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Diversity and Employee Relations

How we manage diversity and employee relations, global workforce demographic profile, work in labour relations, talent attraction, retention, training and development, diversity and equal opportunity, and non-discrimination.

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Diversity and Employee Relations

Globalization and technological improvements have a great impact on society and labour markets worldwide.1 While certain jobs may disappear, others will emerge. For example, the Organisation for Economic Co-operation and Development (OECD) estimates that 14% of jobs are at high risk of automation. While the United Nations Sustainable Development Goal 5 (SDG 5) on diversity, and SDG 8 on full and productive employment, prioritize these issues, the future of work will also largely depend on the policy decisions that countries make. Companies are responding to these trends by investing in the development of employee skills, implementing internal policies and working to attract and retain a more diverse workforce.

New technologies in the mining industry have the potential to enhance safety, reduce the environmental footprint of mining and reduce operating costs. Implementing these technologies will require new skills and in some cases new employees. Throughout the transition to implementing new technology and innovation, inclusion and diversity will be important considerations. Diversity is becoming a more significant priority for the mining industry, where women, Indigenous Peoples and other minorities are under-represented. A diverse workforce that integrates a wider range of people, backgrounds and perspectives not only helps enhance corporate performance, it also makes local economies more resilient.

In 2019, we faced increasingly challenging market conditions across our commodities, particularly for steelmaking coal. This economic uncertainty necessitated the implementation of a company-wide Cost Reduction Program, which included a global workforce reduction of 500 full-time equivalent positions, through a combination of direct reductions, retirements and attrition, the expiry of temporary or contract positions, and not filling current job vacancies.

Supporting a safe, healthy and engaged workforce is foundational to our business. We want to be an employer of choice and a company that continues to attract, develop and retain talented and engaged employees globally. We do this by investing in our people throughout their careers and by offering diverse and inclusive workforce. For example, as of 2019, women make up 20% of Teck’s total workforce, up from 18% in 2018, and 33% of Teck’s Board of Directors are women. We are also committed to providing training and development opportunities that will enable our workforce to adapt to the increasing use of technology and innovation in our business. For example, in 2019, we offered digital awareness training as part of our RACE21TM innovation and technology program.


Our Approach to Diversity and Employee Relations

Our commitment to inclusion and diversity is reflected in all levels of our company, beginning with our Board of Directors, which has adopted specific measures to ensure that female nominees are considered when candidates for election to the Board are taken into consideration.

The following senior leaders are involved in implementing the management of diversity and employee relations:

  • The Senior Vice President and Chief Human Resources Officer, who reports to the CEO, is responsible for human resources management and our global people strategy, which is implemented by human resource and management teams at our head office and operations; the Senior Vice President also chairs our Senior Executive Diversity Committee, which includes our Senior Vice President, Commercial and Legal Affairs, our Senior Vice President, Sustainability and External Affairs, and one rotating executive member representing our operations
  • The Director of Inclusion and Diversity is responsible for leading our inclusion and diversity strategy and initiatives, in order to continue building a strong and diverse workforce that is engaged and contributing to Teck’s social and economic goals, as set out in our Inclusion and Diversity Policy

 

Teck’s Inclusion and Diversity Policy was developed by the Senior Executive Diversity Committee and endorsed by our Board of Directors and senior management team. The policy reflects our commitment to promoting and fostering an inclusive and diverse workforce. Our focus on inclusion and diversity aligns with our company’s core values of integrity, respect, safety and courage. It is also reflected in our Code of Ethics and our Code of Sustainable Conduct. Teck’s Global Harassment Policy outlines Teck’s requirement for the work environment to be free from discrimination, including harassment and sexual harassment, and procedures for reporting and investigating complaints.

