Barrick Gold Corp is establishing a development partnership with the government of the Dominican Republic, where the company operates the Pueblo Viejo gold mine as a joint venture with Newmont. Barrick Gold Corp is requiring every functional area at the mine (community relations, government relations, environment, human resources, supply chain, legal, etc.) to review each initiative they are responsible for, to identify the conceptual links with the objectives outlined in the National Development Strategy. The purpose is to identify opportunities for collaboration and propose concrete action plans to the relevant government institutions, to collaboratively advance the Strategy in education, local procurement, local employment, infrastructure development, environmental stewardship, or other areas.

Since 2015, Glencore's subsidiary Prodeco has worked in partnership with Colombia's State Department for Social Prosperity (DPS) to facilitate community investment projects intended to reduce poverty in the Cesar region of the country. These projects cover four areas: income generation; basic social services; social infrastructure; reconciliation; and peace building initiatives. The partnership is run by a strategic committee, which meets four times per year to review progress. A separate operating committee oversees individual project progress. Many of the partnership initiatives focus on social services. In one project Prodeco worked with the principals of all ten public schools in the Cesar region to develop a project for improving education quality levels. This project is now being supported by Colombia's Ministry of Education, via the DPS partnership, as a pilot programme for potential implementation nationwide.

Anglo American has developed a collaborative approach to socio-economic development planning in Limpopo Province, South Africa, where the company has diamond and platinum assets. Anglo American has worked with a team of strategic spatial analysts since 2015, initially identifying development opportunities in a number of sectors (principally agriculture, energy, forestry, tourism). The company then established a partnership platform with other actors (including for example government bodies, research organisations, faith groups and business) to design and implement specific initiatives in these sectors, both around the mines and more widely across the province. Since 2018, this partnership approach has been further developed into a Collaborative Regional Development programme and expanded to Peru with planned roll-out in Brazil and Botswana.

At the end of 2013, Minera Los Pelambres, a subsidiary of Antofagasta, established a participatory programme for sustainable development in Choapa Province, Chile. Known as 'Somos Choapa', the initiative brings together local municipal authorities, community members and the company. The programme invites local stakeholders to participate in roundtable discussions to share their vision for development in their particular commune or in the Choapa province. The programme support team (composed of professionals in social sciences, architecture and strategic design) then translates the vision into a portfolio of initiatives, which later becomes an action plan for their eventual implementation. Each project developed by Somos Choapa involves collaboration between the private and public sectors for its implementation.

Anglo American has established several enterprise development programmes, all of which provide business and implementation support, coupled with access to capital and markets. The company's Zimele programme, launched in South Africa in 1989, consists of a network of business hubs or walk-in centres nationally and enables entrepreneurs and SMEs to access business assistance facilities, knowledge, finance, mentorship and support. Between 2008 and 2015, the programme had delivered funding to more than 2,200 SMEs and supported more than 50,000 jobs. Anglo American has since launched similar programmes in Botswana, Brazil, Chile and Peru, focusing on capacity building and mentorship and based on co-funding partnerships with local banks and other development institutions.

In Brazil Vale operates a web portal, InoveCapital, that links suppliers, banks and Vale. While enabling suppliers to register their contracts with Vale and keep track of their invoices, this online tool also facilitates access of Vale's suppliers to financing for working capital and investment in their operations. Suppliers can submit funding requests to participating financial institutions to facilitate the supply of goods and services contracted by Vale. Almost 800 Brazilian suppliers are now using this portal and in 2016 approximately US$ 244 million in loans and credits were released via InoveCapital.

Since 2003, Freeport-McMoRan's subsidiary PT Freeport Indonesia (PTFI) has been providing skills development to indigenous Papuans through the Namangkawi Mining Institute (NMI) in West Papua. NMI has trained more than 3,800 and placed over 2,600 apprentices into permanent employee and contractor positions to date at PTFI, over 90 percent of whom are indigenous Papuans. As PTFI prioritises indigenous Papuans in its workforce, NMI requires 45 percent of apprentices to come from one of seven local ethnic groups, and another 45 percent must be Papuans from outside the area; the remaining ten percent must be non-Papuans who have lived in Papua for a certain number of years. Drawing on the NMI model, Freeport-McMoRan established a training institute in Arizona on the reservation of the San Carlos Apache tribe, to increase the skills and employability of Apache students. To date, more than 1,000 students have entered the program and 514 have graduated, 40% (206) of whom have been hired by the company.

Vale's Corporate University, Valer, runs a series of training programs aimed at equipping local youth with mining-related qualifications. The Professional Qualification Program, for example, trains young community members in operational and maintenance functions. From 2008 to 2015, 15,000 youth participated in this program in Brazil, Malaysia and Mozambique. The Professional Specialisation Program, on the other hand, caters to those with a university background. This program, designed in partnership with several Brazilian universities, offers postgraduate scholarships with on-the-job training in the company's operations.

In 2019, Vale started the first class of its Professional Training Program (PFP) that is made up entirely of women and persons with disabilities. The 267 professionals from Parauapebas municipality will initially participate in the theoretical phase of the program, which includes topics such as written communication, quality of life, mathematics, diversity and inclusion. Participants who successfully complete this stage will be hired by Vale as operational trainees for the practical phase of the training. After approval in these phases, they may be hired as employees.

Since 2017, Teck's Antamina mine in Peru has collaborated with an NGO, local educational authorities and other organisations in the Huari province to improve the quality of education in primary and secondary schools within its area of influence. The programme, Efecto Ancash, recruits local and talented graduates as teachers in schools in vulnerable areas, and provides them with comprehensive leadership training as well as opportunities to develop their pedagogic skills. To date, the programme has reached 2500 students in five districts and its systematic monitoring of the academic achievement levels reached shows a gradual improvement in basic subjects (reading, maths) and in soft skills such as communicating and working in groups.

Barrick Gold Corp has developed a systematic approach to encourage and increase the share of host country nationals in senior management positions across its mine sites. The company prioritises local and host country people for employment and provides the training necessary for senior management roles. The training is designed on a site-by-site basis to match the operational context and local capacity. In 2018 the company’s mine site in Mali had a full Malian management team and host country nationals at Kibali (DRC) and Tongon (Côte D’Ivoire) made up 84% and 83% respectively of the mine management teams. Barrick Gold Corp set a corporate target for 80% of senior site management to be host country nationals by the end of 2019.

Fortescue is implementing a raft of programmes dedicated to empower Aboriginal people through training, employment and business development. As part of this effort, the company established its Leadership Excellence in Aboriginal People (LEAP) programme to promote career advancement for Aboriginal leaders in the workplace. The programme offers to Fortescue’s Aboriginal employees the necessary training to ensure they have the skills and knowledge for a leadership role. Programme participants receive 12 months of formal training and education on leadership and business that includes off-site education, practical on-site development and internal mentoring by the company’s senior executives. Since its launch in 2015, 42 employees have completed the programme, 50% of whom have been promoted and 30% of whom have become supervisors.

In 2019 ERG supported the launch of an ‘Atlas of New Professions’, a tool developed by the International Labour Organization and the Russian Agency for Strategic Initiatives to identify and develop the most critical professions for the future. ERG undertook the first pilot study using the Atlas methodology, which led to a number of management actions including for example the decision to fund a new course at a local college to train operators of unmanned aerial vehicles. ERG has since rolled out the same approach to all its operations in Kazakhstan and plans to collaborate with the country’s Ministry of Education and Science to adapt its recruitment and training practices and target its support to specialist educational institutions and qualifications.