2007 Responsibility Report - English (PDF) - Barrick Gold Corporation

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Barrick and EmployeesAustralia and South Africa to study mining engineering andmetallurgy. Other Tanzanians have spent time abroad at otherBarrick operations in order to strengthen their professionalskills. The Company has also embarked on partnerships withTanzanian-based educational institutions with the objectiveof improving the technical educational delivery. Tanzanianuniversity students are offered vocational work assignmentsat our mines in Tanzania with the aim of developing theirpractical knowledge in their individual fields of study.FRONT LINE LEADERSHIPLeadership development is a vital part of our efforts to ensurethat the Company has the right leaders in the right places atthe right time. The Powerful Leadership program was developedin 2006 to strengthen the leadership skills of our superintendentsand front line leaders. By the end of the 2007, over1,900 supervisors and front line leaders had participated in theleadership and communication skills training course. Thesecond phase, which will continue in 2008, focuses on managingemployee performance and retaining talent. Advancedleadership development is achieved by sending our more seasonedmanagers through rotational and expatriate assignments,special projects and academic coursework. Many of ourregions have longstanding relationships with universities andprivate institutions in their region.SCHOLARSHIP PROGRAMSBarrick supports the educational development of employees’children by providing scholarships in some regions and bysupporting primary and secondary schools in others. We spentover $2.4 million on scholarships for employees’ children in2007. Please see the community section of this report to readabout our community education support activities.COMPENSATION & BENEFITSBarrick’s workforce consists of highly skilled employees whosecompensation commonly exceeds those in other industries.Compensation structures are developed regionally, ensuringlocal competitiveness and our ability to attract and retain highqualityemployees who are aligned with our core values. Barrickprovides a core group of benefits for employees pertaining tohealth care, regardless of the country in which we operate.Additional benefits are regional and are determined by localcompetitive practices. For more information on employeecompensation and benefits please see our website.Amy SchwalmSenior Director, Investor Relations,Toronto”In my mind, a Barrick leaderdemonstrates a personal commitmentto achieving goals andultimately, shows passion andenthusiasm for the Company. Thisis what impressed me most whenI started at Barrick. It’s whatcontinues to inspire me today.“22 Barrick Responsibility Report 2007
WORK-LIFE BALANCETo retain high-quality employees in today’s competitive labormarket, Barrick works to assist employees in balancing thedemands of their work environment with those of theirpersonal lives. For example, the South American region hasimplemented changes to shift starts at our operations so theycoincide better with the circadian rhythm of our employees.Work-life balance tends to be an issue for many employees atthe Australian region’s fly-in, fly-out operations. So, in 2007,management introduced new shift rosters at the fly-in, fly-outsites in Western Australia to enable employees to spend moretime at home.Human RightsBarrick is committed to observe the fundamental tenets ofhuman rights. This commitment is imbedded in our corporateculture and led us to become a signatory to the UN GlobalCompact in 2005. We are committed to equal opportunity andfreedom from discrimination for all our employees and contractors,to the rights of our employees to freedom of associationand collective bargaining and to providing a workplace whereall individuals are treated with dignity and respect. Pleasesee our website for statistical information on employees andhuman rights at our operations.A diverse workforce encourages creativity and innovation. Wedraw our workforce from many countries around the world,including each country where we operate, with the result thatour workforce is extremely diverse in terms of national andethnic backgrounds. Our focus is to hire locally wheneverpossible, and to develop the skills of our local employees. In2007, the number of expatriates at our operations variedregionally, but globally they represented less than two percentof our employees.The workforce in the mining industry is predominantly male,and many women see this as a barrier to gaining employmentin the industry. At Barrick, our focus is to employ the bestperson for the job; to choose people on merit. Our challenge isto ensure that we are welcoming to women, so that we canemploy the best among a wide candidate base. In 2007 forexample, to respond to this challenge, the Australia Pacificregion held their first Women in Barrick Forum to identify waysto encourage women to seek employment with the Company.Finding Good Employees Means LookingOutside the BoxAustralia is in the midst of a skilled labor shortage whichmeans that Barrick needs to look at non-traditional methodsto identify and attract candidates for professional andtechnical positions at our Australian operations. Onenew approach is the region’s Employee Referral Programadapted from Barrick’s corporate program. This programencourages current employees to identify and refercandidates for vacant positions. A financial incentive forsuccessful referrals rewards employees for their efforts.Our current employees are important ambassadors forthe Company and can often promote our business moreeffectively than an external recruitment agency.Talent Management & Global SuccessionPlanningThe Company has a robust talent management process inplace in all of its Regions. It is an annual process that facilitatesthe assessment and development of our employees.It also helps to identify a high-performing, mobile groupthat we use to build our Global Succession Plan. In orderto prepare the Company for the future, we pair successioncandidates with opportunities that ready them for identifiedsuccession roles. Although some of these developmentopportunities are training based, most are “stretch roles”and often involve special projects. This program offersan accelerated career path for ambitious and mobileemployees while building leadership depth, cultural diversityand offering fresh leadership thinking to our differentregions and sites.Barrick Responsibility Report 2007 23
Page 1: BarrickResponsibilityReport 2007
Page 8: 25 Years of Responsible MiningA Cul
Page 11 and 12: operation of the Company. In 2007,
Page 13 and 14: Active and genuine engagement with
Page 15 and 16: For example, we recently opened a n
Page 17 and 18: Barrick brought together a multi-di
Page 19 and 20: COWAL MINE:A Study in Sustainable D
Page 21 and 22: understanding about how agriculture
Page 23: Attracting, retaining, motivating a
Page 27 and 28: Improving safety and health perform
Page 29 and 30: Barrick Health SystemOver the last
Page 31 and 32: Barrick’s goal is to minimize our
Page 33 and 34: are audited, in general, every two
Page 35 and 36: GREENHOUSE GAS EMISSIONS INTENSITY(
Page 37 and 38: OFF-SITE SPILLS:Operation Substance
Page 39 and 40: About Barrick Gold CorporationBarri

2007 Responsibility Report - English (PDF) - Barrick Gold Corporation

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