External best practices and standards inform our work in human resources:

  • Mining Industry Human Resources Council (MiHR): A recognized leader in the development and implementation of national human resources solutions
  • International Labour Organization (ILO): A tripartite UN agency uniting member governments, employers and workers in common pursuit of social justice and internationally recognized human and labour rights; Teck incorporates several ILO standards
  • Gender Equity in Mining Works: Helps companies create a mining and minerals industry where women and men have the best opportunities for making great contributions and having rewarding careers
  • Women in Mining Canada National Action Plan: Facilitates the provision of assistance to women in mine-impacted areas who are increasingly facing socio-economic problems caused by mining activities
  • 30% Club Canada: The aim of this organization is to encourage both board Chairs and CEOs to achieve better gender balance at board level as well as at senior management levels; Teck’s President and CEO is a member of the 30% Club Canada
  • UN Women: Teck and UN Women entered into a US$1 million multi-year partnership in 2016 to promote the empowerment of Indigenous women in Chile; in 2018, the partnership was extended through an additional US$1 million investment from Teck to develop a new training centre for this program
  • The Minerva Foundation: An organization that supports women and girls in British Columbia, Canada, to gain the confidence and skills they need to reach their leadership potential; Teck’s President and CEO is a signatory of the foundation’s Diversity Pledge

Fostering an inclusive and diverse workforce contributes to our innovation and success through exposure to increased perspectives and ideas, helps attract a broader pool of candidates, improves employee retention, and better reflects the diversity of the communities in which we operate. Inclusion and diversity also strengthen a culture of safety, one of our core values.

Teck recognizes that, historically, women have been under-represented in the mining sector, so we are working to increase the number of women across our organization, with a focus on leadership, technical and operational roles. Several programs have helped to attract and retain a greater number of women at Teck. At our Quebrada Blanca Phase 2 (QB2) project, for project construction as well as operational readiness, women represent over 25% of hires for key decision-making roles such as managers and superintendents. In our Professionals in Training (PIT) program at QB2, which includes recent graduates from fields such as mine, mechanical, and metallurgical engineering, and geology, women represent 50% of new hires. We also implement various diversity training programs, which vary by site and operation, for employees.

Workplace Flexibility

Teck has family-friendly policies and programs that vary by location and employee group. They include academic scholarship programs for children or dependents of employees and retirees, maternity and parental leave benefits, and flexible work arrangements for employees where feasible at their work location. As obtaining childcare is becoming increasingly challenging in many regions where Teck operates, we have a partnership with Kids & Company, who provide daycare services at 90 locations across Canada. Teck also provides an annual Healthy Lifestyle account to Canadian employees, which the families may use for benefits such as sports team memberships, sporting equipment, safety equipment, recreational activities and more.

Discriminatory and harassment practices are unacceptable and not tolerated in our company, and we are committed to the proper treatment of all employees. Teck’s Global Harassment Policy and Code of Ethics recognizes that all employees have a right to work in an environment free from violence and threats, including acts of physical, verbal or written aggression.

Identifying problems or violations, and quickly resolving them to prevent them from escalating or recurring, benefits all workers and the workplace environment.

Our employees are required to report any violations, or potential violations, of our Code of Ethics through our Doing What’s Right program, which includes a whistle-blower hotline and web portal that are managed by The Network, an arm’s-length third party. The hotline and portal are available 24 hours a day, seven days a week, in all jurisdictions in which we have employees, to provide a confidential and secure means for our employees and others to report concerns anonymously about conduct that may be contrary to our values and standards.

We do not tolerate any form of retaliation against employees raising concerns. All allegations of harassment or intimidation by others as a result of contacting the hotline/web portal or otherwise raising ethics or safety concerns are investigated, and if required, appropriate disciplinary actions are taken, which can include dismissal.

Mining is a heavily unionized industry, and we aim to develop our relationships with unions and our unionized employees at both the local and national levels. In 2019, 56% of our employees were unionized. We engage with our unions on a regular basis across our operations.

