| | | | Our Board’s Recommendation | |
| Proposal One — Election of Directors: To elect the twelve directors named in our proxy statement. | | | ✓ FOR | |
| Proposal Two — Advisory Vote to Approve Executive Compensation: To seek an advisory vote on the approval of our executive compensation. | | | ✓ FOR | |
| Proposal Three — Ratification of Auditors: To ratify the appointment of Ernst & Young LLP as our independent registered public accounting firm for fiscal | | | ✓ FOR | |
| | | Scan this QR code to view digital versions of our Proxy Statement and The Notice of Annual Meeting, Proxy Statement, and | |
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| Majority of Votes Cast Standard for the Election of Directors | | | | | | | |
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| REPORT OF THE LEADERSHIP DEVELOPMENT AND COMPENSATION COMMITTEE ON EXECUTIVE COMPENSATION | | | | | | | |
| PROPOSAL THREE — RATIFICATION OF | | | | | | | |
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| Safety | | | Integrity | | | Sustainability | | | Inclusion | | | Responsibility | |
| We take care of our safety, health, and wellness by recognizing, assessing and managing risk, and choosing safer | | | We behave ethically and respect each other and the customs, cultures, and laws wherever we operate | | | We serve as a catalyst for local economic development through transparent and respectful stakeholder engagement, and as responsible stewards of the environment | | | We create an inclusive environment where employees have the opportunity to contribute, develop, and work together to deliver our strategy | | | We deliver on our commitments, demonstrate leadership, and have the courage to speak up and challenge the status quo | |
| | | | 2000-2005 | | | | | | 2005-2010 | | | | | | 2010-2015 | | | | | | | | | | |
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| Founding member of ICMM (2001) Founding member to Partnering Against Corruption Initiative (2003) Established Safety & Sustainability Board committee (2004) Supporter of Extractive Industries Transparency Initiative (2003 to date) First sustainability report issued (2004) | | | Initial signatory of the International Cyanide Management Code (2005) First named to DJSI North America Index (2006) & World Index (2007) Appointed Company’s first Chief Sustainability Officer (2007) Annual CDP Climate and Water disclosures | | | Adopted Conflict-Free Gold Standard (2013) Established annual public sustainability targets (2014) Early adopter of the UN Guiding Principles on Business and Human Rights Reporting Framework (2015) DJSI World gold industry sustainability leader | | | Sustainability and safety targets included in compensation plans (2016) Initiated Fatality Risk Management program to support a fatality, injury and illness free environment (2017) Began implementing Global Industry Standard on Tailings Management (2020) Set 2030 science-based climate targets and 2050 carbon neutral goal (2020) First climate report issued (2021) First taxes and royalties contribution report (2022) | |
| Annual Sustainability Report (ASR) & Assurance Statement | | | Annual review of non-financial performance updates on governance, strategy, risk management and performance in key areas that include health, safety and security, workforce, the environment, supply chain, social acceptance, ethics and compliance, value sharing, equity, inclusion and diversity, providing decision-useful information for stakeholders. The ASR follows global standards and guidelines for non-financial disclosures and includes a disclosure framework index. The ASR is compiled in reference to the GRI Standards and SASB Metals & Mining Sustainability Accounting Standard and reflects Newmont’s commitment to transparency and reporting obligations as a founding member of the International Council on Mining and Metals and as an early adopter of the UN Guiding Principles Reporting Framework. The ASR will be accompanied by an independent limited assurance statement over selected subject matter as defined in the assurance provider’s scope. | |
| Climate Report (CR) & Assurance Statement | | | Newmont’s approach to ensuring business resiliency in the face of climate change. Following the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD), the report covers climate governance, strategy, risks and opportunities, as well as performance metrics and targets in support of a smooth transition of achieving a well-below | |
| ESG Data | | | All of Newmont’s ESG data is housed digitally in one centralized location for easy access by stakeholders, primarily the investment community, for decision-making purposes. Available in downloadable, locked MS Excel file format. | |
| Conflict-Free Gold (CFG) Report & Assurance Statement | | | Summarizes how Newmont conforms to the requirements of World Gold Council’s CFG Standard to ensure that our gold has been extracted in a manner that does not cause, support or benefit unlawful armed conflict or contribute to human rights abuses or breaches of international humanitarian law. The CFG will be accompanied by an independent reasonable assurance statement over the selected subject matter as defined in the assurance provider’s scope. | |
| Policy Influence Disclosure | | | Disclosure on how Newmont engages in policy dialogue in order to ensure transparency in policy and lobbying practices in alignment with Newmont’s values. Details membership and trade associations, policy perspectives, lobbying reporting and political contributions. | |
| CDP (formerly Carbon Disclosure Project) Climate and Water Questionnaire responses | | | Responses to investor-led CDP Questionnaires for CDP Climate Change and CPD Water Security. Questionnaires cover Newmont’s approach to governance, risks and opportunities, business strategy, targets and performance related to climate and water aspects and impacts of Newmont’s operations. | |
| EEO-1 Forms | | | Disclosure on U.S. employee data including race/ethnicity, gender and job categories. Required under section 709(c) of Title VII of the Civil Rights Act of 1964, as amended, 42 U.S.C. § 2000e-8(c), and 29 CFR 1602.7-.14 and 41 CFR 60-1.7(a) for eligible companies. | |
| Extractive Sector Transparency | | | Disclosure of certain types of payments made to governments in Canada and abroad based on Newmont’s Canadian operations. ESTMA was implemented in an effort to raise transparency and reduce corruption in select sectors, including mining. | |
| Taxes and Royalties Contribution Report | | | Details Newmont’s significant economic contributions to host communities and governments as part of our continued commitment to transparency and to shared value creation. The report also discusses our tax governance framework, strategy, approach to tax planning and stakeholder engagement. The disclosures in the report align with requirements of | |
| Beneficial Ownership | | | A published support statement and disclosure of beneficial ownership in line with the Extractive Industries Transparency Initiative (EITI) Guidance on the Expectations for EITI supporting companies. Our Beneficial Ownership Transparency statement discloses each person known by Newmont to be the beneficial owner of more than 5% of any class of the Company’s voting securities, the level of ownership and details about how ownership is exerted. This disclosure, which meets ICMM and EITI requirements, demonstrates our leadership and commitment to promote revenue transparency and accountability in the extractive industry. | |
| Mineral Development Contracts | | | A public disclosure of investment agreements and mineral development contracts signed with host governments in line with the EITI Guidance on the Expectations for EITI supporting companies. The disclosure relates to large, well-progressed operations and projects which justify having specific contracting arrangements, provided such disclosure is not prohibited by law or regulation. Our decision to disclose contracts where feasible demonstrates our commitment to the EITI and to further promoting contract transparency. | |
| | FOR | | |
| | | The Board of Directors Unanimously Recommends that Stockholders Vote “FOR” Each of our Twelve Nominees for Director. | |
| | FOR | | |
| | | The Board of Directors Unanimously Recommends Stockholders Vote “FOR” Approval of the Advisory Resolution on Executive | |
| | FOR | | |
| | | The Board of Directors Unanimously Recommends that Stockholders Vote “FOR” the Ratification of the Appointment of Ernst & Young LLP as our Independent Registered Public Accounting Firm for our Fiscal Year Ending December 31, |
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| Public Company CEO Experience | | | Accounting Experience | | | Health & Safety Experience | | | Compensation Expertise | | |||||||||
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| Risk Management Experience | | | Mergers & Acquisition Experience | | | Extractive Experience | | | Leading Sustainability Academic | | |||||||||
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| Environmental & Social Responsibility Experience | | | Public Company Chair or Lead Director Experience | | | International Business Experience | | | Finance Expertise | | |||||||||
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| Innovation, Technology and Technology Expertise | | | Government/Regulatory Affairs Experience | | | Designated Audit Committee Financial Expert | | | Operational and Project Delivery | |
SKILLS, QUALIFICATIONS AND EXPERIENCE | | ||||||||||||||||||||||||||||||||||||||||||
| | | | | | | | BOYCE | | | BROOK | | | CLARK | | | FITZGERALD | | | | | MADERO | | | MÉDORI | | | NELSON | | | PALMER | | | QUINTANA | | | STORY | | |||||
Public Company CEO Experience | | | | | | | |||||||||||||||||||||||||||||||||||||
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Designated Audit Committee Financial Expert | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |||||||||
Accounting Experience | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |||||||||
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Leading Academic | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |||||
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Innovation and Technology Expertise | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Philip Aiken AM | | | Emma FitzGerald | | | Jane Nelson | |
| Gregory H. Boyce | | | | | | ||
| Bruce R. Brook | | | José Manuel Madero | | | | |
| Maura J. Clark | | | René | | | Susan N. Story | |
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| | | Independent Director Pronouns: he/him/ Age: Director Since: Board Committees: ▶ | | ||||
| Career Highlights Philip Aiken AM, 75, retired from BHP Billiton where he was Group President Energy and President BHP Petroleum from 1997 to 2006. Other notable executive roles include his tenure as Regional Director BOC Gases Europe, Regional Director BOC Gases South Pacific, Managing Director of | | ||||||
| Director Qualifications: | | ||||||
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| | International Experience — | | |||||
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| | | Academic Leadership — | | ||||
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| | | Operational and Industry Expertise — | | ||||
| | | Health, Safety, Environmental and Social Responsibility Experience — | | ||||
| | | Board Experience — Service on the Company’s Board of Directors since 2023. Currently also serves on the Board of New Energy One Acquisition Corporation plc since 2022 and as the Chair of the Remuneration Committee. Previously served on Newcrest Mining Limited’s Board of Directors from 2013 to 2023. Also previously served as Chairman of Aveva Group plc from 2013 to 2023 and Chairman of Balfour Beatty plc from 2015 to 2021. | |
| GREGORY H. BOYCE | | ||||||
