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LGL 2007 Sustainability Report People Results Growth Welcome to this Report "We have progressed from being a one site This report details the advances operation to being a world class producer with a made by Lihir Gold Limited (LGL) in 2007 to operate as an ethical, global vision for the future. We have also matched sustainable business. In it, we that vision with our results." reflect on our approach to the socio-economic, political and Arthur Hood, Chief Executive Officer, LGL
environmental context in which we operate, presenting the We commenced public reporting on the Lihir operation's impacts on the community and environment discussion against a background in 2000. As each year passes, we strive to demonstrate the evolution of our thinking and efforts with of pressing global issues such respect to sustainable development and corporate responsibility. as health and poverty, climate Our 2007 Sustainability Report presents the challenges and opportunities we face in the context change, resource depletion of broader, global issues, because we understand these issues affect our business. In selecting and inter-generational equity. issues for discussion in the report we chose those which represent the most significant challenges The report also contains and opportunities for us, giving priority to those matters deemed material to our business and to our relevant performance data and an indicator table, outlining our performance against the We have also strived to create a forward looking document that presents the LGL vision for corporate international sustainability social responsibility. It meets the reporting criteria for GRI Application Level C and, as in previous index, the Global Reporting years, we have not sought independent assurance for the report. Restatements of information are Initiative (GRI). The report noted where the data is presented in the report. However, our application to join the International is available online in the Council for Mining and Minerals will require that we take the necessary steps in the future to have our sustainability section of our report externally assured.
website (see below).
Subsequent to the year end, we announced the completion of a feasibility study and board approval to proceed with an expansion of processing at Lihir Island, to lift capacity to approximately 1 million ounces per year from 2011. We also announced and completed a merger with Equigold NL, a We have also prepared profitable Australian-based gold mine currently producing at Mount Rawdon in Queensland, Australia. individual site reports for both Equigold is also developing the 85 percent owned Bonikro project in the Ivory Coast in West Africa. our Lihir Island and Ballarat The impact of the processing plant expansion and of the Mt Rawdon operation and the Bonikro project operations. These reports will be covered in next year's report. present more site specific If you would like to learn more about LGL's sustainability activities, please contact us using the details performance data, as well provided on the inside back cover. Your views are important to us.
as information on how we manage the environmental and The LGL Sustainable Development Team
social aspects important to our stakeholders in those regions. The reports are available online Lihir Island
in the sustainability section of our website.
Sustainability Online PAPUA NEW GUINEA
The sustainability section of our corporate website contains an overview of our approach to the environmental and social issues we face in the course of our business, including health and safety. Our policies for each of these areas can also be found in this section, along with our previous Environment and Community and Sustainability Reports. This information is Cover: Alluvial gold, Ballarat LGL 2007 Sustainability Report






LGL is a major gold producer in the Australasian region. Our flagship operation, on Lihir Island in Papua New Guinea (PNG), is one of the largest gold mines and processing facilities in the world. We are pleased to report that in 2007, the LGL Group expanded the boundaries of its operations, consistent with its strategy to become Setting strategic a global company. LGL's operations now include the development of an underground mine and processing plant in Ballarat, Australia, and following the completion of the merger with Equigold NL in 2008, the Mt Rawdon mine in Queensland and the Bonikro project in Africa.
LGL is publicly listed, with its shares traded on the Australian,
Toronto, Port Moresby and NASDAQ stock exchanges. At December
31, 2007 the company had 1.9 billion shares on issue with a market
capitalisation of approximately A$6.9 billion.

There is a substantial ore body on Lihir Island, with We produced 701,000 ounces of gold in 2007, with more than 35 million ounces of gold in measured production in 2008 forecast to increase to more and indicated resources, together with four million than 850,000 ounces. This amount is expected to ounces in the inferred resource category. Within include an estimated 40,000 to 50,000 ounces from this resource, total reserves are estimated at a Ballarat, which is scheduled to begin commercial further 23 million ounces. The Ballarat operation, production at the end of 2008. Ballarat is forecast located 110 kilometres north-west of Melbourne to produce around 200,000 ounces of gold per year in Victoria, is an advanced development project from 2009. In addition, during 2008, LGL's share of with 300,000 ounces in indicated resource and 1.2 production from Mt Rawdon will be approximately million ounces in the inferred category.
50,000 ounces, and from Bonriko, approximately50,000 to 60,000 ounces.
At current rates, mining on Lihir Island isscheduled to continue until 2021, with processing The growth of the new LGL has coincided with the of lower grade stockpiles until beyond 2030. roll out of our vision, People Results Growth.
Gold mining is conducted via open cut methods, Additional details on LGL corporate vision, purpose with processing via pressure oxidation. Ballarat and core values can be found on the LGL website.
is an underground mining operation and, on the basis of current plans, will have a mine life ofapproximately 20 years.
Creating value,building wealth People growingwith us Aerial view of LGL mine and Luise Harbour People I Results I Growth "LGL is well on the way to realising the objective of being a world class diversified global Arthur Hood CEO
LGL 2007 Sustainability Report
Welcome to LGL's Sustainability report for the 2007 calendar year.
Building
our vision

As our company grows, it
year we have introduced over 1,200 of our 1,900 becomes more important for
plus Lihir Island employees to our PRG program, by us to communicate our vision
delivering workshops that focused on developing for the future beyond just our
positive behaviours, encouraging employees to "act economic and operational
like owners".
We have also revised existing policies and written It is important to keep in mind the fundamental a range of new ones. In 2008, we will follow this changes that have occurred at LGL. We have up with a training program for our employees to progressed from being a one site operation to being ensure there is a shared understanding of how they a world class gold producer with a global vision for work in practise.
Arthur Hood CEO
the future. We have also matched that vision with These efforts have already paid handsome results. Our safety performance has improved again, with Undoubtedly 2007 must be remembered as the only two lost time injuries recorded at Lihir Island. year in which we not only completed the merger We have enjoyed success with our Lihir Island with Ballarat Goldfields, but also undertook a geothermal power plant now operating at its full highly successful financial restructuring. We capacity of 56 MW and reducing our reliance on the have retired all secured debt, and our gold heavy fuel oiled fired power station. reserves are unhedged, except for a portion One of the issues we see facing both our Ballarat of Eguigold's. This means that we can fully and Lihir Island sites in different ways is the capture all the value of increasing gold prices and management of water. We share this problem with improvements in performance. This has seen our so many communities around the world as climate market capitalisation rise from A$3.7 billion at the variability is observed and we are working to find beginning of 2007 to A$6.9 billion at the close of solutions to these issues.
the year. As production increases we expect to seefurther growth in shareholder value.
Another issue we regard as important is contributing to building stronger communities. We have also been strengthening and improving On Lihir Island we continued to assist the governance, and implementing a range of other Lihirian community roll out the Lihir Sustainable measures to improve our sustainability. These are Development Plan (LSDP), an initiative developed outlined in this report.
by Lihirians and owned by the Nimamar Rural We live in a complex and increasingly demanding Local Level Government. LGL has committed to world, where more is expected from all companies. contribute K100 million over a period of five years, As we expand into new regions we need to engage plus a one off investment of K7 million. The LSDP is with a broader spectrum of stakeholders and the vehicle being used by the Lihirian community to work with them to meet the global challenges fund health, education and community development confronting us at a regional and local level.
programs which are chosen by the local community. As you read this report, you will see that we have In Ballarat, too, we are contributing to building a adopted a very different approach to sustainability stronger community, adding jobs and wealth to the reporting from the past. Instead of simply saying city, and the wider regional economy.
what we have done in various areas, we have put Finally, we have a clear plan to grow. At the our strategy into the context of the problems facing time of writing we have recently completed the the wider world and how we are working to deal merger with Equigold NL, which further widens our resource base, with its operations at Mt Rawdon The other important difference is that this in Queensland in Australia and the Bonriko project sustainability report is heavily focused on our and other extremely promising exploration areas in people, including our stakeholders, and the role the Ivory Coast of West Africa. The board has also they have to play in achieving our sustainability approved the Million Ounce Plant Upgrade (MOPU) on Lihir Island, which will allow us to improve ourresource throughput and profitability. I look forward When we first launched our vision for the company to reporting on these developments in next year's in 2005, we encapsulated it in three words: People
Results Growth (PRG). Our vision is now firmly
entrenched in all that we aspire to achieve as a
LGL is well on the way to realising the objective of global business, and as you read this report, you being a world class diversified global gold producer.
will see how we are putting PRG into action. This People I Results I Growth Global issues,our issues Expectations of companies in the
extractive industries continue to rise.
It is expected that they will deliver
outcomes that extend beyond just
profits. There is an expectation they
will also provide tangible returns to
local communities within a robust and
transparent governance framework.

Increasingly this occurs in a complex environment where local issues reflect global issues. In many instances, multinational corporations are working with governments to build capacity, particularly in the world's less developed regions.
The LGL experience on Lihir Island has certainly mirrored this global trend. We understand the corresponding responsibilities which arise from the privilege of operating in this environment.
Addressing global issues is at the core of sustainable development, and our efforts to address these issues at our operations are presented here within in this context.
LGL 2007 Sustainability Report
L-R: Damien Gote and Belinda Tsangregiet from Malie Island People I Results I Growth Global issues,our issues The issues, our response
Improving living standards
Slowing climate change The world is a long way from alleviating Our understanding of the potential threats of poverty. Almost twenty percent of people live climate change is growing. Both government in extreme poverty, surviving on the equivalent and business are now compelled to address of less than one dollar a day. According to the this risk and its potential impacts. The United Nations Development Program, half the Intergovernmental Panel on Climate people in the world survive below the poverty Change indicates that rising average global level of two dollars a day. At the United temperatures, the increased frequency of Nations Millennium Summit in 2000, 189 extreme weather events, and rising sea world leaders agreed to meet the Millennium levels, are just some of the reasons that Development Goals which include the efforts ought to be focused on limiting the elimination of extreme poverty by 2015. This volume of greenhouse gas emissions into the will only be possible through the collective atmosphere. One of the things we will need to effort of governments, business and NGOs.
do to reduce emissions is become more energy To find out what we are doing to improving efficient. This is an issue which is likely to living standards and building capacity in our affect many companies, even placing some communities, turn to pages 23 through to 30.
under financial pressure. You can read about how we are addressing the issue of climate change at our Lihir operation on page 48.
According to the United Nations Development Achieving intergenerational equity Program, 800 million people have no access to health care. In developing countries An important aspect of sustainable there is an average of one doctor for every development is the need to ensure the 6,000 people, compared with 350 people in opportunities of future generations. The world industrialised countries. In PNG, preventing is increasingly recognising that we have an and treating malaria is a critical issue. The obligation to those who will follow us. A direct costs of malaria include the cost of responsible attitude to intergenerational prevention and treatment; indirect costs can equity includes providing better employment be measured in the loss of family income, and educational opportunities, treating reduced productivity and working days, poor the environment with respect, building performance at school for children and long infrastructure, and planning for the future. To term disability from neurological damage, all see how we are addressing intergenerational of which have the potential to impact on the equity issues through capacity building and long term wellbeing of the community. Read workforce training, refer to pages 51 to 53.
about how we are addressing these and other As a company that is expanding to realise health issues in the community on pages 31 a global vision, we want to be part of the solution to these and other sustainability Preserving resources related issues.
The inverse relationship between the availability of some resources and exponential economic growth is a modern dilemma. High levels of consumption resulting from economic prosperity are increasingly associated with the depletion of some key natural resources, particularly oil and water. We are working to overcome these issues as they affect our operations. Read about what we are doing to become more resource and energy efficient on pages 47 and 48.
Nick Aivia of West New Britain, Mine Production, Senior Supervisor, Lihir LGL 2007 Sustainability Report
Global issues, our issues Turning words into action –
our approach to sustainability
Knowing the issues, it is important that we undertake programs to help and we
believe that the ways we address these issues are a measure of our approach to
sustainability.

Ú We see ourselves as having an obligation to balance We outline how we community expectations for sustainable development with meet stakeholders' increasing levels of growth sought by shareholders and expectations from page The details of our Ú Our projects contribute to improving the health, prosperity contributions tocommunities are and general well-being of all members of the communities presented from page in which we operate. Read about how we Ú As a company operating in the extractive industry we must address environmental work hard to ensure that the net environmental effect of its operations is minimised.
We have strived towards making sustainability part of the way we do business. This has meant educating people at all levels of the LGL is a top performing global gold producer and we are working organisation and some encouraging progress has been made to do that.
towards ensuring this also translates to a global leadership Facing challenges means we must turn words into actions. Our position in sustainability terms. We are committed to integrating approach to sustainability sheds some light on how this was the sustainability principles of global guidelines, such as the achieved in 2007.
International Council for Mining and Minerals (ICMM) and toreporting against the Global Reporting Initiative (GRI). Implicit in these frameworks is a commitment to continuous improvement inthe way a company operates, and we will use them to guide our Sustainability affects all parts of the business and there is a critical strategies and actions.
need to ensure that we are all on the same page. The Sustainable Development Committee, previously the Environment and Lihir Impact Performing better at lower long term risk Committee, a sub-committee of the LGL Board, will continue to playa key role in keeping us focused on creating and demonstrating We are moving from our compliance driven approach to sustainable value. You can read about how the committee links into strategy development. While this approach has been effective, we realise development in the interview with the committee chair, Mrs Winifred that as the company matures, the growth we are striving for is Kamit on page 13.
only possible through a model which assesses risk and issues, andidentifies opportunities. We are adopting a culture of corporate In 2008, we will further develop a whole-of-business approach that will social responsibility across all our business operations to give effect be underpinned by our medium to long term sustainable development to this kind of model.
strategy and goals. Further development of our integrated information management system (IMS) is part of this approach and our efforts to We have also moved to strengthen our governance framework further develop the IMS will continue in 2008.
and risk management processes. While already well supported with appropriate systems, and stringent auditing and monitoringprocesses, we continue to drive for further improvements.
People I Results I Growth Global issues, our issues Matt Davies, Loader Operator, LGL Ballarat Training and developing people Making commitments, meeting expectations The collective efforts of our people drive our growth and we aim to We balance the expectations of numerous stakeholders, such as local create a challenging, rewarding and stimulating work environment communities and landowner groups, all levels of government, our for our employees and business partners, encouraging personal employees, investors and shareholders, and suppliers. Clear, regular and professional development. We also recognise we have a communication of our respective expectations ensures there is a responsibility to work with our communities to ensure they acquire shared understanding of our respective responsibilities. In the past and further develop skills and expertise that can be used beyond year we have concentrated our efforts in this regard, particularly on closure of our mines.
Lihir Island, finalising the terms of the Lihir Sustainable Development Plan and supporting its roll out. The challenge going forward will be Managing environmental impacts delivery of our commitments in a timely manner. Mining operations impact the environment and we must work In Ballarat, our commitments to the community are equally important continually towards minimising those impacts and planning the and community expectations are high. For example, we operate progressive rehabilitation processes. Our environmental management within strict operating limitations and ensuring we comply with those systems require us to identify the environmental aspects that limits is essential to building and maintaining community trust.
can impact on the receiving environment and we develop Issue Management Plans for the major environmental aspects. Through Finding, keeping, growing talent review and audits we are seeking to improve our practises and we All companies now compete for human resources in a globally also engage specialist consultants and researchers to assist in our constrained market and we are no exception. With future growth understanding on how to improve our environmental performance.
planned, our challenge will be ensuring that we continue to attract Assuming responsibility the talent we require, and provide training and development opportunities for our employees. Wherever we operate, this must Materials of concern, particularly toxic chemicals, have come under start at the grass roots level. While our training skills program has sharper focus as a result of the European Community's regulation on gained some traction in primary schools and at the trades level on chemicals and their safe use. We, like many other companies, strive Lihir Island, in conjunction with the national PNG government, we to effectively regulate and reduce our chemical use and emissions.
need to adopt a more holistic approach to skills development and For us, this applies to the use of cyanide and other chemicals at incorporate secondary, tertiary and vocational training. Ballarat and Lihir Island, which we strictly monitor and manage,meeting all regulatory requirements. We also continue to search We have made inroads to engaging the local community on Lihir for ways to achieve the best possible resource efficiency in our Island through our workforce localisation policy, but we recognise the need to develop management skills in these employees and to have them move into more senior positions. The commitment to doing Integrating change so is part of our vision to ensure Lihirians have a sustainable future beyond the life of the mine. Change in the business environment is continuous and rapid and ithas been a constant feature of operations under the new LGL.
In Ballarat we are maintaining a positive relationship with University of Ballarat as the means to develop and maintain training initiatives The integration of the Ballarat site to our group operations has moved and opportunities. We are also working to improve internal training us from a single site to a multi-site operation. The new operating and recruiting strategies to capitalise on the Ballarat population of environment, along with our global vision, has required new ways of 90,000 people.
thinking right across all parts of the organisation. It has also requiredthat we start to communicate the concept of sustainability from awhole-of-business perspective.
Our local communities have faced rapid changes arising from project development, including altered social dynamics and rapid economicdevelopments. We are actively helping communities deal with thesechanges and improving their living standards in the process.
LGL 2007 Sustainability Report
Global issues, our issues Daniel Elikis, Spotter for LGL Business Partner Lakaka on Lihir Island External frameworks and initiatives
We subscribe or adhere to the following external frameworks and initiatives: Ú The UN Global Compact
Ú World Bank Guidelines
Ú International Finance Corporation (IFC) Guidelines
Ú International Council for Mining and Metals
Ú United Nations Declaration of Human Rights
Ú PNG Environmental Code of Practice for the Mining Industry (PNG, December 2000)
Ú International Labour Organisation's Declaration on the Fundamental Principles and Rights at Work 1998
Ú Mineral Council of Australia's Enduring Value
Ú The Equator Principles
Note: LGL is currently assessing the business case of becoming a signatory to the International Cyanide Code.
Company targets I 2008
Ú Gold production of more than 850,000 oz, including contributions from Lihir Island, Ballarat, Mt Rawdon and Bonikro Ú Total cash costs for the full year from Lihir Island to be below US$400/oz Serious injury frequency rate – 0 Significant environmental incidents – 0 PRG program – continued roll out at Lihir Island and at Ballarat People I Results I Growth To be truly sustainable, a business must
have a foreseeable, long term future.

