Chad Hymas challenges Australianemployees to be courageous leadersRenowned inspirational speaker Chad Hymasbrought his message to Australia, meeting Barrickemployees, contractors and their families to talkabout leadership, safety and the choices we make. Inlate May, Hymas traveled to the Kanowna, Lawlers,Darlot and Granny Smith mines in WesternAustralia and he held sessions for employees, fami-lies and friends in Kalgoorlie and Perth.

Although it was his first visit to Barrick’sAustralian opera-tions, he previouslydelivered his mes-sage to the compa-ny’s employees inNorth and SouthAmerica and Africa.

At the age of 27,Hymas’ life changedinstantly when afarming accident lefthim a quadriplegic,paralyzed from thechest down. He wasmarried with twoyoung children atthe time, and wasthe owner of hisown constructioncompany. In hiswords, “it hap-pened when I tooka shortcut I hadtaken a thousandtimes before.”Hymas challengedBarrick employeesto avoid the pitfalls of routine, complacency andhabit that cost him the use of his limbs.

He described “time” as the most important thingyou can give another person, and asked his audi-ences not to turn a blind eye when they see anunsafe situation or a person who needs help.

According to Hymas, the key is to get out of yourcomfort zone, communicate with your peers and goabove and beyond what’s required.

The messages resonated with Barrick employeesand their families, who saw first hand the conse-quences of taking shortcuts or making poor decisions.

More than 370 employees, family members, andschool and community leaders attended Hymas’presentation in Kalgoorlie, held at the Western

Mining ConferenceCentre.

Kanowna generalmanager EvanSpencer was over-whelmed with theturn out, particu-larly by the numberof spouses and chil-dren who attended.

“Chad reallyengaged the kids inthe audience, get-ting them involvedand using theirenthusiasm andwillingness to par-ticipate to send apowerful safetymessage to theirmums and dads – itwas great,” Spencersaid. “When youstop and thinkabout it, most of uswork for our fami-lies, to provide for

them, spend time with them and to give them thebest life we can. If we aren’t safe at work all that candisappear in an instant. That’s the message wewanted Chad to get across and he nailed it!”

Three separate sessions in Perth were equallywell attended.

Craig Rintoul awarded for

Bulldogs Team. SEE PAGE 4

Framework for Safety

and Health. . . . . . . . . . . . . . . 3

New safe driving

technology. . . . . . . . . . . . . . . 5

10 Travel tips ....... ... .. . 6

What would you do?.....8

Every persongoing home

safe and healthyevery day.

WHAT’S INSIDE

2009 • ISSUE 3

Chad Hymas' life changed when he took a shortcut on a routinetask that left him a quadriplegic. Now, he inspires others bydemonstrating the importance of always taking safety measures.Back row from left: Ashley Tidy, Kanowna safety and healthmanager and Evan Spencer, Kanowna general manager. Frontrow: Chad Hymas and Greg Mincham Kanowna HR manager.

COURAGEOUS LEADERSHIP IN AUSTRALIA

2 2009 • ISSUE 3

“In his unique and engaging way, Chad touched on all the keyelements of visible felt leadership, and field level risk assessment,”said regional president Gary Halverson, who attended the first ses-sion in Perth. “My takeaway is that with just a little time, you canmake a significant difference to the lives of people you meet everyday. As Chad said, a few seconds of your time might just changesomeone’s life forever.”

Hymas’ visit is part of a wider effort to reinvigorate the AustraliaPacific region’s focus on safety. It follows on a series of safety sum-mits, initiated by Halverson at the regional level in February, withsubsequent forums held at sites across the region. Key priorities forthe year are a renewed focus on visible felt leadership, greater andmore consistent use of field level risk assessment and wider use ofthe TOPS task observation tool.

Hymas speaks to employees at the Kanowna mine in Western Australia about the impor-tance of communicating safety messages to one another.

(Left) Chad Hymas speaks to a crowd of almost 400people in the town of Kalgoorlie. The session wasattended by employees and their families, along withother community leaders. (Above) Hymas reminds Perthregional office employees about the importance of con-ducting field level risk assessments prior to beginningany task.

