building a workforce for the future.

• Advanced our corporate leadership training in the areas of mental health and DEI, delivering 1,423 hours of bespoke
training. Courses included “Take a Break” sessions, Inclusive Hiring, “Connecting Across Differences” and mental health
resources for people leaders.

• Initiated our Emerging Leaders Program with 20 global employees currently participating in the program, which is providing
them with 1:1 coaching and helping them develop in their individually identified areas of improvement.

• Hosted a “Resilience Webinar” to help support our people given the uncertainty and changing nature of the workforce in
2022. Designed to support the changes that our people had to handle and navigate, over 220 people attended the webinar
with very positive feedback.

Training for new miners.

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Community Engagement Figure 18

SOCIAL PERFORMANCE STANDARDS AND PROCESS
During 2022, we conducted a comprehensive review of our management system, the Site Responsibility Plan (SRP), with
the objective of supporting our sites with improved clarity and ease of application of the Standards. The SRP was originally
developed in 2010, piloted in 2011, and rolled out across operating sites in 2012.
Through a standard set of metrics, sites report quarterly to Corporate which reports in turn to the Corporate Responsibility and CONTEXT ANALYSIS PLANNING & EXECUTION MONITORING
Technical Committee of the Board of Directors. Between 2012 and 2019, several updates were made both to the Standards and
to the metrics. In 2022, with the support of independent consultants, we conducted online monthly meetings with all of our
site Community Relations teams to discuss the existing SRP standards. With the feedback gained from these sessions, we have
produced an updated management system with the following key changes: Site Five-Year
Business Plan (SBP)
• Renamed the SRP as the “Social Performance Management System” (SPMS) to recognize that the “license to operate” of a site
depends upon an integrated, strategic approach involving all site functions. The SPMS also embeds accountability for site social
performance with Site General Manager while the community relations team leads the stakeholder engagement function.
Context / Baseline Five-Year Social Social Performance Monitoring and
• Consolidated the 30 standards of the SRP into 11 Social Performance standards (see Figure 18) while maintaining the integrity Analysis and Risk Performance Management Plans Adapting
of the original standards. Assessment Strategy
Updates were also made to the reporting metrics, with particular focus on grievance and stakeholder issues introducing a new Standards 1-3 Standard 4 Standards 5-9 Standards 10-11
requirement for sites to report on stakeholder satisfaction with both process and outcome. In addition, sites must report every
quarter on progress on key components of the social performance standards to ensure compliance with minimum expectations (e.g.,
update of stakeholder registry and map, risk assessment, SWOT analysis, engagement and community investment plans, and others).
In 2022, we conducted an analysis of our grievance assessment process applying a human rights lens. This was driven by several
factors including: recommendations from external assurance of the RGMPs, which require companies to consider risks and impacts 1. Stakeholder Analysis 4. Five-Year Cross- 5. Engagement Plan 10. Socio-economic
both to the business and to stakeholders; a renewed focus on social risk arising from the SRP standards review; and our focus on
Functional Social & Execution Monitoring
double materiality. This additional analysis has resulted in a new grievance tool for sites which considers both the stakeholder (gravity, 2. Social Context
Performance
remediability, extent and vulnerability) and the business and introduces a graduated system of criteria depending upon the nature of & Impacts 6. Grievance 11. Monitoring &
Strategy
the grievance and impact (Table 3). Management Evaluating Results
3. Social Risks &
Opportunities 7. Impact Management
Plan & Execution
ANALYST CORNER:
8. Community
RELATIONSHIPS WITH STAKEHOLDERS M
Investment Plan
Read Management Approach & Execution

GRI 2-29, 411, 413, G4-MM5, MM6, MM7, 9. Community Plan

MM8, MM9 SASB for Mine Closure
RGMP Principle 2, 5, 7 SDG 4, 5, 12, 16 ,17
UNGC Principle 1, 2 Data Tables

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TABLE 3: Criteria in the Updated Grievance Assessment Tool

Evaluation of impact to the stakeholders

Criteria Criteria Description Criteria factor
Loss of human life G5

Gravity Adverse health effects to a person resulting in long-term impact to quality of life (disability, illness) G4
(weighting Significant time limitation of access to basic needs (livelihood, etc.), highly valued cultural, social, economic assets, ecosystem services necessary for livelihoods) G3
30%) Short-term limitation of access to basic needs G2
All other impacts G1
Very difficult or not possible to reinstate those adversely affected by the incident back to their pre-incident state. OR remediation provided creates permanent dependency on the site. R5

Remediability Difficult: Returning those affected to their pre-incident state requires significant effort and resources. OR remediation provided creates long-term dependency on the site. R4
(weighting Moderate: Time and intervention needed to reinstate those impacted by the incident back to their pre-incident state. R3
20%) Easy: Quick and effective measures can be taken to bring those affected back to their pre-incident state. R2
No further actions are necessary in order to reinstate those adversely affected by the incident back to their pre-incident state. R1
>1,000 people affected E5

Extent 101 – 1,000 people affected E4

(weighting 11 – 100 people affected E3
13%) 3 – 10 people affected E2
1 – 2 people affected E1
>1,000 people are from vulnerable group (e.g., Indigenous, homeless, migrant, refugee, low income, women and children) V5

Vulnerability 101 – 1,000 people are from vulnerable group V4

(weighting 11 – 100 people are from vulnerable group V3
13%) 3 – 10 people are from vulnerable group V2
0 – 2 people are from vulnerable group V1

Evaluation of impact to the Company

Level 5: Major Incident Operations shut-down due to major community incidents that affect the site’s license to operate, disrupt normal business practice or trigger the need for corporate-level disclosure. Crisis management system activated. L5
Level 4: Significant Incident Operations interruption due to community event that affects site’s license to operate and may trigger the need for corporate-level disclosure. Crisis management system activated. L4
Level 3: Community Issue Minor disruption to operations due to community issues or events. Multiple functions involved in resolution, including corporate support. L3
Level 2: Grievance No impact on operations. Community/stakeholder grievance managed and resolved through site grievance mechanism. L2
Level 1: Complaint No impact on operations. Stakeholder complaint resolved through follow-up. L1
Level 0: Concern No impact on operations. Forward-looking thought on potential impacts (what hasn’t happened yet). No follow-up needed. L0

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RELATIONSHIPS WITH STAKEHOLDERS In other areas of 2022 performance and results, we:
Through implementation of our SPMS, we maintained active mechanisms for stakeholder engagement, community • Experienced zero work stoppages or disruptions to ongoing operations as a result of major community issues (Level 4 and
consultation and grievance resolution at all active mine sites and development projects. Engagement with our local 5). Also, for the first time since 2012, there were zero Level 3 community issues in 2022 (vs. two in 2021 and one in 2020).
stakeholders is essential to understanding and evaluating the impacts of our operations and projects. Through ongoing
• Received and resolved nine grievances across the Company as well as 81 negative feedback expressions. All grievances
dialogue, listening and a commitment to transparency, engagement enables us to identify the social risks arising from our
were resolved but two required more than the time frame established by site grievance mechanisms, one from Chile
activities and to take the actions needed to mitigate them.
due to a dialogue process with the grievant and one at Tasiast due to the time taken to obtain a veterinary report for an
Our local stakeholders consist principally of local elected leaders, community organizations, local government, businesses, animal fatality.
and others. In terms of numbers, local government stakeholders are the main category (39%), followed by community and civil Stakeholder Primary Areas of Interest
• Grievances were slightly lower in 2022 (Figure 21) compared to previous years, partly due to the divestiture of Ghana
society organizations (together 32%) and local businesses (21%) (Figure 19).
and Russia. The majority of grievances were related to transportation (mostly due to speeding) (Figure 22). Negative
Stakeholder Categories
Our stakeholders’ primary topic of interest, across all our sites in 2022, was related to community and culture, followed by the
environment and ecology. This is a change from 2021, where the top topics included the economy and jobs, followed by the
feedback was significantly lower in 2022 (81 complaints) to 2021 (158 complaints), mostly driven by a big drop
at Paracatu.
environment (Figure 20).

Figure 19 2% Figure 20
STAKEHOLDER CATEGORIES STAKEHOLDER TOPICS OF INTEREST
(% of stakeholders compiled for all sites by category) (number of stakeholders expressing topic as among top three in importance)
5%
350
21%

300
302
291
250
264
Business 200
Civil Society
39%
Community 14% 150
Employees
Government 100 133
123
Media 106 99
Tribal Entity/Native Corp 50 73
18% 60
48 45 42
0
Community/ Environment/ Economy/ Other Development/ Charitable Mine Health Education Human Land Traffic/
1% Culture Ecology Jobs Infrastructure Causes Impacts & Safety Rights Use Transportation
Note: this chart consolidates detailed categories into broad groups.

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• Held approximately 79,000 stakeholder interactions (Figure 23), with an average of 37 stakeholder engagements per site
per day, above the five-year average of 34, and with 83% of sites increasing their number of interactions. We achieved an
average of 97% of planned stakeholder meetings per quarter, an improvement over the 2021 rate of 94%. Our interactions
in 2022 represented approximately 14% of the total local benefit footprint area population of our sites, slightly below our
ten-year average of 17%.

• Maintained a high level of employee engagement on community relations topics with 12,600 in 2022 vs. 22,000 in 2021, the
change being due to the removal of Ghana and Russia.
41.1% 41.1%
• Received over 7,200 positive expressions (positive feedback and media), only slightly less than 2021 (which included Ghana
41.1% 41.1% 41.1%
and Russia). Both Tasiast and Paracatu recorded their highest ever number of positive media articles. Negative expressions
(community
Five-Year issues,
Grievances andgrievances, negative
Issues Recorded on feedback and media) received were the lowest they have been in the past five years
Site Registers Five-Year
Five-Year Grievances
(Figure 24). and Issues Recorded on Site Registers Five-Year Community
Community Stakeholder
Stakeholder Interactions
Interactions Five-Year Community Feedback
• There were no Kinross operations or projects located in areas near, or adjacent to, areas of conflict.

Figure XX Issues and Grievances by Category

2022 COMPLAINTS OR GRIEVANCES BY CATEGORY
(Level 2 and above)

Figure 21 Figure 22 Figure 23 Figure 24

FIVE-YEAR GRIEVANCES AND ISSUES 2022 COMPLAINTS OR GRIEVANCES FIVE-YEAR COMMUNITY FIVE-YEAR COMMUNITY FEEDBACK
25RECORDED ON SITE REGISTERS BY CATEGORY STAKEHOLDER INTERACTIONS (number of expressions)
25
(number of grievances) (Level 2 and above) (number of interactions) Positive
20 120 8,000 Negative
120
20
21
21 100 7,329
11% 100 7,201
15 104,930
104,930 6,000
15 80 94,198 96,302
11%
80 94,198 90,303 96,302
90,303 5,265
14 Environment 60 78,955
10 14 60 4,000
78,955
10 12 Land Access
12 3,571
Other (Miscellaneous) 40 3,498
9 40
5 9 Transportation
56% 2,000
5 7 22%
7 Incidents (Speeding) 20
20 683
389 464 433 257
0 0 0
0 0
2018 2019 2020 2021** 2022AA 2018 2019 2020 2021 2022
2018 2019 2020 2021 2022 2018 2019 2020 2021 2022 2018 2019 2020 2021 2022
* All 2021 metrics were independently assured by PWC LLP.

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41.1%
41.1%
 Overview Our Approach to ESG Governance Environment Social 2022 Data Tables Indices
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M
Tracking Relationship Quality
Figure 25 Q1 2021
During 2022, we continued our internal assessment of relationship quality on a quarterly basis. Figure 25 shows our estimate
RELATIONSHIP INDICATORS Q2 2021
of level of trust with our stakeholders across all of our sites and projects.1 We ended the year with relationship quality
(maximum score for each parameter is 6.0, for a maximum total of 66) (compiled for all sites)
averaging 76% (a score of 50 points out of a maximum of 66). In general, we have assessed minimal change in our assessment Q3 2021
of stakeholder trust over the past two years. At a site level, Fort Knox has shown a small drop in 2022 vs. 2021, due to the Respect Q4 2021
public coverage of the ore haul from our Manh Choh development project to the Fort Knox mill. Paracatu also showed a slight
drop during 2022, primarily related to debate with the Municipality regarding the mine’s contributions to the city. Q1 2022
Productivity Communication
Q2 2022
Specific relationship parameters, used to estimate overall level of Trust, are shown in Figure 26, also compiled for all sites and
Q3 2022
selected stakeholders. These indicators are strongest in the categories of respect, frequency, and focus, which reflect how we
5.0 Q4 2022
engage with our stakeholders and how often (see also Figure 25). Productivity continues to be the lowest assessed parameter,
relating to how 4.8
Trust — Allwell theCumulative
Sites relationship delivers results for both parties. Compared with the end of 2021, we assessed a slight
Focus 4.4 Balance of Power
decrease in most parameters, except for respect and frequency. 4.6
4.2
1. See Kinross’ 2019 Sustainability report for details of indicators used to estimate relationship quality.

4.0
Figure 26
Mutual Understanding Affection
TRUST – ALL SITES CUMULATIVE
(%)

100

Goal Compatibility Frequency

Conflict Resolution Stability

77 78 76 75 76 76
74 74

FUTURE FOCUS

We will continue to prioritize building and maintaining quality relationships with stakeholders and rightsholders. During
2023, as Manh Choh moves into the operations phase, we will ensure that our Social Performance standards are fully
implemented. At our Great Bear project, we will ensure that the groundwork is laid for an effective social performance
0
strategy. We will conduct training across all sites on the updated Social Performance standards and will work closely
Q1 2021 Q2 2021 Q3 2021 Q4 2021 Q1 2022 Q2 2022 Q3 2022 M2022
Q4 with our audit team to implement findings and recommendations for improvement.

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Living as True Neighbours: Engaging with STAKEHOLDER MAP BY LEVEL OF SUPPORT

Category Color Ref.

the Alto da Colina Community at Paracatu

Affective 10 to 11 positive answers
Somewhat Affective 1 to 9 positive answers
Neutral 0 positive answers
Non Affective 1 to 9 negative answers
Opposed 10 to 11 negative answers

The community of Alto da Colina is a well-being, while prioritizing safety and Considering these perception data together
discrete neighbourhood on a small rise considering sustainability of operations at with our operational plans, we implemented
overlooking the mine. With a population the mine. Just under half of the residents, the following actions during 2022:
of approximately 700 and approximately representing 135 of 286 households, were
• Completed the construction of an
280 homes, this community has a greater surveyed. Results showed a generally
acoustic barrier between the mine and
perception of mine impacts compared to balanced view of the Company, with 24%
the community. This has led to the almost
other communities which are more distant classifying the relationship as good/regular,
complete elimination of complaints related
or separated by visual barriers. 17% not good, and 25% saying it could be
to noise through our hotline system. It has
improved. Geographically, relationships
Over the years, our Paracatu mine has also removed the visual impact of the mine,
were of lower quality the further the distance
developed a comprehensive series of which tends to reduce perception of impact.
from the mine, which relates to the fact
operational measures to reduce impacts Finally, and unanticipated, community
that traditionally, most engagement by the
even as mining occurs closer to the members have noted a significant
Company focused on the residents living
community, as well as monitoring of physical improvement in community security since
in the part of the community closer to the
and geochemical parameters to manage the area between the barrier and the village
mine (see map). Similarly, 40 to 60% could • Continued our participative community • Together with the Community Association
potential risk to our stakeholders. In can no longer be accessed by criminals.
not identify community benefits provided environmental monitoring program, with and Education Secretary of the Municipality,
addition, we have a strong presence in the
by the Company or mechanisms for • Completed detailed assessments of four local residents trained to monitor dust, agreed on a major renovation of the
community through formal engagement with
communication and felt that the Company housing quality with an independent noise and vibration. neighbourhood primary school, funded by
the community association on a weekly basis
does not respect community norms and engineering firm which has done similar Kinross. Work started on this in early 2023.
and ongoing informal engagement with the • Through the Community Integrar program,
customs due to vibrations from blasting. A assessments in Paracatu and other mining
broader community. We collaborate with the contributed to reconstruction of the • Completed an assessment of the Social
large majority (70%) was on balance neutral towns over many years.
community on a range of projects designed bleachers at the community’s multi- Progress Index in this community and others
about the balance of positive and negative
to improve community well-being. • Continued to advance our blasting protocols purpose sports centre, built originally by in Paracatu, with the goal of using these
impacts. Most residents (70%) have lived
with the goal of being able to blast closer Kinross some 10 years ago. data to inform a long-term community well-
During 2022, we conducted a detailed, in the neighbourhood for more than 20
to the community while maintaining our being strategy.
house-by-house engagement plan in Alto years and, even though half have thought • Continued training for the community
internal standard for vibrations (3 mm/s), well
da Colina in order to understand how about moving elsewhere, 54% expressed association to be able to access In 2023, we plan to continue our efforts to
below the regulation (15 mm/s).
we can continue to improve our work to satisfaction (including 42% really satisfied) government funds for projects, including support community development while
reduce our impacts and support community with living there. the specific municipal fund for the elderly, operating a world-class mine safely for our
children and adolescents. employees and local communities.

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ENGAGING WITH INDIGENOUS PEOPLES Engagement activities in 2022 with Indigenous communities included:
Kinross engages with Indigenous Peoples across North and South America. With the acquisition of the Great Bear
Chile
project in northwestern Ontario, completed in February 2022, we are fortunate in adding the Wabauskang and Lac Seul
Six Colla communities are related to the Lobo-Marte project and the La Coipa mine. Their principal concerns pertain to
First Nations, to the communities with whom we engage.
water quality and quantity to ensure sustainability for pastoralism activities, soil and air quality, ancestral lands and culture,
In early 2023, we reviewed and updated our Management Approach to Indigenous Peoples, our expression of our and development through education, health and employment. We engaged continuously throughout the year with all of the
commitments and responsibilities regarding Indigenous Peoples. This review was informed by two drivers: our assurance Indigenous communities, involving our Chilean leadership team in this process.
process for the RGMPs and our return to resource development in Canada. Our updated Management Approach contains
At Lobo-Marte, we continued to engage with the Colla communities related to Lobo-Marte, even though work on the
new language on free, prior and informed consent (FPIC), which aligns with both the RGMPs and the position of the
project’s Environmental Impact Assessment (EIA) was temporarily suspended following a decision to delay submission of the
Government of Canada.
EIA. The third round of formal discussions on impacts, concerns, and mitigation measures was completed with four of the six
We strongly believe that consent is a process based on strong relationships with the goal of reaching consensus through communities validating these measures, pending formal signature. Agreement was reached that measures would be based
building of mutual understanding and clarity of the objectives of all parties in the relationship. Our approach to engagement on improvements to the existing Voluntary Agreements related to Coipa Phase 7. In particular, we engaged with the Pai Ote
with Indigenous Peoples and our respect for their unique rights and relationship with the land can be found at our community regarding their transhumance routes lying within the project footprint and reached an agreement whereby the
Management Approach. At the end of 2022, formal agreements were in place at 100% of the sites where there are Indigenous Company would assist the community with a land acquisition project. The current agreement with Pai Ote for Lobo-Marte
communities (see Table 4). Grievance mechanisms are in some cases contained within the formal agreement and in others expired in February 2023 and will be renewed in 2023.
through separate community grievance mechanisms.
At La Coipa, engagement continued throughout the year based on the strong governance system established through the
During 2022, we continued close engagement with Indigenous Peoples in whose traditional lands our mines and Voluntary Agreements for Coipa Phase 7, in place since 2015 and valid through the life of mine. Effective implementation of
development projects in Alaska, Chile, Nevada and Ontario are located. community programs remains at a high rate (85%), as is the evaluation of the quality of the programs (83%). The Sinchi Wayra
community held internal elections, with
Agreements with Indigenous Communities related
TABLE 4: new, young leaders taking over. We
to our operations and projects In place engaged with these new leaders on
topics including the status of the Coipa
First Nations / Formal Grievance Cultural remediation system DIA, visits to the
Location Year
Indigenous Peoples Agreement Mechanism Heritage Coipa site to view the Quebrada La
Coipa, and community development
Alaska, Manh Choh project Alaska Native Village of Tetlin 2020 projects. During 2022, we started an
employability program for the Colla
Chile, La Coipa Colla 2015
communities, with seven members
Chile, Lobo-Marte Colla 2011 working as apprentices by year-end
and two in full-time roles. In 2022, there
Chile, Maricunga Colla 1998
were four complaints and one grievance
Nevada, Round Mountain Western Shoshone 2007 from the Colla communities.

Nevada, Bald Mountain Western Shoshone 2016

Ontario, Great Bear Wabauskang, Lac Seul First Nations 2020

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Alaska, USA
Our Manh Choh project is located on the lands of the Alaska Native community of Tetlin. During 2022, as project permitting Partnership between the University of Alaska Fairbanks and Kinross Alaska
and early works continued, we maintained a high level of engagement with Tetlin, as well as other Alaska Native communities
In 2022, Kinross Alaska made a $1 million contribution to the University of Alaska Fairbanks Troth Yeddha’ initiative in an
in the area and Alaska Native corporations and organizations. More than 4,100 engagements were held during 2022,
industry-leading demonstration of respect for Indigenous Peoples. The name “Troth Yeddha’” refers to the hill that the
through both group and individual meetings. Engagement topics included permitting, impacts related to early works, local
University of Alaska Fairbanks (UAF) is built on. Troth translates to “wild potato/wild carrot” and Yeddha’ “ridge, hill”
employment and training, procurement opportunities, and community projects. Meetings were held with the Chief and
and signifies an important meeting place for Alaskan native people to come together. The rediscovery of the cultural
council, as well as an open community meeting with a field visit, to discuss and receive input on the proposed reclamation
importance of Troth Yeddha sparked a movement to rightfully acknowledge and honour the history of the UAF campus
and closure plan. The key topic was the visualization of final landforms of the two open pits, one of which will be infilled while
and Alaska.
the other only partially, leaving a high wall. Other Initiatives in 2022, included:
Funding from Kinross will support the planning and construction of the Troth Yeddha’
• The project team developed an improved new hire cultural training program to ensure that employees and contractors
Indigenous Studies Center and Park facility, which will allow research, learning and cultural
have comprehensive awareness and sensitivity towards local traditions and ways of life. Some of this was based on what
activities through conference and performance space, classrooms, art areas, archive
we learned through attending the tribe’s annual cultural camp, where children and youth are taught the tribe’s traditions
storage, a kitchen, a sitting area for elders and a surrounding park for outdoor gatherings.
and customs.
This facility aims to be a net-zero facility and will drive equity and inclusion for Alaska’s
• In 2022, the first person from Tetlin village graduated from the Mining and Petroleum Training Service (MAPTS) new miner Native peoples through supporting UAF’s Alaska Native Success Initiative. UAF currently
training, obtaining MSHA certification, surface and underground heavy equipment operation skills, and training in mining provides distance education across the state to bring educational equity to villages in rural
terminology and safety. At the end of 2022, nine people from Tetlin were employed on the project. Alaska, and Kinross Alaska is using this service to support education in the Tetlin area.

• To celebrate American Indian and Alaska Native Heritage Month in November, we held a number of cultural events for
employees and local communities, including designing a logo using cultural elements shown by employees.

• We maintained our funding commitments under the community agreement with Tetlin and, in addition, signed a
commitment to develop an elders’ home at the end of mine life through redevelopment of mine accommodation facilities.
In 2022, we initiated a complaints and grievance mechanism, with one grievance registered by a Tetlin community member
and no complaints. Kinross Alaska also
made a $1 million donation to the Troth
Yeddha’ Indigenous Studies Center at the
University of Alaska Fairbanks, recognizing
Alaska’s First Peoples, their relationship
to the land and their participation in
resource development. Read Partnership
between Kinross Alaska and the University
of Alaska’s cultural movement to recognize
the importance of Alaska’s First Peoples.

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Nevada, USA Additional activities in 2022 included:

Our Round Mountain and Bald Mountain mines are located on lands traditionally inhabited by the Western Shoshone people.
• The CEO of Kinross and the Chiefs of Wabauskang and Lac Seul First Nations met several times during the year. In addition,
Specific relationships are with the Duckwater tribe (both sites), the Ely tribe (Bald Mountain), and the Yomba tribe (Round
there was contact with the Grassy Narrows First Nation, whose Indigenous Protected and Conserved Area (IPCA) lies to the
Mountain). The Duckwater tribe includes descendants of the Shoshone who used to live in the Big Smoky Valley and then
south and is separate from the Great Bear property.
moved to the Duckwater reservation. Round Mountain has long-standing agreements in place with the Western Shoshone of
Big Smoky valley, covering cultural monitoring and a college scholarship program for Western Shoshone youth.
Kinross Nevada staff meeting with members
Bald Mountain is renewing its programmatic agreement with the Bureau of Land Management in 2023, which covers cultural
of the Duckwater Shoshone Tribe at Duckwater
heritage; in addition, it is developing a cultural monitoring agreement with the Duckwater tribe. A tribal monitor from
Duckwater visited Round Mountain twice in 2022. Bald Mountain has made 10 visits to the Ely and Duckwater tribes since
2020. Engagement topics with Bald Mountain include wildlife surveys and reclamation practices, where the Shoshone would
like to see the planting of piñon pine and juniper, although current practices by the authorities do not include these species.
No grievances or complaints were registered from the Western Shoshone in 2022. Other initiatives include:

• Kinross Nevada currently holds co-chair positions on three separate industry association tribal affairs committees (Nevada
Mining Association, the Women’s Mining Coalition and the American Exploration and Mining Association).

• Currently, two students hold Western Shoshone scholarships, with five in total over the past 10 years, covering subjects from
engineering to social sciences.

Ontario, Canada
The Great Bear property is located between Red Lake and Ear Falls in northwestern Ontario, in the traditional territories of
Wabauskang First Nation and Lac Seul First Nation, and within Treaty #3 traditional territory of the collective members of the
Anishinaabe Nation of northwestern Ontario. Since Kinross acquired the Great Bear project in early 2022, we have prioritized
the development of our relationship with Indigenous Peoples in the region. We have worked on building our understanding
of Treaty rights, the Great Earth law, and reconciliation. Our goal is to develop a true partnership which benefits the
Indigenous communities now and long into the future. Engagement topics during 2022 included:

• Honouring our commitments under the existing Exploration Agreement with the Wabauskang and Lac Seul First Nations.

• Proactively starting discussions about amending the exploration agreement for the advanced exploration stage.

• Local procurement and hiring for project activities.

• Renewal of the early exploration permit, sharing of information regarding the advanced exploration permit and supporting
community events.

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Great Bear hosts environmental monitor training certification

course for community

In 2022, our Great Bear project hosted At Great Bear, the five-day training course
an environmental monitor training focused on providing the skills and resources
certification course for members of the needed to conduct monitoring for all aspects
Wabauskang and Lac Seul First Nations of a site’s environmental responsibilities,
communities. including water, soil and air, according to
current environmental regulations in Ontario.
The purpose of the training was to build
technical capacity among First Nations Participants began each day with an in-class
partners to support joint environmental workshop where they learned the theory
monitoring, and to build trust through behind each module, then spent the afternoon
transparency as we undertake our work at in the field putting it into practice to collect,
the Great Bear Project site. record and interpret information as an active
environmental monitor.
Kinross has a long-standing program of
training and engaging environmental At the conclusion of the training, all
monitors from within our host communities, participants received certification as
such as Paracatu, La Coipa and elsewhere, environmental monitors. The newly trained
with a particular focus on Indigenous monitors are encouraged to visit the project
communities. These have been successful in site regularly, with the goal of supporting
building trust and understanding of impacts an inclusive environmental management
related to mining. process. Monitors are thus able to keep their
neighbours informed about what happens
at site and how we put into action our
commitment to responsible mining.