The board has an important role to
play in sustaining corporate value by
the strategic direction it sets. It also
has to ensure the company operates
sustainably as it executes that strategy.

LGL 2007 Sustainability Report
Trevor Dummett, Day Services Co-ordinator, LGL Ballarat People I Results I Growth Interview with
Winifred Kamit
Chair, Sustainable Development Committee, LGL Board
Winifred Kamit has been a director of the LGL Board since 2004. Mrs Kamit is Chair of the Board's
Sustainable Development Committee and talks here about sustainability from LGL's perspective.

When the board of LGL talks about sustainability what do
they mean? What does the board see sustainability as
being about?

It means the success of the whole operation of LGL, in terms of the business of LGL and its link with the community, the employees, the environment and business partners. Success means installing, monitoring and instilling all aspects of a sustained developmental practice that will deliver the best results and benefits to all. Such things as the provision of and maintenance of health services, educational services and business development initiatives which will enhance the lives of the people. Why is sustainability an important issue for LGL?
It is an important issue not just for Lihir but also for Papua New Guinea and the world. It is important for many reasons. Our presence and "licence to operate" is very much linked and judged by our performance in terms of what we do in sustainable development. We must show that the company is a concerned corporate citizen and ensure compliance with international codes of practice, such as its certification to ISO 14001 and currently under review, the membership of the International Cyanide Code. What do you think LGL does well when it
comes to sustainability?

Sustainability is high on the agenda of LGL and this is a good thing. We have built up our management capacity with expertise in this particular area. They are expected to continue the implementation of risk management issues, the improvement of social services, such as health and education both of the communities and our employees on the site. They also are responsible for the continued improvement in environment matters, for instance, the conversion of alternative power generation using steam from the geothermal resource, and minimising environmental damage. What is the significance of what LGL is doing for PNG?
In terms of our sustainable development strategies, LGL sets a standard for all of Papua New Guinea's mining operators.
In terms of training, employment and provision of health and education services, the company makes a significant contribution to the efforts of the PNG Government. We have demonstrated innovative environmental performance, being the first company here to harness geothermal steam as an alternative way to generate power resulting in a reduction in the use of fossil fuel. It is the first to be certified and accepted to trade its carbon credit as a result of this. In terms of its relationship with the community, LGL has demonstrated respect for the cultures and customs of the people in its association with them. LGL is a PNG registered company and has to date shown by its ethical and transparent engagement, both in Papua New Guinea and overseas, that it is an important and valued ambassador to PNG. How does the board go about formulating strategy for
the company?

With the help of the management, the various subcommittees of the board, strategic and business planning sessions are conducted for the board's endorsement on a regular basis. At these sessions, experts are invited to address the board such as accountants, consultants and investor strategists. What role does the board play in value creation within the
company?

It plays an active role through engagement by the specified committees of the board, but more importantly in the business strategy sessions mentioned earlier. Whilst the board does not interfere with the day to day management of the business, it plays an important role in monitoring the progress and implementation of the business plans that have been approved by it. The professional engagement between the board and management is most active and valuable, and yet the roles and responsibility and the independence of the board is still maintained. LGL 2007 Sustainability Report
Setting strategic direction Setting strategic
direction

For resource companies, being economically sustainable is a primary goal. Ourchallenge is to maximise the value of existing assets while simultaneously looking to the future to identify opportunities to create wealth for stakeholders - investors, employees, business partners and the communities in which we operate. For LGL, the foundation asset of the company, the rich Lihir Island deposit, provides a cornerstone to create a diversified company delivering long term, sustainable returns. When Arthur Hood became CEO in 2005, he was presented a challenge: to deliver thepromised potential of the huge Lihir deposit and establish a new vision for the future. Since that time, the goal has been to create a high performing global gold producer by developing a committed, skilled workforce, an enviable reputation in the community and a diverse portfolio of quality operations delivering strong growth for many years ahead.
The starting point was to maximise the value of the Lihir Island operation by investing carefully to increase production capability, seizing economies of scale available fromthe 23 million ounce reserve. The first step in the expansion of the Lihir Island process plant had commenced in 2005, with the flotation expansion project which lifted processing capacity from around 4million tonnes per year to more than 6 million tonnes, producing more than 700,000ounces of gold. The expansion was successfully completed in 2007 and is now in fullproduction.
The next step in the expansion of the process plant was first foreshadowed in 2007, and essentially involves a duplication of the existing production line to lift output capacityto more than 1 million ounces of gold per year. This is to be achieved through theinstallation of a fourth autoclave, twice the size of the existing three autoclaves, as well as associated milling, grinding, oxygen and leaching capacity. In addition, the expandedplant will be powered through a major upgrade of the geothermal power station.
Scheduled to be in production by 2012, the expansion, including the new power station,is estimated to have a capital cost of some $850 million. It will dramatically alter the economics of the Lihir Island operation, reducing unit costs and underwriting the longterm viability of the project. It also has the potential to expand the mine life by reducingcut-off grades and increasing resources and reserves.
While maintaining a focus on development at Lihir Island, management alsowas conscious of the need to identify further growth opportunities in alternativejurisdictions, to diversify the company's assets and cashflows and reduce its risk profile.
With this in mind, we announced a merger with Ballarat Goldfields in Victoria, Australia,late in 2006, which concluded in 2007. A narrow vein underground gold mine, Ballaratis expected to commence commercial production by the end of 2008, and should "The professional engagement produce an average of around 200,000 ounces of gold per year for 20 years.
between the board and Since the end of 2007, the company has embarked on the next chapter of its expansionthrough the merger with Equigold NL. Equigold owned the Mt Rawdon mine near management is most active Bundaberg in Queensland, producing more than 100,000 ounces of gold per year, and and valuable, and yet the roles the Bonikro project in Ivory Coast, which will start production in the second half of the2008 calendar year at an annual rate of around 120,000 ounces. Completed in June and responsibility and the 2008, the merger will transform LGL from being a one mine company in 2007, to being a independence of the board is four mine company by the end of 2008, producing more than 1.2 million ounces of gold annually from three countries.
Together with the Lihir Island expansions, these transactions mean the company is now well advanced towards achieving its long term goals of delivering sustainable returns Winifred Kamit, Chair, LGL Sustainable Development Committee for all stakeholders.
People I Results I Growth Nick Currey, LGL General Manager, Sustainable Development LGL 2007 Sustainability Report
Setting strategic direction Being driven by ethical values is important for LGL. It is the cornerstone of the way we deal with our employees, our If LGL is to grow, it is important that the governance structures of the communities and other stakeholders. Our reputation for ethical company are robust enough to manage that growth, and to ensure conduct is important in gaining the confidence of people we work the company performs well as the demands made on management with, including governments and other regulators.
become more complex.
Our Code of Conduct has been revised and will be rolled out across The best way to understand the importance of governance is to look the company in 2008. It is binding on all directors, senior managers at the growth of our market capitalisation, which has increased and employees of LGL and seeks to embed our core values of fairness from $1 billion in 2005 to $6.9 billion at the end of 2007. The and respect; honesty and integrity; teamwork; and achievement.
issues confronting the board and senior management have changedsubstantially in that time, consistent with our growth, and our To ensure compliance with the code, we also have a Whistleblower governance has had to change accordingly.
Protection Policy for our employees, allowing all complaints to be received by an independent, specialist service provider, and providing One of the major tasks the board initiated during 2007 was a review the option for complainants to remain anonymous if they choose.
of LGL's policies to ensure they were appropriate for the level of The board's Audit Committee receives a report of all complaints made decision making required of an organisation of our size and value.
to this service.
The work of the board and senior management has progressed well,with these policies being scheduled to receive board approval in In 2008, we plan to formally re-introduce the revised Code of Conduct 2008, ensuring our policies continue to provide for effective and and Whistleblower Protection Policy to all employees to ensure there ethical decision making. This will also ensure we continue to meet is a full understanding of how they are applied. We will also ensure statutory company reporting obligations under the rules of the that new employees are formally introduced to the code and policy Australian, Port Moresby, Toronto and NASDAQ Stock Exchanges.
through the company's induction process.
A good example of how the board and management have added A full Corporate Governance Statement is available in the 2007 value is through the financial restructuring which took place in 2007. Annual Report online at www.LGLgold.com. It details the roles and Closing out our hedge contracts enables us to realise the full value of responsibilities of the board, director independence, board committee our future gold production for the benefit of shareholders.
responsibilities, and the mechanisms by which shareholders cancommunicate with the board.
Asia Money magazine named our refinancing the ‘Best Equity Deal of2007' in their annual awards. By meeting shareholder expectations,and through good management, we have created value for investors, and positioned the company better to grow into the future.
Governance targets I 2008
Ú Submit formal application and gain membership of ICMM and become an active participant Submit formal recommendation for external sustainable development advisory committee to board and achieve approval by December 2008 Submit revised management standards for board approval Continue investigations into financial structures that add value to all shareholders Introduce revised Code of Conduct and Whistleblower policy to all LGL employees Continue development and implementation of the Information Management Systems (IMS) across the business for completion by December 2008 People I Results I Growth Answering questions Companies talk a lot about stakeholder
engagement in the context of
sustainability, but each corporation
defines it differently.

For LGL, engaging with stakeholders
is a two-way process. It's about
answering the questions we are asked,
and better understanding the issues
from our stakeholders' perspectives.

LGL 2007 Sustainability Report
Jimmy Peter, Community Relations, LGL Lihir Island People I Results I Growth Interview with
Kepas Wali
Managing Director and CEO of the Mineral Resources Authority (MRA) in PNG
All mining companies operating in PNG come into contact with the MRA, the body responsible for ensuring compliance with legislation
for the extractive industries in that country. We spoke to Mr Wali about the role of mining in the future of PNG.

What are the most important functions that the MRA
performs in regards to mining development and operations
in PNG?

The chief function of the MRA is to implement the PNG Mining Act and the Mining Safety Act. In doing so, we are responsible for issuing licences, undertaking inspections, and essentially giving effect to the Acts. Our role means that we have a high level of engagement with the mining, oil and gas, and exploration companies which set up operations in our country.
What things do you consider when looking at the regulation
of a mining operation?

This is a good question. What we give consideration to now is changing. The MRA is currently in the process of amending the Acts to reflect the many changes which have occurred in the mining industry over the past ten to fifteen years. Things like technological advancements, changes in the types of risks, the level of expertise required for operations, and the way in which companies are expected to conduct themselves, have all played a role in precipitating change. In their current form, the Acts have certain limitations. For example, exploration leases are only valid for two years. A company has no sooner set up its exploratory operation, and it has to either pull out or renew its lease.
Mining is an international industry. The Acts need to reflect this, and regulate the industry as such. PNG must perform at international standards or risk being left behind. What role does mining have to play in nation
building in PNG?

Mining has a huge role to play in building the PNG nation. It is already a major revenue earner for the country, equating to between 50 to 60 percent of foreign receipts. Obviously we want to see this sustained into the future. There is a perception that foreign companies just come in unconstrained, which is untrue. We need to consider the benefits of these operations. The issue for PNG is managing the revenue from mining operations so that it is used well. There are many other benefits to mining. The LSDP at Lihir for example, is a very generous benefits package, providing healthcare and housing that would not otherwise be there. At the same time, we should also be cognisant that mining resources are not renewable, and we therefore need to build up other industries around it.
How can the MRA help that happen?
The MRA can assist by ensuring that policies and legislation are enacted properly. We can also work through the Chamber of Mines and have a voice in influencing policies.
What things can't the mining sector deliver to PNG,
and how can PNG address them?

The mining sector cannot be responsible for the setting of government policies. Nor is it solely responsible for creating life beyond the mining and resources boom. What would you like to see the mining
sector do better?

