Investing in a 
better future
Sustainability Report 2021

1
Barrick Sustainability Report 2021
Introduction
2021 Highlights
Mark Bristow: Mining 
sustainably for a better 
future
About this report
Delivering against the 
SDGs
Our Sustainability 
Scorecard
Integrating ESG 
into our incentive 
compensations
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
CONTENTS
i
Introduction
1
Our 
approach
2
Social and 
economic 
development
3
Health & 
safety
4
Human 
rights
5
Environment
2021 Highlights
2
Mark Bristow: Mining 
sustainably for a 
better future
3
About this report
5
Delivering against
the SDGs
8
Our Sustainability 
Scorecard 
11
Integrating ESG 
into our incentive 
compensation
13
Our business at a 
glance: Managing our 
business sustainably
16
Governance of 
sustainability
17
Risk management
22
Stakeholder 
engagement
24
Materiality assessment
28
Business integrity and 
ethics
30
The primacy of 
partnership
35
Sharing the benefits
40
Supply chain
43
Listening to 
stakeholders
49
Resettlement
51
Occupational health & 
safety
66
Security
80
Addressing our legacy 
issues
81
Building strong labour 
relations
86
Training our talent
89
Our indigenous 
partners
92
Diversity and inclusion
97
Responsible 
environmental 
stewards
100
Climate risk and 
resilience
105
Water management
121
Waste management
131
Biodiversity
140
Closure
151
Disclosures in this chapter:   
GRI: 102-15, 102-16, 102-17, 102-18, 
102-19, 102-20, 102-21, 102-40,  
102-42,102-43, 102-44, 102-47,  
205-1, 205-2,  
SASB: EM-MM-510a,1,  
UNGC: 10.
Disclosures in this chapter:   
GRI: 102-9, 201-1, 202-2, 204-1,  
413-1, 413-2, 414-1, 415-1, MM8, 
MM9,  
UNGC: 6,10.
Disclosures in this chapter:   
GRI: 403-8, 403-9, 403-10,  
SASB: EM-MM-320a.1.  
Disclosures in this chapter:   
GRI: 102-41, 402-1, 404-2, 405-1, 
407-1, 410-1, 411-1, 412-1, 412-2,  
SASB: EM-MM-310a.1,  
EM-MM-310a.2, EM-MM-210a.3,  
UNGC: 1,2, 3,6, 10.
Disclosures in this chapter:   
GRI: 201-2, 302-1,302-3, 303-3,  
303-4, 303-5, 304-1, 304-3, MM10, 
305-1,305-2, 305-4, 305-5, 307-1, 
MM10,   
SASB: EM-MM-130a.1,  
EM-MM-140a.1,  EM-MM-140a.2, 
EM-MM-160a.1,   
UNGC: 8,9  
TCFD: Governance, Strategy, Risk, 
Metrics and targets.

2
Barrick Sustainability Report 2021
Introduction
2021 Highlights
Mark Bristow: Mining 
sustainably for a better 
future
About this report
Delivering against the 
SDGs
Our Sustainability 
Scorecard
Integrating ESG 
into our incentive 
compensations
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
2021 HIGHLIGHTS		
San Juan Province, Argentina.
All sites certified to 
ISO 45001  
& ISO 14001
BAPs2 
implemented at 
all operational 
sites
First
T
 
ax Contribution 
Report for 2021 released
early 2022
10
independent 
tailings reviews 
conducted
Standalone Human 
Rights Report 
released
1.47
TRIFR1
$5.5 
billion 
spent with host 
country suppliers
~$850 
million
invested or 
committed for 
decarbonization 
projects
1
2
 TRIFR - Total recordable injury frequency rate is a ratio calculated as 
follows: number of recordable injuries x 1,000,000 hours divided by the 
total number of hours worked.  Recordable injuries include fatalities, lost 
time injuries, restricted duty injuries, and medically treated injuries.
 Biodiversity Action Plans.

3
Barrick Sustainability Report 2021
Introduction
2021 Highlights
Mark Bristow: Mining 
sustainably for a better 
future
About this report
Delivering against the 
SDGs
Our Sustainability 
Scorecard
Integrating ESG 
into our incentive 
compensations
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
MARK BRISTOW: MINING SUSTAINABLY FOR A BETTER FUTURE
From the margins to the mainstream
For Barrick, this is nothing new.  From board diversity 
to biodiversity, climate risk to community relations, 
a commitment to managing sustainability effectively 
and responsibly has long been entrenched in our 
DNA, and we approach it with the same diligence 
we apply to understanding our orebodies and our 
accounts.  
Pursuing a higher grade 
We measure our performance against our own 
internal Sustainability Scorecard.  The scorecard, 
a first for the industry, benchmarks us against 
industry best practice, our peers, and our own 
past performance.  In 2021, despite improvements 
across several metrics overall, we received a  
B grade.  There is still room to improve, particularly 
when it comes to safety, where we again fell short 
of our own standards, having experienced two 
tragic fatalities.
Beyond raising the performance level within our 
operations, we also work for improvement at the 
industry level.  
Over the last five years, ESG and sustainability performance have 
moved from the margins to mainstream thinking for investors and 
stakeholders.  
We are active members of the International 
Council on Mining and Metals (ICMM) and World 
Gold Council (WGC), where we focus on pushing 
community resilience up the climate agenda and 
driving the convergence of industry standards.
Continued contributions
In a year when headlines were dominated 
by Covid-19 and the COP26 climate change 
meetings in Glasgow, we showed leadership and 
demonstrable progress in areas such as poverty 
alleviation and environmental stewardship.  
We generated and distributed more than 
$10 billion in economic value throughout our 
host countries.  We provided direct employment 
to more than 20,000 people, and spent nearly 
$5.5 billion sourcing goods and services from in-
country suppliers.  We also invested more than 
$26 million in community development projects.

4
Barrick Sustainability Report 2021
Introduction
2021 Highlights
Mark Bristow: Mining 
sustainably for a better 
future
About this report
Delivering against the 
SDGs
Our Sustainability 
Scorecard
Integrating ESG 
into our incentive 
compensations
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Our ultimate aim with the Fina Reserve is to develop it into 
a National park for Mali and tourist destination for internal 
and international travellers.
Commitment to transparency
Global markets are set for a turbulent time throughout 
2022, as the world seeks to emerge from the challenges 
of the Covid-19 pandemic, while simultaneously facing the 
specter of war in Ukraine.  This global uncertainty makes 
transparent disclosure and management of ESG aspects 
even more important, and this is something Barrick is 
resolutely committed to, as this report attests.  
Mark Bristow 
President and Chief Executive
One example is the Astros baseball program 
in the Dominican Republic.  The program is a 
partnership with the Arroyo Vuelta team and the 
local community of the same name.  Through 
this program, we have committed $400,000 to 
rehabilitate three local fields for young people in 
the country to play and train, attracting them from 
gangs and into social programs that also open 
doors for gifted players.  The program is proving a 
success and this year an agreement was signed to 
link and provide talent to a major league baseball 
league in the United States.
We have also seen remarkable results in decreasing 
malaria incidence in Africa.  At our Kibali mine, in 
the Democratic Republic of Congo for example, 
malaria incidence has declined eightfold since 
construction.  Similar success has been seen at 
Lumwana and North Mara where incidence rates 
have dropped 60% year on year.
In 2021, we also progressed along our Greenhouse 
gas (GHG) emissions journey to reduce direct 
emissions by at least 30% by 2030 against our 2018 
baseline and have allocated capital for projects 
from power plant conversions to solar capacity 
and groundbreaking new assay technology.  We 
also reduced Class 2 (medium level) environmental 
incidents by 38% and recorded a third consecutive 
year with zero class 1 major incidents.
A holistic approach
Global threats like climate change, access to water, 
biodiversity loss and poverty do not occur in silos 
but are inextricably linked.  
It is impossible to discuss climate risks and 
impacts without considering increased poverty or 
biodiversity loss.  Recognizing this, we are adapting 
our approach to tackle these issues concurrently.  
That means on climate change for example, 
alongside the important work of GHG emissions 
reduction, we also consider how this may impact 
our host countries and communities and local 
biodiversity, and how we can work to build climate 
resilience.  An example of how this thinking is applied 
is at our Lumwana mine in Zambia, where we are 
working with the REDD+ program, (a framework 
created by the UNFCCC to guide activities in 
the forest sector that reduce emissions from 
deforestation and forest degradation in developing 
countries) on an innovative conservation project 
that benefits local biodiversity, provides carbon 
credits and aligns with the goals of our community 
development programs.
Partnerships for protection
To support the implementation of our biodiversity 
policy, we have developed a new biodiversity 
standard.  The standard not only considers best 
practice but also the current limitations in thinking 
regarding biodiversity and seeks to address the 
gaps.  Alongside important work on site, our 
partnership and investments help to protect globally 
important areas such as the Garamba a National 
Park in the DRC and to rehabilitate the Fina Reserve 
in Mali.  
We support the Arroyo Vuelta baseball team to help 
attract youngsters into positive outcome social programs - 
Dominican Republic.

5
Barrick Sustainability Report 2021
Introduction
2021 Highlights
Mark Bristow: Mining 
sustainably for a better 
future
About this report
Delivering against the 
SDGs
Our Sustainability 
Scorecard
Integrating ESG 
into our incentive 
compensations
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
ABOUT THIS REPORT
Transparency and openness are critical to Barrick’s sustainability 
strategy. 
This report sets out Barrick Gold Corporation’s 
(‘Barrick’ or the ‘group’) strategy, policies and 
management approach to operating responsibly 
and sustainably during the 2021 calendar year.  All 
information is current as at December 31, 2021, 
unless otherwise indicated.  This report is prepared 
in accordance with the GRI’s (formerly the Global 
Reporting) ‘GRI Standards: Core option’, and in 
line with the Sustainability Accounting Standards 
Board’s (SASB) reporting requirements for metals 
and mining. 
This report includes information on all wholly-
owned operations, joint ventures where we are 
the operator as well as joint ventures that are 
independently operated, except for Zaldivar (which 
is operated by Antofagasta PLC (Antofagasta)).  
Data for joint ventures cover 100% of performance, 
not just our ownership share.  Where material to 
our sustainability performance, we report data on 
ancillary properties such as offices, closure sites, 
projects or exploration sites.  Currency is expressed 
in US dollars, unless otherwise indicated.
External recognition	
■Best Sustainable Mining Strategy – Africa 2021,
Capital Finance International	
■Ranked in 95th percentile in the prestigious Dow Jones
Sustainability Index (DJSI).  Industry leading scores
for environmental and social reporting, materiality and
water risk management
In the second quarter of 2021, we sold the Lagunas 
Norte mine in Peru to Boroo Pte. Ltd (Singapore).  
This report includes data for Lagunas Norte until 
April 2021.  Throughout 2021, the Porgera Joint 
Venture continued to be in care and maintenance; 
however, we continue to report data for this asset. 
In June 2019, we formed and took operational 
control of the Nevada Gold Mines joint venture 
(NGM) in the United States, and in September 
2019, we acquired the minority shareholding and 
took operational control of the former Acacia Mining 
PLC (Acacia) assets in Tanzania.  Any assessment 
against past performance prior to 2020 should be 
considered in the context of the above corporate 
actions.  Further information is available in the 
online Appendix to this report, which additionally 
reports against the requirements for the annual UN 
Global Compact Communication on Progress and 
the Sustainable Development Principles from the 
ICMM.  Data used in this report has been assured by 
an independent external assurer, Apex Companies 
LLC.  The assurance statement is available online. 
The basis for preparation of Barrick’s Sustainability 
Report and disclosure of sustainability-related 
information may differ from materiality standards 
used by Barrick for other purposes, such as our 
securities regulatory filings and financial reporting.

6
Barrick Sustainability Report 2021
Introduction
2021 Highlights
Mark Bristow: Mining 
sustainably for a better 
future
About this report
Delivering against the 
SDGs
Our Sustainability 
Scorecard
Integrating ESG 
into our incentive 
compensations
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Breaking down sustainability silos 
From Board diversity to biodiversity, climate to 
community, health and safety to human rights, 
sustainability covers many aspects.  For a long 
time, despite falling under the same umbrella, 
each sustainability aspect was considered and 
tackled independently.  
At Barrick we believe that approach is one 
dimensional and ultimately limited in its efficacy. 
Sustainability aspects and impacts do not occur 
in silos, but rather overlap and interlink, and must 
be tackled in conjunction with and reference to 
each other.  We call this approach Holistic and 
Integrated Sustainability Management.
Taking a holistic and integrated approach to 
sustainability management means we:	
■Regard water access as a fundamental
human right, and strive to manage local
waterbodies to have minimal negative impact
for nearby communities and other users in our
local watersheds.  We also work to enhance and
improve access to water for our communities.	
■Build community resilience into our climate
change work.  The climate crisis requires us
to set and meet ambitious GHG emissions
reduction targets.  For us, that is only part of
the story.  Equally important is ensuring the
communities near our operations, particularly
those most vulnerable, are not left to weather
the worst impacts of the storm without
support.	
Kibali, Democratic Republic of Congo.
■ Understand that global prosperity and life
is underpinned by healthy and functioning
ecosystem services, and work to not only
achieve net zero biodiversity impacts, but also
actively participate in additional conservation
actions 
to 
deliver 
positive 
biodiversity
outcomes.

7
Barrick Sustainability Report 2021
Introduction
2021 Highlights
Mark Bristow: Mining 
sustainably for a better 
future
About this report
Delivering against the 
SDGs
Our Sustainability 
Scorecard
Integrating ESG 
into our incentive 
compensations
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Sustaining, rehabilitating and 
conserving biodiversity forms part 
of our strategy to build climate 
resilience, and prevent reduced 
ecosystem functioning. Facilitating 
more natural and species diverse areas 
around our operations protects crucial 
faunal and floral functioning and decreases 
our climate impact and footprint.
The worst impacts of climate 
change will hit the world's poorest, 
first and worst.  Beyond this 
biodiversity loss and reduction 
diminishes economic opportunities 
for local communities, and forces them 
to travel further to access products and 
produce. We strive to to build climate 
resilience in our local communities and 
to preserve and protect local biodiversity, 
and work to develop biodiversity projects that 
integrate local communities and provide additional 
economic and employment opportunities. 
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The
Barrick
approach
Poverty
alleviation
Biodiversity
Climate
resilience
The climate is an economic driver.  Reducing our 
contribution to climate change ensures functional 
environments around our operations.  We consider 
clean air and water in our climate strategy and 
promote sustainable community development 
projects as a positive legacy.  We also work 
with our local communities to promote 
and build climate resilience.
Barrick’s approach to poverty alleviation, climate resilience and biodiversity

8
Barrick Sustainability Report 2021
Introduction
2021 Highlights
Mark Bristow: Mining 
sustainably for a better 
future
About this report
Delivering against the 
SDGs
Our Sustainability 
Scorecard
Integrating ESG 
into our incentive 
compensations
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
DELIVERING AGAINST THE SDGs
Launched in September 2015 
by the United Nations, the 
Sustainable 
Development 
Goals 
(SDGs) 
comprise 
17 
ambitious goals aimed at 
tackling the world’s most 
pressing 
challenges 
and 
shifting the world onto a 
sustainable path. 
Meeting the SDGs by 2030 will require 
cooperation 
and 
collaboration 
among 
governments, Non-governmental Organizations, 
development partners, communities and the 
private sector. 
Mining plays an important role in the global 
economy and in the economies of developing 
countries.  Many mines are also located in remote 
parts of emerging countries where they have a 
direct impact on both local communities and 
other stakeholders, as well as the environment. 
Responsible mining is therefore critical to the 
successful achievement of the SDGs.  With that 
in mind, we emphasize and work to align our 
community, health and safety and environmental 
work with the targets of the SDGs.
Our approach 
The 17 goals of the SDGs are interconnected. 
Contribution to one SDG will affect outcomes in 
others.  Therefore, sustainability initiatives must 
balance social, economic and environmental 
aspects.
But achievement of the SDGs will not occur 
independent of each other.  There are synergies 
between improving economic prosperity, health, 
education, climate change, access to water 
and protection of biodiversity, and the path to 
achievement lies in collaborative thinking and 
solutions. 
In line with our philosophy of partnership, we 
recognize and fiercely pursue our responsibility 
and the opportunity the SDGs represent to deliver 
social upliftment and value to our host countries 
and communities.  We also know that our business 
impacts positively or negatively on all goals , and 
we strive to anplify the positive impacts, and 
minimize and mitigate the negative impacts. 
The role of mining in delivering 
sustainable development
Metals and minerals are essential to modern life.  From 
farmlands to pharmaceuticals, they provide valuable inputs 
to almost every facet of our lives.  As we transition to a 
post-carbon world, metals and minerals are set to increase 
in importance as key drivers for socio-economic upliftment, 
clean technology and a more sustainable future. 
More than jewellery, gold bars and coins
Copper is essential to the green transition, and has a 
positive role to play in a post carbon world, while the unique 
properties of gold make it an increasingly important 
industrial metal.  Almost 10% of all gold produced is now 
used in technology, including medical and renewable 
technologies.  As the world continues to grapple with the 
unprecedented challenges of Covid-19, the United Nations 
has warned that the impacts will be far-reaching and long-
lasting.  The World Bank estimates more than 100 million 
people will be pushed into poverty, threatening the 
achievement of the SDGs.  Responsible mining is a powerful 
lever to catalyze social and economic development, and 
has a crucial role to play in the achievement of the SDGs.
Focusing our efforts to maximise 
impact 
To ensure we focus on the areas where our business has 
the most impact, we have identified five core goals, which 
we integrate into our strategy.
To understand where our efforts are best applied, we 
analyzed the underlying targets and KPIs of each goal, 
and how they connected to our most material issues, 
and our long-term targets.

9
Barrick Sustainability Report 2021
Introduction
2021 Highlights
Mark Bristow: Mining 
sustainably for a better 
future
About this report
Delivering against the 
SDGs
Our Sustainability 
Scorecard
Integrating ESG 
into our incentive 
compensations
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
The Covid-19 pandemic highlighted the frailty of many global systems 
in a crisis and resulted in the loss of human life and a widespread 
economic downturn.  However, the balance of burden is unequal and 
developing economies are shouldering the bulk of the load.
Evidence suggests this is only the start, and communicable  
pandemics and non-communicable diseases (NCDs) are expected 
to increase.  To inoculate us against the risk, global health systems 
need to become more resilient to continue providing appropriate 
services to those in need. 
Linked targets	
■3.1:  By 2030, reduce the global maternal mortality ratio to
below 70 per 100,000 live births.	
■3.3:  End the epidemics of AIDs, tuberculosis, malaria and
neglected tropical diseases, and combat hepatitis, water-
borne diseases and other communicable diseases.	
■3.5:  Strengthen the prevention and treatment of substance
abuse, including narcotic drug abuse and harmful use of 
alcohol.	
■3.6:  Halve the number of global deaths and injuries from road
traffic accidents.	
■3.7:  By 2030, ensure universal access to sexual and
reproductive 
health-care 
services, 
including 
family 
planning, information and education, and the integration  
of reproductive health into national strategies and 
programs. 
On the road to safety
Road accidents are one of the most significant safety risks for our 
people.  Our employees and contractors drive millions of kilometres 
a year.  To help safeguard them, we provide driver education and 
defensive driver training across our sites.
Case studies 			
■3.3: Net benefits: Taking a bite out of Malaria.
■3.3: Our continued Covid-19 response.
■3.3: Tackling HIV and AIDs.
Supporting women is essential to promote health and enhance business performance. 
Research shows that women’s equality in the workplace could add as much as  
$28 trillion to global annual gross domestic product by 2025.  If business as usual 
is maintained, it would take 202 years to achieve gender equality in the workplace.
With a total workforce of more than 40,000 people across 13 countries, we can 
play an important role to redress inequality – particularly in the mining industry.  We 
have recruitment and development policies designed to ensure our employees have 
opportunities for growth and can become the best of the best – regardless of gender, 
ethnicity, sexual orientation or religious belief.  Career and skills development for our 
colleagues and within our supply chain is a key priority.  We support work experience 
placements and internships for young people locally.  We are also committed to 
advancing gender equality in the workplace, marketplace and our communities.
Linked targets 	
■5.5.2: Proportion of women in managerial positions.	
■5.b:    Enhance the use of enabling technology, in particular information and
communications technology, to promote the empowerment of women.
Delivering against the SDGs (Continued)
Eradicating poverty is as important to our 
sustainability efforts as reducing our emissions and 
conserving water.  Our philosophy of sharing the 
benefits from our operations with communities and 
host governments is fundamentally linked to poverty 
reduction.  We generate significant economic 
opportunities through the jobs we create and the 
benefits we provide through our supply chains. 
Eradicating poverty is fundamental to building 
resilience of the poor and vulnerable and reduces 
their exposure to a changing climate, extreme 
events and natural disasters.
Linked targets	
■1.5: By 2030, build the resilience of the poor
and those in vulnerable situations and 
reduce their exposure and vulnerability 
to climate-related extreme events and 
other economic, social and environmental 
shocks and disasters.
Championing local employment
We are committed to creating local employment, 
both directly through the jobs we offer on our mines 
and projects, and indirectly through the development 
and support of local and in-country suppliers.	
■
96% National employees.
Case studies	
■
Accelerating local development.

10
Barrick Sustainability Report 2021
Introduction
2021 Highlights
Mark Bristow: Mining 
sustainably for a better 
future
About this report
Delivering against the 
SDGs
Our Sustainability 
Scorecard
Integrating ESG 
into our incentive 
compensations
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Through our partnership model and our commitment to international 
standards and guidelines, we play an important role in strengthening 
the institutions needed to effectively reduce violence, exploitation, 
trafficking and abuse against vulnerable groups.
Linked target	
■
16.5: Substantially reduce corruption and bribery in all their
forms.
Tackling bribery and corruption 
We operate in countries where there is an elevated risk of 
bribery and corruption and, by the nature of our business, 
we work with a range of third parties and interact with 
government officials to obtain construction and operational 
permits.  We have zero tolerance for any form of bribery 
and corruption and have robust policies and procedures 
to ensure compliance with all relevant laws and regulations. 
Protecting human rights and improving 
responsible business practices
We do not tolerate forced, bonded or compulsory labour, 
human trafficking, child labour and other kinds of slavery and 
servitude within our own operations or within our supply chain.  
Working with our suppliers, partners and peers, we drive 
responsible, ethical behaviour and high standards, including 
doing our utmost to keep everyone working in our operations 
safe from harm.  All partners are required to adhere to our Code 
of Conduct.  We expect all our third parties to respect and 
promote universal human rights as stated in the United Nations 
Universal Declaration of Human Rights.
Economic and social progress over the last century has been 
accompanied by environmental degradation that is endangering 
the systems upon which our future development and survival  
depend.  Production and consumption patterns need to change in 
order to avoid further degradation of the planet.
Linked targets	
■12.4: By 2030, achieve the environmental sound management
of chemicals and all wastes throughout their lifecycle, in 
accordance with agreed international frameworks, and 
significantly reduce their release to air, water and soil 
in order to minimize their adverse impacts on human 
health and the environment.	
■12.6: Encourage companies, especially large and transnational 
companies, to adopt sustainable practices and to 
integrate sustainability information into their reporting 
cycle.
Case studies 		
■
Building capacity and raising standards.
■
Scope 3 emissions.
Delivering against the SDGs (Continued)

11
Barrick Sustainability Report 2021
Introduction
2021 Highlights
Mark Bristow: Mining 
sustainably for a better 
future
About this report
Delivering against the 
SDGs
Our Sustainability 
Scorecard
Integrating ESG 
into our incentive 
compensations
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
OUR SUSTAINABILITY SCORECARD
We believe in transparently measuring and reporting our performance 
to the market and to our stakeholders.  To help facilitate disclosure of 
our performance, we have worked with independent sustainability 
experts to develop our Sustainability Scorecard and help us rate 
and benchmark our ESG performance against that of our peers. 
Barrick metrics included in the Sustainability 
Scorecard are externally assured. 
To benchmark ourselves, we assessed and ranked 
our performance for each metric in quintiles to 
produce a score of 1 (top) to 5 (bottom).  The score 
for each indicator was then summed to produce 
a total score against which we have graded 
ourselves using the bands set out [below].  The 
assessment is based on our peers’ publicly 
available information, namely sustainability 
reports, GRI content indexes and associated 
data tables.  Wherever possible, we used 
information from 2021 but in many cases the 
information was not yet available and in those 
instances, we used 2020 data.
The 
Sustainability 
Scorecard 
includes 
key 
performance indicators aligned to the four pillars 
of our sustainability strategy, as well as overall 
sustainability corporate governance.  We rank 
our performance on these indicators against that 
of our peers, where applicable, and against our 
own performance in the previous year.
Scorecard  methodology 
Identification of indicators within each key 
strategic theme was largely informed by our 
investor and sustainability reporting expectations 
balanced with some of our own internal priorities, 
as well as the expectations of the United Nations 
Global Compact (UNGC).  For indicators based 
on internal priorities, we benchmark solely against 
our own performance, progress and expectations 
rather than trying to force equivalence with peer 
programs.  Wherever possible, we have used 
quantitative rather than qualitative metrics to 
ensure that our assessment remains objective.

12
Barrick Sustainability Report 2021
Introduction
2021 Highlights
Mark Bristow: Mining 
sustainably for a better 
future
About this report
Delivering against the 
SDGs
Our Sustainability 
Scorecard
Integrating ESG 
into our incentive 
compensations
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Aspect
Indicator
Reason for indicator
2020 
Performance
2020 
Quintile
2021 
Performance
2021 
Quintile
Trend
Safety
Total Recordable Injury Frequency Rate1
Progress towards zero harm. 
1.68
5
1.47
5
Percentage of operational sites certified to ISO 45001
Demonstrate robust management of safety performance.
25%
3
100%
1
Social & 
economic 
development
Percentage of sites with Community Development Committees 
(2020) changed to Percentage of annual Community Development 
Committees commitments met (2021)2,3,5
Internal  metric to measure our fulfillment of community development commitments.
94%
1
90%
2
N/A
Percentage of Workforce that are nationals
Localization of workforce as a measure of creating jobs and ensuring benefits stay in country.
97%
1
96%
1
Percentage senior management that are nationals
Localization of senior management encourages meaningful local talent development and delivers 
further benefits to the host country.
80%
2
78%
2
Percentage of economic value that stays in country
Metric to measure how we are creating value in the countries where we operate – not extracting it.
70%
2
71%
2
Percentage of grievances resolved within 30 days2,4,5
Internal metric which demonstrates efficacy of community engagement strategies, and robustness 
of grievance mechanisms and procedures.
N/A
N/A
60%
4
N/A
Human rights 
and diversity
Percentage of security personnel receiving training on human rights
Metric to demonstrate seriousness with which we take human rights risks.
85%
2
100%
1
Corporate human rights benchmark score
Provides external benchmark and verification of management of human rights compared to peers.
17 out of 26
4
17 out of 26
4
Independent HR assessments with zero significant findings  at high risk 
sites2,4,5
Internal metric which demonstrates conformance to both internal and external human rights 
guidelines and ensure continuous focus by sites.
N/A
N/A
0
1
N/A
Environmental
Number of significant environmental incidents
Number of significant incidents as a measure of how well our environmental management systems 
operate.
0
1
0
1
Tonne CO2e per tonne of ore processed
Emissions intensity per tonne of ore processed is used normalize and compare total emissions.
0.045 t CO2e 
per tonne of ore 
processed
3
0.044 t CO2e 
per tonne of ore 
processed
3
Emissions reduction target (2020) changed to progress against 
absolute emissions target (2021)2,3,5
Internal metric to measure the effectiveness of emissions reduction strategies.
Target set
1
Updated Detailed 
Roadmap & 
Committed 
Projects
1
N/A
Water use efficiency (recycled & reused)
Water recycling rate as a measure of how responsibly we use water - using the WAF.
79%
2
82%
1
Percentage of operational sites with Biodiversity Action Plans (BAPs)2
Internal metric to measure our work on biodiversity and net neutrality.
92%
2
100%
1
Independent tailings reviews conducted2
Internal metric to demonstrate responsible tailings management practices.
8
1
3
1
Percentage of sites certified to ISO 14001 (2020) changed to 
Percentage of ISO 14001 certified sites maintained (2021)3,5
Demonstrate robust management of environment performance.
94%
1
100%
1
Progress against the implementation of the Global Industry Standard on 
Tailings Management (GISTM)2,4,5
Demonstrate conformance with international best practice and commitment to dam safety.
N/A
N/A
On track
2
N/A
Proportion of operational sites achieving annual concurrent reclamation 
targets2,4,5
Internal metric to reduce long-term social and environmental impacts by reclaiming areas while 
sites are still operational, in line with our closure strategy.
N/A
N/A
Achieved target
2
N/A
Governance
Progress against Responsible Gold Mining Principles and Mining 
Principles (RGMP+) implementation2,4,5
Progress on implementing RGMP+ as a metric to show alignment with industry best practice.
N/A
N/A
On track
2
N/A
Percentage of employees receiving Code of Conduct training2
Internal metric measuring our commitment to ethical business practice and empowerment of 
employees through training and understanding of requirements.
100%
1
100%
1
Percentage of supply partners trained on Code of Conduct at time of 
on-boarding2
Internal metric measuring our commitment to ethical business practice through training and 
understanding of requirements for our business partners.
100%
1
100%
1
Overall score
33
406
Our Sustainability Scorecard
See following page for notes.

13
Barrick Sustainability Report 2021
Introduction
2021 Highlights
Mark Bristow: Mining 
sustainably for a better 
future
About this report
Delivering against the 
SDGs
Our Sustainability 
Scorecard
Integrating ESG 
into our incentive 
compensations
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
INTEGRATING ESG INTO OUR INCENTIVE COMPENSATION
Sustainability is a foundational value for our 
business.  Our employees, including our President 
and CEO as well as members of the Executive 
Committee, are held to account for achieving our 
company-wide sustainability target through their 
incentive compensation scorecards.  Long-term 
incentives for the President and CEO, members 
of the Executive Committee, and other senior 
managers as part of the Barrick Partnership Plan, 
are tied to key measures that reflect our licence 
to operate across the world.  These measures 
include our safety performance, compliance record 
with respect to the environment, human rights and 
anti-corruption, as well as our stakeholder and 
community relations.
Indicator
Reason for indicator
Safety
Zero Fatalities
Key focus on fatalities and zero harm.
Percentage of Safety Leadership Interactions completed
Inclusion of a leading indicator to achieve goal of zero harm.
Human rights and diversity
Upgrade controversy listed by one of the rating agencies
Progress on addressing legacy issues.
Environmental
Percentage of BAP commitments completed
Progress against execution of site action plans.
Governance
30% female Board composition 
Commitment to further diversity on the Board of Directors.
EXPECTED NEW METRICS FOR 2022
In 2021, sustainability performance accounted 
for 25% of these long-term incentive awards for 
senior leaders as part of the Barrick Partnership 
Plan, reinforcing the belief that our ability to operate 
successfully is acutely dependent on our ability to 
deliver long-term value to all our stakeholders and 
to proactively manage our impact on the wider 
environment.  Sustainability performance is also 
assessed as part of annual performance incentive 
compensation for these senior leaders.  For the 
rest of the organization, sustainability performance 
accounts for 25% of short-term incentive 
scorecards for leaders in our operations. 
 
Score (sum of quintiles)
Grade
22 – 39
A
40 – 57
B
58 – 75
C
76 – 93
D
94 – 110
E
SUSTAINABILITY SCORECARD GRADING KEY
Our Sustainability Scorecard (Continued)
We establish plant nurseries at our sites to propagate indigenous 
species used for rehabilitation - Pueblo Viejo, Dominican Republic.
1	
We received a bottom quintile score of 5 for our TRIFR performance due to the unfortunate fatalities at Tongon and Hemlo. 
2	
Internal metrics.
3	
Metrics that were changed in 2021 to promote constant improvement.
4	
New metrics included for 2021.
5	
N/A due to changes in the metrics that are not comparable year-on-year.
6	
The scores are not directly comparable due to the fact that additional metrics were added in 2021. However, where metrics are comparable Barrick recognized an improvement.

14
Barrick Sustainability Report 2021
Introduction
Our approach
Our business at a 
glance: Managing our 
business sustainably
Governance of 
sustainability
Risk management
Stakeholder 
engagement
Materiality 
assessment
Business integrity and 
ethics
Social and 
economic 
development
Health & safety
Human rights
Environment
1
OUR APPROACH
At Barrick, our sustainability 
strategy is our business plan. 
We resolutely believe that 
successful 
modern 
mining 
companies must deliver long-
term value to all stakeholders, 
not just shareholders. 
Beyond that, they must also operate responsibly, 
and manage and mitigate their impacts on the 
wider environment, including the biophysical, 
social and cultural environment.  We also believe 
that fundamental sustainability concepts such as 
building climate resilience, responsibly managing 
water use, protecting biodiversity and poverty 
eradication are inextricably linked and are 
best managed holistically.  
Protect 
health & 
safety
Respect 
human rights
Manage  
environmental 
impacts
Create 
economic 
benefits
Our 
sustainability 
strategy

15
Barrick Sustainability Report 2021
Introduction
Our approach
Our business at a 
glance: Managing our 
business sustainably
Governance of 
sustainability
Risk management
Stakeholder 
engagement
Materiality 
assessment
Business integrity and 
ethics
Social and 
economic 
development
Health & safety
Human rights
Environment	    	     	   	    
At the foundation of our approach to holistic 
and integrated sustainability management is our 
Sustainable Development Policy.  This policy, which 
is available on our website, sets out the steps we 
take to deliver against the strategy, and commits 
us to support the socio-economic development of 
our host countries and communities.   
Beyond the Sustainable Development Policy, and 
supporting aspect-specific policies, we also have 
seven sustainability principles that translate our 
goals and strategy into practicable on-the-ground 
steps all Barrick employees and contractors can 
take to deliver our vision.
We reduce our 
environmental impacts
We plan for closure 
at all stages
We put safety first
We conduct our 
business with integrity, 
transparency and 
fairness
We build and 
maintain genuine 
partnerships
We empower 
local 
communities
We prioritize local 
hiring and buying
Our principles
Our sustainability strategy is built on the following 
four interdependent features: 
■Creating economic benefits - We are
guests of the local communities and
host countries in which we operate.  To
successfully mine the gold and copper within
their communities and maintain a social
license to operate, it is critical that we share
the benefits of their resource with them.
■
■
■
Protectinghealth&safety-Without robust
safety management measures in place, mines
can be very dangerous places and we must
work hard every day to keep our people and
the communities around our operations safe
and healthy.
Respecting human rights - We work
across a diverse range of social, economic
and political contexts, and are part of the
fabric of society in the local communities
and host countries in which we operate.
We acknowledge our responsibility, and the
opportunity to contribute to realizing human
rights for people around the world.
Managingourenvironmentalimpacts-
The nature of mining means we inevitably
have impacts on the environment.  We
have a responsibility to manage, mitigate
and rehabilitate to limit negative impacts
to the lowest levels practicable and work
to also generate positive impacts.