| | | Independent Chair of the Board Pronouns: he/him/ Age: Director Since: October 2015, Independent Chair since 2021 Board Committees: ▶ Corporate Governance and Nominating (Chair) ▶ Leadership Development and Compensation ▶ Executive-Finance | | ||||
| Career Highlights Gregory H. Boyce, | | ||||||
| Director Qualifications: | | ||||||
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| | CEO/Executive Management Skills — Experience as former President and Chief Executive Officer of Peabody Energy Corporation and other executive management positions noted above. | | |||||
| | | Operational and Industry Expertise — Over 44 years of experience in the global energy and mining industries. Past Chairman of the National Mining Association. Chair of Lowell Institute for Mineral Resources Board at the University of Arizona. | | ||||
| | | Health, Safety, Environmental and Social Responsibility Experience — Experience managing matters related to regulatory, policy and social responsibility in executive roles, as well as during service on ESR committees of both Marathon Oil and Monsanto Company. Past member of Board of Trustees of Washington University of St. Louis and past member of Civic Progress in St. Louis. Member Board of Trustees of Heard Museum in Phoenix, Arizona. In-depth experience in environmental and sustainability matters, including development and implementation of Peabody | | ||||
| | | International Experience — Extensive senior executive experience working with multinational energy and mining operations, including with Peabody Energy Corporation and Rio Tinto plc (an international natural resource company) as Chief Executive Officer — Energy. Prior to his service with Rio Tinto, Mr. Boyce worked for over 10 years in various operational roles of increasing responsibility with Kennecott, a global natural resources company. He also served on the Board of Monsanto Company, a multinational agrochemical and agricultural biotechnology company for more than five years. | | ||||
| | | Compensation Expertise — Experience serving as a Chair of Marathon Oil’s Compensation Committee, | | ||||
| | | Board Experience — Service on the Company’s Board of Directors since October 2015 including as Independent Chair since 2021. Prior service on the board of Marathon Oil Corporation from 2008 to 2021, having served as Lead Independent Director from February 2019 to May 2021. Formerly served as Executive Chairman of Peabody Energy Corporation from 2007 to 2015 and as a director from 2005 to 2015 and as a Director of Monsanto Company from 2013 to 2018. | |
| BRUCE R. BROOK | | ||||||
| | | Senior Independent Director Pronouns: he/him/ Age: Director Since: October 2011 Board Committees: ▶ Audit (Chair) ▶ Corporate Governance and Nominating ▶ Executive-Finance | | ||||
| Career Highlights Bruce R. Brook, | | ||||||
| Director Qualifications: | | ||||||
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| | Financial Expertise — Chair of Newmont’s Audit Committee, the Audit and Risk Management Committee of CSL Limited, and Chair of the Audit Committee at Incitec Pivot Limited. Prior service as the Chair of the numerous Audit Committees as described below in Board Experience. Former member of the Financial Reporting Council, an agency of the Australian Commonwealth from 2006 to 2012, which oversees the work of the Accounting Standards Board and the Auditing Standards Board and advises the Australian Government on matters relating to corporate regulation. Former member of the Director Advisory Panel of the Australian Securities and Investment Commission from 2013 to 2018. Finance executive experience as Chief Financial Officer of WMC Resources Limited from 2002 to 2005. He also held key executive roles including Deputy Chief Finance Officer of ANZ Banking Group Limited, Group Chief Accountant of Pacific Dunlop Limited and General Manager, Group Accounting positions at CRA Limited and Pasminco Limited. | | |||||
| | | International Experience — Extensive prior international experience as a Director of multiple international companies, including Boart Longyear Limited, Programmed Group, CSL Limited and Incitec Pivot Limited. | | ||||
| | | Operational and Industry Expertise — Experience as a Director of Lihir Gold Limited, Energy Developments Limited, Consolidated Minerals Limited and Deep Exploration Technologies Cooperative Research Centre, a collaborative research program researching safer, more advanced and more cost-effective geological exploration and drilling methods. Currently serves as a Director at Incitec Pivot, a global manufacturer and distributor of industrial chemicals, explosives, and fertilizers. Expertise in cybersecurity matters including risk appetite, framework and assessments, and insurance, as well as the specific assessments of various companies’ cyber defense programs and numerous internal audit assessments around cyber controls. | | ||||
| | | Health, Safety, Environmental and Social Responsibility Experience — Extensive governance expertise over more than 30 years in senior executive and director roles, including as chair of numerous audit and risk committees, National President of G100 (an Australian CFO organization representing the 100 largest companies), member of ASIC Director Advisory Council and AICD’s Corporate Governance Advisory Committee. In various roles, he has also held responsibility for assessment of the financial consequences of environmental strategies and development and implementation of both risk management systems and information technology systems. Mr. Brook has developed deep knowledge in connection with oversight of carbon reduction programs (including assessment and development of climate metrics, targets, strategies and reports), quality and regulatory matters, and cyber security (including defense programs and assessments of cyber-related controls). | | ||||
| | | Board Experience — Service on the Company’s Board of Directors since 2011 and as Chair of the Audit Committee since 2016. Currently also serves on the boards of CSL Limited, | |
| MAURA J. CLARK | | ||||||
| | | Independent Director Pronouns: she/her/ Age: Director Since: April 2020 Board Committees: ▶ Leadership Development and Compensation | | ||||
| Career Highlights Maura J. Clark, | | ||||||
| Director Qualifications: | | ||||||
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| | Financial Expertise — | | |||||
| | | Executive Management Skills — Former President, Direct Energy Business from 2007 to 2014, during which time revenues grew from $2B to $10B through the expansion of products and services, organic sales and transformational mergers and acquisitions. Served as | | ||||
| | | International Experience — Extensive international experience as a Director of multiple international companies, including Nutrien, and formerly Garret Motion and Elizabeth Arden. | | ||||
| | | Operational and Industry Expertise — Over 25 years of experience in the global energy and natural resources industries. Prior Managing Director with Goldman Sachs, where she provided strategic banking and debt financing solutions to clients in the natural resources and industrial sectors, including merchant power, gas and electric utilities, refining, propane, water, chemicals and industrial businesses. Former CFO of Premcor, an independent refiner and marketer of petroleum products. | | ||||
| | | Health, Safety, Environmental and Social Responsibility Experience — Extensive experience as a leader in the energy business managing matters related to regulatory, policy and social responsibility. Additional experience as a director and as a member of the Governance and Sustainability Committee of Nutrien, the world’s largest provider of crop inputs, services and solutions. | | ||||
| | | Compensation Expertise — Experience serving as a member of Garret Motion’s Compensation Committee and as a member of Nutrien’s Human Resources and Compensation Committee and participation in compensation, benefits and related decisions in senior executive roles. | | ||||
| | | Board Experience — Service on the Company’s Board of Directors since 2020. Currently also serves on the Board of Fortis, Inc. from 2015 to present, and Nutrien Ltd. from 2018 to present. Prior service on the Garrett Motion, Inc. Board from October 2018 to September 2020. Prior service on the Agrium Inc. Board (merged with Potash Corp and created Nutrien) from 2016 to 2018 and prior service on the Board of Elizabeth Arden Inc. from 2005 to 2016. | |
| EMMA FITZGERALD | | ||||||
| | | Independent Director Pronouns: she/her/ Age: Director Since: December 2021 Board Committees: ▶ Safety and Sustainability | | ||||
| Career Highlights Dr. Emma FitzGerald, | | ||||||
| Director Qualifications: | | ||||||
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| | CEO/Executive Management Skills — Former Chief Executive Officer of Puma Energy International with extensive international experience running large customer facing industrial, retail and utilities businesses. | | |||||
| | | Health, Safety, Environmental and Social Responsibility Experience — Extensive experience as a thought leader in the energy and water industry in matters related to outcome based regulatory policy, circular economy and social responsibility. Service on the Energy Transition and Sustainability Committees of Seplat Energy plc. From 2007 to 2010 she played a key role in reshaping Shell’s renewables strategy. From 2013 to 2018, she ran gas distribution and water & waste networks for National Grid and Severn Trent where she successfully positioned them as sustainability thought leaders. She is a portfolio advisor of Oxford Science Enterprises and a mentor on the Creative Destruction Lab Climate stream to enable acceleration of innovations to support energy transition and application of smart materials to drive performance. | | ||||
| | | Operational and Industry Expertise — Over 30 years of experience in driving value creation in international energy and water industries and brings a deep understanding of the complexities of customer facing energy businesses and the extraction sector. | | ||||
| | | International Experience — Extensive international experience as an executive and a director of multiple international and multinational energy, water and distribution services companies, including prior experience with Puma Energy International, Royal Dutch Shell, DCC plc, Cookson Group plc, Alent plc and the International Leadership Advisory Board of the Singapore Prime Minister’s Office. | | ||||
| | | Financial Expertise — In addition to senior executive experience, she was a member of the Remuneration Committee and a former member of the Audit Committee of UPM Kymmene from April 2020 to | | ||||
| | | Board Experience — Service on the Company’s Board of Directors since 2021. Currently also serves on the Board of Seplat Energy and as Chair of the Remuneration Committee from |
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| SALLY-ANNE LAYMAN | | ||||||
| | | Independent Director Pronouns: she/her/hers Age: 50 Director Since: November 2023 Board Committees: ▶ Safety and Sustainability | | ||||
| Career Highlights Sally-Anne Layman, 50, retired from Macquarie Group Limited where she was Division Director and Joint Head of the Perth office of the Metals, Mining & Agriculture Division. Prior to that, Ms. Layman was a Mining Engineer at Mount Isa Mines, Production Engineer and Alternate Underground Manager at Great Central mines, Accountant at Normandy Yandal, and Management Accountant at Western Metals Limited. Ms. Layman holds a Bachelor of Engineering in Mining with Honors from Curtin University, a Bachelor of Commerce from the University of Southern Queensland, a First Class Mine Managers Certificate of Competency from the WA Department of Mines and Petroleum and she is a Certified Practicing Accountant. | | ||||||
| Director Qualifications: | | ||||||
