Our People Our Workplace

Our business depends on qualified, conscientious people to achieve our goals. With our sites at different stages of operation, we continually evolve our human resources practices in line with local business requirements and the expectations of the people we need to attract, retain and engage.

Our recruitment processes prioritize hiring locally, ensuring job candidates represent diverse backgrounds, and planning for succession to top roles.

We offer safe and meaningful work and competitive pay and benefits wherever we operate. Employees are actively involved in continuous improvement projects aimed at driving operational efficiencies and cost savings. Information sharing and knowledge transfer across our operations is encouraged through short- and long-term international assignments, a vibrant intranet and online tools, and frequent senior management visits and communications.

In accordance with our Code of Business Conduct and Ethics, all individuals are to be treated with respect and dignity. We do not tolerate discrimination on the basis of race, colour, religion, gender, national origin, age, sexual orientation, disability or any other category protected by applicable laws. There is also zero tolerance for fraud or corruption. Violations of the Code are subject to prompt and consistent action, which may include termination. Employees are encouraged to report issues of this nature to a supervisor or department head, or to the confidential whistleblower hotline.

We respect the rights of workers to join unions and engage in collective bargaining without interference or fear of retaliation, and we work to build productive relationships with these unions in order to collaborate on key matters. Approximately 62% of our workforce (1,053 employees) is represented by a union.

To promote diversity and inclusion, we hold Aboriginal cultural awareness workshops for Hudbay employees in Canada. Approximately 13% of our Manitoba workforce self-identifies as Aboriginal, and we want to make sure that our people respect and understand one another.

2015 PERFORMANCE HIGHLIGHTS

Manitoba

• Labour negotiations took centre stage. We successfully negotiated new three-year collective agreements with seven bargaining units. While six of the agreements were negotiated without any labour disruption, we experienced a 118-day strike by one bargaining unit. We chose to operate during this strike and safely achieved our 2015 production guidance. This choice ensured that we upheld our commitments to our communities and other stakeholders.
• We hired 160 people in 2015, primarily at the Lalor mine, while we were still ramping up production. One of our challenges was that the experienced miners, tradespeople and technical support people needed were not available until later in the year.
• The continuous improvement program delivered financial benefits of more than C$4 million in 2015, for a total of over C$13.5 million since the program began in August 2013. See the Manitoba case study to learn more.

Peru

• Constancia employed more than 400 local people in 2015, mostly from the communities of Uchucarco and Chilloroya. See Local Hiring and Skills Development to learn more.
• Our human resources team focused on building a OneHudbay culture and making a smooth transition from construction project to permanent workplace through attention to matters like work conditions, pay and benefits, hiring procedures, management of complaints and professional development.
• Employee engagement initiatives included “Rijchariy”(a Quechua word meaning “wake up”), to encourage idea sharing, and “Acerqémonos” (a Spanish word meaning “get closer”) meetings aimed at building team spirit. We also created a telecommunications room with Internet access and phones so that workers can stay in touch with their family and friends while at the mining camp.

Arizona

• Our workforce increased with the hiring of employees in various functional roles (legal, environment, HR, project management, community relations, government affairs, IT, safety, and accounting). As a result, there was significant time spent educating our workforce on environmental, health and safety policies, Hudbay’s Code of Business Conduct and Ethics, Timely Disclosure Confidentiality and Insider Trading Policy, OneHudbay, and various systems and processes.
• To promote employee well-being, the wellness committee organized physical fitness activities including walks and hikes (many of which supported local charities), along with lunch and learns on health topics. To support teamwork and camaraderie, we hosted potlucks and regular “get to know one another” luncheons at local restaurants. At year-end, we relocated to a new office building, combining two former buildings into one large space.

Corporate

• Joining together to support community projects is a big part of the culture at our Toronto head office. In 2015, the 10-person Hudbay Ride to Conquer Cancer team raised nearly C$68,000.