16
Barrick Sustainability Report 2021
Introduction
Our approach
Our business at a 
glance: Managing our 
business sustainably
Governance of 
sustainability
Risk management
Stakeholder 
engagement
Materiality 
assessment
Business integrity and 
ethics
Social and 
economic 
development
Health & safety
Human rights
Environment
1
In country economic contributions, GHG emissions and number of employees are 
provided for our operational mines only. Refer to “About this” report on page 5.
2
Tier One Mine – A Tier One Gold Asset is an asset with a reserve potential to deliver 
a minimum 10-year life, annual production of at least 500,000 ounces of gold and 
total cash costs per ounce over the mine life that are in the lower half of the industry 
cost curve.
3 
Barrick’s expected ownership interest following the implementation of the binding 
Commencement Agreement entered into by Barrick Niugini Limited, its affiliate Porgera 
(Jersey) Limited, the Government of Papua New Guinea, Kumul Minerals Holding 
Limited, and Mineral Resources Enga Limited, effective February 3, 2022
$m
CO2e
Lama 
100% 
-
- 
-
Veladero 
50% 
709 
286 1,448
Pascua 
100% 
-
- 
-
Pueblo Viejo2 
60% 
1,073 
2,214 2,563
Pierina 
100% 
63 
15 
135
Porgera3 
24.5% 
89 
39 
819
6
7
8
9
10
11
Latin America & Asia Pacific
8 6
9
10
7
11
Pueblo Viejo
Pierina
Veladero
Porgera
$m
CO2e
Tongon 
90% 
268 
175 
909
Kibali2 
45% 
403 
146 1,935
Loulo-Gounkoto2 
80% 
732 
352 2,404
Jabal Sayid 
50% 
168 
108 
268
Bulyanhulu 
84% 
197 
89 
942
Buzwagi 
84% 
57 
39 
20
North Mara 
84% 
904 
138 
945
Lumwana 
100% 
568 
267 1,615
Africa & Middle East
15
14
13
12
16
17
18
19
13
12
14
15
19
Loulo-Gounkoto
Tongon
Kibali
North Mara
Buzwagi
Bulyanhulu
Jabal Sayid
$
CO2e
Barrick ownership
In-country economic contributions
GHG emissions CO2e
Employees
Hemlo 
100% 
294 
26 
259
Toronto Corporate 
Office 
-
- 
- 
-
Donlin Gold 
50% 
-
- 
-
Golden Sunlight 
100% 
- 
5 
-
Nevada Gold Mines2 61.5% 
4,170 
3,191 6,729
$m
CO2e
3
4
1
2
5
North America
3
1
2
5
4
Hemlo
Toronto
Donlin Gold
Golden Sunlight
Nevada Gold Mines
USA
Gold producing
Copper producing
Corporate oﬃce
Care and maintenance
In closure
Projects
CANADA
ARGENTINA
CHILE
PERU
CÔTE D’IVOIRE
DRC
MALI
SAUDI ARABIA
TANZANIA
ZAMBIA
DOMINICAN
REPUBLIC
PAPUA NEW GUINEA
Lama
Pascua
16
17
18
Lumwana
OUR BUSINESS AT A GLANCE: MANAGING OUR BUSINESS SUSTAINABLY1

17
Barrick Sustainability Report 2021
Introduction
Our approach
Our business at a 
glance: Managing our 
business sustainably
Governance of 
sustainability
Risk management
Stakeholder 
engagement
Materiality 
assessment
Business integrity and 
ethics
Social and 
economic 
development
Health & safety
Human rights
Environment
GOVERNANCE OF SUSTAINABILITY
We take pride in and strive for excellence in social 
and environmental management, both at a group 
and a site level, and link financial incentives across 
the group to our sustainability performance. 
Bottom-up leadership
We believe sustainability can only truly be delivered 
on the ground at each site, not from a corporate 
office.  We operate a bottom-up governance 
structure which empowers each site to take the 
lead for its own unique sustainability context and 
issues.  This means that just as each site must 
manage its geological, operational and technical 
capabilities to meet our business objectives, each 
site must also identify and implement its own 
sustainability initiatives and targets to manage 
its performance in support of our sustainability 
strategy.
All our mines have dedicated teams responsible 
for the management of health & safety, as well as 
community and environmental aspects across the 
site.  But we do not leave it there.  Support and 
direction are provided to each site by our Regional 
Sustainability Leads, with oversight provided by 
our Group Sustainability Executive and our Chief 
Operating Officers.  
Our Group Sustainability Executive reports 
weekly 
to 
the 
Executive 
Committee 
on 
sustainability-related aspects, including safety 
incidents, progress against targets and any 
grievances raised.  Ultimate accountability for our 
sustainability performance, including achievement 
of our targets, resides with our Board of Directors 
and Executive Officers, including the President 
and CEO.

18
Barrick Sustainability Report 2021
Introduction
Our approach
Our business at a 
glance: Managing our 
business sustainably
Governance of 
sustainability
Risk management
Stakeholder 
engagement
Materiality 
assessment
Business integrity and 
ethics
Social and 
economic 
development
Health & safety
Human rights
Environment
President 
and CEO
Regional 
Chief Operating 
Officers
The Group 
Sustainability 
Executive
All mine 
General 
Managers
Regional health, safety, 
and environment and 
closure leads
In-house 
legal counsel
Independent 
sustainability 
consultant
Data-driven decision-making
From water to waste, grievances to greenhouse 
gas emissions, we collect critical data regarding 
our sustainability performance from each site.  We 
track this data because it helps us to make better 
decisions, de-risks projects, and to identify and 
discover new opportunities and deliver real value for 
our business.
Every month our data is rolled up to the regional level, 
analyzed against the previous month year period, and 
then reported to the Group Sustainability Executive.  The 
monthly review process enables us to track trends, focus 
attention on the most critical areas, and identify and 
proactively manage any issues as they arise.  
Each quarter, our sustainability performance is presented 
and discussed at our E&S Committee meetings.  This 
regular flow of data up and down the company means 
that everyone from site teams to the Executives 
understand our performance and progress. 
E&S Committee
Environmental & Social 
Oversight Committee
Our most senior management-level body dedicated 
to sustainability is the Environmental & Social 
Oversight Committee (E&S Committee) which 
meets on a quarterly basis.  The E&S Committee 
connects site-level ownership of sustainability 
to our Executive Officers and our Board of 
Directors, who have ultimate responsibility for our 
sustainability performance.
The E&S Committee is chaired by our President 
and CEO, and members include:	
■Chief Operating Officers for each region;	
■The Group Sustainability Executive;	
■The General Managers for each mine;	
■Regional and site health, safety, environment
and closure leads;	
■In-house legal counsel; and	
■An independent third-party sustainability
expert.
The 
E&S 
Committee 
reviews 
sustainability 
performance and key performance indicators 
across our operations.  It also provides a forum to 
discuss and learn from the sustainability successes 
and challenges experienced across each region in 
each quarter.  As well as feedback from an ‘on-the-
ground’ review, appraisal of one Tier One asset is 
conducted by the third-party expert each quarter.  
The President and CEO reviews the reports of the 
E&S Committee with the Board's Environmental, 
Social, Governance & Nominating Committee (ESG 
& Nominating Committee), formerly known as the 
Corporate Governance & Nominating Committee.  
The change to this Committee’s name was 
approved by the Board on February 15, 2022, to 
better reflect the critical role this Committee plays 
in overseeing Barrick’s sustainability performance.
By bringing Executive and Board level attention to 
key sustainability issues, we can identify concerns 
and opportunities at an early stage, remedy them 
and drive continual improvements.

19
Barrick Sustainability Report 2021
Introduction
Our approach
Our business at a 
glance: Managing our 
business sustainably
Governance of 
sustainability
Risk management
Stakeholder 
engagement
Materiality 
assessment
Business integrity and 
ethics
Social and 
economic 
development
Health & safety
Human rights
Environment
Board responsibility
Our Board of Directors and its committees 
oversee our sustainability activities as part of their 
stewardship of Barrick’s business strategy and risk 
management.  The ESG & Nominating Committee 
helps 
the 
Board 
to 
oversee 
the 
company’s 
environmental, health & safety, 
corporate social responsibility, and human rights 
programs, policies and performance.  
Our two other Board-level committees also play 
key roles in sustainability matters:	
■	
■
 The Audit & Risk Committee assists
the 
Board 
in 
overseeing 
the 
group’s
management of enterprise risks, as well as
the implementation of policies and standards
for monitoring and mitigating such risks
including compliance with Barrick’s Code
of Business Conduct and Ethics and Anti-
Bribery and Anti-Corruption Policy.  The
Audit & Risk Committee also reviews the
company’s approach to climate change in
the context of Barrick’s public disclosure.
 The Compensation Committee assists
the Board in ensuring that executive
compensation is appropriately linked to our
sustainability performance.

20
Barrick Sustainability Report 2021
Introduction
Our approach
Our business at a 
glance: Managing our 
business sustainably
Governance of 
sustainability
Risk management
Stakeholder 
engagement
Materiality 
assessment
Business integrity and 
ethics
Social and 
economic 
development
Health & safety
Human rights
Environment
Weekly Executive 
Review Meetings
Business Assurance 
Group
Risk Group
BOARD OVERSIGHT
E&S Committee
Our focus on sustainability 
risk management
Site-level ownership of sustainability risks and 
opportunities
Regional Leads
Chief Operating Officers
Group Sustainability Executive
Compensation 
Committee
i
ESG & Nominating 
Committee
i
Audit & Risk Commitee
i
i
Independent
Audit & Risk Commitee oversees:	
■Financial statements, systems, and reporting.	
■Internal controls over financial reporting.	
■Enterprise risks and risk management framework.	
■Financial risk.	
■Cybersecurity.	
■Key operational risks.	
■Business integrity and ethics.
ESG & Nominating Committee oversees:	
■Corporate governance.	
■Environmental.	
■Health & safety.	
■Corporate social responsibility.	
■Security.	
■Human rights.
Compensation Committee oversees:	
■Alignment of executive compensation with strategic
priorities.	
■Ensuring that compensation plans do not encourage
excessive risk taking.
Business Assurance Group:	
■Responsible for providing assurance that controls
relied upon to manage risk exposures are designed
and operating effectively.
Sustainability governance

21
Barrick Sustainability Report 2021
Introduction
Our approach
Our business at a 
glance: Managing our 
business sustainably
Governance of 
sustainability
Risk management
Stakeholder 
engagement
Materiality 
assessment
Business integrity and 
ethics
Social and 
economic 
development
Health & safety
Human rights
Environment
In line with WGC requirements, the self-
assessment process was assured in 2020, ahead 
of the conformance schedule.  
Our 2021 Sustainability Report assurance process 
also includes assurance against our proposed action 
plans and approach in 2022. 
Aligning with industry-leading best practices
In 2019, the ICMM and the WGC introduced new 
frameworks – the Mining Principles (MPs) and the 
Responsible Gold Mining Principles (RGMPs), 
respectively, to better set out what responsible 
mining looks like.  
At Barrick, we take our duty to produce gold 
and copper in a responsible manner seriously. 
Our approach to conformance with these two 
frameworks has been to use the equivalency 
tables to evaluate which requirement is more 
stringent for each principle and dovetail the two 
frameworks into a single framework which we call 
RGMP+. 
During the third quarter of 2020, we rolled out 
self-assessments to all operational sites.  The 
self-assessments and associated supporting 
documentation were reviewed by the Group 
Sustainability Executive, our Group Sustainability 
Manager and the external consultant during 2021, 
and action plans developed to close any gaps.  
These reviews indicated Barrick already generally 
conforms to the RGMP+.  At a group level, we 
have gaps to close in terms of population influx 
management as well as cultural heritage and 
specifically the development of a Chance Finds 
Procedure for cultural heritage artifacts.  There are 
also minor consistency gaps to close across the 
different regions.

22
Barrick Sustainability Report 2021
Introduction
Our approach
Our business at a 
glance: Managing our 
business sustainably
Governance of 
sustainability
Risk management
Stakeholder 
engagement
Materiality 
assessment
Business integrity and 
ethics
Social and 
economic 
development
Health & safety
Human rights
Environment
Identify the risk
Analyze the risk
Risk assessment
Evaluate and treat 
the risk
Monitor 
and review
Communicate 
and consult
Establish
the context
RISK MANAGEMENT
Identifying, managing and effectively dealing 
with risk is integral to how we create and deliver 
sustainable value throughout our business.  Our 
risk management process is designed to identify, 
evaluate, plan and manage or mitigate risk, 
including reviewing new and emerging risks that 
could have an impact on our business.  It also 
enables us to agilely respond to new or changing 
risks.  Our processes reflect our sustainability 
governance approach and seek to connect site-
level ownership of risk with group-level oversight 
and Board responsibility.  
Our risk management approach
Site-level risk registers are submitted by region 
for review by the risk team on a quarterly basis. 
The risk team aggregates the results of each 
region’s risk registers on an annual basis to 
update the Group Risk Register.  The process is 
overseen by our Senior Vice-President, Business 
Assurance, Risk and Business Integrity, and this 
register is reviewed by the Executive Committee.  
Finally, the Group Risk Register is presented to 
the Board’s Audit & Risk Committee.  Each risk 
identified on the register includes: the inherent 
risk; detailed controls and monitoring activities to 
mitigate the risk; and a residual risk rating once 
mitigating measures have been implemented.  The 
sustainability risks considered in 2021 include:			
■Health & safety;
■Environmental management;
■Climate change;	
■Access to energy and water;	
■Mine closure and rehabilitation; and	
■Regulatory 
compliance 
(including 
anti-
corruption measures and human rights risks).
The quarterly updates from each region inform a 
risk report that is presented to the Board’s Audit 
& Risk Committee by the Senior Vice-President, 
Business Assurance, Risk and Business Integrity.  
This report identifies the critical risks for the 
group and each region and sets out a global 
view of strategic priorities, including any risks 
that could materially affect these priorities.  The 
report includes a ‘Sustainable Profitability’ section 
which is linked to our sustainability priorities and 
examines our performance during the quarter 
against these priorities.
Throughout the year, the risk team actively 
monitors the implementation and performance 
of key controls such as energy, water and 
safety systems.  For example, when our Group 
Sustainability Executive reports safety data to the 
President and CEO, this is shared with the risk 
team to review and provide analysis, to identify any 
progress achieved or significant changes against 
previous performance before it is discussed 
with the Audit & Risk Committee.  As part of our 
ongoing risk management processes, we also 
conduct sensitivity analysis and stress tests to 
assess the potential impacts of, and any changes 
to, our key business risks.

23
Barrick Sustainability Report 2021
Introduction
Our approach
Our business at a 
glance: Managing our 
business sustainably
Governance of 
sustainability
Risk management
Stakeholder 
engagement
Materiality 
assessment
Business integrity and 
ethics
Social and 
economic 
development
Health & safety
Human rights
Environment
Product stewardship
Our gold is refined to market delivery standards by 
several refiners throughout the world.  The refined 
gold is sold to  gold bullion dealers investment 
banks or  refiners based on the spot price at the 
date of sale.  Certain of Barrick's operations also 
produce gold concentrate, which is sold to a 
number of international gold smelting companies.  
The purchasing customers then take responsibility 
for its onward distribution for use in products such 
as jewelry, coins and electronics.
We take a risk-based approach to product 
stewardship 
and 
implement 
due 
diligence 
procedures so that our supply chain conforms 
to the World Gold Council’s Conflict-Free Gold 
Standard, and we publish an annual Conflict-
Free Gold report.  As part of this approach, we 
do not purchase gold from artisanal or small-scale 
miners.  We believe it is only through sector-wide 
collective action that the gold mining sector can 
create fully responsible supply chains.
Third party review at 
North Mara
In early 2022, one of our refiners engaged 
Synergy Global Consulting, an independent 
third-party, to conduct a follow-up ‘on the 
ground’ evidence-based assessment of 
human rights issues at North Mara.  An initial 
assessment was undertaken in early 2019, 
based on Organization for Economic Co-
operation and Development (OECD) Due 
Diligence Guidance and London Bullion 
Market Association (LBMA) Responsible 
Gold Guidance.  The 2019 assessment 
found no evidence of contravention of these 
standards, and the overall recommendation 
was that Barrick continues mitigating and 
reporting the identified risk areas, and that 
the refiner should continue trading with us.  
The interim findings report from Synergy 
shows significant improvement on the 2019 
report across all aspects, including:
	
■Community relations - North Mara 
workers are able to move freely in the 
community.
	
■Use of force - Significant reductions in 
the use of force by security.
	
■Resource investment and 
management - Significant investments 
including in water, the tailings storage 
facility (TSF) and construction of a brine 
plant.

24
Barrick Sustainability Report 2021
Introduction
Our approach
Our business at a 
glance: Managing our 
business sustainably
Governance of 
sustainability
Risk management
Stakeholder 
engagement
Materiality 
assessment
Business integrity and 
ethics
Social and 
economic 
development
Health & safety
Human rights
Environment
STAKEHOLDER ENGAGEMENT
The bedrock of our approach to sustainability 
governance is a commitment to listen to our 
stakeholders and incorporate their input into 
our decision-making.  Our aim is to build strong 
and lasting relationships grounded in trust and 
transparency.  This is only possible through 
regular, open and honest communication.  
We consider a stakeholder to be any person or 
organization potentially impacted by our activities, 
or who can affect the success of our business.  We 
have identified 10 important stakeholder groups: 
(1) host governments; (2) local communities; (3) 
employees; (4) suppliers; (5) shareholders; (6) civil 
society organizations; (7) joint venture partners; 
(8) the media; (9) investors; as well as (10) the 
ESG raters and research community, (who were 
added during 2020), reflecting increased investor 
sentiment towards ESG.
How we engage with our stakeholders varies 
and is tailored to each stakeholder group, at the 
group, regional and site level.  Our engagement 
methods include:
	
■Presentations;
	
■Mass meetings and town halls including with 
our President and CEO and employees at the 
mine site; and
	
■Roadshows and one-on-one meetings with 
investors and other key stakeholders.
Engaging with our communities is imperative to building 
strong relations - Pueblo Viejo, Dominican Republic.

25
Barrick Sustainability Report 2021
Introduction
Our approach
Our business at a 
glance: Managing our 
business sustainably
Governance of 
sustainability
Risk management
Stakeholder 
engagement
Materiality 
assessment
Business integrity and 
ethics
Social and 
economic 
development
Health & safety
Human rights
Environment
Stakeholder engagement
How we  
engage
	
■Daily prestart meetings
	
■Routines safety meetings with leadership
	
■Professional development
	
■In-reach internal communications 
programme 
	
■Grievance mechanisms
	
■Union representation on site and in  
strategy meetings
	
■Employee mass meetings
	
■Townhall discussions
	
■Regular formal and informal  
engagement with local and national 
government bodies
	
■Regular site visits and inspections
	
■Joint ownership of many assets
	
■Transparent profit sharing, tax and  
royalty payments
	
■Community development  
committees established at every site
	
■Joint decision making on  
community investment
	
■Site tours of operations and  
participatory monitoring programmes
	
■Grievance mechanisms
Priority 
issues
	
■Occupational health and safety
	
■Training and education
	
■Community development
	
■Local content
	
■Community development
	
■Taxes paid and economic contributions
	
■Local employment
	
■Community development
	
■Malaria
Our response
	
■Journey to Zero Harm rolled out group 
wide and reinforced
	
■Focus on development of training 
programs and succession planning
	
■CDCs established at all sites
	
■Focus on local hiring and buying
	
■Focus on local hiring and buying
	
■CDC’s established at all sites
	
■Tax Contribution report published
	
■Focus on local hiring and buying
	
■CDC’s established at all sites
	
■Anti-malaria programs in place at all AME 
sites
Focus 
on
Safety standards and local employment
Delivering value for all stakeholders
Delivering long-term self-sustaining community 
development
Employees
Governments
Communities

26
Barrick Sustainability Report 2021
Introduction
Our approach
Our business at a 
glance: Managing our 
business sustainably
Governance of 
sustainability
Risk management
Stakeholder 
engagement
Materiality 
assessment
Business integrity and 
ethics
Social and 
economic 
development
Health & safety
Human rights
Environment
ESG raters
Since 2019, our sustainability team has proactively 
engaged with the ESG ratings community, holding 
in-person and virtual roundtables to discuss Barrick’s 
progress on key ESG and sustainability issues.  We 
also regularly and thoroughly review the ratings and 
controversy reports provided by the ESG raters and 
provide regular feedback and updates.
During 2021, we took our engagement with this 
increasingly important stakeholder group to the 
next level, with our President and CEO chairing a 
roundtable in September designed as a forum for 
two-way dialogue to help us better understand the 
information this group needs to receive to make 
informed decisions about Barrick, and to facilitate 
positive proactive two-way interaction. 
There are two overlapping objectives to our 
engagement with the ratings community.  Firstly, 
we want to better understand their methodologies 
and processes, as this will enable us to provide 
them with the information they need to make an 
informed evaluation of our business.  Secondly, we 
want to provide them with additional background 
and context with regards to our sustainability 
strategy and implementation, and how that differs 
to the approach taken before January 1, 2019, as 
well as the challenges and realities of responsible 
mining.  
We believe that like with other stakeholders, by 
facilitating good relationships and working to 
understand each other’s priorities and challenges, 
we can improve the quality of the assessment.   
To date, this approach has resulted in:
	
■The removal of three controversies; and
	
■Three issues had their assessment positively 
change.
There remain a number of legacy controversies 
pertaining to issues that occurred or were raised 
prior to the merger with Randgold on January 
1, 2019, and the acquisition of the minority 
stake and operational control of Acacia and 
the assets in Tanzania in September 2019.  We 
take all allegations seriously and have reviewed 
these contentions and concerns with fresh eyes 
and through the lens of our new sustainability 
strategy.  In some cases we have taken additional 
remedial actions while other allegations have 
been resolved.  We discuss these legacy issues 
in detail later in this report. 
Trade associations
We are a member of trade associations that 
engage with lawmakers on behalf of the entire 
industry.  These engagements can range from 
discussion of mining laws through taxation to 
safety standards.  Trade associations do not 
undertake specific lobbying for Barrick, but 
for the entire mining sector.  A condition of our 
membership is that all lobbying activities carried 
out by these organizations must be compliant 
with all related regulations and any breaches 
must be reported to the relevant authorities 
as required.  As can be expected, we do not always 
agree with all the positions taken by each association 
and where that is the case, we aim to use our influence 
with our membership to advocate for change.  Our 
relationship with each trade association is managed by 
the relevant country manager.  We are also members 
of the ICMM and WGC and membership of these 
organizations is managed at a corporate level.

27
Barrick Sustainability Report 2021
Introduction
Our approach
Our business at a 
glance: Managing our 
business sustainably
Governance of 
sustainability
Risk management
Stakeholder 
engagement
Materiality 
assessment
Business integrity and 
ethics
Social and 
economic 
development
Health & safety
Human rights
Environment
Political contributions
In general, we do not make financial 
contributions to politicians or political 
parties, except on a limited basis as allowed 
by local regulations.  Any such related 
contributions require pre-approval as set 
out in our Anti-Bribery and Anti-Corruption 
Policy.  In 2021, our only political 
contributions were made in the United 
States.  Every donation complied with 
applicable federal, state and municipal 
laws.  Our contributions are made either 
directly by the company at the state 
level or by our company-sponsored 
political action committee (PAC) at the 
federal level.  Employee contributions 
to the Barrick USA Employees PAC are 
voluntary and are separate from those 
made by the company.  Total political 
contributions in the United States made 
by Barrick in 2021 were $23,500 made 
via the Barrick USA Employees PAC.
Democratic Senator Catherine Cortez Masto at a site 
inspection of Nevada Gold Mines.

28
Barrick Sustainability Report 2021
Introduction
Our approach
Our business at a 
glance: Managing our 
business sustainably
Governance of 
sustainability
Risk management
Stakeholder 
engagement
Materiality 
assessment
Business integrity and 
ethics
Social and 
economic 
development
Health & safety
Human rights
Environment
SUSTAINABILITY MATERIALITY ASSESSMENT 
continued active oversight during the Covid-19 
pandemic, and executive compensation matters, 
as well as key governance priorities including 
Board composition and renewal.  During these 
calls, shareholders set the agenda on issues for 
discussion and we used this feedback to inform 
our materiality assessment process.  
Our most material sustainability 
aspects
The results presented below largely align with the results of 
the data-driven artificial intelligence process we completed 
in 2019 and 2020, and identified eight aspects as highest 
priority, and a further eight aspects as high priority for 
Barrick.
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 m
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1
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13
14
15
16
2
Up from 2021
Down from 2021
New
1
5
5
4
4
2
Ranking
2022
2021
For the last two years, our sustainability materiality 
assessment has been informed by an exercise 
we undertook utilizing artificial intelligence, to 
analyze thousands of data points from peer 
reports, laws and social media.  In 2021, we took 
our sustainability materiality assessment back to 
basics and developed a survey which asked our 
internal stakeholders and site-based external 
stakeholder groups, selected on a rotating basis, 
to consider and rank those sustainability issues 
they believed were most important for Barrick 
in terms of reputation, financial impacts, and 
potential impacts to the business. 
By reverting to this process, we feel we are better 
able to gauge and understand the aspects most 
important to our stakeholders, both by group and 
geographic region.  The external stakeholders 
invited to participate in our materiality assessment 
for 2021 were our communities, representatives 
of whom were identified through our CDCs. 
We also gauged shareholder sentiment and 
priorities through ESG focused engagements 
held with a number of our largest shareholders 
representing over 30% of Barrick’s issued and 
outstanding shares (at December 31, 2021) 
in the fourth quarter of 2021 and early 2022. 
Our Lead Director and the Chair of the Board’s 
Compensation Committee participated in these 
discussions which covered a variety of topics, 
including our performance, sustainability strategy, 
environmental goals, human capital strategy,

29
Barrick Sustainability Report 2021
Introduction
Our approach
Our business at a 
glance: Managing our 
business sustainably
Governance of 
sustainability
Risk management
Stakeholder 
engagement
Materiality 
assessment
Business integrity and 
ethics
Social and 
economic 
development
Health & safety
Human rights
Environment
Different priorities from 
site to city
One of the most interesting findings from the 
materiality assessment was that climate aspects 
were not rated of high importance by our 
community stakeholders.  Rather, our community 
stakeholders’ priorities focused on aspects 
of economic development, employment and 
economic opportunities, education and overall 
livelihood improvement.  
In contrast, the ESG-focused shareholder 
engagements typically focused on climate 
change, human rights and biodiversity issues. 
We believe this difference and relatively lower 
perceived importance of climate change among 
our communities is reflective of the tension 
between and interconnectivity of climate change 
and socio-economic development. This disparity 
is also partly why we have evolved our approach 
to address sustainability aspects holistically and 
simultaneously.  
That approach means that when we discuss 
and take action on climate change, we do not 
just focus on emissions.  We also consider and 
discuss water, impacts to biodiversity, and the 
need to build resilience of our local communities.  
This not only helps us to achieve our sustainability 
goals, it also helps to educate stakeholders.
Local community members are important stakeholders in 
obtaining input for our materiality assessment - Pueblo Viejo, 
Dominican Republic.

30
Barrick Sustainability Report 2021
Introduction
Our approach
Our business at a 
glance: Managing our 
business sustainably
Governance of 
sustainability
Risk management
Stakeholder 
engagement
Materiality 
assessment
Business integrity and 
ethics
Social and 
economic 
development
Health & safety
Human rights
Environment
BUSINESS INTEGRITY AND ETHICS
understand and play their role in maintaining those 
standards.  Just as we expect all our employees to 
deliver with integrity, we have similar, clearly defined 
minimum standards for our suppliers, through the 
Supplier Code of Ethics.  Additional standards 
include human rights as well as anti-bribery and 
anti-corruption related requirements built into our 
contractual arrangements.  We drive a consistent 
approach to managing key risks and expect our 
suppliers to act with integrity too.
Delivering with integrity
Unethical behaviour, such as corruption, can be 
extremely damaging to a business.  It can also 
distort markets, and developing countries are 
especially vulnerable to its associated economic, 
social and political impacts.  The links between 
corruption and human rights are many, and are yet 
another reason we apply a holistic and integrated 
approach 
to 
sustainability 
management. 
Operating with honesty, integrity and transparency 
is not only the right thing to do – it is critical to 
the continuing success and sustainability of our 
business.  We operate a global Business Integrity 
program, led by our Senior Vice-President, 
Business Assurance, Risk and Business Integrity, 
reporting directly to the Chair of our Board’s Audit 
& Risk Committee.  Our Business Integrity and 
Ethics team continues to build on our already 
strong foundations to drive a consistent approach 
As a global company, we are committed to 
doing business ethically and transparently.  We 
have zero tolerance for bribery and corruption. 
Unethical behaviour can damage our business, 
reputation, and our social licence.  
We expect our employees, business partners and 
third parties such as contractors, consultants and 
suppliers, to operate in line with our commitment 
to do what is right and treat others with dignity 
and fairness.  
Our core values, our responsibilities and the 
principles and behaviours that guide how we 
do business are codified in our Anti-Bribery 
and Anti-Corruption Policy and our Anti-Fraud 
Policy, as well as our Code of Business Conduct 
and Ethics.  Protecting ourselves from and 
taking a stance against corruption, bribery and 
fraud is one of our sustainability principles and a 
foundational value.  We aim for 100% adherence 
to our Code of Business Conduct and Ethics 
and our related policies.
Doing business in an 
ethical manner
We have a strong culture of responsible behaviour, 
underpinned by our Code of Business Conduct and 
Ethics.  We will never compromise standards for the 
sake of results.  Our group-wide Business Integrity 
and Ethics program helps everyone at Barrick 
to compliance across the group, working hand-in-hand 
with our business functions and operations to empower 
our people to act with integrity, raise concerns whenever 
they suspect a breach and know that our standards of 
ethical conduct should never be compromised for the 
sake of results.  The program promotes an ethical culture 
and communicates expected behaviours as set out in 
our Code of Business Conduct and Ethics.  We monitor 
regulatory developments and best practices to support 
the continued evolution of our Business Integrity and 
Ethics program.  We continue to strengthen our procedures 
and tools, enabling our employees to adopt a consistent 
approach to managing and mitigating any risks.

31
Barrick Sustainability Report 2021
Introduction
Our approach
Our business at a 
glance: Managing our 
business sustainably
Governance of 
sustainability
Risk management
Stakeholder 
engagement
Materiality 
assessment
Business integrity and 
ethics
Social and 
economic 
development
Health & safety
Human rights
Environment
Progress in 2021
In 2021, we continued to focus on our education 
program, which is designed to equip employees, 
contractors and suppliers with the knowledge of 
the requirements of our Business Integrity and 
Ethics program, including human rights training. 
We developed and rolled out an immersive and 
scenario-based online ethics training program for 
all eligible employees to complete.  For the second 
consecutive year, 100% of required employees 
completed this training.  Additionally, enhanced 
live training is provided to employees in positions 
exposed to additional risk or government officials.
Separately, we conducted several anti-corruption 
risk assessments at our operations and used 
the results of these assessments to improve 
and update the Business Integrity and Ethics 
program.  In 2021, we performed third party risk 
assessments at the Pueblo Viejo mine and our 
Tanzanian operations with specific emphasis on 
the North Mara mine.  While there were no material 
findings from these risk assessments, the results 
and lesson learned form an action plan for these 
sites and opportunities for improvement are 
incorporated into our global plan.
We also continued to promote our hotline, 
emphasize our dedication to non-retaliation 
for whistleblowers across our operation and 
implemented an updated ethics training program, 
which all eligible employees and identified third 
parties were required to take. 
Reporting concerns
Barrick employees, contractors, third parties 
and community members can report potential 
violations of our Code of Business Conduct 
and Ethics and related policies, including 
our 
Anti-Bribery 
and 
our 
Anti-Corruption 
Policy and Anti-Fraud Policy confidentially 
and anonymously through several channels, 
including our global hotline which is operated 
by an independent provider.  We encourage 
all our stakeholders to raise concerns through 
one of these channels.  The hotline is available 
24 hours a day in multiple languages.  Hotline 
contract information is promoted through staff 
training and communications as well as our 
group-wide internal communications portal.  In 
2021, we added an optional feedback survey for 
all individuals submitting reports to the hotline. 
Survey responses, which can be submitted 
anonymously, will be reviewed and tracked over 
time to improve our reporting system and process.
We treat all breaches of the Code of 
Business Conduct and Ethics and related 
policies seriously.  All reported breaches are 
assessed and investigations are conducted as  
appropriate.  
Breaches of this Code can result in disciplinary or 
corrective actions up to and including a contract 
termination or dismissal.  Barrick maintains a 
stringent non retaliation policy which serves to 
protect any individual making an allegation in 
good faith.  We do not tolerate the harassment 
or victimization of anyone raising concerns or anyone who 
assists them.  Such conduct is itself a breach of our Code 
of Business Conduct and Ethics, and a serious disciplinary 
matter.  As shown in the table below, we also monitor and 
track cases reported, which enables us to identify potential 
trends and take action, such as amending a process or 
policy, additional training at a site or function level to reduce 
the risk of recurrence. 
HOTLINE REPORTS RECEIVED
2021
2020
2019
Conflict of interest
13
21
38
Disclosure / controls / 
confidentiality / bribery
19
4
19
Human rights
0
0
4
Theft / fraud / misuse of assets
8
6
8
Workplace concerns (eg labour, 
safety)
152
120
152
Total
192
151
221
Je, una jambo? 
Piga Simu ya Moja kwa Moja
Piga Simu ya Moja kwa Moja kuripoti ukkiukwaji wa Kanuni za 
Maadili au m
mambo yasiyofaa yanayoweza kkuiathiri Barrick kwa 
kiwango kikubwa. Simu ya moja kwa moja ni njia salama ya 
kupiga simu au kutumia mtandao, na hhutumika kwa siri. Pia 
Mambo hayo yanaweza kuripotiwa  Kitengo cha Matekelezo au 
sheria au Menejimenti andamizi
Kuripoti masuala ya jjumla yanayohusu ajira//mahali pa kazi au 
masuala ya biashara/mikattabba, wasiliana na ofisa mwandamizi  
wa Rasilimali watu wa Mkoa au Sehemu uliyopo au Vikundi vya 
Ugavi
Simu ya moja kwa moja inapatikana saa 24, kwa kupiga simu au 
kutumia mtandao.
Piga simu ya moja kwa moja mtandaoni popote ulipo duniani, 
nenda barrickgold.ethicspoint.com
Kama una jambo kuhusu ukiukaji wa Kanuni 
ya Maadili au jambo jingine lolote, ripoti kwa 
kutumia moja ya njia zifuatazo
Kuwasiliana Simu ya moja kwa moja kutoka Tanzania piga
Moja kwa moja +255 222 164 275 au mtandaoni: 111555
Kuwasiliana kwa Simu ya moja kwa moja kutoka Kanada au 
Marekani , piga 1-877-246-5399 (bure) au 503-444-4908 
(malipo).
Have a concern? 
Use the Hotline
If you’re concerned about a potential Code 
of Conduct violation or other issue, you can 
report it using one of the methods below.
Use the Hotline to report potential Code of Conduct violations 
or serious concerns that could impact Barrick at a high level. 
The Hotline is a secure tool reachable by telephone or online,  
and it can be used anonymously. These concerns can also be  
reported to Compliance or Legal personnel or Senior management
To report general employment / workplace concerns   
or commercial / contracting concerns, contact a senior member  
of your local or regional Human Resources or Supply Chain groups
The Hotline is available 24 hours a day, by telephone or online.
To contact the Hotline online from anywhere in the world, 
go to barrickgold.ethicspoint.com
To contact the Hotline by telephone from Kibali Gold Mine, 
call 111555 from site or +234 828 003 083 (direct).

