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Measuring the Progress of Our Inclusion and Diversity Journey

Our Workplace Case Study

Since we introduced our global inclusion and diversity strategy in 2013, we have significantly increased our understanding of what is required to create a workplace where everyone is treated with respect and contributes to the Company’s success.

Specific learnings and observations include:

  • A commitment from the Board of Directors and executive leaders is essential to operationalize efforts.
  • There must be an equal focus on diversity (increasing representation in certain groups) and inclusion (ensuring diversity thrives through support from teams, peers and others) to teach inclusive practices to majority groups and improve retention among minority groups.
  • Data is crucial for analyzing historical trends, identifying root causes, forecasting, tracking progress and validating hypotheses.
  • Our employee-led and executive leadership-sponsored business resource groups (BRGs), which we have at each operation, are tremendous assets in creating an even more inclusive workplace.
  • Removing basic symbols of exclusion – such as offering women’s uniforms and ensuring rooms for women who are nursing are available at mine sites – is critical.

These learnings are reflected in our refreshed global inclusion and diversity strategy, which details our journey toward 2030 across four key areas:

  • Inclusive leadership – embedding our value of inclusion and the importance of diversity in our culture;
  • Disrupt people systems – improving diversity through initiatives across the entire employee lifecycle;
  • Leverage accelerators – dedicating resources and actions to accelerate progress (e.g., new projects and operations that provide opportunities to consider the employee mix); and
  • Metrics – expanding diversity metrics, introducing inclusion metrics and continuing to hold senior leaders accountable.

This refreshed strategy leverages the long-term nature of our commitment to the Paradigm for Parity framework, which aims to create a more inclusive workplace and one where women and men have equal opportunities. A critical component of the strategy focuses on improving our inclusion metrics in addition to the existing diverse representation metrics around gender, nationals and local/indigenous employees. In 2018, we identified five metrics of inclusion that provide a more balanced measure of both an inclusive workplace and a diverse workforce:

      Global engagement survey – We will continue to measure employees’ views of Newmont’s commitment to our value of inclusion and the business implications of this measure.
      Symbols of exclusion – In 2018, we identified and began to address several basic symbols of exclusion across the business. Going forward, we will continue to identify and eliminate any additional symbols of exclusion within Newmont and engage with the mining industry to do the same.
      Education – We want to measure not only the participation in, but also the impact of, inclusive leadership, unconscious bias and other training efforts.
      BRGs – Along with evaluating the number and diversity of our BRGs, we want to measure their impact on participants and the business.
      People systems – We aim to measure the impact of ongoing “disruption” trials in our talent-related processes – such as blind resumes, inclusive job postings, and diverse hiring slates and interview panels – on attracting, hiring and retaining more diverse talent.

We are committed to advancing the UN Sustainable Development Goal to achieve gender equality (SDG-5), and we believe that progressing an inclusive workplace culture is a critical part of tackling the challenge of retaining and attracting top female talent in the mining industry.

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