Evan Spencer,General Manager, Kanowna

When you stop andthink about it, most of

us work for our families, to providefor them, spend time with themand to give them the best life wecan. If we aren’t safe at work allthat can disappear in an instant.That’s the message we wantedChad to get across andhe nailed it!

3 2009 • ISSUE 3

Barrick’s framework for Safety and Health

A SAFE WORKPLACE IS NO ACCIDENT.It is created through concerted efforts in manyareas and by everyone involved.

Barrick’s approach is outlined in theBarrick Safety and Health system. Thisimportant document identifies nine ele-ments for building a safe workplace and cre-ating a strong safety culture. This system isthe framework upon which all Barrick safetyprograms and activities are built, with theultimate goal of zero incidents.

The first of the nine core elements is Leadership andPersonal Commitment. Barrick recognizes that leaders musttake action in creating and promoting a safe workplace. Theycan best achieve this through visible felt leadership, being activeand visible in the field, interacting positively with employees tocoach them and encourage good safety behaviors. Barrick’s sys-tem recognizes that all employees can play a leadership role forSafety and Health. Taking personal responsibility for on-the-jobsafety is an integral part of creating 20,000 courageous safetyleaders at Barrick. The first step of the system is acknowledging“I am a leader who can make an impact.”

Once you acknowledge your important role in the system, thenext step is Training and Competence. Barrick ensures thatevery employeehas training toobtain the skillsand knowledge toperform his or herjob safely. Barrickprovides employ-ees, contractorsand visitors with orientation, refresher courses, and numerousother programs that reinforce the safety culture.

Before beginning any task, it is advisable to assess the newtask to identify and mitigate safety risks as outlined in the Riskand Change Management element. Facilities, designs and plansare continuously improving, but with these changes come newhazards and risks. Using procedures such as field level and for-mal risk assessments can identify and eliminate or control haz-ards to prevent incidents. A Management of Change process,which includes an individual who oversees the changes, shouldalso be in place at each site.

Safety risks and hazards are subject to Operational Controlsand Procedures that eliminate or mitigate the risk. Barrick sitesare equipped with personal protective equipment standards,mobile equipment guidelines, health exposure controls, amongvarious other procedures that help protect and ensure the well-being of employees.

A safe work environment considers Healthand Wellness aspects because poor healthincreases safety risk. Barrick monitors sites toensure they are meeting industrial hygiene stan-dards, including regulations on dust, noise con-trol, and ergonomics. Beyond this, Barrick isimplementing programs to enhance employeewellness, including fatigue programs, travel secu-rity, and diet cycles.

Barrick’s safety priorities apply to contractorsas well as employees. Contractor Controlsrequire that contractors perform work to Barricksafety standards to maintain a safe and healthywork environment. Safety record is a factor in the

choice of contractors. Contractors receive the same informationand training opportunities as Barrick employees, and receive asafety and health performance review at the end of their term.

While Barrick works hard to ensure safety and prevent inci-dents, the company also maintains a high degree of EmergencyPreparedness. If an incident occurs, it is vital that employeesknow how to minimize the impact. Emergency Preparednessincludes specialized training on how to handle rescue, illness,fire, chemical release, natural disasters, terrorist activity andnumerous other emergencies. Each site assesses potential emer-gencies, has the right people and supplies in place, and has prac-tice in implementing an emergency response plan.

When incidents occur, it is important that employees report itand follow IncidentInvestigation proce-dures. Reporting andinvestigation cap-tures important dataabout frequency andcauses of incidentsso the company can

take appropriate actions to prevent such incidents in the future.Finally, in order for Barrick to uphold its vision of being the

best mining company in the world, it must continuouslyimprove. This is why Performance Measurement andAssessment is vital in identifying areas for improvement.Barrick reviews the corporate guidelines, standards and systems,and undertakes audits to determine if areas can improve andreview performance and accountability processes.