32
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
The primacy of 
partnership
Sharing the benefits
Supply chain
Listening to 
stakeholders
Resettlement
$14.1  
billion 
total economic value 
contributed
$26.5 
million 
invested in 
community 
development 
projects 
$2.7 
billion 
in taxes, royalties 
and dividends to 
host governments 
$5.5 
billion 
to local and 
national vendors 
2 SOCIAL AND ECONOMIC DEVELOPMENT
Education is one of our five priority development pillars.  
Barrick supports community schools - Tongon, Côte d’Ivoire.

33
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
The primacy of 
partnership
Sharing the benefits
Supply chain
Listening to 
stakeholders
Resettlement
  Mining done well and responsibly is a massive lever for development.  
Mines generate and deliver value, not just from the ore they process, 
but in the jobs, infrastructure and service industries they create, the 
skilled workers they train and develop, the taxes and royalties they 
pay, and the investments they make in local communities.  
 
Hilaire Diarra, Sustainability Lead, Africa and Middle East
The mining sector has been identified as vital for 
the achievement of the UN SDGs and the post-
2030 sustainable development goals, not only for 
its role in providing the minerals needed to enable 
the green transition, but also because of its ability 
to drive socio-economic development and build 
resilience.  As the world emerges from the spectre 
of Covid-19 and confronts the reality of climate 
change, this contribution to development and 
resilience is more vital than ever before.
At Barrick, creating long-term value and sharing 
economic benefits drives our approach to 
sustainability, and community development.  We 
strive to be a good corporate citizen and a genuine 
partner for our host communities in locally-led 
development, and to build resilience to global 
challenges.  First and foremost, it is the right thing 
to do.  Beyond that, it also helps to ensure the 
social licence needed for our mines to operate.
Building and maintaining a social licence to operate 
is critical to our success as a business and our 
long-term sustainability.  Our approach to the 
development and maintenance of our social licence 
to operate is underpinned by three core beliefs:  
	
■The primacy of partnership - This means 
that we invest in real partnerships with mutual 
responsibility.  It is not always easy, but it is at 
the heart of our approach. 
	
■Sharing the benefits - We hire and buy local, 
wherever possible, as this injects and keeps 
money in our local communities and host 
countries.  By doing this, we build capacity, 
community resilience and create opportunity.
	
■Engaging and listening to stakeholders - 
We develop tailored stakeholder engagement 
plans for every operation and the business as 
a whole.  These plans guide and document 
who, how and how often we engage with our 
different stakeholder groups.  
These beliefs are simple concepts in theory, but 
the quality of their execution determines the 
success of our business.
Management approach
The foundation of our approach to social and 
economic development is in our Sustainable 
Development Policy and our Social Performance 
Policy.  Together, these policies set out how we 
manage social performance.

34
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
The primacy of 
partnership
Sharing the benefits
Supply chain
Listening to 
stakeholders
Resettlement
Create 
economic 
benefits
Our 
sustainability 
strategy
Support socio-economic 
development as an 
integral part of our 
contribution to local 
communities and host 
countries, including 
through the prioritization 
of local workers and 
vendors.
Be transparent in our 
relationships with host 
communities, 
government authorities, 
the public and other key 
stakeholders. 
Conduct our business with 
integrity through our absolute 
opposition to corruption, and 
by requiring our suppliers 
to operate ethically and 
responsibly as a condition of 
doing business with us. 
Social and economic development policy

35
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
The primacy of 
partnership
Sharing the benefits
Supply chain
Listening to 
stakeholders
Resettlement
THE PRIMACY OF PARTNERSHIP
Building mutually beneficial partnerships grounded 
in a philosophy of trust and transparency with our 
stakeholders is as important to the success of 
business as our geological or engineering expertise. 
The epitome of our partnership approach is the 
Community 
Development 
Committee 
(CDC) 
model, which reflects our belief that no one knows 
the needs of local communities better than the 
communities themselves.  
What is a CDC?
A CDC is the community partnership model we 
deploy at all our operating mines.  The role of 
the CDC is to allocate the community investment 
budget to those projects and initiatives most 
needed and desired by local stakeholders.  Each 
CDC is elected and made up of a mix of local 
leaders and community members, as well as 
representatives from local women and youth 
groups.  There is also representation from Barrick, 
but we have only one seat at the table.
Chamber Checks are provided to employees during the 
holidays and encourage them to support local businesses - 
Nevada, USA.

36
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
The primacy of 
partnership
Sharing the benefits
Supply chain
Listening to 
stakeholders
Resettlement
Projects and initiatives approved by any CDC fall within our five 
focused sustainable development categories: 
Education
Water
Health
Food
Local economic 
development
Heads of 
local government 
authorities
Representatives 
from majority, 
minority and 
vulnerable groups 
such as women 
or youth
Barrick has one 
representative in an 
advisory role 
Village level 
traditional 
leaders 
Community
Development
Committee
Debate and 
discussion
Selection 
and funding
Implementation
Project process
Projects are overseen 
by the CDC. 
Community companies 
are often involved.
Projects are more likely 
to suceed with the 
community having a 
financial investment. 
Barrick makes up 
the remainder.
Potential projects 
presented
Community Development Committees (CDCs)

37
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
The primacy of 
partnership
Sharing the benefits
Supply chain
Listening to 
stakeholders
Resettlement
The CDCs are self-directed, but guided by the 
following core principles:
	
■Priority based budgets - We do not set a 
budget for investment or use metrics such as 
a proportion of production allocated.  Rather, 
the budget is set based on the needs of the 
community. 
	
■Five priority investment areas - To focus CDC 
attention, spark ambition, drive socio-economic 
development and create community resilience, 
we have identified five key development themes 
for projects and investment: education; health; 
food; water; and local economic development.
	
■Self-sustaining - Ideally projects should be 
sustainable and self-sufficient over the long term.
	
■Deliver benefits to operations - Alongside 
clear 
community 
benefits, 
the 
projects 
supported should also return some benefit to 
our operations, for example, through reduced 
absenteeism, decreased reliance on the mine for 
jobs or developing skills and suppliers needed in 
the community.
	
■Align with national and regional plans - 
Global development objectives and meaningful 
social 
upliftment 
cannot 
occur 
without 
close cooperation between companies and 
government players.  Wherever possible we 
partner with public and private sector specialists. 
This maximizes community development, drives 
additional investment, adds scale to projects 
and multiplies the positive impacts.
In 2021, we invested more than $26.5 million 
through our CDCs. 
COMMUNITY DEVELOPMENT COMMITTEE INVESTMENTS 2021
 Education $8.4 million
 Infrastructure $5.0 million
Total
$26.5m
$4.7 million Economic development 
$2.6 million Community engagement 
$2.3 million Health 
$0.2 million Environment 
$1.6 million Other 
$1.1 million Water 
$0.6 million Arts, culture & sport

38
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
The primacy of 
partnership
Sharing the benefits
Supply chain
Listening to 
stakeholders
Resettlement
Case study
INVESTING IN NEVADA’S FUTURE
While access to education is not a problem in Nevada, access to 
quality education can be.  The state ranks as the 23rd highest-need 
state for rural education in the United States, according to a report 
by the Rural School and Community Trust.  
As a result, our community investment and 
development efforts in Nevada focus on 
delivering quality education opportunities.  
Some of our recent initiatives include:
	
■Bringing high-speed internet to rural 
communities;
	
■Facilitating long-distance learning during 
the Covid-19 pandemic, and beyond;
	
■Investing in teacher training and leadership 
initiatives;
	
■Promoting science, technology, engineering 
and mathematics (STEM) careers for 
women and people of colour;
	
■Supporting heavy transport driver trainings 
(commercial driver’s license); and
	
■Partnering with Discovery Education® to 
bring remote learning opportunities to all 
Nevadan students and ensure mining is 
represented in education programs.
We also help to bring education and work 
opportunities to local students by partnering 
with community colleges to provide trade skills 
scholarships.  These programs deliver a two-pronged 
benefit of promoting talent within the mining industry 
and providing access to meaningful employment for 
graduates.
Apprenticeship programs
In 2021, in partnership with the College of Southern 
Nevada and Clark County school district (located 
in southern Nevada), we launched an exciting new 
initiative.  The initiative promotes technical skills for 
young people in the region by providing high school 
students from the Clark County School District 
with opportunities to earn certificates in Diesel 
Technology or Industrial Maintenance through a 
24-month training program.  The first trainees are 
more than a quarter of the way through the program. 
Our investment in the program currently stands at 
$110,000. The program is a response to the nation-
wide shortage of workers with these skills and offers 
students the opportunity to obtain skills that set 
them up to rapidly enter high demand sectors.

39
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
The primacy of 
partnership
Sharing the benefits
Supply chain
Listening to 
stakeholders
Resettlement
Discovering new ways to learn
With multiple lockdowns and quarantine 
requirements in place due to the Covid-19 
pandemic, online education has become an 
increasingly important facet of education. 
However, there is a digital divide, and not 
everyone or every school has the same access 
to content.  To address this issue and help drive 
improved access to education, we partnered 
with the Nevada Department of Education to 
provide all students, educators, and families 
in the state of Nevada with access to leading 
online content through Discovery Education®, 
a global leader in standards-based, high-
quality digital education. 
The aim of the partnership, which we support 
through a $2.2 million investment, is to provide 
equitable access to Discovery’s online learning 
content to 725 schools across the state.  Since 
the launch, 18,500 educators have utilized 
Discovery Education® content, potentially 
impacting 462,000 students across Nevada. 
Students also receive access to dynamic career 
resources and virtual experiences supporting 
the exploration of careers in STEM.  
Bridging the digital divide 
Further to this NGM is partnering with Anthem 
Broadband, to offer broadband internet services 
to all citizens in Elko, Spring Creek, and Lamoille. 
Case study: Investing in Nevada’s future (Continued)
NGM has provided a $30 million loan for the infrastructure, 
the repayment of which will be reinvested through the 
Heritage Fund and the I-80 Fund to ensure their long-term 
sustainability.
As part of that initiative, Discovery Education® 
launched the ‘Nevada Gold Mines channel’ on 
their platform, which highlights careers in the 
mining industry.

40
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
The primacy of 
partnership
Sharing the benefits
Supply chain
Listening to 
stakeholders
Resettlement
SHARING THE BENEFITS
We have a clear and detailed Tax Policy, which is 
owned by the business and is carefully considered 
against our day-to-day decision making.  The policy is 
underpinned by the following:
	
■Tax governance - The tone is set from the top and 
our President and CEO is regularly apprised of tax 
matters through our weekly Executive Committee 
meetings.  Tax matters are discussed at both the 
quarterly Audit & Risk Committee meetings, as well 
as Board meetings.  The Executive team and the 
Board are actively involved in reviewing all major tax 
matters.  
	
■Relationship with tax authorities - We are 
committed to complying with the tax laws of 
all the countries in which we operate.  Where a 
matter is not clear, we seek the advice of qualified 
tax professionals and, where appropriate, seek 
guidance from the tax authorities.  We seek 
open and transparent relationships with the 
tax authorities in our host countries.  Where 
disputes arise in interpretation of tax law, we 
approach the matter in a professional and 
transparent manner.
	
■Tax planning - Our tax planning is based 
on reasonable interpretations of the law.  We 
interpret the law, giving effect to the spirit and 
intention of the legislators.  This means we 
consider social and moral obligations that the 
legislators intend to apply.  Accordingly, our tax 
planning is based on reasonable interpretations 
of the law and is aligned with the substance of 
our economic and business activity. 
	
■Managing tax risks - Tax rules change regularly and 
disputes can arise from their interpretation.  We monitor 
and manage tax risks by employing appropriately 
qualified professionals in all our key jurisdictions who 
report to local financial leaders in the operations 
as well as to the corporate tax group.  Through this 
mechanism, we ensure risks are understood and 
managed locally and are also monitored and reported 
to the executive team.
	
■Tax transparency and disclosure - In addition to 
complying with mandatory disclosure regimes such as 
the Canadian Extractive Sector Transparency Measures 
Act (ESTMA) and the OECD BEPS Action 13 Country-
by-Country Reporting, we also seek to comply with 
voluntary transparency regimes where appropriate. 
We were the first Canadian mining company to be a 
signatory to the Extractive Industries Transparency 
Initiative (EITI) and we annually publish our payments to 
our host governments as required by ESTMA.  We have 
recently published our first Tax Contributions Report 
which sets out in detail our economic contributions 
to our host governments.
Paying taxes is an important way that Barrick 
contributes to economic development in the countries 
and communities in which we operate.  We paid a total 
of $2.7 billion in taxes, royalties and dividend payments 
to the governments of our host countries in 2021.  
 The taxes, royalties and 
dividends, as well as the taxes we 
pay on behalf of others, provide 
significant income for our host 
countries and help to fund vital 
services and infrastructure. 
James Ferguson, Senior Vice-President Tax 
and Treasury
Paying our fair share of tax
We believe the taxes we pay reflect our profitability 
and success as a business.  Our strategy is simple, 
we aim to pay the right amount of tax at the right time 
in the right place, and to transparently disclose the 
payments we make.  We have a publicly available Tax 
Policy which sets out our commitment to comply with 
the laws and practices of all the countries in which we 
operate, engage with the authorities openly and with 
integrity, and ensure our tax positions are based on 
reasonable interpretations of the law and aligned with 
the intentions of the legislators.
We are guests in our local communities and the host 
countries in which we operate.  We believe they have 
the right to, and must share in the benefit from the 
development and mining of their assets.  We do 
this in three key ways: paying our fair share of tax; 
delivering jobs and economic opportunities to local 
communities through local hiring and buying policies; 
and investing in community-led development 
initiatives for socio-economic upliftment.

41
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
The primacy of 
partnership
Sharing the benefits
Supply chain
Listening to 
stakeholders
Resettlement
Case study
NEVADA SOLAR OPPORTUNITIES
Currently, our Nevada Gold Mines (NGM) 
complex draws a portion of the electricity 
it uses from coal fired power plants, which 
generates significant GHG emissions.   
To reduce our GHG footprint, we began 
work in 2019 on an estimated $262 million 
200MW solar facility with battery storage in 
Nevada.  The facility is expected to satisfy 
approximately 15% of NGM’s total electricity 
requirements and should reduce our GHG 
emissions by 256,000 tonnes per year, 
which is equivalent to taking almost 34,000 
cars off the road.   
Alongside 
the 
clear 
climate 
and 
environmental benefits of a change to solar 
energy, the project also potentially brings 
some tax benefits to Barrick as well.  In the 
United States, there are currently  Federal 
tax reforms under consideration, and a 30% 
investment tax credit for the construction of 
solar energy projects is also available.  
The amount of the tax credit will be directly offset 
against corporate income tax and will depend on 
the construction start date:
	
■30% tax credit for projects which started 
construction before 2020;
	
■26% for projects which started construction in 
2020;
	
■22% for projects which started construction in 
2021; and
	
■10% for projects started afterwards.
In addition to federal tax benefits, the Nevada 
state government will grant us further tax benefits 
via a renewable tax abatement of property tax and 
sales tax.  Through this abatement, our property 
tax for the solar facility will be reduced by 50% 
for 20 years and instead of 6.85% sales tax, we 
are eligible to pay 2.6% for goods and services in 
relation to the solar facility project for three years.
Mining is an energy-intensive business and estimated to be responsible for between 4 to 7% of global greenhouse 
gas (GHG) emissions.  
Currently, we have secured a 26% investment tax credit.  
It is estimated that our total tax savings will be around  
$42 million.
The Solar facility is an example of where we benefit 
from State and Federal tax incentives designed to 
reduce GHG emissions. Our decision to construct the 
solar facility was, however, not driven primarily by any 
tax incentives.  NGM is a foundational asset for Barrick. 
NGM also accounts for a significant proportion of our 
GHG emissions, we are therefore constantly looking for 
energy efficient solutions for the site. 
Alongside our solar facility project, we are currently in the 
process of converting the TS Coal Power Plant to a dual 
fuel process, which will allow it to generate power from 
cleaner-burning natural gas.  We believe that this project 
could reduce the facility’s GHG emissions by as much as 
5%.  For further information on our emission reduction 
work see the climate risk and resilience section of this 
report.

42
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
The primacy of 
partnership
Sharing the benefits
Supply chain
Listening to 
stakeholders
Resettlement
Delivering jobs and economic opportunities to local communities 
through local hiring and buying policies 
As part of this, we require all our mines to 
develop localization plans that identify, create 
and maximize opportunities for local people 
to work at the mine.  We report to the E&S 
Committee each quarter on the percentage 
of nationals employed.  Currently, 96% of our 
workforce and 78% of site senior management 
are host country nationals.
It is a strategy that enables us to build an efficient 
and effective workforce at a competitive cost.  It 
also plays a critical role in delivering the social 
license necessary for us to operate successfully. 
The jobs we provide create valuable training and 
employment in regions where opportunities are 
often scarce.  The priority we place on buying 
goods and services from local communities and 
host countries leverages our supply chain and 
multiplies the economic benefits of our presence.
Recruitment
Our countries of operation have vast pools of 
talented and ambitious workers.  However, 
access to opportunity for meaningful work is 
often limited particularly in emerging markets. 
We strive to enhance employment opportunities 
available to our local communities by identifying 
top talent and providing world-class training 
to help them grow and develop.  We prioritize 
recruitment in the following order:
	
■Our local communities;
	
■State or provincial residents;
	
■Nationals; and
	
■International. 
Franshesca Montero Romero, a passionate mechanical technician at Pueblo Viejo, Dominican Republic, completed the company’s 
internship program before joining full-time.  She will be graduating with an industrial engineering degree from INTEC.

43
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
The primacy of 
partnership
Sharing the benefits
Supply chain
Listening to 
stakeholders
Resettlement
SUPPLY CHAIN
Local
Regional
National
Foreign national
0%
20%
40%
60%
80%
100%
2019
2020
2021
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
2021
2020
2019
1,310
1,501
1,494
3,061
3,078
3,759
1,672
946
535
6,795
Local
Total
6,028
5,900
752
503
112
Regional
National
Foreign
Local
Regional
National
Foreign national
0%
20%
40%
60%
80%
100%
2019
2020
2021
Our supply chain is an equally powerful lever for 
the achievement of our sustainability strategy.  By 
sourcing goods and services from the community 
and in country, we contribute to local economic 
development and facilitate the development of 
thriving and self-sustaining businesses, which are 
able to succeed long after our operations have 
ceased.  Where goods and skills are available, we 
prioritize the use of local suppliers.  To ensure benefits 
remain in our host countries, we require at least 51% 
equity ownership of a local supplier by a host country 
citizen and that at least 80% of executive and senior 
management positions at the supplier are filled by 
host country nationals. 
Similar to our approach to local employment, where 
the products or quality we require are not immediately 
available, we identify vendors in the province or wider 
region, then host country operators, before finally 
looking to international companies.  We also take 
a longer-term view and our site supply teams work 
to build capacity and improve standards at local 
companies either through mentorship programs, skills 
and business training opportunities or by providing 
loans to cover the cost of the materials needed. 
In 2021, we procured goods and services worth 
$1.67 billion from suppliers in the communities 
closest to our operations.  In total, we spent nearly 
$5.5 billion on goods and services from local and 
host country suppliers.  This equates to 81% of our 
total procurement spend for the year.
LOCAL EMPLOYMENT
LOCAL SENIOR LEADERSHIP
PROCUREMENT SPEND ($ MILLION)

44
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
The primacy of 
partnership
Sharing the benefits
Supply chain
Listening to 
stakeholders
Resettlement
Managing supply chain risk
Our supply chain is one of the best opportunities we 
have to support economic growth and sustainable 
development in our countries and communities 
of operation.  However, that does not mean our 
commitment to robust ethical and sustainability 
standards is reduced, and we require all our 
suppliers, regardless of location, to meet the high 
standards we set for ourselves.  
To drive this, our standard contracts include 
clauses that commit vendors to uphold our core 
sustainability policies, including our:
	
■Conflict-Free Gold Policy;
	
■Anti-Bribery and Anti-Corruption Policy;
	
■Human Rights Policy; 
	
■Code of Business Conduct Ethics and our 
Supplier Code of Ethics; and
	
■Supplier Code of Ethics
Beyond this, as part of our due diligence and 
vendor on-boarding standards, we make sure 
our suppliers meet our standards and in order to 
identify potential risks, our process includes: 
	
■Pre-contract due diligence – We conduct due 
diligence on potential vendors to understand 
their business and risk profile.  The due diligence 
process examines financial health, capability in 
the industry, human rights protection, safety, 
environmental management and any history 
of malpractice.  Our checks include prohibited 
party, political exposure, as well as anti-bribery 
and anti-corruption screening.  For any potential 
or actual high-risk suppliers, we conduct 
additional reviews and advanced due diligence 
as needed.  Post-engagement operating 
controls are implemented where required.  These 
controls may include specific training for our 
high-risk vendors, additional clauses included in 
agreements or enhanced invoice reviews.  We 
define high-risk suppliers as those where we 
anticipate a large spend; working in certain high-
risk industries (such as customs, intermediaries, 
or immigration); based in high-risk jurisdictions 
and who are linked to, referred by or controlled 
by government officials or entities. 
	
■Ongoing monitoring - For the full life of a 
contract, our site and regional procurement 
teams work with our vendors to identify, 
evaluate and manage risks before they happen. 
We undertake periodic vendor recertification 
based on a rotating and risk-based schedule. 
For our largest or high-risk vendors, checks and 
risk assessments may be undertaken annually, 
depending on the risk profile.  Our onboarding 
process also includes checks for automated 
ongoing sanctions, political exposure, legal and 
regulatory violation for all active vendors.

45
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
The primacy of 
partnership
Sharing the benefits
Supply chain
Listening to 
stakeholders
Resettlement
Case study
BUILDING CAPACITY AND RAISING STANDARDS 
Our commitment to the highest ethical and sustainability standards 
does not stop at simply enforcing the rules.  We also work with 
local vendors to help them achieve the standards we expect.  
Building capacity not only helps to expand the 
pool of vendors we can work with, it also opens 
doors for these suppliers with other companies, 
maximizing the overall value we deliver.  It is a 
strategy that takes time, but ultimately creates 
business resilience, diversifies local economies 
and reduces dependence on the mine.  Small 
and Medium Enterprises (SMEs), including 
micro enterprises, play a critical role in socio-
economic development.  They are a huge 
source of employment and job creation for both 
developed and developing nations.  Across our 
operations, we work with local entrepreneurs 
and SMEs to strengthen their businesses and 
accelerate their growth.  
North Mara business incubator
At the North Mara mine, we have established 
a local business development program to help 
local businesses grow.  
The program provides workshops and mentorship 
opportunities for local businesses to help them 
take their enterprises to the next level.  
Mentors for the program are well respected 
industry leaders and organisations including: 
the Tanzanian Ministry of Minerals; Tanzania 
Revenue Authority; financial institutions; and 
the Dar es Salaam Stock Exchange.  Thus 
far, 15  businesses are participating.  Four 
workshops have been provided since November 
2021 covering topics such as: value proposition, 
market size and product offering; access to 
finance, business plans and growth strategies; 
as well as investment readiness and corporate 
governance, including the establishment of a 
board of directors.  
Carpintería Tomás Munizaga was one of the 15 businesses 
supported by the Veladero Business Incubator Program.  Through 
Barrick’s support for mechanisation, Tomás managed to increase 
production by about 70% - Iglesia, Argentina.

46
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
The primacy of 
partnership
Sharing the benefits
Supply chain
Listening to 
stakeholders
Resettlement
Emprende Alto program at  
Pascua-Lama 
During 2021, we established the Emprende Alto 
initiative to support and develop entrepreneurs 
and small businesses near the Pascua-Lama 
project, which sits on the Argentina-Chile 
border.  The initiative provides financial support 
to enable expansion, with technical training and 
advice on the development of business plans, 
marketing strategies and business accounting. 
During 2021, more than 230 small businesses 
and entrepreneurs participated in this program. 
Partnering for growth in Mali 
During 2021, we developed an accelerator 
program to build the capacity of local suppliers 
near our Loulo-Gounkoto complex in Mali. 
The program, which runs over a 13-month 
cycle, provides identified local companies with 
organizational assessment, training, business 
coaching and mentoring, and access to 
advice from lawyers and accountants.  The 
first group of 12 companies completed the 
program in 2021.
Case study: Building capacity and raising standards (Continued)
A multi-functional centre for the Djidjan Women Cooperative 
has been established near Loulo-Gounkoto, Mali.

47
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
The primacy of 
partnership
Sharing the benefits
Supply chain
Listening to 
stakeholders
Resettlement
Performance 
Communities and governments expect to see 
benefits from the development of their resources 
and returns on development from our presence 
in their communities, and we need to be honest 
about what these returns are.  In 2021, we 
contributed $10.1 billion in economic value to our 
host countries.  This includes wages and benefits 
to over 40,000 employees and contractors, 
payments to suppliers, dividends, taxes and 
royalties paid, and approximately $26.5 million 
invested in community development projects. 
Total economic value contributed
$14.1bn
$1.8bn
$2.7bn
$5.5bn
$26.5m
$194m
Other
payments
Community 
development 
investments
National 
Purchases
Payments to 
governments
Payments to 
employees
Total economic value distributed in host countries
Economic 
value and 
dividends 
distributed 
out of country
$10.1bn
$4bn
$1.3bn
$2.7bn
Payment to 
providers of 
capital 
distributed 
out of country 
Out of 
country 
purchases
Economic value statement

48
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
The primacy of 
partnership
Sharing the benefits
Supply chain
Listening to 
stakeholders
Resettlement
Social and economic development
Pueblo Viejo, Dominican Republic
96–98% 
primary school completion compared to 
a pre-Barrick operated baseline of 92%
15% tertiary education compared to  
a baseline of 0% and national average 
of 10%
70%/96% access to potable water 
for direct/indirect communities 
compared to a pre-Barrick operated 
baseline of 31%
3.1 people average household size 
compared to a baseline of 4.4 people
Education
Socio-
economic
3 hospitals compared to a pre-Barrick 
operated baseline of 0 hospitals
9 clinics compared to a pre-Barrick 
operated baseline of 0 clinics
1 maternity ward compared to a 
pre-Barrick operated baseline of  
0 maternity wards
19 health professionals per 10,000 
population compared to a baseline of 
0.7 per 10,000
This has improved local community 
access to health care in line with 
national standards
Health 
care
Nevada Gold Mines (NGM), USA
9 schools supported
11,000 students received Tier 1 
supports at  NGM sponsored schools
508 students case managed at  NGM 
sponsored schools
53 students received mental health 
services
Education
i-80 Fund
38 businesses supported
68 jobs created
150 jobs retained
6 contributing partners
Socio-
economic
5 health clinics and 4 maternity wards 
for nearby communities 
5.5 health professionals per 10,000 
people, compared to 4.3 nationally 
Malaria incidence 17.6, compared  
to national average of 19
Health 
care
Loulo-Gounkoto, Mali
96% primary school completion at 
mine supported schools, compared to  
a national average of 69%
84% secondary school completion at 
mine supported school, compared to a 
national average of 39%
52% primary school completion for 
girl students
49 average class size lower than 
national average of 63
Education

49
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
The primacy of 
partnership
Sharing the benefits
Supply chain
Listening to 
stakeholders
Resettlement
LISTENING TO STAKEHOLDERS
	
■Establish context-appropriate engagement structures and 
systems to involve stakeholders in decisions that affect 
them, making our development initiatives more effective 
and sustainable over the long term.
How we engage
How we engage with our local communities varies by 
site depending on the operating and social context, but 
the philosophy is consistent: engagement must be open 
and honest, and put the community at the heart of the 
decision.  The ways we engage include:
	
■Annual risk, impact and opportunity assessments 
to provide site management with enough information 
to design, develop and implement community 
engagement strategies. 
	
■Dedicated specialist site level resources who 
drive on-the-ground implementation of our community 
engagement work and strategy.  
	
■Annual stakeholder engagement plans to map and 
identify local stakeholders, including vulnerable groups. 
	
■Monitoring and reporting on our performance to 
both internal and external stakeholders. 
	
■Grievance mechanisms to enable communities and 
other stakeholders to formally lodge grievances.  We 
track the number of community grievances lodged on 
a monthly and quarterly basis, and aim to resolve all 
grievances received through the mechanism within  
30 days of receipt.  Carefully tracking grievances helps 
us to understand and address community concerns 
before they escalate. 
Our communities rightly expect the opportunity to 
contribute and participate in decisions that may 
affect them.  We work to establish transparent and 
participatory engagement mechanisms to:
	
■Deliver timely information regarding mining 
operations;
	
■Provide access to company representatives 
who listen to, and act on, community 
concerns;
	
■Identify and address community concerns 
before they escalate; and
	
■Resolve grievances in a fair and open manner.
Management approach
We believe that the most effective community 
engagement is managed and delivered at the local 
level and seeks engagement and participation 
of the local community.  Our commitment to 
the development of strong community relations 
and positive engagement is set out in our Social 
Performance Policy.  The policy compels us to:
	
■Engage with local communities through means 
that are culturally appropriate and transparent, 
and duly consider the circumstances of 
vulnerable persons and groups.
	
■Develop management systems for community 
relations, in line with international and industry 
best practice, to identify and manage 
significant social risks and opportunities.

50
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
The primacy of 
partnership
Sharing the benefits
Supply chain
Listening to 
stakeholders
Resettlement
Resolving grievances
All of our operations have grievance mechanisms, 
informed by the requirements of the UN Global 
Compact and the International Finance Corporation 
(IFC), in place.  We believe that the success of a 
grievance mechanism, or the measure of a mine’s 
relationship with its communities, should not be 
measured by the number of grievances received. 
A lack of complaints can indicate a mechanism 
or company that is not trusted or is regarded 
as unapproachable by local stakeholders, while 
a large number of grievances can indicate open 
lines of communication and robust community 
engagement activities.  By carefully tracking the 
number and type of grievances, and working 
to resolve them in a timely manner, we are able 
to identify issues that are important to local 
communities before they escalate or damage our 
social licence to operate. 
During 2021, we received 447 grievances 
across all regions.  This is an increase on 
the number of grievances we received in 
2020.  During 2021, we undertook community 
resettlement planning at Kibali and more than 
40% percent of the grievances we received 
in 2021 related to resettlement and land 
compensation concerns.  
As noted in the resettlement section, resettling 
communities is one of the most sensitive 
challenges that a mining company and local 
community can face, and it is not unusual to 
see an uptick in grievances received during 
the resettlement process.  To manage this, 
each resettlement we undertake has a working 
group and resettlement-specific grievance 
mechanism with dedicated team members 
responsible for the resolution of any grievances 
received.
We have a target to resolve all grievances through 
our mechanism within 30 days of receipt.
GRIEVANCES RECEIVED AND RESOLVED1
 
2021
2020
Grievances carried over into new 
year
42
62
New grievances received
447
368
Grievances closed during the year
374
385
Outstanding grievances at the 
end of the year
109
42
1	
265 grievances are currently open at the Porgera mine.  
However, as Porgera is in Care and Maintenance, we have 
not been able to progress resolution of these grievance.  
Resolving these grievances will be a priority action when the 
mine restarts.  Any imbalance of outstanding grievances is 
due to assets sold.  Sold assets include Lagunas Norte and 
Lone Tree in 2021, and Morila in 2021.
188
Resettlement
& land
related
Grievances
by type
2021
82 Property
damage
50 Payment 
or contracting
issues
47 Local
employment
46 Environment
& other
2 Road &
driving related
7 Human rights
25 Behavior (employee,
security & contractor)
TYPES OF GRIEVANCES RECEIVED IN 2021
10 NGM
10 North Mara
3 Lumwana
2 Veladero
247 Kibali
52 Pierina
40 Pueblo Viejo
33 Lagunas Norte
29 Bulyanhulu
3 Buzwagi
12 Loulo-Gounkoto
Grievances
by site
2021
6 Tongon
GRIEVANCES RECEIVED BY SITE IN 2021

51
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
The primacy of 
partnership
Sharing the benefits
Supply chain
Listening to 
stakeholders
Resettlement
RESETTLEMENT
Resettling households, if not well planned and 
carefully managed, can damage relationships 
with the local community, harm our social 
licence to operate or result in regulatory action 
from the government. 
As set out in our Social Performance Policy, our 
approach is to avoid, minimize or mitigate the need 
for resettlement.  This policy is guided by the IFC 
Performance Standards, and compels us to: 
	
■Work to make sure that the affected parties 
are fully engaged in, and help to shape, the 
resettlement process; and 
	
■Improve or at least restore the relocated 
persons’ standard of living. 
The key features for any resettlement process we 
undertake are: 
	
■The establishment of a resettlement policy 
framework;
	
■This is followed by a Public Participation 
Process (PPP).  The PPP encourages the 
inclusion of any and all opinions and grievances 
in the compensation process; and
	
■The results of the PPP are used for the 
development 
and 
implementation 
of 
a 
Resettlement Action Plan (RAP) which covers 
aspects such as economic displacement 
and livelihood restoration.  The RAP must be 
agreed to prior to any resettlement occurring.    
Construction of the new church at the Avokala resettlement site near Kibali, DRC.