| | | International Experience — Roles based in Australia, Canada and USA, and extensive experience, through directorships, in operations in PNG, West Africa and New Zealand. Also involved in many global M&A and resource financing deals as an investment banker at Macquarie Bank. Ms. Layman has diverse international experience in the resources sector and financial markets. | | ||||
| | | Executive Management Skills — Previous roles at Macquarie Group Limited, including as Division Director and Joint Head of the Perth office of the Metals, Mining & Agriculture Division. | | ||||
| | | Operational and Industry Expertise — Over 30 years of international experience in resources and corporate finance. She spent 14 years with Macquarie Group in a range of senior positions, including as Division Director and Joint Head of the Perth office of the Metals, Mining & Agriculture Division. Prior to that, Ms. Layman was a Mining Engineer at Mount Isa Mines, Production Engineer and Alternate Underground Manager at Great Central mines, Accountant at Normandy Yandal, and Management Accountant at Western Metals Limited. | | ||||
| | | Health, Safety, Environmental and Social Responsibility Experience — Director of Beach Energy Limited, Imdex Ltd, and Pilbara Minerals Ltd. and member and/or Chair of committees relating to Health, Safety, Environmental and/or Social Responsibility at Beach Energy Limited, Imdex Ltd, and Pilbara Minerals Ltd and formerly a member of Newcrest Mining Limited Safety and Sustainability Committee. Formerly Alternate Underground Manager at Great Central Mines. | | ||||
| | | Board Experience — Service on Newmont’s Board of Directors since 2023. Currently also serves on the Board of Beach Energy Limited since 2019, and as Chair of the Audit Committee and as a member of the Remuneration and Nomination and Risk, and Corporate Governance and Sustainability Committees and on the Boards of Imdex Ltd. since 2017 as the Chair of the Audit, Risk and Compliance and Sustainability Committees and Pilbara Minerals Ltd since 2018 as the Chair of the Sustainability Committee and as a member of the Audit and Risk Committee. Previously served on the Board of Newcrest Mining Limited from 2020 to 2023. Previously also served on the Boards of Perseus Mining Limited and Gascoyne Resources Ltd. | |
| JOSÉ MANUEL MADERO | | ||||||
| | | Independent Director Pronouns: he/him/ Age: Director Since: April 2021 Board Committees: ▶ Safety and Sustainability | | ||||
| Career Highlights José Manuel Madero, | | ||||||
| Director Qualifications: | | ||||||
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| | Financial Expertise — Current member of the Audit Committee of Constellation Brands. Experience as a finance, strategy and business development executive and consultant and serves on the board of Vector Casa de Bolsa, a full-service broker dealer and wealth manager with specialized products and services designed for individual investors, companies, institutional funds and government in Mexico, the U.S. and Latam. | | |||||
| | | Executive Management Skills — Former Chief Executive Officer, Grupo Bepensa, across the industrial, automotive, financial services, and non-alcoholic and alcoholic beverage sectors from February 2015 to February 2019. Prior to joining Grupo Bepensa, Mr. Madero served in a number of senior leadership roles at Monsanto Company and Grupo Pulsar. Mr. Madero has proven expertise in successfully running operations throughout Latin America, the United States, EMEA and Australia, while working effectively with local governments and communities to promote economic development. Mr. Madero also has extensive international business development, mergers and acquisition and supply chain experience. | | ||||
| | | International Experience — Founder & Managing Partner of Bizwp SC which provides international finance, strategy and business development consulting services. From 2005 to 2015, Mr. Madero held a series of senior management roles at Monsanto Company across multiple international locations and functions including Vice President of International Business Development, President of EMEA (Europe, Middle East, Africa), President of Latin America North, Vice President of Commercial Operations for Latin America South and President of Australia and New Zealand and was Global Vice President of Supply Chain of Seminis Vegetables Seeds. | | ||||
| | | Operational and Industry Expertise — Served in engineering operations and superintendent roles with Grupo Mexico, the largest mining business conglomerate in Mexico and a worldwide copper producer. | | ||||
| | | Health, Safety, Environmental and Social Responsibility Experience — Extensive experience as a leader in global companies managing matters related to regulatory, policy and social responsibility. | | ||||
| | | Board Experience — Service on the Company’s Board of Directors since 2021. Currently also serves on the Board of Constellation Brands, Inc. from 2019 to | |
| RENÉ MÉDORI | | ||||||
| | | Independent Director Pronouns: he/him/ Age: Director since: April 2018 Board Committees: ▶ Audit | | ||||
| Career Highlights René Médori, | | ||||||
| Director Qualifications: | | ||||||
| ||||||||
| | Financial Expertise — Current Chair of the Audit Committee of Vinci SA. Former Chair of Cobham plc Audit Committee. Significant financial and commercial expertise from capital intensive businesses, supplying products to the oil refining, steel and mining industries and experience in international finance in the UK, Europe and the US. Former Finance Director of The BOC Group plc. | | |||||
| | | International Experience — Extensive international experience as a director of multiple international and multinational mining and energy companies, including Anglo American plc, Petrofac Ltd, SSE plc and The BOC Group plc. | | ||||
| | | Operational and Industry Expertise — Extensive experience in the global energy and mining industries. Service as a director of Anglo American plc, a global mining company; as a director of Petrofac, a leading international service provider to the oil and gas production and processing industry; and as a director of SSE plc, a Scottish energy company headquartered in Perth, Scotland, United Kingdom. | | ||||
| | | Health, Safety, Environmental and Social Responsibility Experience — Experience managing matters related to regulatory, policy and social responsibility. | | ||||
| | | Board Experience — Service on the Company’s Board of Directors since 2018. Currently also serves as the Non-executive Chair for Petrofac Ltd and serves as the Chair of the Nominations Committee and Chair of the Board of Petrofac since 2018. Currently also serves on the board of Vinci SA. Formerly served on the boards of Cobham plc, Anglo American plc, AngloGold Ashanti | |
| JANE NELSON | | ||||||
| | | Independent Director Pronouns: she/her/ Age: Director Since: October 2011 Board Committees: ▶ Safety and Sustainability (Chair) ▶ Corporate Governance and Nominating | | ||||
| Career Highlights Jane Nelson, | | ||||||
| Director Qualifications: | | ||||||
| ||||||||
| | International Experience — Former director at the International Business Leaders Forum; previously worked in the office of the United Nations Secretary-General with the UN Global Compact, and for the World Business Council for Sustainable Development in Africa, for FUNDES in Latin America, and as a Vice President at Citibank working in Asia, Europe and the Middle East. Member of the World Economic Forum’s Global Future Council on Good Governance. Previously on the Economic Advisory Board of the International Finance Corporation (IFC), Leadership Council of the Initiative for Global Development, Co-Chair of the World Economic Forum’s Global Future Council on Transparency and Anti-Corruption, and member, Global Future Council on International Governance, Public-Private Cooperation and Sustainable Development. | | |||||
| | | Health, Safety, Environmental and Social Responsibility Expertise — Founding Director of Harvard Kennedy School’s Corporate Responsibility Initiative. Commissioner of the Business Commission to Tackle Inequity, World Business Council for Sustainable Development. One of the five track leaders for the Clinton Global Initiative in 2009, leading the track on Developing Human Capital. | | ||||
| | | Academic Experience — Director, Corporate Responsibility Initiative and adjunct lecturer in Public Policy, Harvard Kennedy School. Former lecturer in executive education programs at Harvard Business School and Harvard’s Advanced Leadership Initiative and visiting lecturer in sustainability for Schwarzman Scholars program at Tsinghua University. Nonresident senior fellow at the Brookings Institution and a former senior associate at Cambridge University’s | | ||||
| | | Industry Expertise — | | ||||
| | | Board Experience | |
| TOM PALMER | | ||||||
| | | President and Chief Executive Officer Pronouns: he/him/ Age: Director Since: October 2019 Board Committees: ▶ Executive-Finance | | ||||
| Career Highlights Tom Palmer, | | ||||||
| Director Qualifications: | | ||||||
| ||||||||
| | CEO/Executive Management Skills — Currently serving as Newmont’s President and Chief Executive Officer. Extensive leadership experience in prior roles with Newmont and previously with Rio Tinto’s bauxite and alumina, coal, copper, iron ore and technology businesses leading global teams, improving safety, profitability, sustainability and diversity. | | |||||
| | | Operational and Industry Expertise — Over 27 years of operational experience in the mining industry with senior executive oversight of operations, labor relations and regulatory issues. Worked in a variety of roles across a number of commodities over a 20-year career with Rio Tinto, including Chief Operating Officer, Pilbara Mines, Rio Tinto Iron Ore; General Manager, Technology for the Bauxite and Alumina business; General Manager, Operations at Hail Creek coal mine; and General Manager, Asset Management at Palabora Mining Company in South Africa. | | ||||
| | | International Experience — Extensive senior executive experience working with multinational mining operations in Australia, Indonesia, South Africa, and North America. Member of the World Gold Council, the International Council on Mining and Metals and the World Economic Forum Mining and Metals Board of Governors. | | ||||
| | | Health, Safety, Environmental and Social Responsibility Experience — Strong commitment to improving safety and productivity through implementation of safety culture programs. Prior service on the Board of the Minerals Council of Australia and former Chair of the Council’s Health and Safety Committee. | | ||||
| | | Labor and Compensation Expertise — Extensive labor relations and compensation experience in various senior executive roles including deep knowledge of organizational design, leadership development and talent management and oversight of human relations functions. | | ||||
| | | Board Experience — Service on the Company’s Board of Directors since October 2019 and prior service on the Board of the Minerals Council of Australia. | |
| JULIO M. QUINTANA | | ||||||
| | | Independent Director Pronouns: he/him/ Age: Director Since: October 2015 Board Committees: ▶ Leadership Development and Compensation (Chair) ▶ Corporate Governance and Nominating | | ||||
| Career Highlights Julio M. Quintana, | | ||||||
| Director Qualifications: | | ||||||
| ||||||||
| | CEO/Executive Management Skills — Experience as former President and Chief Executive Officer of Tesco Corporation, a public company listed on NASDAQ, and other executive management positions noted above. | | |||||
| | | Operational and Industry Expertise — Over | | ||||
| | | International Experience — Extensive senior executive experience working with multinational drilling and exploration operations, including with Tesco Corporation and Schlumberger. Prior to Schlumberger, worked for almost 20 years in various operational roles for Unocal Corporation, a global petroleum exploration and production company. | | ||||
