Employees and People Development

We firmly believe that our employees are the foundation of our business success. Our accomplishments in 2018 are testament to their hard work, dedication, and commitment to delivering on our business strategy.

In addition, we recognize that various aspects of our business require the specialized skills and knowledge of highly-qualified people, resulting in highly competitive conditions for the recruitment and retention of employees. Therefore, we maintain a firm commitment to organizational excellence as part of our overall business strategy.

Training and development are key to our approach to organizational excellence. In 2018, we provided training in the areas of health and safety, risk management, technical skills, communication, and leadership development. We designed a leadership development program and conducted a pilot program at our three operations during 2018. The training focuses on education, tools, learning experiences, and feedback to those in frontline leadership positions. With pilot sessions complete, the full-scale roll-out of the program is ongoing in 2019.

The table and figure below outline key employment metrics at our corporate office and our operations.

Table 3. Employment Metrics

Location Number of Employees  
  Full-time Contract
Vancouver 42 2
United States 402 20
Saskatchewan 315 4
Argentina 583 239
Total 1,342 265

Diversity of Employees by Location (% Female)

Employee Graphic

100% of new hires at Chinchillas from local communitites, 50% of employees at Puna Operations from local communities, 34% of Seabee Gold Operation emlployees that identify as indigenous, 22% of Seabee Gold Operation employees from Northern Communities

Local Employment

We recognize that local employment is a primary benefit of our operations for local stakeholders. We take a site-specific approach to help maximize the number of employment positions filled by local residents.

At the Seabee Gold Operation, we have five local communities, which are defined by their proximity to the mine. These communities are the focus of our outreach efforts for local employment.

At Puna Operations, we have 14 local communities. Six of these communities are defined as ‘direct’ and eight are defined as ‘indirect’ based on their proximity to the operations. In 2018, 100% of the 180 new job hires at the Chinchillas mine were residents of local communities.

At the Marigold mine, we have not established a definition for ‘local employee’ although a significant majority of the mine’s employees are residents of Nevada. Throughout 2019, we will work to further define ‘local employee’ at the mine.

Diversity and Inclusion

We believe that diversity and inclusion within our workforce enhances our business success. A diversity of viewpoints, experiences, and backgrounds strengthens our decision-making and promotes better business outcomes.

In addition to our local employment strategies, we have implemented targeted programming at our operations to promote the inclusion of underrepresented groups. Notably, we implemented a training program for female mining equipment operators at Puna Operations, all of whom were residents of local communities. Of the 180 new hires at Puna Operations in 2018, 30% were female. We also provided 24,000 hours of training for all new hires. Throughout 2019, we will develop an enterprise-wide gender mainstreaming strategy, which is an accepted way of helping identify key impacts and opportunities for promoting the inclusion of women across the business.