Note:
All financial amounts expressed
throughout this report are in US dollars.

Our Workforce

Ongoing training and development

Our company focuses on continual improvement in all areas of our operation. Consequently, providing ongoing training and education that informs, develops, retains and keeps our workforce safe is a high priority.

At the beginning of each year, clear performance goals are set for each employee by his or her direct supervisor. These goals are aligned to the employee's position, department goals and company-wide objectives. Progress against goals is measured mid-year and again at the close of the year. Performance reviews are designed to provide realistic feedback and to identify professional development and training needs. Employees are encouraged to participate openly in the review process and to help determine their own career path within the company.

During 2008, we met our goal of ensuring that all employees and on-site contractors completed Mine Safety & Health Administration (MSHA) training or refresher sessions. These sessions are geared toward mine health and safety standards for both surface and underground mining activities. Toward the end of the year, we also updated all MSHA training materials to reflect 2009 approaches and standards.

Other health and safety related courses provided in 2008 included an American Heart Associate Heartsaver CPR/AED class and First Responder medical training.

Resolution Copper also participates in leadership and functional development programs provided by our parent company, Rio Tinto. Professional development is geared toward preparing company leaders at all levels from graduate through managing director. Functional programs cover a range of disciplines such as asset management, human resources, mining, marketing, project management and business improvement. During 2008, four RCM managers and employees participated in these programs.

Like any company, we also go through periods of transition that affect segments of our workforce. Read about a 2008 example of how training is used during periods of change to retain valued employees.