| | | Technology and Innovation Expertise — Experience in senior operating and exploration roles. Served as chair of | | ||||
| | | Financial Experience — Extensive financial management experience in senior executive roles and as a member of the Audit Committee for SM | | ||||
| | | Compensation Expertise — Experience serving as a member of the Company’s Leadership Development and Compensation Committee and as a member of SM Energy’s and Basic Energy’s Compensation Committees. Participation in compensation, benefits and related decisions in senior executive, public company roles. | | ||||
| | | Board Experience — Service on the Company’s Board of Directors since October 2015. Currently also serves on the | |
| SUSAN N. STORY | | ||||||
| | | Independent Director Pronouns: she/her/ Age: Director Since: September 2020 Board Committees: ▶ Audit | | ||||
| Career Highlights Susan N. Story, | | ||||||
| Director Qualifications: | | ||||||
| ||||||||
| | CEO/Executive Management Skills — Former President and Chief Executive Officer of American Water. During her tenure, American Water became the first, and continues to be the only, water utility on the S&P 500. Additional executive management positions with Southern as noted above. | | |||||
| | | Human Capital Management Expertise — Extensive senior executive experience recruiting, hiring and training an evolving workforce population, and mitigating rising employee healthcare costs through innovative partnerships and programs and participation in compensation, benefits and related decisions in senior executive roles. Extensive experience working with 15 different U.S. unions across the U.S. and at the national level. | | ||||
| | | Financial Expertise — Experience as CFO and CEO of American Water included numerous acquisitions which required significant and deep financial analysis of target organizations’ accounting, finance, regulatory and operations information. In addition to her prior executive experience, she is a current member of the Finance and Risk Oversight Committee and prior member of the Audit Committee of Dominion | | ||||
| | | Operational and Technology Expertise — Over 39 years of experience working in energy, electricity, and water | | ||||
| | | Health, Safety, Environmental and Social Responsibility Experience — Extensive experience as a leader in the water, energy and electricity business managing matters related to regulatory, policy and social responsibility. Experience includes extensive interaction with state and federal regulators in connection with policy matters.Recognized as a leading voice in ESG, including in connection with her focus on environmental, social and governance programsand commitments at American Water. | | ||||
| | | Board Experience — Service on the Company’s Board of Directors since September 2020. Currently also serves on the Board of Dominion Energy, Inc. from 2017 to present and the Board of Carrier Global Corporation and a member of the Audit and Compensation committees from January 2023 to present. She previously served on the Board of Raymond James Financial, Inc. from 2008 to February 2023, including as Lead Independent Director from February 2016 to February 2023. Prior service on the American Water Works Company Inc. Board from 2014 to 2020. | |
| Philip Aiken AM | | | Emma FitzGerald | | | Jane Nelson | |
| Gregory H. Boyce | | | | | Julio M. Quintana | | |
| Bruce R. Brook | | | José Manuel Madero | | | Susan N. Story | |
| Maura J. Clark | | | René | | | | |
| | Audit Committee(1)(2) | | | |||||||||||||||||||
| | MEMBERS | | | | | | | | | | | Bruce R. Brook, Chair René Médori Susan N. Story | | | | MEETINGS IN | | | ||||
| | | | | |||||||||||||||||||
| | Functions of the Committee ▶ assists the Board in its oversight of the integrity of the Company’s financial statements ▶ assists the Board in its oversight of the Company’s compliance with legal and regulatory requirements and corporate policies and controls, including controls over financial reporting, computerized information systems and ▶ provides oversight of the Company’s internal audit function ▶ authority to retain and terminate the Company’s independent auditors ▶ approves auditing services and related fees and pre-approves any non-audit services ▶ responsible for confirming the independence and objectivity of the independent auditors ▶ please refer to “Report of the Audit Committee” on page | | |
| | Leadership Development and Compensation Committee | | | |||||||||||||||||||||||
| | MEMBERS | | | | | | | | | | | | | | Julio M. Quintana, Chair Philip Aiken AM(1) Gregory H. Boyce Maura J. Clark Mary A. Laschinger(2) | | | | MEETINGS IN | | | |||||
| | | | | |||||||||||||||||||||||
| | Functions of the Committee ▶ determines the structure, components and other elements of our compensation and benefits for the Company’s key employees, including its executive officers, subject to ratification by the full Board for CEO compensation ▶ reviews, assesses, and oversees senior leadership development, succession planning and talent management ▶ reviews and assesses culture and global inclusion and diversity strategy and progress of such strategy ▶ determines awards of stock-based compensation, which for the CEO are subject to ratification by the full Board of Directors ▶ please refer to “Compensation, Discussion and Analysis” beginning on page 48 and the “Report of the Leadership Development and Compensation Committee on Executive Compensation” | | |
| | Corporate Governance and Nominating Committee | | | |||||||||||||||||||
| | MEMBERS | | | | | | | | | | | Gregory H. Boyce, Chair Bruce R. Brook Jane Nelson Julio M. Quintana | | | | MEETINGS IN | | | ||||
| | | | | |||||||||||||||||||
| | Functions of the Committee ▶ oversees Director and Chair succession planning and proposes slates of Directors to be nominated for election or re-election ▶ proposes slates of officers to be elected ▶ conducts evaluations of the performance of the President and Chief Executive Officer ▶ responsible for recommending amount of Director compensation ▶ reviews periodically the organization, size, operation, practice, and tenure policies of the Board ▶ makes recommendations to the Board regarding the evaluation of the independence of each Director ▶ develops and implements procedures for annual Board, Director Peer and Committee evaluations ▶ annually considers the establishment and membership of committees of the Board, delegation of authority to such committees, leadership of such committees, and qualifications of committee members ▶ advises Board of corporate governance issues | | |
| | Safety and Sustainability Committee | | | |||||||||||||||||||||||
| | MEMBERS | | | | | | | | | | | | | | Jane Nelson, Chair Patrick G. Awuah, Emma FitzGerald Sally-Anne Layman(2) José Manuel Madero | | | | MEETINGS IN | | | |||||
| | | | | |||||||||||||||||||||||
| | Functions of the Committee ▶ provides advice, counsel and recommendations to the Board in its oversight of health, safety, loss prevention and operational security issues and management of risks related thereto ▶ assists the Board in its oversight of sustainable development, environmental management and affairs, community relations, human rights, community, government and stakeholder relations and communications issues, including oversight of the Company’s Annual Sustainability Report and Climate Report ▶ assists the Board in furtherance of its commitments to adoption of best practices in promotion of a healthy and safe work environment, and environmentally sound and socially responsible resource development including in connection with water management, climate change and carbon emissions and other ESG targets ▶ administers the Company’s policies, processes, standards and procedures designed to accomplish the Company’s goals and objectives relating to safety and sustainability | | |
| ✓ Independent Chair and Board (other than CEO) | | | ✓ Director Overboarding Policy | |
| ✓ Diverse Board | | | ✓ Strong Director Attendance Record | |
| ✓ Commitment to Board Refreshment | | | ✓ Active Stockholder Outreach | |
| ✓ Annual Board and Committee Evaluations | | | ✓ Voluntarily Adopted Proxy Access | |
| ✓ Annual Director Elections | | | ✓ Stockholder Right to Call Special Meetings | |
| ✓ Majority Voting in Uncontested Director Elections | | | ✓ Stockholder Right to Act by Written Consent | |
| | | | ✓ No Shareholder Rights Plan | |
| Newmont has adopted Corporate Governance Guidelines that outline important policies and practices regarding the governance of the Company. In addition, the Board has adopted a charter for each of the committees, outlining responsibilities and operations. As part of our standard governance practices, the Corporate Governance Guidelines and the charters are reviewed annually. | | | The Corporate Governance Guidelines and the charters are available on our website at http://www.newmont.com/ about-us/governance-and-ethics/. | |
| | ANNUAL REVIEWS | | | In alignment with the Company’s Corporate Governance Guidelines, the Corporate Governance and Nominating Committee leads the Board in its annual review process, which includes: ▶ The Board assessment of the performance and effectiveness of the Board and its ▶ Committee assessments and charter ▶ Director peer evaluations of individual Director These assessments are typically conducted annually using a Board and Committee self-assessment process that focuses on numerous aspects of corporate governance and Director duties and responsibilities. Individual questionnaire evaluations by each Board member are conducted on a confidential and anonymous basis. To enhance the review process, the Board | |
| | OUTCOME | | | | |
| | FOLLOW-UP | | | The Chair and the Corporate Governance and Nominating Committee use these results in conjunction with the assessment of the skills and characteristics of Board members, as well as in connection with making recommendations to the Board regarding the slate of directors for inclusion in the Company’s Proxy Statement for election at the Annual Meeting of Stockholders. The Chair also conducts candid, one-on-one discussions with each independent Director regarding observations and suggestions, if any, from the peer evaluations and presents the findings of the annual Board self-assessment to the full Board in executive session for discussion. Policies and practices of the Board are updated per the evaluation results as appropriate. Director suggestions for improvements to the questionnaires and evaluation process are incorporated. | |
| AREAS OF FOCUS | |
| Among other topics, the Board evaluations typically focus on: ▶ the Board’s overall responsibilities and effectiveness ▶ oversight of business strategy and strategic planning process ▶ ▶ the Board culture (both in executive session, as well as in connection with management and advisors) ▶ oversight of risk strategy and risk management systems ▶ oversight of the Company’s key issues and opportunities ▶ the adequacy and quality of information provided to the Board ▶ the allocation of the Board’s meeting time and priorities ▶ the overall Board policies, processes and procedures | |
| 1 | | | | SOURCE CANDIDATE | | | Candidate Pool from | | | | |
| ▶ Independent ▶ Independent | | | ▶ Stockholders ▶ Management | | |||||||
| 2 | | | | IN-DEPTH REVIEW | | | By the Committee | | | | |
| ▶ Skills matrix ▶ Strategic business priorities ▶ Board succession planning ▶ Screen qualifications | | | ▶ Diversity ▶ Independence and potential conflicts ▶ Meet with director candidates | | |||||||
| 3 | | | | RECOMMEND | | | Selected Candidates for Appointment to our Board | | |||
| 4 | | | | REVIEW | | | Full Board | | |||
| 5 | | | | SELECT DIRECTOR(S) | | | | |
| | | | | | |||
