We are committed to treating our people fairly, upholding their rights, and developing their careers.
Why our people matter to us
Our people are essential to our success and growth. We recognise that we need a skilled and committed workforce – with a diverse range of experience and perspectives.
We work to create diverse workplaces and develop talent – while upholding the rights of our workforce and giving them simple ways to raise concerns.
We recognise and uphold the rights of our workforce to a safe workplace, freedom of association, collective representation, just compensation, job security and opportunities for development.
More than 75%
of our employees were covered by collective bargaining agreements in 2017
We consult with and support our people when they are affected by major changes such as closures, mergers and acquisitions.
We work to attract and retain the best people at every level. We undertake regular assessments of skill levels and competence – aiming to support, develop and reward people with talent and potential.
See also our section on careers at Glencore.
In addition to providing formal career development, we take a holistic approach towards the well-being of our employees. This approach reflects local needs and includes:
Establishing the Mates in Mining initiative at coal operations in Australia, where each year over 3,000 people die by suicide. The initiative is widely recognised as best practice for suicide prevention in male-dominated industries
Encouraging and supporting employees living in HIV/AIDS affected regions to know their status. We provide access to free healthcare and treatment through easily available channels for all HIV-positive employees and contractors and their dependents
Our nickel business runs SafeNickel – Stepping Up to the Challenge. This initiative aligns with a global programme to encourage employees to become more active by motivating them to walk over 10,000 steps per day, to create a true culture of health across our assets.
In Zambia, we are strengthening the skills of our employees, as well as the capacity of local contractors and young people, through our state-of-the-art training centre
In Canada, we have implemented for a number of years a skills development initiative for Inuit employees designed to attract and retain the largest possible number of Nunavimmiut (the people of Nunavut territory). The initiative also provides support to help them in their development and integration into the various departments at Raglan Mine
In Australia, our Murrin Murrin mine offers a range of lifestyle and family-friendly rosters, in keeping with our commitment to encouraging and promoting a healthy work/life balance. It also runs an Employee Assistance Programme that provides free professional counselling to our employees and their dependents to help resolve both personal and work-related problems. It is confidential, voluntary and available after hours.
In Colombia, Prodeco has developed a safety programme called Yo Trabajo Seguro (I work safely). Prodeco developed the programme through a collaborative process involving its entire workforce. This participation has encouraged its people to feel ownership for the programme’s activities and to feel that they want the programme to succeed. Prodeco is developing a strong safety culture and establishing support for the programme with workers at all levels.
In Zambia, Mopani has established a SafeWork campaign called Doing It Right. This involves intensive interactive meetings, between the asset’s health and safety teams and Mopani’s line managers, several times a week to clearly define expectations for working safely. Mopani is using this campaign to empower its line supervisors to implement the SafeWork principles in their areas of responsibility.
Reflecting the wide geographic footprint of our workplaces, diversity is at the core of our approach towards our people.
As part of this ambition, we are committed to finding ways to include and promote people from indigenous communities.
We prohibit all forms of discrimination, and do not tolerate any form of harassment in the workplace.
of our personnel in our marketing business are female
Women in mining at Glencore
Inuit employment at Raglan Mine
UK Gender Pay Gap disclosure
In 2017, the UK government introduced legislation requiring all UK-based companies employing more than 250 relevant employees as at 5 April 2017 to report on their gender pay gap.
This statutory disclosure is for Glencore UK Ltd., which had 348 employees (232 male, 116 female).
Across the Glencore group, we recognise that it is our people who are key to our success. Glencore UK wants to attract and retain the best people and a key part of that is ensuring everyone has equal opportunities, regardless of particular characteristics such as gender, race and age.
Our analysis shows that our pay gap relates to the structure of our workforce rather than inequality of pay. In our sector, similar to many others, there has traditionally been a greater proportion of men than women pursuing careers and, as a result, 2/3 of our employees are men. This has led to a greater number of men than women in senior and other positions that attract a higher level of pay. We maintain our position to recruit and develop our people on merit. We are committed to supporting women going on and returning from maternity leave and have policies in place to support both.
We are committed to maintain a capable and engaged workforce in order to meet our business objectives. Our approach incudes:
- continuing to support the development of talented people regardless of age, gender or race through local employment;
- developing and strengthening of our trainee programmes and leadership training and advancement;
- taking an equal approach to family-friendly practices, including flexible working; and
- becoming an employer of choice in the marketplaces where our main offices and industrial operations participate.
Glencore UK Ltd
Mean and median pay and bonus
|Gender Pay Gap||27.7%||24.0%|
|Gender Bonus Gap||57.1%||39.1%|
Proportion of employees in each pay quartile
Proportion of employees receiving a bonus
|Received a bonus||90.5%||94.0%|
If there appears to be a breach of our Code of Conduct, employees, contractors and suppliers are encouraged to raise this through local channels.
To make it easy to formally raise concerns about ethics or compliance, we also have mechanisms known as “Raising Concerns”.
We are working to attract and retain a diverse workforce:
of employees at our Koniambo staff were female – with 40% occupying operational roles
of employees at our McArthur River Mine in Australia are indigenous
of our total workforce is female
Across the Group, our employee turnover rate in 2017 was 9% - a slight reduction on 2016 (10%).
In 2017, we reached a new six-year collective agreement with employees of our CEZinc subsidiary. We also negotiated a new enterprise agreement with Australia’s Construction, Forestry, Mining and Energy Union (CFMEU), with the exception of our Oaky North mine. In March 2018, Oaky North’s employees voted in favour of the proposed new enterprise agreement and we began a formal process of re-integrating these employees back into the workforce.
We are committed to working honestly and openly with labour unions at our operations and undertake negotiations in good faith. Unions play an active role in safety committees at many sites, and in regions impacted by HIV/AIDS, union representatives participate in health steering committees.
Principles we follow
We will carry on raising awareness of Glencore's Values – to position ourselves as an employer of choice.
We are also developing programmes to support supervisors at our assets.