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How Newmont Leverages Paradigm for Parity to Inform Its Global Inclusion and Diversity Strategy

When Newmont added inclusion and diversity to its strategy under the people pillar in 2013, each member of our executive leadership team set personal global inclusion and diversity goals – in addition to the targets established for our enterprise and regional levels. Since then, Newmont’s leaders have continued to press for progress through a measurable partnership with Paradigm for Parity.

We want all corporations to reap the financial and cultural benefits that accrue from having women in top management positions.” – Jewelle Bickford, Paradigm for Parity Chair

Launched in 2016, Paradigm for Parity is a coalition of CEOs, senior executives, founders, board members and business academics who are committed to achieving gender parity across all levels of corporate leadership. “It is so critical that cultural change starts from the top,” says Beatrice Opoku-Asare, Newmont’s Global Director of Inclusion and Diversity. Reflecting on our collaboration with Paradigm for Parity, Beatrice points to the value of having leadership buy-in: “I don’t have to spend any time convincing our executive team why diversity is important and that has become a key competitive advantage for Newmont.”

Instead, Beatrice and talent management teams in all operating locations can focus attention on integrating new, inclusive behaviors and practices to adapt and continuously improve Newmont’s inclusion and diversity strategy. Part of that work includes leveraging Paradigm for Parity’s toolkit to deliver a stronger strategy with clear baseline metrics.

Paradigm for Parity’s Toolkit One helped us understand the progress we were and weren’t making and what blockers prevented us from achieving our goals.” – Beatrice Opoku-Asare, Newmont’s Global Director of Inclusion and Diversity

In 2017, we undertook a review of our progress, examining trends from the last three years and discussing outcomes with close to 800 employees globally to identify problem areas preventing equal opportunity in the workplace. “Paradigm for Parity helped us do the legwork to build a stronger strategy in 2018,” adds Beatrice.

This year, we’re focused on completing Toolkit Two, but from an “experimental stage” approach, as Beatrice describes. By globally testing different recommendations first with various small groups, Newmont will collect verifiable data and measure the impact. “Once we verify the benefits, then we will plan to replicate across sites.”

Next month, we will dive deeper into key learnings that we’re putting into action to deliver on our global inclusion and diversity strategy.

Tags: Community, Performance

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