| A stockholder, or a group of up to 20 stockholders owning 3% or more of the Company’s outstanding common stock continuously for at least three (3) years | | | The stockholder or group may nominate and include in the Company’s proxy materials directors constituting up to the greater of 2 members or 20% of the Board | | | Provided that the stockholder(s) and the nominee(s) satisfy the requirements specified in the By-Laws | |
| Annual Retainer | | | $ | |
| $30,000 for the Chair of the Audit Committee | | |||
| $25,000 for the Chair of the Leadership Development and Compensation Committee | | |||
| $20,000 for the Chair of the Corporate Governance and Nominating Committee | | |||
| $25,000 for the Chair of the Safety and Sustainability Committee | | |||
| $280,000 for the Non-Executive Chair of the Board | | |||
| Stock Award | | | $180,000 of common stock or director stock units each year under the 2020 Stock Incentive Compensation Plan. The fair market value is determined on the first business day following election by the Board or re-election at the Company’s Annual Meeting, or as soon as administratively possible. | |
| NAME(1) | | FEES EARNED OR PAID IN CASH ($) | | STOCK AWARDS(2) ($) | | ALL OTHER COMPENSATION ($) | | TOTAL ($) | | NAME(1) | | FEES EARNED OR PAID IN CASH ($) | | STOCK AWARDS (2) ($) | | ALL OTHER COMPENSATION ($) | | TOTAL ($) | | ||||||||||||||||||||||||||||||||
| Patrick G. Awuah, Jr. | | | $ | 115,000 | | | | $ | 180,000 | | | | $ | — | | | | $ | 295,000 | | | Philip Aiken AM(3) | | | $ | 20,543 | | | | $ | 84,329 | | | | $ | — | | | | $ | 104,872 | | | ||||||||
| Gregory H. Boyce(3) | | | $ | 415,000 | | | | $ | 180,000 | | | | $ | 11,357 | | | | $ | 606,357 | | | Patrick G. Awuah, Jr. | | | $ | 135,000 | | | | $ | 180,000 | | | | $ | — | | | | $ | 315,000 | | | ||||||||
| Bruce R. Brook(4) | | | $ | 145,000 | | | | $ | 180,000 | | | | $ | 3,532 | | | | $ | 328,532 | | | Gregory H. Boyce | | | $ | 435,000 | | | | $ | 180,000 | | | | $ | — | | | | $ | 615,000 | | | ||||||||
| Maura J. Clark | | | $ | 115,000 | | | | $ | 180,000 | | | | $ | — | | | | $ | 295,000 | | | Bruce R. Brook(4) | | | $ | 165,000 | | | | $ | 180,000 | | | | $ | 3,752 | | | | $ | 348,752 | | | ||||||||
| Matthew Coon Come(5) | | | $ | 35,385 | | | | $ | — | | | | $ | 33,194 | | | | $ | 68,579 | | | Maura J. Clark | | | $ | 135,000 | | | | $ | 180,000 | | | | $ | — | | | | $ | 315,000 | | | ||||||||
| Emma FitzGerald | | | $ | 115,000 | | | | $ | 180,000 | | | | $ | — | | | | $ | 295,000 | | | Emma FitzGerald | | | $ | 135,000 | | | | $ | 180,000 | | | | $ | — | | | | $ | 315,000 | | | ||||||||
| Mary A. Laschinger | | | $ | 115,000 | | | | $ | 180,000 | | | | $ | — | | | | $ | 295,000 | | | Mary A. Laschinger | | | $ | 135,000 | | | | $ | 180,000 | | | | $ | — | | | | $ | 315,000 | | | ||||||||
| José Manuel Madero(3) | | | $ | 115,000 | | | | $ | 180,000 | | | | $ | 903 | | | | $ | 295,903 | | | Sally-Anne Layman(3) | | | $ | 20,543 | | | | $ | 84,329 | | | | $ | — | | | | $ | 104,872 | | | ||||||||
| René Médori(3) | | | $ | 115,000 | | | | $ | 180,000 | | | | $ | 13,081 | | | | $ | 308,081 | | | José Manuel Madero | | | $ | 135,000 | | | | $ | 180,000 | | | | $ | — | | | | $ | 315,000 | | | ||||||||
| Jane Nelson | | | $ | 140,000 | | | | $ | 180,000 | | | | $ | — | | | | $ | 320,000 | | | René Médori | | | $ | 135,000 | | | | $ | 180,000 | | | | $ | — | | | | $ | 315,000 | | | ||||||||
| Julio M. Quintana | | | $ | 140,000 | | | | $ | 180,000 | | | | $ | — | | | | $ | 320,000 | | | Jane Nelson(4) | | | $ | 160,000 | | | | $ | 180,000 | | | | $ | 2,500 | | | | $ | 342,500 | | | ||||||||
| Susan N. Story(4) | | | $ | 115,000 | | | | $ | 180,000 | | | | $ | 5,000 | | | | $ | 300,000 | | | Julio M. Quintana | | | $ | 160,000 | | | | $ | 180,000 | | | | $ | — | | | | $ | 340,000 | | | ||||||||
| Susan N. Story | | | $ | 135,000 | | | | $ | 180,000 | | | | $ | — | | | | $ | 315,000 | | |
| | | | STOCK AWARDS | | | | | STOCK AWARDS | | ||||||||||||||||||
| NAME | | AGGREGATE DIRECTOR STOCK UNITS OUTSTANDING (#) | | MARKET VALUE OF OUTSTANDING DIRECTOR STOCK UNITS ($)(2) | | NAME | | AGGREGATE DIRECTOR STOCK UNITS OUTSTANDING (#) | | MARKET VALUE OF OUTSTANDING DIRECTOR STOCK UNITS ($)(2) | | ||||||||||||||||
| Patrick G. Awuah, Jr. | | | | 5,303 | | | | $ | 250,302 | | | Philip Aiken AM(1) | | | | 2,300 | | | | $ | 95,197 | | | ||||
| Gregory H. Boyce | | | | 33,648 | | | | $ | 1,588,186 | | | Patrick G. Awuah, Jr. | | | | 9,100 | | | | $ | 376,649 | | | ||||
| Bruce R. Brook(1) | | | | 21,205 | | | | $ | 1,000,876 | | | Gregory H. Boyce | | | | 37,445 | | | | $ | 1,549,849 | | | ||||
| Maura J. Clark | | | | 7,912 | | | | $ | 373,446 | | | Bruce R. Brook(1) | | | | 25,002 | | | | $ | 1,034,833 | | | ||||
| Emma FitzGerald | | | | 3,759 | | | | $ | 177,425 | | | Maura J. Clark | | | | 11,709 | | | | $ | 484,636 | | | ||||
| Mary A. Laschinger | | | | 3,759 | | | | $ | 177,425 | | | Emma FitzGerald | | | | 7,556 | | | | $ | 312,743 | | | ||||
| José Manuel Madero | | | | 5,303 | | | | $ | 250,302 | | | Mary A. Laschinger | | | | 7,556 | | | | $ | 312,743 | | | ||||
| René Médori | | | | 16,495 | | | | $ | 778,564 | | | Sally-Anne Layman(1) | | | | 2,300 | | | | $ | 95,197 | | | ||||
| Jane Nelson | | | | 46,138 | | | | $ | 2,177,714 | | | José Manuel Madero | | | | 9,100 | | | | $ | 376,649 | | | ||||
| Julio M. Quintana | | | | 33,648 | | | | $ | 1,588,186 | | | René Médori | | | | 20,292 | | | | $ | 839,886 | | | ||||
| Susan N. Story | | | | 6,788 | | | | $ | 320,394 | | | Jane Nelson | | | | 49,935 | | | | $ | 2,066,810 | | | ||||
| Julio M. Quintana | | | | 37,445 | | | | $ | 1,549,849 | | | ||||||||||||||||
| Susan N. Story | | | | 10,585 | | | | $ | 438,113 | | |
| | FOR | | |
| | | The Board of Directors unanimously recommends a vote FOR the foregoing resolution for the reasons outlined below. | |
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| | | 2022 | | 2023 | | | | 2023 | | 2024 | | ||||
| Annual Incentive Program | | | ▶ Aligned the payout under the individual performance component with the company performance (93% of target) in consideration of the challenging market environment | | ▶ Eliminating the personal performance component, resulting in increased weighting for each of the Company’s bonus plan metrics, including the financial metrics (1) | | Annual Incentive Program | | | ▶ Removed the personal performance component from the annual bonus, leading to a higher weighting for each of the Company’s bonus plan metrics, including the financial ones | | ▶ Streamlined the annual bonus plan by reducing the number of metrics from 11 in 2023 to 6 in 2024; maintained sustainability metrics’ weighting at 30% while increasing the financial metrics’ weighting to 70% (refer to page 71 for further details)(1) | | ||
| Long-term Incentive Program | | | — | | ▶ Adding two ESG metrics to the performance share unit (PSU) plan tied to executive female representation and emission reduction projects (see page 70 for additional information) ▶ Maintaining rTSR as primary metric of the PSU plan and requiring above median performance to receive at target vesting (55th percentile) ▶ The current cap of 100% vesting for PSUs when the Company’s TSR is negative for the period will also apply to the two new ESG metrics | | Long-term Incentive Program | | | ▶ Incorporated two sustainability metrics into the performance share unit (PSU) plan, linked to executive female representation and carbon emission reduction projects (refer to page 72 for further details) ▶ Retained Relative Total Shareholder Return (rTSR) as the primary metric of the PSU plan, now requiring performance to be above the median (55th percentile) to achieve target vesting for the PSU awards ▶ The existing cap of 100% vesting for PSUs during periods of negative Company TSR also extends to the two new sustainability metrics | | ▶ Introduced a Return on Capital Employed metric to the PSU program with a weighting of 20% ▶ Added the S&P 500 Index as an additional constituent to the PSU peer group, which consists of the companies in the VanEck Vectors Gold Miners exchange-traded fund | | ||
| Other Elements | | | ▶ Eliminated tax services perquisites for the CEO and COO associated with tax obligations across multiple jurisdictions ▶ Benefit limited under the Executive Change of Control Plan to two times annual pay for newly named executive officers | | — | |
| CEO Pay(3) | | | Base Salary | | | Annual Incentive Program | | | Long-term Incentive Program | |
| Target Compensation | | | Target opportunity for program year | | | Target opportunity for program year | | | Target opportunity for program year | |
| Realizable Compensation | | | Actual annual salary paid for program year | | | Actual annual incentive paid for program year | | | Value of LTI based on stock price and PSU performance as of 12/31/2023 for respective plan program year | |
| WHAT WE DO: | | | | | | | | |||
| ▶ | Active shareholder engagement | | | ▶ Engagement with independent compensation consultant | | | ▶ Annual | | ||
| ▶ Annual 3rd party risk assessments of our executive compensation programs | | | ▶ Each component of target compensation benchmarked to the median of our Compensation Peer Group | | | ▶ Strong pay for performance ties with most of the executive compensation being at-risk (88.5% for CEO; | | |||
| ▶ Balanced and market aligned pay mix of short, mid- and long-term compensation | | | ▶ Balanced portfolio of objective bonus performance metrics | | | ▶ Strong reliance on performance-based long-term incentives | | |||
| ▶ Capped annual incentive bonus and PSU payouts | | | ▶ Compensation decisions and incentive plan performance audited by both external and internal control functions | | | ▶ | | |||
| ▶ | | | ▶ | | ||||||
| ▶ Tally sheets provided to LDCC for Section 16 Officers | | |||||||||
| ▶ | | | ▶ | |||||||
| | | ▶ Clawback policies for cash and equity-based incentives | ||||||||
| |
| WHAT WE DON’T DO: | | | | | | | |
| ▶ No | | | ▶ No individual employment agreements for NEO’s | | | ▶ No | |
| ▶ No excise tax gross ups or tax reimbursements | | | ▶ No | | | ▶ No | |
| FACTORS | | | PURPOSE / KEY CONSIDERATIONS | |
| Peer Benchmarks | | | Reasonableness of pay relative to peers and market practice | |
| Performance and Leadership | | | Context for each decision, such as experience, skills, scope of responsibility, individual performance, and succession planning considerations for each executive | |
| Available Compensation | | | Purpose of each pay component, as well as the sum of all elements | |
| Pay Mix | | | Significant portion of pay “at risk” to align executive pay with shareholder interests, peer practices, and our pay philosophy | |
| Pay Equity and Fairness | | | Appropriate relative compensation among executives | |
| Executive Compensation | | | Pay aligned with shareholder interests and Company performance | |
| Consideration of Risk | | | Compensation program designed to avoid incentive for excessive risk-taking | |
| Air Products and Chemicals, Inc. | | | Freeport McMoRan Inc. (FCX) | |
| AMETEK, Inc. (AME) | | | Hess Corporation (HES) | |
| Barrick Gold Corporation (GOLD) | | | Illinois Tool Works Inc. (ITW) | |
| ConocoPhillips (COP) | | | Johnson Controls International plc (JCI) | |
| Cummins Inc. (CMI) | | | Parker-Hannifin Corporation (PH) | |
| Deere & Company (DE) | | | Pioneer Natural Resources Company (PXD) | |
| DuPont de Nemours, Inc. (DD) | | | PPG Industries, Inc. (PPG) | |
| Eaton Corporation plc (ETN) | | | Republic Services, Inc. (RSG) | |
| Ecolab Inc. (ECL) | | | Rockwell Automation, Inc. (ROK) | |
| Emerson Electric Co. (EMR) | | | Vulcan Materials Company (VMC) | |
| EOG Resources, Inc. (EOG) | | | Waste Management, Inc. (WM) | |
| | | REVENUE ($M) | | EBITDA ($M) | | MARKET CAPITALIZATION ($M) | | | | REVENUE ($M) | | EBITDA ($M) | | MARKET CAPITALIZATION ($M) | | ||||||||||||||||||||||||
| 75th Percentile | | | $ | 18,497 | | | | $ | 4,583 | | | | $ | 61,776 | | | 75th Percentile | | | $ | 22,104 | | | | $ | 5,945 | | | | $ | 53,815 | | | ||||||