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Honouring National Truth and Reconciliation Day FUTURE FOCUS

On September 30th, 2022 Canadians recognize a National Truth and Reconciliation Day, an We will continue our approach to engagement with
opportunity to honour children, families and communities impacted by residential schools, Indigenous Peoples, prioritizing early, informed
to listen, and to reiterate our commitment to Indigenous communities across our global engagement which respects their ways of life,
operations. As part of Kinross’ activities, we hosted a global webinar featuring a variety of traditional knowledge, and connection with the land.
speakers including Toronto-based employee and member of the Metis-Anishinaabe First
Nation Lisa Steele-Robertson, Manager, Risk & Insurance, who began by sharing a land • Chile – The current agreement with the Pai Ote
acknowledgement. The event included a guest speaker from the Seine River First Nation in community for Lobo-Marte will be renewed
Northern Ontario who spoke about her personal experiences, shared her perspective about in 2023.
Indigenous history and talked about how to be an ally to help create safe and inclusive • Nevada – Round Mountain is working on updating
spaces to discuss these topics. Participants from Kinross Alaska spoke about our partnership its agreements with the Western Shoshone,
with the Village of Tetlin and the importance of listening to build a lasting, positive planning to complete this in 2023. Bald Mountain
relationship. Kinross’ Manh Choh project is located on leased land in Tetlin, and the project has a programmatic agreement in place with
will continue to invest and hire locally and support community programs in the area. the Bureau of Land Management and governing
• A video presentation featuring our work with Indigenous communities, including the engagement with the Western Shoshone; this
Colla in Chile, the Village of Tetlin in Alaska, the Western Shoshone in Nevada, and the expires in 2024 and work on renewal is underway.
Wabauskang and Lac Seul First Nations in northwestern Ontario, was also shown to • Alaska – In 2023 we will continue close
employees. View video. engagement with Tetlin and other communities
as Manh Choh enters the production and normal
operations phase. Our focus will be on managing
impacts and risks to the community, while ensuring
that benefits accrue to the community and improve
well-being.
• Ontario – In 2023 we will continue discussions
to agree and sign the amended exploration
agreement and then begin discussions for
the main project agreement. Depending on
information to be received from the Ministry of
Mines, we will engage with other First Nations
and Indigenous Peoples.

Honouring Indigenous communities

in Chile, Alaska and Ontario.

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Community Engagement

KEY STAKEHOLDER ISSUES Community Health at Paracatu

We have reported regularly on the matter of arsenic at Paracatu, noting that results of an independent six-year research program,
Our approach to addressing key stakeholder issues is an important measure of our performance. We track and provide
including a Human Health Risk Assessment, concluded that exposure to arsenic in Paracatu is low and that the risk to human
a transparent account of our progress in working with our stakeholders to address these issues in our sustainability
health is low. Updated information on the studies can be found at kinross.com.br. Developments in 2022 include:
reporting and ongoing corporate disclosures.
• A scientific paper was published in the journal “Exposure and Health” in February 2023, with results of a baseline study
for a representative sample of the Belo Horizonte population, measuring total and speciated urinary arsenic (Campolina,
Paracatu, Brazil D., Ciminelli, V.S.T., Ng, J.C. et al. Speciated and Total Urinary Arsenic Levels in Belo Horizonte, the Largest Brazilian City
within the Mineral-Rich Region “Iron Quadrangle”. Expo Health (2023). https://doi.org/10.1007/s12403-023-00540-5). The
Trespassers at Paracatu
geometric mean of total arsenic was 9.68 μg/gC, below the referential value of 10 μg/gC (non-exposed population) and the
We have implemented comprehensive measures at Paracatu to protect people and assets, operating in a manner consistent
Brazilian Maximum Allowable Biological Index – IBMP (NR7), currently defined as 50 μg/gC. In 2019, the geometric mean
with the Voluntary Principles on Security and Human Rights. Trespassing events in 2021 and 2022 were 22 and six respectively,
found for biological monitoring of Kinross employees was 5.88 μg/gC. The results for the Belo Horizonte population are
down from a high of 228 in 2017.
similar to those found in studies for urban areas in the USA and Canada, and for Paracatu. They confirm that for populations
in regions with very high arsenic concentrations in iron-rich soils, the bioaccessibility is low due to entrapment of the arsenic
Dust, noise and vibration at Paracatu
in iron oxyhydroxides. Research studies conducted in Paracatu have shown that people take in most of the arsenic in their
We continue our extensive programs to manage dust, noise and vibration from pit operations at Paracatu. During 2022,
body through normal food consumption, with rice and beans being the main sources.
there were no cases where vibration or noise levels from blasting exceeded the regulatory limits (15 mm/s for vibration and
134 dB for acoustic pressure). At community monitoring stations, the average vibration level from blasting during 2022 was • We continued our monitoring of employee health, with arsenic monitoring of employees who work in the refinery and
1.63 mm/s and the maximum single event was 5.24 mm/s (October 10). The average acoustic pressure was 104.3 dB and the laboratory, in line with the recommendations of the State Public Attorney. A peer-reviewed research article describing the
highest single event was 118.7 dB (January 6). results of years of employee health monitoring for arsenic is expected to be published in 2023.
Results at the five online dust monitoring stations around the mine did not indicate any exceedance related to Kinross’ • Kinross continued to address lawsuits alleging arsenic contamination and impacts to value of land, filed by 12 residents of Santa
operation relative to Brazilian standards (80 μg/m³ and 40 μg/m³ for total suspended particulates and PM10 respectively). In Rita, a rural community downstream from the site and located next to rivers previously affected by garimpeiro (ASM – artisanal
2022, 61 complaints were registered, a significant decline from 2021 when 119 were registered. For the 2022 complaints, six and small-scale miners) activity. Three cases were closed in favour of Kinross, with the court finding no evidence of arsenic
were for dust, three for blasting, 40 for noise and 12 for other causes. Civil investigations initiated by the Federal Prosecutor’s contamination, and one case was closed by agreement. The other cases await the results of expert opinions on land matters.
Office and Public Prosecutor’s Office of the State of Minas Gerais regarding the impacts of blasting in São Domingos, a
• Regarding the recommendations of the follow-up report, published in March 2016 by CETEM (Centre for Mineral
Quilombola village, were closed after investigations by the authorities found no evidence of noise and vibration levels above
Technology) on arsenic and public health in Paracatu, the literature review recommended by the State Public Attorney (SPA)
legal limits and no illegal actions. There was a separate legal case on the same matter from a resident in Alto da Colina
of Minas Gerais was completed by the University of São Paulo. We then provided a follow-up report for the SPA to clarify a
village, which was also closed after the parties signed an agreement. The assessment of housing quality in Alto da Colina,
number of points in the literature review and proactively suggested a complementary epidemiological study to close out
a community adjacent to Phase 11 of the mine, validated previous studies which showed that cracks in walls of houses are
any other questions regarding this matter, and are now waiting for their response.
due to poor construction quality. The results were discussed with the community and agreement was reached on measures
including site visits, continuing joint environmental monitoring programs and community programs. In addition, we continued • We continued planning and design for remediation works at old garimpeiro workings upstream of São Domingos in
our cross-functional team approach to mitigate potential impacts in adjacent communities; this included efforts to reduce the Cigano and Rapadura creeks, in compliance with a permit commitment. This work will mitigate risk to people in the
vibrations related to blasting, noise, and dust generation. During the year, we completed construction of an acoustic noise community from water contamination related to old small-scale mining residues. In 2022, we continued our engagement
barrier for the Alto da Colina community. We accompany these efforts with engagement in neighbouring communities, in with the environmental agency and expect to receive the permits for this work during 2023.
some cases on a house-by-house basis, to ensure we understand stakeholder concerns and can respond to them.
• Results of a detailed geochemical sampling and mapping survey in the rivers and creeks around Paracatu were compiled
into a research paper which will be submitted in 2023 for publication in a peer-reviewed journal. At the University of Minas
Gerais, research continues on arsenic speciation in geochemical environments found in Paracatu, with a new laboratory
facility expected to start in 2023.

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Paracatu, Brazil (continued) Diesel Spill, Easements and the Colla Community of Rio Jorquera

As previously reported, Maricunga’s (CMM) Rancho del Gallo camp experienced a diesel spill in 2017. Following clean-up
Quilombola communities
of the spill, the environmental agency (SMA) determined that no environmental harm had been caused. One affected area
During 2022, we continued engagement with INCRA, the National Institute for Colonization and Agrarian Reform, and the
remains closed off by the Colla community of Rio Jorquera (CRJ), prohibiting final clean-up. The status of previously reported
São Domingos Quilombola community in Paracatu regarding the proposed Basic Environmental Plan (PBA), a document
legal cases is as follows: a) Easement agreement – the Supreme Court rejected the RJC’s appeal and ruled in favour of
containing social and environmental projects for the community’s benefit. The final draft of the PBA was submitted to INCRA
the Company, initiating a one year period in which to demand the return of payments made for the easement. This is then
for review and we are hopeful that this will now be approved. Also in 2022, Kinross completed the purchase of a piece of
followed by a further five year period if the sentence is not fulfilled in the one year period; b) Settlement agreement for diesel
land adjacent to São Domingos, this being essential for implementation of PBA projects, as well as hopefully satisfying a
spill – the facilitated process is working effectively; clean-up work reached 36% completion by year end although the parties
separate land compensation process. It is hoped that the parties are now close to agreement and we believe the programs
agreed to change the contractor due to underperformance. In addition, the parties are developing flora and fauna studies,
contemplated within the PBA will contribute to a significant improvement in well-being for the São Domingos community,
as well as an agricultural management plan. This latter plan will determine if there were any impacts to animals and their
whose final approval will be needed before the PBA is approved by INCRA.
grazing conditions. Meanwhile, the “Colla Indigenous association for ancestral recovery” continued its lawsuit against the ex-
leadership of the CRJ for misappropriation of community funds.
Community downstream of our tailings facilities
In Q1 2023, 49 new lawsuits were filed by members from the communities downstream (mostly from Lagoa Village), adding
up to a total of 250 legal cases, on the matter of emotional harm from an accidental siren activation event in May 2021. Kettle River-Buckhorn, USA
So far, settlements have been reached in 114 cases at approximately $1,200/case. Work continues to settle the remaining
cases. Emergency simulations were completed in the downstream communities with 181 participants (41%) including six Water Quality
people with disabilities who were successfully evacuated. A new community safety mobile application (“PROX”) developed Kinross has previously reported in detail water quality matters at Buckhorn. For details, see Kinross’ Annual Information Form
by IBRAM, Brazil’s mining association for its members, was rolled out. This “app” will help with communications as well as (December 31, 2022) (pages 67-68). The Company was issued two Notices of Violation in 2021 from the Washington Department
safety awareness. The emergency drills followed the procedures in national legislation, as well as helped us improve our own of Ecology (WDOE) asserting that the Company had failed to meet its obligations under the renewed Permit. Consolidated
emergency plans. In 2022, the State Public Attorney (SPA) filed a public civil action seeking collective moral damages. This lawsuits by the Okanogan Highlands Alliance (OHA) and the Attorney General for the State of Washington against Crown
lawsuit is ongoing. Resources and Kinross under the Clean Water Act and relating to the renewed Permit continued throughout the year.

The Company continues to work diligently and cooperatively with the authorities on implementing the approved closure plan
Maricunga, Chile for the mine and obtaining renewal of its discharge permit. Unfortunately, the current discharge permit sets unattainable limits
that, in many cases, are below natural background levels. In connection with the permit renewal, the Company is seeking
Wetlands near Maricunga conditions that are technically achievable, protective of the environment, and which properly consider natural background
Kinross has been reporting since 2016 on sanctions and legal cases brought by Chilean authorities against the Maricunga levels and previous activities permitted by the State. The Company’s adherence to the highest environmental standards
mine, for alleged damages to wetlands at Pantanillo and Valle Ancho. In January 2022, the Supreme Court annulled during operation and closure, which includes continued operation of the advanced reverse osmosis water treatment plant,
on procedural grounds, previous rulings by the Environmental Tribunal in the two cases against the Company, and has resulted in discharge water at or better than drinking water standards. Crown/Kinross will vigorously defend its record of
ordered that the case be sent back to the Environmental Tribunal. At the same time, the Company is pursuing settlement environmental stewardship at the Buckhorn mine against this litigation.
discussions with the relevant authorities. For additional information, see Kinross’ Annual Information Form (December 31,
2022; see page 66).
Manh Choh and Fort Knox, USA

Ore haulage from Manh Choh to Fort Knox

The Manh Choh project will use a 240 mile ore transport route along the Alaska Highway through very diverse communities,
to deliver the ore to the mill and processing plant at our Fort Knox mine. This option significantly reduces the environmental
impacts in the project area on the lands of the Tetlin Alaskan Native community, as well as addressing recommendations

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from conservation organizations to use existing infrastructure as much as possible. The proposed haulage plan is for 2.5
trucks going each way per hour, representing a 5% to 20% traffic volume increase along most of the route and a <1% traffic Understanding the Composition of the ASM Community in Mauritania
volume increase in Fairbanks. We expected some stakeholders in communities along the route to be concerned with safety
The Socio-Economic Assessment that we conducted in the region around Tasiast in late 2022 included, for the first time,
and increased traffic and initiated a robust, successful, stakeholder engagement program and other communications, which
the ASM community established in the Tasiast region in 2016. A total of 182 people were interviewed, almost entirely
we maintained throughout the year. In 2022, a coalition to oppose the ore transport plan formed by residents from Harding
male. The ASM population is young, with 75% less than 45 years old, including 15% between 15 and 24 years in age.
Lake, a lakeside, seasonal home community to the south of Fairbanks and whose residents also use the Alaska highway. The
Almost 70% of ASM are from the east and south of the country, plus around 8% from Mali and Sudan. The population
transport plan includes legal loads on public highways and therefore does not need any specific permits for haulage. The
is educated, with 13% having attended university, 26% to secondary school and 29% to primary and no illiteracy was
haulage contract has been awarded to a local company, which is buying brand new trucks with very low emissions ratings,
found. About one third of ASM were previously41.1%
employed and another third have another job in addition to ASM work,
higher number of axles and tires for least impact on road beds, as well as hiring and training top quality drivers. Alaska’s
mostly as merchants, farmers, and herders. More than 70% of the ASM work as mining labourers, while the rest work in
Department of Transportation (DOT) has implemented a major improvement program to the highway, especially the bridges
services to the ASM. Almost two-thirds of ASM have arrived in the area since 2020, but there has been a steady influx
at various points, leveraging federal funding for infrastructure improvements in the State. The DOT has also activated a
since 2016 (Figure 27). ASM year of Arrival
Transport Advisory Committee (TAC) which is studying the role of the Alaska highway within the context of the long-term
development strategy of interior Alaska. In 2022, we engaged with elected state officials and authorities, local communities, ASM workers are evenly balanced on intent to stay in the area, with the younger demographic more committed.
community associations, and other groups, to share project information and discuss ways to improve efficiency and reduce Twenty percent of ASM now consider the Chami area their home, while the majority are still undecided. Regarding the
impacts. For example, communities near Fort Knox suggested an alternate route to the mine to reduce traffic on local roads; relationship with Tasiast, 37% of ASMs in the Tasiast area see the Company as a responsible neighbour which helps out
we are still studying this alternate option. We will continue to engage with all stakeholders regarding the safe operation of the when needed, 39% had a neutral view, and 21% see the balance of power in favour of the Company. A large majority,
Manh Choh project which represents a milestone development opportunity for the Tetlin community, as well as contributing 87%, of the ASM believe that they can coexist peacefully with Tasiast and 75% say that direct dialogue is the best way
to good jobs and economic growth in Fairbanks and surrounding areas. to do this. Younger age groups have generally more positive feelings about Tasiast. The highest area of need of ASM is
water supply with 67% referring to this, while their top concern is the fear of injustice or expulsion.

Tasiast, Mauritania The majority of ASM are not aware of any organized ASM
groups or structures. ASM workers in Chami have generally Figure 27
ASM activity similar views, but with lower levels (23% see Tasiast as a ASM YEAR OF ARRIVAL
Illegal small-scale mining (ISM) continued in the area around the Tasiast mine during 2022. In 2022, 159 ISMs were detained good neighbour and 56% feel that coexistence is possible). 30
(% of total)
by the police (gendarme), for attempting to enter the Tasiast industrial area, which was a significant reduction compared with As in the field, younger ASM in Chami were more open to
2021 when 1,630 were detained. direct dialogue and more optimistic about coexistence. 25 28.0
In Chami, the area of greatest need of ASM is electricity
Four use-of-force incidents by ISM (throwing of stones) occurred in 2022, compared with 32 cases in 2021. In all use-of-force 20
supply and their main concern is having their processing 22.0
cases, reports were filed by Kinross with the council for the Voluntary Principles on Security and Human Rights, on which our
operations shut down, followed by concerns about harmful
security management system is based. Tasiast continued engagement with authorities and local communities regarding ASM, 15
chemicals. The presence of large numbers of ASM has
focusing on protecting people and assets and managing impacts. The Company responds to ASM safety emergencies on a
affected social dynamics in the area, with approximately
case-by-case basis when requested to do so. 10 13.2
30% of households in Zone A and B believing that sexual 12.0
Outside of Kinross’ concessions, the ongoing use of mercury by ASM ore processors in the Chami area is an area of concern harassment does occur due to ASM. However, ASM 9.3
5
for human health as well as the ecological value of the Banc d’Arguin National Park which is downwind of Chami. In February respondents were emphatic that they do not affect the 7.1
5.5
2023, the area to the south of the Tasiast concession was reopened for approved ASM activity by the Government, triggering safety of women in the local area.
0
a shift of ASM activity away from Kinross concessions but also causing significant increase in numbers of ASM in the region.
2016 2017 2018 2019 2020 2021 2022

2022 SUSTAINABILITY AND ESG REPORT KINROSS GOLD 107

41.1%
 Overview Our Approach to ESG Governance Environment Social 2022 Data Tables Indices

Generating Shared Value 2022 Benefit Footprint

OUR BENEFIT FOOTPRINT SUMMARIZES THE VALUE WE CREATE IN HOST COUNTRIES

Local Benefit and Community Development

$2.9
Our ESG strategy embodies our commitment to building shared value. Our goal is to generate value for our
shareholders, our people and in our host communities over the longer term. We contribute to the well-being of our host
communities in a myriad of ways, through local job creation, providing access to business and economic opportunities
billion total spending in host countries
for local communities, taxes paid and community investment. The benefit footprint from our mining activities
contributes to the socio-economic development of the communities and countries where we operate.

Our benefit footprint continues to be a key performance measure in our host countries. Measured by Kinross for more than
ten years, it expresses the economic value generated during each reporting year as shown in Table 5 and Figure 28. $295 million $2.0 billion
in payments to governments in payments to suppliers in
host countries
TABLE 5: 2022 Economic Value Distributed
($ millions, as of December 31, 2022)

2022 Revenue
Payments to Governments
Royalties & Income & Duties, Total to In-Country In-Country Community Out-of- Economic
$535 million 607,500
Fees Corporate Other Govern- Suppliers Employee Country Value in total wages and benefits beneficiaries of community
Tax ments Wages1 Suppliers Retained investments
Brazil 1,021.5 14.9 120.1 16.1 151.1 543.9 52.6 2.6 44.6 226.7

Canada 0.0 0.8 0.0 0.3 1.1 58.0 13.5 0.0 0.3 -72.9 In 2022, we contributed $2.9 billion through payments to governments, procurement, wages and benefits and community
investments in our operating jurisdictions. In 2022, we also paid $455 million in capital back to shareholders, consisting
Chile 183.6 0.0 3.2 2.3 5.5 207.1 32.8 1.4 1.6 -64.8
of $154.0 million through our regular dividend program and $300.8 million as part of our share buyback program for the
Mauritania 935.0 46.3 9.3 31.6 87.2 220.0 72.4 1.1 380.8 173.5 repurchase of 78.9 million common shares, an increase from $349.3 million paid to providers of capital in 2021. We also paid
$96.1 million in interest.
USA 1,315.0 5.2 42.7 2.4 50.3 1,020.0 342.6 2.1 20.9 -120.9
For a detailed account of Kinross’ 2022 financial and operational performance see our 2022 Annual Report, including our
Corporate 0.0 0.9 1.3 47.2 49.4 116.6 168.0 2
1.7 31.9 -367.6 audited financial statements.
Total 3,455.1 68.1 176.6 99.9 344.6 2,165.6 681.9 8.9 480.1 -226.0
ANALYST CORNER: GENERATING M
1) Wages include gross salaries and benefits paid to government institutions on behalf of employees, including pensions, insurance, payroll taxes and private health, as well as SHARED VALUE
other employee support. 2) Corporate wages include expatriate wages of $20.9 million.

Read Management Approach

GRI 201, 202, 203, 204 SDG 1, 8

Data Tables
RGMP Principle 1, 3, 7

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Generating Shared Value

Our 2022 results include: • Paid $345 million in taxes, royalties and related payments to governments in host jurisdictions, including Canada projects,
with Paracatu being the largest contributor at 44% of total payments to governments.
• Of our total 2022 benefit footprint (including corporate and other spend), 72% was spent on procurement, 19% on
wages and benefits and 9% on payments to governments; the benefit footprint was distributed as follows: 28% in local • Provided approximately $535 million in wages and benefits to employees in host countries with operations and projects,
communities, 18% in regions, and 32% elsewhere in host countries (Figure 28). Compared with 2021, the proportion of representing 78% of total wages and benefits paid of $682 million.
payments to governments declined from 14% to 9%, reflecting lower total payments to governments due to divestiture of
• Spent $9.1 million in host countries on community investments and donations, both cash and in-kind, leveraging the larger
our Russia and Ghana assets, and the proportion taken by purchase of goods and services increased from 65% to 72% due
benefit of creating local jobs and supporting business. With the inclusion of corporate and third-party donations, community
to higher spend in Chile, Mauritania and the USA.
investments totalled $10.8 million in 2022. Read more in Community Development.
• In countries hosting
Our 2022 benefitour operations, we spent approximately $2.0 billion on goods and services, representing 82% of our
footprint
• Since 2010, our in-country benefit footprint (i.e., not including Corporate and other countries) had an average distribution
total procurement spend. Including all global procurement, our total spend in 2022 was $2.5 billion from approximately
of 13% in payments to governments, 16% employee wages, 71% goods and services and 0.2% community investments
5,000 suppliers.
Host Country Local Value
(Figurecreation
29). Ourincumulative
host countries through
in-country our cumulative
benefit benefit
footprint from 2010 footprint
to 2022 was approximately $44 billion, of which $31.1 billion
Host Country
• Our top 50 suppliers accounted for $1.5 billion or 60% of total procurement Region
spend, and our top 250 suppliers accounted for was spent on host country procurement, $7 billion on employee wages and benefits, $5.6 billion in payments to governments
Host Country Outside Region
$2 billion or approximately 80% of total procurement spend. and $90 million on community investments and donations. Our cumulative $44 billion benefit footprint is equivalent to
Other Countries
Corporate & Other approximately 74% of Canada’s Overseas Development Aid in the same period (approximately US$59 billion in constant
2020 dollars; OECD library). Our decade-long benefit footprint is similar to what the membership of the World Gold Council
Figure 28 Corporate & Other
contributes to host country economies in one year; ($38 billion contributed in 2020 to the GDPs of host countries). Together,
Other Countries
2022 KINROSS BENEFIT FOOTPRINT these data highlight the importance of responsible mining as a positive driver of development around the world.
Host Country Outside Region
Operating and Capital Spending Host Country Region
Host Country Local
Figure 29 Purchase of Goods and Services
Net Corporate Payments to Employees
00,000 Investment VALUE CREATION IN HOST COUNTRIES THROUGH
Payments to Government
9% 100% OUR CUMULATIVE BENEFIT FOOTPRINT* (%)
00,000 9% 100%
19%
00,000 13%
80%
80%
00,000 72%
60% 60% 67% 68% 66% 71%
Revenue 32% 75% 74% 70% 66% 68%
00,000 60% 78% 75% 75%
from
Metal
00,000 Sales 40%40%
18%
00,000 12%
20%20% 19% 20% 21% 19% 18%
10% 14% 18% 18%
00,000 28% 64% 10% 16% 16%
28%
12% 14% 12% 13% 13% 13% 11% 12% 15% 15%
0 0.2% 0% 0% 9% 9%

Value Payments to Payments to Purchase of Community Breakdown 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Generated Governments Employees Goods and Investment of all spending * Totals may not be 100% due to rounding and community contributions (average 0.2%) not shown.
Services See https://www.gold.org/esg/the-social-and-economic-contribution-of-gold-mining.

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Generating Shared Value

Improving Social Outcomes Through Taxes FUTURE FOCUS

In Brazil, the tax incentive law allows companies and individual taxpayers to designate a portion of their income As part of our ESG strategy, we aspire to improve community well-being through the presence of our operations and
tax for social programs. Since 2016, Kinross has designated approximately $6.6 million to 80 programs in the projects. We will continue our work to better understand the social impact of our benefit footprint by conducting socio-
municipality of Paracatu and the Minas Gerais state. Since this tax incentive began, programs have included economic and perception surveys, and by evaluating our benefit footprint based on standard socio-economic and
culture and literary arts, youth activities including judo and visual arts, and the elderly. human development parameters.

A strategic focus on culture was chosen, with 50% of total funds going to projects in this area (see Figure 30), Over the next several years, we expect all of our sites and projects to work with our local communities and develop
responding to both a general lack of cultural offerings in Paracatu as well as the opportunity to leverage the shared goals and action plans through to 2030. Our goal is to contribute to measurable improvements across
historical strengths of the city and promote tourism. Some cultural programs such as visits by the philharmonic dimensions of well-being by 2030 relative to a baseline of 2022-2025. We plan to maintain our goal of a local benefit
orchestras of Ouro Prieto and Minas Gerais brought culture to the city, while most of the programs (Quilombola footprint area of 20% or more of our total benefit footprint and continue to contribute to improvements in the well-
being of our host communities.
memory centre, local history, book fair, gastronomy festival) were dedicated to strengthening and building
awareness of local culture. Other programs for youth and the elderly have played a key role in complementing
municipal programs.
Figure XX s
2022up
In 2022, cultural programs made DISTRIBUTION OF SPEND
50% of programs ON TAX
and overall INCENTIVE
spend, including PROGRAMS
the ParacatuIN PARACATU
cultural festival,
which was attended by more than 4,000 people and covered a variety of musical and gastronomic events.
Additional cultural heritage projects included
training 20 young people from Quilombola
Figure 30
communities in methods to collect oral
DISTRIBUTION OF SPEND ON TAX
testimonies as a way to present the history
INCENTIVE PROGRAMS IN PARACATU
of the community, as well as the “Cutucar”
program, which provided more than 1,000
students from 17 local public schools with the 4%
opportunity to experience and learn about the
14%
intangible heritage of Paracatu.

Projects planned for 2023 include the First Culture

Sport
International Book Festival to be held in Paracatu, 50%
Youth 20%
youth skills projects in the performing arts and Elderly
electronic game creation, and a variety of other Health
projects supporting youth and the elderly.
11%

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Local Employment TABLE 6: 2022 Local Employee Hiring by Country

Local employment is among the most important positive contributions from mining. For the people living in our host (% of employees who are nationals from the country of operations)
countries and local communities, this means helping them develop the skills they need for employability and ensuring
access to employment opportunities in the local area and elsewhere in the country. Every Kinross operation has Management Workforce
established practices and programs that encourage and promote the hiring of local talent. Through these practices, Brazil 97.4 99.8
we focus on providing local people, including underemployed groups such as women and Indigenous Peoples, with
technical and professional skills training. Together, these efforts contribute to generating positive socio-economic Chile 95.8 99.7
impacts in the community.
Mauritania 65.7 96.4
In 2022, we maintained or increased the percentage of local employment across our sites. Our performance and results include:
USA 99.0 100.0
• Continued to sustain high levels of in-country employment across our operating jurisdictions. During the year, the
percentage of employees hired from within country edged closer to 100% at 99%, the highest level in five years. A modest Total 87.3 99.0A
decline in the percentage of management hired from within host country to 87.3% compared with 92.1% for 2021 was
influenced by changes in management in Chile and Mauritania (Table 6 and Figure 31).