Broadly speaking, I would like to see better communication from the mining sector. Having said that, LGL has improved its communication with the MRA. We are regularly informed by head office at LGL of any mining-related matters, even if they do not involve MRA directly, and because of that we have a good working relationship. I also believe the mining sector can provide more training, for example, through stronger apprenticeship programs.
LGL 2007 Sustainability Report
Answering questions Engaging with stakeholders
For LGL, engaging with stakeholders is a two-way process. It's about answering the hard questions we are asked, and better understanding the issues from our stakeholders' perspectives.
Stakeholders ask questions in lots of ways and the way we respond to and act onthose questions represents what we do to meet stakeholders' expectations and ourcommitments.
Why do stakeholders have expectations of companies? Companies have a moral responsibility to make a positive contribution to the communities in which they operate. Secondly, they must account for what they do, because they impact on people's lives. Corporations must demonstrate the value to communities who have given them a licence to operate.
We are confident that overall, LGL has communicated well over the past year. Wealso recognise there are ways we can improve the dialogue with our stakeholders.
For example, at our Ballarat site we communicate regularly with the communitythat is in closest proximity to the mine site, using door knocking, newsletters andsurveys. We will continue to actively engage the broader Ballarat community and communicate the benefits flowing from the mine's development. The need to informthe inhabitants of Ballarat will be a key driver in our community liaison activities inthe future.
Similarly, on Lihir Island we want to ensure the significance of the mine is understood amongst our stakeholders there, particularly among local villages. Variousagreements and commitments throughout the life of the project are discussed at a number of committees charged with monitoring and or implementing issues. Thecommittees are for the most part, multiparty and multi-stakeholder committees, which demand significant time and resources to maintain. We continue to work with the committees, and we are also working with stakeholders to create broaderagreement processes which can cut across some of the responsibilities of some committees, with a view to maintaining an effective stakeholder engagement and decision making processes.
"Mining is an international industry. [It] has a huge role to play in building the PNG nation." Kepas Wali , Managing Director and CEO of the Mineral Resources Authority (MRA) in PNG People I Results I Growth Rob Klein, LGL Ballarat LGL 2007 Sustainability Report
Answering questions Stakeholder engagement at LGL
We acknowledge that while our stakeholders have expectations of us, we in turn also have expectations of our stakeholders. In thediagram below we present a summary of what our mutual responsibilities and expectations are. Our stakeholders include: UÊ œV> Vœ““Õ˜ˆÌˆià >˜ >˜ œÜ˜iÀ }ÀœÕ«ÃÆUÊ œÕÀ ܜÀŽvœÀVi >˜ ̅iˆÀ Ài«ÀiÃi˜Ì>̈ÛiÃÆUÊ ÃÕ««ˆiÀÃÆUÊ Ã…>Ài…œ iÀà >˜ ˆ˜ÛiÃ̜ÀÃÆ >˜ UÊ }œÛiÀ˜“i˜ÌÃ] Ài}Տ>̜ÀÞ >Õ̅œÀˆÌˆià >˜ ˆ˜ ÕÃÌÀÞ Lœ ˆið At all times we aim to foster a process that is dynamic, consultative, open and respectful, which requires that we listen to the concernsand issues that are expressed, and then respond appropriately. Expect us to engage, report and consult them, respect cultural traditions, provide support, create jobs, meet commitments.
Expect us to be accountable and Expect that we will comply responsible, provide challenging with all relevant legislation and work, security, occupational regulations and that we will work health and safety, opportunities to and landowner groups
develop and recognition of Consult, involve, collaborate, liaise, village visits, mail out, door knocking. Social impact Governments, regulatory
Our workforce and their
authorities, industry bodies
Involve and advise through Training inductions, meetings, lobbying, policy, membership newsletters, annual reviews.
We require their consensus and Empower and collaborate.
approval to operate; willingness to cooperate.
We need their professional skills, We expect that all levels of expertise; we expect them to government will work with us to be committed, responsible and ensure optimal outcomes.
How do we engage with
stakeholders and meet their
Expect us to be profitable, provide Expect us to be responsible, a return on investments; act consult and work with them responsibly and ethically.
as partners.
communications and dialogue Shareholders & investors
minimising impacts and being Inform through annual reports, media releases, annual general Consult and collaborate.
meetings and results reports.
responsibility in our business We expect them to reliably supply the raw materials, consumables They are confident that LGL is a and other services that we need.
worthy investment.
We expect them to be a socially People I Results I Growth Communities growing with us Our work in the communities in which
we operate is very much a social
process that takes place starting at the
grass roots level. Ensuring the support
of our communities ranks as the highest
priority and is fundamental to the
success of our industry.

LGL 2007 Sustainability Report
A New ‘Sustainable' House as part of the Kapit Village Relocation Project at Lihir Island People I Results I Growth Interview with
Anthony Schink
CEO, City of Ballarat
Anthony Schink is the CEO of the City of Ballarat. We discussed with him the importance of gold mining
to the town of Ballarat and how we can play a role as a valuable corporate citizen.

Let's start off by discussing the relationship between gold
mining and Ballarat over the past 40 or 50 years?

Intrinsically everything we see around us, particularly in terms of our built infrastructure and the way the city is designed, was generated within Ballarat because of the thriving gold industry in the 1800's. So there is a strong historical link between the gold industry in Ballarat right through to the present day.
Today it's very much more, I suppose, a business relationship, with LGL Ballarat. We have seen the Ballarat mine project go through a long period of not a lot of production through to now building up that capacity to potentially produce gold and to that extent LGL Ballarat and their staff and representatives play a part in the Ballarat business community. For instance they have representatives on the Committee for Ballarat and they engage in regular dialogue with us around sustainability and water issues.
So Ballarat could survive without a goldmine?
It could survive without the gold mine, but it wouldn't survive without that link to its goldmining heritage.
In economic terms, the mine is going to employ 400 people
at peak employment, and the town has about 90,000
residents. That's not an insubstantial contribution is it?

Certainly. There is the traditional economic impact of having an operating business here in Ballarat, so basically they are creating jobs and employment opportunities. The other thing that is actually quite important about LGL Ballarat as it starts to move towards peak production, is the technology that it now brings in. We actually see capacity building outcomes from that.
What does council look for in a good corporate citizen?
What do you think are the characteristics of a good
corporate citizen?

I think that we have a much more modern view of that now than what we previously had. In previous generations we would have probably, desperately taken any industry, taken any business for the sake of growth. Now what we are looking for is probably overlaying a much more responsible approach. What that means is the type of corporate citizen which is involved in the city wide issues. There are lots of ways to do this – by being involved in constant dialogue with council, involved in organisations like the Committee for Ballarat, involved in the many community organisations, and boards and groups that sit across the city. The other thing is that there is definitely an interest in wanting to progress Ballarat's economy. So actually creating jobs, playing a role in creating skilled development opportunities, particularly around issues that Ballarat and a lot of regional rural Australia suffers in terms of skills attraction. There is obviously a sustainability overlay now and we are much clearer about what we expect of our corporate citizens. So it is about more than just dollars into the economy?
I suppose it's a balance. We understand that someone coming here is coming for a sound commercial reason, but even if we can't achieve all those other things, at a very base level I would like that corporate citizen to at least have an understanding for what are the triggers for good economic and social wellbeing here in the city.
LGL 2007 Sustainability Report
Communities growing with us Communities
growing with us

We understand that we need to work with our communities to maintain the growthand development of our company. Engaging our local communities through a range of communication forums is important in order to understand and respond to stakeholder issues and local concerns.
In Ballarat, we have been very effective at liaising with the residents within theimmediate area of the mine site. We also have an external environmental reviewcommittee. Ballarat is a major regional centre in Victoria, where several majormanufacturers have based their operations. We recognise there is value in the engagement of the wider community in our community relations considerations, in both a geographical and social sense.
Another good example of our community contribution is the extensive social impactmonitoring of the Lihirian community. This has helped us to understand some of theunderlying social challenges facing the community there. We also employ two full-time anthropologists on Lihir Island who are helping to broaden our understanding of the socio-economic issues facing our communities.
Through our social impact monitoring we know that rapid change brought about by economic development has created tension between younger and older generations.
In traditional Lihirian society, clan elders gain their influence through their knowledge and respect for tradition, however, younger generations are placing higher value oneducation, skills, employment and income. The change in social dynamics can alsoleave certain groups in the community feeling displaced. As in Western societies, there are emerging social issues relating to young people, such as alcohol and drugabuse, and violence, particularly against women. We are working with the Lihiriancommunity to help them navigate the change process resulting from the mine'sdevelopment.
Our understanding of these issues directs our work and the contributions we make.
The growth we have shared with our communities is presented on the following pages.
Anthony Schink, CEO, City of Ballarat People I Results I Growth Communitiesgrowing with us 2007 Community Highlights
Final sign off on the Lihir While this result is pleasing, we are aware we Sustainable Development Plan still have work to do and that improvements can always be made. The negotiation of the LSDP has taken place Community contact, risk and over many years, and finalising the details contractor compliance of this important benefits package for the people of Lihir and New Ireland province was We also focused on the delivery of robust an important milestone in 2007. The LSDP risk management and contractor compliance provides for a commitment of K100 million procedures to be implemented by the end of over five years, plus a one off investment 2008. A second important milestone was of K7 million. The LSDP, a community fund the introduction of the Community Contact administered by the Lihirian people through Register which systematically records our the Nimamar Rural Local Level Government contact with the community and the actions (NRLLG), is used to fund the various health, taken in response to those contacts. This will education and community development be further developed in 2008 to provide a more programs and projects for the Lihirian people.
effective basis for the operation, monitoring The challenge is to deliver the programs in a and management of the Community Liaison timely manner. In 2007, the LSDP funded K12 function on Lihir Island.
million worth of projects. These are outlined in more detail on the following pages.
Numeracy, literacy and skills' development Development of the social Under the LSDP's Education Assistance monitoring and management plan program, books worth over K40,000 were donated to schools in the fifteen wards of During 2007 we commenced work on the the Nimamar Rural Local Level Government.
development of the SMMP, which is a The purpose of distributing the books is to framework document that aims to present improve the numeracy and literacy skills of a formal annual monitoring program. It will students who have not performed well in the be aligned to budget cycles, and supported PNG National exams, and to help boost the by a series of specific action plans detailing education system on Lihir Island. Workshops objectives, targets, responsibilities, employee are also held to assist teachers to raise their KPIs and program performance indicators teaching standards to meet the requirements that encompass the full range of the of education reform. Using baseline data company's activities with respect to its social recorded in 2006, we will, in future be able to responsibilities and accountabilities. The measure the improvement of the numeracy and programs and reports identified in the SMMP literacy levels of these children.
will also be benchmarked against the World In 2007, we also initiated a partnership and Bank, the International Finance Corporation capacity building relationship with the Centre (IFC) and ICMM guidelines in specific areas.
for Social Responsibility in Mining (CSRM) at the University of Queensland. A central Social audit success platform of this relationship has been the The shift to carry out an externally verified exposure of the Community Liaison team to social audit commenced in 2006 as part of a broader range of global movements, norms a three year commitment to step change and standards with respect to the resources improvement in company performance at sector. This program has been very popular, Lihir. The social audit process assesses the particularly, with graduate employees and performance of the Sustainable Development is acknowledged as an effective upskilling and Community Liaison team on Lihir Island process that equips PNG graduates for across a wide range of social parameters, participation in a global industry.
including World Bank Guidelines, IFC We are appreciative of the knowledge, advice Performance Standards and the requirements and support provided by the University of of the ICMM Mining Certification Evaluation Queensland's Sustainable Minerals Institute (SMI) and the CSRM, which has been a major We had set ourselves a target of 80% factor in driving improvement in key business compliance against the social audit performance measures, and achieved 90%.
L-R: Emil Kotut and Gabriel Bos from Lakuplien School, Lihir Island LGL 2007 Sustainability Report
Communities growing with us 2007 Community Highlights
Strengthened community relationship A review of the Medical Centre's community based work, conducted Throughout 2007 we maintained a positive relationship with in August 2007, strongly endorsed the medical services provided the Ballarat community, even during a high level of growth and by LGL to the Lihirian community and the workforce. The Medical Centre's patient load increased in 2007, while its referral rate tohigher care providers dropped, reflecting the increased capacity of Ballarat approvals the centre to manage more complex health conditions on site. With In Ballarat, we were successful in obtaining a 20 year planning these capacity issues in mind, 2007 saw the development of a five permit extension. This indicates we have complied with the year medical infrastructure upgrade plan which aims to meet the necessary regulatory requirements, as well as gained the confidence needs of both the company and community well into the future.
of the community in the value of the mine's redevelopment. We havealso received approval for, and successfully commenced development of the Golden Point ventilation shaft.
One of the key infrastructural elements in the LSDP is the development of a thriving self reliant township. During 2007, Village Development Scheme (VDS) housing following the signing of the LSDP agreement, the Londolovit Town A variety of new house styles were developed in 2007 on Lihir Planning Committee was established. Along with assistance Island to provide a choice of appropriate, robust and sustainable from expert advisors the committee aims to create a township housing solutions. These have been well received by the community. sustainability plan through which the vision of a self reliant town, Fabrication of the housing panels is provided on Lihir Island by a engaged in provincial, national and international affairs into the number of local contracting companies.
future can be realised. The first phase of this plan will be submitted for review and approval in the second quarter of 2008.
Community targets 2008
Ú Undertake a community perception survey in Ballarat Ú Assist the Lihirian community through mentoring and capacity building to implement the Lihir Sustainable Development Plan (LSDP) to meet goals and aspirations.
Ú Finalise development of the Social Monitoring and Management Plan (SMMP) to include performance indicators that measure the full range of company activities in its social responsibilities and accountabilities Ú Maintain the 90% score for the 2008 social audit – Lihir Island Procedures fully developed and implemented aimed at providing a more effective basis for the operation, monitoring and management of the community liaison function on Lihir operations Continue with implementation of educational assistance and community liaison capacity building programs with Centre for Socially Responsible Mining (CSRM) Show progress with implementation of the recommendations of the Lihir Medical Centre's five year plan Submit first phase of Londolovit Town Plan for review and approval by the Nimamar Rural Local Level Government (NRLLG) in the first quarter of 2008 Continue with planned infrastructure projects ensuring budgets and schedules are met People I Results I Growth Communities growing with us Malie Island Community Members, Lihir Island Rethinking the benefits
Irrespective of location, we continuously analyse the outcomes of Just and lasting developmental change is only achievable when what we do in order to understand the direct and indirect impacts.
communities take ownership for their future. In 2007, the seeds of Development can only progress at the pace of how thoroughly and this mindset were cast when Lihirians presented their own vision quickly impacts can be assessed, reported on and mitigated, as we for the future of Lihir Island, called the Lihir Destiny. The Lihir do with the social and environmental impact assessments undertaken Destiny represents a shift in thinking that is an important step to for our projects.
the empowerment of Lihirian people and overcoming a ‘hand-out' mentality that fosters dependency and poverty. Part of this process involves demonstrating benefits. We know our contributions to communities must extend far beyond important We recognise that while we have obligations to the Lihir Island economic benefits. So how do we ensure that the people, as the community, we cannot provide all that is required. We can however, resource owners in a resource rich country such as PNG, avoid provide the means by which Lihirians are able to build a future life becoming dependent spectators, and become instead active independent of the mine's operations. The LSDP is encouraging this participants in developments such as the Lihir Island mining in the Personal Viability course which is offered under its umbrella.
There is no simple answer.
We look to the process of negotiating the terms of the LSDP to the satisfaction of all concerned. This has been a valuable lesson for LGL, learnt over many years of negotiation. Through it, we havedeveloped a deeper understanding of how important it is for us towork with our community partners to ensure responsible use ofbenefits, as well as the transfer of skills gained through employment,education and training.
The Lihir Destiny, also referred to as Personal Viability, forms the basis for the LSDP and outlines the Lihirians' aspirations for self reliance and financial independence for now and when the mine closes.
The Personal Viability course is one component of the LSDP fulfilling the Lihir Destiny and creating an improved and designed to raise the awareness and understanding of Lihirians sustainable lifestyle for Lihirians. We are pleased to support the that they are personally responsible for their future. The growing participation of women in new roles. message, in particular, is being received by women in the For many community members, the Personal Viability Course community and places them on a pathway to exerting some is the first step in the educative process of understanding control over their own lives, as well as overcoming deeper social sustainable economic development and the role that an individual plays in making this happen. The initial course is The Personal Viability course is delivered over two weeks and followed by a 16 week home school course designed to prepare requires participants to be absent from their family for the participants for the next stage of development.
duration. This can be challenging for the growing number of women participating in the course, many of whom are mothers and have family obligations. Their involvement is recognition that the Personal Viability course is an important step towards LGL 2007 Sustainability Report
Communities growing with us Students on Lihir Island in the Grade 7 and 8 combined Religious Education class, Lakuplien School, Putput Village In the Lihir community
As well as a number of new style sustainable houses, the original Our community projects on Lihir Island are extensive. We present a Kapit relocation houses have been upgraded and improved, and in summary here of the significant activities which took place in 2007.
some cases, relocated to more suitable locations.
Cultural Heritage Program Primary schools' construction The Cultural Heritage Program is part of our commitment to the In 2007, we commenced construction of several double classrooms development of a sustainable Lihirian cultural heritage. While at a number of primary schools on Lihir Island. With one of the recognising that the ownership of cultural heritage rests with classrooms already in use, we are looking forward to completing the the community itself, we have started a program of research others in 2008.
and workshops to both engage with and stimulate discussion onsustainable cultural heritage management. These workshops were attended by people from across Lihir and resulted in the Also as part of the Kapit Village Relocation project, a power- establishment of a cultural heritage working committee. This line extension along the Londolovit Valley is underway and will committee was comprised of a group of senior Lihirians and cultural be completed in 2008. In order to plan future availability to the heritage stakeholders who will take carriage of culture related community, we will be developing a revised Power Strategy in 2008.
Continual improvements have been made to the Putput Village Water Supply system and a major upgrade is planned for 2008, which will provide a new treatment plant and increase delivery pressure to the Approximately two kilometres of road through the main coastal growing number of households in the village. In the other affected village of Putput 1 and 2 was sealed in April 2007. Stage 2 of this villages, a new system has been designed for Londolovit and Zuen, project is expected to be completed in 2008 with the sealing of and construction will be completed during 2008. In Kunaiye Village, a further three kilometres of road following significant drainage the existing system will be upgraded and supplemented with and upgrading work. In addition to the upgrade and sealing work household rainwater tanks.
on the Putput Village Roads, design work is being completed and construction will commence during 2008 for the Londolovit and Kunaiye Village roads. The inland Londolovit Valley road has beenimproved significantly as part of the Kapit Relocation Project and a major new causeway over the river will be built in 2008.
People I Results I Growth Communities growing with us Elamo Lava, Medical Laboratory Technician, testing a patient's blood for malaria at Lihir Island The value of health on
With this in mind, we continue to encourage our existing staff to participate in professional development programs and to refocus our Lihir Island
efforts on a preventative, rather than a curative approach.
Our health statistics can be found on pages 57 and 58 in the Data file.
Since the commencement of operations on the island, the Lihir Medical Centre has proudly provided health services to both the Addressing malaria
entire LGL workforce, business partners and the wider community.
On any day, staff at the Lihir Medical Centre may deal with an The Global Fund, which was established to fight HIV/AIDS, malaria emergency caesarean section, patients suffering from colds and flu, and tuberculosis, states that between one and three million people malaria or tuberculosis, work-related injuries, road trauma injuries, die from malaria every year. The World Health Organisations (WHO) general everyday consultations and HIV/AIDS sufferers.
states that in Africa a child dies every 30 seconds from malaria. Thisplaces malaria on par with HIV/AIDS as a leading cause of death We also provide valuable education and training to the community amongst the world's poorer populations. and to our own employees. The Lihir Medical Centre prepared five educational pamphlets that were printed in both English and Tok On Lihir Island, malaria has been identified as a health risk for the Pisin, specifically designed to augment the existing knowledge that population and this drives the preventative action and provision of exists in the Lihirian community. Approximately 7,500 educational treatment we have now provided for several years.
pamphlets were distributed throughout the community and workforce During 2007, short term preventative action was delivered through in 2007, while almost 40 workplace seminars were conducted on the Komuniti Malaria Kontrol (KMK) Program, which focused on topics such as HIV/AIDS, obesity, diabetes, high blood pressure, larvaciding mosquito breeding sites in the area where civil works at fatigue at work and lower back pain.
Putput 1 and 2 were taking place. We also funded a study of malaria Apart from servicing a large population of over 18,000 people and control services which made a number of recommendations. These the issues that go along with this, the Lihir Medical Centre faces are currently under review and a decision will be made regarding many other challenges. In particular, the Centre's staff and resources their suitability for our control program.
have been constrained at times through an increased volume of An important step in malaria treatment was made in 2007 with the patients and the pressure to maintain delivery of health services at commencement of data collection by the KMK Program in the second government aid posts on the island. half of 2007. The program builds on the acknowledged efficacy of The purpose of the government aid posts is to provide primary health insecticide treated mosquito nets in reducing the number of malaria services, and to undertake health promotion and illness prevention infections. It aims to determine if social marketing is an acceptable activities. For much of the year the voluntary efforts of the Lihir and effective method of increasing the uptake and ongoing use of Medical Centre, were a driving force for supporting these vital aid insecticide treated mosquito nets on the Lihir group of islands. This study has been designed in conjunction with Melbourne Universityin Australia and Divine Word University in PNG and will quantify We recognise this issue will become even more critical as we assess the benefit of reduced malaria infections from the perspective of the means by which we can achieve sustainable delivery of health community members and LGL.
services on Lihir Island once the mine closes. In 2007, the Lihir Sustainable Development Plan, Planning and Monitoring Committee We continue to follow the recommendations of the PNG Department and LGL commissioned a review of health service delivery on the of Health in prescribing choloroquine and Fansidar as the first line island that will possibly consider some alternative approaches.
treatment for malaria. However, we have noted a steady increasein the incidence of resistance to this treatment protocol, which The sustainability of any medical service provided on Lihir Island will may require a change in future. Changing to multi-dose artimisinin be governed by the resources which it employs. As with all areas of based drugs will increase the annual cost of treating malaria from our operations, we are conscious of the need to build this capability approximately K36,000 to K468,000. We recognise there would be in the Lihirian and PNG population so they are able to take over the additional benefits associated with the increased costs and will make management of the health services. This will prove challenging given a decision regarding this course of treatment in future.
the availability of appropriately skilled health managers and leaders. LGL 2007 Sustainability Report
Communities growing with us Panning for Gold at LGL Ballarat Open Day We have responded to the invitation from the World EconomicForum and UNAIDS, which has called on multinational companies to participate in the fight against HIV/AIDS. In the spirit of this global While Lihir Island has not suffered the full brunt of the HIV/ effort, our application to join the Business Coalition Against HIV and AIDS epidemic, with only 19 cases recorded there since the AIDS (BAHA) was submitted in 2007 and was approved in early 2008. commencement of operations in 1997 or the equivalent of 1.6 cases annually, we recognise the disease does pose a threat to the In the Ballarat
economic and social prosperity of countries such as PNG.
In 2007, we made a high level commitment to address HIV/AIDS head on. To date, the focus of our efforts has been on education and training, concentrating on prevention. Education of our workforce LGL representatives are active participants in a number of local and has been delivered largely through the weekly toolbox meetings held regional committees which address topics relating to sustainability, at the commencement of shifts. Topics covered in these meetings the economy and the community in general. Our involvement acts include diabetes, HIV/AIDS, obesity, high blood pressure, fatigue like a barometer for us, gauging community concerns and helping to and lower back pain. We also distributed over 3,000 pamphlets, direct our actions to further develop and contribute to the community.
developed by the Lihir Medical Centre specifically for Lihirians, on We also believe that we can foster business opportunities for others a number of health topics including malaria, cancer of the cervix through our procurement policy which gives preference to local and family planning. Condoms were distributed via the medical suppliers. The redevelopment of the mine has seen the growth of centre, the mine site medical clinic and through our site safety related businesses as it is our policy to source locally as much as representatives. Approximately 40 peer educators, trained in possible. A little over half our supplier spend at the Ballarat site, conjunction with European Union funding, now offer training to our approximately A$25 million, was made with local and regional workforce on site.
In addition to educational presentations, we also follow the Since we believe safety is important in the workplace we have also guidelines of organisations such as UNAIDS which emphasise the sought to take that message to local schools. Through over A$50,000 importance of voluntary testing and counselling. We understand of funding we are involved in the KIDS Foundation's Think Safe, Play the value of this approach and through the Lihir Medical Centre Safe program which is currently delivered in five primary schools in we continue to strongly encourage our workforce to participate at Ballarat. The program is designed to teach children the importance pre-induction medical examinations, or during medicals conducted of understanding the hazards which are encountered daily at school biannually or periodically, depending on the level of risk to which and in their general environment. By instilling in these children an an employee is exposed in their work. We are disappointed that appreciation of safety at an early age, we are hoping that safety only 72 percent of our workforce participated in voluntary testing awareness will be carried through the rest of their lives.
in 2007. This representation is down from 81 percent recorded in 2006. We will continue to strongly promote and encourage voluntary In 2007, our employees in Ballarat also participated in the KIDS counselling and testing as the most effective way of identifying those Foundation Seymour's Ironman Challenge. For every staff member who require treatment.
who walked, cycled or exercised the 226 kilometre distance of an Ironman event during November, LGL donated A$250. A total of A similar approach was adopted in the community where we A$10,750 was raised to support childhood injury prevention and distributed approximately 4,000 pamphlets via the Lihir Medical Centre, the MCH Clinic and government aid posts, and have placed four peer educators and a site committee at the Kul settlement We also believe that in the future we will be able to do more. In located in the North East of the island. We have investigated the 2008, we will improve inventory management and procurement possibility of establishing voluntary testing and counselling in the which will boost local spending further. We also hope to foster more community, however it has been difficult to identify a suitable skills transfer to local companies and we expect positive outcomes delivery point.
from our alliance with the University of Ballarat.
People I Results I Growth A commitment to operating sustainably
also includes a strong economic
performance. To do this we need
to build wealth in our company and
ensure that it is also realised in our
communities.

