Average of the best scores achieved collectively by all companies for each one of the indicators under the thematic area
Average of the scores achieved by each one of the companies under this thematic area
Summary of results
The assessment results show that while the overall average performance is only 30%, the companies could already achieve a score of 74% by adopting the good practices demonstrated by their peers (as shown by the Collective Best Score on the chart – the sum of all best scores seen across all Working Conditions indicators). The strongest performance relates to the formal commitments, made by the vast majority of companies, to provide safe and healthy working conditions. On other issues, such as the prevention of discriminatory practices or the use of child labour and forced labour, company performances are very mixed with one or two companies providing good practice models for their peers.
Leading practices in Working Conditions include, for example, the establishment of a working group of employees to promote discussions and propose practical actions on ethnic and racial diversity within the workforce.
E.01 Occupational Health and Safety
The company commits to ensure safe and healthy working conditions.
Virtually all companies show evidence of a formalised commitment to ensure safe and healthy working conditions and of having assigned responsibility at the senior management or board-level for carrying out these commitments. The vast majority of companies show at least some evidence they commit resources to implement these commitments. There is however significant variation between companies in the level of detail and the subjects addressed in their commitments.
The company has systems in place to ensure its operations engage with worker representatives to collaboratively identify, assess, avoid, and mitigate health and safety risks to its workforce.
Only a few companies show evidence of having systems in place to engage with workers’ representatives on the identification of occupational health and safety risks. The same few companies include in their systems measures to ensure collaboration with worker representatives in the development of strategies and plans to avoid and address such risks. Although more than half of the companies mention having mechanisms to consult employees on health and safety issues , there is little detail about roles and tasks, and even less evidence of formalised joint OSH committees. Only a handful of companies track the implementation of these collaborative health and safety strategies and plans.
Related Leading Practices
- Collaboration between senior management and employees for safety leadership
Collaboration between senior management and employees for safety leadership
Teck’s Courageous Safety Leadership (CSL) programme has been in place since 2009, and now it is in its fourth phase of implementation (CSL4). The CSL4 focuses on collaboration between senior management and employees in jointly reviewing safety culture, identifying challenges and opportunities, and creating joint commitments to improve the company’s safety system. In addition, to realise the established safety commitments, accountability mechanism are put in place to hold all parties responsible. In 2018, Teck conducted trainings on CSL4 for its employees and an ‘Introduction to CSL programme’ for new employees and contractors to emphasize the importance of the CSL and enhance the company’s safety culture.
The company has systems in place to ensure its operations protect women workers from harassment and violence.
Half of the companies make no mention of having systems in place to protect women workers from intimidation, harassment, sexual harassment, or gender-based violence. Those companies that do, typically address only one or two of these issues. Very few companies demonstrate that they have systems in place to ensure their operations address all these dimensions.
Related Leading Practices
- Prevention of sexual and moral harassment
Prevention of sexual and moral harassment
CODELCO’s ‘Guidelines on Maternity Protection, Prevention of Sexual and Moral Harassment and Intrafamily Violence’ set out measures for its operations to prevent gender-based violence, harassment and discrimination, promote women workers’ careers, enable safe working conditions for women and promote healthy family life. Gender awareness workshops, dissemination of the Guidelines and education training by external parties are organised to keep the workers informed and well aware of the Guidelines. The Guidelines also address family violence, including the prevention and detection of domestic violence and procedures for referral to appropriate public institutions.
The company has systems in place to ensure its operations address the health and safety needs of women workers.
Only a handful of companies show evidence of having systems in place to ensure their operations provide gender-appropriate sanitation facilities. About one-quarter of companies demonstrate that they have systems in place to ensure their operations provide gender-appropriate safety equipment. A similar number show some evidence of systems to ensure their operations provide gender-appropriate health services. Only three companies show evidence of having systems in place to address all three issues.
Related Leading Practices
- Comprehensive programmes to improve the provision of Personal Protective Equipment (PPE) for female workers
- Risk assessment of female workers using male-design Personal Protective Equipment
- Gender-appropriate PPE
Comprehensive programmes to improve the provision of Personal Protective Equipment (PPE) for female workers
On the basis of the provisions of South Africa's Mining Health and Safety Act (MHSA) and specific guidelines of the country's Department of Mineral Resources, companies are required to prepare Codes of Practice on the Provision of Personal Protective Equipment (PPE) for Women in the South Africa Mining Region. These mandatory Codes of Practice set out risk management processes, responsibilities of employers, managers and female workers, and the measures to select, provide and maintain suitable PPE for female mining workers. The Codes also set out action plans for the implementation of these measures. Companies that have disclosed site-specific Codes of Practice include, for example, AngloGold Ashanti and Exxaro.
