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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.

Our 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 a set of 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 aligns our talent management efforts with the overall business strategy. Focus areas include building our bench strength and leadership capabilities; enhancing the efficiency and effectiveness of our human resources function; and executing against the following three key areas of our global inclusion and diversity strategy:

  • Workplace – integrating principles, practices and content into the workplace to encourage inclusive behaviors;
  • Workforce – increasing the representation of women, nationals, local and indigenous people and other diverse people throughout our workforce; and
  • Community – establishing community partnerships that support a diverse talent pipeline and our values of inclusion and diversity.

Through employee surveys, we solicit feedback on the effectiveness of our efforts, and we set diversity representation targets and goals to track our progress. Quarterly updates to the executive leadership team and Board of Directors’ Leadership Development and Compensation Committee, and annual updates to the full Board, provide an opportunity to review our performance and adjust our approach as needed.

2017 Performance

During the year, Newmont’s Board of Directors approved our refreshed human capital strategy, which prioritizes our near-term efforts on advancing our global inclusion and diversity journey, developing our next generation of leaders and improving overall efficiencies.

Global inclusion and diversity

Efforts on building a culture of inclusion included campaigns in each region led by their respective leadership teams to raise awareness of our global inclusion and diversity strategy and engage everyone to contribute toward progressing our journey.

We began implementing Paradigm for Parity – a plan supported by Newmont leaders to close the gender gap in leadership roles and create an inclusive workplace. To better understand where we were in relation to where we wanted to be, we assessed our current programs, successes and opportunities, and conducted a root-cause analysis on both a regional and enterprise level. The findings from this work were used to identify near-term opportunities and inform our longer-term strategy to create a workplace where women and men have equal influence, status and opportunity by 2030.

One way we measure our inclusion and diversity efforts is by setting internal, region-based targets as well as an external enterprise-wide target for female representation (which excludes fixed-term positions such as internships and those with contracts that end on a specific date). To reflect the addition of our Merian operation in Suriname, in 2017 we adjusted our 2018 external target to increase female representation to 15.4 percent (up from 15.3 percent). At the end of 2017, female representation was 14.7 percent, up from 14.1 percent in 2016. Including fixed-term positions, female representation was 15.4 percent compared to 14.8 percent in 2016.

During the year, a number of accomplished women were appointed or promoted to key operational and functional leadership roles in each of our regions. We also added two women to our Board of Directors, increasing female representation on our Board to 42 percent (five members).

In our Africa region, Ghanaian nationals represent 50 percent of our regional leadership team and 87 percent of managers. In South America, 47 percent of the regional leadership team are nationals. In Peru, 94 percent of our managers are Peruvian nationals, and in Suriname, 64 percent are Surinamese nationals.  Around 87 percent of our senior leaders (those at the senior director level and above) work in their country of nationality. The Local Employment and Business Opportunities section in this report includes a detailed discussion on local and indigenous employment.

We added four more employee-led business resource groups (BRGs), bringing the total to 20. During the year, our BRGs sponsored more than 40 events that gave people opportunities to learn and develop, and to engage with leaders, colleagues and the community.

Our operations continued to form community partnerships to support our inclusion and diversity goals. Highlights in 2017 include:

  • We continued our long-standing support of the Women’s Consultative Committee (WCC) in Ghana, raising an additional $4,300 in employee contributions – and a total of nearly $13,000 with the Company’s double-match – for the committee’s Self-Help Fund, which disburses loans to WCC members and other women in the Ahafo communities.
  • All our Australian operations conducted activities for NAIDOC (National Aboriginal and Islander Day of Observance Committee) Week to celebrate aboriginal history, culture and achievements. Events included celebrations of aboriginal language, local artists and musicians, and traditional indigenous food.
  • The KCGM operation in Australia became the gold sponsor for the Goldfields Girl – a program to empower and motivate young aboriginal women (ages 16 to 25) and to help them overcome the impact of social, economic and isolation disadvantage. They also held its inaugural Girls Focus on Mining Camp, which hosted 32 female high school students at the mine site to encourage young women to pursue mining careers.
  • Our Yanacocha operation in Peru held two conferences to promote the empowerment of women – one at a local university and another at the Immaculate Conception School for Girls. An internationally renowned lecturer spoke of diversity, inclusion and the leadership role of women.

For the second year in a row, we received a perfect score of 100 percent in the Human Rights Campaign (HRC) Foundation’s Corporate Equality Index (CEI), which rates large U.S. employers on their company policies and practices related to lesbian, gay, bisexual and transgender workplace equality. In addition, BSR – a global nonprofit that develops sustainable business strategies and solutions – featured Newmont’s inclusion and diversity practices in their sub-Saharan Africa report on women’s economic empowerment.

At the end of 2017, Newmont’s global workforce comprised 12,569 employees and 12,111 contractors.

Talent management and skills development

As a follow-up to our 2016 global employee survey, we conducted a global pulse survey that invited around 30 percent of employees to candidly share their views on matters that help us understand levels of engagement, alignment with our strategy and values, and manager effectiveness.

Overall employee engagement remained strong – well above the industry benchmark. Among the areas of highest engagement: 91 percent of employees agree that Newmont is committed to environmental protection and sustainability; 90 percent indicate that safety is a clear priority; 83 percent said they were confident in Newmont’s future; and 81 percent would recommend Newmont as a great place to work. Although employee perceptions of development opportunities have improved since 2016, we feel there are gains to be made. Other areas requiring additional focus include improving our commitment to promoting inclusion and cultivating open and honest communications. We are taking steps to understand and address these areas where we have room for improvement while continuing to build on our strengths.

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To contribute to the growth and development of our next generation of leaders, we unified our global approach to leadership development to reflect our commitment to our Values. We offered internal leadership development courses in most regions for first and second level managers, and introduced a leadership development program in Suriname.

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 educational opportunities through apprenticeships, tuition assistance, and scholarships to universities and technical schools.

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 89 percent participated in a formal performance review process. Where no formal process for performance management exists (for example, with our unionized employees), we follow local protocols to connect employee skills and competencies to business performance.

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.

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Future Focus

The work we conducted in 2017 to implement the Paradigm for Parity road map helped prioritize our resources and efforts for 2018. Based on the root causes identified, we will refresh our global inclusion and diversity strategy and develop new performance metrics that more meaningfully address our inclusion challenges. These metrics will also align with our commitment to advance the UN Sustainable Development Goal to achieve gender equality (SDG-5) and develop outcome indicators that quantify the impact of our efforts.

We will begin a global rollout of our program to develop inclusive leadership behaviors beginning with our regional leadership teams, site leadership teams and then the broader employee population. Because stereotypes and biases can vary by regions and sites, we will begin work to create unconscious bias training programs tailored to the location.

To further mature and strengthen the impact of our BRGs, we will focus on improving global connections among the BRGs that share common interests and reviewing the governance framework to increase the value of the BRGs as a resource for the Company.

We plan to offer a new global executive leadership development program in 2018.

We will conduct a full global employee survey in 2018 to measure progress and identify opportunity for improvement across key areas of engagement.