Our people

Glencore’s ambition is to be recognised as a top employer in all of our operating regions and to foster an environment that supports and encourages different backgrounds, cultures and beliefs.

Our people are our greatest asset and we employ locally wherever we can.

Our approach

Our success relies on our ability to attract, develop and retain the best talent, at every level. We have a highly capable, entrepreneurial and engaged workforce that brings a diverse range of experience and perspectives to the organisation. 

We hire, promote, reward and develop our people according to their ability, contributions and skills. We generally tie our remuneration policies to experience, ability and performance, with rewards for self-improvement and ambition. We review our pay and incentive practices regularly, and are currently looking to better align our approach with international best practice.

We prohibit all forms of child, forced or compulsory labour and human trafficking throughout the Group. We do not allow employees aged less than 18 to carry out hazardous work.

We are signatories to the United Nations Global Compact, a set of principles covering human rights, labour, environment and anti-corruption. We work in accordance with relevant international frameworks, including the of the ILO Core Conventions (on prohibition of forced labour, child labour, freedom of association and protection of the right to organise, the right to organise and collective bargaining, equal remuneration, discrimination and minimum age).

We do not tolerate any form of racial, sexual or workplace harassment. We protect and uphold fundamental human rights around the Group, with fairness, dignity and respect. We recognise and uphold our workforce’s rights to a safe workplace, freedom of association, collective representation, just compensation, job security and development opportunities.

Diversity and equal opportunities

As a global organisation, diversity and inclusion are integral to our success.

We believe that employing people from different cultures, countries, races, ethnicities, genders, abilities, beliefs and backgrounds is essential to our culture. Diversity brings new and innovative ideas that allow us to advance our business and continue to improve. Our diversity and inclusion agenda aims to ensure our workforce reflects our local communities.

We prohibit discrimination on the basis of race, nationality, religion, gender, age, sexual orientation, disability, ancestry, social origin, political or other opinion, or any other bias. We value diversity and treat employees and contractors fairly, providing equal opportunities at all levels of our organisation; we do not tolerate any form of racial, physical, sexual or workplace harassment. Our position is included in all training materials for new and current employees, and reinforced regularly in management training.

We aim to employ workforces that reflect the demographics of the communities in which we operate. At many of our assets, achieving gender parity is a major challenge due to geographic remoteness or shift working rostering. In these regions, we focus on maximising local employment instead, including any vulnerable communities represented there. Like many of our peers, we are trialling a number of approaches to improve gender diversity in our business.

We have procedures, guidelines and training on bullying, harassment and discrimination that are available both online and via traditional channels. Our supervisors and managers implement our equal opportunities policies and guidelines.

Our Group diversity objective is to create a diverse and inclusive workforce; we seek to achieve this objective through building a working environment that provides full and equal participation for all groups in our workforce and creating an inclusive team culture.

We work on improving gender diversity and preventing gender discrimination or any other divers attribute in relation to employment matters. Through providing flexible working arrangements, part-time employment and job-sharing when appropriate, we can encourage and support diversity of thought and experience.

We are proud to support Women in Mining  and of our employees recognised by WIM’s biennial Top 100 initiative. Read more

We want to encourage more women to enter the industry by creating an inclusive culture, and by being a great place to work - for all. 

We include information on equality and diversity in employee induction and diversity training programmes; these are available via multiple learning mediums to suit a range of adult learning styles (including but not limited to classroom training and online self-paced e-learning in multilingual formats). We ensure that all our employees can report grievances through either formal or informal processes.

We have a transparent and fair internal disciplinary process.

Inuit employment at Raglan Mine

Employee retention and turnover

We make every effort to minimise the impact of redundancies on our employees and our host governments and communities. We engage extensively with all those affected to ensure they are aware of our planned actions.

Our severance and compensation packages are in line with labour agreements and employment contracts; they either meet or exceed the requirements of local legislation. Many of our assets include voluntary redundancies in their processes in the first instance.

If we are forced to make employees redundant, we make every effort to find roles them within the business, within their local communities and across the wider Group. We engage in retraining and up-skilling for employees affected by redundancies in the lead-up and notice periods to closures, to increase their prospects for redeployment within the Group. Affected employees receive retraining subsidies.

We work with our people to find suitable alternative employment wherever possible. We have local and global preferred supplier agreements with career transition and outplacement support and offer employees career counsellor as part of local support arrangements.

We can offer financial support for career transition that includes but is not limited to job search workshops, one on one coaching and job placement. Job placement support includes identification of opportunities in other organisations and individualised mentoring to help the finding of new jobs. Many of our assets also offer specific support to employees with low financial literacy, including basic financial management training.

We carry out all redundancies in consultation and agreement with local government and community stakeholders and trade unions. We negotiate with local unions on severance agreements.