LGL 2007 Sustainability Report
Gold bar produced at LGL Lihir Island People I Results I Growth Interview with
Doug Lloyd
CEO of the Committee for Ballarat
Doug Lloyd is the CEO of the Committee for Ballarat. The committee is comprised of business and community leaders from Ballarat and
surrounding regions who are committed to identifying and tackling issues to ensure the success of the region. In this interview we talked about
the significance of economic development arising from businesses such as ours in Ballarat.

How does your organisation work?
The Committee for Ballarat essentially takes on projects which are about developing economic and social well being across the region, meaning the immediate surrounding municipalities of Golden Plains, Moorabool, Pyrenees and Hepburn and also Ararat Rural City. So our geographic spread is at least 70km around probably, but out towards Ararat is getting towards 100 kilometre. We will largely take on projects that will make a difference in the long term.
So what sort of projects do you do?
We have got some infrastructure projects, including the sustainability of water supply and use, and a western arterial road link for the western end of Ballarat, which is really a regional project. So a range of projects which are designed to get integration between social and community issues with economic development and prosperity. Now, Ballarat has had historically less than average per
capita GDP. Has it been closing the gap on the rest of
Australia?

Look, I think so. There are still some employer questions and there are still some skill shortage questions, so we do have projects around those. Workforce participation and skills is one of our projects. But clearly the reason for wanting to remain quite economically prosperous is in order that we can address the questions about social and community cohesion.
What do you see as the characteristics of good corporate
citizenship?

Essentially, it is organisations making a contribution to a community in a way which is not bottom line driven. In fact the real work of the Committee is done by volunteerism back into the Committee's work. So those projects that we talk about; essentially they get driven by executive members sharing them and collecting expert enthusiastic passionate people around them and getting the work done. How can the businesses of Ballarat do a better job at
capturing what business there is to be had from LGL?

When I first met Laura Conroy, LGL Ballarat's Environment & Community Manager, her request to me was, "I am keen to find ways in which we can take a more active role in contributing to community efforts." Laura is convening for us the work that we are doing at a grassroots level on greening Ballarat's and the region's businesses. So Laura is out there in the community brokering that under our guise. Clearly people know that she is LGL, but they also know that she is doing that through the networks we create in the Committee for Ballarat.
Is there anything else that you want to say about LGL?
No, unless it's not obvious that the contributions that they make, that reach my horizon, are superlative. I don't think I could say enough about how well they reach out from my experience.
LGL 2007 Sustainability Report
Creating value, building wealth Creating value,
building wealth

Both PNG and Australia are resource rich countries. In Australia, there are manyobvious signs of prosperity; in PNG, these signs are not as evident or are even non-existent in some places. This makes a compelling case for us to operate our business in the most sustainable way possible.
In 2007, we focused on laying the foundations for creating economies of scale, inparticular through our Lihir flotation process plant expansion, commissioned in July. As the main business on the island and a significant contributor to PNG's economy,and as an emerging employer in the Ballarat region, our contributions are measurablein many ways.
Supplier payments Although not articulated in a formal company policy, we are required under variousmine development agreements with governments and stakeholders to choose localsuppliers wherever possible. On Lihir Island, this equates to 44 percent of totalexpenditure, or over US$240 million; in Ballarat, it translates to A$25.2 million or 53 percent of our total costs at this site. Practically, when we spend our dollars with local businesses, our communities grow. On Lihir Island, the operation has been witness to the growth of many businesses, some of which have expanded to service other regions in PNG, and a similar trend is also emerging in Ballarat.
Compensation and benefits In return for the opportunity to mine gold on Lihir Island we make a number ofdirect Lihirian payments that include royalties, land rent, community assistance anddonations, and our commitments to the LSDP (previously, the Integrated BenefitsPackage). The total value of direct Lihirian payments in 2007 was US$20.9 million. Refer to the tables on pages 59 to 60 in the Data File for a full breakdown of these payments.
In Ballarat, we have effectively worked through all issues of concern with thecommunity, providing investors with confidence in our management of community expectations. We made donations to the Ballarat community of approximately A$60,000 in 2007. We have also identified a number of worthy charities to which thecompany will donate in 2008. These charities and their programs will be reported onnext year.
Taxes and royalties The regulations of each country where we operate require that we pay mininglevies and other taxes. This equated to $US19 million for the PNG government in 2007. In PNG, we are also required to pay royalties to the provincial and local levelgovernment and in 2007, royalties amounted to US$7.25 million. No donations were made to political parties in the reporting period and we did not incur any fines or "The contributions that sanctions for non compliance with laws and regulations. Full details of our economicperformance are presented in the 2007 Annual Report available online at they (LGL) make, that reach my horizon, are Wages and employee benefits superlative. I don't think Our total expenditure on employee salaries, wages and on costs in 2007 was I could say enough about A$68.9m, covering our obligations to all LGL employees. The average wage on how well they reach out Lihir Island for males is K16,212, while for females, it is K14,313. This compares favourably with the gross national income per capita which is K1,783. We are yet from my experience." to consolidate wage and salary figures for Ballarat and Lihir Services Australia inBrisbane. This will be reported in 2008 and enable us to provide a comparison withentry level wages in these regions.
Doug Lloyd, CEO of the Committee for Ballarat People I Results I Growth Creating value, building wealth We completed a number of major community infrastructure projects on Lihir Island, including stage one of the Putput road sealing, When our mines inevitably close we intend leaving behind positive progress on the Kapit relocation with the construction and relocation lasting legacies for our surrounding communities.
of houses, construction of classrooms at several primary schools on Tangible benefits, such as funding delivered through the Lihir the island, and ongoing improvements to the Putput Village Water Sustainable Development Plan, are just one visible measure of how Supply system. These and other projects are discussed in our we can address intergenerational equity with our hosts and provide Community section on pages 23 to 32.
for future generations. And while we support the sound use of these A summary of our economic performance in 2007 can be found in the funds, we cannot guarantee this outcome.
Data File section on pages 59 and 60, while a full overview of our This forces us to also turn our attention to other benefits that financial performance is presented in the 2007 Annual Report, which are perhaps less tangible, over which we have more influence, is available online at www.LGLgold.com.
and require an immediate investment, as in the case of providing We have introduced a ‘Culture of Success' education program, In many ways, the financial achievements of 2007 reflect the which is focused on the development of literacy and numeracy in development that occurred in all areas of our business. The past year the children and youth on Lihir island, as well as the development of has seen us focused on building a platform for growth.
the necessary infrastructure to support ongoing education and skills'development of teachers. As a result of this program, we hope that Record gold production and higher realised gold prices provided a education on Lihir Island will be valued more. We trust that Lihirians strong backdrop to a 25 percent increase in the company's operating will recognise this as a key step for moving forward. We have also profit of US$195.9 million. We were also successful in achieving taken this approach with the LGL workforce, mindful that better record full year revenue of US$498 million. This translated to education and improved skills increases the range of employment positive returns to shareholders, and for the third consecutive year opportunities. For more about what we do to build capacity in our were ranked in the top 25 of Standard & Poor's/ASX100 stocks. workforce refer to pages 49 to 54.
Growing pressure globally, in particular on the cost of fuel, materials Although our commitment to Ballarat is the same, we understand and labour, resulted in a rise in costs generally for us. To some that intergenerational equity means different things in different degree, we have been able to off-set this rise through savings locations and we are still defining how we can best make a achieved from our geothermal power plant.
meaningful contribution for future generations there. In 2007, we Other achievements for 2007 include listing on the Toronto Stock made a valuable contribution to the KIDS Foundation partnership, Exchange and finalising the merger with Ballarat Goldfields NL.
and we are active members of the Committee for Ballarat board andseveral project taskforces. The Committee for Ballarat taskforceswork collaboratively to bring about positive change in identified areas of need. The sustainability initiatives of the Committee promote environmentally sound behaviours and technologies within theregion. The water taskforce was established to secure a sustained, ongoing supply of water for domestic, industrial and environmental purposes to enable the Ballarat Region to continue to grow andprosper.
Our representation on the Committee for Ballarat board keeps usinformed of community needs and we expect that a clearer picture of how we can contribute in other meaningful ways will emerge as theBallarat site becomes fully operational in 2008.
Economic targets I 2008
Gold production of more than 850,000 oz, including contributions from Lihir Island, Ballarat, Mt Rawdon and Bonikro Total cash costs for the full year from Lihir Island to be below US$400/oz LGL 2007 Sustainability Report
Interview with
Borone Isana
Manager Government Affairs, LGL
Borone Isana is the Manager Government Affairs, and is based at our head office in Port Moresby. Borone has the important role of
building and maintaining business relationships with key government and regulatory bodies. We consider the work he is doing as
pivotal to sustaining our business in PNG. Here he shares his perspective on how this is achieved.

