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What Newmont Learned Using Paradigm for Parity’s Toolkit

In the two years since Newmont’s CEO, Gary Goldberg, pledged support for Paradigm for Parity, we’ve taken significant steps to strengthen our commitment to an inclusive workplace. There was also an added level of support from all of Newmont’s regional senior vice presidents who, in 2017, signed their names to Paradigm for Parity’s coalition. That same year, we completed an extensive three-year look-back analysis as part of the coalition’s Toolkit One, which, as Beatrice Opoku-Asare explains, “was all about understanding our baseline in detail.”

Beatrice Opoku-Asare

In her role as Newmont’s Global Director of Inclusion and Diversity, Beatrice oversees the utilization of Paradigm for Parity’s roadmap and toolkit together with business leaders and Talent Management teams. From her perspective, the resources provided by Paradigm for Parity are practical, realistic and easy to put into action.

Leveraging the Paradigm for Parity Toolkit One framework, Newmont examined aspects of hiring, promotion and seniority dating back to 2014 to identify root causes of bias and impediments to greater inclusion and diversity.

In addition to extensive data review, we also facilitated enterprise-wide employee focus groups to gather qualitative data and generate solutions to shape the next steps of Newmont’s inclusion and diversity journey.

Our review of inclusion and diversity data from 2014 also brought to light many bright spots, such as the direct correlation between improving gender diversity at the executive level and overall gender diversity enterprise-wide. An organization cannot leverage the diversity its people bring without an inclusive workplace that values and celebrates that diversity. Work has already begun in every Newmont region to eliminate basic symbols of exclusion, as identified by employees through the focus group discussion. Examples include the provision of personal protective equipment for men and women in Nevada, portable washrooms in the pit for women at our Criple Creek & Victor Mine in Colorado, and accessible nursing rooms at our Akyem and Ahafo mines in Ghana. In 2018, we also began to research and test some system disruptors, such as blind résumés, inclusive job postings, diverse hiring slates and diverse interview panels. By pilot-testing these at various locations, we will learn more about what truly works and makes a difference at Newmont.  

Our priorities in 2019 will focus on continuing to live by our values of inclusion and diversity. We will also aim to disrupt any unconscious bias in our people systems through research while piloting various programs, such as our employee-led and executive leadership–sponsored business resource groups. As we continue to press for progress, Beatrice highlights it as “an ongoing journey” and adds that “creating an inclusive culture is not an end goal – it’s something we must always work on.”

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