• In Chile, there were two expatriate managers in 2022, up from one in 2021, and a total of 46 manager roles held by Chilean Figure 31
nationals. In Chile we started an employability program for members of Colla Indigenous communities, with seven people FIVE-YEAR EMPLOYEE LOCAL HIRING IN-COUNTRY Management
working as apprentices by year-end and two in full-time roles. (% of respective group) Workforce

• In Mauritania, the percentage of workforce hired within Mauritania remained unchanged at 97%, while the percentage
of national management declined slightly to 65.7% from 69.7% due to four expats filling managerial roles that had been
vacant since 2021, bringing the total number of expats to 24 positions. Since 2010, the percentage of Mauritanian nationals
working at Tasiast has grown from 87% to 96.4%, due in part to ongoing skills development training as well as the sustained
implementation of the Mauritanization plan. Tasiast continued its focus on hiring people from the local community, 100%
advancing the development of an internal protocol for local hiring. Currently, there are 1,370 Mauritanian nationals working
at site, of which 60 people are from the local area, with contractors employing an additional 19. 98.3 98.5 98.9 98.9* 99.0A
80% 92.1
• Completed the delivery of a three-year vocational training program at Tasiast in partnership with Mauritania’s School of 84.7 84.5 86.9 87.3
Technical Education and Vocational Training, Building and Public Works. A total of 258 youth from the regions around Tasiast
60%
graduated from the program. During 2023, we expect to sign a new agreement with the Government’s training school in
order to continue the delivery of this important training
program for young Mauritanians. 40%
ANALYST CORNER: LOCAL EMPLOYMENT M
20%
Read Management Approach

GRI 202 SDG 1, 8 0%

RGMP Principle 6, 7 UNGC Principle 2, 6 2018 2019 2020 2021 2022
Data Tables * All 2021 metrics were independently assured by PWC LLP.

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Generating Shared Value

Local compensation Local Procurement

For all employees, we review local market compensation to ensure that our total remuneration package is fair, Our support for local businesses is among the most powerful ways in which Kinross contributes to local community
competitive and well-positioned to attract and retain the best talent. We review compensation relative to living wages development, especially when combined with effective procurement strategies.
in all of our operating countries annually. We also regularly review compensation relative to the national or local
minimum wage rates in the jurisdictions where we have operations and projects. Across our operations and projects, we purchase a broad range of goods and services from major suppliers, as well as small,
local community businesses and co-operatives. Kinross’ site-based local procurement teams work directly with local suppliers
As part of our work to continually improve the quality of our sustainability reporting, we improved the quality of our local of goods and services and help them develop the capacity to effectively compete and do business with us, while ensuring that
wage data and adjusted our methodology for the calculation of compensation ratios to more accurately reflect the lowest they adhere to our Company-wide standards for ethical conduct, human rights, supplier due diligence, quality, environment,
wages paid by Kinross. and health and safety.
Our performance and results for 2022 include: Our performance and results include:
• All Kinross employees receive more than the minimum wage in their respective host countries. • We have consistently met our global target for average in-country procurement of 75-80%, while recognizing that this may
• Ratios of lowest base salaries compared with living wage paid to employees across our host countries range from over one not be the case for specific countries due to the availability of goods and services for mining in those countries. We work
times to over five times the lowest wages paid (Table 7). proactively in all of our host countries to maximize our local spend. In 2022, 81% of our total procurement spend was in our
host countries with operations, or 82% including other projects and corporate procurement. Considering all of Kinross, 22%
• Living wage data are not available for Mauritania but the lowest base pay at Tasiast is higher than the minimum wage in of procurement spend was in local benefit footprint areas, which is in line with our five-year trend (Figure 32 and Table 8).
the country.
• In 2022, we purchased $584 million of goods and services
in the local benefit footprint areas around our mine Figure 32
sites from approximately 600 businesses. In our host FIVE-YEAR KINROSS-WIDE PROCUREMENT*
countries, 5% of our procurement spend – approximately (% of Total Procurement)
$121 million – was incurred with 3,990 suppliers,
representing an average of $30,000 per supplier. For Imported
Total In-Country
small businesses, this is a significant annual spend that
(%) Local Procurement
demonstrates the positive impact of our procurement
across a broad base of suppliers. 100%

20 18 18 17 18
TABLE 7: 2022 Lowest Salary Compared To Minimum Wage and Living Wage By Country 80%

Ratio of Lowest Kinross Base Salaries Ratio of Lowest Kinross Base Salaries 60%
to Local Minimum Wage to Living Wage
82 82 83 82
40% 80
Brazil 1.49 1.25
ANALYST CORNER: M
Canada 1.60 1.24 LOCAL PROCUREMENT 20%
Chile 1.65 1.68
Read Management Approach 0%
Mauritania 5.54 n/a
GRI 204 SDG 1, 8 2018 2019 2020 2021 2022
USA1 1.59 0.98
RGMP Principle 3, 7 Data Tables
* Includes all locations such as corporate and regional offices, sites and projects.
1) Minimum wage in the USA varies depending on the state: Nevada is $9.50 per hr. and Alaska is $10.85 per hr. Includes Round Mountain non-mine site employees who
work in the town.

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Generating Shared Value

TABLE 8: 2022 Local Procurement by Country1 (% of total procurement)

Local Business Initiative Support in Mauritania
Local2 Total In-Country Imported
In 2021, Tasiast and the International Finance Corporation (IFC) signed a cooperation agreement with the threefold
Brazil 10 92 8 objectives of: strengthening Tasiast’s local sourcing strategy; contributing to the government’s efforts to improve
local content; and promoting a responsible procurement culture in Mauritania. In 2022, a gap analysis and industrial
Chile3 60 99 1 baseline study was done to assess supply and demand of goods and services commonly used in the mining sector
in Mauritania and to identify pathways for increasing the participation of local companies in the mining supply chain.
Mauritania See Note 4 37 63
The study considered 21 key categories of goods and services and looked at three mining operations: Société
USA5 39 98 2 Nationale Industrielle et Minière de Mauritanie (SNIM), Tasiast and Mauritanian Copper Mines (MCM).

The results found that 57% of goods and services spending was with local companies but the distribution was
Kinross: All Sites 24 81 19
strongly weighted towards services (53% of spend) versus goods (4%), reflecting the lack of a strong industrial base
1) Excludes corporate spending. 2) Local refers to the local benefit footprint area. 3) Includes La Coipa and Maricunga. 4) Given the remote location of Tasiast, we do not break in the country. Assessment of the local suppliers showed that the majority have customers across multiple sectors
down in-country procurement at the local and regional levels. 5) Includes Manh Choh.
and that there are many opportunities to improve safety, health, environment and other general business standards.
Recommendations from the study include developing a capacity building program with local business, both in how
to engage with the mining sector but also how to grow and compete more broadly so as not to build dependency
on any one sector.

As part of the agreement, an additional study is being undertaken by the Mining Shared Value (MSV) program of
Engineers Without Borders Canada, with the support of a local consultant, to assess local procurement policies
and practices of the extractive industry in Mauritania. The objective of the study is to create a baseline assessment
of local procurement and supplier due diligence processes using the Local Procurement Reporting Mechanism
(LPRM) framework as well as the current state of information sharing to suppliers and relevant stakeholders. The
LPRM is a publicly available information sharing and transparency framework that helps guide companies to disclose
practical information on their local procurement activities, as well as supplier due diligence processes, to increase
accountability and to promote greater socio-economic benefits for local communities.

The results of this 2023 study will yield recommendations for improving transparency, promoting good governance,
and informing government policy regarding disclosures. It will include recommendations on which disclosures
lend themselves well to being harmonized at a sectoral level and which remain company specific. A baseline
assessment of the four major extractive industry companies present in Mauritania has been conducted based on
the LPRM disclosures, using only publicly available information, such as corporate websites, relevant governance
documents, sustainability reports, and annual reports. Initial findings indicate that significant practical information
is being shared, that some best practices are in place and not communicated whilst in certain areas new processes
need to be implemented. In the next phase of the assessment, consultation with the companies themselves
will help determine the potential for sector-wide alignment on definitions and supplier categories, to create
recommendations for industry and government.

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COMMUNITY DEVELOPMENT TABLE 9: 2022 Investments by Category (%)1

Kinross’ benefit footprint is an important measure of the economic contribution and value we share with host
Monetary In-Kind Beneficiaries
countries and communities through job creation, local procurement and tax payments to local governments. We
leverage our benefit footprint into long-term initiatives through our community relations strategy. This approach Community Activities and Services 41 31 27
brings together monetary and in-kind investments and strategic partnerships with our communities across a broad
Economic Development and Infrastructure 7 27 6
range of social programs.
Education 9 7 7
Working with our local stakeholders, we try to understand the social and economic context and conditions in the local area,
focusing particularly on vulnerable groups that may not always participate in employment or business opportunities at the Environment 11 12 8
mine. Our ability to measure community outcomes depends on the scale of each mine’s local benefit footprint compared with
Health and Nutrition 41.1% 13 17 46
the size of the local economy. Mines such as Tasiast have a measurable impact on the national economy of Mauritania, while
our other mining operations have a measurable impact at the regional, municipal/county, or even local village level. Youth 19 4 6
We measure community outcomes through a combination of quantitative and semi-quantitative sources of data, including our COVID-19 Support 0 1 0
benefit footprint, publicly available socio-economic data, perception surveys, evaluation of specific programs through surveys,
and stakeholder feedback and testimonials. Our performance and results for 2022 include: Total 100 100 100
1) Does not include corporate
• Across our mine sites, we contributed monetary and in-kind support of $9.1 million to community development
(Figure 33). Our support was directed to 442 local community organizations and programs, reaching over 607,500
beneficiaries in our local communities during 2022, higher than in 2021 from continuing operations.

• In-kind donations were 25% of total site-level donations, below the five-year average of 35%.
Figure 33 Figure 34
• Considering the categories of community investments, the highest proportion of total spend was for community activities 2022 DISTRIBUTION OF 2022 DONATIONS BY COUNTRY
and services ($3.0 million in total and 161,000 beneficiaries) (Table 9). COMMUNITY INVESTMENTS ($ millions)
($ millions)
• Total donations, including in-kind and corporate, were $10.8 million, equivalent to 0.8% of EBITDA, compared with 0.6% In-Kind
in 2021. Total donations were higher than 2021 ($9 million total or $6.2 million from continuing operations). 5.0
Monetary
0.02
• At the site level, Brazil had the highest amount of monetary donations at $2.6 million, followed by the United States at 4.0 0.06
$2.1 million (Figure 34). 0.72
1.73
3.0
Sites (monetary) 0.74
Sites (in-kind) 1.80 2.0 2.64
ANALYST CORNER: M Corporate (monetary) 0.27 2.12
7.28
COMMUNITY DEVELOPMENT Third-party 1.76
1.0 1.41
contributions 1.08
Read Management Approach (estimated)
0.0
GRI 203, 413 SDG 1, 2, 3, 4, 6, 8
Brazil Chile Mauritania USA Canada
RGMP Principle 1, 7 Data Tables

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During 2022 we conducted several baseline studies and ongoing assessments of the social outcomes related to our mining
Partnering for Sustainable Waste Management in Mauritania activities, including:

The town of Chami is a fast-growing community located halfway between Nouakchott and Nouadhibou and • At Tasiast we conducted the fourth Socio-Economic Assessment (SEA) since 2011, updating our tracking of key development
home to over 10,000 residents. Its fast growth rate has been driven by ASM mining activity in the region around metrics and perceptions of the Company (see story).
Tasiast and city services have struggled to keep up with the pace of development, in particular regarding waste • At Paracatu, Brazil and in Copiapó, Chile, we conducted a baseline assessment of the Social Progress Index, with the goal of
management. Furthermore, the city has constant winds blowing from the desert interior towards the coast, making using this new baseline to inform our long-term strategy and provide a benchmark against which progress can be measured.
garbage handling and storage more challenging. Following consultation with the Mayor of Chami and other local
authorities, Kinross Tasiast provided funding to support a two-phased waste management project, with the first • At Great Bear, Canada, we began socio-economic baseline work to build our understanding of the local context. Funding
phase implemented by Tasiast and the second by a local NGO, the Association for the Environmental Development was also provided to the Wabauskang and Lac Seul First Nations to conduct Traditional Knowledge studies.
of Chami (ADEC). The purpose of the project is to ensure clean and more appealing public spaces, while working • At Manh Choh, Alaska, we completed a socio-economic baseline assessment of the project area and communities, also
together to develop a self-sustaining waste management program that will create jobs and economic opportunities providing an important baseline against which we can track progress over time.
for the local population.

The first phase of the project was completed in 2022 and consisted of the collection of waste in the six districts
of the town, using local labour under the supervision of Tasiast’s site waste management team. In early 2023, the Flu vaccination clinic at Paracatu (left). Kinross volunteers
at a “Habitat for Humanity” build in Toronto (below).
second phase of the project started with the donation by Tasiast of six waste collection vehicles to the town and,
with management by ADEC, 36 community members were trained on required methods of loading, transporting
and coordinating waste disposal. The current focus of the project is the design and construction of a waste disposal
and storage area, located approximately 4km from the town.

The Hakem of Chami thanked

Tasiast for “… The timely and
adequate initiative to clean the
city of Chami, in collaboration
with the Commune, which was
launched on September 5, 2022”
while the Mayor of Chami
recognized Tasiast for its FUTURE FOCUS
“diligence and commitment in the We want to continue to foster well-being in the
execution of tasks and completion communities that host our operations and projects
of the cleaning mission in an through our benefit footprint and community
partnerships. Working with local communities, all of
efficient and satisfying manner.”
our sites and projects are co-developing action plans
to support our shared goals.

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More Than a Decade of Measuring Social Outcomes at Tasiast

Since 2011, we have conducted Socio- Despite this demographic shift, and
Economic Assessment (SEA) studies in the compared with the 2017 survey, development
communities and towns around Tasiast indicators are positive, and demonstrate
with the same Mauritanian consulting better education, housing, services
company, BEAS, to ensure consistency of and an improved overall standard of
methodology and ability to track indicators living, particularly in Zone A. The results
over time. Data are collected by direct in- demonstrate that the social programs
person survey since public domain data for provided by Tasiast are highly appreciated
socio-economic indicators are not available and seen as “good/very good” by almost
at the local level. The SEA is an important the entire Zone A population. Growth in
and reliable source of statistical data for this the number of small businesses continues,
part of Mauritania, providing an important doubling in the past five years.
input for strategic development planning.
Key highlights include:
In 2022, interviews were conducted with
• Across Zones A, B and C the standard
households, small businesses and, for the
of living as measured by monthly
first time, with the ASM community. A total
expenditure increased by 6% between
of 2,231 households were interviewed,
2017 and 2022, driven by Zones A and
representing more than 10,000 people,
C, while Zone B declined by 1.5% in the
and almost double the number of people
same period. In Zone A, the improvement
interviewed in the previous survey in 2017.
in standard of living was more significant,
Communities surveyed included the local
increasing by 16% since 2017.
area near Tasiast (Zone A), as well as Chami
and adjacent towns, and, for the first time, the • Poverty levels continued to decline in
Benichab commune in Zone E. Zone A, reaching 3.1% in 2022 (measured
• Among the local residents surveyed, views • Importantly, perceptions of mining’s • While completion rates for primary and
as those living on less than $1/day)
Overall demographics have changed regarding the contribution of mining to impact on the environment and health are secondary school are relatively unchanged,
compared to 6.0% in 2017. Poverty
considerably since the 2017 survey with the the national economy have improved increasingly positive. There was a dramatic the percentage of people who hold a
levels remained flat in the other zones
2022 results highlighting an increase in the substantially. In 2022, 70% of survey decline in the number of households university degree has increased to 8%
at approximately 7%.
male-female ratio, and rapid population participants perceive the mining sector seeing mining as having a negative impact compared to 1% in 2013. This positive trend,
growth due to ASM activity, and consequent favourably, an increase from 56% in 2017. on the environment, from 63% in 2017 to combined with declining illiteracy (from
impacts especially in Zone B (Chami). 38% in 2022; a similar declining trend was 22% in 2013 to 7% in 2022), reflect improved
observed for potential impacts on human access to better education.
and animal health.

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More than a decade of measuring social outcomes at Tasiast (continued)

• The percentage of residents with pipe-borne Changes likely attributable to the ASM-related
water inside their homes has increased from population influx include: TASIAST CATCHMENT AREAS: KEY FACTS
18% in 2017 to 27% in 2022.
• In Zone B, dominated by the town of
• Between 2017 and 2022, use of solar Chami, household expenditure declined Zone A: The communities closest to Tasiast.
energy has increased to 24% of homes to levels last seen in 2013, and is reflected Western Sahara
Population: Doubled to 774 since 2013
from 17%, while reliance upon torches and in the percentage of people who perceive
Mauritania
oil lamps has declined from 15% to 7% in the themselves as being poor (44% feel poor or Demographic Overview: Male-Female Ratio 103 is near parity. This
same period. very poor vs. 29% in 2017). increase in population is likely seasonal, reflecting timing of the survey
(vacation period when families come from the cities to the community)
• Access to sanitation has increased • An increase in the percentage of households Zone C
and the good rains in 2022, which resulted in better pastures in the region. Wilaya of Dakhlet
dramatically. The number of homes with living in huts from 24% to 34% between Nouadhibou Nouadhibou
a toilet plus pit (septic tank system) in 2017 and 2022, likely reflecting a shortage of
Zone A has grown significantly, increasing housing supply. Zone B: Includes the Town of Chami.
Wadi Ntalve
Chebka Guelb Dawass
from 35% in 2017 to 77% in 2022, and Atlantic
• Zone B (Chami) saw a dramatic increase in Demographic Overview: The male-female ratio is very high at 172. Ocean Zone A
the number of homes with no toilet declined Banc Tasiast
the use of water bladders to 85% in 2022 Eleven percent of the population is from outside of Mauritania (Sudan d'Arguin
correspondingly from 65% to 23%. National
compared with 15% in 2017, likely reflecting and Mali), an increase from 6% in 2017, and more than 65% of residents Park Imkebdene
• Since 2011, the number of small excessive demand on public services. are from another part of Mauritania. Average residency in the area is
businesses in the study area has grown 6.4 years, which aligns exactly with the year when ASM began in the N
• Ownership of livestock also declined across Zone B Wilaya of
ten-fold, increasing to 1,120 from 122, Inchiri
region. Zone B has the lowest education levels compared to the other 0 10 20
the zones, possibly reflecting the sale of Zone E
with 71% of these located in Chami. While zones, with 62% having at least primary, or secondary and university kilometers Chami
goats and sheep to ASM for meat.
the majority are individually-owned (86%), education in 2022, although still an improvement from 35% in 2013.
29% of these businesses are managed
by women.
Zone C: Includes Boulenoir and other villages to the north. Zone E: Includes Benichab and other small villages
Demographic Overview: The male-female ratio is near parity (102). in this commune.
The majority of the population is from the local area and has lived Demographic Overview: The population base is similar to Zone C
there for an average of 13 years. Zone C shows a smaller change in and is composed of primarily longer-term residents with minimal
education results from 61% in 2013 to 73% in 2022 (those with at least presence of outsiders. The male-female ratio is near parity (108), with
primary, or secondary and university education). 71% having at least primary, or secondary and university education.

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COMMUNITY DEVELOPMENT HIGHLIGHTS AT SITES

Bald Mountain
In collaboration with the Northeastern Nevada Regional Hospital
and Elko Chamber of Commerce, our “Level up 4 Health”
program has impacted more than 650 children from grades five
to six facing food insecurity and has offered school and parents
access to workshops focused on: Mental and Emotional Health,
Fort Knox Nutrition and Food Access, Medical, Dental and Vision, Social
Over 275 students from 12 classrooms across the and Relational Health and Physical Fitness and Activity. Great Bear
Fairbanks North Star Borough School District In 2022, we focused on building local relationships through
participated in interdisciplinary mine tours to learn participating in and supporting local community events, with
about responsible mining practices with a focus on First Nations and local community partners. Also, we funded
safety and environmental protection. training and certification for four environmental monitors from
Wabauskang and Lac Seul First Nations.

Toronto
Manh Choh
Kinross Alaska made a $1 million donation to
Tasiast
the Troth Yeddha’ Indigenous Studies Center at Through our extended partnership with the Banc d’Arguin
the University of Alaska Fairbanks, to support National Park (PNBA), the maintenance and repair of three
educational opportunities for Alaska’s Native desalination plants have improved living conditions for
students and create pathways to honour the culture Round Mountain over 1,200 residents of the R’gueiba, Tenalloul and Teichott
and traditions of Alaska’s First Peoples. In collaboration with the Nevada Mining Association (NVMA) and the Nevada communities by generating over 45 cubic metres (45,000
Bureau of Land Management, Round Mountain has created youth employment litres) of fresh and drinking water daily.
opportunities through a 10-week internship program (NVMA 360) to equip
students with the skills and experience in preparation for careers after post-
secondary studies, including opportunities in the mining industry.

Paracatu
Operations
Chile La Coipa As part of the Integrar Program, the Youth Citizenship Project has
Development Projects
As part of our 75 voluntary agreements with the Lobo-Marte trained more than 90 adolescents, aged 8-12, to become leaders
Head Office
six Colla indigenous communities related to in their community. The project is offered to nine neighbourhoods,
our La Coipa mine and Lobo-Marte project, we and youth can participate in workshops addressing human rights,
collaborated to install 29 solar panels to provide environment, entrepreneurship and more.
power to remote homes and farms.

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About this Report

The 2022 Environmental, Social and Governance (ESG) Report provides our readers with comprehensive insight into There have been several important changes that have occurred since we published our 2021 Sustainability Report.
Kinross’ ESG strategy and material priorities. Building upon our 15-year history of sustainability reporting, this 2022 These include:
report is structured around the core components of our ESG strategy and sharply focused on our most material topics.
• The re-start of Kinross’ La Coipa mine in Chile in March 2022, ramping up to commercial production during the year. As a
Our most recent sustainability performance publication was our 2021 Sustainability Report.
result, 2022 performance data includes La Coipa.
The target audience for this Report includes all those who have an interest in the Company’s approach to Sustainability and
• Completion of the divestiture of 100% of the Company’s interest in its Russian assets on June 15, 2022. On August 10,
ESG risk. Specific audience groups include: investors and others in the financial and insurance community, governments,
2022, Kinross also completed the divestiture of 100% of its interest in the Chirano mine in Ghana. Arising from these two
indigenous communities, civil society organizations, suppliers, universities, and local communities. The online format allows
divestitures, 2022 performance data for all areas, except for health and safety, includes data pertaining to Kinross’ continuing
for immediate global access. In addition, we leverage material from the report in our local communications to ensure
operations only. Data for health and safety includes both continuing and discontinued operations.
stakeholders receive relevant information from the full Report.
• As a result of ongoing efforts to improve reporting, some minor changes to previously reported data have been made and
We follow the Global Reporting Initiative (GRI) Standards for sustainability reporting. Our 2022 report has been prepared with
are noted throughout this Report and the 2022 Data Tables. Except where specifically noted, these changes have had no
reference to the GRI Standards for the reporting period start of January 1, 2022 to December 31, 2022. We have also reported on
material impact on reported performance characterization.
subsequent events which occurred in the first quarter of 2023. Readers who are familiar with the GRI Standards may want to access
the content of this Report via our GRI Index. We have also reported against the GRI G4 Mining and Metals Sector Disclosure • Throughout this Report, the terms “Kinross” and the “Company” refer to Kinross Gold Corporation and/or its applicable
(2014). Definitions for ESG metrics reported and assured in this Report can be found in the Appendix – ESG Definitions. subsidiaries and affiliates. Where this report includes references to management approach and performance information
that is reported in other Kinross publications, or is available on our website, these disclosures should also be considered an
We also report in alignment with the IFRS Foundation, SASB Standards, Metals and Mining Standards (Version 2021-12). In
integrated part of this Report.
addition, we have assessed our performance regarding the recommendations of the Task Force on Climate-related Financial
Disclosures (TCFD), which will be covered in our 2022 Climate Report expected to be published in mid 2023. There are no material restatements of previously reported data in this report.

Report scope and quality Assurance

Performance data are reported for all (100%) of our continuing mine operations in 2022, as specified in the We engaged KPMG LLP to conduct a limited, independent assurance of a selection of our ESG metrics reported for the
Kinross Gold Corporation 2022 Annual Report, Management’s Discussion and Analysis, Segment Profile (p. MDA 1). fiscal year 2022. Throughout this Report, metrics that have received assurance are identified with the symbol A. Read the
completed Independent practitioner’s limited assurance report published with this Report.
Environmental performance data pertaining to greenhouse gas emissions, energy and materials use, all water metrics, tailings
and waste rock, biodiversity and land use, waste (hazardous and non-hazardous), and air emissions, are reported for active On May 9, 2023, the Board of Directors of Kinross Gold Corporation passed a resolution approving this 2022 Sustainability Report.
mining operations, as specified. Performance data pertaining to health and safety and land-related metrics are reported for all
If you require more information about this Report, please contact:
active mine locations, regardless of whether or not active mining was underway at these operations during the year or whether
they were in, or transitioning to, care and maintenance. Total data for safety, employment-related metrics, including diversity, Dominic Channer, Vice-President
economic value, including community investment, reflects all of Kinross’ active mines, development projects, exploration teams Community Relations and ESG
and Kinross offices, as specified in the 2022 Annual Report, Notes to the Consolidated Financial Statements, Note 19 (p. FS 48). [email protected]
Community metrics reported for Chile include La Coipa, Lobo-Marte and Maricunga.
Michal Kowalczyk, Vice-President,
Data are reported on an equity basis, representing 100% of all sites. Kinross is the only operator responsible for the management ESG Strategy
and operational performance of all sites reported. We have also reported on select initiatives undertaken at our exploration, [email protected]
reclamation and development properties, specifically Great Bear, Lobo-Marte, Curlew Basin, Manh Choh, and Tasiast 24k.

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Independent practitioner’s limited assurance report

To the Management of Kinross Gold Corporation
We have undertaken a limited assurance engagement on certain subject matter information (the “subject matter information”) of Kinross Gold
Corporation (the “Entity”), included in the accompanying 2022 Sustainability and ESG Report (the “Report”) and as described below, as at and
for the year ended December 31, 2022.

SUBJECT MATTER INFORMATION SUBJECT MATTER INFORMATION

Grievances and Community Issues Contractor Total Reportable Injury Frequency Rate (TRIFR) (per 200,000 hours worked)
Grievance (% resolved within target time frame) Total Reportable Injury Frequency Rate (TRIFR) (per 200,000 hours worked) Employees and Contractors Combined
GHG Emissions (Scope 1 & 2) Total Tier 1 Process Related Safety Events (per 1,000,000 hours worked)
GHG Emissions (Scope 1 & 2) per Tonne of Ore Processed (kgs CO2e/Tonne) Land Newly Disturbed During Fiscal Year (ha)
GHG Emissions (Scope 1 & 2) per Gold Equivalent Ounce Produced (kgs CO2e/Au eq. oz.) Land Reclaimed during Fiscal Year (ha)
Direct Energy Consumption (gigajoules) Total Surface Water Withdrawn (m3)
Total Grid Electricity Purchased from Non-Renewable Sources Total Groundwater Withdrawn (m3)
Indirect Energy Consumption (gigajoules) Total Water Discharged to Surface (m3)
Total Energy Consumption – renewable (gigajoules) Total Water Discharged to Ground (m3)
Total Energy Consumption – non-renewable (gigajoules) Recycled Water Percentage (% of Water Used)
Total Energy Consumption (gigajoules) Total Fresh Water Consumed (m3)
Total Energy Consumed per Tonne of Ore Processed (megajoules/ tonne) Water Intensity per Gold Equivalent Ounce Produced (m3 / Au eq. oz.)
Anti-corruption Training in Past Two Years (% of workforce trained) Water Intensity per Tonne of Ore Processed (m3 / tonne of ore processed)
Substantiated Allegations of Human Rights Violations (number) Total Waste Recycled (hazardous & non-hazardous) (tonnes)
Employee Fatalities (number) Total Waste Rock Mined (tonnes)
Contractor Fatalities (number) Total Tailings Produced (tonnes)
Fatalities (number) Employees and Contractors Combined Turnover – Involuntary (% of total workforce)
Employee Lost-Time Injury Frequency Rate (LTIFR) (per 200,000 hours worked) Turnover – Voluntary (% of total workforce)
Contractor Lost-Time Injury Frequency Rate (LTIFR) (per 200,000 hours worked) Workforce from Within Host Countries (% of in-country workforce)
Lost-Time Injury Frequency Rate (LTIFR) (per 200,000 hours worked) Employees and Contractors Combined Gender Diversity – Women (% of total workforce)
Employee Total Reportable Injury Frequency Rate (TRIFR) (per 200,000 hours worked)
Other than as described in the preceding paragraph, we did not perform assurance procedures on the remaining information included in the
KPMG LLP, an Ontario limited liability partnership and member firm of the KPMG global organization of independent Report, and accordingly, we do not express a conclusion on this information.
member firms affiliated with KPMG International Limited, a private English company limited by guarantee.
KPMG Canada provides services to KPMG LLP.