By implementing strong programs and processes in each ofthese nine areas, Barrick works to ensure a safe workplace and aculture that holds safety as its top priority. Each element of thesystem reinforces the others. The system is the framework forhow we will achieve the safety vision of “every person goinghome safe and healthy every day.”

To view the Barrick Safety and Health system, visit theBarrick Central (the intranet) Safety pages or ask your supervi-sor for a copy.

By Terry BlecknerCorporate Manager, Industrial Hygiene

By implementing strong programs and processes in each

of these nine areas, Barrick works to ensure a safe workplace

and a culture that holds safety as its top priority.

4 2009 • ISSUE 3

A new breed of safety championsBULLDOGS ARE KNOWN TO BE TOUGH AND TENACIOUS,a real champion amongst the canine breed. At the Porgera JointVenture, a team of employees labelled the “Open Pit BulldogsTeam” have become true champions of safety, winning a GlobalSafety Award for their exemplary efforts.

The “Bulldogs Team” was formed in May 2008 by Craig Rintoul,Porgera’s operations manager. Rintoul created the bulldog conceptto increase employee enthusiasm and commitment towards safety.

Every week, delegated team members perform safety audits,focusing on employee performance and new activities on site. Thefindings are relayed back to all employees and posted on a safetynotice board.

“The difference between the Bulldogs Team concept and othersafety programs is employees are given much more responsibility,”explains Rintoul. “Individual roles are assigned to members, creat-ing a sense of self-ownership for driving safety in the workplace.”

Since the team was created, the mine site has seen a decline inequipment damage, and went 500 days without a serious injury.

“The Bulldogs Team helps shift employee behavior towards safe-ty approaches as well as significantly improve employee respectamongst each other,” Rintoul adds. “All members communicateabout safety on an employee-to-employee basis and, in return,receive positive feedback from co-workers.”

Craig said receiving the Global Safety Award is an outstandingcompliment for the team.

“I only implemented the thought, ideas and process,” explains

Rintoul. “This accomplishment could not have been achieved with-out the help of the Safety department and the support of the employ-ees. They are the ones on site who deliver such positive results.”

Aaron Regent, Barrick’s chief executive officer, presented theGlobal Safety Award to Rintoul and his team at a ceremony inPorgera in May 2009. This prestigious award recognizes outstandingachievements in safety across all Barrick sites.

CEO Aaron Regent (right), presents Craig Rintoul, Porgera’s operationsmanager, with the Global Safety Award for initiating the Bulldogs Team,a group of Barrick employees dedicated to championing safety at thePorgera open pit mine.

Courageous Leadership in UrduCOURAGEOUS LEADERSHIP TRAINING IS NOW BEINGoffered in Urdu for employees at the Reko Diq project. The firstsession held May 3 received an enthusiastic response, and addi-tional sessions were held May 13 and 22.

“A lot of thought, planning and hard work has gone intoscheduling and delivering the first Courageous Leadership cours-es at Reko Diq," says local safety manager Adrian Carrasco.“That includes getting the Urdu version of the participants’workbook and personal commitment booklets ready. Facilitatorshave also invested a lot of time to be prepared to present thedifferent modules.”

Site manager Jack McMahon gave the initial kick-off for thecourse. He presented Module 1 with the help of an Urdu trans-lator, as well as the executive video for which the languagesteacher at Reko Diq prepared an Urdu translation. Other mod-ules were presented in Urdu by various managers and supervi-sors who have already taken the training. Attendees participat-ed actively and, at the end of Module 8, they read their person-al commitments and received a special completion certificate.

“Presentations of this course will continue until we reach all600 employees at Reko Diq, plus contractors,” says Carrasco.

“We want to extend our recognition to all the facilitators fortheir invaluable participation. Safety Leadership is everyone´sresponsibility and participating in the course is one way oflearning the concepts and tools to become a stronger safetyleader on and off the job.”

Maryum Niazi, Pakistan’s first woman geologist and now a Barrickemployee, is one of the leaders who presented modules of theCourageous Leadership program at Reko Diq.

