Mining is a global industry. Most mining companies operate internationally, often in remote, challenging environments and consequently frequently have respond to unusual and demanding Human Resource (HR) requirements. It is my opinion that the strategic imperative behind success in mining industry is responsible mining. The purpose of this paper is to examine how an effective HR strategy can be a competitive advantage that contributes to the success of a mining project in the global mining industry. It will draw on the author’s experience as the Project HR Manager for Kinross Gold Corporation (Kinross) at the Dvoinoye Project in Russia, where he is currently tasked with developing a Human Resources Feasibility Study, including workforce planning, labour cost analysis, staffing and compensation strategy, and establishing processes for the ramp up schedule. This paper will analyse how HR practices contribute to the Kinross strategy, specifically as applied to the Dvoinoye Project in Russia. The paper is also anticipated to serve as a project development model that could be adapted within a global mining setting when embarking on a venture in any jurisdiction. The proposed model will consider current best practices and recommend strategic inclusions aligned to business imperatives, emphasizing staffing, retention and development. The paper will present a general description and analysis of the industry and Kinross, and a detailed description of the Dvoinoye Project. A more detailed examination using value chain and Porter’s five forces analyses that focuses on Kinross Russia will be presented. To clarify Kinross’ competitive position, a competitive analysis will explore and identify the opportunities and threats for Kinross’s growth in Russia. These analyses will identify Key Success Factors (KSF) with particular emphasis on the KSFs relevant to our discussion of the Human Resources Strategy development and implementation for the Dvoinoye Project