We fully recognize the rights of employees to freedom of association and to freely join trade unions, and we have embedded the principle in our Health, Safety, Environment and Community (HSEC) Management Standards. All unionized operations have employee committees with representation from their respective unions. For instance, 100% of locations have an Occupational Health and Safety Committee. Examples of other committees at our operations include Labour/Management, Training, Apprenticeship, Grievance, and Contracting Out committees.

We ensure that our minimum notice periods meet or exceed those stipulated by applicable employment standards legislation. Minimum notice periods may also be specified in collective agreements. To ensure that harassment against union members does not occur, we have global or site policies and non-discrimination measures in place that are specific to each collective agreement.

In addition to the company-wide grievance process and Global Harassment Policy, some sites have specific bullying and harassment policies that provide for a joint investigation when a unionized employee is involved. Applicable human rights and workers’ compensation legislation also governs Teck in areas where we operate.

As we operate in market conditions that require us to enhance productivity, employee engagement remains integral to our business. We focus on enhancing engagement across Teck through employee remuneration, performance review processes, employee development opportunities and labour relations practices.

Employee Remuneration

Teck is committed to providing a fair living wage to all employees and contractors that is above the local minimum wage for all of our operations. We monitor the employment market to ensure we maintain a cost-effective total compensation offering while attracting and retaining the employees needed now and in the future.

Gender pay reviews conducted in 2017, 2018 and 2019 indicated that there was no systematic gender pay issue within our company. To ensure that the analysis was conducted in a rigorous and structured manner, the process was externally reviewed; similar reviews will be conducted regularly in the future.

Performance Reviews, Employee Training and Leadership Development

Each year, all regular full-time, active salaried employees receive formal performance development and career reviews through our People Central program. Details on this program are provided in the table below.

Teck is committed to the ongoing development of our people, with a focus on leadership development and technical skills. We provide all employees with a variety of training opportunities that include general business education, change and project management, gender intelligence, first aid, mine rescue, maintenance training for apprentices and tradespeople, operator training for our equipment, confined space training, and a variety of environment and safety programs. All employees may apply for additional training programs according to their local education assistance policies.

Our approach to leadership development is primarily focused on four programs: Leading for the Future, Leading for Excellence, Leading Together, and Emerging Leaders, as described in the table below. A new Leadership Onboarding program, Leadership Essentials, has been designed and will be rolled out to new leaders at Teck in Q1 of 2020. 

Development Programs at Teck

Program

What Is It?

Why Do We Do It?

How Do We Measure Effectiveness?

People Central

Framework through which salaried employees have regular performance, development and career conversations with their supervisors. Goals tracked in People Central are directly linked to goals in annual and five-year business plans.

To clarify and align business priorities with individual performance and development expectations, and to identify critical experiences that are necessary to meet the individual’s career interests.

Conduct an annual effectiveness survey, analyze results and focus on improvement based on employee feedback.

Leading for the Future (LFF)

A cohort-based program that takes place over nine months, where participants attend three modules. This program is designed for front-line leaders and supervisors across Teck. Our leadership development programs are crucial to our business growth and to our future success. These programs ensure that our next generation of leaders will be prepared to lead, to live Teck’s values and to provide our business with a competitive edge. Track the number of employees who participate in the programs, with an emphasis on diversity. Through business impact stories, 360° reporting and competency improvement tracking, we also track retention, movement and promotions of past program participants and their effectiveness as leaders.

Leading for Excellence (LFX)

A cohort-based program that takes place over six months, where participants attend two modules with interim coaching. This program is for employees who are leaders of leaders. At many sites, this translates to Superintendent, Manager or General Supervisor. 

Leading Together

A site-based program for graduates of LFF and LFX. Participants join as either ‘coaches’ or ‘coachees’ and collaborate throughout, developing a broad range of competencies intended to enhance performance on-site. Participants apply meaningful collaboration onsite through the practice of a newly added focus – the Innovation Mindset.  To promote self-directed, ongoing leader development, and the transfer of learning back at site through deliberate practice of specific and measurable shifts in behaviour, supported by a culture of coaching.   