Risk assessment of female workers using male-design Personal Protective Equipment
In 2014, AngloGold Ashanti carried out a detailed assessment of the risks faced by female workers from their use of male-designed PPE. The assessment was conducted partly as an interactive workshop attended by female representatives of all the companies mining operations. All in-stock PPE items listed in the AngloGold Ashanti catalogue were displayed and each item was risk assessed. The women present raised their concerns and any risks were identified and ranked as low, medium and high. For example, one high-risk item identified was the dust mask, which was generally too big for women's faces so was not sufficiently close-fitting to be effective. The assessment also involved a desk study of scientific literature on anatomical differences between the male and female body that could affect the efficacy of PPE equipment. Finally, the assessment generated specific recommendations on how the risks identified could be mitigated, by for example making available alternative design or smaller sizes for particular items of equipment.
BHP has been working with its main supplier to redesign PPE and workwear to ensure it is fit-for-purpose for all workers, including women. The supplier undertook a series of consultations across all of BHP’s Australian operations to discuss improvements required to the clothing range. A maternity wear workshop was held to hear from pregnant women workers about necessary modifications to the existing clothing range. In all, 72 changes and improvements have been made so far to accommodate the needs of women workers, for example to the size of socks and female boots and the size and weight of helmets, garments and headlamps.
The company publicly discloses data on mining-related high potential incidents, serious injuries and fatalities among its workforce.
While all companies provide some data on workplace safety incidents, only half of the companies provide data on fatalities and serious injuries across successive time periods. The remaining companies disclose incomplete data (i.e., only on fatality, injury or high-potential incidents) or information over only one reporting period. Only a handful of companies disclose this data disaggregated at the mine site level. The vast majority of companies confirm that data on fatalities includes both employees and contractors’ workers.
Related Leading Practices
- Disclosure of long time-series data on fatalities
Disclosure of long time-series data on fatalities
In 2016 Coal India published a report documenting trends in workplace accident statistics. The report includes a data table of fatal accidents and fatalities, serious accidents and injuries, and injury and fatality rates, with all data from 1975 to 2015.
E.02 Elimination of Forced Labour and Child Labour
The company has systems in place to identify, assess, avoid, and mitigate potential risks of all forms of forced, compulsory, trafficked and child labour in its areas of operations and entire supply chain.
Most companies show some evidence that their operations identify and assess child and forced labour-related risks. The majority of companies have systems in place to develop strategies and plans to address the risks of child and forced labour in their operations and among their suppliers. Companies subject to Modern Slavery legislation (e.g., companies with entities registered in the UK or Australia) generally provide more evidence of their work on this issue, although the level of reporting varies greatly. Few companies demonstrate that they track the implementation of these strategies and plans to address child and forced labour-related risks.
E.03 Non-Discrimination and Equal Opportunity
The company has systems in place to ensure its operations base their recruitment and employment practices on the principle of equal opportunity, in order to prevent all forms of discrimination in the workplace and promote workforce diversity.
Most companies show evidence of some measures to reflect non-discrimination policies in their terms and conditions, although very few have company-wide systems in place. A majority of companies mention information on training programmes to raise awareness on discrimination or take other actions aimed at preventing and addressing issues of discrimination in the workplace, although again evidence is largely limited to ad hoc case studies or isolated examples. Half of the companies publicly disclose targets regarding diversity and inclusivity in their recruitment and employment practices. Efforts to increase diversity is largely focused on women, with only a few companies’ targets covering more than one group of minority or marginalised workers.
Related Leading Practices
- Gender parity target (1)
- Campaigns on workforce diversity and inclusion
- Comprehensive gender equality policy
- Promoting gender diversity in mining workforces
- Development of an Early Warning System for gender barriers
- Enhanced job security for disadvantaged groups
- Addressing the needs of parents and parents-to-be in workforce
- Addressing the needs of victims of domestic violence
- Promoting ethnic and racial diversity
- Supporting diversity in recruitment
Gender parity target (1)
In 2016, with female staff accounting for 17% of its workforce, BHP set out a plan for the company to achieve gender parity by 2025. The plan includes linking the bonuses of the most senior staff to achieving a 3% increase in female staff each year.