| Median | | | $ | 13,220 | | | | $ | 3,157 | | | | $ | 45,950 | | | Median | | | $ | 17,070 | | | | $ | 3,858 | | | | $ | 41,873 | | | ||||||
| 25th Percentile | | | $ | 8,967 | | | | $ | 2,431 | | | | $ | 36,553 | | | 25th Percentile | | | $ | 11,721 | | | | $ | 3,044 | | | | $ | 29,043 | | | ||||||
| Newmont Corporation | | | $ | 11,788 | | | | $ | 5,991 | | | | $ | 58,980 | | | Newmont Corporation(2) | | | $ | 12,373 | | | | $ | 4,456 | | | | $ | 47,550 | | | ||||||
| Newmont Percentile Rank | | | | 40th | | | | | 84th | | | | | 68th | | | Newmont Percentile Rank | | | | 30th | | | | | 68th | | | | | 62th | | |
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| Direct Engagement | | | Transparent Communication | |
| Each year we proactively engage with shareholders both before and after the filing of the We contact all institutional stockholders who own at least 0.50% of our aggregate outstanding shares of common stock, which in We engaged with all shareholders in In addition to members of management, our independent directors make themselves available to engage with shareholders, either directly or as part of our shareholder engagement program. The enhancements implemented for our 2023 and 2024 executive compensation programs, as detailed in the “Evolution of Executive Compensation Plan Design” section on page 49, were in response to feedback received during our shareholder outreach in connection with the 2022 and 2023 Newmont Proxy Statements. | | | The foundation of our Company’s purpose is a strong governance structure, with a commitment to accountability and transparency. In alignment with our commitment, in We routinely and proactively interact and communicate with shareholders through a number of forums, including quarterly and full year earnings presentations, market guidance updates, SEC filings, voluntary | |
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| Aligning with Best Practices In addition to engagement with shareholders, we review best practices and updated guidance from the SEC, proxy advisory firms, and executive compensation consulting firms, including from the Board’s independent consultant, FW Cook and management’s consultant, WTW | | | Thoughtfully Considering Feedback Insights from best practices and feedback from shareholders, including results of our annual say on pay vote, are routinely reviewed with Newmont management, FW Cook, and the LDCC Potential program changes are thoughtfully considered, taking into account the interdependency across the Company’s total rewards programs and practices, alignment with Company strategy and values, attributes unique to our industry and Company, and the impact across stakeholders | | | Intentionally Implementing Program Changes The timing and approach for implementing updates are considered as part of our review process Our general philosophy is to minimize year-over-year program change, allow for socialization and alignment across stakeholders, fully understand the impact and potential unintended consequences of the change, and minimize unproductive disruption across stakeholders | |
| At the | | | |
| March to July Engage & Review | | | | ▶ Initiate shareholder outreach and review feedback ▶ Review ▶ Review market trends and best practices | |
| August to February Evaluate & Design | | | | ▶ Assess LDCC charter and conduct Committee self-evaluation ▶ Conduct 3rd party compensation risk assessment audit ▶ Conduct compensation market competitiveness assessment ▶ Review compensation philosophy and objectives, ensuring continued alignment to Company purpose ▶ Review updates to governance protocols ▶ Evaluate annual short-term and long-term incentive designs, metrics, and targets ▶ Design options for following year’s NEO’s performance goals ▶ Discuss following year’s target compensation for | |
| December to March Assess & Recommend | | | | ▶ Evaluate Company performance against goals and approve incentive payout levels ▶ Evaluate individual performance against goals ▶ ▶ | |
| Ongoing Actions | | | | ▶ Review and assess the Company’s human capital management activities, including culture, progress toward ▶ Review, assess, and develop leadership pipeline ▶ Ensure strong governance over executive compensation programs ▶ Assess Company and executive officer performance against annual goals | |
| Tom Palmer Pronouns: he/him/his | | |||
| | | President and Chief Executive Officer As President, CEO, and a member of the Board of Directors, Mr. Palmer is responsible for setting and overseeing the Company’s strategic direction, operating results, organizational health, culture, ethics and compliance, and corporate responsibility. | | |
| | | | Profile: Mr. Palmer became President and Chief Executive Officer and joined the Board of Directors of Newmont effective October 1, 2019. He has served as President since June 2019 and as President and Chief Operating Officer from November 2018 until June 2019. Previous roles at Newmont include Executive Vice President and Chief Operating Officer, Senior Vice President, Asia Pacific, and Senior Vice President, Indonesia. Prior to joining Newmont in 2014, Mr. Palmer had | |
| Mr. Palmer has extensive experience leading teams and delivering production while implementing safety culture programs and improving diversity. He earned a Master of Engineering Science degree and a Bachelor of Engineering degree from Monash University in Melbourne, Australia. Mr. Palmer is currently the Chair of the International Council on Mining and Metals (ICMM) CEO Advisory Group on Social Performance, | |
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| | | ( As Chief Financial Officer, | | |
| | | | Profile: | |
| Natascha Viljoen Pronouns: she/her/hers | | |||
| | | Chief Operating Officer (October 2 to December 31) As Chief Operating Officer (COO), Ms. Viljoen serves as a member of Newmont’s executive leadership team that sets the strategic direction for the Company. As of year-end 2023, Ms. Viljoen was responsible for leading the mine operations in Australia, Latin America and Caribbean, North America, and Papua New Guinea, as well as overseeing Global Projects. | | |
| | | | Profile: Ms. Viljoen joined Newmont as Chief Operating Officer on October 2, 2023, bringing over 30 years of experience across a diverse range of commodity businesses. After an onboarding period, Ms. Viljoen initially assumed accountability for the Company’s Australia and North America business units and the newly acquired Papua New Guinea business unit in November 2023. In addition, she oversaw critical activities associated with incorporating Newcrest’s people and assets into Newmont upon the implementation of the Newcrest acquisition. Following a transition period with Mr. Atkinson, Ms. Viljoen assumed additional responsibility with full accountability for the Africa, Peru, and Latin America & Caribbean (formally South America) business units, as well as Global Projects. In 2024, Ms. Viljoen will become Newmont’s sole Chief Operating Officer. Prior to joining Newmont, Ms. Viljoen served as the CEO of Anglo American’s platinum business in South Africa since 2020, the world’s largest primary producer of platinum. At Anglo American, she was responsible for managing a team of more than 25,000 employees and six owned and joint venture mining operations with an integrated value chain and down-stream processing across two countries. Prior to her CEO appointment, Ms. Viljoen held a series of operating and technical positions within the organization, including as Group Head of Processing. Prior to joining Anglo American, Natascha spent six years at Lonmin, where she served on the executive committee as Executive Vice President of Processing, also with responsibility for several wider corporate functions, including sustainability. She is a metallurgical engineer and holds a Bachelor of Engineering from North West University in South Africa and an Executive MBA from the University of Cape Town, South Africa. | |
| Robert Atkinson Pronouns: he/him/his | | |||
| | | As | | |
| | | | Profile: Mr. Atkinson joined Newmont in June 2019 as Executive Vice President and Chief Operating | |
| | | | With over 30 years of mining industry experience, Mr. Atkinson has held a variety of roles leading large operations and business improvement efforts in Australia, the United Kingdom, and the United States. Most recently, he served as Head of Productivity and Technical Support for Rio Tinto. Mr. Atkinson has extensive operational experience in gold, iron ore, bauxite, copper, uranium, and surface and underground coal mining and is a Fellow of the AusIMM and a Fellow of Ethical Leadership from Melbourne Business School. Mr. Atkinson holds a | |
| Peter TothPronouns: he/him/his | | |||
| | | | ||
| | | | Profile: Mr. Toth joined Newmont in July 2022 as the Chief Strategy Officer and assumed | |
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Mr. Tabolt served as a member of Newmont’s executive leadership | |
| Aaron Puna Pronouns: he/him/his | |
| Former Chief Technology Officer(January 1 to September 13) Mr. Puna joined Newmont’s executive leadership team in early 2023 as Chief Technology Officerand exited the | |
| | | | DELIVERY MEDIUM | | | OBJECTIVE | | | KEY CHARACTERISTICS | |
| Base Salary | | | Cash | | | Attract and retain executives with a | | | ▶ Reviewed annually in comparison to market ▶ Adjusted when appropriate, recognizing level of responsibility and performance within the Company | |
| Annual Incentive Program | | | Cash | | | Reward employees on a short-term (annual) basis for achieving critical strategic Company goals | | | ▶ Closely aligned to broad-based plan inclusive of management and staff employees ▶ Employs a balanced portfolio of ▶ NEO performance is based 100% on Company performance | |
| Long-term Incentive Program | | | 3-year RSU Program (33%) | | | Retain executives while incentivizing absolute Company performance and share price appreciation by promoting stock ownership | | | ▶ Directly aligns incentive with shareholder interests ▶ Vests one-third per year over a three-year period from the date of grant | |
| 3-year PSU Program (67%) | | | Motivate employees and reward superior performance over a long-term (three-year) period | | | ▶ Significant portion of total compensation is in the form of performance based LTI ▶ Motivates and rewards executive officers to achieve multi-year strategic goals and to deliver sustained long-term value to stockholders ▶ Achievement measured based on sustainability performance ▶ Total payout capped at 100% if TSR is negative during the period, with target payout for rTSR set at the 55th percentile ▶ Vests at end of three-year performance period based on Company’s performance against the metrics included in the program | |
| | | | DELIVERY MEDIUM | | | OBJECTIVE | | | KEY CHARACTERISTICS | |
| Benefits | | | Broad-based Health, Welfare, and Retirement Programs | | | Protect the health and welfare of employees and their covered dependents, and provide long-term financial security | | | ▶ Market competitive benefits ▶ Executives generally participate in the same benefit programs that are offered to other salaried employees ▶ Limited supplemental executive benefits are aligned with market practice | |
| Perquisites | | | Facilitate strong performance and enhance executive’s personal productivity | | | ▶ Limited perquisites are provided, which are reviewed annually in comparison to market | |
| CEO Pay Mix | | | Other NEO Pay Mix(1) | |
| | | |
| NEO | | BASE SALARY(1) ($) | | BONUS TARGET (%) | | LTI TARGET (S) | | TTDC ($) | | % INCREASE FROM 2021 | | NEO | | BASE SALARY(1) ($) | | BONUS TARGET (%) | | LTI TARGET (S) | | TTDC ($) | | % INCREASE FROM 2022 | | ||||||||||||||||||||||||||||||||||
| TOM PALMER | | | $ | 1,435,000 | | | | | 150% | | | | $ | 8,900,000 | | | | $ | 12,487,500 | | | 11% | | TOM PALMER | | | $ | 1,435,000 | | | | | 150% | | | | $ | 8,900,000 | | | | $ | 12,487,500 | | | 0% | | ||||||||||