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Management’s Responsibility Our engagement included, amongst others, the following procedures:
There are no mandatory requirements for the preparation or presentation of the subject matter information. As such, the Entity has applied: • completion of in-person site visits to three operating sites,
• The GHG Protocol: A Corporate Accounting and Reporting Standard (revised edition) to calculate and present GHG Subject Matter • performing walkthroughs of data collection and reporting processes;
Information; and, • comparing reported data for the subject matter information to underlying data sources;
• Its own internally developed methodologies and definitions as described on page 119 of the Report to calculate and present all other subject • making inquiries, primarily of persons responsible for the preparation of performance information for the subject matter information, and
matter information
• applying analytical and other evidence gathering procedures, as appropriate.
Collectively, the “applicable criteria”.
The engagement was conducted by a multidisciplinary team which included professionals with suitable skills and experience in both assurance
Management is responsible for determining the appropriateness of the use of the applicable criteria and for the preparation and presentation and in the applicable subject matter, including environmental, social and governance aspects.
of the subject matter information in accordance with the applicable criteria.
Management is also responsible for determining the Entity’s objectives in respect of sustainability performance and reporting, including the Practitioner’s Independence and Quality Control
identification of stakeholders and material issues. We have complied with the relevant rules of professional conduct/code of ethics applicable to the practice of public accounting and related to
Management is also responsible for such internal control as management determines necessary to enable the preparation and presentation assurance engagements, issued by various professional accounting bodies, which are founded on fundamental principles of integrity, objectivity,
of the subject matter information that is free from material misstatement, whether due to fraud or error. professional competence and due care, confidentiality, and professional behaviour.
The firm applies International Standard on Quality Control 1, Quality Control for Firms that Perform Audits and Reviews of Financial Statements,
Practitioner’s Responsibilities and Other Assurance Engagements and, accordingly, maintains a comprehensive system of quality control, including documented policies and
Our responsibility is to express a limited assurance conclusion on the subject matter information based on evidence we have obtained. We procedures regarding compliance with ethical requirements, professional standards, and applicable legal and regulatory requirements.
conducted our limited assurance engagement in accordance with International Standards on Assurance Engagements (ISAE 3000), Assurance
Engagements Other than Audits or Reviews of Historical Financial Information and Assurance Engagements 3410 Assurance Engagements on Significant Inherent Limitations
Greenhouse Gas Statements (ISAE 3410), issued by the International Auditing and Assurance Standards Board. These standards require that Historical non-financial information, such as that contained in the Report, is subject to more inherent limitations than historical financial
we plan and perform our engagement to obtain limited assurance about whether based on the procedures performed and evidence obtained, information, given the characteristics of the underlying subject matter and methods used for determining this information. The absence of a
any matter(s) has come to our attention to cause us to believe that the subject matter information is materially misstated. significant body of established practice on which to draw allows for the selection of different but acceptable evaluation techniques, which can
The procedures performed in a limited assurance engagement vary in nature and timing from and, are less in extent than for a reasonable result in materially different measurements and can impact comparability. The nature and methods used to determine such information, as
assurance engagement. Consequently, the level of assurance obtained in a limited assurance engagement is substantially lower than the described in the applicable criteria, may change over time.
assurance that would have been obtained had a reasonable assurance engagement been performed. Accordingly, it is not a guarantee that a
limited assurance engagement conducted in accordance with this standard will always detect a matter that causes the practitioner to believe Conclusion
that the subject matter information is materially misstated. Our conclusion has been formed on the basis of, and is subject to, the matters outlined in this report. We believe that the evidence we have
obtained is sufficient and appropriate to provide a basis for our conclusion. Based on the procedures performed and evidence obtained,
Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected
no matters have come to our attention to cause us to believe that the Entity’s subject matter information as at and for the year ended
to influence the decisions of users of our report.
December 31, 2022, is not prepared, and presented, in all material respects, in accordance with the applicable criteria.
The nature, timing and extent of procedures performed depends on our professional judgment, including an assessment of the risks of material
misstatement, whether due to fraud or error, and involves obtaining evidence about the subject matter information.
Our engagement included: assessing the appropriateness of the subject matter information, the suitability of the criteria used by the Entity in
preparing the subject matter information in the circumstances of the engagement and evaluating the appropriateness of the methods, policies Chartered Professional Accountants, Licensed Public Accountants
and procedures used in its preparation and the reasonableness of estimates made by the Entity. May 9, 2023

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2022 Data Tables

Production 123
Health and Safety 124
Environmental Compliance 126
Greenhouse Gas Emissions 126
Energy and Materials Use 129
Water 131
Tailings and Waste Rock 133
Biodiversity and Land Use 134
Waste 135
Air Emissions 137
Community Engagement 138
Workforce 139
Board and Senior Management 146
Economic Value 147
Local Procurement 149

Index
GRI 153
SASB 168

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Production
2022 Gold Production1
Operating Revenue – Operating Costs – Production Cost of Sales per
Metal Sales ($M) Ore Processed (KT) Gold Equivalent Ounces Produced Production Cost of Sales ($M) Equivalent Ounce Sold4,7 Capital Expenditures ($M)8
Americas
Bald Mountain 386.0 15,924 214,094 208.8 972 87.6
Corporate and Other2 5.7 0 0 2.1 658 40.5
Fort Knox 521.7 59,353 291,248 350.7 1,202 86.1
La Coipa 177.9 1,949 109,576 57.2 572 155.5
Paracatu 1,021.5 56,422 577,354 497.6 871 124.7
Round Mountain 407.3 26,688 226,374 309.2 1,358 102.4
West Africa
Tasiast 935.0 6,572 538,591 380.1 732 167.4
Kinross Total 3,455.1 166,908 1,957,237 1,805.7 937 764.2

Five-Year Production Highlights1

1) On June 15, 2022, the Company announced that it had completed the sale of its Russian operations, which includes the Kupol and Dvoinoye mines and
2018 2019 2020 2021 2022 the Udinsk project. On August 10, 2022, the Company announced that it had completed the sale of its Chirano mine in Ghana. Results for the year ended
December 31, 2022 are from continuing operations and exclude results from the Company’s Chirano and Russian operations due to the classification of
Operating Revenue – Metal Sales ($M) 3,212.6 3,497.3 4,213.4 3,729.4 3,455.1 these operations as discontinued as at December 31, 2022. Results for the years ended December 31, 2021, 2020, 2019 and 2018 are from total operations
Ore Processed (KT) 141,581 136,868 139,011 142,494 166,908 and include results from the Company’s Chirano and Russian operations. Accordingly, results for 2021, 2020, 2019 and 2018 may not be comparable.
2) ”Corporate and other” includes corporate and other non-operating assets (including Kettle River-Buckhorn, Lobo-Marte, Manh Choh and Maricunga).
Attributable Gold Equivalent Ounces Produced3,4 2,452,398 2,507,659 2,366,648 2,067,549 2,200,247 3) Attributable production includes results from the Kupol, Dvoinoye and Chirano mines up to their disposal. “Attributable gold equivalent ounces” includes
Kinross’ share of Chirano (90%) production. 4) “Gold Equivalent Ounces” includes silver ounces produced and sold converted to a gold equivalent based
Total and Attributable Production from Continuing Operations1,4 2,475,068 2,527,788 2,383,307 1,447,240 1,957,237 on a ratio of the average spot market prices for the commodities for each period. The ratio for 2022 was 82.90:1 (2021 – 71.51:1, 2020 – 86.32:1, 2019 –
85.99:1 and 2018 – 80.74:1). 5) Attributable all-in sustaining cost from continuing operations per equivalent ounce sold is a non-GAAP ratio, as applicable,
Attributable All-in Sustaining Cost per Equivalent Ounce Sold4,5,6 965 983 987 1,138 1,271 and has no standardized meaning under IFRS and therefore, may not be comparable to similar measures presented by other issuers. For the definition
Production Cost of Sales per Equivalent Ounce Sold4,7 735 708 726 832 937 and reconciliation of this non-GAAP ratio for the years ended December 31, 2022, 2021, 2020, 2019 and 2018, please refer to, as applicable, Section 11 –
Supplemental Information of Kinross’ Management’s Discussion and Analysis for the year ended December 31, 2022, which section is included in this Annual
Operating Costs – Production Cost of Sales ($M) 1,860.5 1,778.9 1,725.7 1,726.1 1,805.7 Report, and the year ended December 31, 2019, which section is incorporated by reference herein and as filed on the Company’s website at www.kinross.
com, on SEDAR at www.sedar.com and on EDGAR at www.sec.gov. 6) “Attributable” includes Kinross’ share of Chirano (90%) production and costs for the
Capital Expenditures ($M)8 1,005.2 1,060.2 916.1 938.6 764.2 years ended December 31, 2021, 2020, 2019 and 2018. 7) “Production cost of sales from continuing operations per equivalent ounce sold” is defined as
production cost of sales divided by total gold equivalent ounces sold from continuing operations. 8) “Capital expenditures from continuing operations” for
the years ended December 31, 2022, 2021, 2020 and 2019 are as reported as “Additions to property, plant and equipment” on the consolidated statements
of cash flows and exclude “Interest paid capitalized to property, plant and equipment”. “Capital expenditures” for the year ended December 31, 2018 is
calculated as $1,043.4 million of “Additions to property, plant and equipment”, as reported on the consolidated statements of cash flows, less $38.2 million
of capitalized interest paid, as reported.

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Health and Safety (100% basis)

Five-Year Lost-Time Injury Frequency Rate (LTIFR) by Site
(per 200,000 hours worked) Employees and Contractors Combined

Five-Year Total Reportable Injury Frequency Rate (TRIFR) by Site 2018 2019 2020* 2021 2022
(per 200,000 hours worked) Employees and Contractors Combined Americas
Bald Mountain 0.25 0.54 0.15 0.58 0.00
2018 2019 2020* 2021 2022
Corporate 0.00 0.00 0.00 0.00 0.45
Americas
Bald Mountain 0.49 0.86 1.48 1.74 0.51 Fort Knox 0.00 0.25 0.00 0.24 0.00
Corporate1 0.00 0.00 0.40 0.00 1.36 La Coipa n/r n/r n/r 0.31 0.43
Fort Knox 0.13 0.75 1.03 0.71 0.55 Paracatu 0.07 0.13 0.11 0.02 0.10
La Coipa n/r n/r n/r 0.39 0.20 Round Mountain 0.25 0.16 0.09 0.40 0.10
Paracatu 0.24 0.31 0.33 0.15 0.48 West Africa
Round Mountain 0.59 0.55 0.85 0.89 0.58 Tasiast 0.00 0.06 0.05 0.04 0.04
West Africa Discontinued Operations
Tasiast 0.28 0.24 0.26 0.34 0.29 Chirano (100%) 0.04 0.00 0.00 0.00 0.00
Discontinued Operations Kupol 0.06 0.00 0.13 0.12 0.00
Chirano (100%) 0.24 0.14 0.10 0.16 0.08 Dvoinoye 0.00 0.28 0.00 0.00 0.12
Dvoinoye 0.15 0.42 0.00 0.34 0.00 Kinross Total LTIFR 0.05 0.11 0.06 0.09* 0.10A
Kupol 0.22 0.18 0.33 0.31 0.12 *All 2021 metrics were independently assured by PWC LLP.
Kinross Total TRIFR 0.27 0.29 0.35 0.34* 0.34A n/r – not reported.
1) Corporate includes all personnel not assigned to sites, including greenfield operations.
*All 2021 metrics were independently assured by PWC LLP.
n/r – not reported.
Five-Year Safety, Health and Emergency Training – Average Per Person (# of hours)
2018 2019 2020* 2021 2022
Five-Year Occupational Illness Frequency Rate (OIFR) by Site (per 200,000 hours worked) Employees 39 40 40 46 20
2018 2019 2020* 2021 2022 Contractors 32 33 27 29 15
Americas
Bald Mountain 0.00 0.00 0.00 0.00 0.00
Fort Knox 0.00 0.00 0.00 0.00 0.00
Five-Year Recordable Cases of Work-Related Ill Health (# of cases)
Maricunga 0.00 0.00 0.00 0.00 0.00 2018 2019 2020 2021 2022
La Coipa n/r n/r n/r 0.00 0.00 Employees n/r 0.00 0.00 0.00 0.00
Paracatu 0.00 0.00 0.00 0.00 0.00 Contractors n/r 0.00 0.00 0.00 0.00
Round Mountain 0.00 0.00 0.00 0.00 0.00 Kinross Total n/r 0.00 0.00 0.00 0.00
West Africa n/r - not reported
Tasiast 0.00 0.00 0.00 0.00 0.00
Discontinued Operations Five-Year Fatalities Due to Worker Ill Health (# of cases)
Chirano (100%) 0.00 0.00 0.00 0.00 0.00
2018 2019 2020 2021 2022
Dvoinoye 0.00 0.00 0.00 0.00 0.00
Employees n/r 0.00 0.00 0.00 0.00
Kupol 0.00 0.00 0.00 0.00 0.00
Contractors n/r 0.00 0.00 0.00 0.00
Kinross Total OIFR 0.00 0.00 0.00 0.00 0.00
Kinross Total n/r 0.00 0.00 0.00 0.00
* All safety statistics for 2020 have been independently reviewed and assured by SomaHive, LLC.
n/r - not reported n/r - not reported

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Health and Safety

2022 Safety Performance – Employees (#)

Hours Worked Fatalities Lost-Time Injuries Restricted Work Injuries Medical Treatment Injuries Days Lost Due to Injury LTIFR4 TRIFR5 Near Miss Frequency Rate
Americas
Bald Mountain 1,354,390 0 0 0 4 0 0.00 0.59 0.00
Corporate 537,092 0 0 0 0 0 0.00 0.00 0.00
Fort Knox 1,472,519 0 0 0 4 0 0.00 0.54 0.00
La Coipa 1,197,534 0 1 0 0 13 0.17 0.17 0.17
Paracatu 3,768,339 0 3 1 2 78 0.16 0.32 0.00
Round Mountain 1,728,963 0 1 0 3 21 0.12 0.46 0.00
West Africa
Tasiast 3,451,996 1 2 0 1 126 0.12 0.23 0.41
Discontinued Operations
Chirano 1,165,066 0 0 0 0 0 0.00 0.00 0.00
Dvoinoye 171,820 0 0 0 0 0 0.00 0.00 0.00
Kupol 1,253,131 0 0 0 0 0 0.00 0.00 0.00
Kinross Total 16,934,6241 1A 7 32 14 4823 0.08A 0.30A 0.09
1) Kinross Total Hours includes the non-operational mine sites, projects and other office locations in addition to the operational sites (shown). 2) Includes 2 Restricted Work Injuries at Kettle River. 3) Includes 244 days lost at Kettle River. 4) per 200,000 hours worked. 5) per 200,000 hours worked.

2022 Safety Performance – Contractors (#)

Hours Worked Fatalities Lost-Time Injuries Restricted Work Injuries Medical Treatment Injuries Days Lost Due to Injury LTIFR5 TRIFR6 Near Miss Frequency Rate
Americas
Bald Mountain 216,474 0 0 0 0 0 0.00 0.00 0.00
Corporate 344,251 0 2 3 1 39 1.16 3.49 0.00
Fort Knox 349,762 0 0 0 1 0 0.00 0.57 0.00
La Coipa 2,523,884 0 7 0 1 39 0.55 0.63 0.00
Paracatu 6,270,867 0 2 0 2 63 0.06 0.13 0.03
Round Mountain 346,411 0 0 0 2 0 0.00 1.15 0.00
West Africa
Tasiast 6,913,412 0 0 2 9 5 0.00 0.32 0.09
Discontinued Operations
Chirano 1,445,789 0 0 0 1 0 0.00 0.14 0.00
Dvoinoye 68,068 0 0 0 0 0 0.00 0.00 0.00
Kupol 413,523 0 1 0 0 15 0.48 0.48 0.00
Kinross Total 19,587,1701 0A 12 72 183 2024 0.12A 0.38A 0.04
1) Kinross Total Hours includes the non-operational mine sites, projects and other office locations in addition to the operational sites (shown). 2) Includes 2 Restricted Work Injuries at Kettle River. 3) Includes 1 Medical Treatment Injury at Kettle River. 4) Includes 41 days lost at Kettle River. 5) per 200,000 hours worked. 6) per 200,000 hours worked.

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Environmental Compliance Greenhouse Gas Emissions

2022 Regulatory Actions 2022 Total GHG Emissions by Site (tonnes CO2e)
Number of Regulatory Actions1 Fines (US$) Scope Scope 1 & 2 (kg/per Scope 1 & 2
Scope 1 Scope 2 Scope 3 1 & 2A tonne of ore processed) (kg/per CO2e/Au eq. oz.)
Americas
Americas
Bald Mountain 0 0
Bald Mountain 117,108 17,277 225,475 134,385 8.4 628
Fort Knox 0 0
Fort Knox 193,782 225,438 390,135 419,219 7.1 1,439
La Coipa 0 0
La Coipa 52,116 5,024 204,477 57,139 29.3 521
Paracatu 0 0
Paracatu 174,187 17,080 573,996 191,267 3.4 331
Round Mountain 0 0
Round Mountain 154,384 145,219 416,394 299,602 11.2 1,323
West Africa
West Africa
Tasiast 0 0
Tasiast 347,214 0 428,061 347,214 52.8 645
Kinross Total 0 0
Kinross Total 1,038,791A 410,038A 2,238,538 1,448,826A 8.7A 740A
1) Excludes minor administrative Notices of Violation.

Five-Year Reportable Spills/Releases (# of Incidents) Five-Year Total GHG Emissions (tonnes CO2e) (historical)
2018 2019 2020 2021 2022 2018 2019 2020 2021 2022

Total Reportable Spills/Releases On-Site 0 0 1* 0 0 GHG Emissions (Scope 1) 1,057,000 1,100,106 1,080,803 1,121,578 1,038,791A
Total Reportable Spills/Releases Off-Site 0 0 0 0 0 GHG Emissions (Scope 2)2 584,000 512,175 550,149 550,138* 410,037A
Total Reportable Spills/Releases 0 0 1 0 0 GHG Emissions (Scope 3) 138,000 123,720 122,798 112,151 2,238,538
* Paracatu roofing compound release. GHG Emissions (Scope 1 & 2) 1,641,000 1,612,281 1,630,952 1,671,716* 1,448,827A
GHG Emissions (Scope 1 & 2) per Tonne of Ore Processed
(kgs CO­2e/Tonne) 11.6 11.9 11.8 11.8* 8.7A
GHG Emissions (Scope 1 & 2) per Gold Equivalent Ounce
Produced (kgs CO2e/Au eq. oz.) 669 643 689 808* 740A
GHG Emissions (Scope 1 & 2) (kgs CO2e/per Revenue Dollar) 0.515 0.465 0.390 0.452 0.419
*All 2021 metrics were independently assured by PWC LLP. 1) Figures above are reported in the 2021 Climate Report. Refer to page 21, for the recalculated baseline reflecting
the divestiture of Russian and Ghanaian operations. 2) As we do not procure contractual instruments which include the attributes of energy generation, we calculate our scope 2
emissions using the location-based approach. In this context market-based scope 2 emissions are equal to location-based scope 2 emissions

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Greenhouse Gas Emissions

Five-Year Total GHG Emissions (Scope 1) by Site (tonnes CO2e) Five-Year Total GHG Emissions (Scope 2)1 by Site (tonnes CO2e)
2018 2019 2020 2021 2022 2018 2019 2020 2021 2022
Americas Americas
Bald Mountain 120,513 115,195 127,155 127,142 117,108 Bald Mountain 12,165 52,420 33,951* 26,931 17,277
Fort Knox 165,280 173,298 171,588 190,045 193,782 Fort Knox 269,628 244,541 263,691 228,268 225,438
La Coipa n/r n/r n/r n/r 52,116 La Coipa n/r n/r n/r n/r 5,024
Maricunga 6,041 5,043 3,493 0 n/r Maricunga 17,916 13,088 6,994 0 n/r
Paracatu 117,826 113,693 128,395 148,222 174,187 Paracatu 186,279 107,426 103,051 110,477 17,080
Round Mountain 151,838 157,664 162,248 150,293 154,384 Round Mountain 68,196 67,518 73,114 117,245 145,219
Historical Operations 1,806 n/r n/r n/r n/r Historical Operations 2,623 n/r n/r n/r n/r
West Africa West Africa
Tasiast 289,200 330,457 293,566 304,744 347,214 Tasiast 0 0 0 0 0
Discontinued Operations Discontinued Operations
Chirano (90%) 20,607 27,228 26,993 31,495 n/r Chirano (90%) 26,990 27,183 69,348* 67,217 n/r
Kupol/Dvoinoye 183,901 177,529 167,364 169,637 n/r Kupol/Dvoinoye 0 0 0 0 n/r
Kinross Total 1,057,011 1,100,106 1,080,803 1,121,578* 1,038,791A Kinross Total 583,796 512,175 550,149 550,138* 410,038A
* All 2021 metrics were independently assured by PWC LLP. n/r – not reported. 1) As we do not procure contractual instruments which include the attributes of energy generation, we calculate our scope 2 emissions using the location-based approach. In this
context market-based scope 2 emissions are equal to location-based scope 2 emissions. * All 2021 metrics were independently assured by PWC LLP. n/r – not reported.

Five-Year Total GHG Emissions (Scope 3) by Site (tonnes CO2e)

Five-Year Total GHG Emissions (Scope 1 and 2) by Site (tonnes CO2e)
2018 2019 2020 2021 2022
2018 2019 2020 2021 2022
Americas
Americas
Bald Mountain 19,644 20,237 21,551 20,501 225,475
Bald Mountain 132,678 167,615 161,106 154,072 134,385
Fort Knox 7,855 11,016 11,433 13,273 390,135
Fort Knox 434,907 417,839 435,279 418,313 419,219
La Coipa n/r n/r n/r n/r 204,477
La Coipa n/r n/r n/r n/r 57,139
Maricunga 1,970 757 0 0 n/r
Maricunga 23,956 18,130 10,488 0 n/r
Paracatu 15,284 18,680 22,926 21,774 573,966
Paracatu 304,105 221,119 231,446 258,699 191,267
Round Mountain 53,240 43,887 41,728 39,534 416,394
Round Mountain 220,033 225,182 235,362 267,538 299,602
Historical Operations n/r n/r n/r n/r n/r
Historical Operations 4,429 n/r n/r n/r n/r
West Africa
West Africa
Tasiast 27,308 19,415 15,859 7,611 428,061
Tasiast 289,200 330,457 293,566 304,744 347,214
Discontinued Operations
Discontinued Operations
Chirano (90%) 5,506 2,739 2,657 3,362 n/r
Chirano (90%) 47,597 54,411 96,341 98,713 n/r
Kupol/Dvoinoye 7,113 6,684 6,644 6,095 n/r
Kupol/Dvoinoye 183,901 177,529 167,364 169,637 n/r
Kinross Total 137,919 123,720 122,798 112,151 2,238,538
Kinross Total 1,640,807 1,612,281 1,630,952 1,671,716* 1,448,826A
n/r – not reported.
* All 2021 metrics were independently assured by PWC LLP. n/r – not reported.
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Greenhouse Gas Emissions

Five-Year Total GHG Emissions (Scope 1 and 2) per Tonne of Ore Processed Five-Year Total GHG Emissions (Scope 1 and 2) per Gold Equivalent Ounce Produced
(kilograms CO2e/tonne of ore processed) by Site (kilograms CO2e/Au eq. oz.) by Site

2018 2019 2020 2021 2022 2018 2019 2020 2021 2022
Americas Americas
Bald Mountain 5.6 10.2 8.8 8.1 8.4 Bald Mountain 466 892 842 752 628
Fort Knox 15.5 15.7 13.5 11.0 7.1 Fort Knox 1,702 2,086 1,829 1,583 1,439
La Coipa n/r n/r n/r n/r 29.3 La Coipa n/r n/r n/r n/r 521
Maricunga 0 0 0 0 n/r Maricunga 399 470 2,958 0 n/r
Paracatu 5.6 3.8 4.3 4.3 3.4 Paracatu 583 357 427 470 331
Round Mountain 8.8 8.7 9.8 16.1 11.2 Round Mountain 568 623 726 1,041 1,323
West Africa West Africa
Tasiast 50.8 63.2 54.9 81.6 52.8 Tasiast 1,152 845 722 1,787 645
Discontinued Operations Discontinued Operations
Chirano (90%) 15.1 17.5 32.7 31.9 n/r Chirano (90%) 233 300 643 709 n/r
Kupol/Dvoinoye 106.9 103 98.2 100 n/r Kupol/Dvoinoye 375 337 328 353 n/r
Kinross Total 11.6 11.9 11.8 11.8* 8.7A Kinross Total 669 643 689 808* 740A
* All 2021 metrics were independently assured by PWC LLP. n/r – not reported. * All 2021 metrics were independently assured by PWC LLP. n/r – not reported.

Five-Year Greenhouse Gas Emissions Intensity (Scope 1 and 2) Five-Year Greenhouse Gas Emissions (tonnes CO2e) (historical)*
(kilograms CO2e per tonne of ore processed) 2018 2019 2020 2021 2022
2018 2019 2020 2021 2022 Total Direct Emissions (Scope 1) 1,057,000 1,100,106 1,080,803 1,121,578 1,038,791
Scope 1 7.5 8.1 7.8 7.9 6.2 From Coal 0 0 0 0 0
Scope 2 4.1 3.8 4.0 3.9 2.5 From Diesel 952,169 954,500 948,247 1,003,027 853,866
Combined GHG Intensity 11.6 11.9 11.8 11.8* 8.7A From Furnace Oil 3,006 3,674 3,284 2,925 2,901
* All 2021 metrics were independently assured by PWC LLP. From Gasoline 5,445 6,251 5,582 5,239 6,015
From Natural Gas 0 0 0 0 0
Five-Year Greenhouse Gas Emissions Intensity (Scope 1 and 2)
(kilograms CO2e/Au eq. oz.) From Propane 8,122 8,649 9,142 6,771 6,355
From Heavy Fuel Oil 69,157 107,202 96,553 82,081 153,425
2018 2019 2020 2021 2022
Scope 1 431 439 457 542 531 From Aviation Fuel 5,473 5,423 4,436 6,969 0

Scope 2 238 204 232 266 209 From Ammonium Nitrate, Fuel Oil (ANFO) 6,315 6,156 5,912 5,708 5,218

Combined GHG Intensity 669 643 689 808* 740A From Emulsion 7,324 8,251 7,648 8,857 9,755

* All 2021 metrics were independently assured by PWC LLP. Total Indirect Emissions (Scope 2) 584,000 512,175 550,149 550,138 410,037
Total Emissions (Scope 1 and 2) 1,641,000 1,612,281 1,630,952 1,671,716 1,448,827A
Total Indirect Emissions (Scope 3) 138,000 123,720 122,798 112,151 2,238,538
* Historical data includes those sites that were operating during the reporting period.
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Energy and Materials Use

2022 Energy Summary by Site Three-Year Total Energy Summary (gigajoules)
Energy 2020 2021* 2022
Consumed
Total Energy Total Energy per Tonne of
Total Energy Consumption (GJ) – Non-Renewable 18,650,087 17,959,700 15,998,278A
Consumption Consumption Direct Energy Indirect Energy Total Energy Ore Processed Total Energy Consumption (GJ) – Renewable 2,782,788 3,919,022 4,388,998A
(gigajoules) – (gigajoules) – Consumption Consumption Consumed (megajoules/
Non-Renewable Renewable (gigajoules) (gigajoules) (gigajoules) tonne) Direct Energy Consumption (GJ) 15,034,901 15,602,664 14,382,077A

Americas Indirect Energy Consumption (GJ) 6,397,975 6,276,058 6,005,199A

Bald Mountain 1,779,696 24,764 1,635,311 169,150 1,804,461 113 Total Energy Consumption (GJ) 21,432,876 21,878,722 20,387,276A
Fort Knox 3,472,800 82,022 2,691,444 863,378 3,554,822 60 Energy Consumed per Tonne of Ore Processed (MJ/Tonne) 155 154 122A
La Coipa 733,593 286,481 717,001 303,073 1,020,074 523 * All 2021 metrics were independently assured by PWC LLP.

