Our business is driven by the diverse skills, expertise and passion of our more than 14,000 employees.

When we invest in their skills and leadership, we are investing in both their success and ours.

For this reason, we are a learning organization, working with our people around the world to help them develop their existing capabilities and discover and acquire new skills as well. Doing so not only contributes to their career potential, but also ensures we are investing in the talent we need to be the industry leader.

Workforce Composition

Our Approach

Due to the geographic and cultural diversity of our workforce, we have developed a blend of global, country and site-based human resources policies and programs. We take a global approach to senior leadership development, performance, and talent management. We take a regional approach to compensation and benefits, training, and employee relations to address the unique labor markets and social conditions in the countries where we operate. This approach has allowed us to implement targeted local programs that attract, retain and motivate our staff while reflecting local norms.

Our employees participated in more than
900,000 hours of training in 2015

Our Progress

  • In 2015, at sites where this is tracked, over 907,314 hours of career training were provided to our employees; in addition, we provided 284,573 hours  of safety, environmental and emergency response training to site employees and contractors at both operations and projects.
  • In 2015, Barrick completed the development of the Mining, Metallurgy and Maintenance components of the career-mapping and skill-development program. For 2016, we plan to roll out the three newly developed programs while an additional function (Finance) is under development.
  • In 2015, Barrick piloted and began to roll out the Operations Leadership Program. The Operations Leadership Program is an intensive and results-driven workshop designed to help senior site leaders learn how their behavior impacts the organization’s bottom line results and how, by expanding their styles of leadership, they can more effectively capture the hearts and minds of the workforce to help the organization achieve its strategy and financial goals. In 2015, the program was delivered to General Managers and two levels down at the following sites: Hemlo, Cortez, Goldstrike, and Pueblo Viejo.  In 2016, we will continue to roll out this program to Turquoise Ridge, Lumwana, and Lagunas Norte. Sites that have already undergone the initial phase will also be revisited in order to conduct refresher training and follow up on the implementation.
  • In April 2015, Barrick piloted the new Courageous Safety Leadership program, “Courage to Care”. The purpose of this work shop is to generate and strengthen a caring culture within Barrick where everyone chooses to behave in a manner that shows that NOTHING is more important than the safety, health and well-being of every individual working for Barrick.
  • Pueblo Viejo implemented an operator technical training program originally developed at the Porgera Joint Venture. The program is built around assessing existing individual skills and building customized technical training enabling operators to have the right capabilities to operate various equipment at the mine. The Pueblo Viejo mine opened a new training center with equipment and simulators to help expedite the training process.
  • Barrick introduced Learning Nuggets training for front-line supervisors. These are 90-minute, fast-paced workout sessions addressing various interpersonal and other leadership skills for frontline supervisors.

Access to Talent

We have processes and programs to provide on-the-job learning, coaching and mentoring, education and other development opportunities for employees throughout their careers at Barrick. We leverage technology such as webinars and e-learning modules to improve the learning experience and to mitigate the challenges of remote operating environments. We use our talent management process to identify and develop high-potential, globally mobile employees, providing them with a variety of assignments to help them advance their careers.

Over 30% of open positions
have been filled by internal talent

Employee Engagement & Retention

There are a number of factors that drive employees’ sense of well-being and therefore their sense of engagement in the workplace. Among the most significant are feeling recognized and valued for work performed, receiving fair pay, and developing skills and knowledge that will facilitate employability for a lifelong career. We work to address these factors through performance feedback, employee development programs and education opportunities, and through the wages and benefits we provide.

Recognition & Performance Feedback

At Barrick, we recognize and reward people for good work and for the contributions they make to the organization. Barrick offers awards to recognize excellence in specific areas that are directly aligned with our priorities. Moreover, the company promotes Visible Felt Leadership as a way to provide employees with ongoing feedback, coaching and recognition. We understand that fair and proper recognition drives engagement and strengthens our culture.

Each year, executives and senior and middle managers undertake an annual formal performance planning and assessment process at the corporate and country offices. At sites, supervisors and non-management individuals participate in a similar performance review process for professional and skilled employees. Employees in work crews at our operations have regular key performance indicator assessments, often in a team format. Each of these performance review scenarios provides an opportunity for employees at all levels both to be recognized for good performance and to set goals to help improve performance.