Emerging Leaders

A cohort-based program with five four-day modules that take place over 12 months. Participants are selected based on their future potential; prior to the start of the program, their strengths and development gaps are identified in an assessment centre. After the program, participant development plans are reviewed annually to ensure accelerated development opportunities are identified and implemented. The program is designed to identify and prepare high-potential leaders for senior leadership roles in Teck. The success of the program is measured by the number of annual critical experiences, assignments, rotations, transfers and promotions. The ultimate success of the program is the appointment of senior leaders in Teck from this talent pool, rather than external hires.

Knowledge Transfer and Succession Planning

Every employee has a unique set of experiences, skills and knowledge, which is crucial to retain as employees move into different roles or exit the organization. We conduct reviews of knowledge transfer systems to understand operationally how we are approaching this problem, what systems are in place, how to share best practices, and what areas need improvement. In addition to knowledge transfer, Teck conducts semi-annual succession and development planning meetings designed to identify key roles and potential skill gaps to ensure that these roles and gaps are addressed in time to achieve business objectives.

Our sustainability strategy outlines our goals in relation to continuously improving diversity and employee relations at our operations. In 2019, we conducted broad engagement with employees and external stakeholders to identify and prioritize global trends and issues and set a new sustainability strategy, including new goals in diversity and employee relations.

Strategic Priority:

  • Foster a workplace where everyone is included, valued and equipped for today and the future

 

Goals:

  • Increase the percentage of women working at Teck – including women in leadership positions – and advance inclusion and diversity initiatives across the company by 2025
  • Equip our employees for future workplace and leadership needs, including upskilling and reskilling, by investing $200 million in training and skills development programs by 2025
  • Expand employee engagement opportunities, including employee-driven community initiatives and a company-wide feedback program, by 2025

 

Our focus in 2020 will be on making progress towards our new goals and concluding final steps on the 2020 diversity and employee relations goals within our previous sustainability strategy.

By 2020, we will:

  • Build a diverse workforce that includes more women and Indigenous Peoples
  • Develop leaders who can confidently and efficiently manage safe, respectful and productive operations

 

For more information on our existing and new sustainability strategy goals, see the Sustainability Strategy section of our website.

We report on our performance against these indicators and our progress towards our diversity and employee management goals on an annual basis in our sustainability report. [ADD LINK] 

Our Performance in Diversity and Employee Relations in 2019

Global Workforce Demographic

At the end of 2019, there were 10,613 employees, temporary and permanent, working at Teck operations and offices.

Figure 16: Global Workforce in 2019 

 

Figure 17: Global Workforce by Employment Level 

 

Figure 18: Global Workforce by Age and Gender

Labour Relations

In total, 56% of our workforce is unionized. Table 20 presents a list of collective bargaining agreements covering unionized employees at our principal operations (including Antamina). In 2019, collective agreements at Line Creek, Coal Mountain, Quebrada Blanca and Carmen de Andacollo operations expired. A collective agreement was signed with two unions at Carmen de Andacollo (CdA) and one union in Quebrada Blanca in 2019 following the expiry of their collective agreements. There was one strike at CdA in 2019 that lasted for 52 days and concluded with the signing of a new collective agreement. The Coal Mountain collective agreement was renewed for one year, as the operation is in care and maintenance and collective bargaining at Line Creek commenced and was still underway at year end.

Table 20: List of Collective Agreements

Operation Expiry Dates
Antamina July 31, 2021
Line Creek(1) May 31, 2019
Carmen de Andacollo

September 30, 2022 (Operators' Union)

December 31, 2022 (Supervisors’ Union)

Coal Mountain December 31, 2020
Elkview October 31, 2020
Fording River April 30, 2021
Highland Valley Copper September 30, 2021
Quebrada Blanca

January 31, 2022 (Union Admin)

November 30, 2022 (Union 1)

March 31, 2022 (Union 2)

Trail May 31, 2022
Cardinal River June 30, 2022
 
(1) Bargaining continues with the International Union of Operating Engineers, Local 115 at Line Creek, whose collective agreement expired on May 31, 2019. 