Paracatu 2,491,674 3,796,744 2,396,718 3,891,699 6,288,418 111

Round Mountain 2,750,956 198,986 2,172,044 777,899 2,949,943 111 Three-Year Electric Power From Renewable and Non-Renewable Sources (MWh)
West Africa 2020 2021 2022
Tasiast 4,769,559 0 4,769,559 0 4,769,559 726 Total Electricity Consumed from Grid and Site Generation 5,691,926 2,075,928 1,930,474
Kinross Total 15,998,278A 4,388,998A 14,382,077A 6,005,199A 20,387,277A 122A
Total Grid Electricity Purchased from Renewable Sources 772,997 483,446 517,012
Total Grid Electricity Purchased from Non-Renewable Sources 3,615,188 654,103 448,945
2022 Electric Power from Renewable and Non-Renewable Sources (MWh) Total Site Electricity from Renewable Sources (self-generation) 0 605,171 702,154
Total Grid % of Electric Total Site Electricity from Non-Renewable Sources (self-generation) 1,303,741 332,578 262,364
Total Grid Electricity Total Site Total Site Power
Total Electricity Electricity Purchased Electricity from Electricity from Sourced from Percent of Electric Power Sourced from Hydro-electric and Other Renewables 36 23 63
Consumed from Purchased from Non- Renewable Non-Renewable Hydro-electric
Grid and Site from Renewable Renewable Sources (self- Sources (self- and Other
Self-Generation Sources Sources generation) generation) Renewable Five-Year Total Electricity Consumption from Non-Renewable Sources (gigajoules)
Americas 2018 2019 2020 2021 2022
Bald Mountain 46,986 6,879 40,107 0 0 15 Total On-Site (Direct) Electricity Generated 1,044,574 1,324,208 1,303,741 1,197,283 944,509
Fort Knox 239,827 22,784 217,043 0 0 10 Diesel Power 1,044,574 1,324,208 1,303,741 1,197,283 944,509
La Coipa 84,187 79,578 4,609 0 0 95 Heavy Fuel Oil and Waste Oil 0 0 0 0 0
Paracatu 1,081,028 352,497 26,377 702,1541,2 0 98 Total On-Site (Direct) Electricity Sold 0 0 0 0 0
Round Mountain 216,083 55,274 160,809 0 0 26 Total On-Site (Direct) Electricity Consumed 1,044,574 1,324,208 1,303,741 1,197,283 944,509
West Africa
Tasiast 262,364 0 0 0 262,364 0
Kinross Total 1,930,475 517,012 448,945A 702,154 262,364A 63
1) Paracatu renewable percent is calculated based on the energy routed to Paracatu from three sources and is applied to total electricity consumed. Total electricity at Paracatu
represents the power consumed at site. 2) Total site elecricity from renewable sources includes hydropower plants at Paracatu.

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Energy and Materials Use

Five-Year Total Energy Consumed (Direct and Indirect) (gigajoules) Five-Year Total Energy Intensity (Direct and Indirect) (MJ/tonne of ore processed)
2018 2019 2020 2021 2022 2018 2019 2020 2021 2022
Direct Energy 14,720,000 15,289,607 15,034,901 15,602,664* 14,382,077A Direct Energy 104.2 112 108.4 109.8 86.2
Indirect Energy 6,602,000 6,301,889 6,397,975 6,276,058* 6,005,199A Indirect Energy 46.7 46.2 46.1 44.2 36.0
Total Energy Consumed 21,322,000 21,591,496 21,432,876 21,878,722* 20,387,276A Total Energy Consumed (GJ) 150.9 158.2 154.5 153.9* 122.1A
* All 2021 metrics were independently assured by PWC LLP.
* All 2021 metrics were independently assured by PWC LLP.

Five-Year Energy Consumption: Direct and Indirect Energy by Source (gigajoules) Five-Year Direct Non-Renewable Energy Consumption by Source (% of total consumption)
2018 2019 2020 2021 2022 2018 2019 2020 2021 2022

Direct Energy Consumption by Source Coal 0.0 0.0 0.0 0.0 0.0

Coal 0 0 0 0 0 Diesel 91.4 88.2 89.1 90.8 84.0

Diesel 13,453,251 13,480,255 13,391,941 14,165,593 12,076,503 Furnace Oil 0.3 0.3 0.3 0.3 0.3
Waste Oil 0.0 0.0 0.0 0.0 0.0
Furnace Oil 42,477 51,889 46,383 41,308 40,973
Gasoline 0.6 0.6 0.6 0.5 0.6
Waste Oil 0 0 0 0 0
Natural Gas 0.0 0.0 0.0 0.0 0.0
Gasoline 82,232 94,362 84,257 79,088 90,804
Propane 0.9 0.9 0.9 0.7 0.7
Natural Gas 0 0 0 0 0
Heavy Fuel Oil 6.4 9.5 8.7 7.1 14.4
Propane 126,353 134,140 141,777 105,004 98,551
Aviation Fuel 0.5 0.5 0.4 0.7 0.0
Heavy Fuel Oil 935,818 1,450,030 1,305,983 1,110,235 2,075,246
Aviation Fuel 79,696 78,930 64,560 101,435 0
2022 Significant Materials Use
Direct Renewable Energy Consumption 0 0 0 0 0
Cyanide Blasting Agents
Total Direct Non-Renewable Energy 14,720,000 15,289,607 15,034,901 15,602,664 *
14,382,077A
Diesel Fuel (m3) Heavy Fuel Oil (m3) (tonnes as CN) Lime (tonnes) (tonnes)
Indirect Energy Consumption by Source Americas
Grid and Site Electricity from Renewable Bald Mountain 41,510 0 6,209 22,213 9,506
Sources (GJ) n/r 2,923,728 2,782,789 3,919,022* 4,388,998 Fort Knox 69,151 0 2,278 28,442 19,511
Grid and Site Electricity from Non-Renewable La Coipa 18,679 0 1,506 4,426 8,082
Sources (GJ) 6,602,000 3,378,161 3,615,188 3,554,320* 2,560,7101 Paracatu 62,977 0 3,020 2,998 26,430
Total Direct and Indirect Energy Consumption Round Mountain 54,468 0 16,143 63,882 6,922
Total Combined Direct and Indirect West Africa
(Total Energy Consumption) 21,322,000 21,591,496 21,432,876 21,878,722 21,331,7841 Tasiast 70,864 51,909 4,368 14,596 17,727
* All 2021 metrics were independently assured by PWC LLP. n/r – not reported. Kinross Total 317,649 51,909 33,524 136,557 88,178
1) Includes fuel oil used at Tasiast for on-site generation.

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Water
2022 Water Summary by Site (m3) Five-Year Water Summary (m3)
Total Fresh Net Change 2018 2019 2020 2021 2022
Total Water Total Water Total Water Total Water % Total Water Water in Water
Withdrawn Discharged Used1 Recycled Recycled2 Consumed3 Consumed Storage Groundwater 27,405,000 36,758,854 33,645,858 36,508,361* 28,042,635A

Americas Surface Water 16,220,000 14,439,474 14,094,421 14,544,168* 3,077,203A

Bald Mountain* 2,744,394 0 50,856,749 48,163,098 95 2,693,651 2,693,651 50,743 Precipitation 33,483,000 24,258,028 39,874,129 37,966,996 35,953,533

Fort Knox 6,673,006 5,794,235 39,125,185 35,360,056 90 3,765,129 3,765,129 (2,886,357) Municipal – Third Party Sources 131,000 120,880 149,187 165,417* 141,060
La Coipa** 1,501,903 303,830 1,198,073 0 0 1,198,073 1,730 0 Salt/Brackish 4,365,000 4,641,549 4,395,965 3,565,994* 6,194,356
Paracatu 39,809,034 3,054,544 118,226,733 70,801,866 60 47,424,867 47,424,867 (10,670,377) Total Fresh Water Withdrawn from
Round Mountain 17,469,588 8,935,034 103,585,148 95,049,832 92 8,535,316 8,535,316 (762) Water Stressed Areas 288,000 440,879 1,797,856 2,771,665 3,262,803

West Africa Total Fresh Water Withdrawn from Water Stressed

Tasiast** 5,210,862 0 7,692,804 2,228,272 29 5,464,532 770,349 (253,670) Areas as a Percentage of Total Fresh Water (%) n/r 1% 2% 3% 4%

Kinross Total 73,408,787 18,087,643 320,684,691 251,603,124 78A 69,081,567 62,887,211A (13,760,423) Total Fresh Water Withdrawn 77,239,000 75,577,236 87,763,595 89,184,942 67,214,431

1) Total Water Used = consumed + recycled. 2) % recycled = recycled / used. 3) Total water consumed = withdrawn - discharged - net changes in storage. Total Water Withdrawn 81,473,000 80,408,051 92,339,784 92,923,678 73,408,787
* Indicates water-stress region.
Discharged to Groundwater
** La Coipa and Tasiast do not withdraw water from fresh water sources. Salt/brackish water is used in processing.
(Treated and Non-Treated) 5,227,000 11,296,047 10,876,076 10,045,445* 9,238,864A

Five-Year Water Intensity by Site (m3/tonne processed) Discharged to Surface Water

(Treated and Non-Treated) 5,383,000 14,951,360 16,462,425 14,825,272 8,848,779A
2018 2019 2020 2021 2022
Total Water Discharged 10,610,000 26,247,623 27,330,199 24,870,717 18,087,643
Americas
Total Water Consumed 60,506,000 54,345,325 59,892,564 63,828,406 69,081,567
Bald Mountain n/r 0.064 0.086 0.141 0.169
Total Fresh Water Consumed 56,142,000 49,514,725 55,308,074 60,089,670* 62,887,211A
Fort Knox n/r 0.049 0.074 0.079 0.063
Net Changes in Water Storage 10,487,000 -184,896 5,117,020 4,224,555 (13,760,423)
La Coipa n/r n/r n/r n/r 0.615
Waste Water n/r 189,266 180,224 172,742 257,820
Maricunga n/r 0 0 n/r n/r
Recycled Water 230,408,160 248,763,057 256,767,112 253,048,627 251,603,124
Paracatu n/r 0.666 0.803 0.753 0.841
Recycled Water Percentage (% of Water Used) 79% 82% 81% 80%* 78A
Round Mountain n/r 0.231 0.245 0.409 0.320
* All 2021 metrics were independently assured by PWC LLP. n/r – not reported.
West Africa
Tasiast n/r 0.874 0.831 1.009 0.832
Five-Year Water Intensity (m3)
Discontinued Operations
2018 2019 2020 2021 2022
Chirano (90%) n/r 0.905 0.600 0.597 n/r
Water Intensity per Tonne of Ore Processed 0.427 0.398 0.432 0.449* 0.414A
Kupol/Dvoinoye n/r 0.038 0.151 0.325 n/r
Water Intensity per Gold Equivalent Ounce Produced 24.7 21.7 25.3 30.9* 35.3A
Kinross Total n/r 0.398 0.432 0.449 *
0.414 A

Water Intensity per Revenue Dollar 0.019 0.016 0.014 0.017 0.020
* All 2021 metrics were independently assured by PWC LLP. n/r – not reported.
Fresh Water Intensity per Tonne of Ore Processed n/r n/r n/r 0.423 0.377
* All 2021 metrics were independently assured by PWC LLP. n/r – not reported.

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Water

2022 Water Withdrawal by Site (m3)

Total Fresh Water
Total Fresh Water Withdrawn* from Water-
Groundwater Surface Water Precipitation Municipal – Third Total Fresh Water Salt/Brackish Total Other Water Total Water Withdrawn* from Water- Stressed Areas as a % of Waste Water
(m3) (m3) (m3) Party Sources (m3) Withdrawn (m3) (m3) Withdrawn (m3) Withdrawn (m3) Stressed Areas1 (m3) Total Fresh Water (m3)
Americas
Bald Mountain 1,584,985 0 1,159,409 0 2,744,394 0 0 2,744,394 2,744,394 100 0
Fort Knox 5,254,117 0 1,418,889 0 6,673,006 0 0 6,673,006 0 0 0
La Coipa 0 0 1,730 0 1,730 1,500,173 0 1,501,903 1,730 100 39,347
Paracatu 4,522,864 3,077,203 32,067,907 141,060 39,809,034 0 0 39,809,034 0 0 0
Round Mountain 16,680,669 0 788,919 0 17,469,588 0 0 17,469,588 0 0 0
West Africa
Tasiast 0 0 516,679 0 516,679 4,694,183 0 5,210,862 516,679 100 218,473
Kinross Total 28,042,635A 3,077,203A 35,953,533 141,060 67,214,431 6,194,356 0 73,408,787 3,262,803 4.9 257,820
* Includes precipitation captured.

2022 Water Discharged by Site (m3) 2022 Total Treated Water Discharged by Site (m3)
Non-Treated Total Water Non-Treated Total Water Discharge by Discharge by Total Treated
to Treated to Discharged to to Surface Treated to Discharged to Total Water Active Treatment Passive Treatment Water Discharged
Groundwater Groundwater Groundwater Water Surface Water Surface Water Discharged
Americas
Americas Bald Mountain 0 0 0
Bald Mountain 0 0 0 0 0 0 0 Fort Knox 5,794,235 0 5,794,235
Fort Knox 0 0 0 0 5,794,235 5,794,235 5,794,235 La Coipa 303,830 0 303,830
La Coipa 0 303,830 303,830 0 0 0 303,830 Paracatu 0 980,091 980,091
Paracatu 0 0 0 2,074,453 980,091 3,054,544 3,054,544 Round Mountain 0 0 0
Round Mountain 8,935,034 0 8,935,034 0 0 0 8,935,034 West Africa
West Africa Tasiast 0 0 0
Tasiast 0 0 0 0 0 0 0 Kinross Total 6,098,065 980,091 7,078,156
Kinross Total 8,935,034 303,830 9,238,864 A
2,074,453 6,774,326 8,848,779 A
18,087,643

Five-Year Water Consumed, Recycled and Percentage Recycled (m3)

2018 2019 2020 2021 2022
Water Consumed 60,506,000 54,630,121 59,892,564 63,828,406 69,081,567
Water Recycled 230,408,160 248,763,057 256,767,112 253,048,627 251,603,124
Percentage Recycled 79 82 81 80* 78A
* All 2021 metrics were independently assured by PWC LLP.

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Tailings and Waste Rock

2022 Site Level Waste Rock Generated by Type (tonnes) Five-Year Total Waste Rock Mined (tonnes)
Potentially Acid Non-Potentially Acid % of Waste Rock That is 2018 2019 2020 2021 2022
Total Waste Rock Mined Generating Waste Rock Generating Waste Rock Geochemically Active Americas
Americas Bald Mountain 43,686,000 55,892,129 53,310,746 38,436,154 38,318,422
Bald Mountain 38,318,422 60,683 39,149,557 0 Fort Knox 39,221,000 48,008,353 36,222,348 34,867,494 24,619,298
Fort Knox 24,619,298 0 18,228,197 0 La Coipa n/r n/r n/r n/r 29,324,269
La Coipa 29,324,269 0 0 0 Paracatu 26,435,000 28,163,802 27,397,924 44,004,701 51,269,385
Paracatu 51,269,385 19,482,366 31,787,018 38 Round Mountain 54,806,000 63,195,157 65,457,573 62,489,409 47,352,865
Round Mountain 47,352,865 14,313,771 36,323,261 30
West Africa
West Africa
Tasiast 79,245,000 80,539,091 53,298,848 59,227,731 46,696,533
Tasiast 46,696,533 0 46,766,803 0
Discontinued Operations
Kinross Total 237,580,772 A
33,856,820 172,254,836 14
Chirano (90%) 451,000 7,462,924 5,782,931 6,460,708 n/r
Dvoinoye 445,000 378,000 80,760 0 n/r
Five-Year Total Tailings Produced (tonnes) Kupol 616,000 259,000 618,984 582,148 n/r
2018 2019 2020 2021 2022 Kinross Total 244,905,000 283,898,456 242,170,114 246,068,345* 237,580,772A
Americas * All 2021 metrics were independently assured by PWC LLP. n/r – not reported.
Bald Mountain 0 0 0 0 0
Fort Knox 10,154,000 8,079,908 9,155,563 8,060,058 8,984,611 2022 Tailings Facilities
La Coipa n/r n/r n/r n/r 1,948,606 Total Active Tailings Facilities (#) 10
Paracatu1 54,141,000 57,621,487 54,255,106 60,046,184 56,421,909 Total Inactive Tailings Facilities (#) 5
Round Mountain 3,652,000 3,640,759 3,823,712 4,080,165 3,856,378 Total Closed Tailings Facilities (#) 4
West Africa
Tasiast 3,734,000 5,226,029 5,349,083 3,732,525 6,571,869
Discontinued Operations
Chirano (90%) 3,156,000 3,111,459 2,947,722 3,090,078 n/r
Kupol/Dvoinoye 1,721,000 1,723,000 1,846,476 1,696,916 n/r
Kinross Total 76,558,000 79,402,642 77,377,662 80,705,926* 77,783,373A
* All 2021 metrics were independently assured by PWC LLP.
1) Includes approx 3% of recycled tailings.
n/r – not reported.

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Biodiversity and Land Use

2022 Biodiversity
Total Land Area Assessed for
Land Area Protected Habitat Areas Sites with Sites with Biological Resource Biodiversity in the Sites That Contain or are Adjacent to Areas of Total Land Area of Sites Adjacent to Areas of
by Kinross (ha) Restored (ha) Biodiversity Assessments Management Plans Past 5 Years (ha) Important Global/National Biodiversity Important Global/National Biodiversity (ha)
Americas
Bald Mountain 8,357 3 1 1 17,173 1 0
Fort Knox 0 12 1 1 0 0 0
La Coipa 22 0 1 1 0 0 0
Paracatu 5,241 0 1 1 5,241 1 13,188
Round Mountain 0 0 1 1 6,224 0 0
West Africa
Tasiast 0 12 1 1 45,564 1 33,242
Kinross Total 13,620 27 6 6 74,202 3 46,430

2022 IUCN Red-Listed Species by Level of Extinction Risk (# of species)

IUCN Red-Listed Species Critically Endangered Endangered Vulnerable Near Threatened Least Concern
Americas
Bald Mountain 396 0 2 7 6 381
Fort Knox 234 0 1 5 5 223
La Coipa 123 0 3 2 7 111
Paracatu 906 1 6 26 23 850
Round Mountain 404 0 1 8 4 391
West Africa
Tasiast 205 0 3 3 9 190
Kinross Total 2,268 1 16 51 54 2,146

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Biodiversity and Land Use

2022 Land Disturbance or Rehabilitation (ha)

Total Land Area Occupied by Total Land Disturbed and Not Yet Land Disturbed and Not Yet
Total Mining Concession Area Operational Activities Reclaimed at Beginning of FY Land Newly Disturbed During FY Land Reclaimed During FY Reclaimed at End of FY
Americas
Bald Mountain 53,345 5,525 3,750 168 3 3,918
Fort Knox 21,252 2,244 2,199 46 0 2,244
La Coipa 11,409 1,893 1,837 56 0 1,893
Paracatu 13,188 3,555 3,469 109 37 3,540
Round Mountain 6,197 3,659 3,659 0 0 3,659
West Africa
Tasiast 31,188 3,731 3,215 293 0 3,544
Kinross Total 136,579 20,607 18,165 671A 40A 18,798

Waste
Five-Year Waste Summary Estimates (tonnes) 2022 Aggregated Total of Hazardous and Non-Hazardous Waste Estimates (tonnes)
2018 2019 2020 2021 2022 Total Waste Generated (hazardous & non-hazardous) 42,336
Total Hazardous Waste 830 3,766 5,970 5,230* 8,041 Total Waste Disposed (hazardous & non-hazardous) 12,288
Total Non-Hazardous Waste 19,279 38,705 36,793 28,419 34,295 Total Waste Incinerated (hazardous & non-hazardous) 2,892
Total Waste Disposed 20,109 26,352 27,064 15,024* 12,288 Total Waste Recycled (hazardous & non-hazardous) 23,951A
Total Waste Incinerated n/r 2,974 1,721 1,796 2,892
Total Waste Recycled 12,306 15,300 13,979 16,830* 23,951A
Percent Recycled Waste 39 36 33 50 57
* All 2021 metrics were independently assured by PWC LLP.

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Waste

2022 Hazardous Waste Weight Estimates by Type (tonnes)

Total Hazardous
Total Hazardous Waste Total Hazardous Waste Total Hazardous Waste Total Hazardous Waste Waste Incinerated Total Hazardous Waste Total Hazardous Waste Percent of Hazardous Total Hazardous Waste
Generated Disposed On-Site Disposed Off-Site Incinerated With Energy Without Energy Recycled On-Site Recycled Off-Site Waste Recycled Stored On-Site
Americas
Bald Mountain 18.1 0.0 17.8 0.0 0.0 0.0 0.3 1% 0.0
Fort Knox 3.3 0.0 2.5 0.6 0.0 0.0 0.8 23% 0.0
La Coipa 460.9 0.0 186.0 0.0 0.0 0.0 274.9 60% 0.0
Paracatu 2,597.1 860.2 720.6 327.2 2.3 0.0 1,016.3 39% 0.0
Round Mountain 16.2 0.0 16.2 0.0 2.7 0.0 0.0 0% 0.0
West Africa
Tasiast 4,945.3 0.0 1,920.0 0.0 0.0 0.0 2,726.0 55% 299.3
Kinross Total 8,040.9 860.2 2,863.1 327.8 5.0 0.0A 4,018.3 A 50% 299.3

2022 Non-Hazardous Waste Weight Estimates by Type (tonnes)

Total Non-Hazardous Total Non-Hazardous Percent of Non-
Total Non-Hazardous Total Non-Hazardous Total Non-Hazardous Waste Incinerated Waste Incinerated Total Non-Hazardous Total Non-Hazardous Hazardous Waste Total Non-Hazardous
Waste Generated Waste Disposed On-Site Waste Disposed Off-Site With Energy Without Energy Waste Recycled On-Site Waste Recycled Off-Site Recycled Waste Stored On-Site
Americas
Bald Mountain 1,602.6 1,035.0 5.6 0.0 0.0 0.0 562.0 35% 0.0
Fort Knox 2,151.1 370.7 101.6 640.9 54.7 347.5 1,331.3 78% 0.0
La Coipa 2,040.6 1,345.1 695.5 0.0 597.7 0.0 0.0 0% 0.0
Paracatu 17,757.0 1,067.0 645.6 0.0 0.0 0.0 16,044.4 90% 0.0
Round Mountain 5,436.0 3,185.0 114.0 0.0 0.0 0.0 1,597.0 29% 540.0
West Africa
Tasiast 5,308.2 0.0 0.0 0.0 1,266.0 50.1 0.0 1% 5,258.1
Kinross Total 34,295.5 7,002.8 1,562.3 640.9 1,918.4 397.6A 19,534.7A 58% 5,798.1

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Air Emissions
2022 Air Emissions – Gas by Site (tonnes) Five-Year Air Emissions – Gas (tonnes)
SOx NOx 2018 2019 2020 2021* 2022
Americas NOx 2,331 2,413 2,377 2,473 2,162
Bald Mountain 1 257 SOx 938 1,237 1,129 1,076 1,419
Fort Knox 2 428 * All 2021 metrics were independently assured by PWC LLP.

La Coipa 0 0
Paracatu 53 390
Round Mountain 1 337
West Africa
Tasiast 1,362 750
Kinross Total 1,419 2,162

2022 Air Quality by Site (tonnes)

Mercury (Hg) Arsenic (As) Lead (Pb) Selenium (Se) VOC Particulate Matter 10 (PM10) Particulate Matter 2.5 (PM2.5) Carbon Monoxide
Americas
Bald Mountain 0.0000309 0.0000013 0.0000010 0.0000000 0.7075587 1.2197008 4.9473501 18.6647091
Fort Knox 0.0000310 0.0000070 0.0002790 0.0002470 0.0000000 1.4000000 0.0000000 2.5000000
La Coipa 0.0000000 0.0000000 0.0000000 0.0000000 0.0000000 0.0000000 0.0000000 0.0000000
Paracatu 0.0140000 0.0273000 0.0881000 0.0073000 0.0000000 10.0700000 0.0000000 62.3400000
Round Mountain 0.0058100 0.0001150 0.0000583 0.0011100 1.7704083 10.8897278 7.8318149 0.3261706
West Africa
Tasiast 0.0003200 0.1012898 0.1012898 0.1687040 3.3907430 633.2716660 0.0000000 1567.4494211
Kinross Total 0.0201919 0.1287131 0.1897281 0.1773610 5.8687100 656.8510946 12.7791650 1651.2803010

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Community Engagement
Five-Year Stakeholder Engagement Summary 2022 Complaints or Grievances by Category (Level 2 and Above) (# of complaints or grievances)
Grievances Recorded Community Feedback (# of expressions) Accounts payable 0
on Site Registers Stakeholder Stakeholders Air quality/dust 0
(level 2 and above) Interactions Engaged Per Day Negative 1
Positive 2
Blast events 0
2018 7 94,198 33 389 3,498
Business partners (contractors) 0
2019 14 90,303 31 683 3,571
Compensation practices 0
2020 12 104,930 36 464 5,265
Employment 0
2021 21 *
96,302 33 433 7,329
Environment 1
2022 9 A
78,955 37 257 7,201
Land access 1
* All 2021 metrics were independently assured by PWC LLP. 1) Includes negative complaints, grievances, feedback and press mentions. 2) Includes positive feedback
and press mentions. Noise 0
Other (miscellaneous) 2
2022 Complaints or Grievances Recorded on Site Registers (# of complaints or grievances) Resettlement 0
Level 1 (Generic Level 2 Level 3 Level 4 Level 5 Transportation incidents (speeding) 5
Stakeholder Complaint) (Grievances)A (Community Issues)A (Significant Incidents) (Major Incidents)
Workforce behaviour 0
Americas
Kinross Total 9
Bald Mountain 2 5 0 0 0
Fort Knox 0 1 0 0 0
Chile 8 1 0 0 0
Paracatu 61 1 0 0 0
Round Mountain 7 0 0 0 0
West Africa
Tasiast 3 1 0 0 0
Kinross Total 81 9 0 0 0

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Workforce
Five-Year Employees by Site (# of employees) Five-Year Contractors by Site (# of contractors)
2018 2019 2020 2021 2022 2018 2019 2020 2021 2022
Americas Americas
Bald Mountain 578 607 591 607 592 Bald Mountain 499 191 194 222 167
Chile Offices1 256 150 307 536 49 Chile Offices1 1,078 464 512 1208 159
Corporate & Other Offices2 377 354 368 380 417 Corporate & Other Offices2 55 68 116 92 232
Fort Knox3 621 658 687 710 736 Fort Knox3 36 60 84 93 134
La Coipa n/r n/r n/r n/r 591 La Coipa n/r n/r n/r n/r 1418
Paracatu4 1,701 1,616 1,702 1,759 1,720 Paracatu4 2,023 2,385 2,942 3,197 3,010
Round Mountain 861 887 880 864 828 Round Mountain 415 234 153 128 167
West Africa West Africa
Tasiast5 1,293 1,267 1,225 1,210 1,464 Tasiast5 2,692 2,448 2,204 2,873 2,827
Discontinued Operations Discontinued Operations
Chirano (100%) 1,037 1,037 930 928 n/r Chirano (100%) 896 1,355 1,300 1,427 n/r
Kupol/Dvoinoye 2,186 2,225 2,054 1,943 n/r Kupol/Dvoinoye 256 309 293 126 n/r
Russian Offices & Projects6 228 166 207 385 n/r Russian Offices & Projects6 n/r n/r n/r 92 n/r
Kinross Total 9,138 8,967 8,951 9,322 6,397 Kinross Total 7,950 7,514 7,798 9,458 8,114
1) Chile Offices includes: Copiapó, Santiago and Maricunga. 2) Corporate & Other Offices includes: Corporate, Kettle River, Great Bear and Las Palmas. 3) Fort Knox includes 1) Chile Offices includes: Copiapó, Santiago and Maricunga. 2) Corporate & Other Offices includes: Corporate, Kettle River, Great Bear and Las Palmas. 3) Fort Knox includes
Manh Choh. 4) Paracatu includes: Paracatu and Belo. 5) Tasiast includes: Tasiast and Nouakchott. 6) Russia Offices & Projects includes: Moscow, Magadan and Udinsk/Khabarovsk Manh Choh. 4) Paracatu includes: Paracatu and Belo. 5) Tasiast includes: Tasiast and Nouakchott. 6) Russia Offices & Projects includes: Moscow, Magadan and Udinsk/Khabarovsk
from 2018-2021. from 2018-2021.
n/r – not reported. n/r – not reported.