5 2009 • ISSUE 2

Barrick invests in technology to improve driving practicesWHAT IF YOUR TRUCK WARNED YOUthat you’re driving too fast? What if it toldyou you’re braking or accelerating too hardor making sharp turns? Would you slowdown and correct your driving? Barrick isinvesting in technology that does just that.Barrick has partnered with inthinc™, aUS-based company that designs innova-tive, safe-driving technologies that helpchange unsafe driving behaviours.

To monitor and adjust driving behav-iours on site, Barrick is using inthinc’swaySmart™ 820 Real Time Safety system, adevice that alerts Barrick drivers if theyengage in unsafe driving practices. When adriver forgets to fasten his or her seatbelt,

drives above the posted speed limit, brakes or accelerates too hard,makes sharp turns or engages in aggressive driving, the device trig-gers a voice message, giving the driver up to 15 seconds to correcttheir behaviour. If the driver continues to operate unsafely, a real-time report (above) alerts a supervisor via cellular, satellite or WiFinetworks.

“Fifty per cent of high potential incidents involve vehicles andmobile equipment,” says Bob Dechant, Safety and Health manager inSalt Lake City. “We want to reinforce the safety message to our driverswhile they’re driving, and real-time technology makes that possible.”

In November 2008, Barrick began a trial at Bald Mountain,installing 20 units in light vehicles including pick-up trucks and 4X4s.As of May 2009, another 100 units have been installed in Cortezlight vehicles and the haul truck fleet, with hopes for global imple-mentation.

Preliminary results indicate safe driving practices increased sig-

nificantly during the ini-tial trial phase. BaldMountain also sawimprovements in fueleconomy, tire wear, andcomponent damage tovehicles that was previ-ously attributed toaggressive driving. Thedevice not only promotesgood driving habits; itreduces vehicle wear andtear. So it saves money aswell as lives.

“The real time alertsare beneficial becausesupervisors can establishbaseline driving behav-iours, monitor unsafedriving practices, and thenhelp their employeesadopt safer driving behav-iours,” adds Dechant.“Supervisors are able to pinpoint problems, and then use risk assess-ments with employees to help them understand the repercussions.”

The Real Time Safety system was designed with behavioural sci-ence to address four areas: driver safety, asset protection, automat-ed compliance, and fleet management. Several of its unique fea-tures include in-cab real-time mentoring, customization of postedspeed limits, diagnostic and maintenance alerts, and vehicle posi-tioning and tracking. Currently, Barrick is the only mining compa-ny using this innovative system.

A waySmart™ 820 installed on a Liebherrhaul truck at the Cortez mine in Nevada.

The goal of the Real Time Safety system device is to

shift drivers’ attitudes towards safe driving practices

6 2009 • ISSUE 3

Courageous Safety Leadership in turbulent times“SMART LEADERS FOCUS ON SAFETY EVEN IN TOUGHeconomic times,” said Don Ritz, Barrick’s vice president Safety andHealth, who spoke at the CIM (Canadian Institute of Mining,Metallurgy and Petroleum) conference held in Toronto May 10-13.

“Businesses that retreat into survivalmode and ignore safety do so at theirperil, risking loss of employee andinvestor confidence and exposingthemselves to high financial and repu-tational loss they can ill afford,” he said.Challenging economic times constitute“a moment of truth” when employeesand stakeholders learn whether safety istruly a priority or just a convenientcliché for good times. Visionary leaderswho build safety culture even in adownturn maintain people’s trust, pre-vent loss, and position the organizationfor enhanced success as times improve.“Safety is the right business focus ingood times or bad,” he asserted.

Ritz noted that Barrick has made excellent progress on safety andhealth issues in recent years. The cornerstone of Barrick’s approach isCourageous Leadership training, which is mandatory for everyemployee at every mine site and location. The course features casestudies that illustrate the far-reaching consequences of injuries on peo-ple and families, and empowers employees to take initiative to correctan unsafe situation or even stop production. The goal is to create

20,000 courageous safety leaders throughout the organization who areattending to their own safety and that of their co-workers. With astrong emphasis on field level risk assessment, employees are encour-aged to evaluate tasks and eliminate or mitigate risks before they begin.