 

Talent Attraction

In 2019, Teck conducted recruitment events in several towns near our operations and at over 20 post-secondary institutions, and used social media to amplify our engagement. Teck also had a recruitment presence at Association for Mineral Exploration of BC Roundup, Soaring Youth Conference, Prospectors & Developers Association of Canada, Canadian Institute of Mining, Metallurgy and Petroleum and the Tailings & Mine Waste Conference. These and other activities help ensure Teck attracts top talent and a sufficient volume of applications to fill vacancies, with a focus on co-op students and professionals-in-training (e.g., Engineers and Geoscientists).

Table 21: New Hires by Age Group, Country and Gender in 2019

Country Under 30 years 30 to 50 years Over 50 Years Total
Female China 1 0 0 1
  Australia 0 1 0 1
  Canada 51 74 11 136
  United States 3 7 8 18
  Chile 20 42 1 63
Female Total 75 124 20 219
Male Canada 131 208 44 383
  Mexico 1 0 0 1
  United States 12 34 7 53
  Chile 17 94 29 140
Male Total 161 336 80 577
Grand Total 236 460 100 796

In 2019, 28% of total new hires (219) were women. For a breakdown of new hires by age group and gender, as well as by employment type, see our online 2019 Sustainability Performance Data

Retention, Training and Development

Teck is committed to the ongoing development of our people, with a focus on leadership development, safety training, new-hire training, cross-training, refresher training and knowledge transfer. We track training hours for all activities related to the further development of employees’ skills. These hours can include training provided by Teck trainers and/or external consultants; it does not include basic compliance training. In 2019, training included Spanish language training, Mining 101 education, leadership development for new leaders at Quebrada Blanca, frontline supervisors training and leadership development, middle managers development and coaching, emerging senior leadership development, business education courses as well as the continuation of the Executive Masters in Business Education program.  

Figure 19: Investment Spend on Training (millions)

 

Table 22: Average Hours of Training per Employee

Type 2019
  Male Female
Hourly 128 115
Staff 32 51
Total 160 166

Employee Turnover

For an overall understanding of workforce dynamics and changes, we track employee turnover, including voluntary resignations, involuntary layoffs and retirements. In 2019, turnover increased due to involuntary layoffs.

Table 23: Employee Turnover

 

2019

2018

2017

2016

Voluntary Turnover Rate

6.5%

6%

6%

6%

Total Turnover

10%

8%

9%

7%

 

Table 24: Return to Work and Retention Rates after Parental Leave

  2019 2018 2017 2016
  Female Male      
Number of employees who took parental leave 69 86 134 123 122
Number of employees who returned to work after parental leave ended 46 92 124 111 96
Number of employees who returned to work after parental leave ended that were still employed 12 months after their return to work 49 61 N/A N/A N/A
Return to work rate of employees who took parental leave (%)(1) 67% 107% 93% 90% 79%
Retention rate of employees who took parental leave (%)(2) 94% 87% 88% 92% N/A
(1) Return to Work Rate is the total number of employees that returned to work after parental leave, expressed as a percentage of total number of employees due to return to work after taking parental leave
(2) Retention Rate is the total number of employees retained 12 months after returning to work following a period of parental leave, expressed as a percentage of total number of employees returning from parental leave in the prior reporting period

 

People Central (formerly known as Building Strength with People)

We evaluate employee engagement by measuring the effectiveness of our People Central (formerly known as Building Strength with People - BSWP) program, a framework through which salaried employees have regular performance reviews, development planning and career conversations with their supervisors. On an annual basis, we conduct a survey of participants to evaluate their satisfaction with the program from 0% to 100% in each of the three categories of the framework. This year’s overall BSWP effectiveness score was 74%, a 2% decrease from last year. Although we received a lower overall score, we were able to survey all program participants (a 130% increase in sample size) and collect meaningful data to form recommendations to improve the employee experience with regards to performance, development and career conversations.

