TOP: MARYKAYE CASHMAN, CEO OF CASHMAN EQUIPMENT.LEFT: THE PARTS WAREHOUSE AT CASHMAN EQUIPMENT’S HEADQUARTERSIN LAS VEGAS.For Cashman Equipment Co., a large Caterpillar distributor thatserves the Nevada market, mining helped offset a sharp declinein sales to the construction industry. “Construction almostceased in Reno and Las Vegas during the recession, and it’s stillwell below pre-recession levels,” says MaryKaye Cashman, CEOof the Las Vegas-based company. “Fortunately, mining helped usmaintain our equilibrium.”As its mining-related business grows and the constructionindustry shows signs of life, Cashman Equipment has begunhiring again. The company’s head count stands at about 675,up from 500 at the low point of the recession. The company islooking to add 50 new jobs this year, about half of those at itsstate-of-the-art plant in Las Vegas and the remainder at sites inElko and Reno. “The growth of the mining industry has helpeddiversify Nevada’s economy, and without a doubt, <strong>Barrick</strong> hasbeen a big part of that,” says Mike Pack, President of CashmanEquipment.In its 2010 economic overview, the NMA estimated miningadded $7.5 billion to Nevada’s gross state product and $3 billionto household income. The industry paid an estimated $314million in state taxes in 2010, an all-time high, and generatedan estimated 12,200 direct jobs at an average salary of $83,000,including benefits. The average state salary in 2010 for alloccupations in the state was $43,000, according to the NMA.While the NMA’s 2011 economic overview won’t be availableuntil October <strong>2012</strong>, a recent survey of its members revealedplans to add between 1,200 and 1,500 new jobs this year. <strong>Barrick</strong>employs more than 5,000 people at its Nevada operations, and isbudgeting for 330 new positions in <strong>2012</strong>. The company attemptsto hire in-state whenever possible, attending numerous job fairsaround the state, including hard-hit urban areas like Reno andLas Vegas. For every direct job in the mining industry, the NMAestimates another 5.23 indirect jobs are created. In 2010, that<strong>May</strong> <strong>2012</strong>
BEYOND BORDERS | A BARRICK GOLD REPORT ON RESPONSIBLE MININGTOP: GENE MCCLELLAND, PRESIDENT OF MCCLELLAND LABORATORIES IN RENO.translated into about 64,000 jobs.“There are all kinds of geotechnical firms, environmentalfirms and engineering firms located here to service the miningindustry,” says Gene McClelland, President of Reno-basedMcClelland Laboratories. “They pay their employees, and theiremployees spend their money in the state. If the big miningcompanies weren’t here, things in Reno, and across all ofNevada, would have been a whole lot worse.”McClelland Laboratories provides metallurgical testing andresearch services to the mining industry. These days, its biggestchallenge is keeping up with demand, McClelland says. Thatexplains the recent expansion of the company’s laboratories to50,000 square feet from 20,000, and the doubling of its employeebase to 100 from 50. Inside its Reno headquarters, a myriadof labs teem with technicians testing samples of ore shippedfrom mines around Nevada and beyond. Companies from asfar away as Turkey, Pakistan and Mongolia rely on McClellandLaboratories for metallurgical and environmental testing thathelp determine whether they have a viable mine.“We’re here because of the Nevada mining industry, but webring in revenues from around the world – and we’re busier thanever,” McClelland says.It wasn’t always this way. In 1999-2000, the price of goldwas hovering below $300 and global exploration was at astandstill. Business was so slow that McClelland cut head countto 13, closed the company’s foreign offices and feared for hiscompany’s future. Throughout this period, <strong>Barrick</strong> continuedto do business with the company. “I think I can say that, bycontinuing to work with us, <strong>Barrick</strong> kept us from going out ofbusiness,” McClelland says. “Things were that dire.”<strong>Barrick</strong>’s growing presence in Nevada continues to helpcompanies during rough patches, providing new opportunitiesto vendors that have traditionally relied on the constructionand gaming industries. YESCO Inc., best known for its innovativebillboards and signs that predominate on the Las Vegas andReno strips, is one such vendor. As revenue from the gamingindustry dried up during the recession, YESCO was compelledto look for new markets and it turned to the mining industry.YESCO worked closely with <strong>Barrick</strong> to develop a new productcalled the Safety Medallion. The product is a six-by-seven-foot,medallion-shaped digital scoreboard that tracks time lost dueto safety incidents at various operational areas of a mine. Thescoreboard can be easily updated each shift, and as the amountof time without an incident increases, the Medallion becomesa source of pride for workers, says Ed Lawson, an AccountExecutive at YESCO’s Reno office. “When a lost-time incidentoccurs, word spreads quickly because the scoreboard is reset tozero,” he says. “Workers want to find out what happened andhow to prevent a recurrence, so the Medallion helps drive newtraining opportunities.”To date, YESCO has sold four Safety Medallions to <strong>Barrick</strong>’s<strong>Gold</strong>strike operation and it is marketing the product to otherNevada mining companies, Lawson says. “The economy forcedus to look for new markets and we found one in mining,” he says.“We think we can sell this product around the world.” ■BELOW: MCCLELLAND LAB WORKERS DOING SAMPLING WORK.BOTTOM LEFT: A YESCO-MADE SAFETY MEDALLION TRACKS LOST-TIME INCIDENTS ATBARRICK’S GOLDSTRIKE OPERATION. BOTTOM RIGHT: ED LAWSON, ACCOUNT EXECUTIVEFOR YESCO IN RENO.<strong>May</strong> <strong>2012</strong>