Table of Contents 6 2012 OVATION Awards Winning Entries

Australia speak English; those in South America speak Spanish; and those in Tanzania speak Swahili.
About 30% of employees (managers, supervisors, and office professionals) have computers and intranet
access, and are generally English speakers. Most employees work in mines without computer access,
and our readership surveys show they consider the hard copy newsletter a key source of company
information and employee recognition.
Supplementary audiences include contractors who work at Barrick locations, as well as suppliers and
other visitors who pick up copies of the newsletter when visiting a Barrick site.
Goals/Objectives for 2011
1. Maintain and improve readership satisfaction.
• Measurement is through the readership survey. In 2011, this was an online survey.
2. Ensure content is directly aligned with company priorities: Safety/Security, Continuous Improvement,
Maintenance/Operations, Corporate Social Responsibility.
• Measurement for this is the content analysis by category.
3. Ensure strong representation from each of the company’s four business regions (North America,
South America, Australia Pacific and Africa).
• Minimum two pages of content from each region in each issue.
4. Define and implement at least three improvements that enhance efficiency or quality.
Solution Overview
When company priorities are established each year by senior management, we incorporate them into
the planning for the newsletter, ensuring that we are researching and running stories on these topics
from around the world. We classify stories by category and monitor the balance. For example, Safety
and Social Responsibility are two key company priorities and we strive to maintain about 20% of our
story count on these important topics. In 2011, Maintenance was established as a high company
priority, so we devoted a double‐page spread in each issue to the Maintenance Improvement Program,
and encouraged our regional colleagues to contribute additional stories about local Maintenance
achievements for the regional sections.
We developed a 2011 editorial calendar and production schedule, and distributed it to regional
communicators and other contributors worldwide in Dec. 2010. Setting deadlines well in advance helps
them plan ahead. We provide timely reminders of the deadlines. We plan for a minimum of two pages
of content from each of the company’s four business regions in each issue. We review, edit and verify all
material to ensure it is appropriate and accurate. The editorial calendar is flexible to accommodate new
developments; for example, Barrick made a major acquisition in 2011 and this became a cover story for
Issue 3.
Corporate communicators work with the CEO to prepare his “View from the CEO,” and we also work
with experts in Safety, Maintenance and other fields to develop appropriate content and recurring items
such as the Continuous Improvement column. The newsletter is produced first in English. Once the text
is finalized, it is translated into Spanish and Swahili and poured into the same layout.
Wherever possible, we focus on employee achievements. We often invite key personnel to tell their
story in their own words (with some editing help) in bylined articles. We quote individuals and use
specific site examples to highlight good work being done across the company.