52
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
The primacy of 
partnership
Sharing the benefits
Supply chain
Listening to 
stakeholders
Resettlement
Performance
During 2021, we undertook resettlement planning, 
including for the Kalimva-Ikamva resettlement at 
Kibali and some legacy resettlements at North 
Mara.  As part of the resettlement process, 
affected community members are given the option 
to either:
	
■Have a house built, or 
	
■Receive funds to build their own houses. 
Resettled communities will have access to clean 
water, and the opportunity to have solar panels 
installed as part of the resettlement, which is a 
livelihood improvement.  
At the Pueblo Viejo mine in the Dominican 
Republic, our growth plans will require us to 
build an additional Tailings Storage Facility. 
Efforts 
are 
now 
focused 
on 
community 
relations and environmental base studies in two 
potential locations, for which the Dominican 
Republic government will also be conducting 
a 
government-led 
independent, 
strategic 
environmental assessment.  Although we have 
not yet selected a site, as part of our commitment 
to transparent and open dialogue with potentially 
impacted people, we are already working 
closely with the local community to provide up 
to date information, and to educate, engage and 
encourage participation in the discussions and 
any potential future resettlement process. 
Schools and a Catholic Church constructed at the  
Kokiza resettlement site - Kibali, DRC.

53
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
The primacy of 
partnership
Sharing the benefits
Supply chain
Listening to 
stakeholders
Resettlement
Artisanal and small-scale mining 
The corridors are owned and mined by ASM 
collectives, and are administered by local 
youth associations.  To assist the collectives, 
geologists from Kibali provided reports on the 
gold profile of the land.  Similarly, at our Loulo-
Gounkoto complex in Mali, we have identified 
land within our permit for the creation of an 
ASM corridor and are currently awaiting further 
assistance from the Malian government, so it 
can be transferred to the ASM community.
Another focus of our approach to ASM 
management is to develop alternative livelihood 
opportunities for ASM communities.  We provide 
regular training to equip local community 
members with the necessary skills to get work 
either on our mine or in other local businesses, 
and by prioritizing the purchase of goods and 
services from the local community.  
A prime example of this is Isiah Logo, the 
owner of Le Coq.  Mr Logo is a former illegal 
miner and a long-time contractor for Kibali.  In 
2010 when Kibali was still a project, Mr Logo 
with encouragement from the legacy Randgold 
team, formed and registered Le Coq with the 
Congolese government as a business.  His first 
job for Kibali was stone pitching and assisting 
with the maintenance of two local bridges.  
Artisanal and small-scale mining (ASM) is a 
complex and widespread challenge faced by the 
gold mining industry.  It is estimated that ASM 
provides livelihoods for up to 100 million people 
worldwide.  However, ASM is often unregulated 
and associated with negative health, safety, 
human rights and environmental impacts. 
Our 
Loulo-Gounkoto 
(Mali), 
Tongon 
(Côte 
d’Ivoire), Kibali (DRC), Porgera (Papua New 
Guinea), Pierina (Peru) and Bulyanhulu, Buzwagi 
and North Mara (Tanzania) mines and closure 
sites all have exposure to artisanal mining. 
Where we have ASM occurring within our permits, 
we align with ICMM guidance and follow an 
approach based on the principle of no-conflicts, 
no-invasions.  We also strive to work in partnership 
with our host communities, governments and 
specialist 
non-governmental 
organizations 
(NGOs) to develop mutually beneficial long-term 
strategies to reduce or eliminate ASM. 
An example of this approach in action is the ASM 
corridor we developed near Kibali.  The corridor, 
which was established in 2016 in collaboration 
with the Congolese government and specialist 
NGO PAX, is an area of six land plots adjacent to 
our permit.  It is only in these corridors that the 
local ASM community is able to operate.  
From small beginnings, Mr Logo has proved himself 
to be an efficient and reliable contractor.  Le Coq 
now employs more than 65 people all from the local 
community, many of whom are former artisanal miners.

54
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Occupational health & 
safety
Human rights
Environment
HEALTH & SAFETY
2021 
LTIFR 
0.38
24% decrease 
since 2019
2021 
TRIFR 
1.47
13% year-on-
year decrease1
100% 
operational sites 
certified to 
ISO 45001 
8% 
decrease
in malaria 
incidence in 20211
59% of 
employees 
fully vaccinated plus 8% partially 
vaccinated against Covid-19 2
1	
Compared with 2020.
2	
At December 31, 2021.
3 
Emergency Response Team - Veladero, Argentina.

55
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Occupational health & 
safety
Human rights
Environment
Health & safety is identified by the World Health Organization as 
a fundamental element of sustainable development.  At Barrick, 
health & safety is a core value.  We know that mining is a sector with 
a multitude of inherent risks, and that failure to implement robust 
safety standards can lead to equipment damage, serious injury or 
even fatalities.  We also resolutely believe that, with the right controls 
and appropriate employee training in place, incidents are avoidable. 
Management approach
Our Occupational Health & Safety Policy is 
readily available both on site and online, the core 
components of the policy are to translate our 
commitments into action and outcomes on the 
ground.  Each site has its own site-specific safety 
management plan, procedures and system in 
place.  
Our commitment to the health & safety of our 
people, our contractors and visitors to our sites 
is set out in our group-level Occupational Health 
& Safety Policy.  We work to build a strong 
safety culture based on individual and shared 
responsibility and aim to continuously improve our 
safety performance. 
Our ultimate ambition is zero harm.  That means we 
eliminate fatalities and life-altering injuries from our 
operations, and to reduce the number of potential 
hazards on site to the lowest possible level.  
Our Health & Safety Policies and Procedures also apply to our contractors and 
partners.  Site inspections at a road upgrade - Kibali, DRC.

56
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Occupational health & 
safety
Human rights
Environment
Meet or exceed the 
regulatory requirements 
in our host countries, 
and in the absence of 
robust in-country 
legislation, meet industry 
best practice and 
standards. 
Our 
sustainability 
strategy
Health 
& safety
Establish and maintain 
occupational health & 
safety (OH&S) systems that 
facilitate a structured 
approach to mitigate health 
& safety risks at all the 
sites we manage.
Provide the leadership 
and resources necessary 
for an effective and 
sustainable OH&S 
management system. 
Promote a safety culture 
that encourages people 
to proactively manage 
health & safety risks 
through education, 
instruction, information 
and supervision.
Health & safety policy

57
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Occupational health & 
safety
Human rights
Environment
Journey to Zero Harm 
Our ultimate goal is to become a Zero Harm 
workplace.  To meet this goal, we launched the 
Journey to Zero Harm initiative in 2020.  
Zero Harm is achieved when all personnel across 
all regions and levels of the company consistently 
achieve zero recordable injuries. The concept 
is focused on proactive management of safety 
across the company and involves: 
Key 
elements 
of 
the 
site-specific 
safety 
management systems include:
	
■Site-level risk assessments to identify and 
inform people of any potential operational 
risks and the most appropriate controls.  We 
also require individual risk assessments to 
be undertaken prior to any worker or team 
conducting a potentially hazardous or non-
routine work activity.
	
■Training is the cornerstone of our approach 
to health & safety management.  The first time 
anyone steps onto one of our mines, they must 
complete safety orientation and training specific 
to that site. 
	
■Monitoring is consistently conducted through 
regular internal and external audits, inspections 
and assurance reviews of our safety procedures. 
We use daily on the ground Leadership Safety 
Interactions to actively engage our people in 
the review, to identify potential weaknesses 
in our controls and to develop alternative and 
additional controls.
All of our operational sites are certified to the  
ISO 45001 standard. 
We believe that to achieve our safety vision and 
targets, we must make safety personal.  That is 
why we work to train and upskill our staff on safety 
and risk awareness, particularly in some of the 
more remote areas in which we work, where critical 
risk and safety awareness is less mature.  Across all 
our sites, we also focus on fit-for-work programs, 
which consider the importance of other health or 
wellness aspects such as mental health, adequate 
sleep, exercise and diet.
	
■Visibly present leadership and engagement with our 
workforce through Safety Leadership Interactions;
	
■Aligning and improving our standards; 
	
■Ensuring accountability to our safety commitments; 
and
	
■Authority to stop unsafe work.

58
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Occupational health & 
safety
Human rights
Environment
Responsibility and 
accountability
Our Group Sustainability Executive is responsible 
for the implementation of our safety policies, the 
associated procedures and overall performance.  
The Group Sustainability Executive is supported 
by regional-level health & safety leads as well as 
dedicated site-level health & safety teams, who 
drive implementation at the operational level.  
While the Board and Executives are ultimately 
accountable for our safety performance, we firmly 
believe that safety and safe work is everyone’s 
responsibility, and we strive to instill a culture 
where our people not only take responsibility 
for their own safety but also the safety of their 
colleagues, the community and the environment. 
Responsibility and accountability - health & safety 
Weekly
reporting
Weekly
reporting
Weekly
reporting
Quarterly
reporting
E&S Committee
Site level Health &
Safety managers
Regional H&S leads
Board
Executive Committee
President & CEO
Group Sustainability
Executive
Quarterly
reporting

59
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Occupational health & 
safety
Human rights
Environment
Measuring safety 	
We monitor our safety performance by tracking a 
combination of leading and lagging indicators.  We 
track the number of high potential incidents (HPIs) 
reported at each site to ensure site management 
is effectively managing near-miss incidents that 
have a higher risk potential.  Root cause analysis is 
completed for all HPIs to identify potential causes 
and controls, and the lessons learned from these 
incidents are shared globally. 
The lagging indicators we track include Lost Time 
Injuries (LTI) and Total Recordable Injuries (TRI), as 
well as Restricted Duty Injuries (RDI) and Medically 
Treated Injuries (MTI).  We analyze and report 
frequency rates at a site, regional and group level.  
Safety performance is integrated into weekly, 
monthly and quarterly reporting, and is discussed 
during weekly Executive Committee meetings and 
regional operational meetings.  These reports help 
us to understand the severity and frequency of 
any injuries that occur at our operations, recognize 
trends and take timely action to focus our safety 
management efforts.
Safety is also a key agenda item at every meeting 
of the Board’s ESG & Nominating Committee, 
and achieving our injury reduction and workplace 
safety improvement goals are integrated into our 
Sustainability Scorecard and form a significant 
part of both site and group-level incentive 
compensation.  Our safety improvement goals for 
2022 are to achieve a TRIFR of 1.39 and LTIFR 
of 0.29.

60
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Occupational health & 
safety
Human rights
Environment
Case study
METAL ON METAL INCIDENTS IN NEVADA
Mining 
involves 
moving 
large volumes of material with 
heavy mobile equipment 
(HME), which pose potential 
safety hazards and risks.  
One of these potential risks is Metal on 
Metal  incidents that occur with HME or 
light vehicles.  Analysis showed that metal 
on metal incidents have been some of our 
most frequent incident types at Nevada Gold 
Mines.  Fortunately to date, the bulk of these 
incidents have been minor with no significant 
injuries.  However, they remain HPIs, and this 
is not a risk we are comfortable with.  That 
is why during 2021, NGM’s focus was to 
reduce its metal on metal HPIs.  We tackled 
the issue in three parts:
	
■First, the NGM safety team did a deep 
dive review of the root cause analysis 
from past incidents to understand the 
contributing factors.  Three main factors 
were identified: poor communication; 
limited visibility; and lapses in judgement.

61
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Occupational health & 
safety
Human rights
Environment
	
■The next step was to establish cross-
functional teams to identify gaps within each 
NGM operation.  The teams were led by 
the mine General Managers and made up 
of operators, supervisors, superintendents 
and safety specialists.  Where gaps or 
areas of concern were identified, action 
plans were developed and implemented.
	
■Finally, we developed a safety share 
exercise to raise awareness of metal on 
metal incidents at safety meetings and to 
obtain feedback directly from the operators, 
as to their perspectives and experience.
Case study: Metal on Metal incidents in Nevada (Continued)
As shown above, NGM’s HPI frequency 
has improved quarter on quarter in 2021, 
and there was a 92% decrease from 
13 metal on metal incidents in Q1 to  
1 in Q4.  
To address this, we will continue to focus on 
improving our understanding of high-potential 
risk and control effectiveness in 2022.  Our focus 
will be on leading indicators, such as safety 
interactions, near miss reporting, and critical 
control verifications with our leadership team - 
from frontline Supervisors to Managers.  
2021 NGM HPI
0
5
10
15
20
25
30
26
22
20
10
13
7
6
1
Q4
Q3
Q2
Q1
HPI
M2M

62
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Occupational health & 
safety
Human rights
Environment
Performance
At the group level, we saw the TRIFR improve 
almost 13% year-on-year and by over a third 
since 2019.  Our LTIFR shows a significant 24% 
reduction since 2019, but a slight increase on 
2020.
Despite 
these 
improvements, 
our 
overall 
safety performance in 2021 was disappointing.  
Unfortunately, we recorded two fatalities during 
the year.  
QUARTERLY LTIFR AND TRIFR STATISTICS
The first was on July 14, 2021, when an incident 
occurred at Hemlo resulting in the tragic fatality of 
an underground mining contractor.  The second 
was on September 1, 2021, when an incident at 
Tongon resulted in the tragic fatality of a drilling 
contractor.  Our response to these events is two 
pronged.  
At a site and operational level, we carried out full 
investigations to understand the root cause of each 
incident and implemented corrective action plans at all 
our operations to prevent recurrence.  On a human level, 
we have worked to provide support to the families of the 
victims and to their coworkers and extended teams on the 
ground.
LTIFR
TRIFR
0.0
0.5
1.0
1.5
2.0
2.5
3.0
2.12
2.00
2.09
2.28
2.75
2.18
2.23
1.86
1.63
1.60
2.07
1.43
1.40
1.60
1.30
1.57
0.52
0.42
0.43
0.46
0.61
0.52
0.41
0.47
0.32
0.27
0.45
0.32
0.49
0.23
0.40
0.42
Q4 21
Q3 21
Q2 21
Q1 21
Q4 20
Q3 20
Q2 20
Q1 20
Q4 19
Q3 19
Q2 19
Q1 19
Q4 18
Q3 18
Q2 18
Q1 18

63
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Occupational health & 
safety
Human rights
Environment
OUR SAFETY PERFORMANCE 
(WORKFORCE)
2021
2020
2019
LTI
46
37
49
LTIFR
0.38
0.34
0.50
TRI
176
183
219
TRIFR
1.47
1.68
2.24
Fatalities
2
1
0
Employees
 
Fatalities
LTIs
LTIFR
TRIs
TRIFR
AME
-
5
0.20
42
1.64
LATAM
-
2
0.16
10
0.78
NA
-
20
1.36
43
2.93
Group
-
27
0.51
95
1.79
Contractors
Fatalities
LTIs
LTIFR
TRIs
TRIFR
AME
1
10
0.24
39
0.93
LATAM
-
3
0.15
13
0.65
NA
1
6
1.32
29
6.40
Group
2
19
0.28 
81
1.21
We consider contractors to be an extension 
of ourselves, and our safety performance data 
includes contractors.  However, to ensure our 
contractors are meeting our safety standards, 
we also track performance for direct employees 
and contractors separately, and take action as 
necessary. 
2021 SAFETY PERFORMANCE BY 
EMPLOYEES AND CONTRACTORS

64
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Occupational health & 
safety
Human rights
Environment
Case study	
INCIDENTS AND INVESTIGATIONS
We take all safety incidents 
seriously. 
 
Every 
incident 
is investigated utilizing the 
Incident 
Cause 
Analysis 
Method (ICAM) to understand 
the root cause of each incident 
with a view to enhancing safety 
protocols and procedures and 
preventing similar issues from 
occurring in the future.  
ICAM outlines an investigative process and 
a set of tools that consider and look beyond 
human error while examining the contributing 
factors leading to incidents.  It also enables 
the development of recommendations to 
prevent incident recurrence.  The objectives of 
ICAM are to: 
	
■Establish the facts;
	
■Identify root causes and key contributing 
factors;
	
■Review the adequacy of existing controls and 
procedures; and
	
■Recommend corrective actions.
For example, the investigation into the tragic fatality 
at Tongon in September 2021 identified 24 areas for 
improvement, including issues in the maintenance 
department and lock out of equipment, teams not 
adequately completing equipment pre-start checks and 
a failure to implement the stop unsafe work authority.
We have now closed all of the 24 recommendations 
from the investigation.  Actions taken included 
refresher training for all operators on pre-start checks 
and escalation procedure, review of the pre-start 
check list to include operator’s responsibility to report 
any class A defects and stop work, and an audit of 
contractor maintenance safety systems against the 
Barrick maintenance standard to identify any gaps.
Analysis shows many of our safety incidents and 
both 2021 fatalities involve contractors. While under 
different management, we regard contractors on site 
as an extension of our business, and we work hard to 
make sure they comply with all our rules and meet our 
standards.  Reducing contractor safety incidents will 
be a key focus both for the group and particularly for 
NGM during 2022.
Regular emergency response drills are carried out - Tongon, Côte d’Ivoire.

65
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Occupational health & 
safety
Human rights
Environment
Emergency response
We 
have 
specially 
trained 
and 
dedicated 
emergency response teams across all sites.  At 
our operations, each department has team 
members trained in first aid to provide care until 
the emergency response team arrives.  
Our underground mines have specially trained 
underground rescue teams, and all underground 
operations include refuge chambers where people 
can seek shelter should rockfalls or cave-ins 
occur.  We do mock drills and equipment testing 
regularly throughout the year for emergency 
situations and should a reaction to a mock drill be 
sub-standard, additional training is undertaken.  
All emergency response plans and procedures are 
widely and regularly communicated throughout 
the communities near the mine.
Emergency Response Team - Veladero, Argentina.

66
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Occupational health & 
safety
Human rights
Environment
OCCUPATIONAL HEALTH
Mining can expose workers to a range of 
occupational health risks, all of which can lead to 
serious long-term health problems if not carefully 
managed.  These include:
	
■Respiratory problems through exposure to 
dust or hazardous materials; 
	
■Industrial deafness from prolonged exposure 
to loud noises from heavy machinery and drills; 
	
■Strain injuries from repetitive movements; 
and 
	
■Mental health issues linked to high-pressure 
work in often remote locations.  
We are determined to protect our people from 
occupational health issues.  We do this through 
our health & safety management systems, 
whereby we apply a systematic approach to 
anticipating, identifying, evaluating, controlling 
and monitoring occupational health hazards 
and exposure.

67
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Occupational health & 
safety
Human rights
Environment
Case study
KEEPING A WATCHFUL EYE ON DRIVER FATIGUE
With rotating shifts, long 
days and lengthy commutes, 
employee 
fatigue 
is 
a 
significant risk across our 
operations.  
We have a number of initiatives to manage 
employee fatigue, including sleep awareness 
and fit-for-work programs.  At our Pueblo 
Viejo mine in the Dominican Republic, we have 
upped the ante and are using technology to 
undertake a sleep quality assessment for our 
workforce.  The program uses in-vehicle sleep 
camera technology to analyze employee faces 
and responses to determine fatigue level. 
Drivers were also provided with watches to 
wear to monitor their sleep patterns, and 
ensure they are sufficiently rested before each 
shift.  Based on the results, we have developed 
an intervention plan which includes training 
and monitoring to better improve fatigue 
management for our drivers.

68
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Occupational health & 
safety
Human rights
Environment
Our approach to OHS
Occupational hygiene surveys
We conduct job specific risk assessments 
to understand exposure levels.
Health & wellbeing 
We run personal health and wellness programs 
focusing on issues such as stopping smoking, 
healthy eating, and fatigue awareness.
Engineering controls 
Our first line of defence 
when a risk cannot 
otherwise be managed.
Shift rotation 
We rotate shifts to manage 
exposure to hazards.
Personal Protective Equipment (PPE) 
Everyone is provided with appropriate PPE prior to 
entering operational areas of our mines.
Regular medical checks 
Employees are regularly checked for traces 
of heavy metals, respiratory and lung 
function issues, and signs of industrial 
deafness. High risk staff also receive 
additional biological and radiation testing.

69
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Occupational health & 
safety
Human rights
Environment
Case study
OUR CONTINUED COVID-19 RESPONSE
The Covid-19 pandemic continued to cause challenges in 2021, 
and with the Omicron variant emerging late in the year, it is 
clear that Covid-19 is something we cannot eliminate but must 
learn to live with.  
The core of our Covid-19 response has always 
been everyone’s safety.  Throughout 2021, 
we continued our commitment to good health 
through preventing transmission, promoting 
vaccines, and providing the necessary 
personal protective equipment (PPE) to all our 
staff.  We operate in vastly different countries 
and cultures, but across the board our staff 
adjusted well to the ‘4 Ps’ introduced in 2020 
and continued in 2021:
	
■Proactive - We engage with local 
governments to ensure all our in-country 
measures are in line with the law. 
	
■Preparedness - We continue to identify 
and work with supply partners who may 
be more severely impacted in certain 
regions, to ensure our supply chain is not 
impacted.
	
■Prevention - We maintain Covid-19 protocols 
across our sites to reduce the chance of 
spreading infection in the workplace.  Hygiene 
protocol requires hand sanitizing before entry. 
We encourage social distancing, regular hand 
washing and masks. 
	
■Perspective - We continue regular and 
effective communication across all sites and 
offices to ensure our global team is kept up 
to date with the latest information.
We have also encouraged vaccination of our 
workforce, and to support vaccination drives 
in our communities of operation.  This includes 
making vaccinations available on site for our 
workforce, and procuring and sharing vaccines 
for community clinics.  At the end of 2021, 59% 
of our employees were fully vaccinated and a 
further 8% partially vaccinated.

70
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Occupational health & 
safety
Human rights
Environment
Dominican Republic
One country where our vaccination program 
has been particularly successful is the 
Dominican Republic.  Before Covid-19 was 
declared a pandemic, our team understood 
that education was going to be instrumental if 
we wanted to successfully manage the virus. 
We also recognized that vaccinations, even 
though not yet developed, would be critical.  
With that in mind, the team provided Pueblo 
Viejo employees with extensive information 
regarding Covid-19, including: 
	
■How vaccines work and their basic 
principles;
	
■How vaccines were instrumental in human 
development by helping eradicate diseases 
that used to decimate entire populations 
or permanently impair individuals;
	
■Vaccine safety and side effects; and
	
■Vaccine programs in the Dominican 
Republic and how these programs had 
helped to improve health and poverty 
indexes in the country.
Case study: Our continued Covid-19 response (Continued)
When vaccines became available, we developed 
a detailed vaccination roll-out plan so that 
as soon as they were ready, we could begin 
vaccinating our people.  We also developed 
a strategic alliance with the provincial office 
of the Ministry of Health and offered support 
around both vaccine logistics and vaccine 
administration.  Our vaccination program was 
designed to include not only direct employees, 
but also contractors, expats, and visitors.  We 
also developed programs to vaccinate nearby 
communities, particularly targeting the elderly 
and other vulnerable populations.
Within the local community, our Community 
Relations department arranged for doctors to 
visit local schools and community centers to 
deliver talks and presentations, and we adapted 
our educational materials and shared them with 
local schools.

71
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Occupational health & 
safety
Human rights
Environment
Net benefits: Taking a bite out of Malaria
Figures from the World Health Organization 
indicate there were an estimated 241 million 
cases and 627,000 malaria related deaths 
in 
2020. 
Sub-Saharan 
Africa 
carries 
a 
disproportionate burden of the disease with an 
estimated 88% of all global cases and 90% of all 
malaria linked deaths occurring in sub-Saharan 
Africa.  The DRC alone accounts for 10% of all 
global cases of malaria.
Alongside the massive human cost, malaria has 
a high economic price tag.  On our mine sites, 
it accounts for as much as 20-25% of all worker 
absences every year.  Thus, it is in the interests 
of our business, and the welfare of our workforce 
and local communities, that we take meaningful 
steps to eradicate malaria from our operations 
and local communities.  We have an ongoing 
target of a 5% year-on-year reduction in malaria 
incidence rates.
As with everything we do, our approach to tackling 
the scourge of malaria is underpinned by science. 
That means that prior to undertaking site and 
community spraying we work with entomology 
consultants to understand which chemicals will 
be the most effective to spray at each site, and 
adapt the chemicals used appropriately.  
MALARIA INCIDENCE
%
Baseline
2021
2020
2019
Loulo
51.1 (2005)
25.7
21.9
22.6
Gounkoto
74.0 (2011)
14.4
13.8
15.8
Kibali
113.1 (2011)
12.7
15.7
21.2
Tongon
132.7 (2010)
52.6
38.3
40.4
Lumwana
29.0 (2013)
7.9
21.0
14.8
North Mara
21.9 (2013)
6.4
15.9
11.0
Bulyanhulu
n/a
11.2
11.4
16.5
Buzwagi1
n/a
3.0
4.7
8.4
Group
16.5
18.0
19.2
1	
Buzwagi entered closure in 2021.
We work to ensure the people spraying buildings 
and other areas are appropriately trained in correct 
spraying procedures.  We also test spray areas on 
a monthly basis to ensure spray residues remain 
effective.
During 2021, we spent more than $1.1 million on 
initiatives to combat malaria in Africa and achieved 
an 8% incidence reduction compared to 2020. 
Our efforts included:
	
■Distributing more than 20,350 impregnated 
mosquito nets;
	
■Larvaciding within a 10km radius of some of our 
mines;
	
■Working with an entomology consultant to 
understand which chemicals would be most 
effective to spray at each site; 
	
■Training staff to ensure correct chemical spraying 
techniques were adopted, and expanding the 
areas sprayed;
	
■Providing insect repellent to night shift workers 
(who are at higher risk of exposure to the 
disease); 
	
■In Mali, continuing to provide prophylactic anti-
malarial medication to our workforce during the 
four-month transmission season; and
	
■Conducting indoor residual spraying in our 
communities for the first time.  
Combating malaria through indoor residual spraying (IRS) - Lumwana, Zambia.

72
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
RESPECTING HUMAN RIGHTS
Standalone 
Human 
Rights 
Report 
published
Human rights 
training 
program 
updated and 
rolled out 
2,269 
Public and private 
security personnel 
trained in Voluntary 
Principles on 
Security and 
Human Rights
43% 
employees with collective 
bargaining agreements1 
Signatory to  
Voluntary 
Principles on 
Security and 
Human Rights; 
Annual Plenary Report submitted
4 
1	
At December 31, 2021.
Independent training in the Voluntary Principles on Security and Human 
Rights (VPSHR) is provided to both private and public security - Kibali, DRC.

73
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
Respect for human rights is a foundational value at Barrick and 
an integral part of our sustainability strategy.
We work across a diverse range of social, 
economic and political contexts, and are part of the 
fabric of society in the communities and countries 
in which we operate.  We know our activities and 
the activities of those with whom we do business 
can both promote and negatively impact human 
rights.  We acknowledge our responsibility and the 
opportunity to contribute to realizing human rights 
for people around the world.
We understand that our activities, and those of 
our business partners, can both positively and 
negatively impact our stakeholders.  We strive 
to maximize the positive contribution to our 
stakeholders and to minimize or prevent any 
negative impacts.  We do this by first setting 
high expectations and then disclosing our 
performance.
Management approach
Our commitment to respect human rights is 
codified in our standalone Human Rights Policy 
and informed by the expectations of the UN 
Guiding Principles on Business and Human Rights 
(UNGPs), the Voluntary Principles on Security and 
Human Rights (VPs), and the OECD Guidelines for 
Multinational Enterprises. 
Our 
Human 
Rights 
Policy 
sets 
out 
our 
clear expectation for all our employees and 
contractors to respect human rights in our daily 
work and recognize the equality and dignity of 
the people with whom we interact every day.  We 
have zero tolerance for human rights violations 
wherever we operate.  Our journey to meeting 
these commitments is rooted in a philosophy of 
continuous improvement and learning. 
Community investment to provide safe and clean water to communities - Pueblo Viejo, Dominican Republic.

74
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
We will respect the 
human rights of all 
stakeholders impacted 
by our operations.
We do not tolerate 
violations of human rights 
committed by our 
employees, affiliates or any 
third parties acting on our 
behalf or related to any 
aspect of a Barrick 
operation.
All suppliers and contractors 
are required to comply with 
all national laws, the 
International Bill of Human 
Rights, and the International 
Labor Organization (ILO) 
Conventions.
We always 
strive to act in 
accordance with the UN 
Guiding Principles on Business 
and Human Rights, the OECD 
Guidelines for Multinational 
Enterprises, and the Voluntary 
Principles on Security and 
Human Rights.
Respect 
human 
rights
Our 
sustainability 
strategy
Human rights policy

75
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
Our current Human Rights Policy establishes the 
fundamental premise of our approach to human 
rights.  The Policy pays particular attention 
to potentially impacted stakeholders such as 
employees, contractors, and local communities 
and includes a commitment to respect the distinct 
nature of the rights of Indigenous Peoples and 
their relationship with the environment.  
Our commitment to respecting human rights 
is augmented through other policies that guide 
employee 
and 
contractor 
worker 
behavior 
including:
	
■Code of Business Conduct and Ethics -  
describes 
how 
we 
ensure 
respect 
for 
internationally 
recognized 
human 
rights 
through our basic premise that all employees, 
suppliers, and contractors are expected to act 
with honesty, respect and integrity. 
	
■Anti-Bribery and Anti-Corruption Policy -  
commits the company to operate ethically. 
Corruption can have a negative impact on the 
enjoyment of human rights and undermines 
the legitimacy and effectiveness of the 
governments, as well as their ability to uphold 
the rule of law. 
	
■Social Performance Policy - respect for 
human rights is considered essential to 
contribute to the social and economic 
development of our host countries and 
communities, and to foster respectful and 
constructive relationships with all of our 
stakeholders.
Pueblo Viejo CDC invested in the construction of the Polyclinic in El Limpio – Zambrana, Dominican Republic.  The Polyclinic will provide 
approximately 8,000 people with access to healthcare.

76
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
Our approach in practice
We take our responsibility to respect human rights 
seriously and empower each site to lead the 
identification and management of their impacts, 
with oversight provided at the regional, executive, 
and Board level.
We implement our Human Rights Policy on the 
ground via our Human Rights Program, which has 
five key facets:  
	
■Monitoring and reporting - We monitor 
for potential human rights incidents and aim 
to transparently report all incidents.  We 
publicize our human rights commitments to 
local communities and other stakeholders and 
consult with them about their expectations 
around human rights.
	
■Due diligence - Our mines conduct human 
rights assessments on at least a two-year cycle. 
In the first year, every operational mine conducts 
a self-assessment to evaluate the actual, 
potential and perceived human rights risks and 
impacts of the operation.  In the second year, an 
independent human rights assessment program 
is conducted at mines identified to have medium 
and high exposure to human rights risks.  In 
2021, we carried out independent human rights 
assessments at our Kibali, Loulo-Gounkoto, 
and Pueblo Viejo mines. 
We also conduct basic due diligence in a pre-qualification 
process, including for human rights issues, on all direct 
suppliers before contracting with them.
	
■Disciplinary action and remedy - Any violation of our 
human rights policy leads to disciplinary action, including 
and up to termination of employment or contracts, 
depending on severity.  If we discover any violation, 
we cooperate with the relevant authorities and law 
enforcement agencies in prosecution efforts.  We may 
also assist victims in seeking redress directly against 
perpetrators using internationally recognized channels.
	
■Training - Our employees undergo training 
on our human rights expectations as part of 
their induction and annual refresher training. 
Additional and enhanced specialist human 
rights training is provided for employees at 
operations with higher human rights risks or in 
higher risk roles, including security personnel.  
In total during 2021, we trained more than 
2,269 public and private security personnel on 
the VPs.
	
■Suppliers - Human rights are an important 
part of the supplier onboarding process.  All 
suppliers must commit to our Supplier Code of 
Ethics, which includes human rights provisions. 
Completion of the Human Rights and Voluntary Principles  
on Security and Human Rights (VPSHR) training - Kibali, DRC.

77
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
Training and engagement 
Our employees are responsible for our overall 
performance.  To make sure we meet our human 
rights commitments, we provide continuous 
training.  This helps ensure they know and 
understand how to integrate human rights into 
our day-to-day decision-making. 
Induction
All our people, regardless of location or 
position, receive basic human rights training 
as part of their new starter induction through 
various training mechanisms, such as our 
online induction course covering our Business 
integrity and Ethics program and/or our in-
classroom induction courses.
Continuous engagement
Further to our induction training, every 
employee with access to a computer receives 
an interactive online Code of Business Conduct 
and Ethics, Anti-Bribery and Anti-Corruption, 
Human Rights and Reporting annual refresher 
training.  To complement our online training, 
we provide participatory live or in-person 
training to identify those who may be more 
exposed to certain human rights risks and 
should therefore receive enhanced, in-person 
human rights training on an annual basis that 
allows for discussion and clarification of any 
concerns. 
All Country Managers, regional Chief Operating 
Officers (COOs), mine General Managers as well 
as employees from the finance, supply chain, 
and human resources departments were trained 
during 2021 either live through video conference 
or in-person.  In addition, during 2021, almost 950 
public and private security personnel at our North 
Mara, Bulyanhulu, Kibali, Loulo-Gounkoto and 
Pueblo Viejo mines received in-depth training on 
the VPs.
The training, which was conducted by independent 
human rights specialists Avanzar includes potential 
human rights challenges that participants might 
encounter in the course of their job and need to resolve.  
These challenges spark conversation and open dialogue 
and reinforce learning.  All our people are required to 
sign annual certifications stating that they are not aware 
of any potential unreported violations of our Human 
Rights Policy and agreeing to report any they may learn 
of.  This also serves as a reminder of the importance of 
the program.

78
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
Our salient human rights issues
We prioritize the potential impacts of our operations 
on the rights of our stakeholders to ensure we are 
addressing what matters most.
We identify, assess and evaluate our salient issues 
through a wide range of internal assessments and 
external engagement processes.  Our most important 
source of information is our stakeholders, particularly 
our local communities with whom we have built strong 
and lasting relationships grounded in a philosophy of 
transparency and continuous dialogue.
We also identify potential impacts to human rights 
through our site grievance mechanisms, hotline 
reports and internal monitoring and evaluation 
mechanisms including third-party human rights 
assessments, as well as internal and external audits.
Finally, we participate in multi-stakeholder initiatives 
including the Voluntary Principles on Security and 
Human Rights and industry associations such as 
the Mining Association of Canada (MAC), the WGC 
and the ICMM to broaden our understanding of 
where the risks for negative human rights impacts 
are most significant for mining companies. 
Currently, we have identified the following salient issues:
Non-discrimination
Health & safety
Working conditions
Responsible resettlement
Security
Water use and management
Indigenous Peoples’ rights
Supplier training and 
engagement
We regard our supplier and contractors as 
extensions of our operations.  That means our 
policies and procedures are equally applicable 
to them. All our contractors’ employees working 
onsite must under go induction training in order to 
access the site.
We also provide ongoing vendor onboarding for 
those contractors that are classified as high-risk.  
We define high-risk vendors as those:
	
■With contracts over $5 million or $500,000 
(depending on the risk level of the jurisdiction);
	
■Handling hazardous materials or part of high-
risk industries;
	
■From a high-risk country (as defined by 
the Transparency International Corruption 
Perceptions Index);
	
■Sole sourced; or
	
■That pose a high human rights risk.
Medium to low-risk contractors receive refresher 
onboarding every three years and may be required to 
undergo enhanced training.  We share all major policy 
changes with contractors regardless of risk level.
Responsibility 
for 
the 
oversight 
and 
implementation of our Human Rights Program 
sits with our Group Sustainability Executive, with 
support from our SVP Business Assurance, Risk 
and Business Integrity and Ethics, as well as our 
Human Resources Executive.  
At the site level, the Mine General Manager, security 
managers and the community relations team are 
responsible for the on-the-ground implementation of 
our Human Rights Program.