Starting with your job description - tell us what you do.
My primary role at present is to support the overall purpose or vision of LGL and maintain an effective dialogue and interface between all levels of government, including national, provincial and local level government. Building and maintaining a better working relationship with key government and non government organisations is important. That strong relationship is kept through effective communication with all parties through the provision of regular updates and participation as a partner or membership to various committees or organisations promoting the mining industry in PNG. The whole idea is actually to maintain that relationship and therefore everything that I do, whether it is following up on key outstanding issues or participating in meetings or workshops, I must always demonstrate the company's genuineness to conduct its business as a good corporate citizen. It is possible to understand why building relationships is important but in
much the rest of the world there is not the one on one interface that you
have here. Can you explain why in PNG it is more important to see people
face to face?

Making time and effort to see or meet people face to face is valued more in Papua New Guinean culture. It demonstrates the importance of the issue you are concerned with and the respect you have for the senior official you make contact with. It also reaffirms the relationship you have, not just with an organisation, but people that work in those organisations. Meeting people clarifies and avoids misunderstandings, and issues can be resolved quickly by one to one interface. Until such time as the systems are improved, continuous meeting of people remains one of the key priorities. How important is your role in building links between the company and
government?

Over the years LGL has maintained a very good relationship with the government in terms of its performance and compliance. It is therefore important to maintain that level of confidence and trust the government has with the company. There is also the issue of keeping the company current with the changes in public policies, introduction of new legislation and legislative amendments that may impact the company's business. What are some of the challenges in your job?
One of the challenges in my job is working with certain government organisations and bureaucracy which may have capacity issues with respect to the delivery of services. There is also the challenge of getting the key government departments to understand and have some appreciation of key delivery targets by the company and how it impacts production when a particular government decision is delayed unnecessarily. So the challenge is to maintain that relationship and influence those that are around you and to make them understand and to come with you on the project. What give you the most satisfaction about your job?
Previously I worked in the public service for over 30 years, however my current role gives me a great opportunity to participate in nation building through the private sector. In addition, the Lihir Island mine is within New Ireland my home province and therefore it gives me great joy in serving my province through the project and in particular witnessing the development taking place in New Ireland as a result of royalties paid. Is there anything that you or LGL have done of which you are particularly
proud?

Contributing towards capacity building and skills training for government officers in key departments both at the national and provincial level is a project I am proud of. Many discussions and concerns are raised by the private sector about the lack of capacity in government, however very little effort is made towards providing the training that would make a difference. LGL over the years has provided training opportunities to more than 100 public servants at both the national and provincial level on basic supervisory and management training, at no cost to the respective government departments. This training has been well received and appreciated by the government and it has helped to build relationships with key government departments.
In addition, the contribution of K100 million by LGL over five years is a good deal under the LSDP for the Lihirian community and superior to other PNG resource developments. Borone Isana, Manager Government Affairs, LGL People I Results I Growth The environmental impacts, climate
change, resource depletion, waste
management and resource efficiency.
These are buzz words, but also real
issues for us.

LGL 2007 Sustainability Report
L-R: Malie, Mando and Senambiet Island People I Results I Growth Interview with
David Brewer
Research Scientist/RGL, CSIRO Marine and Atmospheric Research
We have been working with David Brewer and his research colleagues from the CSIRO's Marine and Atmospheric Research team to
monitor the impacts of our operations on the marine environment around our Lihir Island operation. We discussed the relationship
between mining and the environment with David.

Mining companies are sometimes criticised for the effect
they have on the environment. How do we balance the need
for resources against the desire to protect the environment?

I think you need to do several things. I think firstly you need to consider the importance of particular habitats and particular species groups. These provide direct or indirect services for human populations and the value of key habitats and species should be considered. So there is a need to balance the impacts of mining with the impacts on habitats and species. Limiting impacts on key habitats and species is essential to a balanced approach.
Are the decisions about whether a particular mine is justified
or not, subjective?

Not completely. Decisions about environmental impacts can be quantified. It just needs a framework to start with that is supported by government. Something that should be mentioned is the ability for a habitat to recover. It is possible for communities to recover, recolonise and come back to a healthy high diversity, say 20 years after the mine stops. So I think we have the ability to make these decisions, combining real data and value judgements, but inside a reasonable regulatory framework.
And science obviously has a role to play in that decision
making?

Yes, clearly so. Science is the mechanism whereby we can assess the level of importance if you like, whether the geological or ecological features are representative, warrant strong protection, etc. Science is essential to help to build that framework. How can resource companies minimise their impact on the
environment?

Generally, if there are technologies available that can reduce the impact, or can be developed to reduce the impact, even if it costs more, I think they need to be looked at. I am not saying that mines should necessarily go slow, just that they should aim to keep impacts down and continuously improve practices. If the resource is there, they are going to push to mine it, so, all other things being equal, maybe the faster the resource is extracted, the sooner we can begin to repair the environment. So I think they need to be very conscious and prepared to develop technological solutions to minimise their impact. But also avoid key habitats and species as stated earlier.
Do you think that mining companies can contribute to
positive environmental outcomes?

There is no reason why not. I think for example – the Lihir Island gold mine has realised a relatively positive environmental outcome by greatly decreasing their use of diesel by using the steam that comes out of the pit to generate clean energy. So an innovative idea has been converted into reality there. There is no reason why mining companies cannot use offsets for example. It might mean an offset to building in one location is for a piece of land to be protected, turned into a wilderness area or an environmental tourist centre elsewhere. And with rehabilitation, positive outcomes are possible.
Some people would like to abandon deep sea tailings
placement? Is that reasonable? Do we need to do more
research?

I think that there is more that we need to know. It would be unacceptable if we did not study the impacts, but I don't think it's something we should necessarily abandon provided we understand how to manage it. I think we can handle it in the right manner if we can define and understand the short and long term impacts on the natural system and then predict if they are acceptable for a given level and duration of mining. We know that there are a lot of benefits from mining for the local communities and obviously that is part of the equation. I guess having some certainty around it by finding out what we can about the particular social and ecological situations, but I don't think it's a matter of ruling it out altogether. LGL 2007 Sustainability Report
Acting responsibly How does a mining company like LGL credibly demonstrate its commitment to astrong environmental performance? How do we balance the extraction of finiteresources against the need for sustainable development? How do we ensure LGL ismoving towards a leadership position in care and protection of the environment? Awareness of the biological impact of mining operations drives us to do things better and has influenced our approach to environmental management. We knowthat to be a leader, we must operate at the highest level of ethical standards. Our environmental performance must give effect to those standards, particularly when the focus is increasingly sharpened through the lens of environment, community and advocacy groups, internet blogs, and other wide-reaching communicationmechanisms. Today's reality is that a seemingly minor problem can be quicklyamplified via the internet, causing significant reputational and financial damage.
Our approach to the environment involves tackling the issues head on and in 2007 ourwork in this area covered a broad spectrum of activities.
Building the system We continued the work commenced in 2006 on the environmental elements of the information management system (IMS) that will support good performance and help us to operate as a quality business, taking account of all business areas. Refer toour comments on water on page 47, which discuss the new real time freshwater management tool we have developed at our operations at Lihir Island.
Turning policies into actions We are strengthening awareness of sustainability issues across the businessthrough our Sustainability Policy, which was signed off in 2007. Our policy in action is visible on Lihir Island in the success we have achieved in relation to monitoringof the tailings placement and marine studies that have been initiated to betterunderstand the impacts. These studies, which commenced in 2007, will form part ofthe Environmental Impact Statement we are preparing for the proposed plant upgrade in 2008. Other immediate improvements planned include the management and recycling of wastes.
Moving to a risk model We are no longer satisfied with a compliance based approach to sustainabledevelopment. The need to meet the challenge of internal and external scrutiny has shifted our thinking to a broader concept of environmental management that identifiesrisks and opportunities. Underpinned by strong policies, standards, and systems, wecan face external scrutiny with confidence. David Brewer, Research Scientist/RGL, CSIRO Marine and Atmospheric Research People I Results I Growth Communicating, participating with regulators We have made it a priority to communicate frequently and openly with regulatory and industry bodies in the countries where we operate. By keeping governments and regulators informed of our activities we maintain their confidence in what we do. Our involvement with industry bodies also ensures we remain abreast of trends and potential risks, and that we are well positioned to participate in developments which affect our industry. It is also an important element of our communication and engagement with stakeholders.
Monitoring and managing We underwent a triennial re-certification audit, conducted by external auditors at our Lihir Island site. Our Environmental Management System (EMS) at Lihir was tested against the international standard ISO 14001 and was re-certified for another three years. While no independent or government environment audits were conducted in 2007, a number of financial institutions audited our operation, including an assessment our environmental performance. The auditors particularly noted the detailed monitoring and management systems we have in place as evidence of our efforts to continuously improve the way we operate.
Taking a world view We recognise that global companies are under increasing scrutiny regarding their sustainability performance and in 2007 we prepared the foundations for aligning with external guidelines, such as the International Council for Mining and Minerals (ICMM) and relevant ISO standards.
These guidelines are influencing the development of our sustainability framework, and we are working towards integrating these codes and guidelines into our systems.
Although far from complete, the foundations of sustainability leadership are in place. Kurtis Noyce, Senior Environment Officer, LGL Ballarat monitoring water clarity at the discharge point to the Yarrowee River LGL 2007 Sustainability Report
Acting responsibly An obligation to minimise the impacts of our operations directs our efforts to manage our performance to the highest environmental standards. Although our environmental performance remained consistent in 2007, reflected in zero fines for non-compliances and fewer Category I, IIIand IV incidents, there was an increase in Category II incidents at Lihir Island. At the Ballarat operations, we also recorded five Category III incidents relating to water discharge. Environmental incidents Category I - Procedural non-compliance with no environmentalimpact ; eg late submission of a report Category II - Incidents with low potential for impact on theenvironment; eg minor fuel spill at a fuelling station Category III - Incidents with the potential for moderate environmental impact; eg an oil spill that cannot be immediately recovered Category IV - Incidents that have, or potentially have, highenvironmental impact; eg an uncontrolled spill from the mine orprocess plant that has killed, or potentially could, kill large numbersof fish or birds When environmental incidents occur we take the opportunity to and managed appropriately to minimise the risk of re-occurrence.
analyse our performance and identify how improvements can be None of the spills resulted in long term impacts to the receiving The total number of Category I incidents includes both Ballarat and During 2008, an extensive wetland system will be constructed Lihir Island. While this figure is lower than the number of incidents at Ballarat to provide a longer term solution that provides further recorded at Lihir Island alone in 2006, there was a slight increase mitigation to manage water quality. We have also actively in Category I incidents at this site. We reviewed the increase in our revegetated the site where possible to reduce the movement of Category I incidents at Lihir Island and attribute it to the increase sediment-laden stormwater off site. in training and awareness of environmental incident reporting. The We are continuing to integrate the systems and practices of both follow up investigations, and systems training undertaken to educate the Lihir Island and Ballarat sites to reflect a consolidated group employees and our business partners has also played a role in operation and we expect both the system and our reporting to reducing incident rates. We followed a similar protocol at Ballarat.
improve in 2008 as part of our integrated management system We responded immediately to the Category III incidents which review. Data relating to our environmental performance can be found occurred at Ballarat. Four of the five Category III incidents resulted on pages 61 to 62 of our Data File.
in non-compliant offsite discharge of process water from drilling or concrete batching, and from stormwater. Each was reported Environment targets I 2008
Ú Finalise environmental elements of the LGL Information Management System by Ú No Category III to IV incidents No licence breaches Develop action plans for a business wide roll out of the SD Policy and implement Review the environmental hazards and risks identified in the company risk register Finalise Environmental Impact Assessment for the Million Ounce Plant Upgrade and submit to the PNG Department of Environment and Conservation Consolidate value of Environmental Management System through independent audit for 2008 Monitor and disclose greenhouse gas emissions and energy use for all LGL operations People I Results I Growth Acting responsibly Analysing the detail
We are often asked the same questions by different stakeholders, particularly
when it comes to the environment. Here are some of the most frequently asked
questions and our responses to them.