Campaigns on workforce diversity and inclusion
In 2016 Vale launched two campaigns in Brazil on the value of diversity and inclusion within its workforce. The first campaign, 'We value all differences' addressed the topics of race, gender, disability, sexual orientation, nationality and region. The nine-week campaign included weekly notes in the internal communication vehicles and social networking platforms highlighting Vale's views on different aspects of diversity. The Administration and the Human Resources teams were trained to discuss these issues via four virtual meetings, online trainings, and the dissemination of direct communication material. The second campaign 'Indicate Vale to People with Disabilities' sought to motivate staff to encourage any disabled and job-seeking acquaintances to consider applying to Vale.
Comprehensive gender equality policy
AngloGold Ashanti has developed and disclosed a comprehensive policy on Gender Equality and Empowerment of Women. The policy, produced in 2015, is based on UN Women's Empowerment Principles and covers gender equality in the workforce as well as in its relations with communities. The policy specifies a number of strategic interventions and specific actions to ensure gender equality in, for example, recruitment, remuneration, family friendly practices, communication, monitoring and evaluation.
Promoting gender diversity in mining workforces
In line with Chile’s 2012 national standard on ‘Gender equality and reconciliation of professional, family and personal life’ (NCh3262, 2012), CODELCO adopted a Gender Diversity Strategy in 2015. This led to the creation of a Corporate Gender Diversity Directorate, Gender Diversity Leaders, and the implementation of Gender Round Tables at each operational centre. Specific gender-related KPIs are now included in performance requirements, in agreement with trade unions, and an action plan to fill the gaps identified during a gender gap analysis has been developed. Some practical actions on the ground include modifications of infrastructures to provide safety, hygiene and comfort conditions for women (including pregnant women) as well as men, such as separate changing rooms and bathrooms, rooms for expressing and storing breast milk, and gender-appropriate Personal Protective Equipment.
Development of an Early Warning System for gender barriers
CODELCO and Antofagasta participated in a project coordinated by the Cielo Research Centre in Chile’s Santo Tomás University between 2017 and 2018, which investigated the inclusion of women in the country’s mining industry. Following an initial diagnostic study of gender-related barriers, which led to the design of a comprehensive management model for the sustainable inclusion of women in mining, a pilot study has been implemented to establish an Early Warning alert system to pick up the existence of such barriers and address them at an early stage to reduce the incidence of women dropping out of the mining workforce. The system involves the simultaneous analysis of 22 observable factors, which would not have triggered any action had they been considered individually but that collectively represent a significant barrier to women’s participation in mining workforces.
Enhanced job security for disadvantaged groups
Evraz goes further than Russian law requirements in providing protection against redundancy for some categories of disadvantaged groups among its employees. Employment protection is granted to single fathers, people whose spouse is retired or unemployed, young adults raised in orphanage, newly graduated employees, people with disabilities, family members of a worker killed in an occupational accident and those whose health was impacted by the Chernobyl accident.
Addressing the needs of parents and parents-to-be in workforce
In line with French regulations and as part of its three-year group-wide gender equity plan signed in 2019 with all representative workers’ unions in France, Orano gives special consideration to parents and parents-to-be within its workforce. Measures include providing more flexibility in work schedules for pregnant women, employees whose partner is pregnant, and parents of school-age children. After birth, parents who take parental leave maintain their previous job position when they come back to work, and their first year of parental leave counts as one additional year of seniority. To help tackle the gender gap in wages and in pensions after retirement, women on maternity leave or parents working part-time are entitled to the same level of average pay raise as their colleagues, or the average of their last three years’ pay increases, whichever is highest.
Addressing the needs of victims of domestic violence
Fortescue released a Family and Domestic Violence Leave Policy in 2018 to provide practical solutions towards ending violence against women. The company has put in place practical actions, such as flexible work arrangements or allowing time off for all employees (including part-time and casual employees) to take care of their personal issues regarding their safety, the safety of relatives, or to attend court hearings or access police services.
Promoting ethnic and racial diversity
In 2020 Vale launched a working group of employees, known as the Ethnic-Racial Equity Affinity Group, with the aim to promote discussions and propose practical actions on these aspects of diversity. Activities envisaged include an online learning tool to reduce stereotyping, events to raise awareness about inequalities, engagement with Vale’s leadership on this issue, and considering ethnic and racial inclusion and diversity in the company’s recruitment, career progression and talent development programmes.