| BRIAN TABOLT(2) | | | $ | 400,000 | | | | | 60% | | | | $ | 480,000 | | | | $ | 1,120,000 | | | 8% | | KARYN OVELMEN(2) | | | $ | 750,000 | | | | | 100% | | | | $ | 2,500,000 | | | | $ | 4,000,000 | | | — | | ||||||||||
| ROBERT ATKINSON | | | $ | 832,000 | | | | | 110% | | | | $ | 3,000,000 | | | | $ | 4,747,200 | | | 2% | | NATASCHA VILJOEN(3) | | | $ | 850,000 | | | | | 110% | | | | $ | 3,215,000 | | | | $ | 5,000,000 | | | — | | ||||||||||
| NANCY LIPSON | | | $ | 575,000 | | | | | 85% | | | | $ | 1,500,000 | | | | $ | 2,563,750 | | | 0% | | ROBERT ATKINSON | | | $ | 832,000 | | | | | 110% | | | | $ | 3,000,000 | | | | $ | 4,747,200 | | | 0% | | ||||||||||
| PETER TOTH | | | $ | 650,000 | | | | | 100% | | | | $ | 1,900,000 | | | | $ | 3,200,000 | | | n/a | | PETER TOTH | | | $ | 676,000 | | | | | 100% | | | | $ | 1,950,000 | | | | $ | 3,302,000 | | | 3% | | ||||||||||
| NANCY BUESE(3) | | | $ | 765,000 | | | | | 105% | | | | $ | 2,600,000 | | | | $ | 4,168,250 | | | 1% | | BRIAN TABOLT | | | $ | 438,900 | | | | | 70% | | | | $ | 501,600 | | | | $ | 1,247,730 | | | 11% | | ||||||||||
| AARON PUNA(4) | | | $ | 610,000 | | | | | 90% | | | | $ | 1,741,000 | | | | $ | 2,900,000 | | | — | |
| NEO | | 2021 BASE SALARY(1) ($) | | 2022 BASE SALARY(1) ($) | | % CHANGE | | NEO | | 2022 BASE SALARY(1) ($) | | 2023 BASE SALARY(1) ($) | | % CHANGE | | ||||||||||||||||||
| TOM PALMER | | | $ | 1,300,000 | | | | $ | 1,435,000 | | | 10% | | TOM PALMER | | | $ | 1,435,000 | | | | $ | 1,435,000 | | | 0% | | ||||||
| BRIAN TABOLT (2) | | | $ | 370,000 | | | | $ | 400,000 | | | 8% | | KARYN OVELMEN(2) | | | $ | — | | | | $ | 441,781 | | | — | | ||||||
| ROBERT ATKINSON | | | $ | 800,000 | | | | $ | 832,000 | | | 4% | | NATASCHA VILJOEN(3) | | | $ | — | | | | $ | 211,918 | | | — | | ||||||
| NANCY LIPSON | | | $ | 575,000 | | | | $ | 575,000 | | | 0% | | ROBERT ATKINSON | | | $ | 832,000 | | | | $ | 832,000 | | | 0% | | ||||||
| PETER TOTH (3) | | | $ | — | | | | $ | 650,000 | | | n/a | | PETER TOTH | | | $ | 650,000 | | | | $ | 676,000 | | | 4% | | ||||||
| NANCY BUESE (4) | | | $ | 735,000 | | | | $ | 765,000 | | | 4% | | BRIAN TABOLT | | | $ | 400,000 | | | | $ | 438,900 | | | 10% | | ||||||
| AARON PUNA(4) | | | $ | — | | | | $ | 427,836 | | | — | |
| | | | | | | | | | | | | | |
| | | | | Health & Safety | | | ▶ Fatality Risk Management ▶ | | | 20% | | ||
| | | Community & Environment | | | ▶ ▶ Operating Sites Water Consumption Efficiency (3%) ▶ Planned Reclamation Activities (3%) | | | 10% | |
| | | | | | | | | | | | | | |
| Excellence | | | | | Efficiency/ | | | ▶ | | | 25% | | |
| | | Value Creation | | | ▶ | | | 25% | |
| | | | | | | | | | | | | | |
| Growth | | | | | Growth Success | | | ▶ Reserves ▶ Resources ▶ | | | 20% | |
| | | | | | | METRICS | | | WEIGHT ING | | | THRESHOLD | | | TARGET | | | MAXIMUM | | | 2023 RESULT | | | % ACHIEVE MENT | | | WEIGHTED PAYOUT | | | ADJUSTED PAYOUT | |
| Sustainability | | | Health & Safety | | | Fatality risk management via monthly average Critical Control Verifications (CCV) | | | 15% | | | ▶ Enrolled Managers / Supervisors: 6 CCVs / month and 6 coaching CCVs / month ▶ Supervisors and General Foreperson: 16 CCVs / month | | | ▶ Enrolled Managers / Supervisors: 6 CCVs / month and 8 coaching CCVs / month ▶ Supervisors and General Foreperson: 24 CCVs / month | | | ▶ Enrolled Managers / Supervisors: 6 CCVs/month and 10 coaching CCVs / month ▶ Supervisors and General Foreperson: 40 CCVs / month ▶ No repeat SPEs | | | ▶ All sites exceeded target for Manager/ Supervisor CCVs and Manager Coaching | | | 146% | | | 22% | | | 0% | |
| Significant Potential Event Frequency Rate | | | 5% | | | ▶ Performance below 3-year high | | | ▶ 10% reduction from 3-year average | | | ▶ 20% reduction from 3-year average | | | ▶ SPEFR at 20% reduction or better for 8 out of 12 sites | | | 200% | | | 10% | | | 0% | | ||||||
| Environment & Community | | | S&P Corporate Sustainability Assessment | | | 4% | | | ▶ Top 5 in mining & metals; top 2 in gold | | | ▶ Top 3 in mining and metals; #1 in gold | | | ▶ #1 in mining and metals; #1 in gold | | | ▶ Ranked as gold industry leader; second in the Mining and Metals sector achieving “on target” results | | | 100% | | | 4% | | | 4% | | |||
| Operating Sites Water Consumption Efficiency | | | 3% | | | ▶ Operating sites reduce between 3 to 5%; <10% at water stressed sites | | | ▶ Operating sites reduce by 5%; 10% at water stressed sites | | | ▶ Operating sites reduce by greater than 5%; >10% at water stressed sites | | | ▶ Water Consumption efficiency is “at threshold” ▶ 11 out of 12 sites met reduction targets or greater | | | 20% | | | 1% | | | 1% | | ||||||
| Planned Reclamation Activities | | | 3% | | | ▶ 80% completion of activities | | | ▶ 95% completion of activities | | | ▶ 100% completion of activities | | | ▶ Reclamation activities resulted in exceeding targets | | | 110% | | | 3% | | | 3% | | ||||||
| FINANCIAL | | | CSC/GEO | | | Cash- Sustaining Costs(1) per Gold Equivalent Ounce(2) (CSC/GEO) | | | 25% | | | $1,553 | | | $1,195 | | | $1,075 | | | ▶ Below target driven by lower production and higher sustaining capital | | | 39% | | | 10% | | | 10% | |
| Adjusted FCF | | | Adjusted Free Cash Flow $M(1) | | | 25% | | | $497 | | | $994 | | | $1,491 | | | ▶ Below threshold driven by lower production and higher sustaining capital | | | 0% | | | 0% | | | 0% | | |||
| GROWTH | | | Reserve Additions | | | 5% | | | 1.50 Moz | | | 2.00 Moz | | | 3.20 Moz | | | ▶ Near target performance with 1.97Moz added(3) | | | 100% | | | 5% | | | 5% | | |||
| Resource Additions | | | 5% | | | 1.65 Moz | | | 2.20 Moz | | | 2.90 Moz | | | ▶ Above maximum performance with 3.64Moz added(3) | | | 200% | | | 10% | | | 10% | | ||||||
| Project Milestone: Tanami Expansion 2 (TE2) | | | 5% | | | ▶ Remove TE2 mid-shaft plug by Oct. 2023 ▶ At or below 80% of scope spend | | | ▶ Remove TE2 mid-shaft plug by July 2023 ▶ At or below 105% of scope spend | | | ▶ Remove TE2 mid-shaft plug by May 2023 ▶ At or below 110% of scope spend | | | ▶ Completed TE2 removal of the mid-shaft plug on June 15, 2023 ▶ Non-STIP KPIs for project not met | | | 100% | | | 5% | | | 0% | | ||||||
| Project Milestone: Ahafo North (AHN) Project Completion % | | | 5% | | | ▶ 20% of AHN by year end ▶ At or below scope spend | | | ▶ 27% of AHN by year end ▶ At or below 105% of scope spend | | | ▶ 33% of AHN by year end ▶ At or below 123% of scope spend | | | ▶ Did not meet threshold project completion% by year-end | | | 20% | | | 0% | | | 0% | | ||||||
| Overall Performance | | | | | | | | | | | | | | | | | | 70% | | | 33% | |
| | | | | | | METRICS | | | WEIGHT- ING | | | THRESHOLD | | | TARGET | | | MAXIMUM | | | 2022 RESULT | | | % ACHIEVE- MENT | | | WEIGHTED PAYOUT | |
| ENVIRONMENTAL, SOCIAL, AND GOVERNANCE | | | Health & Safety | | | Fatality risk management through critical control verification (CCV) delivery | | | 10% | | | ▶ Enrolled Managers / Supervisors: 6 CCVs / month and 6 coaching CCVs / month ▶ Supervisors and General Foreperson: 16 CCVs / month | | | ▶ Enrolled Managers / Supervisors: 6 CCVs / month and 8 coaching CCVs / month ▶ Supervisors and General Foreperson: 24 CCVs / month | | | ▶ Enrolled Managers / Supervisors: 6 CCVs/month and 10 coaching CCVs / month ▶ Supervisors and General Foreperson: 40 CCVs / month | | | ▶ All sites above target for Manager / Supervisor CCVs and Manager Coaching | | | 169.7% | | | 17% | |
| Fatigue Risk Reduction | | | 10% | | | ▶ Fatigue exposure score does not increase from year-end 2021 | | | ▶ Implementation plans executed by sites to achieve 50% reduction in high-risk fatigue elements | | | ▶ Implementation plans executed by sites 100% reduction in the exposure to high-risk fatigue elements | | | ▶ All sites except 1 above target | | | 157.4% | | | 15.7% | | ||||||
| Sustainability | | | Performance Among Key Public Indices | | | 10% | | | n/a | | | ▶ Bloomberg ESG Disclosure ranking: #6 to #15 among S&P500 ▶ MSCI ESG rating: “A” Grade ▶ SAM S&P: #2 in mining and metals sector, #1 gold | | | ▶ Bloomberg ESG Disclosure ranking: #1 to #5 among S&P500 ▶ MSCI ESG rating: “AA” Grade ▶ SAM S&P: #1 in mining and metals sector and gold | | | ▶ Bloomberg ESG Disclosure ranked #1 in S&P 500 ▶ MSCI ESG rating: ‘AA’ grade ▶ SAM S&P ranked co-leader in mining and metals sector | | | 200% | | | 20% | | |||
| OPERATIONAL EXCELLENCE | | | Efficiency and Production Costs | | | CPB Adjusted Cash-Sustaining Costs(1) / Gold Equivalent Ounce(2) (CSC/GEO) | | | 25% | | | $1,406 | | | $1,082 | | | $973 | | | ▶ Below target due to overall market conditions including high-cost escalation, as well as missing the production target. | | | 76.3% | | | 19.1% | |
| Value Creation | | | CPB Adjusted EBITDA $M(1) | | | 20% | | | $2,220 | | | $4,440 | | | $6,660 | | | ▶ Below target due to overall market conditions including high-cost escalation, as well as missing the production target. | | | 74.2% | | | 14.8% | | |||
| CPB Adjusted Return on Capital Employed (ROCE)(1) | | | 5% | | | 10.0% | | | 17.5% | | | 30.0% | | | ▶ Below target due to overall market conditions including high-cost escalation, as well as missing the production target. | | | 49.1% | | | 2.5% | | ||||||
| | | | GROWTH SUCCESS | | | Reserve Additions | | | 10% | | | 2.15 Moz | | | 2.90 Moz | | | 3.15 Moz | | | ▶ Below threshold performance; strong results for new ounces through exploration, studies, and site work was offset by negative revisions due to increased costs, primarily driven by higher than anticipated inflation | | | 0% | | | 0% | |
| Resource Additions | | | 10% | | | 2.20 Moz | | | 3.10 Moz | | | 3.40 Moz | | | 0% | | | 0% | | |||||||||
| Moderated by achieving key project milestones | | | — | | | OR 2 of 3 milestones achieved | | | OR Threshold R&R and at least 2 milestones achieved | | | OR Target R&R and 3 milestones achieved | | | ▶ The Tanami Expansion and Ahafo North milestones met; Yanacocha Sulfides milestone not met | | | 20% | | | 4% | | ||||||
| OVERALL PERFORMANCE | | | | | | | | | | | | | | | 93.1% | |
| NEO | | TARGET OPPORTUNITY | | CORPORATE PERFORMANCE PORTION (70%) ($) | | CORPORATE PERFORMANCE ACHIEVEMENT PERCENTAGE % | | CORPORATE PERFORMANCE PAYOUT ($) | | PERSONAL PERFORMANCE PORTION (30%) ($) | | PERSONAL PERFORMANCE ACHIEVEMENT PERCENTAGE % | | PERSONAL PERFORMANCE PAYOUT ($) | | TOTAL PERFORMANCE ACHIEVEMENT PERCENTAGE % | | TOTAL PAYOUT ($) | | NEO | | TARGET OPPORTUNITY | | CORPORATE PERFORMANCE PORTION (100%) ($) | | CORPORATE PERFORMANCE ACHIEVEMENT PERCENTAGE (%) | | TOTAL PAYOUT ($) | | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| | | % OF BASE PAY (%) | | VALUE ($) | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | % OF BASE PAY (%) | | VALUE ($ ) | | | | ||||||||||||||||||||||||||||||||||||||||
| TOM PALMER | | | | 150% | | | | $ | 2,152,500 | | | | $ | 1,506,750 | | | | | 93.1% | | | | $ | 1,402,634 | | | | $ | 645,750 | | | | | 93% | | | | $ | 600,548 | | | | | 93% | | | | $ | 2,003,181 | | | TOM PALMER | | | | 150% | | | | $ | 2,152,500 | | | | $ | 2,152,500 | | | | | 33% | | | | $ | 710,325 | | | |||||||||||||||
| BRIAN TABOLT(1) | | | | 60% | | | | $ | 240,000 | | | | $ | 120,000 | | | | | 93.1% | | | | $ | 111,708 | | | | $ | 120,000 | | | | | 150% | | | | $ | 180,000 | | | | | 122% | | | | $ | 291,708 | | | KARYN OVELMEN(1) | | | | 100% | | | | $ | 441,781 | | | | $ | 441,781 | | | | | 33% | | | | $ | 145,788 | | | |||||||||||||||
| ROBERT ATKINSON | | | | 110% | | | | $ | 915,200 | | | | $ | 640,640 | | | | | 93.1% | | | | $ | 596,372 | | | | $ | 274,560 | | �� | | | | 93% | | | | $ | 255,341 | | | | | 93% | | | | $ | 851,713 | | | NATASCHA VILJOEN (2) | | | | 110% | | | | $ | 233,110 | | | | $ | 233,110 | | | | | 33% | | | | $ | 76,926 | | | ||||||||||||||