Q The practice of deep sea tailings placement is opposed
by some people. Is there an alternative for placing
Q How do you protect biodiversity?
tailings at your Lihir Island operation?
A Deep sea tailings placement (DSTP) remains a preferred A We are subject to regulations irrespective of where our operations are located and we strive always to meet or management practice for us. In 2007, the process plant exceed compliance standards. Any development or expansion discharged 4.9M tonnes via a pipeline to the ocean floor at we undertake is also subject to extensive environmental depths exceeding 1500 metres.
impact assessments, including the ways in which we protect The option that is most often used for mine tailings is a tailings biodiversity. At each of our sites, our Environment team is storage facility, however Lihir Island's geography, as a small, responsible for developing the relevant programs for protected mountainous, high rainfall, volcanic island makes this difficult. areas and species.
Apart from the risks posed during the operation of high rainfall Our megapode program on Lihir Island is one example of our and seismic activities, a dam would require over 600 hectares commitment in action.
of prime agricultural land, as well as ongoing management, in perpetuity, post mine closure. In addition, landowners have In 2007 we continued our protection program for this type of also indicated they are unwilling to forgo any further land to bush turkey found on Lihir Island and it is one of two IUCN Red build a dam and we respect this position as our management List species we must consider at our Lihir Island mine site.
plan must always balance the sustainability requirements of In collaboration with the Wildlife Conservation Society, we our development.
have successfully managed the megapode population affected by our operations there. However, there are challenges, We have sought independent advice and investigated the particularly with up to 60 percent of eggs being preyed upon or full spectrum of alternatives available to us, however, DSTP collected without permission.
remains the most viable option. We are vigilant in our monitoring of the impacts of tailings and have maintained an It is uncertain who is responsible and we are disappointed it excellent track record in terms of complying with the stringent is happening, however we remain committed to educating the PNG regulations.
community about how important these birds are to maintaining the biodiversity of the island.
We actively undertake the research in this area and in late 2007, we participated in a global DSTP review that was For our Ballarat site, the context is slightly different. The conducted under the auspices of the Mineral Support Sector Ballarat East Operation operates within a softwood pine Program, funded by the European Union. Under this program, plantation on land that was historically heavily disturbed by Lihir Island was selected as a case study in which our mining which occurred in the 1800's. As a result, there is DSTP practices were analysed by a group of scientists from minimal native flora and fauna remaining on the site. The the Scottish Association for Marine Science. The report's basis of Victoria's native vegetation framework is to protect, findings will be presented and made publicly available at an enhance and restore affected habitat. This means that international DSTP conference being held in Madang late in for every native tree, shrub or grass that is removed, we assess the habitat hectare value and use this to provide the requirements of an offset. We also abide by the relevant Q The marine life around a small island like Lihir is
Victorian Government Acts and regulations and the specific vulnerable to disturbance. How do you know you are
management plans for relevant species.
not impacting on the marine environment?
A Over the past two years we have sponsored an independent scientific Marine Assessment Program, costing over A$1 million. The purpose of the program was to assess the composition, impact and fate of mine derived materials discharged into the ocean.
As part of the program, we undertook deep ocean investigations using various methods to identify the way tailings travel and disperse. The project provides us with an independent assessment of the impacts of mine waste disposal on the coastal deep-water communities. The impacts that have been measured are in line with those predicted in the 1995 environmental impact statement and the 2005 environmental impact statement submitted for the plant expansion.
LGL 2007 Sustainability Report
Acting responsibly Q Communities want to know that you are managing the
generate less waste and to continue to reuse and recycle impacts on their environment. How does LGL manage
materials previously considered as waste. At Lihir Island, the Luise Harbour base waste management facility is being developed to manage waste disposal and recycling where it is A From time to time, specific environmental concerns are brought feasible. The plan is to progressively remove recyclables from to our attention. the island, especially scrap steel which can be back loaded, On Lihir Island, for example, we closely monitor air quality sold and reprocessed. Once the facility is commissioned, we for impacts arising from dust from mining activity and SO2 will be able to monitor and measure waste more confidently, and be able to report on our performance in this area in 2009.
To ensure we are compliant with regulatory requirements we At Ballarat we are focusing considerable effort at converting have set up monitoring sites close to the source of impacts, the dewatered groundwater, which is essentially a waste for example, at places close to the mine site or at potential product, into a resource. If successful, we expect this will receptor sites at the villages. Our monitoring data tells us that result in very positive outcomes for the Ballarat community, unseasonal dry weather causes an increase in dust levels. At which has experienced long term drought conditions.
these times, we conduct more frequent dust suppression by dampening the road with water carts. In 2007, we commenced Q The production of gold requires the use of many
chemicals. What is LGL's position on materials of
sealing of the ring road with bitumen. This initiative will result in less dust, and reduced vehicle wear and tear. Further bitumen sealing is planned for 2008.
A There is increasing scrutiny on the use of industrial chemicals. In 2007, the European Union launched the chemical policy, In Ballarat, community concern has been more about noise REACH, which has global implications on the usage, transfer levels, particularly at night, when waste trucked from the site and disposal of chemicals. This places companies under can be more easily heard and blasting vibrations more easily pressure to better regulate and reduce their chemical use.
heard and felt. In 2007, we recorded a total of 40 complaints or enquiries relating to noise (10), blasting (18) and other We take the highest possible care in our use of chemicals, issues (12), such as air quality, fire hazards, and weed trees.
complying with all legal requirements. Storage and handling facilities meet the Australian and New Zealand standards, and To overcome the noise created by trucks moving around the we train our people in safe handling and provide the necessary surface during the night, we temporarily suspended night time personal protective equipment. We also closely monitor the trucking and re-handled waste during the day over a different environmental impacts and to date there have been no serious route. We have attempted to engineer the problem out of the environmental incidents resulting from chemical use. The Site equipment by using a revolution limiter and acoustic baffles Chemical Committee on Lihir Island will also be conducting a on vehicles used for this activity. We have also worked on review in 2008 of all new chemicals coming to site.
changing procedures and behaviours, by assisting employees to understand the impact of the mine's activities on the surrounding community.
Q What is in the tailings?
We are acutely aware of the concerns about blasting and manage these very closely. Appropriate procedures and A Tailings is the final unwanted material after extraction of the gold from the host rock. The tailings comprises over 99% limitations are in place, and we continually consult with the ground up material in the sand or silt fractions with some low community to overcome concerns. For example, we have levels of residual chemicals. At Lihir, the levels of free cyanide restrictions on blasting at night in areas of high sensitivity. is very low due to complexation as part of a detoxification Our concern for the environment also encompasses mine process and the pH is neutral, typically in the range of closure. On Lihir Island, our mine closure plan provides for 6-7 units. Tailings discharge is regulated through permits environmental issues in this context. The plan is reviewed from the PNG Government and we report our monitoring every five years for external requirements, and then annually in results quarterly to the PNG Department of Environment and accordance with our internal standard, to determine whether Conservation. The data indicates that the chemicals, including any additional costs, such as dismantling and demolition of cyanide, fall well within the allowed PNG limits. Monitoring infrastructure, and decommissioning, should be revised in the data supporting our performance can be found in the table detailing tailings stream chemistry on page 62 of the Data File.
Q What is LGL doing about mine site waste?
In Ballarat, we detoxify the tailings prior to placement in the tailings storage facility. The mill and tailings are in a closed circuit, with all water recycled resulting in zero offsite A As pressure grows to account for a corporation's environmental discharge. The plant has also been designed to comply with management, we have looked for ways to be more efficient in the International Cyanide Code.
our use of resources and to generate less waste.
In 2007, we commenced basic monitoring of non-mineral waste at both Lihir Island and Ballarat, and we have developed a Non-Mineral Waste Management Plan that is continuously updated, identifying any changes or initiatives as they are implemented. We anticipate this will help us to achieve our goal of using primary resources even more efficiently to People I Results I Growth Acting responsibly Michael Bosle, Hydrology Field Technician, Lihir Environment Services (LES) Preserving
As part of the proposed 2008 plant upgrade, an alternative water storage weir facility is planned to provide a reliable water supply during extended low rainfall periods. This will also potentially provide piped raw water to villages along the route from the reservoirto the mine.
In Ballarat, our water issues are different.
We recognise that companies exploiting natural resources areclosely analysed for the direct and indirect impacts they have on To develop the underground mine it is necessary to pump out the environment. Preserving precious resources, whether they are excess groundwater and treat the groundwater before mining can renewable or not, is a legitimate concern and rates in the top three of recommence. The development of the underground site has resulted issues that communities want companies to address. We expect this in an excess of groundwater at a time when the majority of the concern will grow as our understanding of the impacts arising from Australian continent is affected by drought. However, there are resource depletion matures.
difficulties in discharging this water.
Although water is renewable, its availability as a resource has come Because the Ballarat region has experienced below average rainfall under pressure. In 2007, water supply shortages impacted on our since 1996, the water quality in local streams cannot accept all of the licenced discharge from the mine at low flow levels. Put simply, there is not enough water in these streams to allow sufficient What about water?
dilution of our discharge water.
We are very conscious of the importance of the Yarrowee River to the LGL has monitored and reported the amount of water used at community and the environment. We recognise that our discharge our Lihir Island operations since we commenced reporting on the to the river provides a positive contribution to the environmental environment and community, with similar monitoring processes also flow in the river and to the downstream agricultural users. We in place at Ballarat.
also recognise the opportunity to provide this water as a potable water substitute to the community and continue to work with all While Lihir Island is located in a tropical climate and experiences stakeholders to find economical and sustainable water allocation high annual rainfall, the island's mountainous geography causes opportunities. In 2007, we evaluated various options to treat up to 2 much of the rainwater which does fall to run off the island. Without ML per day, and we will be seeking regulatory approval to construct a major water storage facility this water cannot be captured.
a state of the art reverse osmosis water treatment plant in 2008. In In 2007, we noticed unusual weather patterns associated with El this way, we hope that we are doing our bit to help solve the local Nino events, resulting in an unusually long period of dry weather. water issue.
Predictive modelling of rainfall patterns has been conducted, To check our water usage performance in 2007, refer to the Data File indicating that similar periods of sustained dry weather could be on pages 61 and 62.
expected until 2012. With this in mind, it has been necessary for usto identify and manage the risks for our operation of potential water shortages.
The integration of a real-time fresh water management model forthe Londolovit River on Lihir Island is helping us do just that as weare now able to obtain better data on rainfall in the upper river catchment. The system also provides important input to the companyand community safety systems allowing for flood and high rainfallevent warnings to occur and alerts to be issued.
LGL 2007 Sustainability Report
Acting responsibly Henry Sakio, Power Station Operator, Geothermal Power Station, Lihir The work we have completed in terms of geothermal power isacknowledged by industry peers as world best practice, however Lihir Island is just one site. We know that tackling climate change requires a company wide strategy, and the best way for us to address it is not clear yet. Once we understand what our overall carbon exposure is, and the emissions impact of specific activities, we will be better positioned to develop and implement an action plan.
We are moving in the right direction. From July 2008, we will beginto monitor and disclose our greenhouse gas emissions, and our In recent years, the spectre of climate change has moved to the energy usage, in Australia. This will be done under the National forefront of civil concern. While some dispute the extent or causes Greenhouse and Energy Reporting Act, and the Energy Efficiency of climate change, there is no doubt we have witnessed significant Opportunities program. Part of this will involve us setting targets to climatic variability. This is seen in widespread temperature reduce our emissions and energy use. We are enthusiastic about the variations and changing rainfall patterns, amongst other phenomena.
opportunities this will present for performing even better.
The most immediate observable impact of climate change on our operations can be seen in water shortages. These shortages have Powering up
been felt in and around our existing operations, and we have every reason to believe it may be a limiting factor in other places we might At our Lihir Island operation we have been able to capitalise on the ready availability of geothermal steam to generate power. For three years, we have been committed to reducing our dependence Our geothermal power plant delivers up to 75 percent of our current on fossil fuels on Lihir Island, and relying more on geothermal power power requirements on the island and produced savings of an on Lihir Island. We now generate 56MW of electricity on Lihir Island estimated US$50 million in 2007, compared to the cost of power by harnessing the natural heat in the ground beneath our mine and by using oil-fired generators. We are pleased that our reliance on doing this we have reduced greenhouse gas emissions arising from traditional energy sources, as well as our exposure to recent oil price fossil fuels.
volatility, has been reduced.
Climate change will affect the way we do things in various ways, As a registered Clean Development Mechanism (CDM) under the and we can be certain that our business will be directly impacted, United Nations Framework Convention on Climate Change (UNFCCC), and that ultimately, LGL will be subject to government regulation an additional benefit provided by the geothermal power plant is our of carbon emissions. There is very likely to be both financial and capacity to claim certified emission reductions (CERs). In 2007 we social costs associated with strategies for emission reduction. As an completed our first full year of accounting, and achieved 182,652 international business, we need to be aware of the risks and manage the costs of operating in a carbon-constrained world. We must alsoacknowledge that doing so may influence a corporation's financial performance.
The bottom line for us is that our vision of People Results Growth
must be achieved with greater energy efficiency and an increased
use of low-carbon emitting technologies.
People I Results I Growth Peoplegrowingwith us The global shortage of experienced
and skilled people, particularly in the
resources sector, demands that we seek
alternative solutions to sustaining our
workforce. Being aware of the need for
an innovative approach is guiding what
we do to ensure that our people are
growing as our business grows.

LGL 2007 Sustainability Report
Tynan Spenceley, Charge Up Operator, B Crew, LGL Ballarat People I Results I Growth Interview with
Florence Pasap
Senior Secretary, LGL
Florence Pasap is a native born Lihirian from the village of Kunaiye. She has been an employee with LGL for over 14 years and has
witnessed many changes on Lihir Island since the mine commenced operation. Here she shares some of the benefits that the mine has
brought to her and the wider Lihirian community.

How long have you been with the company?
I have been with the company since 1994, starting off as a trainee database operator, working my way up to the position I am in now, which is Senior Secretary.
What would you regard as some of the benefits to having the
mine on Lihir Island?

There have been many things – better health services, better housing, education is better, reliable power and water supply. The company has done a lot for education. Children going to school are catered for with school buses and sea transport so there is a stronger sense they should attend. People can progress past grade eight and grade ten. There is sponsorship for students going to tertiary education and the new apprenticeship training centre is being built. For me personally, there has been education and short courses, medical care and things like superannuation. Within the company there are internal personal and business skills training such as Work Ethics, Time Management and Teamwork for supervisors. I am now studying a Diploma in Management externally at the Divine Word University.
What differences have you experienced in
your own life?

Really, having a job with LGL is the way I have been able to provide a better life. I consider myself fortunate to have the job – to be able to help my family, brothers, sisters, and other family members. It has also meant that I have been able to adopt and support my sister's two children.
It has been really interesting and challenging for me; I am really fortunate to have this job.
Has being an employee at LGL had any effect on your life
outside of work?

Yes it has, in a number of ways. I do try to practice our values at home, such as honesty and integrity, fairness and respect. I encourage my own people in the village that just as we expect the company to be fair in its dealings with us, we in turn should also be fair. I also encourage my family to work together as a team. Last year I took the Sustainability Report home to show my family, because my mother is always interested in these things.
Do you see yourself as a role model to other Lihirian women?
As a young girl I definitely had a vision to do something and working with LGL has been the way I have been able to achieve it.
I am also fortunate because my mother has been a community leader for a long time, but there are definitely more women speaking out now, especially through the Petztorme Women's Association. Things are gradually changing. In my village you will now see men and women working together, whereas previously, women would have been left to do much of the village work. This represents a significant change from the traditional matrilineal society found on Lihir Island.
I also take time to educate my two girls and other young girls in the village, showing them that they can strive for more.
LGL 2007 Sustainability Report
People growing with us People growing
with us

