the key to success for barrick employees is personal initiative, collaboration and passion.
there is a history of women being under-represented in the resource sector. barrick is actively seeking to recruit more women.
Turnover by Sex & Age Group 2011
(in percent of total employees by category)
7.5 6.6 7.7 8.0 8.5 9.2 18-30 F 31-50 F 50+ F 18-30 M 31-50 M 50+ M Lay-offs 2011
(in percent of total employees by region)
0.4 1.5 12.3 0 2.2 NARBU SARBU APRBU* ABG Corporate
*91% of these layoffs occurred at the Porgera mine, PNG
employed over 26,000 people globally, including employees at the recently acquired Equinox properties. Another 37,000 contractors worked at our sites, including over 15,000 construc- tion workers at our Pueblo Viejo, Pascua Lama and Jabal Sayid projects. Barrick’s turn-over rate (the rate at which employees voluntarily leave their jobs) was between 6 and 9 percent in 2011. Most of our turn-over came from ABG and the Australia Pacific region where severe skill shortages in the industry resulted in a more mobile workforce.
At barrick, we look for people with curiosity and passion, and with a commitment to do their best.
Communication
Good communication with our employees is essential for effec- tive management of our global company. Our employees can access our company intranet and read our internal newspapers (Barrick News and Courageous News) for daily and quarterly updates on company affairs. During major changes to our opera- tions, we keep our employees informed through the Barrick News, targeted announcements, on-line information sessions, the company intranet and face-to-face meetings at sites and offices as necessary. For those operations where there are collective bargaining agreements in place, we respect minimum notice periods regarding communicating operational changes. Trade Unions
Barrick has a number of facilities around the world where our employees are members of labour unions or collective bargain- ing associations. We work closely with these organizations to develop and manage effective labour relations programs. In 2011, employees from 15 properties were covered by collective bargaining agreements.
We believe that keeping the lines of communication open between management and labour is the most effective way to avoid a work stoppage. Barrick did not experience any employee strikes or lockouts exceeding one week’s duration in 2011.
Mine Closure and Employees
A mining operation can have a limited life or can, in a few cases, continue longer than a century, employing three or even four generations of miners. But, whether short- or long-term, all mines eventually close. Mine closure results in layoffs and transfers; it can be disruptive to employees and their families. In order to help employees weather this transition, closure plan- ning at our operations includes employee assistance to identify new career opportunities and transition plans as appropriate. Where possible, we may be able to offer continuing employ- ment opportunities at other Barrick operations. In some regions, we can offer out-placement services or help with resumes and job hunting strategies.
our PeoPLe
lAbouR-MAnAGeMent RelAtions
barrick ranked 6th in the randstad award rankings
of canada’s Most attractive employers in 2011.
randstad canada is a leading recruitment and human resource service provider.
Union Employees 2011
(in percent of total employees by region)
2.2 43.5 21.8 40.0 26.3 0 NARBU SARBU APRBU ABG Corporate Global
Benefits
Barrick conducts business in many countries and provides wages and benefits relative to regional economics. We match or exceed average wages in the countries where we operate. Men and women employed in the same job category receive the same remuneration, according to their level of experience and length of employment. Benefits provided are in line with cultural sensitivities and include a core group of health care benefits at all operations, as well as non-core regional benefits. Non-core benefits are partially determined by local competitive practices and needs, and may include pension and other retirement programs, maternity or parental leave, life and accidental death insurance, wellness programs and employee assistance pro- grams. In general, full-time employees receive our full comple- ment of the benefits available in their region, while part-time
and contract employees receive fewer benefits. Since this is locally determined, global information is not available. Barrick has a number of instruments which provide post-retire- ment benefits to employees. We have qualified defined benefit pension plans (a defined benefit plan promises a specified monthly benefit at retirement) that cover some of our Canadian, United States and Australian employees and provide benefits based on employees’ years of service. We have non-qualified defined benefit pension plans covering other employees and former directors of the company. As well, certain employees take part in defined contribution employee benefit plans (examples of defined contribution plans include 401(k) plans, 403(b) plans, RRSPs, employee share ownership plans, and profit-sharing plans).
Career Development
Personal career development opportunities are an important benefit we provide to our employees. Barrick provides a profes- sional development program for engineers and geoscientists who have joined the company directly from post-secondary education. This program is designed to accelerate the learn- ing curve and advance the careers of our technical employees through active mentoring from more experienced professionals, targeted learning and individualized work assignments.