Local employment

Employment is one of the most direct opportunities for us to support the local development of our host countries. We provide families with their livelihoods, via direct employment at our operations and indirect employment via contractors and our use of local suppliers.

We are committed to employing locally wherever possible. To support local markets and provide further economic uplift, we invest significantly in workforce development, as well as offering our host communities training for non-mining jobs.

We emphasise diversity in our training initiatives and work with local governments, education authorities and community representatives to identify skill gaps and find the best ways to meet the needs and expectations of our stakeholders. We fund and operate training centres and programmes around the world that include complete secondary education, as well as artisanal skills for the mining sector and elsewhere.

Our Raglan Mine in northern Quebec, has worked with local Inuit communities

Labour relations

We believe that our people are our greatest asset. We uphold the International Labour Organization (ILO) Declaration on Fundamental Principles and Rights at Work. We recognise and uphold the rights of our workforce to a safe workplace, freedom of association, collective representation, collective bargaining, just compensation, job security and development opportunities.

Our assets ensure that working hours are not excessive by monitoring rosters, shifts and other recording procedures, in compliance with local legislation and agreements with unions or works councils.

We are committed to working honestly and openly with labour unions at all our locations and treating employees with respect. As unions play different roles at our assets depending on geographical region and industrial sector, our assets engage with unions active at their sites in different ways and at different levels. We do not interfere with the rights of unions and prohibit any form of intimidation or retaliation against workers seeking to exercise their rights to freedom of association, collective representation and/or collective bargaining.

Whenever there are significant organisational changes, such as closures, acquisitions, mergers and divestitures, we consult, communicate and provide appropriate support to our people. We work with our employees, unions and host governments to identify and agree alternative opportunities, severance packages and support during transition.

We have clear, formal processes for our people to report labour grievances. Our assets hold regular meetings with union representatives, to provide updates on safety, production and costs and discuss upcoming business challenges, opportunities, and risks to longer-term viability.

Where appropriate, we involve union leaders in day-to- day management, eg health and safety councils. We engage directly with full- time union health and safety representatives on ways to improve safety performance.

We actively advise retiring unionised employees with education on pensions and optimisation of post-retirement health benefits, as well as wellbeing. We have joint disability management programmes to ensure effective return to work programmes for workers who have previously been on leave due to injury or illness. 

UK Gender Pay Gap disclosure

Gender Pay Gap report 2018

This statutory disclosure is the gender pay gap report as at 5 April 2018 for Glencore UK Ltd which had 368 employees (241 male, 127 female).

At Glencore UK Ltd, we continue to recognise our employees as being key to our success and we remain committed to attracting and retaining the best people in order to maintain a capable and engaged workforce that meets our business objectives.  A key part of that is our commitment to equal opportunities for everyone regardless of any particular characteristic such as gender.   To this end, we continue to develop our people through our training programmes and advancement in the business.  In March 2018, we appointed a female director who was promoted through the business to become one of the three directors of Glencore UK Ltd.

As we reported last year, our analysis indicates that our gender pay gap relates to the structure of our workforce and also the nature of our industry rather than inequality of pay – employees in similar roles are paid equitably.  Recruiting and developing our people on merit remains at the core of our strategy and we are committed to supporting women during pregnancy, maternity leave and return to work in order to enable career development.

Statutory Disclosure 2018

Glencore UK Ltd

Mean and median pay and bonus

  Mean Median
Gender Pay Gap 26.8% 22.6%
Gender Bonus Gap 70.5% 40.0%


Proportion of employees in each pay quartile

  Male Female
Upper 81.5% 18.5%
Upper Middle 68.5% 31.5%
Lower Middle 59.8% 40.2%
Lower 52.2% 47.8%


Proportion of employees receiving a bonus

  Male Female
Received a bonus 90.0% 92.9%
Gender Pay Gap report 2017

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. 

Our approach
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.
Statutory Disclosure 2017

Glencore UK Ltd

Mean and median pay and bonus

  Mean Median
Gender Pay Gap 27.7% 24.0%
Gender Bonus Gap 57.1% 39.1%


Proportion of employees in each pay quartile

  Male Female
Upper 83.9% 16.1%
Upper Middle 66.7% 33.3%
Lower Middle 63.2% 36.8%
Lower 52.9% 47.1%


Proportion of employees receiving a bonus

  Male Female
Received a bonus 90.5% 94.0%
Principles we follow
UN Global Compact
Principle 3

Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining;

Principle 4

the elimination of all forms of forced and compulsory labour

Principle 5

the effective abolition of child labour

Principle 6

the elimination of discrimination in respect of employment and occupation

Ethical business
Social performance
UN Sustainable Development Goals
Good health and well-being
Quality education
Gender equality
Decent work and economic growth