Finding, keeping, growing talent
Our various agreements make provision for localisation of the workforce at our Lihir Island operations meaning that where possible, we recruit Lihirians for roles as they become available. The island's small population means we must negotiate a balancebetween immediate operational needs for skilled labour and our obligation to build capacity in the Lihirian population. We aim for this balance by sourcing employeesfrom the rest of PNG and nationals from other countries, always conscious that ourfirst preference is for Lihirians.
As part of our Localisation and Training Plan on Lihir Island, we have consciously turned our attention to succession planning of the workforce at Lihir. We recognise the importance of providing development pathways that allow employees to progressto more senior positions. Our vision is for Lihirians to operate the mine with a limited requirement for external resources. We recognise this will take time, but we arecommitted to achieving it. This is a shared responsibility, meaning we also needemployees to want to develop themselves further.
We have commenced formally capturing employee reclassification data,which demonstrates the progression of Lihirians through the various levels ofapprenticeships and other roles. As our training program is consolidated to fewer courses delivered more frequently, we expect that by 2008 we will have laid the foundations for our succession planning with more Lihirians and PNG nationals working as superintendents. In future, annual performance appraisals, which areconducted for all employees, will provide the opportunity for clearer guidance on career progression. Figures on our trainees and apprentices can be found in the DataFile on page 63.
The competitive market for people keeps us searching for ways that will both attractand retain talent. Attracting and keeping people is our number one human resourceperformance indicator and this year, we commenced a comprehensive program to address this issue, we are striving to develop LGL to best practice human resource standards over a three year period.
The Lihir Trade Training Centre is planned for construction and operation in 2008. Thisfacility will provide first class training of trade assistants and apprentices. The centrewill be National Apprenticeship Trade Testing Board (NATTB) accredited. We know the appeal of working and staying with us represents different things to different people. For an expatriate, it could be the way in which families are included in relocation decisions. For a Lihirian, it may be having the flexibility to study while working. For a third country national, it is perhaps the opportunity to gain valuable international experience, and for a Ballarat employee, it may be the chance to workback in the city, applying expertise gained elsewhere.
Really, having a job with LGL is the way I have been able to provide a better life. I consider myself fortunate to have the job – to be able to help my family, brothers, sisters, and other family members. Florence Pasap with her daughters, Noelyne and Marie-Phil (front) and Kunaiye village girls, Connie Zekolie and Patronilla Pasap People I Results I Growth People growing with us We strive to meet our employee and external expectations by and community. The initial training delivered in 2007, introduced the demonstrating our commitments to: PRG concepts such as the PRG Business Scorecard, which details how each employee has a role to play. The 1,200 plus employees who attended the workshops were also introduced to specific behaviours unions as long as they are registered with the relevant peak which drive business systems. body. At Ballarat, all our people are employed under Australian Workplace Agreements (AWAs). On Lihir Island, the Lihir Mining Apart from raising awareness and defining what People Results
& Allied Workers Union was reactivated in 2007 and elections Growth means to LGL, the workshops also had a number of other
are due in 2008 to elect office bearers. We encourage a mutual intangible benefits. Feedback indicated that many of our people understanding of common issues to ensure effective working gained insights to themselves and came to understand the relevance of PRG to both their workplace and personal lives. Fundamental to the development of the performance culture we labour of any kind; and all desire, our management and middle management teams have also contributed to the promotion of our core values through the demonstration of exemplary leadership. It is well understood, that we adding diversity to our workforce. all have a significant leadership role to play in the way we motivate Our turnover rates for each of the employee categories on Lihir Island, and encourage our team members to continue to help improve the with the exception of third country nationals, remains relatively high way we do better business together. At the start of 2007, all our (refer to our Data File on page 63). The reasons for these high attrition managers from all our operating sites participated in a workshop to rates are not clear, however with ongoing developments in our human agree on "the LGL Way of Doing Business Together". This workshop resource planning and management, we anticipate that turnover will provided the management teams from each site with the opportunity to discuss their managerial and leadership responsibilities to operate We experience similar workforce issues in Ballarat, where sourcing the business as a "One Team – One Business" entity.
people in a timely way and having them trained can be difficult, In 2008, we aim to continue the momentum achieved in 2007, particularly if we rely only on the local pool of talent. We accept there recommencing the roll out with workshops for supervisors, who will is a limited number of appropriately experienced mining personnel be responsible for driving the process at the operational level. On in Ballarat, and we plan to overcome this by implementing robust Lihir, our Superintendents will be provided with the opportunity to internal training programs and through our alliance with the University work cross functionally to resolve daily production issues and to of Ballarat.
minimise production interruptions. Our PRG facilitators will be more actively involved with improving communications and will continue with their campaign to promote PRG across the business.
The roll out across the organisation of our People Results Growth
Moving with change
(PRG) program in 2007 represents significant progress for us and was an important step for embedding a strong performance culture in our With new businesses come new challenges.
business. The development of the PRG Performance Culture is based Operating as a single site, our efforts were wholly concentrated in on exemplary leadership to engage all our people through improved one place. With the acquisition of Ballarat there has been a need communications and involvement.
to develop management techniques and protocols for merging its We commenced the roll out in February and continued it throughout workforce and culture into the global business.
the year, delivering the program to all levels of the organisation The PRG program is yet to carried over to our Ballarat operations, through a series of workshops for the workforce and for supervisors. however in 2008 when we move from a contract workforce to an The key elements of the PRG approach are that it is driven by a team in-house workforce, we will comprehensively introduce PRG to our of facilitators from across the business, including safety, environment people there.
Workforce targets I 2008
Succession planning, career development and work experience program implemented Raise level of training capacity and capability to deliver quality training outcomes Conduct "One Team – One Business" management conference to integrate all managers from our Corporate office and operating sites. Continue roll out of role clarity workshops Ú Consolidate training programs Maintain momentum achieved in 2007 commencing with rollout of further workshops for supervisors who will be responsible for driving the PRG process at the operational level Student intake – 25 including pre vocational and vocational trainees and apprentices LGL 2007 Sustainability Report
People growing with us Safety never stops
immediately after the incident occurred. In the aftermath of the rockfall, we worked closely with regulatory authorities to develop an appropriate plan to clear the rockfall and resume normal operations.
The safety performance at Lihir mine in 2007 was outstanding where Additional support was installed in the decline above and below the only two lost time injuries were recorded. This is the best safety affected area to ensure the continued safety of our employees.
result recorded during the past twelve years. We are also pleased to note the reduction in injuries in 2007 at Lihir Island. This is a direct Our primary concern at such times is for the health and safety of our result of maintaining the profile of operational safety through our employees. The quick and effective response made by our Ballarat toolbox meetings, monthly seminars, occupational health training team gives us great confidence that our systems are sufficiently and visible targets. A total of 29 serious injuries were recorded robust to overcome such difficulties, and will continue to perform during 2007, compared with the site-wide objective of <28, which well in future.
represents a 17 percent reduction compared to 2006. The serious Apart from addressing the occupational health and safety (OH&S) injury frequency rate (SIFR) for 2007 was 2.7 per million man hours, requirements the way a mine site should, the Lihir Island mine compared with the site-wide objective of 2.87.
operates in a unique and challenging work environment due to its We used both lead and lag indicators to measure our safety geography and geothermal steam. We are committed to having a performance on Lihir Island. Some of the lead indicators used are workforce free of injury and occupational illness, and we strive to number of audits and inspections completed, the percentage of ensure employees, business partners and the community benefit from corrective actions closed out, development and review of standard the OH&S management plans developed for all our operations.
operating procedures, and the number of Job Safety Observations We have carried this commitment to our Ballarat site which faces (JSO) completed. JSOs are an integral part of LGL's culture-based, other challenges arising from rapid development of the mine and safety program. In 2007 we continued our three year program to we are currently building a safety management system that will be further improve our safety culture at the Lihir Island operation.
consistent with international standards. We have developed site-wide OH&S plans and these cascade down through the business to departmental and sectional levels. Key performance areas and indicators are then benchmarked and reported against using a balanced scorecard. The scorecards are updated 2007 also saw a strong shift in focus to occupational health issues. monthly and reported across the departments and site to enable employees to keep track of our safety performances. Employees At both our Ballarat and Lihir Island sites, fatigue and fitness for work participate in setting the departmental and sectional targets and then have been identified as key issues and programs and are now being "act like owners" to ensure our lead indicators are met, thus reducing implemented to reduce the affects of occupational health related the lag indicators.
incidents. Lifestyle issues are also now part of the training at both sites. Topics covered include hypertension, diabetes and obesity, as LGL has always emphasised a strong safety culture and although we well as skin cancer, cardiovascular disease and smoking. Our aim have always operated an open-cut operation at Lihir Island, Ballarat is to improve the health and lifestyle of our workforce which will presents different challenges as an underground mine.
ultimately flow on to the business productivity improvements.
Our safety system in Ballarat was put to the test in November 2007 The Occupational Health and Safety Management System (OHSMS) when a rockfall occurred. The fall was not in a mine working area is currently being updated and aligned with the Lihir Integrated and no injuries were sustained to any of the miners who were all Management System (LIMS). The update is to ensure the OHSMS is safely extracted after the rockfall.
current and meets business needs. Strong robust systems alongside a At all times our underground operations have careful regard to the positive safety culture, where employees "act like owners" will ensure need to identify as thoroughly as possible any potential challenges we achieve our safety vision of "No Injuries to Anyone Ever". A list of we may face and to ensure the safety of our personnel in the event our workforce and safety statistics is presented on page 63.
of difficulties. The Mine Rescue Procedures were implemented OH&S targets I 2008
Continuous improvement to work towards achieving the LGL vision of an injury free workplace for all employees and contractors Maintain OH&S profiles and programs aimed at reducing workplace injuries Occupational Health and Safety Management System aligned with business wide Information Management System Publish and implement new OH&S policy Publish and implement new Health policy Maintain and encourage greater workforce participation in HIV/AIDS voluntary counselling and testing People I Results I Growth LGL performance and goals 2007 / 2008 LGL performance and goals 2007 / 2008 2007 Achievements Membership of the International Council for Cost benefit investigated and initial contact with Submit formal application and gain membership Mining and Metals (ICMM) as a high level the ICMM undertaken of ICMM and become active participant in 2008 sustainability strategy investigated and achieved External advisory committee to provide Investigations completed and a draft charter Submit formal recommendation to board and independent advice to LGL management and the prepared for discussion at senior levels achieve approval by December 2008 LGL's policies and managements standards are Management standards reviewed aligned with organisation size and value Submit revised management standardsfor board approval LGL's business structure and operations meet Financial restructure completed resulting is shareholder demands retired hedge book and gold loans Continue investigations into financial structures that add value to all shareholders Reputation for ethical conduct across all Code of Conduct reviewed and amended to operations improved reflect core values Introduce revised Code of Conduct and Whistleblower policy to all LGL employees Best practice, common standards and systems Standard system tools through the Continue development and implementation of across the business implemented Integrated Management System were the IMS across the business for completion by progressively developed Develop formal stakeholder engagement Develop stakeholder map Undertake a community perception survey inBallarat Revised Integrated Benefits Package (IBP) agreed Revised IBP now known as Lihir Sustainable Assist the Lihirian community through mentoring Development Plan agreed at signing on 3 April and capacity building to implement the LSDP to meet goals and aspirations. Social Monitoring and Management Plan Work commenced on the development of the Finalise development of the SMMP to include (SMMP) for the Lihir operations developed framework aimed at formulising an annual performance indicators that encompass the full monitoring program range of company activities in terms of its socialresponsibilities and accountabilities Performance target of 80% against the Performance score of 90% achieved Maintain the 90% score for the criteria of a formal social audit at the Lihir 2008 social audit operations achieved Community risk management process, contractor Work commenced with development of these Procedures fully developed and implemented compliance procedures and stakeholder contact aimed at providing a more effective basis for the register for the Lihir operations developed operation, monitoring and management of the Community Liaison function on Lihir operations Programs aimed at improving numeracy, literary Workshops conducted to assist national teachers Continue with implementation of educational and skills development under the LSDP Education to raise their teaching standards. Partnership and assistance and CL capacity building programs Assistance Program developed and implemented capacity building relationship formed with Centre for Social Responsibility in Mining (SCRM) Five year medical infrastructure upgrade plan Five year plan developed Show progress with implementation of the to meet current and future medical services recommendations of the five year plan demand on Lihir developed Establish Londolovit Town Planning Committee established including Submit first phase of Town Plan for review and Committee aimed at formulating a township development of terms of reference approval by the Nimamar Rural Local Level sustainability plan Government (NRLLG) in the first quarter of 2008 IBP commitments for road sealing, relocation, Progress made with all projects, however not all Continue with planned infrastructure projects school construction, power and water supplies delivered as planned ensuring budgets and schedules are met and the Village Development Scheme projects Gold production of more than 850,000 oz, including contributions from Lihir Island, Ballarat,Mt Rawdon and Bonikro Total cash costs for the full year from Lihir Island to be below US$400/oz Legend:  – Goal Achieved; Ú – Goal in Progress;  – Goal Not Achieved; - – New Goal LGL 2007 Sustainability Report
LGL performance and goals 2007 / 2008 LGL performance and goals 2007 / 2008 2007 Achievements Environmental elements for inclusion in the Work commenced in 2006 continued Finalise environmental elements of the LGL IMS LGL Information Management System (IMS) Environmental incidents in all categories reduced No reported Category III to Category IV No Category III to IV incidents environmental incidents and Category I incidentsreduced from 59 to 56; Category II incidents increased from 8 to 24 No license breaches Three license breaches at Ballarat and nil for Lihir operations with no prosecutions No license breaches Business wide Sustainability Policy published Sustainable Development Policy developed,approved by board and published Develop action plans for a business wide roll out of the SD Policy and implement Risk based approach to the management A risk based model developed that enables Review the environmental hazards and risks of environmental issues developed and a proactive approach to environmental identified in the company risk register PNG DEC approval requirements for the PNG DEC approval process mapped and drafting Finalise Environmental Impact Assessment for proposed Lihir Million Ounce Upgrade Project of elements of a Social Environmental Impact the Million Ounce Plant Upgrade and submit Assessment (SEIA) commenced to the PNG Department of Environment andConservation Triennial ISO 14001 conducted for Lihir EMS assessed against ISO 14001 and re-certified Consolidate value of EMS through independent operations Environmental Management System for a further three years LGL operations aligned with Climate Registered CDM geothermal project increased Monitor and disclose greenhouse gas emissions Change imperatives through reducing Certified Emission Reductions by 10% and energy use for all LGL operations greenhouse emissions Professional Staff & Graduate Development Terms of reference developed and champion Initiative roll out Succession planning, career development andwork experience program implemented Vocational Education & Training System to Training needs analysis completed and training Raise level of training capacity and capability to drive improvement of learning outcomes for module development commenced deliver quality training outcomes. apprentices and tradespeople Clarify roles, responsibilities, relationships and Management, Superintendents and Supervisors Conduct "One Team – One Business" results at all levels of our business workshops conducted, issues highlighted and Management Conference to integrate all managers from our Corporate Office andoperating sites. Continue roll out of role clarityworkshops Training and localisation programs for Lihirian Employee classification data captured for Lihirian Consolidate training programs employees in accordance with localisation employees demonstrating progression through agreements consolidated various levels of apprenticeships and other roles People Results Growth (PRG) program rolled
PRG business scorecards developed across the Maintain momentum achieved in 2007 out at Lihir operations Lihir operation and 1,200 employees attended commencing with rollout of further workshops for supervisors who will be responsible for driving the process at the operational level Student intake – 30 Student intake – 60, including pre vocational and vocational trainees and trade apprentices Student intake – 25, including pre vocational and vocational trainees and trade apprentices Safety and Health Injury free workplace for all employees and 29 Serious Injuries (SI) occurred at the Continuous improvement to work towards contractors achieved Lihir operations representing a 17% reduction achieving the LGL vision of an injury free workplace for all employees and contractors Three year OHS program to further improve OHS profile and programs maintained Maintain OH&S profiles and programs aimed at safety culture progressed through toolbox meetings, monthly seminars, reducing workplace injuries occupational health training and visible targets aligned to employee bonuses Occupational Health and Safety Management Update progressed including additional elements OHSMS aligned with business wide IMS System (OHSMS) to align with the business wide addressing fatigue and workforce fitness IMS developed and implemented Revised business wide OH&S policy published Publish and implement new OH&S policy Develop Health policy Publish and implement new Health policy Promote and encourage workforce participation 72% workforce participation in HIV/AIDS Maintain and encourage greater workforce in HIV/AIDS voluntary counselling and testing voluntary counselling and testing participation in HIV/AIDS voluntary counsellingand testing Legend:  – Goal Achieved; Ú – Goal in Progress;  – Goal Not Achieved; - – New Goal People I Results I Growth Community
LGL provides a comprehensive health service to its workforce and to the Lihirian community.
In this section of the data file, we present some key statistics gathered in 2007.
The community and health data collated below is taken from Lihir Island only.