Supporting diversity in recruitment
In 2020 Newmont analysed the outcomes and impacts of a 15-month trial of specific interventions to improve diversity through its recruitment process. The trial tested whether approaches such as blind resumes, more inclusive language in job advertisements, ensuring diverse hiring pools and diverse interview panels, could counter unconscious biases within the recruitment process. The findings were positive, and Newmont has begun implementing them across the business.
E.04 Rights to Organise, Collective Bargaining and Freedom of Association
The company has systems in place to ensure its operations actively respect the rights of workers to organise, collective bargaining and freedom of association.
The vast majority of companies can demonstrate having some kind of system in place to respect fundamental workers’ rights, especially the rights of workers to collective bargaining, including through the development of collective bargaining agreements. But fewer companies demonstrate such systems cover the rights of workers to freedom of association, including by allowing union meetings on site. And only a handful of companies show evidence that their operations respect the rights of workers to organise, including by granting access to designated areas for labour organisers to meet with workers.
E.05 Living Wage
The company tracks, reviews and acts to improve its performance on ensuring that its workers' wages meet or exceed verified living wage standards, or legal minimum wage, whichever is the highest.
No company consistently tracks and discloses wages against living wage standards on a company-wide basis. Two companies recently conducted a living wage review at some of their sites, but they disclose only overall results without much detail. A substantial number of companies track and disclose wages against the applicable legal minimum wage, but make no mention of living wage.
Related Leading Practices
- Living wage assessments (1)
- Living wage assessments (2)
Living wage assessments (1)
In 2021 Freeport McMoRan partnered with a sustainability-focused organisation to conduct a living wage assessment for full-time and part-time employees at 14 of its operating and processing sites in the US, Chile, Peru and Indonesia. The benchmark used exceeds the national minimum wage in all locations. The company plans to roll out the same exercise for all its employees and to integrate the assessment into its annual compensation review process across its operations. The company states that the assessments so far have found that the benchmark has been met, and that it will seek to extend its living wage commitment to its on-site contractors in the future.
Living wage assessments (2)
In 2020 Teck conducted a living wage review for all its employees in Canada, the US and Chile, where its operations are located. The review was conducted by comparing the hourly rate of the lowest paid employee in each jurisdiction to the living wage information available for these locations. The company states that these salaries are above the living wage in all three countries, and provides the calculations and benchmarks used in the assessments.
E.06 Automation and Technological Change
Where applicable, the company has systems in place to identify, assess, and address the implications of automation and technological change for workers.
Virtually no company can demonstrate having systems in place to identify, assess, and address the implications of automation and technological change for workers. Only two companies show any evidence that they are identifying and assessing these implications and four additional companies provide some examples of operations that develop plans to address automation and technological change.
Related Leading Practices
- Managing temporary reductions in workforce
Managing temporary reductions in workforce
Evraz actively engages with labour unions to include provisions in collective agreements for temporary periods of low level of activity that result in temporary reductions in staffing, with specific obligation for the company to develop a social adaptation programme for workers. Measures are aimed at maintaining existing jobs and supporting affected employees, by for example adjusting working schedules or allowing flexibility in tasks performed.
E.07 Worker Recourse
The company tracks, reviews and acts to improve the effectiveness of its grievance mechanisms for workers.
The vast majority of companies track and publicly disclose some data on the functioning and uptake of their worker grievance mechanisms, but only a minority of these companies provide details on the nature of these grievances or on measures taken in response. A handful of companies commit to review or audit their worker grievance mechanism. Among them, a minority report such reviews having taken place. No company provides detailed information on the results of these reviews or audits.
Related Leading Practices
- Disclosure of detailed data on worker grievances
- Transparency of worker grievance mechanisms
Disclosure of detailed data on worker grievances
CODELCO discloses mine-site-disaggregated data on the grievances received from workers, on a quarterly basis via its online Ethics Point Portal. The same platform is used to report complaints of unethical or illegal activity. The types of complaints registered and disclosed relate to, for example, unsafe working conditions, corruption and conflict of interest, workplace harassment and discrimination, violence and sexual harassment. For each mine site, the company discloses the number of each type of complaint received and the outcomes of the investigations.
CODELCO and Polymetal are among the very few companies to provide mine-site-disaggregated data on the functioning of their worker grievance mechanisms. Both companies report for each mine site the number and types of grievances raised – for example, on safety issues, living conditions, or sexual harassment. CODELCO provides further information on the outcomes of the investigations of grievances (including for example the numbers of allegations that were confirmed, rejected or dismissed due to lack of evidence).