79
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
Case study
NON-DISCRIMINATION IN THE WORKPLACE
Mining is a typically male-
dominated industry and 
sexual 
harassment 
and 
gender-based 
violence 
and 
discrimination 
are 
salient risks for all mining 
companies.  
These events can occur in the workplace, the 
supply chain or in the communities where we 
operate. 
We have zero tolerance for harassment of any 
kind, including sexual harassment.  Our Human 
Rights Policy as well as Code of Business 
Conduct and Ethics and Global Harassment 
Standard commit us to fair employment 
practices and to a workplace in which all people 
are treated with dignity and respect.  We do not 
tolerate discrimination based on race, color, 
gender, religion, political view, ethnicity, age, 
national or social origin, sexual orientation, or 
union membership.

80
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
A key focus of our human rights program in 2020 
was to progress formal alignment of the legacy 
Randgold operations with the requirements of the 
VPs.  During 2021, legacy Randgold operations 
of Loulo-Gounkoto and Kibali undertook an 
independent Human Rights assessments and 
enhanced Human Rights training.  Tongon will 
undergo a similar assessment and training 
program in early 2022.  In addition, Pueblo Viejo, 
North Mara and Bulyanhulu also undertook an 
independent Human Rights assessment and 
Human Rights training during 2021.  From these 
assessments, action plans have developed for all 
operations reviewed to achieve conformance. 
Supporting procedures
We have created a series of procedures to ensure 
implementation of the expectations outlined in the VPs 
standard:  
	
■The Arrest and Detention Procedure outlines 
how to carry out an arrest in a manner that complies 
with international human rights law and the UN Basic 
Principles on the Use of Force and Firearms by Law 
Enforcement Officials and the UN Code of Conduct 
for Law Enforcement Officials. 
	
■Our Procedure for Managing Relationships 
and 
Agreements 
with 
Public 
Security  
(Police / Military) details how to best engage 
with public security to comply with the VPs, the US 
Foreign Corrupt Practices Act and our Anti-Bribery 
and Anti-Corruption policies.  
	
■The Security Code of Conduct outlines the 
minimum standards for the treatment of others by 
private security personnel and sets standards for 
ethical and lawful behavior by all employees.
	
■The Use of Force Procedure establishes the way 
force can be used by security personnel to comply 
with international standards and law.
SECURITY
Performance
In 2021, we trained more than 2,269 public and 
private security personnel on the VPs. 
During 2021, all employees who completed the 
Code of Business Conduct and Ethics online 
refresher training underwent updated training on 
human rights compliance as part of the course.
Since 2010, we have been a member of and 
followed the VPs in our dealings with public and 
private security providers, local communities and 
potential victims of human rights violations.  The 
VPs require us to embed human rights principles 
in 
contractual 
requirements 
with 
security 
providers.  We require security personnel at our 
sites to undergo pre-employment screening 
that includes a criminal background check. 
Contractor security personnel must also provide 
a proof of background check when assigned to 
the site.
Security personnel also receive specific training 
on human rights, the VPs and Barrick’s Use of 
Force Procedure, which is aligned with the United 
Nations Guidelines for the Use of Force and 
Firearms by Law Enforcement Officials.  Barrick 
employees do not carry firearms.  Our mines in 
Zambia, Peru, DRC, Côte d’Ivoire, Mali, Tanzania 
and the Dominican Republic have memoranda 
of understandings in place with public security 
agencies, all of which reflect the terms of the VPs. 
The Porgera Joint Venture has a memorandum of 
understanding with local police forces in Papua 
New Guinea, which also reflects the terms of the 
VPs.

81
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
	
■At Veladero, allegations that repeated cyanide 
spills have negatively impacted community 
water and glaciers.
Barrick’s position on 
riverine tailings at Porgera 
We use riverine tailings disposal methods at the 
Porgera Joint Venture (PJV).  That means rather 
than depositing tailings in a TSF, the tailings and 
erodible rock are released into the nearby Porgera 
River.  This is not our preferred method of tailings 
management.  However, the area is prone to 
heavy rain and earthquakes, which means a 
traditional tailings impoundment would be at very 
high risk of collapse.  Based on the risk profile, a 
riverine tailings system is currently the best tailings 
disposal solution for PJV as it poses the lowest 
risk to human health, local communities and the 
environment.
Naturally high sediment loads
As the Porgera River has a naturally high sediment 
load, it has never been a source of drinking water 
for local communities.  But regardless of local water 
quality, we take care to ensure we are managing 
and minimizing the risks associated with riverine 
disposal. 
ADDRESSING OUR LEGACY ISSUES
That means that prior to discharge, tailings undergo a two-
stage treatment process to comply with stringent discharge 
criteria.  This includes a series of chemical processes to 
destroy cyanide and raise the pH level of the water.
We have also built a tailings paste plant so that some of 
the tailings material can be used to produce cemented 
backfill for the underground workings.  This has helped to 
reduce the amount of tailings material entering the river by 
approximately 13% since 2011.
When Barrick and Randgold merged at the start 
of 2019, one of our priorities was to deal with a 
range of legacy issues which required additional 
attention, research and energy.  Since then, the 
new management team and operational staff have 
worked tirelessly to ensure these legacy issues are 
satisfactorily resolved through review with fresh 
eyes and a new management approach. 
Most issues have now been resolved.  However, 
some have continued to negatively impact our 
reputation and social license to operate.  The list 
below details some of the issues raised and the 
steps we have taken to resolve them.  It also aims 
to provide the facts.
Some issues raised by the ESG ratings community 
include:
	
■At the Porgera joint venture, concerns have 
been raised regarding the discharge of tailings 
in the Porgera river and lack of access to safe 
drinking water for local communities, as well 
as alleged human rights abuses by public and 
private security and insufficient remedy under 
the previous remedy framework. 
	
■At North Mara, allegations of use of excessive 
force and human rights violations by public 
and private security forces.
	
■At Pascua-Lama, allegations of environmental 
harm.
Macroinvertebrate and water quality assessment undertaken in 
preparation for the mine restart - Porgera, Papua New Guinea.

82
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
Extensive and on-going monitoring
Further to this, PJV’s environmental permit 
requires extensive river monitoring and strict 
compliance with discharge and monitoring 
requirements.  To do this, we work closely with an 
independent body, the Commonwealth Scientific 
and Industrial Research Organization (CSIRO) 
which is Australia’s national science agency, to 
monitor impacts on the river.
With CSIRO we also undertake extensive 
monitoring downstream of the mine.  The 
monitoring program involves engagement and 
participation with the communities as well as 
local, provincial, and national governments. 
The results of the monitoring are made public 
in PJV’s Annual Environmental Report, which is 
independently reviewed by the CSIRO.
Results show that PJV complies with the 
environmental permits issued by the Papua New 
Guinea (PNG) government and that overall, the 
condition of the environment is consistent with 
predictions made prior to operations commencing 
in 1990.  
Studies undertaken during 
care and maintenance
PJV 
has 
been 
in 
temporary 
care 
and 
maintenance since April 2020 as we negotiate 
the terms for the reopening of the Porgera mine 
with the PNG government.  That does not mean 
we have stopped our monitoring work – rather, 
we have taken the opportunity to undertake 
further studies and to fully comprehend PJV’s 
environmental impacts. 
 PJV is currently undertaking a comprehensive 
study of river system health to fully understand 
how the physical, chemical and biological 
conditions of the system have responded during 
care and maintenance.  This study is scheduled 
for completion by the fourth quarter of 2022.  
Preliminary results indicate that since the 
operation was placed on care and maintenance, 
water and sediment quality has rapidly returned 
to pre-mine conditions.   
Providing supplementary drinking 
water for the local communities
The Porgera Valley is remote and there is no government 
or municipal water supply for local communities.  Naturally 
high sediment loads in the local river system mean that 
river water is not a significant source of drinking water 
for local communities. 
Instead, rainwater is the main community water source. 
Since 2011, we have worked to harness high rainfalls to 
provide a reliable supplementary water source  as part 
of our commitment to the local communities.  We do 
this by building water tanks fed by water collected from 
local roof tops at centralized and easily accessible sites 
across the valley.  The tanks have taps and we have 
trained locals on tank maintenance and hygiene at the 
collection and distribution points.  Since 2011, a total of 
151 water tanks have been installed to improve access 
to drinking water for local communities. 
Reduction and elimination roadmaps 
going forward
As noted above, we would not ideally use riverine tailings 
at Porgera.  As we work to restart the mine following 
approximately two years in care and maintenance, we 
are developing a tailings roadmap for the operation 
with a goal to further reduce or eliminate the amount of 
tailings deposited in the river with a view to ultimately 
stopping all deposition.

83
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
Alleged complicity with human rights violations at the PJV
Fifteen additional cases were remedied outside the 
framework.  Since the conclusion of the Porgera Remedy 
Framework, no further credible allegations have been 
received.  However, any accusation received is treated 
seriously and thoroughly investigated with the appropriate 
authorities.  
Going forward 
Further to the above, we plan to use the planned restart 
of PJV as a chance to start afresh on this issue.  Our 
commitments in this regard include installing a new 
management team at the mine. We will  work to re-establish 
the community grievance mechanism in alignment with 
IFC and UNGP requirements.  In addition, we will also 
continue to help individual victims raise their concerns.  
As part of our human rights program, independent human 
rights assessments will be undertaken, as well as regular 
training for public and private security forces on the VPs.    
Porgera remedy framework
Beyond our own investigation and co-operating 
with the police, we also worked with stakeholders 
to develop the Porgera Remedy Framework, a 
comprehensive program to compensate victims 
of sexual violence.  The framework was launched 
in 2012, following 18 months of extensive 
consultation and research with leading national 
and international experts in human rights, 
and was one of the first processes developed 
under the United Nation’s Protect, Respect and 
Remedy Framework for Business and Human 
Rights.  
The framework was open for more than two 
years and independently administered by highly 
qualified Papua New Guineans, including Dame 
Carol Kidu, a former parliamentarian and cabinet 
minister in PNG, and Ume Wainetti, the National 
Director of the PNG Family and Sexual Violence 
Action Committee.  While open, more than 90% 
of women who filed eligible claims resolved them 
under the framework.  The framework concluded 
in 2015 and 120 cases were resolved.
Law and order is a persistent challenge in the 
Enga Province of PNG where the Porgera mine is 
located.  Tribal conflict regularly occurs in Enga and 
can quickly turn violent.  Since its establishment, 
the Porgera mine has had to manage large 
influxes of illegal miners attempting to access the 
mine.  This poses significant safety and security 
concerns, and there have been allegations of 
human rights violations linked to local police and 
private security forces, including between 2008 
and 2011, allegations of sexual abuse, use of 
excessive force and forced evictions.  
Investigations and terminations
We take any and all allegations of human 
rights violations very seriously.  When credible 
allegations of sexual assault by mine employees 
came to light in 2010, we conducted extensive 
inquiries and commissioned an independent 
investigation.  
The 
process 
resulted 
in 
termination 
of 
employment for several employees who were 
implicated in, or were found to have knowledge 
of, sexual assaults.  We also handed all relevant 
information over to the police and asked for a full 
criminal investigation.

84
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
Allegations of violent conflict, sexual assaults and human rights violations at the 
North Mara mine
Restoring community relations
We have worked diligently to restore and rebuild 
the relationship with the local community.  A 
key focal point of this work has been to ensure 
the local community meaningfully benefits from 
our presence.  To do this, we have:
	
■Established a CDC;
	
■Engaged with the local community to explain 
our plans for the mine and our commitment to 
the community;
	
■Worked to understand and detail the promises 
made by the previous owners and fulfill them; 
	
■Reviewed the relationship with the local police 
to establish clear boundaries.  Police now only 
enter the mine site when requested by senior 
management to engage on criminal matters;
	
■Replaced the international security provider with 
a local company.  This means that the security 
team is part of the community and knows and 
understands their needs and concerns.  It 
also provides further economic benefit to the 
community through the creation of jobs; 
	
■We also no longer store ammunition on site; and
	
■Conducted training on the VPs, and undertaken 
a human rights impact assessment in January 
2021.
As a result, the relationship between the mine 
and the community has improved.  
THIRD PARTY PROGRESS
In early 2022, at the request of one of our refiners, 
PAMP, third party observers undertook a follow 
up visit to North Mara.  While the formal feedback 
report is still pending, the following observations 
were made: 
	
■Visible changes in the community with new houses 
and businesses;
	
■Better relations with the community, with North 
Mara workers able to move freely; 
	
■Management is now addressing root causes of 
tension including land, and water management;
	
■Establishment of accountability and clarity on roles 
and responsibilities including of other stakeholders;
	
■Investment 
in 
resources, 
including 
water 
management, TSF and brine plant;
	
■Reduction in use of force; and
	
■Government involvement in resettlement and social 
investment decision-making.
North Mara is in a remote part of Tanzania close 
to the Kenyan border.  There has been significant 
in-migration to the area and the law enforcement 
capacity is limited.  Civil unrest due to poverty 
has also been a problem in the area, and this has 
been recognized by the Tanzanian authorities.  
Since the mid-1990s, there have been allegations 
of human rights violations at North Mara linked 
to local police and private security forces.  This 
includes allegations of sexual abuse and the use 
of excessive force.  
Resolving allegations
In early 2020, a group of 10 claimants launched 
legal proceedings against North Mara Gold 
Mine Limited  citing use of excessive force 
by Tanzanian police during the time the mine 
was operated by the former Acacia Mining 
plc (Acacia).  Whilst following legal advice 
we believe that a private company, such as 
North Mara Gold Mine Limited, cannot be 
held accountable for the actions of a national 
police force, we take these legacy claims 
seriously and are committed to resolving them 
in an open and transparent manner.  As part of 
our commitment to resolving these claims and 
rebuilding community trust, we have chosen not 
to challenge the jurisdiction of the English courts 
to hear these claims.  This means they will be 
heard in the English court system rather than in 
the Tanzanian courts.  
We have also resolved several historic grievances, with 
the number of new grievances received each month 
steadily declining.  As discussed above, we are currently 
party to ongoing litigation at the High Court of England 
and Wales regarding certain legacy incidents.  We expect 
those proceedings to be heard by the courts in 2023.

85
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
Current focus
We are aware of allegations of force and 
personal injury against the Tanzania police in 
villages near to the North Mara gold mine which 
have taken place since we took operational 
control.  As highlighted above, although we 
believe that North Mara Gold Mine Limited, as 
a private company, cannot be accountable for 
the actions of a national police force, we strive 
to use our position of influence to prevent and 
mitigate human rights risks near our operations. 
To that end, we have encouraged the affected 
parties and their representative NGO to come 
forward with evidence so that the allegations 
can be appropriately investigated.  To date, no 
evidence has been provided.    
Pascua-Lama
The Pascua-Lama project is in the Andes 
mountains and straddles the border between 
Chile and Argentina.  Due to environmental 
concerns raised, the Chilean environmental 
authority (SMA) suspended site works on the 
Chilean side of the project in 2013 and ultimately 
issued an order in 2018 imposing sanctions and 
ordering closure of existing surface facilities.  
Court ruling
In 2020, following a legal process, Chile’s 
Antofagasta Environmental Court upheld the 
closure order and sanctions imposed by Chile’s 
environmental regulator (the SMA) in 2018.  We 
respect the court’s decision to uphold the injunction 
and we will not appeal the Environmental Court’s 
decision.  As a result, the Chilean side of the project 
is being transitioned to closure.  While the ruling 
found we were in breach of some conditions, it was 
also noted there was no irreparable environmental 
damage.  As part of closure planning, we have 
completed a comprehensive review of the existing 
social and environmental obligations to ensure 
relevant commitments are addressed with local 
authorities and the community.
In October 2020, a group of local farmers 
challenged the Environmental Court’s decision. 
The challenge, which was brought before the 
Chilean Supreme Court, claims that the fines 
imposed by the SMA were inadequate, and 
seeks to require the SMA to issue additional and 
more severe sanctions against Barrick’s Chilean 
subsidiary that holds the Chilean portion of the 
Pascua-Lama project.  The Chilean Supreme 
Court has accepted the appeal and the parties 
have presented their arguments on the merits. 
The decision of the Chilean Supreme Court is 
pending.
Historic operational 
incidents at Veladero
MAS, the joint venture company that operates 
the Veladero mine, remains subject to various 
regulatory 
proceedings 
related 
to 
historic 
operational incidents at Veladero’s Valley Leach 
Facility (VLF) occurring in March 2017, September 
2016 and September 2015.  
The only incident that resulted in an out-of-containment 
release of cyanide-bearing process solution at Veladero 
occurred in September 2015, when solution was released 
on a road next to the VLF.  Although the September 2015 
incident resulted in the release of cyanide-bearing process 
solution into a nearby waterway, environmental monitoring 
conducted by MAS and an independent third party has 
demonstrated that the incident posed no risk to human 
health at downstream communities.  The last in-containment 
incident occurred in 2017, when a pipe ruptured within 
the VLF.  Each of these incidents were reported to the 
authorities.  Veladero has an extensive ground and surface 
water monitoring network on site, as well as immediately 
downstream and 100km further downstream.  All data is 
regularly submitted to environmental, mining and water 
authorities.  Veladero has also undertaken joint sampling 
with the municipal authorities and there are no elevated 
parameters, including cyanide, in any of our compliance 
points.  Veladero does not operate in any demarcated area 
identified within the glacier inventory, and the incidents 
described above occurred downstream of any glaciers.  
Improving access to water 
Water in the High Andes has naturally high metal 
concentrations and therefore, potability fluctuates.  To 
improve access to potable water, and as part of our 
commitment to our local communities, water infrastructure 
has been one of the key community development focuses 
at Veladero since 2019, and we have installed 11 water 
treatment plants across the El Jachal district.  Some ratings 
agencies have misinterpreted that the construction of 
these water treatment plants were to treat mine impacted 
water which is not the case.

86
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
BUILDING STRONG LABOUR RELATIONS
We encourage all of our senior executives, not 
just our Human Resources team, to be involved 
in key industrial relations discussions.  Some of 
the ways we engage with our employees are:
	
■Town hall meetings at each site;
	
■Digital platforms, including the intranet and 
employee hotline; and
	
■Trade union representation at quarterly 
meetings with senior management.
During 2020 and 2021, our engagement practices 
were adapted to conform with Covid-19 social 
distancing requirements, and this has continued 
into 2022.
We have collective bargaining / enterprise 
agreements (covering wages, benefits, and other 
employment terms) with unions.  Approximately 
43% of our employees are union members or 
have collective bargaining agreements in place.
We offer competitive and locally appropriate 
benefits that range from healthcare to interest-
free loans.  We follow a country-based approach 
to determining salary bands, compensation, and 
benefits, and we take care to ensure our workers 
make more than the national minimum wage in 
the countries or regions in which we operate. 
We believe that paying fair wages and benefits, as 
well as reasonable working hours, is critical to the 
creation of a motivated and dedicated workforce, 
and we respect the right of our workers to join a 
union and to participate in collective bargaining 
without interference or fear of retaliation. 
Management approach
Open and honest communication is at the heart 
of our approach to industrial relations.  We utilize 
a range of communication channels to facilitate 
transparent two-way communication between 
our people (regardless of union member status) 
and management.  Our Human Rights Policy 
commits us to upholding the International Labor 
Organization (ILO) Core Conventions1 and we 
seek to engage with trade unions in an honest 
and constructive way, and we expect the same 
of our contractors and business partners.
1	
The ILO Core Conventions are: Freedom of Association and Protection of the Right to Organise Convention, 1948 (No. 87), Right to Organise 
and Collective Bargaining Convention, 1949 (No. 98), Forced Labour Convention, 1930 (No. 29)  (and its 2014 Protocol ), Abolition of Forced 
Labour Convention, 1957 (No. 105), Minimum Age Convention, 1973 (No. 138), Worst Forms of Child Labour Convention, 1999 (No. 182), 
Equal Remuneration Convention, 1951 (No. 100), and Discrimination (Employment and Occupation) Convention, 1958 (No. 111).

87
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
Case study
IMPROVING ACCESS TO CHILD CARE IN RURAL NEVADA
Shifts for mine workers typically tend to start very early in the morning, or end later in the evening, often 
well before or after school or kindergarten starts or ends.  
In rural Nevada, access to reliable child-
care has proved a challenge for many of our 
employees and was also starting to become 
a deterrent for attracting new talent and 
particularly women to our mines. 
To address the issue, NGM has partnered 
with a local Boys and Girls Club and invested  
$3 million in the development of two new early 
learning centers in Spring Creek and Elko, and 
a Boys and Girls Club in Spring Creek.  The 
centers will be licensed by the State of Nevada 
and will serve infants through to 5-year-olds.  
The Elko Center is projected to open in 
May 2022 and the Spring Creek Center in 
November 2022.  The hours of care at both 
facilities will be extended from 4 am to 8 pm 
to accommodate the longer work schedules of 
mine employees.

88
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
Case study: Improving access to child care in rural Nevada (Continued)
The aim of the partnership is to not 
only provide top-rated childcare, but also 
deliver a comprehensive education and pre-
school program for the community and our 
workforce.  The Boys and Girls Club Spring 
Creek facility expansion was the first project 
request presented to NGM through the Elko / 
Spring Creek / Carlin / Eureka CDC, one of five 
such committees set up in Nevada since the 
establishment of NGM.  
The CDC’s aim is to ensure NGM is supporting 
local communities in meaningful ways, with 
long-term sustainability in mind, and this project 
is a good example of how we apply holistic 
and integrated thinking to simultaneously 
deliver community benefits and address our 
own human resourcing issues.

89
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
TRAINING OUR TALENT
  Mining is a long-term business  
and while running day-to-day 
operations we also have to 
build the leaders of the future.   
By investing in the development 
of our staff, we meet not only 
the needs of today but we also 
secure our future.  
 
Mark Bristow, President and CEO
Our workforce is our most important asset, and 
ensuring it is highly skilled and well-trained is an 
essential part of our human resources strategy. 
Our policy is to constantly invest in training to 
develop and enhance the knowledge and skills 
of our employees to ensure we can meet our 
business and operational goals, both now and in 
the future.
Our employee training programs are comprised 
of a range of approaches, tailored to local needs 
and to drive diversity across our workforce. 
The approaches we deploy to deliver a skilled 
and diverse workforce include skills shadowing 
and on-the-job development, technical training 
for specific job functions, formal training and 
development programs and on-going educational 
opportunities through scholarships to universities, 
including acclaimed international universities and 
technical schools. 
We also partner with universities to provide 
management and leadership development 
training to help prepare our next generation of 
leaders.  These learning opportunities help our 
people feel engaged, valued, and empowered. 
This, in turn, helps us deliver on our strategic 
priorities across our regions and sites.  We 
provide 
focused 
and 
accelerated 
career 
progression 
support, 
including 
meaningful 
stretch assignments, shadowing and mentorship 
opportunities, as well as global placement 
opportunities to foster a culture of continuous 
learning.  We engage in detailed discussions 
around talent development and succession 
planning at all levels of our organization and 
provide constructive and regular feedback.  We 
also maintain a comprehensive global database 
of employee skills and development plans to 
facilitate our annual talent reviews and succession 
planning across the company.
Talent retention and 
training
Remote vehicle control - Kibali, DRC.

90
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
Our performance
More than 40,000 employees and contractors 
received a wide range of formal training during 
2021.  We also continued to focus on our 
internal and informal training programs including 
mentoring, shadow training and secondments 
to other Barrick sites.  Not only does informal 
training deliver strong results, but it is also integral 
to our corporate culture.  This helps us create 
strong relationships between staff at all levels, 
across departments and operations, reinforcing 
our ethos of ‘one team, one mission’. 
Equally important is our retention strategy, and we 
use a range of tools to ensure our employees are 
engaged in their work.  These vary by region and 
include: 
	
■Competitive base salaries - We aim to 
provide base salaries that are competitive 
relative to the local market peer group.
	
■Incentive programs supporting our pay 
for performance philosophy - Depending 
on their role, employees may be eligible to 
participate in site production bonuses or other 
annual incentive plans.  These programs are 
designed to reward safe production and cost 
management at our operations, while also 
recognizing and rewarding individual and 
collective performance. 
	
■Long-term 
incentive 
programs 
that 
support our ownership culture - We 
provide eligible employees with a stake in the 
future success of the company because our 
ownership culture is critical to who we are, how 
we work, and what we do at Barrick.  Our long-
term incentive plans are share-based so that 
we are personally invested in Barrick’s success 
and share the same objective of driving 
sustainable and responsible growth to create 
long-term value for our shareholders. 
	
■Additional benefits - We offer a range of benefit 
programs across the company that are aligned with 
local market practice, such as:
	
 A 24-month interest free loan to help our employees 
in Africa purchase motorbikes to commute to work. 
	
 We provide health care for employees and their 
immediate family members. 
	
 In Nevada, we are partnering with Boys and Girls 
Club to provide childcare for our employees.  The 
childcare centers will open at 4am and close at 8pm, 
allowing for flexibility depending on the timing of 
shifts for our people. 
	
■Engaging environment - We run several 
extracurricular activities to foster company 
pride, teamwork, and friendly competition 
between departments.  These include football 
competitions, fun runs and cultural celebrations 
for Eid, Ramadan, Tabaski Day and Christmas.

91
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
Case study
SUCCESSION PLANNING, PLANNING FOR SUCCESS  
Our Board believes that talent management and succession 
planning are critical to Barrick’s continued success.  
Our robust succession planning process has 
been designed to develop key strategic and 
tactical opportunities for every region and 
global function, to help them strengthen their 
human capital plans for senior leadership and 
critical roles across the organization.
We 
approach 
leadership 
and 
talent 
development with the same rigor and discipline 
that we apply to our business strategy.  Our 
approach is anchored in developing and 
promoting the right internal talent and hiring 
the right external talent, with an emphasis 
on local recruitment, for career opportunities 
across our global organization.
We want all of our employees to play an 
active role in the success of the business. 
To that end, we believe it is crucial we equip 
our people not only with the technical skills 
to fulfil their roles, but with the commercial 
knowledge 
and 
business 
acumen 
to 
run a large and complex organization.  
We want our managers to understand how 
the decisions they make will affect the financial 
performance of their company.  
To do this, we provide company-wide training 
programs to develop a foundation of technical 
and 
operational 
knowledge, 
as 
well 
as 
supervisory and management skills.  We also 
have a best-in-class approach to developing 
financial acumen across the organization to 
help our people integrate financial and business 
needs into their everyday decision making.  
We also provide high potential employees 
the opportunity to enrol in management and 
executive development programs at leading 
universities in Africa, Europe, Canada and the 
United States, to build leadership skills and 
guide career advancement.

92
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
OUR INDIGENOUS PARTNERS
Through the Policy, we commit to respect the history, culture 
and traditional ways of Indigenous Peoples, their standing 
as distinct, self-determining peoples with collective right, 
and their interests in land, waters and the environment. 
We require all sites with exposure to Indigenous Peoples 
to develop and implement an Indigenous Peoples Plan 
outlining specific actions to engage, address impacts and 
provide opportunities to Indigenous Peoples.  
Indigenous Peoples often have profound and 
cultural connections to their lands and waters.  
This can be tied to their physical, spiritual, cultural 
and economic well-being. 
We operate in remote regions; some with a 
significant population of Indigenous Peoples. 
Due to their special relationship with the land 
and long history of marginalization, we recognize 
that additional consideration should be given to 
our engagement with Indigenous stakeholders to 
ensure the full respect of their rights.
Considering the values, needs and concerns of 
Indigenous Peoples in site activities is therefore 
fundamental to our partnership approach and 
the way we do business.  Doing so can support 
the development of long term, mutually beneficial 
relationships with Indigenous Peoples that are 
affected by our activities.  Partnerships with 
Indigenous Peoples can contribute to more 
sustainable land management and a stable 
operating environment.
Management approach
Our commitment to recognizing the unique rights 
and social, economic and cultural heritage of 
Indigenous Peoples and their distinct interests and 
concerns is set out in our Human Rights Policy 
and is informed by the ICMM position statement 
to obtain free, prior and informed consent of 
Indigenous Peoples.  
Our relationship with 10 Native American partner tribes 
focuses on mutual respect, engagement, inclusion and 
collaboration - NGM, USA.

93
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
Examples of our Indigenous partnerships
Hemlo mine, Canada: 
Netmizaagimig, 
Netmizaagamig Nishnaabeg, 
Biigtigong Nishnaabeg, and the 
Metis Nation of Ontario
We have established Socio-Economic Benefit 
Agreements and Cooperation Agreements and 
provided continued support to our Indigenous 
partners.  We engage through open and 
transparent 
communication 
and 
provided 
financial support to communities during Covid-19 
lockdowns.  
Nevada Gold Mines, United States: 
Native American Tribes
During 2020, we established a Native American CDC, 
we also provided Covid-19 support through the provision 
of emergency food parcels and PPE.  We have also 
continued to invest in education through the Newe-Numa 
Scholarship Fund.
Donlin project, Alaska: 
Alaskan Native Communities
We have established friendship agreements 
with six native communities and key stakeholder 
organizations in the Yukon-Kushokwim (Y-K) 
region in Alaska.  These friendship agreements 
with Donlin Gold continue to build long-term 
relationships and address specific needs for 
isolated native communities.  Eighty percent of 
the direct hires at Donlin are native Alaskans.

94
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
Pascua-Lama project, Argentina / 
Chile: Diaguita Communities of 
the Huasco Alto
We do not have a formal agreement with the 
Diaguita Indigenous communities but have 
established mutually respectful relationships with 
these communities.
Training
To achieve our goal of zero tolerance for any 
infringement of Indigenous Peoples’ rights, 
we educate our employees about Indigenous 
Peoples’ rights.  Our online human rights 
training includes a module specific to Indigenous 
Peoples’ rights and how to respect these rights. 
There were no reported incidents or violations 
of rights involving Indigenous Peoples at any of 
our sites in 2021.

95
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
Case study
CULTURALLY AWARE PARTNERSHIPS THAT WORK
Our goal is to foster genuine 
partnerships with Indigenous 
Peoples.  
One of the ways we do this is through the cultural 
awareness training we provide our people.  The new 
training we provide at Hemlo and the Nevada Gold 
Mines Complex are good examples of what our 
cultural awareness program entails and our ambitions.
In Canada
In September 2021, 18 members of Hemlo’s senior 
leadership team as well as contractors from 
Barminco and Manroc attended training at the 
traditional Turtle Lodge in the community of Biigtigong 
Nishnaabeg.  Representing the community were 
three community members and one Elder.  
The day was filled with productive discussions that 
provided details about the Biigtigong Nishnaabeg, 
life for the First Nations before and after contact with 
European settlers, as well as the effects of resource 
development on First Nations communities and 
an overview of truth and reconciliation processes 
undertaken in Canada, and what they mean for 
the Biigtigong Nishnaabeg.

96
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
In the United States
With mine sites located on or around traditionally 
inhabited lands of the Western Shoshone, Northern 
Paiute and Goshute peoples, cultural awareness 
training is a priority for both our partnering 
communities and NGM.  
As a result, in 2021, NGM produced an informational 
video and interactive training in collaboration with 
our 10 partner Tribes.  The training highlights the 
history of the Native American people in the area, 
the background of the Native American Affairs 
team at NGM and the challenges Native Americans 
have historically faced.  NGM’s policies and 
procedures information on the discovery of cultural 
artifacts was also included.  All salaried NGM 
employees are required to complete the training. 
This ensures the workforce is equipped with critical 
knowledge regarding Native American people 
and their way of life.  The training video is publicly 
available and can be viewed on our NGM website at  
www.nevadagoldmines.com. 
Our mission to be a responsible steward of 
the 
environment 
and 
committed 
partner 
is 
reinforced by the transparent and trust-based 
relationship 
we 
have 
developed 
with 
the  
10 Tribes, which includes involving them in, and 
apprising them of, discussions about each mine as 
it evolves.  
Cultural awareness training - NGM, USA.

97
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
DIVERSITY, EQUITY AND INCLUSION
Our strategy to achieve a more diverse and 
engaged workplace continues with our enduring 
focus in the following areas:
	
■Living 
our 
sustainability 
strategy 
by 
prioritizing local hiring to grow the cultural 
and ethnic diversity of our workforce.  We 
also build the skills and capabilities of our 
host country workers to multiply our positive 
impact on local, regional, and national 
economies.  At the end of December 2021, 
96% of our employees were local nationals, 
and our multicultural workforce reflects our 
commitment.
	
■Doing our part to right the gender imbalance 
in the historically male-dominated mining 
industry by prioritizing initiatives that support 
gender diversity, including the recruitment 
and development of women at all levels in our 
workforce, from internship to management.
	
■Continuing our focus on recruiting and training 
the next generation of mining talent with the 
potential to become future leaders of the 
company.  While many other companies scaled 
back apprenticeship training and internship 
programs due to Covid-19, each of our regions 
continued to invest in these opportunities.
	
■Fostering an inclusive environment where 
our employees feel that all voices are heard, 
all cultures and differences respected, and 
that a variety of perspectives are welcome 
and essential to our long-term success.
We know a diverse workforce is a better workforce, 
and that diversity provides the wide range of 
thinking and problem-solving skills necessary to 
run a global company, as well as a deeper talent 
pool from which to select.  We also know that 
diversity and inclusion are essential for a modern 
mining business and it plays a critical role as part 
of our mission to transform natural resources into 
sustainable benefits and mutual prosperity for our 
employees, local communities, and host country 
governments. 
As an equal opportunity employer, our policy 
is to appoint the best person to the job based 
on individual strengths, irrespective of gender, 
race, disability, ethnicity, religious belief or sexual 
orientation.  
We have made significant investments to build 
an effective multicultural and multigenerational 
workforce that is equipped to take on the 
challenges of a changing world through a number 
of initiatives to attract the best people from a 
variety of backgrounds.