Supervisors and managers are beingtrained in effective visible felt leadershipthat requires them to be visible in thefield, interacting with employees to rein-force the importance of safety.

Barrick has maintained its empha-sis on safety even through the eco-nomic downturn, and new CEOAaron Regent has issued the followingmessage reinforcing the organization’scommitment:

“Safety must remain a priorityregardless of the current economicenvironment. This means a firm com-mitment to consistent delivery of ourprograms and efforts targeted at

improving safety performance. A safe work environment is theright objective, and it is also good for business. Our emphasis onsafety and health is the right thing for people. It also makes busi-ness sense because a good safety record reduces costs and enhancesproductivity. When we care for people, the resulting attention todetail has a positive effect on most other aspects of a site’s opera-tions. A good reputation as a safe producer also makes us anemployer of choice for current and new employees.”

Don Ritz, Barrick's vice president Safety and Healthspeaks at the CIM conference in Toronto on May 11.

WHETHER TRAVELLING FOR BUSINESS OR LEISURE,it is important to know how to maintain good health and avoidunnecessary stress. Here are a few tips on staying safe, healthyand comfortable while flying.

Staying healthy on board• Keep your seatbelt on at all times while seated. In a recentcase of sudden turbulence, people were injured because theywere not buckled-up.• Flights are potential hot beds of disease transmission with lotsof people in the tight confines of re-circulated air. Disinfect handsusing soap and water or use an anti- bactericidal gel.• Keeping hydrated is the mainstay of avoiding constipation, avery common complaint among airline travelers. Increasing fiberseveral days prior to travel can help you stay regulated.• To avoid ear pain, take nasal decongestants if you have a coldand yawn or chew to equalize air pressure in your ear.• Blood clots in legs are caused by sitting in cramped spaces forprolonged periods. Flex and stretch your legs and walk around

the cabin when it is safe to do so.• Back pain and joint stiffness are common occurrences onflights. Stretching before and after flights can alleviate some ofthis stiffness.• Stress in air travel can be caused by delays in flights andchanges in itineraries and is made worse by not being in control.Have a plan for eating (salad and fruit first, for instance). Useproven relaxation techniques such as mindful breathing or visuali-zation. You will be surprised how much impact deep breathingcan have on stress levels.Jet lag tips• For westward flights, avoid bright light during the night andseek as much light as possible in the morning to reduce jet lag.• While traveling eastward six to nine time zones, avoid brightlight in the morning and if possible obtain light exposure in thelate afternoon and early evening.• Adequate hydration, healthy food choices and exercise afterarrival all provide greater resilience against the effects of jet lag.

Health: 10 tips for a stress-free flight

7 2009 • ISSUE 3

PEOPLE ARE MOST VULNERABLE TO CERTAIN TYPES OFcrime while they are in transit. It is imperative that business trav-elers become aware of the measures they can take to protectthemselves.