Key recommendations from the survey included improving the employee experience with regards to performance, development and career conversations. Following on these recommendations, in 2019 we worked to increase the visibility of employees with senior leadership, we provided regular training to both supervisors and employees in meaningful performance conversations and setting effective objectives, and we conducted a full review of the program and system for improvement, including mobile accessibility.

Leadership Development

Teck’s approach to leadership development is primarily focused on four programs: Leading for the Future, Leading for Excellence, Leading Together and Emerging Leaders. In 2019, we conducted five Leading for the Future cohorts, five Leading for Excellence cohorts, four Leading Together, and one Emerging Leader Program cohort.  

Outside of these programs, each business unit also provides separate leadership development opportunities. One example from our Base Metals business unit is the Practical Coach program developed in 2019 that helps supervisors develop the skills and confidence to tackle poor performance. In addition, within our Base Metals business unit in Chile, we developed and implemented two new leadership programs, one program (QB90) for our QB2 contract supervisors that is designed to ensure that supervision is aligned with Teck’s values, and the other to onboard our new QB2 leaders, accelerate their development and introduce Teck’s leadership principles.

Engaging Employees through Our Company Magazine

Teck’s Connect magazine is our source for company-wide communications. In this quarterly publication, we highlight employee achievements, community engagement activities, a letter from our CEO and much more. Visit www.teck.com/connect to read the current volume and archived volumes of Connect.

Diversity and Equal Opportunity

In 2019, we continued to work towards building a diverse workforce that includes more women and Indigenous Peoples, focusing on a number of initiatives tied to the six areas of our Inclusion and Diversity Plan. For information about Indigenous employment in 2019, see the Relationships with Indigenous Peoples page.

Table 25: Implementation of Inclusion and Diversity Plan

Area of Inclusion and Diversity Plan

2019 Example Activities

1. Develop our people — grow a culture of inclusion that values diversity

Enhanced our four leadership development programs to include a focus on inclusive leadership and fostering a workplace that embraces diversity.

2. Measure and report

Tracked the percentage of women within the workplace and continue to align against our objectives for attracting, retaining and developing women at Teck.

3. Attract the right people — strengthen our recruitment practices

Updated our recruiting materials to use inclusive language that attracts a diverse set of candidates, and worked with our recruiting team to ensure a diverse set of candidates are put forward.

4. Foster a more inclusive culture and increase employee engagement

Established 2019–2020 inclusion and diversity objectives endorsed by senior management and worked to drive consistency across the company in the approach and initiatives that will continue to foster inclusion, such as developing inclusive leadership behaviours that have been embedded in our leadership programs and creating central governance for site-based inclusion and diversity committee chairs to come together and share best practices.

5. Remove systemic barriers and biases — make processes more inclusive

Reviewed key talent management processes to identify any barriers related to inclusion and diversity and created a plan to address any concerns for 2020.

6. Continue to build our brand as an inclusive and diverse company

Participated in industry events and supported initiatives that focus on inclusion and diversity within the industry and the communities in which we work, such as participation in the Kootenays Celebration of Pride and support of events in Chile with a focus on women in mining.

Representation of Women at Teck

There were 2,080 women working at Teck at the end of 2019, which represents 20% of the total workforce, compared to 18% of the total workforce in 2018. In addition, 32% of total new hires (588) in 2019 were women.

