Workforce and Shareholder
Development for the Donlin Creek Gold
Project
Calista Human Resources
Donlin Creek Project Timeline
Workforce and Shareholder Development
Identify
Workforce
Needs
Partnerships
Workforce and
Shareholder
Development
Training
Outreach/
Recruiting
How we have been successful
Calista through it’s subsidiary Chiulista Services, LLC has had employees at the Donlin
Project since 1996.
• Employee numbers have ranged from 3 employees to 320 employees depending on
project activity. We communicate frequently with all those that have been employed
and if not employed at Donlin for a season, we try to place them with other
companies.
• In 1996, we had a 400% turnover rate from drug and alcohol use. Since 1998, we
have had less than 2% turnover rate from drug and alcohol use.
• We understood the difficulties that families were experiencing being apart and hired
a counselor to work at the camp to help workers and families adjust.
• We have had the highest rate of Shareholder and Descendant Hire at an Alaskan
resource project with a continuous rate of 95% or more.
• We invest in our employees and have had a very successful succession plan within
project-identified critical positions. In 2013, we transitioned 11 long term
employees to Donlin Gold, LLC into management level positions.
1st
Step Workforce
Needs
FIRST 5 QUARTERS
Camp
Q4
Q1
Q2
Q3
Q4
Operators
25
65
80
150
160
Drivers
40
95
140
180
270
Laborers
40
75
120
170
120
Surveyors
4
10
15
15
15
Mechanics
4
15
25
35
40
Electricians
4
25
45
50
50
Carpenters
10
50
70
90
50
Pipefitters
3
15
35
35
40
Boiler Makers
0
10
40
50
40
Warehouse Personnel
0
0
0
20
10
Catering Staff
15
45
70
100
100
Management/Safety
5
20
50
95
95
TOTAL
150
425
690
990
990
Bethel
Q4
Q1
Q2
Q3
Q4
Operators & drivers
15
15
4
Lightening Crew
30
30
10
Tug & Barge Crew
15
15
4
Management
5
5
2
65
65
20
TOTAL
0
0
2nd Step – Outreach and Recruiting
Multiple options for outreach and recruiting –
1.
Talent Bank – Calista maintains a Talent Bank database of Shareholders and
Descendants who have submitted their applications and resumes for work. We can
sort the database by previous experience, village affiliation, pertinent industry, etc.
2.
Recruit workers through Calista Corporation’s website, village corporations, State
of Alaska Department of Labor, all types of social media, and word of mouth.
http://www.calistacorp.com/business/human_resources#.VWZlT89VhBc
3rd and 4th Steps – Training / Partnerships
Through partnerships, we have looked at current and future needs for training
Shareholders and Descendants to fill positions.
2015 – Working with multiple companies and industries, we are investigating how
to partner on apprenticeships in Mining for direct hire mine jobs and also in the
Maritime and Pipeline industries for infrastructure-related jobs.
2015 – University of Alaska MAPTS (Mining and Petroleum Training Service) –
Heavy Equipment Training was conducted this Spring and all participants are
currently employed at Calista or a Subsidiary company owned by Calista.
2015 – Fairbanks Pipeline Training Center – Heavy Equipment, Mechanic and
Welding Training – Two 80-hour certification classes.
2014 – Alaska Department of Labor – Pipeline Training 160 hour certification
class.
Since 2010 – Alaska Department of Labor – Driller Assistant Apprenticeship
Program
MAPTS Training
(Mining and Petroleum Training Services)
Heavy Equipment
Training
March 30 – April 13, 2015
Delta Mine near Fairbanks
• 140-hour course
•
•
•
•
•
MSHA Training Certificate
Employability Skills
Environmental Compliance
Simulator Training
Seat Operating of a haul
truck and dozer
Workforce Development Focus Group
• Committee Members
• Calista Human Resources personnel
• Donlin Gold Human Resources personnel
• TKC (The Kuskokwim Corporation) Human Resources staff
• Meeting Frequency
• We meet bi-monthly to discuss the project and review our progress
toward having a qualified workforce available when Donlin Gold
receives its mine permits and makes a decision to build a mine.
• Communication
• We communicate frequently to ensure that we are all on the same page
on workforce needs, where we are currently, and what is still needed
for training and workforce development.
Quyana!