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Growing Our People

New Gold operates in Canada, the United States, Mexico and Australia, and is involved in a joint development project in Chile. Each country and region where New Gold operates is unique, and we strive at all times to respect and support local customs. At the same time, we are rigorous in applying certain universal standards in health and safety, as well as in our human rights and non-discrimination policies.

Scorecard 2:
Health, Safety, Human Rights,
and Personal Development

Target Achieved Target in Progress Target Missed
Priorities Target 2012 Performance 2012 Target 2013
Health & Safety Standardize safety systems across all operations.

Reduce Total Reportable Injury Frequency Rate by 10% year on year.

Complete 85% of target lead indicators during the second through the fourth quarters of the year.

A Health and Safety Management System meeting Occupational Health and Safety Assessments Series (OHSAS) 18001 standard and industry best practices was developed, and implementation is ongoing.

Total Reportable Injury Frequency Rate was reduced by 6%.

85% of all target lead indicators (7) were met or exceeded.

Reduce Lost-Time Injury Frequency Rate by 10% year on year.

Reduce Total Reportable Injury Frequency Rate by 10% year on year.

Complete 95% of target lead indicators.

Complete the implementation of the Health and Safety Management System Standard across all sites.

Employment Implement performance and development plans for 90% of employees. Performance and development plans were completed for 70% of employees. Implement performance and development plans for 100% of employees.
Teamwork Continue to reinforce the value of teamwork and personal responsibility for safety and productivity. A leadership development program was launched in 2012 with the first cohort of trainees participating in July 2012. Complete implementation of leadership training for first line supervisors at our operations.

Across our sites, employees are engaged in committees and work groups ranging from occupational health and safety, wellness, environment and community investment and development issues.

Health and Safety

At all of our operations, we foster a safety-committed culture that begins with a strong sense of personal responsibility and extends to the welfare of the entire team.

Our people are our greatest asset and the core of our success. We depend on skilled, hard-working and empowered people to contribute to our business. We seek to constantly maintain a safety-first culture in which everyone is motivated to do the right thing in order to keep themselves and their colleagues healthy and injury-free. While we have had considerable success in achieving and maintaining excellent health and safety statistics, we recognize the human risks that mining operations represent, and as a result the need to be constantly vigilant. It is a fundamental principle and a core belief at New Gold that everyone should return home injury-free after each and every workday.

In 2012, there were no notable safety citations, and fines for infractions were very minor in nature and did not exceed $3,000 across all operations.

Operational Safety Statistics1, 2

In 2012 our Lost-Time Incident Frequency Rate was down by 23% overall and 6% for Total Reportable Injury Frequency Rate. This is, in large part, a result of a new initiative, under our new Director of Occupational Health and Safety, focused on improving lead indicators (injury prevention initiatives, such as improvements to training, inspections, safety audits and reporting).

INDICATORS 2012 2011 2010 2009
Lost-Time Injuries (LTI) 16 16 15 21
Lost-Time Injury Frequency Rate (LTIFR)3 0.52 0.68 0.85 1.22
Total Reportable Injuries (TRI)4 150 124 96 80
Total Reportable Injury Frequency Rate (TRIFR)5 4.94 5.25 5.42 4.66
Fatalities - - 1 -
Total Number of Employees and Contractors6 1,849 2,105 1,463 1,281
Total Reportable Injury Frequency Rate (TRIFR)5
Lost-Time Injury Frequency Rate (LTIFR)3

1 Blackwater began reporting in August 2011.

2 These statistics have been revised from previous years’ reports to meet appropriate industry standards. The 2010 Sustainability Report included data on All Injuries (AI) and All-Injuries Frequency Rate (AIFR). In 2011 we began reporting the Total Reportable Injuries (TRI) and Total Reportable Injury Frequency Rate (TRIFR) to better align with industry standards.

3 Lost-Time Injury Frequency Rate (LTIFR) is the number of lost-time injuries per 200,000 hours worked. (Lost-Time Injuries x 200,000 hours) ÷ total hours worked.

4 Total Reportable Injuries (TRI) includes LTI, Restricted Duties Injury (RDI), and Medical Treatment Injury (MTI). The term AI and AIFR captures TRI’s plus First Aid incidents.

5 Total Reportable Injury Frequency Rate (TRIFR) is the number of injuries per 200,000 hours worked. (Lost-Time Injuries + Medical Treatment Injuries + Restricted Duties Injuries) x 200,000 hours ÷ total hours worked.