98
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Security
Addressing our legacy 
issues
Building strong labour 
relations
Training our talent
Our indigenous 
partners
Diversity and 
inclusion
Environment
In 2021, 17% of all new hires were female 
and we continued to actively promote gender 
diversity across the organization, including the 
provision of career workshops and targeted 
leadership development initiatives to foster 
greater diversity at our operations and local 
communities.  Beyond this, we also continued to 
work with local governments to remove barriers 
to employment for women and we partnered with 
local communities to change cultural norms and 
raise awareness about the importance and value 
of employment and economic empowerment for 
local women. 
Our flat, decentralized management structure 
engenders our inclusive culture and provides 
our executive team with direct access to our 
operations, 
enabling 
transparent, 
two-way 
communication.  We also conduct annual 
executive 
and 
regional 
team 
effectiveness 
sessions to create a shared understanding of, 
and commitment to, our high-performance ethos. 
Since the Merger, the President and CEO and a 
core group of our executives spend approximately 
five full weeks each quarter engaged in quarterly 
business reviews with regional and site leadership 
teams prior to each Board meeting.  For the 
remainder of each quarter, the President and CEO 
and a majority of our executives are physically 
present in our operating regions embedding 
our DNA, driving key initiatives, and assessing 
organization capability.  
During these site visits, we engage in rigorous 
discussions focused on business execution, 
safety and environmental performance and the 
status of key projects; solicit direct employee 
feedback; and, provide management with an 
important opportunity to interface with emerging 
high potential talent.
OUR FEMALE REPRESENTATION STATISTICS1,2 
2021
2020
2019
Board of Directors
27%
20%
11%
Executive Officers
13%
15%
15%
Partners
16%
14%
11%
Vice-Presidents
16%
17%
12%
Workforce
11%
10%
10%
1	
Percentages of Partners and Vice-Presidents restated for 2019.
2	
At December 31 of each year.

99
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
ENVIRONMENT
82% of 
water 
reused and recycled
All sites certified to 
ISO 14001
standard
BAPs at all 
operational 
sites 
to achieve net neutral 
impact
Scope 3 
emissions 
calculated
Goal of  
Net Zero 
emissions 
by 2050  
5 
Photograph credit: Marcus Westberg.

100
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
RESPONSIBLE ENVIRONMENTAL STEWARDS
   Regardless of the strength and rigor of the environmental 
management practices in place, the reality is that human activities 
such as mining do have an impact on the natural environment.   
We are committed to managing and minimizing our impacts 
Karen Osadchuk, Sustainability Manager, Latin America & Asia Pacific   
By 
applying 
the 
highest 
standards 
of 
environmental 
management, 
using 
natural 
resources and energy efficiently, recycling 
and reducing waste and working to protect 
biodiversity, we can deliver significant cost 
savings to our business, reduce future liabilities 
and help build strong stakeholder relationships.  
At Barrick, we know the environment in which we 
work and our host communities are inextricably 
linked, and we apply a holistic and integrated 
approach to sustainability management.  
That means our approach to environmental 
management also considers the impacts on the 
community and we:
	
■Regard access to clean water as a 
fundamental human right and strive to 
manage local waterbodies to have minimal 
negative impact on nearby communities and 
other users in our local watersheds.  We also 
work to enhance and improve access to water 
for our communities.
	
■Build community resilience into our 
climate change work.  The climate crisis 
requires us to set and meet ambitious reduction 
targets.  For us, that is only part of the story.  
Equally important is ensuring the communities 
around our operations, particularly those most 
vulnerable, are not left behind in the battle 
against the effects of a changing climate.  
	
■Understand 
that 
global 
prosperity 
and life is underpinned by healthy and 
functioning ecosystem services and 
work to not only achieve no net loss to 
biodiversity, but also actively participate in 
additional conservation actions to deliver 
positive biodiversity outcomes.
Working to proactively and holistically manage 
all aspects of sustainability is not only the right 
thing to do for our communities and wider 
society, it is also good for our business.

101
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Our 
sustainability 
strategy
Manage 
environmental 
impacts
Strive for the highest 
quality of waste management, 
avoid the release of substances 
which, by themselves or 
through their manufacturing 
process, are damaging to the 
environment, and encourage 
recycling.
Adopt 
environmentally friendly 
products, processes and 
technologies as they 
become available and 
economically 
viable.
Minimize our 
use of water and 
control our impacts 
on water quality.
Protect flora and 
fauna as far as feasibly 
possible, and aim for 
zero net negative impact, 
particularly for sensitive 
or protected areas.
Engage with 
stakeholders, including 
local communities, to 
support sustainable 
management of water 
resources for the benefit 
of all local users.
Apply a mitigation hierarchy 
to manage our negative 
environmental impacts, so 
we avoid these wherever 
possible, and minimize 
those which cannot be 
avoided.
Use energy 
as efficiently 
as possible.
Environmental policy

102
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
ISO 
14001 
certification 
and 
conducted 
internal and external certification audits.  Our 
commitment to our environmental stewardship is 
at the forefront of our activities.  All operational 
sites have achieved ISO 14001 certification.
Environmental management
Pre-feasibility
Undertake ESIA & ESMP application process
 ESIA defines site environmental baseline, 
potential risks and impacts.
 ESMP defines mitigation and management 
measures to implement during construction, 
operation and closure phases. 
Project approved
 ESIA/ESMP used to inform the site-specific 
EMS and to identify and implement controls 
appropriate to the risks present. 
EMS process
 Each site’s EMS is reviewed annually.
 Site General Manager and Environmental 
Managers responsible for implementation and 
execution.  
 Further guidance is provided by regional and 
executive level leads.
 Certified to ISO 14001 standard.
Due diligence and screening
 Identification of high-risk areas and fatal flaws. 
 This must be completed before moving to the 
next stage.
As soon as we start planning for the development 
of a mine, we consider the potential environmental 
impacts it may have.  This process begins with 
thorough due diligence, which is conducted 
before and during exploration or potential 
project acquisition and continues throughout its 
operational life.  
When we move a project to feasibility stage, we 
conduct an Environmental and Social Impact 
Assessment (ESIA).  The ESIA helps us identify 
and understand the environmental baseline 
conditions in the project area and any potential 
impacts and risks.  As we conduct the ESIA, 
we also develop an Environmental and Social 
Management Plan (ESMP).  The ESMP outlines 
the mitigation measures to be implemented during 
each phase of a project throughout the Life of 
Mine.  
Once a project moves to the construction 
and operational phases, we use the ESIA 
and the ESMP to develop a site-specific 
Environmental 
Management 
System 
(EMS) 
that will be certified to ISO 14001.  Our 
Porgera mine in Papua New Guinea has 
been in temporary care and maintenance 
since April 2020.  Despite this, we maintained  
Management approach
From exploration to extraction, construction to 
closure, we are committed to implementing the 
highest standards of environmental management 
across all our sites.  Doing so is codified in our 
overarching Environmental Policy.
Through each site-specific EMS, we identify 
and implement the controls appropriate to the 
risks identified.  Each site’s EMS is reviewed 
annually.  The site General Manager and 
Environmental Managers are responsible for 
the implementation and execution of the EMS.  
Further guidance is provided by the regional 
sustainability leads and the Group Sustainability 
Executive.
Responsibility and 
accountability
Our President and CEO is ultimately responsible 
for 
environmental 
management, 
including 
water management and climate change.  Our 
Group Sustainability Executive is responsible 
for the implementation of our environmental 
policies, the associated procedures and overall 
performance.  
The Group Sustainability Executive is supported 
by regional-level environmental leads as well as 
dedicated site-level environmental teams who 
drive implementation at the operational level.

103
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Environmental incidents
The bedrock of our approach to environmental 
management is incident control and management, 
including proactive prevention measures.  At 
each site, we conduct baseline risk assessments 
to understand the risks on site and implement 
appropriate controls to prevent releases to the 
environment.  One of the simplest and most 
important ways we monitor and assess our 
environmental performance is by tracking the 
number of environmental incidents that occur 
as a result of our activities.  We classify each 
environmental incident on a one to three scale, 
based on its severity of impact.  We also track 
the number of high potential incidents.  We 
investigate incidents to determine the root 
cause and develop corrective action plans to 
prevent future recurrences.  Learnings from root 
cause analyses are incorporated into controls, 
and where necessary the risk register is adjusted 
to prevent future incidents.  
To encourage our people to consider the impact 
of any incident, the classification system has 
a degree of user discretion.  For consistency, 
all incident classifications are reviewed by the 
Regional Sustainability Leads and then discussed 
with the Group Sustainability Executive.  
Low Significance
We consider an 
incident to be 
Class Three if it:
Has minimal on-site impacts 
that do not adversely affect 
human health or the 
environment.
Does not require immediate 
reporting and will be dealt 
with by existing Standard 
Operating Procedures.
High Significance
We consider an 
incident to be 
Class One if it:
Causes significant negative 
impacts on human health or 
the environment.
Extends onto public land and 
could potentially cause 
significant impact to nearby 
communities, livestock, or 
wildlife.
Results in a breach of our 
license conditions or laws 
and standards.
Results in a release of 
cyanide to any surface water 
or groundwater that will leave 
site boundaries.
Medium Significance
We consider an incident 
to be Class Two if it:
Could be reasonably anticipated to 
result in only local or short-term 
environmental or community 
impact requiring minor remediation.
Has the potential to breach license 
conditions (or convention conditions 
and law) or prescribed and regulatory 
thresholds but does not require 
immediate regulatory notification.
C
l
a
s
s
 
T
h
r
e
e
 
  
  
  
C
l
a
s
s
 
T
w
o
 
 
  
  
  
  
C
l
a
s
s
 
O
n
e
Incident classification

104
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Performance
We had no Class 1 (high significance) 
incidents during 2021, and our last significant 
environmental incident occurred prior to the 
merger with Randgold Resources in January 
2019.  We have also significantly reduced 
the number of Class 2 (medium significance) 
environmental incidents from 13 in 2019, to  
5 in 2021.
ENVIRONMENTAL INCIDENTS
0
5
10
15
20
25
30
35
0
0
0
0
30
13
8
5
2021
2020
2019
2018
Class 1
Class 2
All incidents are investigated to ensure we 
understand what happened and the root 
cause, with lessons learned shared across the 
group.  Once the investigation is complete, 
we develop a corrective action plan (CAP),  
with timelines for implementation of actions.  
Progress against the CAP is followed up until 
actions are complete. 
We have a target of zero Class 1 high significance 
incidents each year.
The Falémé River runs adjacent to Loulo-Gounkoto, Mali.

105
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
CLIMATE RISK AND RESILIENCE
At Barrick, we recognize that climate change, 
including shifts in temperature, precipitation and 
more frequent severe weather events, affect our 
operations in a range of possible ways.  We have 
seen impacts from climate change at some of our 
operations, and we are taking action now.  
We also know that climate change impacts and 
contributes to two other significant challenges 
facing humanity: biodiversity loss and poverty. 
	
■No country or community is immune from 
the threat of climate change and the risk 
and 
consequences 
of 
severe 
drought, 
supercharged storms or blistering heat waves 
will be unevenly felt, with the poorest countries 
and peoples carrying the heavier load for a 
problem not of their making.  
	
■Biodiversity loss and climate change are 
inextricably linked. Climate change drives 
biodiversity 
loss, 
and 
biodiversity 
loss 
accelerates climate change.  
Our climate change strategy does not focus 
solely on the development of emissions reduction 
targets.  Rather, we integrate and consider aspects 
of biodiversity protection, water management and 
community resilience in our approach.  
Our goals over the short and medium term 
seek to not only reduce our emissions, but to 
also develop resilience to the physical impact of 
climate change to protect our assets and future 
proof our business.  Refer to Chapter Two for further 
detail on our social development work. 
Our climate change 
governance
TCFD disclosures
Reflecting the importance of climate change as a 
business and strategic matter, governance over climate-
related risks and opportunities at Barrick is provided by 
the Board, management and at the site level.
Board 
(TCFD Goverance a)
Our Board and its committees are responsible for 
overseeing the management our most significant 
risks, including climate-related risks.  The ESG 
& Nominating Committee oversees our policies, 
programs, and performance relating to sustainability 
and the environment, including climate change, 
which is built into Barrick’s formal risk management 
process.  The Audit & Risk Committee assists the 
Board in overseeing the company’s management 
of enterprise risks, including climate risk, as well 
as the implementation of policies and standards 
for monitoring and mitigating such risks.  The 
Compensation 
Committee 
helps 
ensure 
that 
executive compensation is appropriately linked to our 
sustainability performance.  Our Group Sustainability 
Executive regularly presents and discusses our 
strategy and approach on climate risk management 
to the Board.

106
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
BARRICK BOARD LEVEL
MANAGEMENT LEVEL
REGIONAL
SITE LEVEL
Audit & Risk
Committee
ESG & Nominating
Committee
E&S Committee
Barrick Executives
Regional Sustainability Leads
Board
Compensation 
Committee
Climate champions
Site environment department
Management 
(TCFD Governance b) 
At the management level, our Executive Committee, 
guided by our Group Sustainability Executive, provides 
strategic oversight and governance on key decisions 
related to Barrick’s climate change strategy, including 
the  setting of our GHG emissions reduction targets. 
Sustainability issues, including climate change, are a 
core reporting line on weekly Executive Committee calls 
and are also agenda items at monthly management 
and quarterly E&S Committee meetings.  Our Group 
Sustainability Executive is responsible for the development 
and implementation of our climate strategy, with support 
provided by other members of the management team 
as part of their day-to-day responsibilities.  Climate 
change aspects are integrated into performance-related 
compensation for executives and senior leaders through 
our Sustainability Scorecard.  In 2021, performance 
against the Sustainability Scorecard, including on our 
GHG emissions reductions targets, accounted for 25% 
of long-term incentive compensation for those senior 
leaders as part of the Barrick Partnership Plan.
Site
In line with our philosophy of decision-making being 
driven by the operational sites, Barrick identified  
Climate Change Champions at each site during 2021.  
The Climate Change Champions are responsible for 
driving energy and GHG emissions reduction programs 
at a site level, including sensitizing staff to the 
importance of energy efficiency, climate change and 
operational excellence, as well as providing guidance 
on tracking/reporting energy- and climate-related data 
and helping to identify further emissions reduction 
opportunities and projects.
Our climate change governance

107
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Case study
CHAMPIONING THE CAUSE - IDENTIFIED AND REALIZED 
OPPORTUNITIES
Addressing climate change  is 
everyone’s 
business, 
and 
working 
to 
keep 
global 
temperature 
increases 
to 
below two degrees Celsius 
requires collaboration by a 
number of actors, including 
governments and companies.  
The same is true at Barrick.  The work of 
reducing our emissions, building a robust 
business and ensuring the resilience of our 
host communities is not the sole responsibility 
of our environmental team, but requires co-
operation and input from every part of our 
business.  That is why, during 2020 and 
2021, we identified interested team members 
at each site to become Climate Champions.  
The role of a Climate Champion is to work 
across the business to drive the identification 
of climate-related opportunities.  
From the assay to accounting, our Climate 
Champions are drawn from every facet of the 
business, and no idea is too big or too small to 
consider.  
At the group level, we have identified a number 
of opportunities to reduce GHG emissions, de-
risk our business and save costs.  These include 
increasing our use of technology, renewable 
energy sources as well as other sources of clean 
energy.  
Our progress towards identifying and realizing 
some of these opportunities, including how they 
contribute to the achievement of our target, 
is detailed in our GHG emissions reduction 
roadmap.
Some of the opportunities identified by our 
Climate Champions in 2021 include:
	
■Replacing light bulbs in our offices with more 
energy efficient LED bulbs;
	
■Switch off lights campaigns;
	
■Electric vehicle commuter program; and
	
■Energy and heat recovery analysis at process 
plants and water conveyance infrastructure.

108
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
  At each site, we have teams 
focused on climate change, ensuring 
it is integrated in all decision-making.  
Teams consist of representatives from 
every department.  Each member 
brings a unique experience and 
background to discussions and how we 
identify GHG reduction opportunities.  
We focus on what we can easily 
implement 
to 
realize 
immediate 
reductions, as well as longer-term 
strategic actions.  It is an approach that 
means we have a pipeline of projects 
to deliver long-term and continuous 
reductions.  
Kaity Bullock, Senior Project Engineer and NGM Climate 
Champion 
Lighting a path to GHG  
emissions reduction
At the Loulo-Gounkoto complex in Mali, 
we are in discussion with a South African 
company, Energy LED, to assess the potential 
impact of switching the operation’s lighting to 
LED bulbs.  The Loulo-Gounkoto complex is 
not connected to the Malian national grid and 
relies on a combination of heavy fuel oil, diesel 
burning generators and an onsite solar farm to 
meet its electricity needs.  Energy efficiency is 
a cornerstone of the complex’s GHG emissions 
reduction strategy.
Our initial assessment indicates that switching 
to more energy efficient LED bulbs could 
reduce Loulo-Gounkoto’s GHG emissions 
by as much as 1,000 tonnes CO2e per year 
and more than 37,000 tonnes CO2e over the 
life of mine, and deliver savings of more than  
$6 million.    
Case study: Championing the cause – Identified and realized opportunities (Continued)
Loulo-Gounkoto, Mali, plans to triple the current 20MW solar farm.

109
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Strategy 
(TCFD Strategy a & b)
We know that addressing and reducing the 
impacts of climate change is not a one-off effort, 
but requires continuous work both individually and 
as an industry.  We work to constantly review and 
update our climate strategy.  The key objectives of 
our climate strategy are: 
	
■Identify, understand and mitigate the risks 
associated with climate change by building climate 
change resilience to limit exposure to increasing 
regulation, scrutiny and physical climate risks;
	
■Maintain an updated GHG emissions baseline 
and reduction target according to our baseline 
and reduction target recalculation policy;
	
■Continuously improve our disclosure on climate 
change to provide the market with annual Climate 
Change Strategy disclosures that incorporate 
scenario analysis and are aligned with the TCFD 
framework; 
	
■Switch to cleaner energy sources and increase the 
proportion of renewable energy in the company’s 
energy mix; 
	
■Shift responsibility for our progress to our GHG 
emissions reduction target to an individual site 
level and introduce climate champions at every 
site; and
	
■Work with our communities to build resilience and 
ensure they are not left behind.
We are also lead members of the ICMM Climate 
Working Group and helped drive that organization’s 
updated climate position statement.
Scenario analyses 
(TCFD Strategy c)
During 2021, we continued to rollout scenario 
analysis of the potential impacts of climate 
change across each of our operations.  The 
scenarios assessed are:
	
■Stated policies scenario (2°C – 3°C increase); 
	
■Sustainable development scenario (well below 
2°C increase); and 
	
■Net Zero emissions by 2050 (1.5°C increase).
Both the ‘Stated policies’ and ‘Sustainable 
development’ scenarios are analyzed and 
aligned with the International Energy Agency’s 
World Economic Outlook (IEA WEO) and the 
Intergovernmental Panel on Climate Change 
(IPCC) Fifth Assessment Report (AR5).  The Net 
Zero scenario is analyzed in line with the United 
Nations Framework Convention on Climate 
Change 
(UNFCC) 
Marrakesh 
Partnerships 
Climate Action Pathway for Industry and the 
Institutional Investor Group’s Framework for 
Net-Zero Investment.  High level findings from 
our scenario analysis work are provided on 
page 110.  By developing our understanding of 
potential future scenarios, we are able to take 
informed action and become more resilient to 
the potential effects of climate change across 
this spectrum.  
Risk management 
(TCFD Risk management a & b)
Climate change related factors are incorporated into our 
formal risk assessment process.  For example, when 
assessing site weather-related risks, we also consider 
availability and access to water and the impact of increased 
precipitation, drought and severe storms on operations, 
as well as on communities near our operations.  Through 
this process, we have identified several climate-related 
risks and opportunities for our business: physical impacts 
of climate change, such as an increase in extended 
duration extreme precipitation events; an increase in 
regulations that seek to address climate change; and an 
increase in global investment in innovation and low carbon 
technologies.
At Barrick, it is important that green technology is made available 
to developing countries.  Tongon, Côte d’Ivoire, has provided solar 
panels to nearby schools.

110
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Scenario analysis
2°C–3°C increase
 Existing 
policies 
and 
recently 
announced 
commitments and plans, including those yet to be 
formally adopted, are implemented in a cautious 
manner. 
 Although policies are adopted to reduce the use of 
fossil fuels, demand is still high. That leads to 
higher prices than in the sustainable development 
scenario: 
 Crude oil increases from $71/barrel in 2025 to 
$85 in 2040 due to increased demand and 
lower carbon taxes. 
 Natural gas increases from $3.5/MBtu in 2025 
to $8 in 2040. 
 Carbon prices range between $20-52/tonne 
(accounts for existing and announced carbon 
pricing schemes).
Well below 2°C increase
 Ensures universal access to affordable, reliable, 
sustainable and modern energy services by 2030 
(UN SDG 7); reduced air pollution (UN SDG 3.9); 
and effective climate change action (UN SDG 13). 
 Established CO2 pricing in advanced economies, 
and developing economies enact schemes to limit 
emissions. Global carbon price range between 
$125–140/tonne.
 Lower energy demand means less need to 
produce fossil fuels from resources higher up the 
supply cost curve.
 Decrease in crude oil process due to lower 
demand and higher carbon tax.
 Natural gas increases due to demand for natural 
gas as a lower carbon energy source.
1.5°C increase
 Accelerated action to drive change in portfolio 
composition. 
 Integrated value chain collaboration to address 
Scope 3 emissions and increase targets. 
 Policymakers set reduction targets and the finance 
sector adopts responsible mining standards. 
 Technology to enable decarbonization: boost 
renewables 
and 
storage; 
drive 
operational 
efficiency; 
and 
increase 
electrification 
and 
recycling. 
 Leadership in sustainable mining initiatives; 
increased disclosure; maximize investment in 
sustainable mining. 
 Commitment to 50% renewable energy sources for 
operations.
 More stringent closure requirements to avoid 
abandoned ‘assets’.

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Responsible 
environmental 
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resilience
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Biodiversity
Closure
So, while we recognize the importance of SBTi 
and its role in helping deliver robust targets 
for companies and providing a standard that 
stakeholders recognize, we believe that the 
current methodology for mining, and more 
specifically gold mining, is not robust enough, 
and we have not formally lodged our targets 
with the SBTi.  
We continue to monitor and engage with the 
SBTi through our memberships.  We are also 
working in partnership with ICMM and the WGC 
to help develop a more robust methodology 
for the gold industry.  In line with our holistic 
and integrated sustainability approach, we 
are working to ensure that methodology also 
discusses and considers the need to provide 
a just transition. 
A focused and prioritized 
approach 
(TCFD Risk management c & Metrics and targets a&c)
Our approach to reducing our emissions is to 
continuously identify and realize opportunities.   
As we do this, and as new technology comes 
online, we consider:
	
■the impact to the business and our carbon 
footprint; and 
	
■if it could be expanded or rolled out elsewhere 
in the group.
Based on these analyses, we will continually 
review and update our GHG reduction target.  
A moving target 
(TCFD Metrics and targets a&c)
In 2020, when we set our first post-Randgold 
merger GHG emissions reduction target, we 
followed a robust process that considered climate 
science, our current asset base and expansion 
plans, current and realized opportunities for 
reduction, and available technology.  The 
methodology assumed we will at least maintain a 
steady state production profile and did not rely on 
the closure of mines to deliver reductions.  
Nor did it rely on efforts by our host governments 
to transition national grids or provide pathways for 
cleaner energy.  Instead, it was based on what we as 
a company were doing and could do to reduce our 
emissions going forward.  The process also drew on 
industry practices and market expected standards, 
such as the Science Based Targets Initiative (SBTi) 
methodology.
When reviewing and applying these to our 
operations, we identified limitations, particularly 
with regards to the SBTi methodology.  These were:
	
■Firstly, the SBTi does not provide an industry 
specific methodology for mining overall, nor 
for gold mining.  This means that regardless 
of size, nature or carbon intensity of a 
business, all mining companies come out 
with a very similar result.
	
■Secondly, the SBTi does not consider 
jurisdictional or geographic challenges, 
such as a ‘carbon budget’ for developing 
countries.  Without such considerations, 
we believe  developing countries will be left 
further behind.

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economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Our evolving GHG reduction target
Barrick and Randgold Merge.
January 2019
Barrick assumes operational 
control of the Tanzanian assets 
of the former Acacia mining.
September 2019
July 2019
Formation of the Barrick 
Newmont joint venture in 
Nevada to form Nevada 
Gold Mines.
2020
Initial target of 10% by 2030 against 2018 
baseline while maintaining a steady state 
production profile is set.
New emissions reduction target of at least 30% 
by 2030 against the 2018 baseline of 7,541kt 
CO2e per annum, with a defined interim 
emissions reduction target of 15% set. 
Ultimate vision of Net Zero by 2050 
established.  Road map for achievement of 
target developed. 
2021
2022
Scope 3 emissions screening exercise 
undertaken, and Scope 3 emissions 
calculated.
At least 
30% reduction
by 2030
Net Zero
by 2050

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resilience
Water management
Waste management
Biodiversity
Closure
This work has also helped us identify priority areas 
of focus for our reduction strategy for each decade, 
based on the potential impact on emissions 
and balanced against cost to the business.  This 
approach ensures we focus our efforts on where 
the greatest impact will be. 
2020-2030
Our focus through to 2030 is to decarbonize our 
current energy sources.  This includes transitioning 
from coal and heavy fuels to cleaner burning fuels 
such as natural gas, and integrating renewable 
energy sources into our grids.
Post-2025
The next opportunity for us lies within the vehicles 
we use on site.  We are investigating opportunities 
to introduce electric vehicles (EVs) into the fleet 
and are part of ICMM working groups in this 
regard.  Despite technological advances, a stable 
and reliable solution is still not available, and our 
expectation is that these opportunities will only be 
realized in the latter half of the decade.  We expect 
EVs to be available for underground operations 
towards the end of the decade, but they are 
unlikely to be suitable for open pit and surface 
haulage operations. 
Post-2030
We will continue to focus on the integration of 
renewables into our operations and grids.  Where 
we rely on national grids for electricity, we also plan 
to engage with host governments regarding their 
respective green transitions.  We will also look into 
further offset projects for our hard to abate emissions 
(such as those from explosives or lime use).  
We are already working on one project in Zambia 
which integrates biodiversity and social aspects, 
and are further considering how nature-based 
solutions could contribute to carbon credits.  
Offsets, however, are not a core part of our climate 
change strategy.  Any offset project we participate in, 
must also deliver social and/or biodiversity benefits.

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economic 
development
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Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Annual CO2e saving kt
Capex $m
Kibali Hydropower, DRC, 2013
190
245
Pueblo Viejo Quisqueya Power Plant Natural Gas 
Conversion, Dominican Republic
260
 8 
Loulo 20MW Solar, Mali
27
21
Kibali Battery Energy Storage System (BESS), DRC
8
8
NGM Power Purchase Agreement (PPA), USA
360
0
Veladero Transmission line connection, Argentina
100
 54 
Pueblo Viejo Lime Kiln Fuel Switch,  
Dominican Republic
127
 8 
Kibali & Loulo LED Replacement
1
1
NGM 5% of Light Vehicles EVs and  
LED Replacement, USA
2
 8 
Loulo Solar (40MW) & BESS (36MW), Mali
54
68
Kibali Solar (17MW) and additional Battery, DRC
 12 
 26 
TSPP Natural Gas Conversion, USA
526
37
Underground EV Fleet, across group
185–350
-
TSPP 200 MW Solar, USA
254
 262 
Lumwana Trolley, Zambia
11
-
Jabal Sayid Solar, Saudi Arabia
11
 10 
Pueblo Viejo Solar 80MW, Dominican Republic
69
90
Additional TSPP 200 MW Solar and BESS, USA
254
-
LED replacement Roll Out, across group
1.5
2
NGM 100% Light Vehicle EV, USA
21
-
Light Vehicles EV, AME and LATAM AP
10–32
-
Veladero Overland Conveyor, Argentina
29
-
2030 NGM PPA, USA
180
-
On-site Power and Energy, across group
Towards Net Zero
-
Underground EV Fleet (remainder across group)
0–165
-
National Grid greening, USA, Canada,  
Cote d’Ivoire, Tanzania, Zambia
                                  
Towards Net Zero
-
NGM Geothermal 15MW, USA
37
-
Surface Haulage EV and alternative fuel, across group
Towards Net Zero
-
Total capital spent
 1,072 
344 
Total committed
 1,110 
 504 
7,541
kt CO2e
(baseline)
6,410 
kt CO2e
(15% interim)
5,279
kt CO2e
(30%)
VISION
NET
ZERO
2018
2021
2025
2030
2050
1
2
3
4
5
6
7
9
8
10
11
12
14
13
15
21
20
23
19
18
22
26
25
28
24
27
17
16
Carbon offsets, through biodiversity conservation and 
nature based solution projects, will offset hard to abate 
emissions, such as limestone use and roaster emissions.
Although Kibali hydropower stations (commissioned in 2013) are a component of our 
journey to net-zero emissions, the project was established prior to our baseline in 2018 
and does not contribute towards our 30% reduction target by 2030. 
Projects identified as 'Capital Spent' and 'Committed' have been evaluated against 
Barrick's internal investment criteria, including a required internal rate of return of at least 
15%.  All values are estimates.
2013
Emissions reduction targets
Committed
Under investigation
17
Capital spent
17
17
Coal
Natural gas
HFO/diesel
Limestone
Efficiencies
Biodiversity-based carbon offset
Roasters
Fleet: diesel
PPA & grid reductions
Emission source and reduction opportunities
100%/
Net Zero
75%
50%
30%
2
1
4
3
5
6
7
8
9
10
11
12
14
17
16
18
23
19
13 15
20
21
22
24
25
26
28
27
Roadmap to Net Zero

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economic 
development
Health & safety
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Responsible 
environmental 
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Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Electricity and energy
The bulk of the electricity we consume is 
produced by thermal generators.  It is one 
of our most significant operational costs and 
represents a major source of GHG emissions.  
By understanding our electricity mix and our 
carbon emissions, we can recognize the 
contribution and value of our clean electricity 
initiatives, such as the conversion of the 
Quisqueya power plant in the Dominican 
Republic from heavy fuel oil to natural gas, or 
the introduction of solar power to the Loulo-
Gounkoto microgrid, both in terms of cost 
savings and emissions avoided.  
In terms of other energy we consume, the 
bulk of this is through the fleet of vehicles 
we operate across our sites.  We actively 
participate in programs such as the ICMM’s 
EV research, as well as industry research and 
development to reduce emissions from our 
fleet.  Notably, we are trialing the use of EVs at 
some of our mines where there are currently no 
viable alternatives.  We will continue to engage 
and monitor progress in this regard.   
The Nzoro Hydropower plant at Kibali, DRC, was 
constructed in 2013.  Kibali has a total of three hydropower 
plants which provide most of the mine’s energy needs.

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Responsible 
environmental 
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resilience
Water management
Waste management
Biodiversity
Closure
Our total emissions in 2021 were 7,105kt of CO2e (Scope 1 and Scope 2: market-based), which represents a 
decrease of more than 5% when compared with our total 2018 baseline emissions of 7,541kt of CO2e.  86% 
of our 2021 emissions were Scope 1 emissions, which are direct emissions, such as from the burning of fuel 
at our power plants, diesel used in the fleet or from limestone used in processing at Pueblo Viejo.  
GHG EMISSIONS BY SOURCE (TONNES CO2e) 
(TCFD Metrics & targets b)
ENERGY CONSUMPTION (000 GJ)
2021
2020
2019
2018
fuel use
66,346
64,609
67,271
53,757
Total
83,612
82,429
82,316
63,391
electricity use
16,093
16,569
11,977
6,786
fuel use
66
194
473
342
Non-renewable
electricity use
1,107
1,057
2,595
2,506
Renewable
fuel use
0
20,000
40,000
60,000
80,000
SCOPE 1 AND 2 EMISSIONS (000 TONNES CO2e) 
(TCFD Metrics and targets b)
2021
20201
2019
2018
Scope 1
6,134
6,219
6,654
5,396
Total
7,105
7,527
7,668
7,541
Scope 2
971
1,308
1,014
2,145
0
2,000
4,000
6,000
8,000
Scope 2
1	
Emissions for 2020 are restated from our 2020 Sustainability Report figure of 7,351,461t CO2e to 7,526,000, a difference of 2.3%.   
We continue to review our systems and data collection and methodology, quality and assurance.  During this review process, the figure 
was restated as the 2020 reported values excluded emissions for energy generated by the Quisqueya power plant in the Dominican 
Republic which was supplied to the Dominican National Grid. 
 24% Diesel – mobile
18% Limestone use
GHG
emissions
by source
17% Purchased electricity
15% Coal
12% Natural 
 
     gas
5% Roasters
1% Other (LNG, 
 
   gasoline and biodiesel)
3% Heavy fuel oil
5% Diesel – stationary

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Responsible 
environmental 
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resilience
Water management
Waste management
Biodiversity
Closure
Case study
GHG EMISSIONS THROUGH THE MINE LIFECYCLE
From national grid access to 
volumes of explosives used, 
the GHG emissions a mine 
generates is dependent on a 
number of factors.  
One aspect that is not been widely discussed, or 
considered, is how emissions can be impacted 
by where an operation or project is in its stage 
of life.  
A mine that is in construction has a different 
carbon footprint than one that is going into 
closure, while a mine that is expanding has a 
different footprint than one in steady production. 
We consider the full mine plans and lifecycle 
when setting our GHG emissions reduction 
targets and implementing our climate change 
strategy.  
An example of this is at our Pueblo Viejo mine 
in the Dominican Republic.  Pueblo Viejo draws 
energy from the nearby Quisqueya power plant 
which we own.  Until early 2020, Quisqueya ran 
on heavy fuel oil.  
As a result, Pueblo Viejo was one of our largest 
sources of GHG emissions.  In 2020, we 
completed the conversion of the Quisquyea 
power plant from heavy fuel oil to natural 
gas, resulting in GHG emissions reductions. 
The Quisqueya power station also provides 
electricity to the Dominican national grid. 
The proportion of electricity delivered to the 
grid accounts for approximately 20% of our 
electricity emissions.   
We are currently expanding Pueblo Viejo and 
many of the reductions gained by the conversion 
to natural gas are offset by the additional trucks 
and energy required for the plant expansion and 
mine life extension project.  We have accounted 
for that increase in GHG emissions at Pueblo 
Viejo when setting our emissions reduction 
target and developing our plan.  We expect the 
plant expansion and mine life extension project 
at Pueblo Viejo to continue over the near-to-
medium term, after which we expect to realize 
further emissions reductions from the conversion 
from HFO to natural gas at the lime kiln.
Pueblo Viejo, Dominican Republic, aims to develop an 80MW solar farm.

