Because our operations span six countries across the globe, cultural sharing and learning among people of various nationalities makes us a stronger company. At Newmont, we go beyond the traditional notion of diversity to include the variety of global environments in which we operate. In this way, we are able to demonstrate respect for cultural differences and foster a sharing of knowledge, both within and outside of our operations.

We strive to increase diversity and employee engagement by providing a culture of flexibility, trust and understanding. Our vision is to create a culture and working environment that is unparalleled in the industry in its employee engagement, and we think this will also improve productivity and retention.

As an equal opportunity employer, we are committed to staffing our mines with as many local residents as possible (46 percent in 2010). We consider employees to be local residents if they live in a community that is directly impacted by our operations. Standards for equal opportunity are in place at all sites. We hire and promote the most qualified individuals for each position, regardless of age, disability, gender, sexual orientation, nationality, race, religion, color and veteran status.

Newmont continues to build on Indigenous employment programs as well. We have agreements with the Australian government to provide employment for Aboriginal people at our Australian mines. We also continue to invite various bands of the Western Shoshone in Nevada to seek employment opportunities at our mines. To maintain consistent hiring practices worldwide, Newmont aligns with contractors who share our values regarding hiring women and local Indigenous people.

Snapshot: Building Diversity Through Aboriginal Employment

Mining traditionally has been a male-dominated industry, reflected by the fact that only 11 percent of our employees are women. But increasingly, women are assuming roles traditionally held by men.

Snapshot: Building Trust Among Diverse Cultures
Snapshot: UN Global Compact Features PTNNT as Best Practice

Case Study:
Women in the Work Force




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