6 Includes employees and contractors at all sites and corporate offices as well as corporate exploration team.

As highlights for 2012, Mesquite showed consistent and sustained reductions quarter by quarter in both Total Reportable Injury Frequency Rate (60%) and Lost-Time Injury Frequency Rate (75%). At New Afton, incident frequency was very low, despite the fact that this was the mine’s first year in commercial operation. The final construction push at New Afton saw workforce numbers reach an all-time high, and the majority of underground mine workers are new to mining – which are all risk factors. Cerro San Pedro was recognized by the Ministry of Labour with the nation’s highest safety designation. In addition, it operated for over one million hours without a lost-time injury.

Emergency Response

Every New Gold mine or project maintains highly trained and equipped emergency response teams, with members from every operational area. While every New Gold site manages its own programs and trains its emergency teams in skills that are specific to each site, all operate under the guidelines and policies of the Corporate Crisis Management Plan, which meets international standards and best practices for Incident Command and Control. All emergency team members undergo initial and ongoing training in first aid, evacuation, emergency control and firefighting, as well as many other site-specific emergency skills. In order to protect and rescue workers in any circumstance that may arise, teams are constantly being trained and conduct exercises in a broad range of risk scenarios to maintain a high level of readiness and expertise. A crisis management simulation is done at each site on an annual basis.

Labour Practices

In all the jurisdictions in which we operate, we comply with local labour laws. We also strive to create a culture of inclusivity and acceptance – of race, religion, ethnicity, national origin, gender, age, sexual orientation, citizenship, veteran status, marital status or disability – that begins at the top, and carries through hiring, promotion and worker-to-worker relationships. Our reputation for safety, competitive wages and benefits, and our recognition of employee performance and opportunities for career advancement, make us an employer of choice, everywhere we operate.

The most senior position with operational responsibility for labour aspects at New Gold is our Vice President of Human Resources, who works collaboratively with other departments to support a safe workplace, workplace diversity, equitable compensation and fair labour practices.

Salary reviews are conducted annually (and at Peak Mines, twice a year), and are supported by surveys from reputable human resources consulting firms, published locally, that indicate any changes in cost of living indices, budget constraints, job performance and years of experience.

The 2012 average workforce turnover rate across New Gold mines was 13%.

Our commitment to fair and equitable labour practices extends throughout our operations. We adhere to the labour principles of the UN Global Compact and have identified employee development and teamwork as corporate values.


Blackwater’s exploration camp, south of Vanderhoof, BC. In December 2012, 70% of Blackwater employees were local. 21% were Aboriginal people.

Workplace Diversity, Non-Discrimination and Equity

New Gold does not discriminate on the basis of race, religion, ethnicity, national origin, gender, age, sexual orientation, citizenship, veteran status, marital status or disability. Harassment, including sexual, physical and verbal, is prohibited. At Mesquite, while there were no complaints of this nature in 2012, there had been complaints in 2011, and related proceedings were ongoing at the time of writing. We take these complaints very seriously and have completed investigations and management reviews. At Mesquite, harassment awareness and avoidance training is provided to all employees in leadership positions. Communications materials on our anti-discrimination policy are posted in highly visible areas at the mine site including information on mechanisms for individuals to make complaints internally as well as externally to regulators.

The global mining industry faces significant challenges in increasing the participation of women in its workforce. New Gold supports gender diversity in the workplace and ensures that gender plays no factor in salary and bonus calculations.

Cerro San Pedro is an example of our efforts to address diversity. The operation employs people with disabilities, and seniors. The operation was recognized in 2009 as an “Inclusive Company” by the State Government of San Luis Potosí, and has been endorsed as a “Socially Responsible Company” by the Mexican Center for Philanthropy in 2010, 2011 and 2012.

Collective Bargaining and Freedom of Association

At all New Gold operations, workers enjoy the right to freedom of association as provided by applicable labour law. The right to exercise freedom of association and collective bargaining is not at significant risk at any of our sites nor do we believe it is at significant risk within the operations of any of our suppliers. As of December 2012, approximately 17% of the New Gold employees were covered by a collective bargaining agreement.

We strive to include all levels of employees in decision-making processes and have never experienced strikes or lockouts at our operations.

Training and Development

We strive to have our employees develop a performance and professional development plan with short-term and long-term goals, which are reviewed regularly and assessed yearly. Our employees have access to training opportunities to support their roles and develop their careers. Specialized training is provided to operating personnel and contractors, depending on their job requirements, for skills training, compliance with standards, and safety regulations. Health and safety training is critical in all sites and is reviewed regularly for continuous improvement.

Teamwork and values-based leadership are priorities for New Gold. In 2012, we launched an innovative values-based leadership program, with a leading consulting firm, which was designed to create principled leaders and decision-makers. This program continues through 2013.