118
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Responsible 
environmental 
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Water management
Waste management
Biodiversity
Closure
Scope 3 emissions: Scoping our full carbon footprint 
purchased goods and services; category two - 
capital goods; category three - fuel and energy 
use; and category four - upstream transport and 
distribution.
This clarity of understanding where our Scope 
3 emissions flow from enables us to focus our 
efforts going forward on those categories with 
the biggest impact.  Within this group, we have 
identified category one - goods and services, 
as the most material and impactful Scope 3 
emissions category that we can address.  This 
is because reduction opportunities in category 
three - fuel and energy use, are currently 
limited by the availability of EV technologies.  
In addition the proportion of renewable 
energy in national grids, as well as upstream 
transportation, 
face 
similar 
constraints.  
Category two - capital goods, are typically 
one-off purchases and therefore our emissions 
profile from this category fluctuates annually.  
Based on this work, as well as our 
group 
climate 
change 
strategy, 
which 
requires global collective action not at 
the 
expense 
of 
vulnerable 
communities 
or host countries, and coupled with our 
commitment to the ICMM Climate Change 
position statement, we have developed a  
Scope 3 emissions reduction roadmap. 
(TCFD Metrics and targets b)
At Barrick, we have worked to calculate our 
Scope 1 and 2 emissions for more than a 
decade.  However, we know that Scope 1 and 2 
emissions are only part of the picture and to fully 
understand our carbon footprint we also need 
to better understand our Scope 3 emissions, 
which are those produced throughout our value 
chain. 
Knowing there is truth in the adage, what 
gets measured gets managed, a key focus of 
our climate work in 2021 was quantifying and 
understanding our Scope 3 emissions.  There 
is currently no agreed industry best practice for 
Scope 3 emissions calculation, and the process 
is cumbersome.  To streamline the process and 
ensure we focus energy on our most material 
Scope 3 emissions categories, in July 2021 we 
undertook a screening exercise at our Tier One 
assets using the ‘spend based’ approach as 
well as the tool from GHG Protocol and Quantis 
against the 15 different Scope 3 emissions 
categories.  This exercise revealed that Scope 3 
emissions from our Tier One assets accounted 
for more than 40% of our total emissions (Scope 
1, 2 and 3).  The screening exercise further 
revealed that 99% of our Scope  3 emissions 
fall within four categories; category one -

119
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environmental 
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resilience
Water management
Waste management
Biodiversity
Closure
0.5%
0.6%
0.7%
2021
2022
2023
2024
2025
Purchased goods and services          WTT and T&D losses          Capital goods          Upstream transport          Employee commuting          Processing of sold products          Business travel
2,335 
 
                1,073 
 
   1,065 
              253 
               36 
 
   27 
 
               26
Scope 3 material categories (kt-CO2e)
Working with suppliers
Categorise our suppliers: to identify and 
prioritise suppliers for material reductions, 
‘easy-win’ reductions, technological opportunity 
reductions and longer-term plans.
Engage with our suppliers: To set effective and 
achievable reduction targets, we need to evolve our 
calculation to accurately determine supplier-specific 
emissions rather than spend-based or quantity-based 
methodologies, as we cannot realistically reduce the 
supplies we purchase while maintaining a steady 
state production.
Educate and provide emissions calculation tools: 
we will educate those suppliers to help them determine 
their own emissions profile and quantify their GHG 
footprint. Where necessary, we will assist them to 
develop their own tools to ensure the robustness of 
their quantification. We will work with our suppliers to 
understand the proportion of their emissions that are 
associated with goods and services to Barrick.
48.5%
22.3%
22.1%
5.3%
Transparent disclosure: we will continue to disclose our Scope 3 
emissions and, with the adoption of supplier-specific emissions, 
aim and refine the accuracy of our emissions profile annually.
Reduction opportunities and targets: 
once our suppliers understand their emissions 
profiles, we will engage to determine reduction 
opportunities that are achievable.
Contractual obligations: in the medium term, we will 
include emissions reporting and associated reduction targets 
and metrics in our contracts.  These contractual obligations 
will be prioritised based on the supplier categorisation and 
engagement strategy.
Targets and performance: we will set a Scope 3 
reduction target that will be reviewed and updated regularly. 
As we have disclosed with our Scope 1 and 2 emissions 
reduction profile, we will ensure that our Scope 3 reduction 
targets can be demonstrated and achievable and not merely 
a number to appease stakeholders.
Scope 3 
material 
categories 
(kt-CO2e)
Roadmap to Net Zero

120
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resilience
Water management
Waste management
Biodiversity
Closure
Case study
USING TECHNOLOGY TO DRIVE DOWN EMISSIONS
At our Bulyanhulu mine in 
Tanzania, one of the ways we 
are working to reduce our GHG 
emissions is by rethinking the 
way we assay our samples.  
Traditional assay processes require samples to 
be crushed and ground to a very fine consistency 
and for furnaces to reach temperatures in excess 
of 1,000 degrees.  This requires significant energy 
and, in turn, generates emissions.
At our Bulyanhulu mine, we are trialing the 
PhotonAssay™ model developed by Australian-
based 
mining 
tech 
company, 
Chrysos 
Corporation.  PhotonAssay™ reduces the need 
for the crushing and grinding of samples and 
eliminates the necessity of a furnace altogether 
by hitting the sample with high-energy X-rays. 
It delivers results in as little as three minutes. 
Alongside the savings on energy, emissions 
and time, this assay method delivers improved 
representative samples, thereby helping to 
better define reserves and resources and 
reduce the cost of analysis.
In 2021, NGM entered into an agreement for 
First Solar to support the construction of the 
TS Solar Plant in Nevada.  First Solar provides 
the most environmentally-friendly solar modules 
on the market and has a strong responsible 
sourcing program with zero tolerance for forced labor 
practices.  In addition, this partnership supports 
US manufacturing and job creation, lowers NGM’s 
GHG emissions, and brings a new opportunity for 
renewable energy.

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resilience
Water management
Waste management
Biodiversity
Closure
WATER MANAGEMENT
Management approach
We aim to deliver enough water for the effective 
operation of our mines, while at the same time 
protecting the quality and quantity of water 
available to host communities and other users in 
our watersheds.  Our commitment to responsible 
water use is codified in our Environmental Policy 
and our new standalone Water Policy.  These 
documents commit us to:
Conserve and protect high quality water resources 
in areas where we operate;
	
■Maintain basin-wide water balances that 
consider the availability of water resources, 
impacts from climate change, and the 
current and future water demands of our 
operational needs and the needs of other 
stakeholders;
	
■Develop 
and 
implement 
site-wide 
water quality monitoring programs and 
management plans; and
Water is a vital and increasingly scarce resource.  Steady, reliable 
access to water is critical to the effective operation of our mines. 
Access to water is also a fundamental human right.  Managing 
and using water responsibly is a critical part of our sustainability 
strategy.  Reducing the volume of freshwater consumed and 
protecting water quality decreases our environmental footprint 
and helps us maintain community and stakeholder support.  
	
■Disclose our water use and management 
performance in line with the guidance and 
requirements of the ICMM Water reporting 
framework.
We work across a diverse range of geographies and 
how we manage water varies from site to site.  Each 
mine has its own site-specific water management 
plan, which takes into account the different water 
sources available, local climate conditions and the 
needs of local users and the mine.
We include water risks in each mine’s operational 
risk register.  Risks are then rolled up and 
incorporated into the Group Risk Register.   
Our identified water-related risks include:
	
■Managing excess water in regions with high 
rainfall;
	
■Maintaining access to water in arid areas and 
regions prone to water scarcity; and
	
■Regulatory risks related to permitting limits as 
well as municipal and national regulations for 
water use.
Water monitoring - NGM, USA.

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What we measure
	
■Total water withdrawn - Water received 
and/or abstracted by operations and used 
in a task or process.  We monitor this by 
source: surface; ground; seawater or third 
party; and by quality.
	
■Water diverted - Water which enters 
the site and requires management but 
is released into the environment without 
being used in a task or process.
	
■Water discharged - Water used in a task 
or process and removed from operations 
and returned to the environment (surface, 
ground or seawater) by quality (high 
or low).  Water discharged must meet 
legislated water quality benchmarks.
	
■Consumption - Water abstracted or 
reused in a task and process and then 
lost through various mechanisms and no 
longer available for use/reuse.  
Usually 
lost 
through 
evaporation 
or 
entrainment in tailings with smaller 
amounts lost through human consumption.
	
■Total water used - Total volume of water 
used by operations in a task or process.
	
■Water 
recycled 
- 
Water 
used 
in 
operations, treated and then used again.
	
■Water reused - Water used in operations 
and used again without treatment. 
	
■Change in storage - The change in stored 
water volume at the operations, calculated 
as the difference between water in storage 
at the start of a period and at the end of 
period.  A positive number indicates water 
accumulation and a negative number 
indicates decreased storage.
	
■Rainfall - Track trends and anticipate 
potential stresses on water management.

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Open pit
Underground 
mine
Dust suppression
Tailings Storage Facility (TSF)
Process plant
Water 
treatment plant
Water
diverted
Water 
storage pond
River
Consumed 
85,285 ML
Withdrawn 
171,892 ML
Diverted 
248,920 ML
To task 
572,638 ML
       Reused and recycled 471,481 ML
       Discharged  
81,346 ML
Change in storage 
1,298 ML
 
Our water circuit

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Biodiversity
Closure
Each month, every site reports on their water 
use to our Regional Sustainability Leads and the 
Group Sustainability Executive.  The data provided 
aligns with the requirements of the ICMM’s Water 
Accounting Framework, which allows for a full 
picture of water use across the site.  Monitoring 
and reporting our water use regularly ensures our 
team knows and understands how and where we 
use water across site, and where further efficiencies 
might be gained.
We track this data because it helps us to 
understand how efficiently we use water, and to 
identify if and how we can reduce the amount of 
water we withdraw.  This understanding helps us 
to stay within our permitted limits and delivers 
operational efficiencies by reducing pumping 
costs.  
We also track how much water we recycle and 
reuse because it helps us to understand all the 
water that goes in and out of our sites.  Ultimately, 
this enables us to identify ways we can withdraw 
less from external sources.  We also incorporate 
the data into our scenario planning. 
Exposure to water risk
In regions identified as water scarce or vulnerable 
to water stress, such as Mali and Nevada, our 
water management plans take particular care 
to account for the reduced supply of freshwater 
for local communities and ecosystems.  We 
aim to use low-quality water in our operations 
and to recycle and reuse as much water from 
our processes as possible.  For mines such 
as Kibali and Pueblo Viejo where water stress 
is experienced as surplus or excess water to 
manage because of high rainfall, our approach 
to water management is different.  At these 
mines, the sheer volume of water entering the 
mine site from rain and runoff means that we 
face different water management challenges, 
and must manage massive volumes of runoff by 
either:
	
■Diverting it; or
	
■Storing it as clean water to discharge back into 
the environment.
Any rainwater that encounters process areas (for 
example runoff through the plant) is maximized 
for use in our processes as opposed to 
abstracting freshwater from water resources, or 
is treated to meet required discharge standards 
before it is returned to the environment.  
A site like Pueblo Viejo also has a downstream 
water demand to consider and not only needs 
to meet discharge standards in terms of quality, 
but also in terms of volume of water released into 
the downstream system to meet environmental 
and social demands.  At these sites, it is difficult 
to achieve high water recycling and reuse rates 
given the high volumes of precipitation, and this 
context impacts our group rates and targets. 
Water quality monitoring takes place both within the mine site, 
both at up and downstream monitoring locations - Kibali, DRC.

125
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Nevada Gold Mines
US
Pueblo Viejo
Dominican Republic
Kibali 
Democratic 
Republic of Congo
Loulo-Gounkoto
Mali
Jabal Sayid
Saudi Arabia
Porgera Joint Venture1
Papua New Guinea
Water scarce
% Water use efficiency
Water abundant
% Water use efficiency
66%
86%
71%
83%
79%
1 
Porgera has been in care & maintenance since April 2020.
Our exposure to water stress

126
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Case study
IMPROVING WATER ACCESS TO COMMUNITIES IN THE  
DOMINICAN REPUBLIC AND THE DRC
It is estimated that 600 million 
people 
globally 
still 
lack 
adequate and reliable access 
to enough clean water to meet 
their drinking, cooking and 
hygiene needs, as well as for 
other uses.  
The World Bank estimates that poor water and 
sanitation supply costs developing countries as 
much as $260 billion annually or approximately 
1.5% of their GDP.  That is why improving 
access to clean water is one of our community 
development investment filters.  These are 
some of the ways our community development 
funding is helping to improve access to drinking 
water for our communities in the Dominican 
Republic and the DRC.
Water fountains in the DRC
Since construction at our Kibali mine began, 
we have drilled more than 100 new boreholes 
and upgraded many more to provide ready 
access to water for the communities closest 
to Kibali’s operations.  However, with a rapidly 
growing population and large area of influence, 
access to water remains a priority issue for Kibali 
communities, particularly for residents of the towns 
of Durba and Watsa.  
In these areas, water had previously been supplied 
by private vendors at a cost beyond the means of 
most residents, or by a long and time consuming 
walk to the river.  In 2017, Kibali management 
entered into an agreement with the local CDC to 
invest in a water distribution project for Durba’s 
residents.  The water distribution system pumps 
and purifies water from nearby hills to a network 
of 40 water fountains in the city.  The contract for 
the management of the water network has been 
allocated to one local company and each fountain 
has a monitor to supervise water collection and 
collect payment.  
Water Treatment Plant in 
Zambrana, Dominican Republic
When the Pueblo Viejo mine was planned, we identified 
34 communities near the operation.  Our baseline 
assessment showed that none of these communities 
had access to municipal services. 
The area’s water sources were also negatively impacted 
by historic artisanal mining, resulting in health risks for 
local residents.  To improve access to clean drinking 
water for the surrounding communities of Pueblo 
Viejo, we have kick-started a community-led initiative 
to build and run a water treatment plant that not only 
provides access to clean drinking water for residents 
of Zambrana, but is supported by an economic model 
which provides jobs and income for the local community 
and is sustainable over the long term.  
The managing company is also responsible for the 
maintenance of the system.  The system was built by a 
network of 13 local suppliers and a local NGO, thereby 
multiplying the benefits delivered by the project.

127
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Case study: Improving water access to communities in the Dominican Republic and the DRC (Continued)
As part of the project, during 2021 we spent 
$370,000 building a reverse osmosis water treatment 
plant in the town of Sabana Del Ray.  A Community 
Cooperative of 30 community members will take on 
the management of the plant and coordinate the 
sale of treated bottled water at an affordable price to 
surrounding communities. 
The plant’s capacity is estimated to produce up to 
6,000 bottles of clean drinking water, daily.  To ensure 
water is suitable for human consumption, a local 
laboratory will be responsible for testing the water 
quality.  In addition to generating drinking water, we 
are also negotiating a water purchase agreement 
with the Community Cooperative to supply water to 
the Pueblo Viejo mine.  We anticipate the plant will 
deliver enough clean water to provide for up to 25 of 
the mine’s surrounding communities.  The operation 
of the water treatment plant will also provide five 
direct jobs to the community, and over 200 families 
will benefit indirectly from the project.

128
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Case study
GEOHYDROLOGY STUDY AT CARLIN
Prior to the establishment of NGM, both Barrick and Newmont 
maintained independent groundwater flow models for their 
respective operations near Carlin (legacy models). 
While the information generated by the legacy 
models was/is accurate, it was only telling half 
the story.  This was largely due to how the legacy 
models were structured. 
As NGM, we combined the data within the 
legacy models into a single structure (Modflow 
6) thereby creating the Carlin Trend groundwater-
flow model (Carlin Trend Model). 
Tests showed the Carlin Trend Model simulated 
stream flows and groundwater levels accurately 
for the period between 1987 and 2019.
Our performance
In 2021, we reused or recycled 82% of 
all the water we used.  This equates to  
471,481 Megaliters (ML) of water reused or recycled 
by our mines in 2021.  In total, we consumed 
85,285ML or approximately 0.0005ML per tonne of 
ore processed, in 2021.  Evaporation accounts for 
approximately 40% of our consumptive use, while 
39% is consumed through entrainment in our TSFs. 
Successfully replicating more than 30 years of 
measured conditions supports the confidence 
in the predictive capability of the model.  Using 
the Carlin Trend Model, NGM will refine our 
understanding of the groundwater near our Carlin 
operations.  As we gather input from partner 
agencies and learn more about the data, the new 
model will inform our overall water management 
strategy and planning for future operations.  
This work and the model results have been well 
received by state and federal permitting agencies 
as well as stakeholders.  
Our total water withdrawal in 2021 was 171,892ML 
or an average of 0.001ML per tonne of ore 
processed.  Most of the water we withdrew was 
from precipitation and runoff (30%) and rivers and 
streams (26%).  We also drew down significant 
volumes of water stored on our TSFs.  In 2021, 
21% of the water we withdrew was from low 
quality sources.  
In 2021, we discharged 81,346ML, 84% of which was 
to surface water such as rivers and streams.  The bulk 
of the water we discharge is at our sites with high rainfall 
such as Pueblo Viejo in the Dominican Republic, as well 
as Kibali in the DRC.  We also discharged significant 
volumes at North Mara and Lumwana.  69% of the water 
we discharge is high-quality water, suitable for agricultural 
or potable use.

129
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Case study
REDUCING FRESHWATER ABSTRACTION AT KIBALI
The DRC, where our Kibali 
mine is located, is blessed 
with an abundance of rainfall 
every year.  However, because 
of the sheer volume of water 
the mine has to manage from 
rainfall each year, we regard 
Kibali as water stressed.   
Regardless of the abundance of water at Kibali, 
we aim to minimize the amount of water we take 
from the nearby Kibali River each year and are 
constantly looking for alternate water sources. 
Due to the heavy rainfall, groundwater levels in 
the DRC are fairly high and we need to dewater. 
In the third quarter of 2021, we commissioned 
two new pumps at the Pakaka pit.  The new 
pumps take dewatering water from the Pakaka 
pit lake to the nearby KMS dam for storage 
before use in the process plant.  
These efforts led to a 53% reduction of fresh 
water taken from the Kibali River in the fourth 
quarter of 2021 compared to the same periods 
for 2020 and 2019.  We are now working on 
phase two of the project, which will see us 
install a further two lines from the Kombokolo 
and KCD pit lakes toward the KMS dam.  This means 
that even in the dry season, the KMS dam will not have 
to draw signficant water from the Kibali River.  Overall, 
this work is anticipated to reduce our abstraction from 
the Kibali River by as much as 80%.

130
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Case study
WATER EFFICIENCY IMPROVEMENT PROJECT AT THE  
PUEBLO VIEJO MINE  
Our Pueblo Viejo mine is in 
an area with abundant water 
supply, and the site had one of 
our lowest water use efficiency 
rates, with an average of just 
46% of water used by the site 
reused or recycled prior to 2021.  
Having ready access to water, however, 
does not mean that we should not take the 
utmost care with water management on site. 
Therefore to improve Pueblo Viejo’s water use 
efficiency, we conducted a full water use review 
between 2019 and 2021 to understand exactly 
how much water we use on site and through 
which process.  With this information, we then 
reviewed where we could swap fresh water use 
for reclaimed or process water, or where we 
could utitlize diverted rainwater.
The review identified a number of short-, 
medium- and long-term initiatives that could 
improve water use efficiency.  The projects 
implemented in 2021 include using reclaimed 
instead of fresh water, installing flow meters 
across site to enable better tracking of reclaim 
water use, and evaluating the blend of water 
in the lime slaking to reduce the proportion 
of fresh water.  In 2021the implementation of 
these steps helped us to improve water use 
efficiency at Pueblo Viejo by 43%, to 66% 
reused or recycled. 
The site has an action plan in place to achieve 
80% water use efficiency over the next two 
years, and the following projects are being 
reviewed for implementation in 2022 to drive 
further efficiencies: 
	
■Engineering for the use of reclaim water for 
cleaning of the tanks (instead of fresh water); 
and.
	
■Engineering for the extension of reclaim 
water pipes to use in limestone grinding.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
2023
2022
2021
2020
2019
Actual
Expected
PUEBLO VIEJO WATER EFFICIENCY

131
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
WASTE MANAGEMENT
Gold mining and its processes create waste including 
tailings, waste rock, and non-processing waste.  
Making sure we deal responsibly with the waste we 
generate is critical to the health of local environments, 
local communities and our business.  Reducing 
mine waste and increasing recycling throughout 
the mine life cycle drives down costs, and reflects 
our commitment to operating in a responsible and 
sustainable manner.  We have a target to increase 
the proportion of waste we recycle year-on-year. 
Responsible tailings 
management and dam 
safety
Tailings are one of the most significant waste streams 
generated by the mining process.  They are created 
as mined ore is crushed, milled and processed to 
separate the valuable minerals from the ore.  Tailings 
typically consist of a slurry of fine mineral particles and 
water, which are either incorporated into materials 
used to backfill pits or mined-out underground stopes 
or pumped in a slurry form into a specially designed 
and engineered repository, known as a tailings dam 
or a TSF.  TSFs need to be carefully monitored and 
maintained to ensure the stability of the dam walls 
and prevent seepage of contaminants into the local 
environment.  With the implementation of a dedicated 
group-level Vice President, Closure and Governance, 
we will roll out extensive Closure Plan reviews 
across all our sites, including aiming to maximize the 
opportunity and set tailings backfill target.
Tailings Storage Facility at Carlin – NGM, USA.

132
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Tailings storage facilities
8 downstream
6 upstream
42 CLOSED
3 centerline and modified centerline
17 OPERATING
Independent reviews conducted at 
Carlin, Cortez, Turquoise Ridge, North Mara, 
Bulyanhulu, Loulo-Gounkoto, Tongon and 
Kibali Mines, and Mercur and McLaughlin 
Closure Sites.
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED
CLOSED

133
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Management approach
At the center of our approach to tailings 
management is safety.  Ensuring that people 
and the environment are safe determines how we 
manage our facilities.
Our Tailings and Heap Leach Management 
Standard aligns with international best practice 
and sets out:
	
■How we manage our TSFs from location and 
design through to operation and closure; and  
	
■The key roles required for the management of 
each TSF, such as an Engineer of Record (EoR) 
and a Responsible Person.
The 
Responsible 
Person 
manages 
key 
documentation such as the compliance plan, 
risk assessment and manuals, and maintains 
an emergency response plan that has been 
communicated to all affected people.  For 
the construction of any new TSF or heap 
leach pad, the Tailings and Heap Leach 
Management Standard stipulates that the 
technical specifications will meet all national 
requirements and follow international good 
practice including World Bank standards, 
Canadian Dam Association Safety guidelines 
and Mining Association of Canada’s Guide to 
the Management of Tailings Facilities.  
Our Tailings and Heap Leach Management 
Standard sets out six levels of inspection and 
surety for the safe management and operation 
of TSFs and heap leach pads.
Tailings and heap leach management standard
Level 6
Independent Tailings 
Review Committee
Level 5
Assurance audit
Level 4
Dam safety review
Level 3
External EOR dam 
safety inspection
Level 2
Routine inspections
Level 1
Monitoring technology

134
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Case study
IMPROVING THE NORTH MARA TSF
As set out in our 2019 and 2020 
Sustainability Reports, when we 
assumed operational control 
of North Mara in Tanzania in 
2019, we inherited a neglected 
TSF, which had been closed 
by the National Environment 
Management Council (NEMC) 
due to safety concerns related 
to excess water on the dam. 
Our priority ever since has been to restore the 
North Mara TSF to within its design capacity 
and eliminate the excess water.
As a first step, we undertook a hydrocensus 
to determine if any impacts had occurred 
to 
community 
water 
sources 
that 
required remedy.  While undertaking the 
hydrocensus, 
we 
deployed 
evaporators 
at the extensive TSF pool.  This allowed 
us time to develop and implement longer-
term solutions.  We invested approximately  
$65 million to upgrade the water treatment 
facilities at North Mara.  This has improved 
the water treatment plant’s daily throughput 
from 2.5ML to a 40ML capacity.  The plant 
upgrade was completed in December 2020, 
and we installed a brine plant in 2021 which 
can deal with high salt levels and increases 
water recovery.
Through these efforts, we achieved our 
objective of returning the TSF’s functionality 
back to design and legislated capacity in 
2021, and reduced the volume of water on the 
TSF from 7.0Mm3 in 2019 to below 0.8 Mm3 
today.  Alongside critically important safety 
improvements, this reduces the need for a 
further TSF at North Mara.  Our advances 
are continually monitored by NEMC, with 
regular mutual engagement to ensure the TSF 
is managed to the highest standards.  This 
includes regularly analysing drinking water 
wells and surface water sources surrounding 
the mine.
  Our relations and co-existence has 
been cordial since Barrick took over 
from Acacia.  Previously, we had to bear 
with mine water discharges, particularly 
in Matongo village... but currently the 
water can be used to grow vegetables 
and even animals drink it  
 
Matongo Village Community Manager, DaudiItembe 
on behalf of Kerende, Matongo, Nyamongo, Nyamwaga, 
Genkuru, Kewanja, and Nyangotoas communities. 
The volume of water stored at North Mara’s TSF was reduced 
from 7Mm3 in 2019 to below 0.8Mm3 by the end of 2021.

135
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Case study
TAILS FROM THE DESERT 
Our Jabal Sayid copper mine in Saudi Arabia 
is located in a water-scarce area, and for the 
operation to be a success, we needed to 
adapt our mining processes to suit this climate 
and water availability.  Both copper processing 
and tailings management usually require 
fresh water, which would place significant  
constraints on an operation in the desert. 
Jabal Sayid has adapted to dry conditions by 
adopting a new method to process copper 
concentrates which can use either raw sea 
water, brackish water or waste water.  This 
method, known as the Air-Metabisulfite 
Process (AMBS), also allows the mine to use 
treated municipal sewage water for flotation.  
We also make a concerted effort to save 
water by treating waste water on site.  
We recover water so that the tailings material 
has a moisture content of just 18% when 
stacked at the lined TSF.  This has a significant 
impact, not just on our water use, but also in 
the way we manage our tailings.  Reducing the 
amount of water content in a tailings facility also 
vastly improves the facility’s safety, which can 
otherwise be a major risk carried by most mines. 
This process of storing dryer tailings is called 
dry stacking, and the process comes with a 
number of benefits.  The dryer material requires 
less space, and it is more stable and therefore 
reduces the risk during flooding or seismic 
events.  Dry stack TSFs also reduce the overall 
footprint or so-called ‘dirty mining area’ as these 
TSFs require less space.
WASTE DATA (TONNES 000)
Tonnes (000)
2021
2020
2019
Total volume of tailings 
material produced
98,880
115,437
89,879
Total amount of waste 
rock mined
895,471
382,632
444,023
Total mine waste 
deposited on surface
511,380
498,069
470,213
Proportion of waste 
that is potentially 
geochemically reactive
59,584 
(12%)
29,126 
(6%)
63,381 
(13%)
Performance
During 2021, we continued to align with 
the Global Industry Standard on Tailings 
Management and continued the review of 
our TSFs against our internal standards and 
current industry best practice.  Based on 
these reviews, we generated a prioritized list of 
actions to reduce the risks at our TSFs to the 
lowest possible level.  We are on track to align 
with GISTM by August 2023 for all ‘very high’ and 
‘extreme’ classified facilities, and August 2025 for 
the ‘high’ to ‘low’ classified facilities.
In 2021, independent reviews of the TSFs were 
conducted at the company’s Goldstrike (Carlin), 
Cortez, North Mara, Bulyanhulu, Turquoise Ridge, 
Loulo-Gounkoto, Tongon and Kibali mines, as well 
as the Mercur and McLaughlin closure sites.

136
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Mercury management
Naturally occurring mercury is found in some 
of the ore at some of our sites in Nevada and 
Latin America.  This mercury can be mobilized 
during processing.  We are aligned with the 
ICMM position statement on Mercury Risk 
Management and follow a rigorous risk-based 
approach to the management of all hazardous 
chemicals and reagents.  Mercury capture and 
safe storage are critical aspects of onsite safe 
practices.
We use a range of controls during processing 
and disposal, including retorts, scrubbers, 
condensation towers and activated carbon 
filters which trap mercury vapor before it can be 
discharged into the atmosphere.  Air pollution 
control devices on the thermal processing 
units (roasters, autoclaves, refineries) at NGM 
meet Nevada Maximum Achievable Control 
Technology standards, which are the most 
stringent best practices for the gold industry in 
the US.
Our operations in Latin America ship mercury for 
permanent safe storage in the decommissioned 
area of a former salt mine in Germany.  In 
Nevada, regulations prohibit the export of 
elemental mercury, and the United States does 
not have a permanent government regulated 
storage facility.  That means long-term mercury 
storage is a challenge for our operations in 
Nevada, and captured mercury compounds 
are stored on site.  We are also working to 
build relationships with waste management 
companies to further enable long-term safe and 
environmentally responsible disposal.

137
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Cyanide controls
We are a signatory to the International Cyanide 
Management Code (ICMC) and member of the 
International Cyanide Management Institute 
(ICMI), and adhere to best practices for the safe 
transportation, storage, use and disposal of 
cyanide.  This includes: 
	
■Conducting regular internal audits against the 
ICMC;
	
■Monitoring local waterbodies and discharge for 
potential traces of cyanide;
	
■Formally tracking all incidents involving cyanide;
	
■Training for workers and contractors who 
handle, transport, and dispose of cyanide;
	
■Specialised training and equipment for onsite 
emergency response teams; and
	
■All our cyanide suppliers and transporters must 
be ICMC certified.
Cyanide management is built on stringent 
operating permits and standards.  We work side 
by side with the regulators to ensure responsible 
management of cyanide across our operations 
and meet all requirements to maintain ICMC 
certification.
All operational sites, with the exception of Kibali, 
are certified to ICMC.  Kibali is on track to achieve 
compliance in 2023.  We had no significant 
cyanide-related incidents in 2021.
Non-processing waste
Alongside process waste, we also create a small 
quantity of non-processing waste each year.  
This includes batteries, fluorescent lights, waste 
oils, solvents, electronic waste and laboratory 
assay waste.  In line with the commitments 
set out in our Environmental Policy, we strive 
to minimize the amount of waste we produce, 
and we apply the ‘avoid, reduce, re-use, and 
recycle’ hierarchy to our non-mine waste.  How 
we manage waste is guided by local context, 
and restrictions.  For example, our Veladero 
mine in Argentina is in the High Andes and 
does not have a landfill.  In order to manage our 
waste effectively and responsibly, our site waste 
management team works with local and regional 
bodies as well as governments to manage and 
recycle waste to ensure that no waste is stored 
long term at site and is recycled and repurposed 
wherever possible. 
We track the volumes of waste we generate and 
how each waste stream is disposed of, and our 
aim is reduce the proportion of waste we send 
to a landfill.  Tracking and reporting our waste 
streams helps us to compare performance 
across our sites and identify opportunities for 
improvement.  Based on this benchmarking, we 
are bringing some of the lessons learned in the 
Africa and Middle East region to North America 
to improve recycling rates.  
These lessons include exploring opportunities to use 
community-based commercial enterprises that can also 
create economic opportunities.  At our Loulo-Gounkoto 
complex in Mali, local youth co-operatives GIE Kenieba and 
GIE DK have contracts to collect and recycle scrap metals.  
In Tanzania at our North Mara mine, to better manage 
waste and deliver additional value to the community, we 
have installed a new waste storage and separation facility.  
This facility is managed by local youth collective Kemanyaki 
and sorts waste into recycleable waste, which is sent to 
a local contractor off site for recycling.  In addition, food 
waste is collected and shared with local community pig 
farms, while scrap metals, wood and plastics are sorted 
and made available to local artisans for use.  
TOTAL WASTE GENERATED BY TYPE
Tonnes
2021
2020
2019
Hazardous waste
22,915
30,730
27,150
Non-hazardous
65,663
57,144
82,604
Total waste recycled
62,353
52,601
424,1281
1	
In 2019, a significant volume of stored waste at Loulo-Gounkoto was 
recycled.

138
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Case study
PUEBLO VIEJO’S PLASTIC PREVENTION PLAN
Most plastic products have a 
working life of just 15 minutes 
but take centuries to break 
down, and often end up in 
waterways and the ocean.
Since 2019, our Pueblo Viejo mine has been 
working to reduce the volume of plastic waste it 
generates.  This includes eliminating single-use 
plastic bottles and replacing them with reusable 
bottles.  This also includes the introduction of 
reusable or biodegradable containers and cutlery, 
and reusable bags at the on-site grocery store.  
These measures have seen single use plastic 
waste generated on site drop from 14.3 tonnes 
in the first quarter of 2019, to 0.1 tonnes in the 
fourth quarter of 2021. 
2021
2020
2019
0
5
10
15
20
14.34
14.31
18.76
19.96
13.52
11.29
3.52
2.47
1.00
0.99
0.64
0.18
Q4
Q3
Q2
Q1
PLASTIC WASTE REDUCTION TRENDS (TONNES)

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Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Case study
VALUE FROM WASTE
Creating a buzz at Lumwana
At our Lumwana mine, we have embarked upon 
a project that simultaneously decreases the 
volume of waste we create, and promotes circular 
sustainability.  The project provides hives for 
biodiversity-saving bees, reduces deforestation, 
creates jobs, benefits the community, and is the 
perfect use for scrap wood lying about the salvage 
yard. 
The salvage yard collects a significant amount 
of fairly good pieces of timber previously used to 
package various goods that were delivered to the 
mine.  We invite the community to sort through 
the timber and take the timber they want to make 
furniture and other wooden wares.  Some of the 
local carpenters have also used the timber to build 
beehives for a bee keeping and apiary program 
that we are running in the community.  To date, 
carpenters have produced over 800 hives and  
50 swarm boxes, which are used to entice a 
swarm.  By utilizing salvaged wood, we have more 
than halved the cost of the hive project.  
Traditionally, beehives have been constructed 
from tree bark which contributed to deforestation 
in the area.  Traditional bark beehives also have 
an extremely limited shelf life, producing only 
one harvest.  The locally made reclaimed hives 
boast a five-year life of hive with a greater honey 
yield: 25kg versus 19kg from the single-use bark 
hives.  These hives are placed in the local forests, 
which has seen an increase in bees, essential for 
pollination.
Cooking up a profit in Mali
At our Loulo-Gounkoto mine in Mali, a similar 
initiative is under way to create revenue from 
what would otherwise be garbage.  Waste on 
site is actively separated and made available 
to local artisans to collect, including tin, wood 
and other general waste.  Artisans transform 
crates and other scrap wood into furniture, tin 
is transformed into cooking pots, and scrap 
metal is used for troughs and other containers. 
These initiatives provide local artisans with the 
opportunity to create new sources of income, 
while simultaneously reducing the unnecessary 
waste to landfill of reusable materials.