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Workforce

2022 Employees by Age (# of employees) 2022 Employees by Gender (# of employees)

<30 30 to 50 51+ Total Female % Male % Total
Americas Americas
Bald Mountain 125 297 170 592 Bald Mountain 89 15 503 85 592
Chile Offices1 3 31 15 49 Chile Offices1 17 35 32 65 49
Corporate & Other Offices2 70 243 99 412 Corporate & Other Offices2 170 41 242 59 412
Fort Knox3 132 447 157 736 Fort Knox3 77 10 659 90 736
La Coipa 68 376 147 591 La Coipa 57 10 534 90 591
Paracatu4 321 1,297 102 1,720 Paracatu4 153 9 1,567 91 1,720
Round Mountain 180 409 239 828 Round Mountain 201 24 627 76 828
West Africa West Africa
Tasiast5 127 1,167 170 1,464 Tasiast5 83 6 1,381 94 1,464
Kinross Total 1,0286 4,2707 1,099 6,3978 Kinross Total 8486 13A 5,5497 87 6,3978
1) Chile Offices includes: Copiapó, Santiago and Maricunga. 2) Corporate & Other Offices includes: Corporate, Denver, Kettle River, Great Bear, Reno, Netherlands and Las Palmas. 1) Chile Offices includes: Copiapó, Santiago and Maricunga. 2) Corporate & Other Offices includes: Corporate, Denver, Kettle River, Great Bear, Reno, Netherlands and Las Palmas.
3) Fort Knox includes Manh Choh. 4) Paracatu includes: Paracatu and Belo. 5) Tasiast includes: Tasiast and Nouakchott. 6) Includes 2 people from other location. 7) Includes 3) Fort Knox includes Manh Choh. 4) Paracatu includes: Paracatu and Belo. 5) Tasiast includes: Tasiast and Nouakchott. 6) Includes 1 person from other location. 7) Includes
3 people from other location. 8) Includes 5 people from other locations. 4 people from other locations. 8) Includes 5 people from other locations.

Five-Year Employees by Age (# of employees) Five-Year Employees by Gender (# of employees)

2018 2019 2020 2021 2022 2018 2019 2020 2021 2022
<30 1,578 1,525 1,410 1,393 1,028 Female 1,031 1,063 1,081 1,141 848
30 to 50 5,969 5,888 5,955 6,270 4,270 Male 8,062 7,904 7,870 8,181 5,549
51+ 1,546 1,554 1,586 1,659 1,099 Kinross Total 9,093 8,967 8,951 9,322 6,397
Kinross Total* 9,093 8,967 8,951 9,322 6,397 * All 2021 metrics were independently assured by PWC LLP.

* Total employee numbers may differ from totals in other tables due to calculation methods.
2022 USA Workforce by Race (# and % of employees)
% of Total USA
# FTE Total % of Mgmt Workforce
Asian 22 1 1
Black/African American 38 0 2
Hispanic/Latino 185 4 8
White 1,819 88 82
Indigenous/Native 96 1 4
Other 45 6 2

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Workforce

2022 Total Workforce by Employment Type (# of employees) 2022 National Employees by Country (% of management, % total workforce)
Brazil Canada Chile Mauritania USA Total Management Total Workforce
Gender Male Female Male Female Male Female Male Female Male Female Male Female Country
VP and above 2 1 29 5 1 0 3 1 6 1 41 8 Brazil 97.4 99.8
Director 13 1 30 11 7 2 14 5 20 6 84 25 Chile 95.8 99.7
Staff 281 101 108 108 167 31 345 49 267 94 1,168 383 Mauritania 65.7 96.4
Operator 1,271 50 25 4 376 31 1,030 47 1,528 280 4,230 412 United States 99.0 100.0
Part Time 0 0 2 1 0 0 0 0 0 1 2 2 Kinross Total 87.3 99.0A
Temporary 0 0 0 0 15 10 0 0 1 1 16 11
Kinross Total 1,567 153 194 129 566 74 1,392 102 1,822 383 5,541 841

2022 Workforce Composition (Employees) (# and % of employees) 2022 Management Local and National Employee Representation (# and % of employees)
Expat (#) Expat (%) National (#) National (%) Expat Percentage National Percentage
of All Management National of All Management
Americas
Expat Employees (%) (Incl Local) Employees (%)
Bald Mountain 0 0 592 100.0
Americas
Chile Offices 1
1 2 48 97.3
Bald Mountain 0 0 19 100
Corporate & Other Offices 2
7 2 405 98.2
Chile Offices1 1 6 16 100
Fort Knox 3
1 0 735 99.8
Corporate & Other Offices2 7 4 194 97
La Coipa 1 0 590 99.8
Fort Knox3 1 3 34 97
Paracatu 4
3 0 1,717 99.8
La Coipa 1 3 30 97
Round Mountain 0 0 828 100.0
Paracatu4 2 3 76 97
West Africa
Round Mountain 0 0 27 100
Tasiast 5,7
48 3 1,416 96.7
West Africa
Kinross Total 66 6
1 6,331 99.0
Tasiast5 32 41 46 59
1) Chile Offices includes: Copiapó, Santiago and Maricunga. 2) Corporate & Other Offices includes: Corporate, Denver, Kettle River, Great Bear, Reno, Netherlands and Las
Palmas. 3) Fort Knox includes Manh Choh. 4) Paracatu includes: Paracatu and Belo. 5) Tasiast includes: Tasiast and Nouakchott. 6) Includes 5 people from other locations. Kinross Total 476 10 4427 90
7) 24 of 27 agreed expat positions have been filled; other expats are related to projects and other services. 1) Chile Offices includes: Copiapó, Santiago and Maricunga. 2) Corporate & Other Offices includes: Corporate, Denver, Kettle River, Great Bear, Reno, Netherlands and Las
Palmas. 3) Fort Knox includes Manh Choh. 4) Paracatu includes: Paracatu and Belo. 5) Tasiast includes: Tasiast and Nouakchott. 6) Includes 5 people from other locations.
7) Includes 2 people from other locations.

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Workforce

Five-Year Employees Covered by Collective Bargaining Agreements (% of employees) Five-Year Female/Male Management (as a % of management)
2018 2019 2020 2021 2022 2018 2019 2020 2021 2022
Brazil 82 85 83 83 83 Female 16 18 19 19 21
Canada 0 0 0 0 0 Male 84 82 81 81 79
Chile 50 33 43 65 64
Mauritania 95 95 97 97 96 Five-Year Female Representation by Category (% of female employees)
United States 0 0 0 0 0
2018 2019 2020 2021 2022
Discontinued Operations
Board of Directors* 33 33 33 33 33
Ghana 92 91 100 92 n/r
Senior Management 15 14 17 15 15
Russia 0 0 0 0 n/r
Management 18 18 19 19 22
Kinross Total 40 40 41 41 51
Junior Management 16 18 19 18 21
Non-Management 11 11 12 12 13
Five-Year Strikes or Lockouts (# of strikes or lockouts) Revenue Generating Positions 7 8 8 8 9
2018 2019 2020 2021 2022 STEM Positions (as % of STEM positions) n/r n/r 14 14 15
Americas * Refer to Management Information Circular issued in the subsequent year in advance of the annual shareholders’ meeting.
n/r – not reported.
Bald Mountain 0 0 0 0 0
Fort Knox 0 0 0 0 0 2022 Ratio of Average Female Salary to Average Male Salary by Region
La Coipa n/r n/r n/r n/r 0
Brazil Chile Mauritania USA
Paracatu 0 0 0 0 0
Ratio Female/Male Average Salary 1.25 0.95 1.21 0.92
Round Mountain 0 0 0 0 0
West Africa
2022 Gender Pay Indicators
Tasiast 0 0 1 0 0
Discontinued Operations Employee Level (US$) Avg Female Salary Avg Male Salary

Chirano (100%) 0 0 0 0 n/r Executive (base salary only) 256,379 282,975

Kupol/Dvoinoye 0 0 0 0 n/r Management level (base salary) 122,335 120,420

Kinross Total 0 0 1 0 0 Non-Management level 53,281 41,495

n/r – not reported.

Five-Year CEO to Full-Time Employee (FTE) Salary
2022 Ratio of Average Female Salary to Average Male Salary by Category 2018 2019 2020 2021 2022

Senior Management Management Non-Management CEO Salary to Median FTE Salary 74 80 73 66 37

Ratio Female/Male Average Salary 0.91 1.02 1.28 CEO Salary to Mean FTE Salary (USD) 29 29 31 32 23
CEO Salary to Mean FTE Salary (EURO) 29 29 31 32 23

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Workforce

2022 Lowest Salary Compared to Minimum Wage and Living Wage1 by Country Five-Year Turnover Rate (% of turnover)
Ratio of Avg Kinross Base Ratio of Lowest Kinross 2018 2019 2020 2021* 2022A
Salary to Local Min Wage Base Salary to Living Wage
Voluntary 5.7 6.3 4.7 7.2 9.3
Brazil 1.49 1.25
Involuntary 4.3 5.6 6.2 4.7 4.5
Canada 1.60 1.24
Kinross Total 10.0 11.9 10.9 11.9 13.8
Chile 1.65 1.68
* All 2021 metrics were independently assured by PWC LLP.
Mauritania2 5.54 n/a
United States3,4 1.59 0.98 2022 Turnover Rate (Voluntary and Involuntary) by Management Level (% of turnover)
1) Living wage data source: https://tradingeconomics.com, no living wage data available for Mauritania. 2) For Mauritania, the minimum wage data were used (https://www.
minimum-wage.org/international/mauritania). 3) Wage data converted from local currency to USD at current rates. 4) Minimum wage in the USA varies depending on the 2020 2021 2022
state: Nevada is $9.50 per hr. and Alaska is $10.85 hr.
n/a – not available. Senior Management 17 12 41
Management 15 15 24
2022 Turnover by Country (number of employees)
Junior Management 15 15 22
Voluntary Involuntary Total
Brazil 66 97 163
Canada 44 42 86
Five-Year Turnover Rate (Voluntary and Involuntary) by Gender (% of turnover)
Chile 63 34 97 2018 2019 2020 2021 2022

Mauritania 21 22 43 Males

USA 391 92 483 Voluntary 5.1 5.9 4.3 6.7 8.4

Kinross Total 585 287 872 Involuntary 4.2 5.6 6.3 4.7 4.3

* Full-time employees only. Male Total 9.2 11.5 10.5 11.4 12.7
Females
Five-Year Turnover Rate (Voluntary and Involuntary) by Age (% of turnover) Voluntary 10.6 9.3 8.4 11.1 15.2
2018 2019 2020 2021 2022 Involuntary 5.1 5.4 5.7 4.5 6.2
<30
Female Total 15.7 14.7 14.1 15.7 21.3
Voluntary 7.5 6.1 5.6 11.5 15.3
Involuntary 5.0 7.8 6.0 4.2 5.5
<30 Total 12.5 13.9 11.6 15.7 20.8
30-50
Voluntary 4.6 4.8 3.7 5.7 7.9
Involuntary 3.8 5.6 5.6 3.8 3.9
30-50 Total 8.4 10.4 9.3 9.5 11.8
51+
Voluntary 8.1 8.1 7.7 9.7 9.4
Involuntary 5.6 7.5 8.8 8.0 6.3
51+ Total 13.7 15.7 16.5 17.7 15.7

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Workforce

2022 New Hires by Site (# and % of new hires) Five-Year New Hires by Age
% of Total <30 30-50 51+ Kinross Total
Total New Hires Employee Population
# % # % # % # %
Americas
2018 397 28 539 9 98 7 1,034 12
Bald Mountain 152 25.7
2019 314 23 407 7 99 7 820 10
Chile Offices1 9 18.4
2020 336 27 558 10 128 8 1,022 12
Corporate & Other Offices2 102 24.8
2021 336 28 698 12 163 10 1,197 14
Fort Knox3 151 20.5
2022 389 41 663 16 110 10 1,162 18
La Coipa 180 30.5
* New hires are calculated over full-time headcount only.
Paracatu4 152 8.8
Round Mountain 141 17.0 Five-Year New Hires by Gender (# of new hires, % of employees)
West Africa Male Female Kinross Total
Tasiast5 275 18.8 # % # % # %
Kinross Total 1,162 18.2 2018 1,283 15.9 282 27.4 1,565 17.2
1) Chile Offices includes: Copiapó, Santiago and Maricunga. 2) Corporate & Other Offices includes: Corporate, Kettle River, Great Bear, and Las Palmas. 3) Fort Knox includes 2019 670 8.5 150 14.1 820 9.1
Manh Choh. 4) Paracatu includes: Paracatu and Belo. 5) Tasiast includes: Tasiast and Nouakchott.
2020 871 11.1 151 14.0 1,022 11.4

Five-Year New Hires by Management Level (# of new hires) 2021 1,010 12.3 187 16.4 1,197 12.8
2022 938 16.9 224 26.4 1,162 18.2
2018 2019 2020 2021 2022
* Percent is calculated over total headcount, including full-time and temporary.
Senior Management 18 10 1 1 1
Management 61 47 59 66 48
Five-Year Open Positions Filled Internally (# of positions filled)
Junior Management 43 37 53 59 39
2018 2019 2020 2021 2022
Non-Management 973 773 962 1,130 1,113
Total Positions Filled n/r 763 904 974 861
Positions Filled by Internal Candidates 55 53 49 72 81
Five-Year Human Rights and Security Training (% trained)
Open Positions Filled by Internal Candidates Percentage 4.0% 6.9% 5.4% 7.4% 9.4%
2018 2019 2020 2021 2022 n/r – not reported.
Security personnel who completed human
rights and security training 100 99 96 94 100

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Workforce

2022 Employees Receiving Regular Performance and Five-Year Training and Development Time (# of hours of training per year)
Career Development Reviews by Category (# and % of employees) 2018 2019 2020 2021 2022
Females Females Males Males Americas
Female Receiving Receiving Male Receiving Receiving Bald Mountain 126 9,308 1,212 1,116 539
Employees (#) Reviews (#) Reviews (%) Employees (#) Reviews (#) Reviews (%)
Chile Offices1 2,018 4,547 5,223 15,459 40
Senior Management 8 8 100 44 41 93
Corporate & Other Offices2 690 2,564 2,646 1,483 5,506
Management 94 94 100 343 343 100
Fort Knox 6,009 1,720 0 2,048 3,998
Non-Management 746 487 65 5,162 2,858 55
La Coipa n/r n/r n/r n/r 10,137
Kinross Total 848 589 69 5,549 3,242 58
Paracatu 25,322 88,428 99,881 180,556 104,821
Round Mountain 52,841 14,998 4,708 21,487 4,307
Five-Year Training and Development Highlights (# of employees, hours, and total investment)
West Africa
2018 2019 2020 2021 2022 Tasiast 4,246 46,993 34,216 31,426 70,161
Employees Trained per Year (#) 7,260 7,316 5,471 7,026 5,019 Discontinued Operations
Number of Hours per Year (#) 158,742 210,967 269,855 293,602 199,509 Chirano (100%) 10,042 3,520 113,347 27,403 n/r
Investment per Year (000's $)) 5,631.9 4,338.4 2,604.7 4,051.9 3,588.1 Kupol/Dvoinoye 57,448 38,889 8,381 11,495 n/r
Avg Hours of Training per Employee 22 29 49 42 40 Russia Offices & Projects3 n/r n/r 241 1,130 n/r
Avg Training Cost per Employee ($) 776 593 476 577 715 Kinross Total 158,743 210,967 269,855 293,602 199,509
n/r – not reported.
Five-Year Number of Employees Trained Per Year (# of employees)
Five-Year Training and Development Investment ($ invested)
2018 2019 2020 2021 2022
2018 2019 2020 2021 2022
Americas
Americas
Bald Mountain 97 137 91 130 188
Bald Mountain 64,961 236,292 69,966 85,882 60,042
Chile Offices1 66 181 306 477 40
Chile Offices1 1,816 64,809 114,119 253,036 3,249
Corporate & Other Offices 2
176 196 247 310 284
Corporate & Other Offices2 904,058 307,850 91,656 557,070 301,384
Fort Knox 645 66 0 58 312
Fort Knox 1,067,217 14,100 73,062 62,970 222,646
La Coipa n/r n/r n/r n/r 673
La Coipa n/r n/r n/r n/r 141,368
Paracatu 1,701 1,519 1,702 1,759 1,720
Paracatu 695,709 385,889 337,385 461,400 262,647
Round Mountain 861 363 317 150 165
Round Mountain 658,295 747,334 287,470 147,895 12,653
West Africa
West Africa
Tasiast 636 3,360 1,184 1,225 1,637
Tasiast 1,122,831 1,661,693 1,037,129 2,059,702 2,584,109
Discontinued Operations
Discontinued Operations
Chirano (100%) 1,037 220 577 928 n/r
Chirano (100%) 115,107 164,318 82,608 241,355 n/r
Kupol/Dvoinoye 2,041 1,274 1,005 1,811 n/r
Kupol/Dvoinoye 1,001,921 756,182 486,699 166,263 n/r
Russia Offices & Projects3 n/r n/r 42 178 n/r
Russia Offices & Projects3 n/r n/r 24,616 16,342 n/r
Kinross Total 7,260 7,316 5,471 7,026 5,019
Kinross Total 5,631,915 4,338,467 2,604,710 4,051,915 3,588,098
n/r – not reported.
1) Chile offices includes: Copiapó and Maricunga. 2) Corporate & Other Offices includes: Corporate and Kettle River, Great Bear and Las Palmas. 3) Russia Offices & Projects
includes: Udinsk/Khabarovsk.
n/r – not reported.
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Board and Senior Management

Five-Year Board and Senior Leadership Team Highlights1
2018 2019 2020 2021 2022
Size of Board 9 9 9 9 9
Female Board Members (#) 3 3 3 3 3
Independent Board Members (#) 8 8 8 8 8
Max Board Member Term (years) 25 26 15 16 17
Average Board Tenure (years) 7.6 6.9 5.0 6.0 7.0
Average Age of Board (years) 61 60 60 61 62
Annual Board Member Retainer ($)2 175,920 184,776 188,496 189,312 177,192
Senior Leadership Team Members (#)3 6 4 4 5 6
Females in Senior Leadership Team (#) 1 1 1 1 2
Average Senior Leadership Team Salary ($)4 565,143 604,004 672,008 636,345 583,051
CEO Total Compensation ($) 6,157,108 6,876,648 7,709,382 6,992,477 6,544,645
1) Highlights sourced from the Management Information Circular issued in the subsequent year in advance of the annual shareholders’ meeting. 2) Annual board member
retainer, SLT salary and CEO compensation are paid in Canadian dollars and were converted to United States dollars for the purposes of this table using the exchange rate for
the respective year as disclosed in the Management Information Circular. 3) In 2022, the SLT increased to 6 members on September 1, 2022, with the appointment of Kathleen
Grandy, SVP Human Resources. Ned Jalil was also appointed to the SLT on September 1, 2022 in the role of SVP & CTO, replacing the former CTO. 4) 2018 and 2022 includes
only the top 5 named executive officers in our Management Information Circular. 2021 includes Claude Schimper, who joined the SLT on October 1, 2021.

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Economic Value
2022 Economic Value Distributed ($ millions)
Payments to Governments
Revenue – Income & In-Country Out-of-Country Economic Value
Metal Sales Royalties & Fees Corporate Tax Duties, Other Total to Govts In-Country Suppliers Employee Wages1 Community Suppliers Retained3
Brazil 1,021.5 14.9 120.1 16.1 151.1 543.9 52.6 2.6 44.6 226.7
Canada 0.0 0.8 0.0 0.3 1.1 58.0 13.5 0 0.3 (72.9)
Chile 183.6 0.0 3.2 2.3 5.5 207.1 32.8 1.4 1.6 (64.8)
Mauritania 935.0 46.3 9.3 31.6 87.2 220.0 72.4 1.1 380.8 173.5
USA 1,315.0 5.2 42.7 2.4 50.3 1,020.0 342.6 2.1 20.9 (120.9)
Corporate 0.0 0.9 1.3 47.2 49.4 116.6 168.0 1.7 31.9 (367.6)
Kinross Total 3,455.1 68.1 176.6 99.9 344.6 2,165.6 681.9 8.9 480.1 (226.0)
1) Wages include gross salaries and benefits paid to government institutions on behalf of employees, including pensions, insurance, payroll taxes and private health, as well as other employee support. 2) Corporate wages include expatriate wages of $20.9 million. 3) Refers to economic value retained by the Company and for each country is the net of revenue less
payments to governments, employees, suppliers, and community investments.

2022 Community Investments by Category* ($ and %)

Monetary (%) In-Kind (%) Beneficiaries (#) Beneficiaries (%)
Community Activities and Services 41 31 161,090 27
Economic Development and Infrastructure 7 27 33,563 6
Education 9 7 42,330 7
Environment 11 12 49,121 8
Health and Nutrition 13 17 280,966 46
Youth 19 4 38,343 6
COVID-19 Support 0 1 2,245 0
Kinross Total 100 100 607,658 100
* Does not include corporate.

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Economic Value

2022 Community Investments by Country ($) Five-Year Benefit Footprint* ($)

Monetary In-Kind 2018 2019 2020 2021 2022
Brazil 2,640,397 64,800 Payments to Governments 334,840,221 393,549,491 494,345,937 522,673,900 295,196,423
Chile1 1,408,693 744,503 Payments to Employees 598,414,443 604,842,531 639,763,365 641,323,690 530,527,824
Mauritania 1,082,747 272,847 Purchase of Goods and Services 2,783,434,761 2,382,245,365 2,184,561,479 2,433,690,053 2,497,151,404
USA2 2,116,172 716,785 Community Investments 5,992,416 5,873,745 8,501,821 5,407,281 7,280,706
Canada3 1,761,382 0 Kinross Total 3,722,681,840 3,386,511,131 3,327,172,602 3,603,094,924 3,330,156,357
Kinross Total 9,009,391 1,798,935 * Does not include corporate.

1) Includes Maricunga and La Coipa. 2) Includes Manh Choh and Kettle River. 3) Includes corporate and Great Bear.
Five-Year Benefit Footprint* (%)
2022 Distribution of Community Investments ($) 2018 2019 2020 2021 2022
Sites (monetary) 7,280,706 Payments to Government 9 12 15 15 9
Sites (in-kind) 1,798,935 Payments to Employees 16 18 19 18 16
Corporate (monetary) 1,728,685 Purchase of Goods and Services 75 70 66 68 75
Third party (monetary) 20,919 Community Investment 0.16 0.17 0.26 0.15 0.22
* Does not include corporate.

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Local Procurement
2022 Spending on Procurement by Site1 ($) 2022 Total Procurement1 by Country (% of total procurement)
National Spend In-Country Local2 Total In-Country Imported
Local Spend as Total as % of Total Imported Spend as Procurement Spend Brazil 10 92 8
Total Spend 2
Local Spend 3
% of Total Spend In-Country Spend Spend Imported Spend % of Total Spend as a % of Total BFP
Chile3 60 99 1
Americas
Mauritania See note 4 37 63
Bald Mountain 209,189,765 103,267,404 49 205,528,661 98 3,661,104 2 66
USA5 39 98 2
Alaska4 417,955,949 291,982,257 70 408,472,728 98 9,483,221 2 72
Kinross: All Sites 24 81 19
Chile5 208,660,568 125,787,784 60 207,068,468 99 1,592,100 1 83
1) Excludes corporate spending. 2) Local refers to the local benefit footprint area. 3) Includes La Coipa and
Paracatu 588,416,164 56,175,266 10 543,862,362 92 44,553,801 8 68 Maricunga. 4) Due to the remote location of Tasiast, we do not break down in-country procurement at the
local and regional levels. 5) Includes Manh Choh.
Round Mountain 383,536,705 1,855,803 0 376,702,593 98 6,834,112 2 72
West Africa
Five-Year Kinross-Wide Procurement (% of total procurement)
Tasiast 600,813,159 0 0 219,989,414 37 380,823,745 63 28
Local Total In-Country Imported
Kinross Total 2,408,572,310 579,068,514 24 1,961,624,226 81 446,948,083 19 61
2018 15 80 20
1) Spend data include only procurement, data do not include Corporate and other office, closed sites. 2) Includes in-country and imported. 3) Local refers to the local benefit footprint area around the site. 4) Alaska includes Fort Knox and Manh Choh.
5) Chile includes Maricunga and La Coipa. 2019 16 82 19
2020 20 82 18
Five-Year Local Procurement by Country 1
(%)
2021 20 83 17
2018 2019 2020 2021 2022 2022 22 82 18
Brazil 5 8 7 9 10 * Includes corporate.
Chile2 40 40 45 38 60
Ghana 1 1 1 0.37 n/r
Russia 25 26 28 27 n/r
USA3 31 29 36 40 39
Kinross: All Sites 15 16 20 21 24
1) Does not include corporate. 2) Includes La Coipa and Maricunga. 3) Includes Manh Choh.
n/r – not reported.

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Five-Year Water recycling Rates Five-Year Water recycling Rates

Appendix: Five-Year Material Topic Metrics from Continuing Operations

This data appendix provides a summary of adjusted data for key metrics during the reporting period 2018-2022. Data shown for all years
represent continuing operations, excluding our Russian and Ghanaian operations, both of which were divested in 2022.

