To ensure Newmont’s working environment is always safe and that its performance in safety is recognized as a model of excellence, a Statement of Beliefs and Safety Principles was developed.

The statement says:

"Newmont’s working environment will always be safe, ensuring that our safety performance will be recognized as a model of excellence. We will conduct business ‘The Safe Way, the Right Way, Everyday’ to achieve business excellence through safety.

We believe:

• The most important objective is safety and health;
• All injuries are preventable
• Any task that can’t be done safely won’t be done;
• Working safely is a condition of employment;
• Every person is accountable for his of her own safety, the safety of those around them and from controlling loss;
• Every person is expected to identify hazards and manage risks;
• Every person must have and maintain the necessary skills to work safely;
• Proactive safety leadership, at all levels of the organization– leading to programs to minimize losses, will promote a safe environment;
• Business excellence is achieved through safety and continuous improvement;
• There are certain inviolable standards which if breached will lead to termination of employment.”

Safety Leadership Model

Newmont believes a key factor in driving sustainable improvement in safety performance lies with the leadership and behaviors of its management team and all employees.

Accordingly, members of the management team have been charged with the responsibility of being positive role models to their colleagues and at home. They are required to demonstrate their personal commitment to safety in a consistent and meaningful way, all the time.

In order to archieve world class leadership performance, Newmont has developed a Safety Leadership Model. Newmont requires safety leaders throughout all levels of the company if it is to achieve an injury-free workplace. The belief is that people will attempt to achieve what their leader values. If the leader values safety, people will attempt to achieve safety within the production goals set by the leader.

The model focuses on eight key qualities:
“As a safety leader,

• I understand & actively promote our safety & health management standards;
• I actively promote the vision of an injury free workplace;
• I have high standards of performance;
• I look out for, & manage hazards around my workplace & the workplace of my fellow workers;
• I achieve, & where appropriate, set challenging safety goals & objectives;
• I actively participate & encourage others to participate in safety;
• I can identify good safety practices & I recognize & acknowledge good performance;
• I openly & frequently discuss safety issues with my colleagues.”

Newmont’s Safety Leadership Model includes a set of safety accountabilities which are being used to assist management to quantify performance against the model. Completed annually as part of a one-on-one review, the Safety Leadership Model Evaluation Tool highlights areas of a manager’s behavior providing the opportunity for feedback between various levels of management. The results of the survey can be used to determine the quality of safety leadership amongst management and can influence the performance-based component of manager’s remuneration.

Workplace Culture

The Safety Leadership Model is expected to help Newmont achieve its preferred workplace culture of:

• Passion for success in safety, profit and external relationships.
• Strong leadership which promotes that passion, providing challenging but realistic targets, the achievement of which is continually communicated and acknowledged, and establishes a culture of job satisfaction at all levels.
• Pride in Newmont.
• High expectation of commitment, performance and energy, matched by timely acknowledgment and reward of superior performance.
• Recognition of, and commitment to competency and appropriate development.
• Promotion of opportunities within Newmont.
• Encouragement to seize opportunities through empowerment, free communication and initiative.
• Staying focused on improved performance and avoiding pettiness.
• Culture of “inclusion” through superior, consistent, relevant and regular communication.
• Absolute clarity about Newmont’s desires, direction, values and targets - despite ever-changing commercial environments.