140
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
BIODIVERSITY
 
Conserving 
biodiversity 
is 
fundamental to planetary survival, 
essential to tackling climate change 
and has an important role to play in 
the war on poverty.  We strive not only 
to preserve and maintain biodiversity 
within our permits but to partner with 
NGOs and other organizations, such as 
African Parks, to protect and restore 
critical biodiversity in some of the 
world’s most precious places.  
   
Grant Beringer, Group Sustainability Executive
Biodiversity underpins many of the ecosystem 
services on which our mines and their surrounding 
communities depend.  If improperly managed, 
mining and exploration activities have the potential 
to negatively affect biodiversity and ecosystem 
services.  Impacts could include reductions in 
water quality or quantity, loss of protected species 
and habitat fragmentation.  Protecting biodiversity 
and preventing nature loss is also critical and 
inextricably linked to the fight against climate 
change.  The conversion of natural grasslands, 
forests and wetlands can release stored carbon 
into the atmosphere as CO2 and reduce the 
number of vital carbon sinks.
We also know our presence, or that of any mine, 
can result in population influx, and this puts 
pressure on local resources including biodiversity. 
Our aim is to play a positive role in the management 
of the biodiversity in the areas in which we operate 
and for it to play a positive role in community 
development, as the two are intrinsically linked.   
Many stakeholders, particularly the investment 
community, are now aware of the risks posed by 
poor biodiversity management.  Unfortunately, 
there is limited understanding in the industry and 
the investment communities about what good 
biodiversity management looks like.  At Barrick, 
we are committed to driving best practice both 
through our own actions, and through engaging 
with industry bodies and our stakeholders.    
Management approach
We work to proactively manage our impact on 
biodiversity and strive to protect the ecosystems 
in which we operate.  Wherever possible, we 
aim to achieve a net neutral biodiversity impact, 
particularly for ecologically sensitive environments.  
Our approach is informed by international 
best practice, such as the guidelines set by 
the International Union for the Conservation of 
Nature (IUCN) and ICMM, including their Mining 
and Protected Areas position statement.  Our 
commitments to biodiversity management are set 
out in our Biodiversity Policy, which compels us to:
	
■Contribute to national and regional biodiversity 
planning;
	
■Not explore, mine, drill or otherwise carry 
out mining-related activity in declared natural 
World Heritage sites;
	
■Apply the mitigation hierarchy to manage and 
offset biodiversity impacts; and
	
■Establish a biodiversity baseline for all 
greenfield projects and to always consider 
ecological impacts and opportunities for 
ecological enhancement for any new project or 
expansion.
To fulfil these commitments, we require all our 
operational sites to develop and implement 
Biodiversity Action Plans (BAP), and this 
commitment was achieved during 2021.  BAPs detail 
the flora, fauna and habitats on and around the site and 
outline the strategy we will follow to achieve a net neutral 
biodiversity impact.  They identify areas around the mine 
that require protection or could benefit from conservation 
support, as well as existing conservation areas that 
require additional support and resources.  Our goal is to 
ultimately achieve a net neutral impact of key biodiversity 
features.  They also specify the resources required to put 
the plan into action and identify key institutional and local 
community partnerships to aid the implementation and 
review of the plan.

141
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Setting the Standard 
To reinforce our biodviersity commitments and 
translate them into clear actions to be taken 
on the ground, in early 2022, we developed 
a new biodiversity standard for Barrick with 
the assistance from external experts.  The aim 
of this standard is to proactively manage our 
biodiversity risks and opportunities to achieve 
our target of no net loss of key biodiversity 
values in areas affected by our activities.  To 
focus our efforts, our net neutral commitment 
applies specifically to the Key Biodiversity 
Features (KBFs) identified at our sites.  Each 
mine is required to develop a site-specific 
strategy to achieve this goal, which is to be 
captured in a  BAP.
To develop the standard, we reviewed and 
evaluated current international and industry 
biodiversity best practice, as well as the policies 
and performance of our peers.  We noted that 
current practice, tightly bounds what is and is 
not regarded as a biodiversity offset.  While we 
recognize the importance of rigor in this regard, 
we believe this can place undue emphasis on 
like-for-like restoration of low biodiversity value 
sites, and overlook contributions to nearby high 
value locations such as national parks.  We call 
these actions Measurable Conservation Actions 
(MCAs), and MCAs are a key part of our biodiversity 
strategy.   
Our approach to biodiversity management and 
protection, is first and foremost, to avoid and 
minimize impacts to local biodiversity by our 
operations.  Where we cannot avoid negative 
impacts, we work to manage the risk and to restore 
and rehabilitate the land, flora and fauna once 
activities have ceased.  We undertake concurrent 
rehabilitation to reduce the length of time an area 
is disturbed.  After avoidance, minimisation, and 
rehabilitation, we strive to achieve net neutrality 
and, where possible, net gain through MCAs 
and/or biodiversity offsets.  MCAs target the 
enhancement of KBFs and/or biodiversity of 
higher conservation value in an effort to achieve 
conservation gains.  
The standard is applicable to all our operational 
and exploration sites, closure properties and joint 
ventures where we have operational control. 
Vicunas in Chile.

142
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
What is a Biodiversity Action Plan?
Our understanding of the mitigation hierarchy and 
our approach to its implementation are set out in 
our BAPs and the roles and responsibilities for all 
key players are clearly defined. 
BAPs also refer to the operational biodiversity 
mitigation measures included in the project EMS 
or biodiversity management plans (BMP). 
In line with the IFC PS6 approach, our BAPs differ 
from BMPs and also include actions for off-site 
areas (eg, offsets, additional actions) and involve 
external partners (eg, implementing partners, 
reviewers or advisors).  Designed to function as 
living documents, our BAPs are reviewed on an 
annual basis and revised every two years.
As part of our approach to biodiversity, we 
emphasize concurrent reclamation and work 
to keep the overall footprint of our mines to a 
minimum.  We work to restore and rehabilitate 
areas of the operation during its mine life by 
returning topsoil as well as planting native and 
endemic vegetation.  
This reduces the overall disturbed footprint of our 
mines.  It also helps us to restore habitats faster 
and reduces our closure costs over time. 
In 2021, we achieved our goal of implementing 
a BAP at all operational sites.  BAPs are the 
cornerstone of our approach to biodiversity 
management.  They document the biodiversity 
in, or impacted by an operational site, and 
the actions to be taken to minimize risks and 
maximize opportunities. 
We have aligned our approach to BAPs with 
that of the IFC Performance Standard 6 (PS6), 
which stipulates that a BAP should address 
the following:
	
 The actions and rationale for how a project’s 
mitigation strategy will achieve net gain or no 
net loss of biodiversity;
	
 The project’s approach to implementing the 
mitigation hierarchy; and
	
 The roles and responsibilities for internal staff 
and external partners.
Our BAPs are developed as strategy documents 
for the achievement of operational biodiversity 
goals.  In keeping with our Biodiversity Policy, 
the goals are to achieve net neutral biodiversity 
impact for any ecologically sensitive environment 
we affect, where practicably possible. 
Barrick has partnered with national parks across the world.

143
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
The Garamba National Park is Africa's 
oldest national park and a UNESCO World 
Heritage Site.  The park, located 70km 
north of Kibali in northeast DRC, has an 
area greater than 5,000km2 and is adjacent 
to four contiguous reserves with an 
additional 10,000km2.  Gazetted as a 
national park in 1936, it was established to 
conserve biodiversity, notably elephant and 
white rhino.  The Garamba National Park 
was placed on the list of World Heritage 
Sites in danger, following years of armed 
conflict, civil wars and poaching that 
resulted in steep declines of wildlife 
populations.  
We have provided financial support and 
partnership 
for 
the 
protection 
and 
restoration of biodiversity in the park since 
2015.  Just as critical to meeting 
biodiversity goals is to understand the 
relationship 
between 
the 
natural 
environment and the communities that 
depend on it.  That is why our support also 
includes livelihood support for the adjacent 
communities.
Garamba is one of the largest employers in 
the region, with over 500 full-time staff and 
hundreds more employees on short-term 
contracts, including law enforcement teams 
and dedicated community personnel.  In 
2021, the Park supported a further 9,650 
community members in social enterprise 
including beekeeping, fish, poultry farming 
and agriculture, and the four hospitals that 
are supported by the park treated a total of 
12,189 patients.
No poached individuals since Sept 2020 - 
longest period in decades.
Population increasing.
18 collars purchased.
5 lion collars
Removal of alien 
invasive vegetation
SUPPORT
 FOCUS
Measurable conservation action focused on threatened species abatement and restoration
Rehabilitation of 
bridges and roads
Chimpanzee 
monitoring 
(future, eastern 
side of the park)
Office buildings and 
accommodation for rangers
Support for 
local hospitals 
(outside park boundary)
Fuel for 
anti-poacher 
spotting planes
Democratic 
Republic 
of Congo
KIBALI GOLD MINE
Garamba
National Park
Park is home to critically endangered 
Kordofan giraffe.
Increased from 22 individuals in 2012 to 65 
in 2021. 
Population steadily increasing.
Average herd size 20 individuals.
Largest herd nearly 500 individuals.
Garamba used to be home to a population 
of White Rhino.  However none has been 
seen in the park since 2006.
Barrick is the sole sponsor for the 
reintroduction of white rhino to the park.
Reintroduction is targeted at the end of 
2022. 
Elephant population estimate
Giraffe population estimate
Buffalo population estimate
White rhino population estimate
0
400
800
1,200
1,600
2,000
2021
2019
2017
2014
2012
0
3,000
6,000
9,000
2021
2019
2017
2014
2012
0
20
40
60
2022+
2019
2017
0
10
20
30
40
50
60
70
2021
2019
2017
2014
2012
Garamba National Park - Barrick contributions in 2021

144
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Our biodiversity 
commitments in action
We believe it is our job to drive best 
practice around biodiversity awareness and 
conservation.  In Nevada, in partnership with 
state and federal agencies, NGOs, and local 
stakeholders, we identify and implement 
projects to improve the ecosystem of the 
Great Basin.  We are committed to actions 
that protect and conserve sagebrush habitat 
for species such as sage-grouse and mule 
deer.  Some of the projects we worked on are 
discussed in the following case studies.
Sagebrush is an important and extensive habitat in 
Nevada - Phoenix mine at NGM, USA.

145
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Case study
SAGE-GROUSE HABITAT IMPROVEMENTS 
Targeted grazing to reduce 
risks of wildfire
For the last two years, AU Ranches, operated by 
Nevada Gold Mines, has taken part in a targeted 
grazing program.  The program aims to reduce the 
spread of wildfire by strategically grazing portions 
of land that have high risk of fire spread.  AU 
Ranches work closely with the Elko Bureau of Land 
Management (BLM) to properly graze these fuel 
break areas and leave behind a limited amount of 
fine fire fuel.  The intent is to stop or slow fires that 
would otherwise degrade important wildlife habitat.
Unfortunately, these efforts were put to the test in 
July 2021, when a fire started.  However, because 
of the targeted grazing, the fire’s size and spread 
was thankfully limited.
Prior to contact with the grazing strip, the fire was 
moving at a moderate pace.  The fuel break slowed 
the rate of speed and allowed firefighters enough 
time to arrive on scene and engage the fire.  This 
was the third such fire that was slowed, allowing 
firefighters time to respond.  NGM is continuing 
to engage with BLM and plans to continue this 
targeted grazing strip into the 2022 grazing season. 
Our IL Ranch is home to one 
of the largest strongholds of 
greater sage-grouse habitat in 
Nevada and hosts critical winter 
and summer habitat.  
Since 2012, we have focused on managing this 
ranch for habitat values and have entered a large 
portion of this ranch into the State of Nevada’s 
Conservation Credit System to protect and 
improve sage-grouse habitat.
One of the ways we have worked to improve 
habitat was to remove juniper trees, which were 
encroaching into important late brood rearing 
habitat.  The tree removal was carefully managed 
and done by hand so hens and their young do not 
avoid the areas, and to ensure there is no damage 
to the sagebrush-rich habitats.  The work was 
undertaken by a Native American contractor from 
the nearby Owyhee Reservation, and has led to 
additional work for the contractor.

146
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Case study
FINA RESERVE CONSERVATION PROJECT IN MALI
The Fina Reserve is located 
80km northeast of Bamako in 
the Kayes region.  It is part of 
the Boucle du Baoule reserve 
system 
and 
covers 
some 
104,900ha.  
The park comprises savannah, forest and low 
lands and was once a refuge for big mammals 
such as hippo, sable antelopes, giraffes, 
elephants.  In recent years, the park has come 
under threat from grazing, uncontrolled farming 
and poaching, and much of the local flora and 
fauna has been eradicated.  As part of our 
commitment to biodiversity, we have partnered 
with BIOs, the Mali Forestry Services and African 
Parks to protect and restore this important park 
for Mali.  The project has a budget of $5 million 
over the first five years and will work to rehabilitate 
degraded ecosystems, create ideal conditions 
for the re-introduction of species, and enhance 
economic development around the park and re-
launch tourist activities.  
Some of the activities funded as part of the 
program include: training and equipping of anti-
poaching rangers; opening and improving access 
roads in and around the park to enable anti-
poaching patrols and tourism within the park; 
ground and aerial surveys to maintain updated data 
on fauna/flora; and creation of fenced areas within the 
park for re-introduction of sensitive species, as well as 
the re-introduction of certain species.

147
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Case study
DESNARING THE SERENGETI
Tanzania’s Serengeti National 
Park 
is 
a 
UNESCO 
World
Heritage Site.  The park teems
with wildlife and is home to
the great migration.  
It is estimated more than 2 million ungulates, 
4,000 lions, 1,000 leopards, 550 cheetahs 
and some 500 bird species call the 15,000km2 
park home.  The park is also a major tourist 
attraction and source of revenue for Tanzania.  
However, the snaring of ungulates for bushmeat 
are a continual challenge for the authorities in 
the Serengeti, and considerable resources are 
required to keep it contained.  As part of our 
biodiversity and conservation work in Tanzania, 
we are joining the Serengeti de-snare initiative, a 
collective between Tanzania National Parks and 
the Frankfurt Zoological Society, which funds 
teams in the park to find and remove snares.

148
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Case study
OFFSET PARTNERSHIPS IN THE DOMINICAN REPUBLIC
At our Pueblo Viejo mine in 
the Dominican Republic, we 
have been working with the 
Ministry of the Environment 
and 
Natural 
Resources 
to 
identify a biodiversity offset 
site.  
We are working to ensure that the park of choice 
will be successful under international standards. 
The park we have identified is Aniana Vargas 
National Park and is located in the Sanchez 
Ramirez province, close to Pueblo Viejo.  It has 
an area of 130km2 and has been recognized 
by Pueblo Viejo as one of the Key Biodiversity 
Features on its BAP, since it shares most of its 
flora and fauna, as well as unique animals like the 
Hutía (Plagiodontia Aedium) and the Samaná 
Least Gecko (Sphaerodactylus Samanensis).  We 
expect to start working on e-DNA baselines to 
better understand the richness of this park, and to 
identify large areas where we could work with the 
rangers and the community to start reforestation 
programs.  We have also participated in some 
clean-up activities around the park along with the 
communities.

149
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Case study
MIGRATION, MONITORING AND MITIGATION AT  
LONG CANYON 
The Long Canyon mine is 
located on the east side of the 
Pequop Mountains in Nevada, 
which is a major spring and fall 
migration route for the local 
mule deer population.  
During initial permitting for Long Canyon, both 
Nevada Department of Wildlife (NDOW) and the 
BLM believed the location of the proposed waste 
rock storage facility and other mine facilities could 
potentially affect a critical migration corridor and 
restrict deer movement for crucial winter forage 
and habitat.  Taking this feedback on board, 
alternative locations for the mining facilities were 
identified and selected to preserve the migration 
corridor through the permitting process.  
Beyond this, we have also worked collaboratively 
with NDOW since 2012 to monitor the mule deer 
population and their migration patterns.  This 
includes funding GPS collars to monitor mule deer 
movements through and around the mine facilities.
Data from the collars has shown that the Long 
Canyon mine has not significantly impacted the 
local mule deer population, nor their migration 
patterns through and around the facilities.  
The permitting process for Long Canyon identified 
the risk of direct impacts to mule deer habitat 
during mining activities, and mitigation steps 
were required.  These included the establishment 
of a Wildlife Habitat Conservation fund, whereby 
NDOW could withdraw funds to support mule 
deer habitat enhancement projects within or 
outside of the mine’s Plan of Operations.  The 
fee for disturbances and the loss of mule deer 
habitat was established at $600 per acre.  From 
2015 through 2020, a total of 513 acres of mule 
deer winter habitat was disturbed and NGM has 
provided a total of approximately $307,000 directly 
to the fund for mule deer projects. 
The funds have subsequently been used by 
NDOW to support pinyon and juniper tree 
thinning projects.  Tree thinning provides for the 
establishment of mule deer forage such as shrubs, 
forbs, and grasses.

150
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Air emissions control
Case study
A SMOOTH ROAD  
TO LOULO-
GOUNKOTO
The haul road leading to and from the Loulo-Gounkoto 
mine in Mali was tarred in 2019, with exceptional results 
in dust reduction.  Looking back to 2017, the dust 
fallout was nearly five times that of the international 
guideline limit.  The site experiences its dry season 
between April to October with consistently warm 
temperatures throughout the year.  Dust generated 
from the haul road was an enormous investment of 
time and resources to control dust fallout but the dust 
impact to our surrounding communities could still be 
felt.  Before the road was tarred, Barrick was using 
significant mine water as a dust suppressant, which 
reduces the amount of water that can be recycled 
in the mining operation, thus increasing the water 
demand on site.  A few options were thoroughly 
investigated by Barrick to relieve the surrounding 
communities, and tar was found to be the most 
effective solution.  In the second quarter of 2019, the 
results start to show a drop in dust to just around the 
guideline limit of 1,200 mg/m2/day.  A year later in the 
second quarter of 2020, we saw a further reduction, 
and in 2021, we did not exceed the dust fallout limit 
the entire year. 
FALLOUT DUST GENERATION ON HAUL ROAD FROM 2017 TO 2021 (MG/M2/DAY)
Stacking up
A significant synergy identified for the NGM joint 
venture was the potential to route specific ores 
to the different processing facilities to reduce 
overall transportation and processing costs. 
As new ores are processed and throughput 
rates are increased, NGM has recognized 
challenges in maintaining compliance with 
Mercury Operating Permit to Construct (MOPTC) 
permit limits.  In response, we have completed 
engineering design changes to the facilities, 
such as adding new mercury emission controls 
on both trains of the Gold Quarry Roaster 
calcine cooling system at Carlin, upgrading the 
carbon filters on the retort systems at Turquoise 
Ridge, and identifying improvements to onsite 
monitoring and recordkeeping practices in order 
to demonstrate compliance during inspections 
and annual reports.
0
1,000
2,000
3,000
4,000
5,000
6,000
Q1-17
Q2-17
Q3-17
Q4-17
Q1-18
Q2-18
Q3-18
Q4-18
Q1-19
Q2-19
Q3-19
Q4-19
Q1-20
Q2-20
Q3-20
Q4-20
Q1-21
Q2-21
Q3-21
Q4-21
HR 2 
Sansamba 
5,047 3,399 2,896 2,395 4,479 1,699 1,482 1,319 1,184 1,294 1,294
818
659 1,225
841
732
740 1,115 1,043
610
HRP1 
Koundan
3,740 2,710 2,103 1,845 3,265 2,230 1,659 2,005 1,396 1,526 1,526
600
623 1,065
552 1,167
164 1,100
968
662
HRP2 
Koundan
5,205 2,798 1,710 2,291 3,383 1,021 1,650 2,106 1,541 1,307 1,307
681
584
743
639
988
137
914
974
593
Guideline
1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200

151
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
CLOSURE
How we close our mines is just as important as 
how we build and operate them.  Mine closure, if 
poorly managed, can result in unproductive land, 
permanent damage to the natural environment, 
leave gaps in community development and cause 
financial liabilities for Barrick.  When done well, 
mine closure can leave a lasting, positive and 
sustainable legacy. 
Management approach
Our approach to mine closure reflects our 
ambition to share the benefits with stakeholders. 
Even in closure, our goal is to maximize the 
value for the local community.  How we manage 
both the environmental and social aspects 
of closure is set out in our Closure Standard, 
which compels us to: 
	
 Apply a mitigation hierarchy to manage our 
negative environmental impacts, so we avoid 
these wherever possible and minimize those 
which cannot be avoided;
	
 Minimize our use of water and control our 
impacts on water quality;
	
 Engage with stakeholders including local 
communities 
to 
support 
sustainable 
management of water resources for the benefit 
of all local users; and
	
 Use energy as efficiently as possible.
To deliver on our commitments under our 
Closure Standard and applicable regulatory 
requirements, we establish closure plans for all 
our mines before construction begins.  These 
plans outline the steps to be taken throughout the 
mine life to deliver an effective and environmentally 
sound end to operations, including rehabilitation 
of the surrounding area and protection of water 
resources.  These plans are regularly updated, 
and a proportion of each mine’s annual budget is 
set aside and ringfenced each year to ensure all 
closure obligations are met.  
Performance
At the end of 2021, the total amount of land 
disturbed and not yet rehabilitated at our mine sites 
was more than 53,000 hectares.  A key focus during 
the year was to increase our rate of concurrent 
rehabilitation.  All operational sites develop detailed 
and quantifiable concurrent rehabilitation plans 
each year. 
Actively managing 
closure
Every mine will eventually close, but that should 
not be the end of the story.  At Barrick, we believe 
that future generations will judge us not by our 
short-term profitability, but by the legacy we leave 
behind after mining is completed.  The role of a 
sustainable mining company is to not only create 
value for our stakeholders today, but to make 
sure we leave behind a positive legacy that will 
continue to serve local communities long after 
mining is complete. 
To ensure our approach to closure is transparent, Barrick 
adopted a new Closure Standard in 2020.  The Closure 
Standard mandates an iterative, agile planning approach to 
closure that is fully integrated into life of mine planning.  For 
instance, both closed and operating sites in North America 
now engage in periodic ‘scrums’ with senior management, 
including the COO for North America and the Group 
Sustainability Executive, to set long-term objectives and 
short-term goals, and report back on progress.  Furthermore, 
mine General Managers are now required to set and achieve 
closure planning and concurrent reclamation KPIs. 
The Closure Standard also ensures that operating sites 
consider the long-term consequences of today’s decisions.  
For instance, the Closure Standard is clear that ‘Active, 
long-term water treatment by the company is generally not 
an acceptable strategy’.  Instead of over-reliance on water 
treatment plants that will consume energy and resources, as 
well as produce waste long into the future, we are committed 
to finding cost-effective and nature based solutions today to 
prevent negative impacts on water quality where possible 
and to use sustainable, low-impact mitigation technologies 
if necessary.  
Finally, many of our legacy properties still have valuable 
mineral resources, even though their development may not 
meet Barrick’s strategic filters.  During 2020 and 2021, we 
successfully found new owners for several legacy properties 
that, due to today’s higher gold price, may be ready for a second 
life in mining.  The sale of the Eskay Creek mine and other 
properties in British Columbia, the Bullfrog mine in southern 
Nevada, the exchange of Lone Tree for the 40% interest in 
South Arturo that NGM did not already own, and the Maitland 
claims in South Dakota, together generated significant value 
for Barrick which could be reinvested in our other sites.

152
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
More significantly, a return to mining would 
create new jobs and generate new economic 
activity for the benefit of local communities.
LAND DISTURBED/REHABILITATED 
Hectares 
2021
Total land disturbed and not yet 
rehabilitated at start of reporting 
period1
55,211
Total amount of land newly disturbed 
or disturbed land added within 
reporting period2
967
Total amount of land newly 
rehabilitated or divested within 
reporting period3
(2,706)
Total land disturbed and not yet 
rehabilitated at end of reporting 
period
53,472
1	
In our 2020 Sustainability Report, we reported a total of 49,664 
hectares of land disturbed and not rehabilitated at the end of 
the 2020 reporting period.  After internal review of the data, we 
have increased our estimate for total land disturbed and not 
yet rehabilitated at the start of 2021 to 55,211. 
2	
Golden Sunlight was included in the list of operational sites in 
2021.  This added 515 hectares of disturbance to the total.
3	
In 2021, Barrick divested its interest in Lagunas Norte and Lone 
Tree.  Together, these account for 2,680 hectares of disturbance 
removed from the 2021 total.
In early 2022, Barrick appointed a new global 
Vice-President of Closure and Governance 
to ensure that operational sites are following 
best practices and performing against plans, 
identify alternatives to long-term active water 
treatment, and find innovative ways to return 
closed mine sites to productive uses. 
Developing a Special  
Economic Zone at Buzwagi
During 2021, we moved our Buzwagi mine in 
Tanzania into closure.  At its peak, Buzwagi was 
the second largest operating mine in Tanzania 
and employed more than 3,000 people.  
Our plan is to ensure that Buzwagi remains an 
economic powerhouse for local communities 
and Tanzania.  To do that, we are looking into 
establishing the Buzwagi Special Economic 
Zone (BSEZ).  
The aim of the BSEZ will be to turn Buzwagi’s 
mining area into a business area to generate 
similar benefits the mine was providing to the local 
municipality and its surrounding communities 
through taxes, fees, and new employment 
opportunities.  To date, we have undertaken a 
feasibility study for the BSEZ.  The study showed 
the BSEZ has the potential to:
	
■Create approximately 3,200 jobs per year;
	
■Generate more than $150,000 per year in 
service levies for the local municipality over 
the short term, and as much as $1.3 million 
in the long term; and
	
■Generate Pay As You Earn (PAYE) taxes for 
the Tanzanian government of as much as 
$4.5 million over the short term and more 
than $18 million over the long term.

153
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Case Study 
These include:
	
■Complete removal of TSFs from the nearby 
landscape.  This reduces the risks of seepage 
and water contamination and helps with soil 
remediation.  It also reduces our risks and 
potential long-term environmental liabilities 
as well as removes a waste dump from the 
landscape to free up land for alternative use;
	
■Sulfur concentrate produced by Golden Sunlight 
will cross state lines and be sold to NGM at a 
lower price than other sources of sulfur;
	
■Creation of 75 new jobs, and potentially tens of 
millions of dollars in tax revenues and benefits 
over the next decade;
	
■TSF 1 and 2 posed risks to deer and water fowl 
in the past but revegetation of the rehabilitated 
footprints opens up natural areas for species to 
roam in the future; and 
	
■Backfilling the pit also prevents formation of a pit 
lake in the bottom of the Mineral Hill pit.  
GOLDEN SUNLIGHT’S GOLDEN 
HANDSHAKE
For nearly 40 years, the Golden Sunlight 
mine in Montana was one of Barrick’s 
reliable workhorses, producing more than  
3 million ounces of gold before its operational 
life ended in 2019.  But that is not the end of 
the story for Golden Sunlight.  
In 2020, we did a double take on our tailings 
and initiated permitting on an innovative 
tailings reprocessing and pit backfill project 
that eliminates the need for long-term water 
treatment on site, while also producing a 
sulfur concentrate.  After reprocessing, the 
remaining material will be used to backfill 
the Mineral Hill open pit.  
This simple yet highly effective project 
generates a multitude of environmental and 
social wins for Barrick, the local community 
and the state of Montana.  
Golden Sunlight mine is reprocessing its tailings and backfilling the open pit - Montana, USA.

154
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Case study 
RAIN RECLAMATION
Ongoing reclamation activities at our Rain 
site in Nevada continues to meet our Closure 
Standard.  In 2021, a two-year project 
commenced to improve approximately 75 
acres (about 30.5 hectares) of cover on the 
Rain North Waste Rock Disposal Facility 
to progress final closure and prevent the 
need for long-term active treatment of 
draindown solution.  As part of the project 
the northeastern and southeastern slopes 
will be regraded, and a geomembrane liner 
will be installed over the surface to reduce 
infiltration.  The entire project area will then 
be recovered and revegetated.  
Activities completed during 2021 included the 
stripping and stockpiling of cover material, 
regrading of slopes, as well as high density 
polyethylene (HDPE) liner, geotextile, cover 
material, and topsoil deployment over the 
south slope.  Alongside land rehabilitation, 
progress has been made in the removal of 
mine structures and fixings.  During 2021 
process tanks at the Rain Mill 3 facility were 
cleaned, dismantled, and all salvageable 
steel was sold for recycling.  
Soils around the process tanks were sampled 
to confirm that no contamination from process 
fluid was present, and all samples were found 
to be below regulatory limits.
Rehabilitation activities at Rain, including the laying of the HDPE liner before the geotextile, cover material and topsoil 
deployment - NGM, USA.

155
Barrick Sustainability Report 2021
Introduction
Our approach
Social and 
economic 
development
Health & safety
Human rights
Environment
Responsible 
environmental 
stewards
Climate risk and 
resilience
Water management
Waste management
Biodiversity
Closure
Cautionary statement on forward-looking information
Sustainability Report in light of management’s experience 
and perception of current conditions and expected 
developments, are inherently subject to significant 
business, economic and competitive uncertainties and 
contingencies.  Known and unknown factors could 
cause actual results to differ materially from those 
projected in the forward-looking statements, and undue 
reliance should not be placed on such statements and 
information.  Such factors include, but are not limited to: 
damage to the Barrick’s reputation due to the actual or 
perceived occurrence of any number of events, including 
negative publicity with respect to the Barrick’s handling 
of environmental matters or dealings with community 
groups, whether true or not; changes in national and 
local government legislation, taxation, controls or 
regulations, and/or changes in the administration of laws, 
policies, and practices; expropriation or nationalization 
of property and political or economic developments 
in Canada, the United States, and other jurisdictions 
in which Barrick does or may carry on business in the 
future; risks associated with diseases, epidemic and 
pandemics, including the effects and potential effects of 
the global Covid-19 pandemic; risk of loss due to acts of 
war, terrorism, sabotage and civil disturbances; litigation 
and legal and administrative proceedings; contests 
over title to properties, particularly title to undeveloped 
properties, or over access to water, power and other 
required infrastructure; risks associated with working 
with partners in jointly controlled assets; whether 
benefits expected from recent transactions are realized; 
employee relations; increased costs and physical 
risks, including extreme weather events and resource 
shortage, related to climate change; risks associated 
with artisanal and illegal mining; fluctuations in the 
spot and forward price of gold, copper, or certain other 
commodities (such as silver, diesel fuel, natural gas, and 
electricity); the speculative nature of mineral exploration 
and development; changes in mineral production 
performance, exploitation, and exploration successes; 
diminishing quantities or grades of reserves; increased 
costs, delays, suspensions, and technical challenges associated 
with the construction of capital projects; operating or technical 
difficulties in connection with mining or development activities, 
including geotechnical challenges, tailings dam and storage 
facilities failures, and disruptions in the maintenance or provision of 
required infrastructure and information technology systems; timing 
of receipt of, or failure to comply with, necessary permits and 
approvals, including the issuance of a new Special Mining Lease 
for the Porgera mine; non-renewal of key licences by governmental 
authorities; Barrick’s ability to achieve our climate-related goals 
and greenhouse gas emissions reduction targets; failure to comply 
with environmental and health and safety laws and regulations; 
and our ability to successfully close and integrate acquisitions 
or complete divestitures. In addition, there are risks and hazards 
associated with the business of mineral exploration, development 
and mining, including environmental hazards, industrial accidents, 
unusual or unexpected formations, pressures, cave-ins, flooding 
and gold bullion, copper cathode or gold or copper concentrate 
losses (and the risk of inadequate insurance, or inability to obtain 
insurance, to cover these risks).  Many of these uncertainties and 
contingencies can affect our actual results and could cause actual 
results to differ materially from those expressed or implied in any 
forward-looking statements made by, or on behalf of, us.  Readers 
are cautioned that forward-looking statements are not guarantees 
of future performance. 
All of the forward-looking statements made in this Sustainability 
Report are qualified by these cautionary statements.  Specific 
reference is made to the most recent Form 40-F/Annual Information 
Form on file with the SEC and Canadian provincial securities 
regulatory authorities for a more detailed discussion of some of the 
factors underlying forward-looking statements and the risks that 
may affect Barrick’s ability to achieve the expectations set forth 
in the forward-looking statements contained in this Sustainability 
Report. 
Barrick Gold Corporation disclaims any intention or obligation to 
update or revise any forward-looking statements whether as a 
result of new information, future events or otherwise, except as 
required by applicable law.
Certain information contained or incorporated by 
reference in this Sustainability Report, including any 
information as to our sustainability strategy and vision, 
targets, projects, plans, or future financial or operating 
performance, constitutes “forward-looking statements”. 
All statements, other than statements of historical fact, 
are forward-looking statements.  Often, but not always, 
forward-looking information can be identified by the use 
of words such as “vision”, “believe”, “expect”, “target”, 
“plan”, “commitment”, “objective”, “aim”, “intend”, 
“goal”, 
“continue”, 
“budget”, 
“potential”, 
“may”, 
“will”, “can”, “should”, “could”, “would”, and similar 
expressions.  In particular, this Sustainability Report 
contains forward-looking statements including, without 
limitation, with respect to: (i) Barrick’s sustainability 
strategy and vision; (ii) Barrick’s environmental, health 
and safety, corporate social responsibility (including 
social and economic development, water management, 
tailings, hazardous waste management, diversity and 
inclusion, 
community 
relations 
and 
resettlement), 
human rights and biodiversity programs, policies and 
performance; (iii) Barrick’s climate change strategy 
and associated greenhouse gas emissions reductions 
targets, including with respect to our Scope 3 emissions 
and the estimated capital expenditures required to 
meet greenhouse gas emissions reduction targets; (iv) 
climate risks and opportunities identified through our 
climate scenario analysis; (v) the estimated timing and 
ability of Barrick to achieve environmental, social, health 
and safety, and energy reduction targets, including 
our greenhouse gas emission reduction targets; (vi) 
Barrick’s strategy to address legacy human rights and 
environmental issues at the Porgera, North Mara and 
Veladero mines and the Pascua-Lama project; and (vii) 
our joint ventures, partnerships and industry association 
memberships. 
Forward-looking statements are necessarily based upon 
a number of estimates and assumptions that, while 
considered reasonable by Barrick as at the date of this