PRODUCTION
Five-Year Production Performance Highlights from Continuing Operations
2018 2019 2020 2021 2022
Tonnes of Ore Processed (000s) 136,354 131,689 134,032 137,363 166,907 FIVE-YEAR TONNES OF ORE PROCESSED FIVE-YEAR GOLD EQUIVALENT OUNCES
(continuing operations) (000s) (continuing operations)
Gold Equivalent Ounces 1,698,356 1,760,535 1,702,428 1,447,240 1,957,237
Revenue 2,184 2,420 2,998 2,595 3,389
166,907 1,957,237
1,698,356 1,760,535 1,702,428
GOVERNANCE 136,354 131,689 134,032 137,363
Five-Year Water recycling Rates 1,447,240
Five-Year Governance Performance Highlights from Continuing Operations
2018 2019 2020 2021 2022
Ethics and Transparency
Substantiated Cases of Corruption (#) 0 0 0 0 0
Human Rights
2018 2019 2020 2021 2022
Substantiated Allegations of Human 2018 2019 2020 2021 2022
Rights Violations (#) 0 0 1 2 2
Stakeholder Engagement
Stakeholders Engaged per Day per Operation
(# of people) 36 30 28 29 37 FIVE-YEAR REVENUE
($ millions) (continuing operations)
Key Stakeholder Interactions vs. Planned
(% completion) n/r 98 89 97 97
3,389
n/r – not reported.
2,998
2,595
2,420
2,184

2018 2019 2020 2021 2022

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Appendix
Appendix cont’d
ENVIRONMENT
Five-Year Environmental Performance Highlights from Continuing Operations
2018 2019 2020 2021 2022
FIVE-YEAR WATER RECYCLED FIVE-YEAR ENERGY INTENSITY RATE
Water (%) (continuing operations) (MJ/tonne of ore processed) (continuing operations)
Water Intensity (m3/tonne of ore processed) 0.424 0.389 0.431 0.447 0.414
Water Consumed (m3) 57,823,000 51,249,258 57,732,604 61,452,244 69,081,588
81 83 81 137 135 135
Water Recycled (%) 81 83 81 80 78 80 78 130
122
Energy Five-Year Water recycling Rates Five-Year Water recycling Rates

Energy Intensity (MJ/tonne of ore processed) 130 137 135 135 122
Greenhouse Gas Emissions
GHG Intensity Rate
(kg CO2e/tonne of ore processed) 10.1 10.3 10.1 10.2 8.7
GHG Intensity Rate (kg CO2e /au eq. oz.) 813 774 797 970 740
2018 2019 2020 2021 2022 2018 2019 2020 2021 2022
Tailings
Five-Year Management
Water recycling Rates Five-Year Water recycling Rates
Tailings Facilities Incidents (#) 0 0 0 0 0
Land
Land Reclaimed at Active Operations (ha) 258 395 121 81 40
FIVE-YEAR GHG INTENSITY RATE FIVE-YEAR GHG INTENSITY RATE
Biodiversity (kg CO2e/tonne of ore processed) (kg CO2e/au eq. oz.) (continuing operations)
Biodiversity (% of mine locations with biological (continuing operations)
resource management plans) in Areas of Critical/
970
High Biodiversity Value 100 100 100 100 100
10.1 10.3 10.1 10.2 813 797
8.7 774 740

FIVE-YEAR WATER INTENSITY FIVE-YEAR WATER CONSUMED

(m3/tonnes of ore processed) (continuing operations) (000 m3) (continuing operations)

0.424 0.431 0.447 69,082

0.414 2018 2019 2020 2021 2022 2018 2019 2020 2021 2022
0.389 61,452
57,823 57,733
51,249

2018 2019 2020 2021 2022 2018 2019 2020 2021 2022

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Appendix

Appendix cont’d
SOCIAL
Five-Year Social Performance Highlights from Continuing Operations
2018 2019 2020 2021 2022 FIVE-YEAR EMPLOYEES FIVE-YEAR CONTRACTORS
Safety1 (#) (continuing operations) (#) (continuing operations)

Fatalities (#) 0 0 1 1 1
7,813 8,114
Total Reportable Injury Frequency Rate (TRIFR) 6,397
(per 200,000 hours worked) 0.27 0.29 0.35 0.34 0.34 6,066 6,798
5,687 5,539 5,760
Five-Year Water recycling Rates 5,850 6,205
Total Employee Field Engagements (per employee/per year) 3.8 4.0 4.6 6.7 10.0
Total Corrected Hazards (per employee/per year) 4.0 4.4 4.1 3.9 5.3
Critical Risk Management (avg # of deep dive reviews) n/r 6 8 11 14
Workforce
Total Number of Employees (#) 5,687 5,539 5,760 6,066 6,397
Total Number of Contractors (#) 6,798 5,850 6,205 7,813 8,114
2018 2019 2020 2021 2022 2018 2019 2020 2021 2022
Turnover – Involuntary (% of total workforce) n/r 7.3 5.7 4.5 4.5
Turnover – Voluntary (% of total workforce) n/r 6.9 5.7 8.0 9.3
Workforce from within Host Countries
(% of in-country workforce) 98.6 98.5 98.9 99.0 99.0
FIVE-YEAR TOTAL GLOBAL SPEND
Gender Diversity – Women (% of total workforce) n/r 13.2 13.2 13.0 13.3
(millions $) (continuing operations)
Community Grievances
Grievances and Community Issues (#) 6 12 7 11 9
3,201
Percentage of Grievances Resolved within Target Timeframe 83 92 100 82 78
2,779 2,793 2,671
Stakeholder Feedback
Community & Media Feedback – Positive Expressions (#) 3,193 3,159 3,210 4,759 7,201 2,199
Community & Media Feedback – Negative Expressions (#) 379 664 435 402 248
Local Benefit
Total Global Spend (millions $) 2,779 2,793 2,199 2,671 3,201
Host Country (with operations) procurement spend
(% of total procurement spend) 81 81 82 83 81 2018 2019 2020 2021 2022
Host Country Total Spend
(as % of total spend in all jurisdications) 79 80 81 82 80
Local Component of Total Benefit Footprint
(value distributed locally) 20.2 21.6 24.3 24.4 28.6
Community and Corporate Contributions Including Cash
and Estimated In-Kind, and Third-Party Support ($) 5,620,805 7,372,483 9,983,984 6,625,970 10,829,245
1) Safety data is unadjusted.
n/r – not reported.

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GRI

GRI Content Index

Kinross is reporting in reference to the Global Reporting Initiative Standards, including the G4 Mining and Metals Sector Disclosures. This GRI index references the standards that are relevant to Kinross. In some
instances, reference is made to our website, 2022 Annual Report, Annual Information Form, Management Information Circular and other relevant documents. The disclosures referenced are available in the
corresponding documents, which are available online through the hyperlinks provided.

GRI Standard Disclosures Location and Response Page Number UNGC Principle
GRI 2: General Disclosures 2021
2-1 Organizational details 2022 Sustainability and ESG Report 3
Annual Information Form 5
2-2 Entities included in the organization’s sustainability reporting Annual Information Form – Description of the Business 11
Annual Information Form – Corporate Structure 5
2-3 Reporting period, frequency and contact point 2022 Sustainability and ESG Report – About this Report 119
2-4 Restatements of information 2022 Sustainability and ESG Report – About this Report 119
2-5 External assurance 2022 Sustainability and ESG Report – About this Report 119
Independent Practitioner’s Limited Assurance Report 120
2-6 Activities, value chain and other business relationships Annual Information Form – Description of the Business 11
2022 Sustainability and ESG Report – Responsible Procurement 51
2-7 Employees 2022 Sustainability and ESG Report – Employment 86
2022 Data Tables – Workforce 139
2-8 Workers who are not employees 2022 Data Tables – Workforce 71 6
Reported as the number of contractors who perform work for the organization but are not in an employment relationship. 139
2-9 Governance structure and composition 2023 Management Information Circular 11-12
2-10 Nomination and selection of the highest governance body 2023 Management Information Circular 24, 29-41
2-11 Chair of the highest governance body 2023 Management Information Circular 34 7
2-12 Role of the highest governance body on overseeing the management of impacts 2023 Management Information Circular 45-46
2022 Sustainability and ESG Report – Corporate Governance and Risk
2-13 Delegation of responsibility for managing impacts 2022 Sustainability and ESG Report – Corporate Governance – ESG Governance 37
2-14 Role of highest governance body in sustainability reporting Charter of the Corporate Responsibility and Technical Committee 4
2023 Management Information Circular – Appendix A 145-146
2-15 Conflicts of Interest 2023 Management Information Circular – Code of Business Conduct and Ethics 127 10
Code of Business Conduct and Ethics 2-5, 9
2022 Sustainability and ESG Report – Ethical Compliance and Anti-Corruption 48
2-16 Communication of critical concerns 2022 Sustainability and ESG Report – Corporate Governance and Risk 37-38
2022 Sustainability and ESG Report – Relationships with Stakeholders 96-99
2-17 Collective knowledge of the highest governance body 2023 Management Information Circular – New Director Orientation and Continuing Education 132-138
2-18 Evaluation of the performance of the highest governance body 2023 Management Information Circular – Assessing the Board 130

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GRI

GRI Standard Disclosures Location and Response Page Number UNGC Principle
GRI 2: General Disclosures 2021
2-19 Remuneration policies 2023 Management Information Circular – Director Compensation 41-44
2023 Management Information Circular – Executive Compensation 61-110
2-20 Process to determine remuneration 2023 Management Information Circular – Director Compensation 41-44
2023 Management Information Circular – Executive Compensation 61-110
2-21 Annual total compensation ratio 2022 Sustainability and ESG Report – 2022 Data Tables – Five-Year CEO to Full-Time Employee Salary 142
2-22 Statement on Sustainable Development 2022 Sustainability and ESG Report – CEO Message to Stakeholders 4
2022 Sustainability and ESG Report – Chair Message to Stakeholders 6
2-23 Policy commitments Code of Business Conduct and Ethics 1-28
Ethical Conduct
Human Rights
Supply Chain
2-24 Embedding policy commitments Policy and Management Approach Documents
2-25 Processes to remediate negative impacts Whistleblower Policy
Stakeholder Engagement
2022 Sustainability and ESG Report – Stakeholder Engagement 23
2022 Sustainability and ESG Report – Community Engagement 94-99
2-26 Mechanisms for seeking advice and raising concerns Ethical Conduct
Whistleblower Policy
Stakeholder Engagement
2022 Sustainability and ESG Report – Stakeholder Engagement 23
2022 Sustainability and ESG Report – Community Engagement 94-99
2-27 Compliance with laws and regulations 2022 Sustainability and ESG Report – ESG Regulatory Compliance 47
2022 Sustainability and ESG Report – 2022 Data Tables – Environmental Compliance 126
Annual Information Form – Legal Proceedings and Regulatory Actions 66-68
2-28 Membership associations Memberships
2-29 Approach to stakeholder engagement 2022 Sustainability and ESG Report – Stakeholder Engagement 23
2022 Sustainability and ESG Report – Community Engagement 94
2-30 Collective bargaining agreements 2022 Sustainability and ESG Report – Labour Rights 50
Annual Information Form – Employees 11
2022 Data Tables – Workforce 142
GRI 3: Material Topics 2021
3-1 Process to determine material topics 2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
3-2 List of material topics 2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
3-3 Management of material topics See topic specific disclosures and Management Approach documents cited within this report and available
at Kinross.com

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GRI

Topic Specific Disclosures

GRI Standard Disclosures Location and Response Page Number UNGC Principle
GRI 201: Economic Performance 2016
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 21
Benefit Footprint
Tax Transparency
201-1 Direct economic value generated and distributed 2022 Sustainability and ESG Report – Generating Shared Value 108-109
201-2 Financial implications and other risks and opportunities due to climate change 2022 Sustainability and ESG – Climate and Energy 74-75
Annual Information Form – Risk Factors 64-65
Kinross’ Climate Report is published annually and provides information on our climate strategy and performance data.
The most recent reporting can be found at Kinross.com
201-3 Defined benefit obligations and other retirement plans Kinross does not offer defined retirement benefit plans to its employees. We do offer defined contribution and/or
savings plans for retirement to our employees, which vary depending upon the jurisdiction where they work and local
market conditions.

201-4 Financial assistance received from government Kinross did not receive any financial assistance from governments in 2022.
GRI 202: Market Presence 2016
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
Compensation
Local Employment
202-1 Ratios of standard entry level wage by gender compared to local minimum wage 2022 Sustainability and ESG Report – Local Compensation 112
2022 Data Tables – Workforce 142
Equal remuneration data show that men and women are compensated equitably and competitively within the local market.
The ratio of the wages paid by Kinross to the lowest minimum wage is for all employees and not reported by gender.
202-2 Proportion of senior management hired from the local community 2022 Sustainability and ESG Report – Local Employment 111
2022 Data Tables – Workforce 141
GRI 203: Indirect Economic Impacts 2016
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
Benefit Footprint
Community Development
203-1 Infrastructure investments and services supported 2022 Sustainability and ESG Report – Advancing the Sustainable Development Goals 2022 30-35
2022 Sustainability and ESG Report – Local Benefit and Community Development 108-118
203-2 Significant indirect economic impacts 2022 Sustainability and ESG Report – Advancing the Sustainable Development Goals 2022 30-35
2022 Sustainability and ESG Report – Local Benefit and Community Development 108-118

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GRI

Topic Specific Disclosures

GRI Standard Disclosures Location and Response Page Number UNGC Principle
GRI 204: Procurement Practices 2016
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
Supply Chain
Benefit Footprint
Local Procurement
204-1 Proportion of spending on local suppliers 2022 Sustainability and ESG Report – Local Procurement 112-113
GRI 205: Anti-Corruption 2016
3-3 Management of Material Topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18 10
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
Ethical Conduct
Supply Chain
Code of Business Conduct and Ethics
Whistleblower Policy
205-1 Operations assessed for risks of corruption 2022 Sustainability and ESG Report – Ethical Compliance and Anti-corruption 48
205-2 Communication and training about anti-corruption policies and procedures 2022 Sustainability and ESG Report – Performance Highlights 8
2022 Sustainability and ESG Report – Ethical Compliance and Anti-corruption 48
205-3 Confirmed incidents of corruption and actions taken 2022 Sustainability and ESG Report – Performance Highlights 8
2022 Sustainability and ESG Report – Ethical Compliance and Anti-corruption 48
GRI 207: Tax 2019
3-3 Management of Material Topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18 10
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
Ethical Conduct
Tax Transparency
207-1 Approach to tax 2022 Sustainability and ESG Report – Tax Transparency 53 10
Tax Transparency
2022 Annual Report – Management’s Discussion and Analysis MDA 28
2022 Annual Report – Notes to the Consolidated Financial Statements FS 47-49
207-2 Tax governance, control and risk management Tax Transparency 10
Charter of the Audit and Risk Committee
Annual Information Form – Risk Factors 52
2022 Annual Report – Notes to the Consolidated Financial Statements FS 47-49
207-3 Stakeholder engagement and management of concerns related to tax 2022 Sustainability and ESG Report – Stakeholder Engagement 23-27
2022 Annual Report – Notes to the Consolidated Financial Statements FS 47-49
207-4 Country-by-country reporting 2022 Sustainability and ESG Report– Generating Shared Value 108
2022 Data Tables – Economic Value 147
Kinross reports annually under the Extractive Sector Transparency Measures Act (ESTMA) detailing our payments to
governments on a country-by-country per payee basis. For our most recent ESTMA Report, go to Kinross.com

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GRI

Topic Specific Disclosures

GRI Standard Disclosures Location and Response Page Number UNGC Principle
GRI 301: Materials 2016
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
2022 Sustainability and ESG Report – Aligning with ESG Standards and Frameworks – Cyanide Code 45
301-1 Materials used by weight or volume 2022 Data Tables – Production 123
2022 Data Tables – Significant Materials Use 130
Kinross does not report by non-renewable and renewable materials used.
301-2 Recycled input materials used Not material to Kinross production.
Recycling is carried out under our waste management program. See 2022 Sustainability and ESG Report – 2022 Data 135-136
Tables – Waste
301-2 Reclaimed products and their packaging materials Not material to Kinross production.
GRI 302: Energy 2016
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18 7, 8, 9
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
Climate Change
Kinross’ Climate Report is published annually and provides information on our climate strategy and performance data.
The most recent reporting can be found at Kinross.com
302-1 Energy consumption within the organization 2022 Sustainability and ESG Report – Climate and Energy 71-72 7, 8, 9
2022 Data Tables – Energy and Materials Use 129-130
Kinross has been disclosing to the CDP Climate since 2006. For our most recent submission, visit CDP Climate Response
302-3 Energy intensity 2022 Sustainability and ESG Report – Performance Highlights 9 7, 8, 9
2022 Sustainability and ESG Report – Climate and Energy 71-72
2022 Data Tables – Energy and Materials Use 129-130
302-4 Reduction in energy consumption 2022 Sustainability and ESG Report – Climate and Energy 71-72 7, 8, 9
2022 Data Tables – Energy and Materials Use 129-130
302-5 Reductions in energy requirements of products and services Not applicable to Kinross’ business.
GRI 303: Water and Effluents 2018
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18 7, 8, 9
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
Environment
Water
303-1 Interactions with water as a shared resource Water 7, 8, 9
2022 Sustainability and ESG Report – Water Use and Water Risk 56-59
2022 Sustainability and ESG Report – Key Stakeholder Issues 106
Kinross discloses annually to the CDP Water. For our most recent submission, visit CDP Water Risk Response
303-2 Management of water discharge-related impacts Water 7, 8, 9
2022 Sustainability and ESG Report – Water Use and Water Risk 56-59
CDP Water Risk Response
303-3 Water withdrawal 2022 Sustainability and ESG Report – Water Use and Water Risk 56-59 7, 8
2022 Data Tables – Water 131-132
CDP Water Risk Response

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GRI

Topic Specific Disclosures

GRI Standard Disclosures Location and Response Page Number UNGC Principle
GRI 303: Water and Effluents 2018
303-4 Water discharge 2022 Sustainability and ESG Report – Water Use and Water Risk 56-59 8, 9
2022 Data Tables – Water 131-132
CDP Water Risk Response
303-5 Water consumption 2022 Sustainability and ESG Report – Performance Highlights 9 7, 8, 9
2022 Sustainability and ESG Report – Water Use and Water Risk 56-59
2022 Data Tables – Water 131-132
CDP Water Risk Response
Kinross does not report water used by suppliers.
GRI 304: Biodiversity 2016
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18 7, 8
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
Environment
Biodiversity
304-1 Operational sites owned, leased, managed in, or adjacent to, protected areas and 2022 Sustainability and ESG Report – Biodiversity and Land Use 60-62 7, 8
areas of high biodiversity value outside of protected areas 2022 Data Tables – Biodiversity and Land Use 134-135
2022 Sustainability and ESG Report – Water Use and Water Risk – (Wetland Restoration in Chile) 59
304-2 Significant impacts of activities and products and services on biodiversity 2022 Sustainability and ESG Report – Biodiversity and Land Use 60-65, 68
2022 Data Tables – Biodiversity and Land Use 134-135
304-3 Habitats protected or restored 2022 Sustainability and ESG Report – Biodiversity and Land Use 60-65, 68 7, 8
2022 Data Tables – Biodiversity and Land Use 134-135
304-4 IUCN Listed Species by level of extinction risk 2022 Sustainability and ESG Report – Biodiversity and Land Use 61
2022 Data Tables – Biodiversity and Land Use – Species by Extinction Risk 134
G4-MM1 Amount of land (owned or leased, and managed for production activities or extractive 2022 Sustainability and ESG Report – Biodiversity and Land Use 135
use) disturbed or rehabilitated 2022 Sustainability and ESG Report – Integrated Mine Closure 67
2022 Data Tables – Land Disturbed and Rehabilitated 135
G4-MM2 The number and percentage of total sites identified as requiring biodiversity 2022 Sustainability and ESG Report – Performance Highlights 9 7, 8
management plans according to stated criteria, and the number (percentage) of those 2022 Sustainability and ESG Report – Biodiversity and Land Use 60
sites with plans in place. 2022 Data Tables – Biodiversity and Land Use 134
GRI 305: Emissions 2016
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18 7, 8, 9
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
Safety and Sustainability Policy
Climate Change 14-18
2022 Sustainability and ESG Report – Climate and Energy 71-75
Kinross’ Climate Report is published annually and provides information on our climate strategy and performance data.
The most recent reporting can be found at Kinross.com
Air Quality

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GRI

Topic Specific Disclosures

GRI Standard Disclosures Location and Response Page Number UNGC Principle
GRI 305: Emissions 2016
305-1 Direct (Scope 1) GHG emissions 2022 Sustainability and ESG Report – Climate and Energy 72-73 7, 8
2022 Data Tables – Greenhouse Gas Emissions 126-127
Kinross’ Climate Report is published annually and provides information on our climate strategy and performance data.
The most recent reporting can be found at Kinross.com
CDP Climate Response
Kinross’ GHG emissions are calculated using emissions factors from The Greenhouse Gas Protocol: A Corporate
Accounting and Reporting Standard (Revised Edition).
305-2 Indirect (Scope 2) GHG emissions 2022 Sustainability and ESG Report – Climate and Energy 72 7, 8
2022 Data Tables – Greenhouse Gas Emissions 126-127
Kinross’ Climate Report is published annually and provides information on our climate strategy and performance data.
The most recent reporting can be found at Kinross.com
CDP Climate Response
Kinross’ GHG emissions are calculated using emissions factors from The Greenhouse Gas Protocol: A Corporate
Accounting and Reporting Standard (Revised Edition).
305-3 Other (indirect) (Scope 3) GHG emissions 2022 Sustainability and ESG Report – Climate and Energy 72 7, 8
2022 Data Tables – Greenhouse Gas Emissions 126-127
Kinross’ Climate Report is published annually and provides information on our climate strategy and performance data.
The most recent reporting can be found at Kinross.com
CDP Climate Response
Scope 3 emissions were calculated based on the GHG Protocol Corporate Value Chain (Scope 3) Accounting and
Reporting Standard.
305-4 GHG emissions intensity 2022 Sustainability and ESG Report – Performance Highlights 9 7, 8
2022 Sustainability and ESG Report – Climate and Energy 72
2022 Data Tables – Greenhouse Gas Emissions 126-127
2022 CDP Climate Response
Kinross’ GHG emissions are calculated using emissions factors from The Greenhouse Gas Protocol: A Corporate
Accounting and Reporting Standard (Revised Edition).
305-5 Reductions of GHG emissions 2022 Sustainability and ESG Report – Climate and Energy 71-73 7, 8, 9
2022 CDP Climate Response
Kinross’ Climate Report is published annually and provides information on our climate strategy and performance data.
The most recent reporting can be found at Kinross.com
305-6 Emissions of ozone-depleting substances Kinross does not report ozone-depleting substances.
305-7 Emissions of Nitrogen oxides (NOx), Sulfur oxides (SOx) and other significant 2022 Sustainability and ESG Report – Air Quality 70 7, 8
air emissions 2022 Data Tables – Air Emissions 137

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GRI

Topic Specific Disclosures

GRI Standard Disclosures Location and Response Page Number UNGC Principle
GRI 306: Waste 2020
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18 7, 8, 9
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
Safety and Sustainability Policy
2022 Sustainability and ESG Report – Waste Management 69
Waste Management
Cyanide Management
306-1 Waste generation and significant waste-related impacts 2022 Sustainability and ESG Report – Waste Management 69 7, 8, 9
Cyanide Management
2022 Data Tables – Waste 135-136
Does not include waste generated upstream or downstream from Kinross’ value chain.
306-2 Management of significant waste-related impacts 2022 Sustainability and ESG Report – Waste Management 69
Waste Management
Cyanide Management
306-3 Waste generated 2022 Sustainability and ESG Report – Waste Management 69 8
2022 Data Tables – Waste 135-136
306-4 Waste diverted from disposal 2022 Sustainability and ESG Report – Waste Management 69 8, 9
Waste Management
2022 Data Tables – Waste 135-136
306-5 Waste directed to disposal 2022 Sustainability and ESG Report – Waste Management 69 8
Waste Management
2022 Data Tables – Waste 135-136
GRI: Sector Specific Tailings and Mineral Waste
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18 7, 8, 9
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
Safety and Sustainability Policy
2022 Sustainability and ESG Report – Tailings Management and Mineral Waste 65-66
Tailings Management
G4-MM3 Total amounts of overburden, rock, tailings and sludges and associated risks 2022 Sustainability and ESG Report – Tailings Management and Mineral Waste 66 7, 8, 9
2022 Data Tables – Tailings and Waste Rock 133
GRI 306: Effluents and Waste 2016
306-3 Significant spills Kinross reported zero significant spills in 2022. 7, 8
2022 Sustainability and ESG Report – ESG Regulatory Compliance 47
2022 Data Tables – Environmental Compliance 126

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GRI

Topic Specific Disclosures

GRI Standard Disclosures Location and Response Page Number UNGC Principle
GRI 308: Supplier Environmental Assessment 2016
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18 7, 8
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
2022 Sustainability and ESG Report – Aligning with ESG Standards and Frameworks 45
Safety and Sustainability Policy
Supplier Standards of Conduct
2022 Sustainability and ESG Report – Responsible Procurement 51
Managing Our Supply Chain
Cyanide Management
308-1 New suppliers that were screened using environmental criteria As required by our Supplier Standards of Conduct, new suppliers to Kinross are screened under our due diligence 8
process, based on risk indicators to confirm that each supplier of goods or services to Kinross is a reliable business
partner. Suppliers are categorized into low, medium and high risk, and we conduct a deeper due diligence when
warranted by the level of the risk indicated for a particular supplier. We do not report the percentage of suppliers
screened using environmental criteria.
2022 Sustainability and ESG Report – Responsible Procurement 51

308-2 Negative environmental impacts in the supply chain and actions taken 2022 Sustainability and ESG Report – Cyanide Code 45
2022 Sustainability and ESG Report – Responsible Procurement 51
GRI: Sector Supplement Closure Planning
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18 8, 9
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
Safety and Sustainability Policy
Reclamation and Closure
Planning for Closure
2022 Sustainability and ESG Report – Integrated Mine Closure 67
2022 Data Tables – Biodiversity and Land Use 135
G4-MM10 Number and percentage of operations with closure plans All six active mine locations representing 100%. 67 8, 9
GRI: 401 Employment 2016
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18 1, 2, 3, 4,
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22 5, 6, 10
Safety and Sustainability Policy
2022 Sustainability and ESG Report – Employment 86
401-1 New employee hires and employee turnover 2022 Sustainability and ESG Report – Performance Highlights 10 3, 6
2022 Sustainability and ESG Report – Employment 86-87
2022 Data Tables – Turnover and New Hires 143-144
401-2 Benefits provided to full-time employees that are not provided to temporary Kinross does not report benefits provided to full-time employees. Benefits offered to Kinross employees differ across 1
or part-time employees our offices, operations and projects based on local employment markets, regulatory and legal requirements.
401-3 Parental leave Kinross does not report parental leave. Parental leave benefits offered to Kinross employees differ across our offices,
operations and projects based on local employment markets, regulatory and legal requirements.

