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Sustainability > Our People

Talent Management

Our business is driven by the diverse skills, expertise, and passion of our more than 10,000 people.

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 means we are investing in the talent we need to be a leading 21st-century company.

Due to the geographic and cultural diversity of our workforce, we have developed a blend of global, country-based, and site-based human resources policies and programs. We take a global approach to senior leadership development, performance, and talent management; we take a country-based approach to compensation and benefits, training, and relations with our people. This allows us to address the unique labor markets and social conditions in the various countries where we operate while supporting the attraction and development of key performers.

Everyone has skin in the game

In 2016, Barrick created a program to make all Barrick employees —from the millwright to the mine clerk—a Barrick shareholder. With an initial allocation of 25 common shares per person the program has grown to a total of 165 shares distributed per employee. These shares must be held as long as the employee is working for Barrick. We expect this to continue to grow over time, in line with the Company’s performance. Our people are not just employees, they are owners, with all that this implies.

Skills Development & Training

Our people are our greatest asset. We are becoming a talent-obsessed firm, as any leading organization should be, and strongly believe in professional development and life-long learning.

Our people participated in more than 750,000 hours of training in 2017, almost 75 hours of training per person.

Barrick has processes and programs to provide skills development, training, and other development opportunities for our people throughout their career. In 2017, the Company introduced an Integrated Learning Academy to provide site-based and cohort-based training programs. It acts as a Center of Excellence resource for each site on site-specific training, while refining the enterprise-wide programs.

Site-specific Learning Academy programs include the Barrick Operations Leadership Development Program (BOLD) for site leaders, the Barrick Unlocking Impact in Leadership Development (BUILD) for superintendents, and the Barrick Essential Supervisor Development (BEST) for supervisors. These are designed to strengthen the skills of site supervisors and leaders, while maintaining the required depth of leadership capability for some of Barrick’s most critical roles. Such programs build the necessary skills for leaders at multiple levels to develop the capability of our people, monitor the development and coaching of future leaders, and manage performance. Enterprise-wide programs include cross-functional, cohort based programs targeted at senior leaders, emerging leaders, and site Chief Financial Officers (CFOs).

Strengthening Skills

Barrick’s Compass program is an apprenticeship development program designed for early career professionals to equip themselves 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.

Through these programs, our aim is to develop and execute a leadership learning strategy that supports the transition from Front-Line Supervisors to Superintendents/Managers to Emerging Leaders to Senior Leaders.

In implementing our training programs, we leverage digital technology such as webinars and e-learning modules to improve the learning experience and to mitigate the challenges of remote operating environments. We also use our talent management process to identify and develop high-potential, globally mobile people, providing them with a variety of assignments to help them advance their careers. We also have several partnerships in place with universities around the world to facilitate the development of our people. For example, with the University of Nevada, we support a program that provides management-skills training to supervisors and managers from our sites across northern Nevada.

Engagement & Recognition

There are a number of factors that drive our peoples’ 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, development programs and education opportunities, and through the wages and benefits we provide.

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 our people 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 assessment process at the head office and country offices. At sites, supervisors and non-management individuals participate in a similar performance review process for professional and skilled personnel. People in work crews at our operations have regular assessments driven by key performance indicators, often in a team format. Each of these performance review scenarios provides an opportunity for people at all levels both to be recognized for good performance and to set goals to help improve performance.

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 personnel needs, but they may also include access to Company 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 assistance programs.

In general, full-time Barrick people receive our full complement of benefits available in their country locations, while part-time and contract workers may receive a smaller number of these benefits. The availability and types of benefits offered to part-time and contract workers vary by country. In all cases, people receive benefits required by law and these may be supplemented by additional benefits.

Below is a list of these benefits, by country:

  • Canada: All full- and part-time employees at the Toronto Head Office, except for those employed on a temporary basis for a year or less, receive extended health, life, and disability benefits. Temporary employees are not eligible for retirement benefits. Temporary employees at our Hemlo mine site do not qualify for benefits.
  • Chile: Vacation bonus does not apply to temporary or part-time employees.
  • Dominican Republic: All employees receive fringe benefits such as a pension plan, workers' compensation and social security. Temporary employees are not eligible for elements such as a transportation bonus, food bonus, or benefits program provisions for childbirth, marriage or the death of a family member, and they do not qualify for paid time off. Private health insurance is provided to employees and their eligible dependents.
  • United States: In order to be eligible for benefits, an employee needs to be regularly scheduled to work at least 30 hours per week.  If they are working less than 40 hours, some of their benefits, for example, vacation, would be pro-rated but the rest of the eligibility would be the same as a regular full-time employee. 
    • A part-time regular employee is one who is regularly scheduled to work more than 25 but less than 30 hours per week. They are not eligible for health insurance (medical dental or vision) or life insurance benefits (basic life, supplement life, accidental death or dismemberment or dependent life insurance) or any disability coverages. The only benefits they receive are 401k and pro-rated vacation.
    • A part-time employee who is regularly scheduled to work less than 25 hours per week is not eligible for any of the benefits programs.
  • Peru and Zambia: The same benefits are provided to temporary employees, the only difference being contract type / duration.

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

In many countries, Barrick provides outplacement support to our people whose employment has been severed. Services vary by country, but are designed to provide people 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.