Table 26: Women in Leadership and Technical Positions

Category

2019

2018

2017

2016

Board of Directors

33%

29%

21%

14%

Senior Management

10%

8%

7%

7%

Management

19%

20%

19%

18%

Operational or Technical Positions

13%

12%

11%

9%

Of the Operational or Technical Positions, the % in Leadership Positions

7%

7%

6%

5%

Remuneration at Teck

Teck is committed to providing a fair living wage to all employees. For our hourly employees, see Table 27 for the ratios of entry level wage compared to local minimum wage by gender. For Canada, Teck wages are compared against the B.C. minimum wage. In Washington state and Alaska, they are compared against the Washington state and Alaska minimum wages, respectively. In Chile, they are compared against the national minimum wage. In all cases, Teck wages exceed the local minimum wage; we have also conducted a review to confirm that we meet living wage expectations for all employees at our operations.

Table 27: Entry Level Wage Compared to Local Minimum Wage(1)

 

2019

2018

2017

Countries

Male

Female

Male

Female

Male

Female

Canada

2.4:1

2.4:1

2.5:1

2.5:1

2.6:1

2.6:1

United States

2.2:1

2.2:1

1.5:1

1.5:1

1.5:1

1.5:1

Chile(2)

2.4:1

2.4:1

2.6:1

2.6:1

2.8:1

2.8:1

(1) The figures represented in this table are for hourly employees, who make up approximately 65% of our workforce. This does not include contractors.
(2) The figures representing Chile are for lowest paid operations role as Chilean operations do not have hourly employees.

Gender Pay Equity Review

Starting in 2017, we conduct an annual company-wide Gender Pay Equity Review, with the objective of ensuring that female and male employees across the organization receive equitable pay. The reviews were conducted by our compensation team, with results reviewed and validated by a leading third-party global consultancy. In 2019, the reviews found no indication of any systemic gender pay issue within our company; any differences in salaries paid are due to a variety of factors such as average shorter service for female employees in the company. We will continue to maintain gender pay equity in the organization, and similar reviews will be conducted regularly. 

Table 28: Ratio of Basic Salary and Remuneration in 2019

Employee Category Average Basic Salary (Male : Female) Average Remuneration (Male : Female)
Canada 
Executive & Senior Management 1.1 : 1 1.2 : 1
Management 1 : 1 1 : 1
Professional 1.1 : 1 1.1 : 1
Professional Support 1.3 : 1 1.3 : 1
Administration 1.1 : 1 1.1 : 1
United States
Executive & Senior Management N/A N/A
Management 1 : 1 1 : 1
Professional 1 : 1 1 : 1
Professional Support 1.3 : 1 1.3 : 1
Administration 0.8 : 1 0.8 : 1
Chile
Executive & Senior Management 0.9 : 1 0.7 : 1
Management 1 : 1 1.1 : 1
Professional 1 : 1 1.1 : 1
Professional Support 1 : 1 1 : 1
Administration 0.9 : 1 1 : 1

Employee Feedback and Grievances

In 2019, we dealt with individual reports of harassment through our human resources procedures and received no allegations of discrimination through our whistle-blower hotline (the Doing What’s Right hotline, which is available in all languages of countries in which Teck operates). These reports have been investigated and where allegations were confirmed, appropriate responsive action taken. We prohibit any form of retaliation in relation to reports of harassment or discrimination and have not retaliated against any individuals who have made claims.


Outlook for Diversity and Employee Relations

Moving forward, we will work towards our strategic priority of fostering a workplace where everyone is included, valued and equipped for today and the future. We have set new goals in diversity and employee relations, which include increasing the percentage of women working at Teck — including women in leadership positions — and advancing inclusion and diversity initiatives across the company by 2025. Our goals also include equipping our employees for future workplace and leadership needs, including upskilling and reskilling, by investing $200 million in training and skills development programs by 2025 and expanding employee engagement opportunities, including employee-driven community initiatives and a company-wide feedback program, by 2025. Our focus in 2020 will be on concluding the final steps of our 2020 goals within our previous sustainability strategy, and on making progress towards achieving our new goals.

 


Teck

Teck is a diversified resource company committed to responsible mining and mineral development with business units focused on copper, zinc, steelmaking coal and energy.