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GRI

Topic Specific Disclosures

GRI Standard Disclosures Location and Response Page Number UNGC Principle
GRI 402: Labour/Management Relations 2016
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18 2, 3
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
Labour Rights
2022 Sustainability and ESG Report – Human Rights – Labour Rights 50
402-1 Minimum notice periods regarding significant operational changes Due to the global nature and diversity of Kinross’ operations, minimum notice periods regarding significant 3
operational changes vary from jurisdiction to jurisdiction according to national and local laws and the specific
collective agreements in place at operations.
G4-MM4 Number of strikes and lockouts exceeding one week’s duration by country 2022 Sustainability and ESG Report – Human Rights – Labour Rights 50 3
2022 Data Tables – Workforce 142
GRI 403: Occupational Health and Safety 2018
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18 1
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
Workplace Health and Safety
Safety and Sustainability Policy
403-1 Occupational health and safety Workplace Health and Safety 3, 6
2022 Sustainability and ESG Report – Workplace Health and Safety 77-83
403-2 Hazard identification, risk assessment, and incident investigation Workplace Health and Safety 3, 6
2022 Sustainability and ESG Report – Workplace Health and Safety 77-83
403-3 Occupational health services Workplace Health and Safety 3, 6
2022 Sustainability and ESG Report – Workplace Health and Safety 77-83
403-4 Worker participation, consultation and communication on occupational health Workplace Health and Safety 3, 6
and safety 2022 Sustainability and ESG Report – Workplace Health and Safety 77-83
403-5 Worker training on occupational health and safety Workplace Health and Safety 3, 6
2022 Sustainability and ESG Report – Workplace Health and Safety 77-84
2022 Data Tables – Workplace Health and Safety 124
403-6 Promotion of worker health Workplace Health and Safety
2022 Sustainability and ESG Report – Workplace Health and Safety – Employee Health and Wellness 84-85
403-7 Prevention and mitigation of occupational health and safety impacts directly linked to Workplace Health and Safety
business relationships 2022 Sustainability and ESG Report – Key Stakeholder Issues 105
403-8 Workers covered by an occupational health and safety management system All of our employees (100%) and workers who are not employees (reported as contractors) are covered by Kinross’
occupational health and safety management system.
Workplace Health and Safety
2022 Sustainability and ESG Report – Workplace Health and Safety

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GRI

Topic Specific Disclosures

GRI Standard Disclosures Location and Response Page Number UNGC Principle
GRI 403: Occupational Health and Safety 2018
403-9 Work-related injuries We do not track absentee rates at the corporate level.
2022 Sustainability and ESG Report – Performance Highlights 10
Workplace Health and Safety
2022 Sustainability and ESG Report – Workplace Health and Safety 77-80
2022 Data Tables – Workplace Health and Safety 124-125
403-10 Work-related ill health There are no workers with a high incidence or high risk of occupational disease related to occupation.
Workplace Health and Safety
2022 Data Tables – Workplace Health and Safety 124
GRI 404: Training and Education 2016
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
Safety and Sustainability Policy
Employee Development
2022 Sustainability and ESG Report – Human Capital Development 93
404-1 Average hours of training per year per employee 2022 Sustainability and ESG Report – Human Capital Development 93
2022 Data Tables – Workforce 145
404-2 Programs for upgrading employee skills and transition assistance programs 2022 Sustainability and ESG Report – Human Capital Development 93
Employee Development
404-3 Percentage of employees receiving regular performance reviews 2022 Sustainability and ESG Report – Human Capital Development 93
2022 Data Tables – Workforce 145

GRI 405: Diversity and Equal Opportunity 2016

3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18 1, 6
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
Diversity, Equity and Inclusion
2022 Sustainability and ESG Report – Diversity, Equity and Inclusion 88-91
The Kinross Way for Diversity, Equity and Inclusion
405-1 Composition of governance bodies and breakdown of employees by category 2022 Sustainability and ESG Report – Performance Highlights 10 1, 6
2022 Sustainability and ESG Report – Diversity, Equity and Inclusion 88-91
2022 Data Tables – Workforce 140-142
Kinross collects and tracks workforce data pertaining to minorities and vulnerable groups in those jurisdictions where
permitted and/or required by law. See 2022 Data Tables – Workforce – 2022 USA Workforce by Race 140
405-2 Ratio of basic salary and remuneration of women to men 2022 Sustainability and ESG Report – Diversity, Equity, and Inclusion – Equal Remuneration 91 6
2022 Data Tables – Workforce 142

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GRI

Topic Specific Disclosures

GRI Standard Disclosures Location and Response Page Number UNGC Principle
GRI 406: Non-discrimination 2016
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18 6
2022 Sustainability and ESG Report – Material Topics and Assessment 19-22
Ethical Conduct
Labour Rights
Human Rights
Code of Business Conduct and Ethics
2022 Sustainability and ESG Report – Human Rights
Kinross People Commitments
406-1 Incidents of discrimination and actions taken 2022 Sustainability and ESG Report – Diversity, Equity and Inclusion 89 1, 2, 6
There were zero substantiated incidents of discrimination received through our Whistleblower Policy in 2022.
GRI 407: Freedom of Association and Collective Bargaining 2016
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18 6
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
Labour Rights
Human Rights
Supply Chain
2022 Sustainability and ESG Report – Human Rights – Labour Rights 50
407-1 Operations and suppliers in which the right to freedom of association and collective 2022 Sustainability and ESG Report – Human Rights – Labour Rights 50 6
bargaining may be at risk Annual Information Form – Employees 11
The right to freedom of association and collective bargaining is not at risk at our operations. Support for the right to
freedom of association and collective bargaining is a requirement under our Supplier Code of Conduct
GRI 408: Child Labour 2016
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18 5
2022 Sustainability and ESG Report – Human Rights 49
Human Rights
Supply Chain
While there is no significant risk of child labour at our operations, in alignment with our commitment to the
Responsible Gold Mining Principles of the World Gold Council, and as a participant in the UN Global Compact,
Kinross is committed to the abolition of child labour.
408-1 Operations and suppliers at significant risk of incidents of forced or child labour Human Rights 5
Supply Chain
2022 Sustainability and ESG Report – Human Rights 49
2022 Sustainability and ESG Report – Responsible Procurement 51

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GRI

Topic Specific Disclosures

GRI Standard Disclosures Location and Response Page Number UNGC Principle
GRI 409: Forced or Compulsory Labour 2016
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18 4
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
Human Rights
Supplier Code of Conduct
2022 Sustainability and ESG Report – Human Rights 49
2022 Sustainability and ESG Report – Responsible Procurement 51
409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labour 2022 Sustainability and ESG Report – Human Rights 49 4
2022 Sustainability and ESG Report – Responsible Procurement 51
GRI 410: Security Practices 2016
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18 1, 2
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
Safety and Sustainability Policy
Human Rights
2022 Sustainability and ESG Report – Human Rights 49
410-1 Security personnel trained in human rights policies or procedures 2022 Sustainability and ESG Report – Performance Highlights 8 1, 2
2022 Sustainability and ESG Report – Human Rights 49
2022 Data Tables – Workforce 144
GRI 411: Rights of Indigenous Peoples 2016
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18 1, 2
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
Safety and Sustainability Policy
Working with Indigenous Communities
2022 Sustainability and ESG Report – Engaging with Indigenous Peoples 100-104
411-1 Incidents of violations involving rights of Indigenous Peoples There were zero reported incidents of violations of the rights of Indigenous Peoples during the 2022 reporting period. 1, 2
2022 Sustainability and ESG Report – Engaging with Indigenous Peoples 100-104
G4-MM5 Total number of operations taking place in or adjacent to Indigenous Peoples’ territories Three of our operating mines and three of our projects are located in or adjacent to Indigenous Peoples’ territories. 1, 2
and the number of sites where there are formal agreements with Indigenous communities 2022 Sustainability and ESG Report – Engaging with Indigenous Peoples 100-104
G4-MM6 Number and description of significant disputes relating to land use, customary rights of There were zero significant disputes related to land use, customary rights of local communities and Indigenous Peoples. 1, 2
local communities and Indigenous Peoples, and the outcomes 2022 Sustainability and ESG Report – Engaging with Indigenous Peoples 100-104
2022 Data Tables – Community Engagement 138
Kinross’ 2022 Conflict Free Gold Report will be published in mid-2023 and can be found at Kinross.com
G4-MM7 The extent to which grievance mechanisms were used to resolve disputes relating 2022 Sustainability and ESG Report – Relationships with Stakeholders 96-97 1, 2
to land use, customary rights of local communities and Indigenous Peoples, and 2022 Sustainability and ESG Report – Engaging with Indigenous Peoples 100-104
the outcomes 2022 Data Tables – Community Engagement 138

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GRI

Topic Specific Disclosures

GRI Standard Disclosures Location and Response Page Number UNGC Principle
GRI 413: Local Communities 2016
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18 1
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
2022 Sustainability and ESG Report – Community Engagement 94-104
2022 Sustainability and ESG Report – Community Development 108-116
Stakeholder Engagement
Community Development
Working with Indigenous Peoples
Planning for Closure
413-1 Operations with local community engagement, impact assessments, and 2022 Sustainability and ESG Report – Performance Highlights 8,11 1
development programs 2022 Sustainability and ESG Report – Community Engagement 94-104
2022 Sustainability and ESG Report – Community Development 108-116
Community Development
Stakeholder Engagement
413-2 Operations with significant actual and potential negative impacts on local communities 2022 Sustainability and ESG Report – Key Stakeholder Issues 105-107
2022 Sustainability and ESG Report – Relationships with Stakeholders 96-97
GRI: Sector Specific: Artisanal and Small-Scale Mining
G4-MM8 Number (and percentage) of company operating sites where artisanal and small-scale Artisanal and Small-scale Mining 1, 2
mining (ASM) takes place on or adjacent to the site; the associated risks and actions 2022 Sustainability and ESG Report – Key Stakeholder Issues 107
taken to manage and mitigate these risks During the reporting period, artisanal mining occurred adjacent to two (33%) out of six mine locations.
GRI: Sector Specific: Resettlement
G4-MM9 Sites where resettlements took place, the number of households resettled in each, and There were zero resettlements in 2022.
how their livelihoods were affected in the process
GRI 414: Supplier Social Assessment 2016
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18 1, 2, 3, 4, 5, 6
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
Supplier Standards of Conduct
Managing Our Supply Chain
Human Rights
2022 Sustainability and ESG Report – Governance – Human Rights 49
2022 Sustainability and ESG Report – Responsible Procurement 51
2022 Sustainability and ESG Report – Local Procurement 112

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GRI

Topic Specific Disclosures

GRI Standard Disclosures Location and Response Page Number UNGC Principle
GRI 414: Supplier Social Assessment 2016
414-1 New suppliers that were screened for social criteria As required by our Supplier Standards of Conduct, new suppliers to Kinross are screened under our due diligence 2
process based on a range of criteria, including social criteria.
2022 Sustainability and ESG Report – Responsible Procurement 51
414-2 Negative social impacts in the supply chain and actions taken As required by our Supplier Standards of Conduct, new suppliers to Kinross are screened under our due diligence
process based on a range of criteria, including social criteria.
2022 Sustainability and ESG Report – Governance – Human Rights 49
2022 Sustainability and ESG Report – Responsible Procurement 51
2022 Sustainability and ESG Report – Local Procurement 112
GRI 415: Public Policy 2016
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 114-118 10
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 119-121
Public Policy
415-1 Political contributions 2022 Sustainability and ESG Report – Public Policy 52
GRI 417: Marketing and Labelling 2016
3-3 Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18 1
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
Human Rights
Supply Chain
417-1 Requirements of product and service information and labelling 2022 Sustainability and ESG Report – Aligning with ESG Standards and Frameworks – Conflict Free Gold 45
2022 Sustainability and ESG Report – Responsible Procurement 51
Kinross publishes an independently assured Conflict Free Gold Report annually to verify compliance with the World
Gold Council’s Conflict Free Gold Standard. Kinross’ 2022 Conflict Free Gold Report will be published in mid-2023 and
can be found at Kinross.com
417-2 Incidents of non-compliance concerning product and service information and labelling Zero incidents. Kinross publishes an independently assured Conflict Free Gold Report annually to verify compliance
with the World Gold Council’s Conflict Free Gold Standard. Kinross’ 2022 Conflict Free Gold Report will be published
in mid-2023 and can be found at Kinross.com
GRI 418: Customer Privacy 2018
Management of material topics 2022 Sustainability and ESG Report – Our Environmental, Social and Governance Strategy 14-18
2022 Sustainability and ESG Report – Material ESG Topics and Assessment 19-22
Cybersecurity and Data Privacy
418-1 Substantiated complaints concerning breaches of customer privacy and losses of 2022 Sustainability and ESG Report – Privacy and Cybersecurity 53
customer data

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SASB

2022 Sustainability Accounting Standards Board (SASB) Index

SASB is an independent, private sector standards-setting organization dedicated to enhancing the efficiency of the capital markets by fostering high-quality disclosure of material sustainability information that meets
investor needs. This table references the standards that are relevant to Kinross, which are the Metals & Mining Standard (2021:12) (EM-MM) as defined by SASB’s Sustainable Industry Classification System® (SICS®). In
some instances, reference is made to our website, 2022 Sustainability and ESG Report, 2022 Annual Report, Annual Information Form, Management Information Circular, and other relevant documents.

SASB Topic Accounting Metric Category Unit of Measure Code Data Reference

Greenhouse Gas (1) Gross global Scope 1 emissions, Quantitative Metric tons (t) EM-MM-110a.1 (1) 1,038,791(2) 0% of our Scope 1 emissions are covered 2022 Sustainability and ESG Report – Climate and Energy (p. 72)
Emissions (2) Percentage covered under emissions-limiting regulations CO2e, under emissions-limiting regulations. 2022 Data Tables – Greenhouse Gas Emissions (p. 126)
Percentage (%)

Discussion of long-term and short-term strategy or plan to Discussion and not applicable EM-MM-110a.2 Kinross is committed to the goals of the Paris Agreement 2022 Sustainability and ESG Report – Our ESG Goals and Targets
manage Scope 1 emissions, emissions reduction targets, and Analysis with the ultimate objective of attaining net-zero GHG (p. 18)
an analysis of performance against those targets emissions by 2050. We are on a path to achieve a 30% 2022 Sustainability and ESG Report – Climate and Energy (pp. 71-75)
reduction in intensity per ounce of gold produced of Kinross publishes a Climate Report annually, which provides detailed
Scope 1 and Scope 2 emissions by 2030, over our 2021 information on our climate strategy and performance data. Our 2022
baseline, as we progress towards net-zero by 2050. Climate Report is expected to be available in mid 2023.
See discussion in listed references. Recent reporting can be found at Kinross.com

Air Quality Air emissions of the following pollutants: Quantitative Metric tonne (t) EM-MM-120a.1 CO: 1,651.3 2022 Sustainability and ESG Report – Air Quality (p. 70)
(1) CO, (2) NOx (excluding N2O), NOx: 2,172 2022 Data Tables – Air Emissions (p. 137)
(3) SOx, (4) particulate matter (PM10), SOx: 1,419
(5) mercury (Hg), (6) lead (Pb), and PM: 669.6 (includes both PM10 and PM 2.5)
(7) volatile organic compounds (VOCs) mercury: 0.0201919
lead: 0.1897281
volatile organic compounds: 5.8687100

Energy Management Total energy consumed Quantitative Gigajoules (GJ), EM-MM-130a.1 (1) 20,387,277 2022 Sustainability and ESG Report – Climate and Energy (pp. 71-72)
Percentage grid electricity Percentage (%) (2) 50% 2022 Data Tables – Energy (pp. 129-130)
Percentage renewable (3) 22%

Water Management (1) Total fresh water withdrawn Quantitative Thousand cubic EM-MM-140a.1 (1) 67,214 (2) 62,887 (3) Percentage of fresh water withdrawn 2022 Sustainability and ESG Report – Water Use and Water Risk
(2) Total fresh water consumed metres (m3), from areas of water stress: 2.4% and percentage of fresh (pp. 56-57)
(3) Percentage of each in regions with High or Extremely Percentage (%) water consumed from areas of water stress: 2.4%. 2022 Data Tables – Water (pp. 131-132)
High Baseline Water Stress

Number of incidents of non-compliance associated with Quantitative Number EM-MM-140a.2 At our operating mines, Kinross experienced zero 2022 Sustainability and ESG Report – Governance –
water quality permits, standards, and regulations exceedances associated with water quality permits, ESG Regulatory Compliance (p. 47)
standards, and regulations in 2021. 2022 Data Tables – Environmental Compliance (p. 126)

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SASB

SASB Topic Accounting Metric Category Unit of Measure Code Data Reference

Waste & Hazardous Total weight of non-mineral waste generated Quantitative Metric tonnes EM-MM-150a.4 42,336 2022 Data Tables – Waste (p. 135)
Materials
Management

Total weight of tailings produced Quantitative Metric tonnes EM-MM-150a.5 77,783,373 2022 Data Tables – Tailings and Waste Rock (p. 133)

Total weight of waste rock generated Quantitative Metric tonnes EM-MM-150a.6 237,580,772 2022 Data Tables – Tailings and Waste Rock (p. 133)

Total weight of hazardous waste generated Quantitative Metric tonnes EM-MM-150a.7 8,041 2022 Data Tables – Waste (p. 135)

Total weight of hazardous waste recycled Quantitative Metric tonnes E-MM-150a.8 4,018.3 2022 Data Tables – Waste (p. 136)

Number of significant incidents associated with hazardous Quantitative Number EM-MM-150a.9 At our operating mines, Kinross experienced zero significant 2022 Sustainability and ESG Report – Governance –
materials and waste management incidents associated with hazardous materials and waste ESG Regulatory Compliance (p. 47)
management in 2022.

Description of waste and hazardous materials management Qualitative Description EM-MM-150a.10 See discussion in listed references. Safety and Sustainability Policy
policies and procedures for active and inactive operations 2022 Sustainability and ESG Report – Waste Management (p. 69)
Waste Management
2022 Sustainability and ESG Report – Governance – Cyanide Code
(p. 45)
Cyanide Management

Biodiversity Impacts Description of environmental management policies and Discussion and not applicable EM-MM-160a.1 See discussion in listed references. Biodiversity
practices for active sites Analysis 2022 Sustainability and ESG Report – Biodiversity and Land Use
(pp. 60-61)

Percentage of mine sites where acid rock drainage is: Quantitative Percentage (%) EM-MM-160a.2 (1) 50% (2) 50% (3) 0% under treatment/remediation 2022 Sustainability and ESG Report – Tailings Management and
(1) predicted to occur (2) actively mitigated (3) under Mineral Waste (p. 133)
treatment or remediation

Percentage of (1) proved reserves Quantitative Percentage (%) EM-MM-160a.3 Kinross currently discloses which sites are on or near areas 2022 Sustainability and ESG Report – Biodiversity and Land Use
(2) probable reserves in or near sites with protected of high biodiversity value and/or protected conservation (pp. 60-61)
conservation status or endangered species habitat status but does not provide the percentages of proved or
probable reserves.

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SASB

SASB Topic Accounting Metric Category Unit of Measure Code Data Reference

Security, Human Percentage of (1) proved and (2) probable reserves in or near Quantitative Percentage (%) EM-MM-210a.1 At December 31, 2022, Kinross does not have any proven 2022 Sustainability and ESG Report – Relationships with Stakeholders
Rights & Rights of areas of conflict and probable reserves in or near areas of conflict. (1) 0 (2) 0 (p. 97)
Indigenous Peoples

Percentage of (1) proved reserves and (2) probable reserves Quantitative Percentage (%) EM-MM-210a.2 In 2022, three operating mines and three projects are located 2022 Sustainability and ESG Report – Engaging with Indigenous
in or near Indigenous land in or adjacent to Indigenous Peoples’ territories. Kinross Peoples (p. 100)
does not report against this metric relative to proven and
probable reserves.

Discussion of engagement processes and due diligence Discussion and not applicable EM-MM-210a.3 See discussion in listed references. Human Rights
practices with respect to human rights, Indigenous rights Analysis Working with Indigenous Peoples
and operation in areas of conflict Stakeholder Engagement
2022 Sustainability and ESG Report – Human Rights (p. 49)
2022 Sustainability and ESG Report – Relationships with Stakeholders
– Engaging with Indigenous Peoples (pp. 96-102)

Community Relations Discussion of process to manage risks and opportunities Discussion and not applicable EM-MM-210b.1 See discussion in listed references. Working with Indigenous Peoples
associated with community rights and interests Analysis Stakeholder Engagement
2022 Sustainability and ESG Report – Community Engagement
(pp. 94-99)
2022 Sustainability and ESG Report – Engaging with Indigenous
Peoples (pp. 100-104)
2022 Sustainability and ESG Report – Community Engagement –
Key Stakeholder Issues (pp. 105-107)

Number and duration of non-technical delays (non-technical Quantitative Number, Days EM-MM-210b.2 Zero days. 2022 Sustainability and ESG Report – Community Engagement
factors include, but are not limited to, those resulting from (p. 96)
pending regulatory permits or other political delays related
to community concerns, community or stakeholder resistance
or protest, and armed conflict)

Labor Relations Percentage of active workforce covered under collective Quantitative Percentage (%) EM-MM-310a.1 Total workforce represented by collective agreements: 0% of 2022 Data Tables – Workforce (p. 142)
bargaining agreements, broken down by U.S. and foreign our U.S. workforce is unionized; 50.6% (includes Brazil, Chile,
employees Mauritania); 0% Canada.

Number and duration of strikes and lockouts Quantitative Number, Days EM-MM-310a.2 Zero strikes. 2022 Data Tables – Workforce (p. 142)

Workforce Health (1) MSHA all-incidence rate (2) fatality rate (3) near-miss Quantitative Rate EM-MM-320a.1 (1) Total Reportable Injury Frequency Rate: 0.34 per 200,000 2022 Data Tables – Workplace Health and Safety (pp. 124-125)
& Safety frequency rate (NMFR) (4) average hours of health, safety hours worked (2) Kinross reported a single fatality in
and emergency response training for (a) full-time employees 2022. The fatality rate per 200,000 is 0.00551 (3) Near-miss
and (b) contract employees frequency rate 0.09 per 200,000 hours worked (employees
only) (4) Average hours of training: (a) 20 hours (employees)
(b) 15 hours (contractors).

Discussion of management of accident and safety risks and Discussion and not applicable EM-CO-320a.2 See discussion in listed references. 2022 Sustainability and ESG Report – Workplace Health and Safety
long-term health and safety risks Analysis (pp. 77-85)
Health and Safety

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SASB

SASB Topic Accounting Metric Category Unit of Measure Code Data Reference

Business Ethics & Management system for prevention of corruption and bribery Discussion and not applicable EM-MM-510a.1 See discussion in listed references. Ethical Conduct
Transparency throughout the value chain Analysis Supply Chain
2022 Sustainability and ESG Report – Responsible Procurement
(p. 51)
2022 Sustainability and ESG Report – Ethical Compliance and
Anti-Corruption (p.48)

Production in countries that have the 20 lowest rankings in Quantitative Metric tonnes (t) EM-MM-510a.2 0
Transparency International’s Corruption Perception Index saleable

Tailings Storage Tailings storage facility inventory table: Quantitative Various EM-MM-540a.1 Kinross provides a comprehensive Tailings Storage Facility Tailings
Facility Management Facility name Inventory covering the information specified by site. The Tailings Management Report
Location format of the information provided differs slightly from the 2022 Sustainability and ESG Report – Tailings Management and
SASB format and provides additional information of interest Mineral Waste (p. 65)
Ownership status to our stakeholders. The majority of the information can be
Operational status 2022 Data Tables – Tailings and Waste Rock (p. 133)
found in our recently published Tailings Management Report
Construction method (May 2022).
Maximum premium storage capacity
Current amount of tailings stored
Consequence classification
Date of most recent technical review
Material findings
Mitigation measures
Site-specific EPRP

Summary of tailings management systems and governance Discussion and not applicable EM-MM-540a.2 See discussion in listed references. Tailings Management
structure used to monitor and maintain the stability of analysis 2022 Sustainability and ESG Report – Tailings Management and
tailings storage facilities Mineral Waste (pp. 65-66)

Approach to development of Emergency Preparedness and Discussion and not applicable EM-MM-540a.3 See discussion in listed references. Tailings Management
Response Plans analysis 2022 Sustainability and ESG Report – Tailings Management and
Mineral Waste (pp. 65-66)

Activity Metrics Production of (1) metal ores (2) finished metal products Quantitative Metric tonnes (t) EM-MM-000.A Gold equivalent – 53.8 (2) 0 2022 Annual Report – Consolidated Financial and Operating
saleable Highlights (p. MDA 2)

Total number of employees Quantitative Number, EM-MM-000.B 6,397 full-time equivalent employees and 8,114 2022 Data Tables – Workforce (p. 139)
Percentage contractors Percentage (%) contractors for a total workforce of 14,511 (2) 56%

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CAUTIONARY STATEMENT ON FORWARD-LOOKING INFORMATION

All statements, other than statements of historical fact, contained or incorporated by reference in this report, including any
information as to the future performance of Kinross, constitute “forward-looking statements” within the meaning of applicable
securities laws, including the provisions of the Securities Act (Ontario) and the provisions for “safe harbor” under the United
States Private Securities Litigation Reform Act of 1995 and are based on expectations, estimates and projections as of the
date of this report. Forward-looking statements include, without limitation: possible or future events; statements with respect
to possible or future events, estimations and the realization of such estimates (including but not limited to associated timing,
amounts and costs); greenhouse gas reduction initiatives and targets; the implementation and effectiveness of the Company’s
ESG strategy; the Company’s ESG priorities, goals and targets; the Company’s ability to successfully manage ESG risks; the
Company’s ability to build and maintain strong relationships with Indigenous communities; the effective of the Company’s
Safety Effectiveness Program; the Company’s ability to conform with the Responsible Gold Mining Principles; expected
expenditures and activities; timelines and requirements for additional capital, the impacts government regulation, legal
proceedings, environmental risks, unanticipated reclamation expenses, and title disputes or claims. The words “advance”,
“anticipate”, “believe”, “expect”, “efforts”, “estimate”, “explore”, “focus”, “future”, “goal”, “initiative”, “optimize”, “plan”,
“potential”, “pursue”, “schedule”, “strategy”, “study”, or “target”, or variations of such words and phrases or statements
that certain actions, events or results “may”, “could”, “would”, “should”, “might”, “will be taken”, “occur” or “be achieved”
and similar expressions identify forward-looking statements. Forward-looking statements are necessarily based upon a
number of estimates and assumptions that, while considered reasonable by Kinross as of the date of such statements,
are inherently subject to significant business, economic and competitive uncertainties and contingencies. Many of these
uncertainties and contingencies can affect, and could cause, Kinross’ actual results to differ materially from those expressed or
implied in any forward-looking statements made by, or on behalf of, Kinross. There can be no assurance that forward-looking
statements will prove to be accurate, as actual results and future events could differ materially from those anticipated in such
statements. All of the forward-looking statements made in this report are qualified by these cautionary statements and those
made in the “Risk Factors” section of our most recently filed Annual Information Form and 40-F, the “Risk Analysis” section
of our FY 2022 and Q1 2023 Management’s Discussion and Analysis to which readers are referred and which are incorporated
by reference in this report, all of which qualify any and all forward-looking statements made in this report. These factors are
not intended to represent a complete list of the factors that could affect Kinross. Kinross disclaims any intention or obligation
to update or revise any forward-looking statements or to explain any material difference between subsequent actual events
and such forward-looking statements, except to the extent required by applicable law. Other information where we say “we”,
“us”, “our”, the “Company”, or “Kinross” in this Report, we mean Kinross Gold Corporation and/or one or more or all of its
subsidiaries, as may be applicable.

2022 SUSTAINABILITY AND ESG REPORT KINROSS GOLD 172

 Overview Our Approach to ESG Governance Environment Social 2022 Data Tables Indices

Corporate Information
Corporate Information Contact Information ESG Publications
Transfer Agent and Registrar General Michal Kowalczyk, Vice-President, ESG Strategy To obtain copies of Kinross’ publications,
Computershare Investor Services Inc. Kinross Gold Corporation Telephone: 647-788-4150 please visit our corporate website at
Toronto, Ontario, Canada 25 York Street, 17th Floor Email: [email protected] Kinross.com, contact us by email at
Toll-free: 1-800-564-6253 Toronto, Ontario, Canada M5J 2V5 [email protected] or call 1-866-561-3636.
Website: Kinross.com Shareholder Inquiries
Proxy Solicitation Agent Telephone: 416-365-5123 Computershare Investor Services Inc.
Kingsdale Proxy Advisors Toll-free: 1-866-561-3636 8th Floor, 100 University Avenue
Toronto, Ontario, Canada Email: [email protected] Toronto, Ontario, Canada M5J 2Y1
Toll-free: 1-800-564-6253
Legal Counsel Investor Relations Toll-free facsimile: 1-888-453-0330
Osler, Hoskin & Harcourt LLP Chris Lichtenheldt, Vice-President,
Toronto, Ontario, Canada Investor Relations
Telephone: 647-821-1736
@KinrossGold
Sullivan & Cromwell LLP
Email: [email protected]
New York, New York, United States
Media Relations
Auditors for the Company
Victoria Barrington,
KPMG LLP
Senior Director, Corporate Communications
Toronto, Ontario, Canada
Telephone: 647-788-4253
Email: [email protected]

2022 SUSTAINABILITY AND ESG REPORT KINROSS GOLD 173