Skills Development & Training

We believe in life-long learning and that our employees can have multiple careers within our organization. To that end, skills development, vocational training and apprenticeship programs are often available at our operations. Barrick has also developed role-based, in-house skills development programs to advance employee capabilities. Most of our programs are self-directed, often online as e-module programs, and utilize on-the-job assignments and mentoring. Other programs complement our global curriculum and are designed to address local market capabilities and legislative requirements.  Examples of country-specific programs include Supervisors for Success in North America and the Intermediate Management Program in South America.

We also have several partnerships in place with universities around the world to facilitate the development of our people. One example is our relationship with the University of Nevada, Reno. This program provides management-skills training to supervisors and managers from our sites across northern Nevada. Future plans include expansion of this public-private partnership to cover other subjects and new groups of students. In addition, professionals who participate in continuing professional development programs, offered through universities or professional organizations, are eligible for company reimbursement. And employees everywhere may be eligible for company-sponsored short courses, business seminars, and technical or vocational training to advance their career paths.

Each Barrick employee receives on average almost
60 hours of training and development each year

Leadership Development

Barrick also invests significant effort in developing our employees into future company leaders. Our global leadership development strategy combines core and specialized programs, as well as experiential assignments and ongoing assessment, for all leadership levels in the organization. Programs such as the Frontline Supervisor Training Program and the Operations Leadership Program are designed to strengthen the skills of our supervisors and mine managers and to maintain the required depth of leadership capability for some of Barrick’s most critical roles. These programs build the necessary skills for leaders at multiple levels to develop the capability of their employees, monitor the development and coaching of future leaders, and manage employee performance. We review and revise our programs on a regular basis and ensure, where required, refresher training is provided.

Another example is the Compass program, which is an apprenticeship development program designed for early career professionals to equip them with the knowledge and practical skills necessary for their technical roles. It offers cross-functional modules in areas like exploration geology, mine geology, metallurgy, mining, processing, and safety and health, to increase the technical proficiency of graduates and entry-level staff. The program is experiential, with participants advancing their capabilities by completing structured, on-the-job assignments coupled with mentoring guidance to support their career progression in the industry. 

Over the next year, we are introducing an operator assessment process that will increase the number of non-management employees who receive regular career and development reviews.

Wages & Benefits

We provide wages and benefits relative to country economics, matching or exceeding median wages in the countries where we operate. Men and women employed in the same job category receive similar remuneration, according to their level of experience and length of employment, using the same remuneration range. Our benefits programs are country-focused and are primarily determined by local practices and employee needs, but they may also include access to corporate programs. Benefits provided include a core group of health care benefits at all operations as well as non-core country-specific benefits. Non-core benefits may include pension and other retirement programs, maternity or parental leave, life and accidental death insurance, wellness programs, and employee assistance programs.

In general, full time employees receive our full complement of benefits available in their country locations, while part time and contract employees may receive a smaller number of these benefits. The availability and type of benefits offered to part-time and contract workers varies by country. In all cases, employees receive benefits required by law and these may be supplemented by additional benefits. In the United States, for example, part-time employees who are scheduled to work a certain number of hours may be eligible for medical, dental and vision insurance and/or participation in the 401k plan.  In some of the other countries where we operate, benefits provided to contract employees may include a transportation allowance, food allowance and/or housing.

Barrick has a number of instruments that provide retirement and savings benefits to employees. We have non-qualified defined benefit pension plans covering certain employees and former directors of the company. As well, certain employees take part in defined contribution employee savings plans (examples of defined contribution plans include 401(k) plans, 403(b) plans, RRSPs, employee share purchase plans and deferred profit sharing plans).

In many countries, Barrick provides outplacement support to employees whose employment has been severed. Services vary by country, but are designed to provide employees with the tools and resources needed to support their job search effort and may include transition counseling, résumé writing, job search assistance and life skills training.

Employees by Gender


Great Basin College and Barrick Partner to Strengthen Higher Education


Date Download Description
May 6, 2015 files/design/bodybg/our-approach.jpg
2014 Responsibility Report
Gold  $ 1,268.90 +3.55 +0.28% Volume: April 28, 2017
ABX NYSE  $ 16.72 +0.01 +0.06% Volume: 16,585,909 April 28, 2017
ABX TSX  $ 22.82 +0.10 +0.44% Volume: 3,683,889 April 28, 2017
Gold  $ 1,268.90 +3.55 +0.28% Volume: April 28, 2017

Our vision is the generation of wealth through responsible mining — wealth for our owners, our people, and the countries and communities with which we partner.

World Gold Council MemberMember of ICMM

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