Barrick security advises all Barrick travelers to follow these tipsto ensure a safe and secure trip:• Always start by checking the Travel Security Overviews onBarrick Central, the company intranet, for the latest security, safe-ty and health advisories about your destination. Understand anypolitical, health, cultural, weather and other factors that will affectyou when you arrive at thatlocation. Note that travel tosome destinations requiresprior authorization from yourmanager or from manage-ment at that location. Be sureyou have the needed authori-zations, with appropriatearrangements made inadvance at your destination.• Coordinate your trip with colleagues at your destination whocan provide you with practical advice about important localsocial, dress and business procedures. In addition to colleaguesyou may be meeting with at the destination, be sure to notify theBarrick site general manager or regional security manager inadvance so they are aware of your visit and your itinerary.• Know the name and address of your destination, and arrange inadvance with Barrick colleagues how you will get from the airportto your hotel or destination. Ensure it is someone you know or areliable, licensed taxi service. If someone is meeting you at the air-port, know the name of the person or company and have a secureway to identify them. Someone holding a sign up with your nameon it is not a secure method – anyone might copy that informa-tion from the hired driver and present themselves as your driver. •• If you can’t find your driver, have your contact numbers onhand for Barrick security or the local mine or office manager.• Register online with your embassy before you leave. If theembassy or consulate at your destination has a record of yourpresence in the country, they may be able to assist in an emer-gency.• Always make sure your spouse or partner and Barrick managerknow your detailed itinerary. Check in with them by telephonewhen you arrive and, if appropriate, establish a set time to checkin by telephone every day. Make sure your Barrick manager has anumber to contact your family in case of an emergency.• Remove all unwanted credit cards or other cards from yourwallet. Take only the information and cards you will need.• Carry two photocopies of your passport, visa and credit cards.Put one in your luggage and carry one with you.• Pack a change of clothes in your hand luggage. Realize yoursuitcase may be searched or lost, so don’t carry in your checkedbaggage any valuable goods, sensitive company information, or

materials that may be perceived as offensive in the country youare visiting. Don’t put your personal details on a luggage tag; pro-vide a work address or telephone number or an airline rewardsprogram reference number. Watch your luggage at all times –never leave it unattended.• Carry emergency contact numbers, including the local Barrickgeneral manager and security manager, corporate headquarters,your local embassy, and the Barrick travel emergency numbers forISOS medical and Control Risks hotline, with you at all times.Program these emergency numbers into your cell phone.• Realize people in transit are vulnerable to theft and othercrimes. Be aware of your surroundings at all times and maintainyour security awareness.•

Attention travelers: preparation is the key to safe travel

Don’t put your personal details on a luggage tag; providea work address or telephone number or an airline rewardsprogram reference number. Watch your luggage at alltimes – never leave it unattended.

8 2009 • ISSUE 3

DESCRIPTION OF FATALITY:A 41 year-old laborer with three years of experience wasfatally injured while operating a skid steer loader under-neath a belt conveyor that was being dismantled. Twocoworkers were in an elevated manlift removing a 12-footpiece of 4-inch metal tubing from the leg supports of thebelt conveyor frame. The tubing fell into the front of theskid steer loader as it approached the work area, strikingthe victim.

BEST PRACTICES:• Establish and review procedures to ensure all possi-ble hazards have been identified and appropriate con-trols are in place to protect persons before beginningwork. Discuss procedures with all persons present inthe work area.• Establish policies to ensure that barricades or warningsigns are installed to prohibit access and protect personsfrom falling object hazards.• Remove all persons from beneath the area whereoverhead work is being performed.

What would you do?

What would YOU DO to prevent thistype of fatality?

BARRICK’S CORTEZ MINE IN NEVADA HAS MADE FALLprotection training a top priority. The site’s Safety and Healthand Training departments took advantage of the opportunity forknowledge transfer in the region and, together with an experi-enced team from Goldstrike, trained 21 employees in fall protec-tion best practices.

The two-day hands-on “train the trainer” session, held in lateMay and taught by the Goldstrike fall protection training group,was designed to ensure that participants are fully aware of thehazards associated with working at heights. It also helped partici-pants to identify situations where fall protection equipment isnecessary and to properly select, inspect and use body harnesses,mining belts, and ladders.

“Fall protection training means saving lives,” said participantJake Nebeker. “After going through this training session, I nowrealize that we can improve in several areas to make our jobssafer. That’s a valuable lesson for us here at Cortez.”

The participants proceeded to review and resubmit the site’sfall protection policy and have created a rigorous training sched-ule for the remainder of the year. Some will also be attending fallprotection certification classes to ensure the site’s annual inspec-tions are completed and logged according to regulations.

Cortez takes steps to improvefall protection training

“Fall protection training meanssaving lives... That’s a valuable

lesson for us here at Cortez.”JAKE NEBEKER, PARTICIPANT