Our Workplace

Home Our People Our Workplace

Approach

Our global workforce is the foundation of our business. We recognize our long-term success depends on fostering a work environment that promotes an inclusive culture where everyone has the opportunity to contribute, develop and work together to deliver our strategy.

These efforts are guided by our Code of Conduct and our global People Policy, which states our commitment to select and develop our employees and establish a work environment where everyone takes part in reaching our goals while feeling a sense of pride in working at Newmont.

Supporting these commitments are our global standards on Employment; Compensation and Benefits; Global Inclusion and Diversity; Labor Relations; Conduct and Non-Discrimination; and Talent and Performance Management.

Our human capital strategy ensures our talent management efforts support the execution of our overall business strategy. It focuses on leadership and talent development, employee value proposition, labor relations, growth and stability, and the next generation workforce.

Another key strategy element is global inclusion and diversity, which are core values and strategic priorities for Newmont. Our global inclusion and diversity strategy focuses on three key areas: integrating principles, practices and content into the workplace to encourage inclusive behaviors; increasing the representation of women, nationals, local and indigenous people (where applicable) and other diverse people throughout our workforce; and establishing community partnerships that support the development of a diverse talent pipeline and our values of inclusion and diversity.

We set diversity representation targets to help clarify our priorities and evaluate the effectiveness of our efforts. Feedback from employee surveys – as well as quarterly updates to the executive team and Board of Directors’ Leadership Development and Compensation Committee and annual updates to the full Board – provide an opportunity to review our progress and adjust our approach as needed.

2016 Performance

Employee survey results
Newmont's Employee Survey results

During the year, we conducted a global employee engagement survey that asked employees across our global operations for honest feedback about their attitudes and perceptions as members of the Newmont team. More than 10,000 employees shared their views on matters that help us understand levels of engagement, alignment with our strategy and values, and manager effectiveness. Findings from the survey include:

  • Overall employee engagement remained strong – well above the industry benchmark – and increased from the previous survey conducted in 2014.
  • Among the areas of highest engagement: 89 percent of employees felt they know how their work helps the Company meet its objectives; 86 percent were proud to work for Newmont; 80 percent said they were confident in Newmont’s future; and 71 percent felt there was a clear direction from senior leadership.
  • Opportunities for improvement were related to manager effectiveness at the local level and increasing our commitment to inclusive and trust-building behaviors. Action plans were developed and implemented to address improvement and maintain our areas of strength.

At the end of 2016, Newmont’s global workforce comprised 10,804 employees and 9,312 contractors, a decline of around 25 percent compared to 2015. The decrease was largely due to the divestiture of our Batu Hijau operation in Indonesia, slightly offset by additions to our reporting from KCGM in Australia and Cripple Creek & Victor in the United States.

Diversity and global inclusion

Results from our global employee survey indicate that a majority of employees believe people of all backgrounds can succeed at Newmont (79 percent); the Company demonstrates its commitment to inclusion (79 percent); and it is committed to diversity in the workplace (70 percent). However, female leaders recorded lower scores than their male counterparts, confirming that we have more work to do.

Work to increase the representation of women, nationals, local and indigenous people (where applicable) and other diverse people throughout our workforce included:

  • Our site-based local and indigenous employment performance is discussed in greater detail in Local Employment and Business Opportunities.
  • At the end of the year, representation of women among all employees increased from 11 percent in 2015 to 14.8 percent, primarily due to the divestiture of the Batu Hijau mine in Indonesia. We maintained strong representation by women on our executive leadership team and named Noreen Doyle the Chair of our Board of Directors.
  • At the end of 2016, Ghanaian nationals represented 42 percent of our regional leadership team and 86 percent of managers. In Peru, 64 percent of the regional leadership team and 97 percent of managers were Peruvian nationals. Around 90 percent of our senior leaders (those at the Senior Director level and above) work in their country of nationality.

Talent management and skills development

During the year, we refreshed our human capital strategy to address shifts in priorities and increase our focus on the needs of next generation workers. We also enhanced our global university strategy to strengthen relationships with universities around the world and invest in internships and rotational assignments.

Our employee engagement survey identified the opportunity to increase our focus on career development and provide more meaningful employee feedback. In 2016, we launched an online self-service Employee Profile tool. Connected to individual development plans, the tool allows employees to document their experience and career interests including mobility preferences, certifications, languages spoken and roles they would like to be considered for in the future.

Newmont strives to provide all employees feedback on their performance. The structure of that feedback varies among locations, job categories and workforce agreements. Of our total employee population, around 76 percent participated in a formal performance review process. Where no formal process for performance management exists, we follow local protocols to connect employee skills and competencies to business performance. We are working to improve our analysis and reporting on performance review data, so we can disclose both employee category and gender information in future reports.

We invested approximately $7.9 million in training and development programs that include on-the-job development and technical training for specific job functions, formal training and development programs and ongoing education opportunities through apprenticeships, tuition assistance, and scholarships to universities and technical schools.

During the year, we aligned our leadership development processes to our global employee engagement survey to increase people managers’ focus on the engagement and retention of their team members. Through our High Performance Leadership program, nominated employees participated in a five-day customized program designed to develop key leadership skills and establish global cross-functional relationships to support leadership success.

The employee-initiated turnover rate increased to 5.0 percent during the year, compared to 3.2 percent in 2015.

Click here for full data tables

Future Focus

We will continue work to develop the next generation of Newmont mines and global leaders. Key milestones in implementing the strategy over the next year are as follows:

  • We will assess our current programs and performance against the goals stated by the Paradigm for Parity coalition. Supported by Newmont President and CEO Gary Goldberg and led by business leaders, academics and board members – including Newmont Board members Noreen Doyle, Veronica Hagen and Jane Nelson – the coalition outlines specific actions to achieve full gender parity by 2030, with a near-term goal of women holding at least 30 percent of senior roles.
  • We will continue to implement our strategy to recruit the next generation of Newmont team members through engagement with universities around the world and investments in internships and rotational assignments.
  • We plan to introduce new leadership development offerings and focus on the effectiveness of all leadership and career development programs.
  • We aim to incorporate more self-service tools that empower employees to manage their career development, benefits and other elements of their employment with Newmont.
  • We will initiate work to integrate the relevant United Nations Sustainable Development Goals (SDGs) into our business. For the “gender equality” goal (SDG-5) – one of our five priority SDGs and where we have in place many existing systems and projects, such as our work with the Women’s Consultative Committee in Ghana – we will work to set meaningful targets that align with and have the greatest impact on the goal. Recognizing the need for public-private partnerships in achieving the goals, we will also seek opportunities for collaboration both within our industry and across sectors.
  • To reflect the sale of our operations in Indonesia, we revised our target to increase the enterprise-wide representation of women in the workforce to 15.3 percent by 2018.