Total medical referrals to centres Total attendance by year Number of attendance Medical referrals/Year An overall increase in numerical attendance is possibly the result of three factors. First is the general population increase in recent years. Second is The graph presented above shows a falling number of medical referrals to Lihir Gold Limited's (LGLs) preference for hiring people who live on Lihir island. centres of higher care year on year, suggesting that the restructuring process LGL employees and their dependents have access to free health care at the at the Lihir medical centre significantly improved the ability to handle more Lihir Medical Centre. The result is that dependents appear to prefer to bypass complex medical conditions on site.
government aid posts in preference for the Lihir Medical Centre. Third, it isthe impression of medical staff that people have increasing expectations ofhealth services funded by LGL and now attend for matters of a less serious nature.
Percentage acceptance of voluntary Distribution of confirmed HIV testing during periodic medicals HIV infections since 1997 Number confirmed Business Partners Two new HIV infections were confirmed during 2007, making a total of seventeen confirmed infections since 1997. The graph above shows the distribution of confirmed infections.
Although the number of employees taking advantage of voluntary counselling and testing (VCT) for HIV infection has shown a slight drop in recent years, the overall rate of acceptance during periodic occupational medicals remains high at 72 percent. We will continue to strive for a 100 percent testing rate.
Infant mortality rate (IMR) Chloroquine plus Fansidar resistance by year Rate per 1,000 live births The PNG Department of Health still recommends cholorquine and Fansidaras first line treatment for malaria. However, the increasing incidence of Infant mortality in PNG is 65 for every 1,000 live births. On Lihir Island, the resistance may require a change to this therapy in the near future. Changing average rate for infant mortality is approximately 30 for every 1,000 live births, current first line treatment to new generation single-dose artimisinin based indicating that babies born on the island have more than a 100 percent better drugs, would increase the cost from PGK 36,000 per annum to about PGK chance of survival than their counterparts born in other areas of PNG. 468,000 per annum.
LGL 2007 Sustainability Report
New cases of confirmed tuberculosis Lihirians as a proportion of total new TB cases The number of new TB infections appears to be reaching a steady state. The increases seen between 1997 and 2002 are probably the result of better newcase detection. The sustained number of new infections between 2003 and2007 may be a reflection of increasing numbers of new cases among migrants. This hypothesis is supported by data showing that Lihirians are forming adecreasing proportion of new infections.
Reasons for admission The graph above shows, the most common reason for admission to the centre is for deliveries. The lower infant mortality rate on Lihir Island is an indication that the neonatal and postnatal care provided by the LGL medical centre is a contributing factor to the better survival rates of babies on the island.
*Obstetrics and Gynaecology People I Results I Growth LGL contribution to PNG economy Payments within PNG New Ireland Provincial Government Nimamar Rural Local Level Government 1,449,859 4,294,099 Other (NDA Grants) Landowner Contracts Landowner J/V Contracts Direct Lihirian Payments
Royalties (Block Holders) Economic Plant Compensation Noise, Light & Dust Community Assistance/Donations Lihirian Salary & Wages Village Development Scheme (VDS)
Relocation of Villages IBP Trust Capital Projects 153,126,056
452,270,519
LGL 2007 Sustainability Report
Total mill throughput A combination of record gold production and gold prices resulted in recordfull year revenue of $498 million, representing a 29 percent increase on the previous year.
Total cash costs per ounce Autoclave feed (AU g/t) Operating Costs 2007 - US$210.9m
In 2007, we absorbed higher prices for fuel, labour and maintenance inputs.
Higher diesel prices and adverse currency movements led to a 21 percentincrease in operating costs to US$210.9 million. Despite rising costs, weattribute this increase largely to higher volumes, as total cash costs per ouncerose only three percent to $305 per ounce. LGL supplier spend LGL supplier spend Lihir Island Operations Ballarat Operations Australia A$202.3M Lihir Island A$96.3M Local Transactions Other Countries A$96.2M Other PNG A$138.2M - Local Transactions - New Ireland Province - Central Victoria (ex-Melb) - Rest of Victoria People I Results I Growth Greenhouse gas emissions CO2 - e tonnes - LGL Group Mining and Milling Electricity Exports *The greenhouse efficiency trend for Lihir cannot be evaluated as the 2006 estimation was affected by incorrect CaCO3 assay data.
Total environmental expenditures (AU$'000) - LGL Group Research & Development Heritage & Conservation Permitting & Licensing Environmental Management Total current expenditure
Environmental Capital Expenditures Total Environmental Expenditure
Presented above is a summary of the environment expenditure for LGL, as both a consolidated figure for LGL, and as a separate figure for each site. The higher overall expenditure relates in 2006 relates to the development of the geothermal power plant which was commissioned in 2007.
Inputs/Outputs - LGL Group Arsenic & Compounds Batteries 18 tonnes Cyanide and Compounds Diesel electricity generation Hydrochloric Acid 4.8 million tonnes LGL 2007 Sustainability Report
Tailings placement - Lihir Island Cooling Sea Water Year Total Volume (ML) Liquid Discharge (ML) Although gold product increased by 7.5% the 15.5% increase in tailings reflects the lower gold grade being mined. Total water discharge by quality and destination (2007) - LGL Group Brackish to saline water Discharge from tailings storage facility Fresh to brackish water Lihir discharges water to the ocean. Ballarat discharges water to the Yarrowee River.
Waste - LGL Group Management Options Incineration with energy recovery Incineration without energy recovery 50t domestic waste 2.4t domestic waste 15,036m3 domestic waste/wood 50,000t scrap steel 32t light vehicle tyres 8t light vehicle tyres 643m3 haul truck tyres Tailings stream chemistry - Lihir Island DEC Limit
* Restated. Previously reported as mg/L NaCN, now reported as mg/l CN (as per DEC permit) Concentrations of heavy metals and cyanide in the tailings stream are well below regulatory limits.
People I Results I Growth Workforce demographics 2007 LGL is an equal opportunity employer and does not discriminate on any basis, including age, race or gender, and we are pleased no incidents of discrimination were recorded in 2007. We encourage female participation in our workforce, particularly in roles that are traditionally filled by males and in a market which iscompeting strongly for resources. In 2007 at Lihir Island we employed 255 female employees. The composition of our board remains weighted towards maledirectors, with one female director who is a PNG national. However, at 12.5 percent of the total board composition, this represents a higher ratio than is found in other ASX top 200 companies, where women account for only 8 percent of a board's composition. [**We are not able to accurately account for the turnover rateat Ballarat as we are still integrating our information management system so it is able to capture this data.] Lihir Island trainees and apprentices - 2007 - Pre-vocational - Office administration Apart from technical, job related training provided by each department on Lihir Island, the Employee Development section runs a series of programs to support continued employability and to help employees in managing their careers. The courses are run at three levels: Level 1 - designed for those who have between 0-5years work experience and need assistance to understand the concepts of work, career, company and contractual obligations. Level 2 - designed for those who have between 5-15 years experience and need assistance to develop key personnel skills for better job performance and advancement through their careers. Level 3 - for people who are required to supervise others in their job.
Average remuneration of men and womenby employee category and region Injury statistics - LGL Group LGL site LTIs by year PNG Nationals Avg (K) Expatriate Average ($) 2007 - Lihir Island LGL lost time injury frequency rates by year / million hours **Lihirian salaries are paid according to the LGL salary band and based onqualification and merit. The market for resources is competitive and we strive to provide competitive salaries and conditions for our employees. Of the 6 million people who live in PNG, only an estimated 2 million are employed, of which only 220,000 work in a formal way for wages. We are pleased that we provide employment to over 1,700 PNG Nationals and Lihirians, with the average wage for women recorded at K14,313 and for men at K16,212.
Although it is difficult to gain accurate data to determine the range of ratios for wages, a comparison with the gross national income per capita of A$660, provides an indication that the wages paid compare favourably. Our full time 2007 - Lihir Island Lihirian employees receive a number of benefits, including a home ownership scheme; free housing for residential employees; access to fitness facilities;medical and life insurance; educational support for employees and their We are pleased to report there were no work related fatalities at any of families; and a vehicle and accommodation allowance.
our sites in 2007, and there was an obvious improvement in our safety statistics for the Lihir Island site. When the information management systemfor the Ballarat site has been completed in 2008 we will be able to report consolidated data for this indicator. We also note that in our 2006 report, we reported that we changed our measurement rates to one million man hours, from 200,000. While we had made this change it was not reflected in the datawe presented in our 2006 report. LGL 2007 Sustainability Report
GRI Content Index While we completed the merger with Ballarat Goldfields Pty Ltd in 2007, we are still working
towards the complete integration of the information management system to support the
comprehensive collection of data from both sites. For this reason, we provide responses that are
inclusive of Ballarat data where possible. The indicators which have been partially reported are
clearly identified in the GRI Table below.

GRI content index (Core indicators only) Standard Disclosures: Profile
1. Strategy and Analysis
Statement from the CEO and the supervisory board chairperson Description of key impacts, risk and opportunities 2. Organisational Profile
Name of the company Primary brands, products and/or services Operational structure and major divisions Location of organisation's headquarters Number/names of countries with either major operations (or specifically relevant to sustainable issues) Nature of ownership Scale of the reporting organisation Significant changes regarding size, structure or ownership Awards received in the reporting period 3. Report Parameters
Date of most recent previous report Contact point for questions regarding the report Processes for defining report content (Materiality, priorities, stakeholder identification) Boundary of report Statement on specific limitations concerning the report's scope Basis for the reporting on joint ventures, subsidiaries etc.
Data measurement techniques and bases of calculations Explanation of the nature and effect of any restatements of information Significant changes from previous reporting periods in the scope, boundary or measurement methods applied External verification of the report 4. Governance, Commitments, and Engagement
Governance structure, incl. responsibility for sustainability Independence of the supervisory board chairperson No. of independent supervisory board members Mechanisms for shareholders and employees to provide recommendations to highest governance body Linkage between senior management compensation and achievement of sustainability goals Processes for the highest governance body to ensure conflicts of interest are avoided Expertise of the highest governance body in terms of sustainability issues Corporate mission, values and Codes of Conduct Board-level processes for overseeing environmental, economic and social risks and opportunities Processes for evaluating the highest governance body's performance on sustainability matters Implementation of the precautionary principle External initiatives that the organisation endorses Significant memberships in industry and business associations List of stakeholder groups engaged by the organisation Basis for identification and selection of stakeholders to engage Approaches to stakeholder engagement by type and stakeholder group Key topics and concerns raised through stakeholder engagement and response by company 5. Standard Disclosures: Performance Indicators (6 Categories)
Key
Black Text:
Core indicators are those indicators identified in the GRI Guidelines to be of interest to most stakeholders and assumed to be material unless deemed otherwise on the basis of the GRI Reporting Principles.
Blue Text: Additional Indicators are those indicators identified in the GRI Guidelines that represent emerging practice or address topics that may be material to some organisations but not generally for a majority.
Economic – Management approach
Direct economic value created and distributed Financial implication of climate change Coverage of benefit pension plan obligations Financial assistance received from government Range of ratios of standard entry level wage compared to local minimum wage at significant locations of operation Spending on locally-based suppliers Local hiring for senior management positions Infrastructure investments and services provided primarily for public benefit Understanding and describing significant indirect economic impacts, including the extent of impacts Environmental – Management approach
Weight / Volume of materials used Percentage of materials used that are recycled Direct energy consumption: primary sources used by company Indirect energy consumption : primary sources used through energy purchased Energy saved due to conservation and efficiency improvements.
Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives Initiatives to reduce indirect energy consumption and reductions achieved Total water withdrawal by source P – Indicator partially reported People I Results I Growth GRI Content Index GRI content index (Core indicators only) Water sources significantly affected by withdrawal of water Percentage and total volume of water recycled and reused Land used in protected areas Significant impacts of activities on protected areas Habitats protected or restored Strategies, current actions, and future plans for managing impacts on biodiversity Number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk Total direct and indirect greenhouse gas emissions by weight Other relevant indirect greenhouse gas emissions by weight e.g. business travel, employee commuting Initiatives to reduce greenhouse gas emissions and reductions achieved Ozone-depleting substances by weight NOX, SOX and other significant air emissions Water discharge by quality and destination Total weight of waste by type and disposal method Total number and volume of significant spills Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped internationally Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the reporting organization's discharges of Initiatives to mitigate environmental impacts of products and services Percentage of recycled products Fines and sanctions for non-compliance with environmental regulations Significant environmental impacts of transporting products and other goods and materials used for the organization's operations, and transporting members of the workforce.
Total environmental protection expenditures and investments by type Labour Practices and Decent Work
Total workforce by employment type, employment contract, and region Breakdown of employee turnover by age group, gender and region Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations Percentage of employees covered by collective bargaining agreements Minimum notice period(s) regarding operational changes Percentage of total workforce represented in formal joint management–worker health and safety committees that help monitor and advise on occupational health and safety programs Injuries, absentee rates and work-related fatalities by region Counselling, prevention and risk-control programs regarding serious diseases Health and safety topics covered in formal agreements with trade unions Training hours per year per employee by employee category Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings Percentage of employees receiving regular performance and career development reviews Composition of senior management and breakdown of employees (gender/culture/age) Ratio of basic salary of men to women by employee category Human Rights
Percentage/number of investment agreements with HR clauses or screening Suppliers and contractors that underwent screening on human rights Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained Incidents of discrimination and actions taken Operations with significant risks to freedom of association and collective bargaining at risk, and actions taken Operations with significant risk incidents of child labour and measures taken Operations with significant risk for incidents of forced or compulsory labour and measures taken Percentage of security personnel trained in the organization's policies or procedures concerning aspects of human rights that are relevant to operations Total number of incidents of violations involving rights of indigenous people and actions taken Policy to manage impacts on communities in areas affected by activities Business units analysed for risks related to corruption Employees trained in organisation's ant-corruption policies Action taken in response to instances of corruption Positions and participation in public policy development and lobbying Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country Total number of legal actions for anticompetitive behaviour, anti-trust, and monopoly practices and their outcomes Fines/sanctions for non-compliance with laws and regulations Life cycle stages in which health and safety impacts of products and services are assessed for improvements Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services during their life cycle, by type of outcomes Principles/measures related to product information/labelling Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labelling, by type of outcomes Practices related to customer satisfaction, including results of surveys measuring customer satisfaction Programs for adherence of laws and voluntary codes Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship by type of outcomes Total number of substantiated complaints regarding breaches of customer privacy and losses of Fines for non-compliance with regulations concerning the use of products and services P – Indicator partially reported LGL 2007 Sustainability Report Registered Office Level 7, Pacific Place Cnr Champion Parade and Musgrave Street Port Moresby, NCD Phone: +675 321 7111 Fax: +675 321 4705 Administration Office Putput, Lihir Island New Ireland Province Phone: +675 986 4014 Fax: +675 986 4018 Ballarat Goldfields Administration Office 10 Woolshed Gully Drive Lihir Services Australia Corporate Office Level 9, 500 Queen Street Phone: +617 3318 3300 Fax: +617 3318 9203 General Enquiries Email to Bris_Info@LGLgold.com or contact the LGL Group offices on the numbers provided People I Results I Growth

Source: http://www.newcrest.com.au/media/sustainability_reports/LGL%20Sustainability%20Reports/2007_LGL_Sustainability_Report.pdf

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Pituitary 7: 83–87, 2004  2005 Springer Science + Business Media, Inc. Manufactured in The Netherlands. Pituitary Apoplexy During Therapy with Cabergoline in anAdolescent Male with Prolactin-Secreting Macroadenoma Mirta Knoepfelmacher, Miriam C. Gomes, Maria E.Melo, and Berenice B. MendoncaDepartment of Endocrinology, Hospital das Cl´ınicas, Universityof S ˜ao Paulo Medical School, S ˜ao Paulo, Brasil

Cutaneous radiation injury: fact sheet for physicians

FACT SHEET Cutaneous Radiation Injury: Fact Sheet for Physicians Injury to the skin and underlying tissues from acute exposure to a large external dose of radiation is referred to as cutaneous radiation injury (CRI). Acute radiation syndrome (ARS)ill usually be accompanied by some skin damage; however, CRI can occur without symptoms of ARS. This is especially