| NANCY LIPSON | | | | 85% | | | | $ | 488,750 | | | | $ | 342,125 | | | | | 93.1% | | | | $ | 318,484 | | | | $ | 146,625 | | | | | 93% | | | | $ | 136,361 | | | | | 93% | | | | $ | 454,845 | | | ROBERT ATKINSON | | | | 110% | | | | $ | 915,200 | | | | $ | 915,200 | | | | | 33% | | | | $ | 302,016 | | | |||||||||||||||
| PETER TOTH(2) | | | | 100% | | | | $ | 311,288 | | | | $ | 217,902 | | | | | 93.1% | | | | $ | 202,845 | | | | $ | 93,386 | | | | | 93% | | | | $ | 86,849 | | | | | 93% | | | | $ | 289,694 | | | PETER TOTH | | | | 100% | | | | $ | 676,000 | | | | $ | 676,000 | | | | | 33% | | | | $ | 223,080 | | | |||||||||||||||
| NANCY BUESE(3) | | | | 105% | | | | $ | 803,250 | | | | $ | 562,275 | | | | | — | | | | | — | | | | $ | 240,975 | | | | | — | | | | | — | | | | | — | | | | | — | | | BRIAN TABOLT(3) | | | | 70% | | | | $ | 281,738 | | | | $ | 140,869 | | | | | 75% | | | | $ | 352,388 | | | |||||||||||||||
| AARON PUNA(4) | | | | 90% | | | | $ | 385,052 | | | | $ | 385,052 | | | | | 0% | | | | | — | | |
| | | | | | | | | | | | | | |
| Sustainability | | | | | Health & Safety | | | ▶ Fatality Risk Management(1) | | | 20% | | |
| | | Environment & Community | | | ▶ Operating Sites Water Consumption Efficiency (5%) ▶ Local / Indigenous Persons Employment (5%) | | | 10% | |
| | | | | | | | | | | | | | |
| Financial | | | | | Efficiency/ Production Costs | | | ▶ CPB Adjusted CSC/GEO | | | 30% | | |
| | | Value Creation | | | ▶ Free Cash Flow (FCF; 30%) ▶ Newcrest Integration Synergies (10%) | | | 40% | |
| EQUITY VEHICLE | | | 2022 LTI AWARD MIX | | | VESTING PERIOD | | | HOW PAYOUTS ARE DETERMINED | | | OBJECTIVE / RATIONALE | |
| RSUs | | | 33% | | | 3 years: 33% per year | | | Value of stock at vesting | | | ▶ Aligns with shareholder interests ▶ Promotes retention, including during periods of stock price or market underperformance | |
| PSUs | | | 67% | | | 3-year cliff | | | Value of stock at vesting and to | | | ▶ TSR ties executive officer compensation to shareholder value creation ▶ Use of relative TSR to filter macroeconomic and other factors where management may have limited ability to influence | |
| | | | | | | | | | | | | | |
| Sustainability | | | | | | | | ▶ Executive Female Representation | | | 10% | | |
| | | | | | ▶ Scope 1 & 2 Carbon Emission Reduction Project Milestones | | | 10% | |
| | | | | | | | | | | | | | |
| TSR | | | | | | | | ▶ Relative Total Shareholder Return | | | 80% | |
| PERCENTILE RANK | | | VESTING | |
| 100th percentile | | | 200% | |
| 75th percentile | | | 150% | |
| | | 100% | | |
| 25th percentile | | | 50% | |
| Below 25th percentile | | | 0% | |
| Agnico Eagle Mines Ltd (AEM US) | | | Evolution Mining Ltd (EVN AU) | | | Pan American Silver Corp (PAAS US) | |
| Alamos Gold Inc (AGI US) | | | First Majestic Silver Corp (AG US) | | | Perseus Mining Ltd (PRU AU) | |
| Anglogold Ashanti Ltd (AU US) | | | Fortuna Silver Mines Inc (FSM US) | | | | |
| Aya Gold & Silver Inc (AYA CN) | | | Franco-Nevada Corp (FNV US) | | | | |
| B2gold Corp (BTG US) | | | | | | ||
| Barrick Gold Corp (GOLD US) | | | Gold | | | | |
| Capricorn Metals Ltd (CMM AU) | | | Gold Road Resources Ltd (GOR AU) | | | Sandstorm Gold Ltd (SAND US) | |
| Centamin Plc (CEY LN) | | | Harmony Gold Mining Co Ltd (HMY US) | | | ||
| ||||||||
| Centerra Gold Inc (CG CN) | | | | | | ||
| Cia De Minas Buenaventura Saa (BVN US) | | | Iamgold Corp (IAG US) | | | SSR Mining Inc (SSRM US) | |
| Coeur Mining Inc (CDE US) | | | K92 Mining Inc (KNT CN) | | | Torex Gold Resources Inc (TXG CN) | |
| Compañía de Minas Buenaventura S.A.A. (BVN US) | | | KinrossNew Gold Corp (KGCInc (NGD US) | | | Wesdome Gold Mines Ltd (WDO CN) | |
| | | | | West African Resources Ltd (WAF AU) | | ||
| | | New Gold Inc (NGD US) | | | Wheaton Precious Metals Corp (WPM | ||
| ||||||||
| Eldorado Gold Corp (EGO US) | | | Newmont Corp (NEM US) | | | Zhaojin Mining Industry Co Ltd (1818 HK) | |
| | | Northern Star Resources Ltd (NST AU) | | | Zijin Mining Group Co Ltd (2899 HK) | | |
| Endeavour | | | Oceanagold Corp (OGC CN) | | | | |
| Equinox Gold Corp (EQX US) | | | Osisko Gold Royalties Ltd (OR US) | | | | |
| NEO(1) | | TARGET VALUE ($) | | PSU (67%) ($) | | PSU (#) | | RSU (33%) ($) | | RSU (#) | | NEO(1) | | TARGET VALUE ($) | | PSU ($) | | PSU (#) | | RSU ($) | | RSU (#) | | ||||||||||||||||||||||||||||||||||||||||
| TOM PALMER | | | $ | 8,900,000 | | | | $ | 5,933,333 | | | | | 93,059 | | | | $ | 2,966,667 | | | | | 44,813 | | | TOM PALMER(2) | | | $ | 8,900,000 | | | | $ | 5,933,333 | | | | | 121,063 | | | | $ | 2,966,667 | | | | | 68,451 | | | ||||||||||
| BRIAN TABOLT(2) | | | $ | 1,240,000 | | | | $ | 240,000 | | | | | 3,481 | | | | $ | 1,000,000 | | | | | 22,714 | | | KARYN OVELMEN(3) | | | | — | | | | | — | | | | | — | | | | $ | 1,299,969 | | | | | 30,071 | | | ||||||||||
| ROBERT ATKINSON | | | $ | 3,000,000 | | | | $ | 2,000,000 | | | | | 31,368 | | | | $ | 1,000,000 | | | | | 15,105 | | | NATASCHA VILJOEN(4) | | | | — | | | | | — | | | | | — | | | | $ | 5,810,999 | | | | | 150,155 | | | ||||||||||
| NANCY LIPSON | | | $ | 1,500,000 | | | | $ | 1,000,000 | | | | | 15,684 | | | | $ | 500,000 | | | | | 7,552 | | | ROBERT ATKINSON(2) | | | $ | 3,000,000 | | | | $ | 2,000,000 | | | | | 40,807 | | | | $ | 1,000,000 | | | | | 23,073 | | | ||||||||||
| PETER TOTH(3) | | | $ | 3,999,997 | | | | $ | — | | | | | — | | | | $ | 3,999,997 | | | | | 87,700 | | | PETER TOTH(2) | | | $ | 1,950,000 | | | | $ | 1,300,000 | | | | | 26,525 | | | | $ | 650,000 | | | | | 14,997 | | | ||||||||||
| NANCY BUESE(4) | | | $ | 2,600,000 | | | | $ | 1,733,333 | | | | | 27,185 | | | | $ | 866,667 | | | | | 13,091 | | | BRIAN TABOLT(5) | | | $ | 501,600 | | | | $ | 250,800 | | | | | 4,896 | | | | $ | 359,982 | | | | | 8,306 | | | ||||||||||
| AARON PUNA(6) | | | $ | 1,741,000 | | | | $ | 1,160,667 | | | | | 23,682 | | | | $ | 3,580,328 | | | | | 82,610 | | |
| NEO | | | TARGET VALUE ($) | | | PSU (#) | | | CHANGE IN MONTE CARLO FAIR MARKET VALUE FROM GRANT (%)(1) | | | PSU PROGRAM PAYOUT (%) | | | TOTAL VALUE AT VEST ($) | | | TOTAL VESTING VAVLUE AS % OF TARGET (%) | | ||||||||||||||||||
| TOM PALMER | | | | $ | 5,366,667 | | | | | | 89,937 | | | | | | -48.9% | | | | | | 59.1% | | | | | $ | 1,776,871 | | | | | | 33.1% | | |
| KARYN OVELMEN(2) | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
| NATASCHA VILJOEN(2) | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
| ROBERT ATKINSON | | | | $ | 2,000,000 | | | | | | 33,517 | | | | | | -48.9% | | | | | | 59.1% | | | | | $ | 662,181 | | | | | | 33.1% | | |
| PETER TOTH(2) | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
| BRIAN TABOLT(2) | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
| AARON PUNA(2) | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
| POSITION | | | MULTIPLE OF SALARY | |
| CEO | | | 6x | |
| Other Executive Officers | | | 3x | |
| Controller | | | 1x | |
| NEO AND PRINCIPAL POSITION | | YEAR | | SALARY(1) ($) | | BONUS(2) ($) | | STOCK AWARDS(3) ($) | | OPTION AWARDS ($) | | NON-EQUITY INCENTIVE PLAN COMPENSATION(4) ($) | | CHANGE IN PENSION VALUE AND NON-QUALIFIED COMPENSATION EARNINGS(5) ($) | | ALL OTHER COMPENSATION(6) ($) | | TOTAL ($) | | NEO AND PRINCIPLE POSITION | | YEAR | | SALARY(1) ($) | | BONUS(2) ($) | | STOCK AWARDS(3) ($) | | OPTION AWARDS ($) | | NON-EQUITY INCENTIVE PLAN COMPENSATION(4) ($) | | CHANGE IN PENSION VALUE AND NON-QUALIFIED COMPENSATION EARNINGS(5) ($) | | ALL OTHER COMPENSATION(6) ($) | | TOTAL ($) | | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| TOM PALMER President and Chief Executive Officer | | | | | 2022 | | | | $ | 1,406,071 | | | | $ | — | | | | $ | 10,132,164 | | | | $ | — | | | | $ | 2,003,181 | | | | $ | 66,594 | | | | $ | 46,529 | | | | $ | 13,654,538 | | | TOM PALMER President & Chief Executive Officer | | | | | 2023 | | | | $ | 1,435,000 | | | | $ | — | | | | $ | 8,896,322 | | | | $ | — | | | | $ | 710,325 | | | | $ | 652,107 | | | | $ | 53,350 | | | | $ | 11,747,104 | | | ||||||||||||||||
| | | 2021 | | | | $ | 1,300,000 | | | | $ | — | | | | $ | 8,566,067 | | | | $ | — | | | | $ | 2,125,500 | | | | $ | 606,521 | | | | $ | 69,017 | | | | $ | 12,667,106 | | | | | | 2022 | | | | $ | 1,406,071 | | | | $ | — | | | | $ | 10,132,164 | | | | $ | — | | | | $ | 2,003,181 | | | | $ | 66,594 | | | | $ | 46,529 | | | | $ | 13,654,538 | | | |||||||||||||||||||||
| | | 2020 | | | | $ | 1,200,412 | | | | $ | — | | | | $ | 7,659,869 | | | | $ | — | | | | $ | 2,548,133 | | | | $ | 602,107 | | | | $ | 191,764 | | | | $ | 12,202,285 | | | | | | 2021 | | | | $ | 1,300,000 | | | | $ | — | | | | $ | 8,566,067 | | | | $ | — | | | | $ | 2,125,500 | | | | $ | 606,521 | | | | $ | 69,017 | | | | $ | 12,667,106 | | | |||||||||||||||||||||
| BRIAN TABOLT Interim, Chief Financial Officer | | | | | 2022 | | | | $ | 393,572 | | | | $ | — | | | | $ | 1,245,465 | | | | $ | — | | | | $ | 291,708 | | | | $ | 24,440 | | | | $ | 31,634 | | | | $ | 1,986,819 | | | KARYN OVELMEN Chief Financial Officer | | | | | 2023 | | | | $ | 401,786 | | | | $ | 150,000 | | | | $ | 1,299,969 | | | | $ | — | | | | $ | 145,788 | | | | $ | 124,747 | | | | $ | 73,102 | | | | $ | 2,195,392 | | | ||||||||||||||||
| | | 2021 | | | | $ | — | | | | $ | — | | | | $ | — | | | | $ | — | | | | $ | — | | | | $ | — | | | | $ | — | | | | $ | — | | | | | | 2022 | | | | Ms. Ovelmen Joined Newmont in 2023 | | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| | | 2020 | | | | $ | — | | | | $ | — | | | | $ | — | | | | $ | — | | | | $ | — | | | | $ | — | | | | $ | — | | | | $ | — | | | | | | 2021 | | | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| ROBERT ATKINSON Executive Vice President and Chief Operating Officer | | | | | 2022 | | | | $ | 825,143 | | | | $ | — | | | | $ | 3,415,287 | | | | $ | — | | | | $ | 851,713 | | | | $ | 72,545 | | | | $ | 77,250 | | | | $ | 5,241,937 | | | NATASCHA VILJOEN Chief Operating Officer | | | | | 2023 | | | | $ | 163,462 | | | | $ | 500,000 | | | | $ | 5,810,999 | | | | $ | — | | | | $ | 76,926 | | | | $ | 33,073 | | | | $ | 61,052 | | | | $ | 6,645,512 | | | ||||||||||||||||
| | | 2021 | | | | $ | 786,250 | | | | $ | — | | | | $ | 3,192,328 | | | | $ | — | | | | $ | 890,400 | | | | $ | 272,455 | | | | $ | 59,967 | | | | $ | 5,201,400 | | | | | | 2022 | | | | Ms. Viljoen Joined Newmont in 2023 | | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| | | 2020 | | | | $ | 735,000 | | | | $ | — | | | | $ | 3,161,184 | | | | $ | — | | | | $ | 1,077,930 | | | | $ | 237,539 | | | | $ | 72,520 | | | | $ | 5,284,173 | | | | | | 2021 | | | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| NANCY LIPSON Executive Vice President and General Counsel | | | | | 2022 | | | | $ | 575,000 | | | | $ | — | | | | $ | 1,707,610 | | | | $ | — | | | | $ | 454,845 | | | | $ | (244,596) | | | | $ | 40,310 | | | | $ | 2,533,170 | | | ROBERT ATKINSON Chief Operating Officer | | | | | 2023 | | | | $ | 832,000 | | | | $ | — | | | | $ | 2,998,706 | | | | $ | — | | | | $ | 302,016 | | | | $ | 270,634 | | | | $ | 41,266 | | | | $ | 4,444,622 | | | ||||||||||||||||
| | | 2021 | | | | $ | 569,711 | | | | $ | — | | | | $ | 1,596,131 | | | | $ | — | | | | $ | 525,406 | | | | $ | 161,934 | | | | $ | 35,380 | | | | $ | 2,888,563 | | | | | | 2022 | | | | $ | 825,143 | | | | $ | — | | | | $ | 3,415,287 | | | | $ | — | | | | $ | 851,713 | | | | $ | 72,545 | | | | $ | 77,250 | | | | $ | 5,241,937 | | | |||||||||||||||||||||
| | | 2020 | | | | $ | — | | | | $ | — | | | | $ | — | | | | $ | — | | | | $ | — | | | | $ | — | | | | $ | — | | | | $ | — | | | | | | 2021 | | | | $ | 786,250 | | | | $ | — | | | | $ | 3,192,328 | | | | $ | — | | | | $ | 890,400 | | | | $ | 272,455 | | | | $ | 59,967 | | | | $ | 5,201,400 | | | |||||||||||||||||||||
| PETER TOTH Executive Vice President and Chief Strategy and Sustainability Officer | | | | | 2022 | | | | $ | 292,857 | | | | $ | 1,000,000 | | | | $ | 3,999,997 | | | | $ | — | | | | $ | 289,694 | | | | $ | 59,402 | | | | $ | 99,115 | | | | $ | 5,741,065 | | | PETER TOTH Chief Development Officer | | | | | 2023 | | | | $ | 670,357 | | | | $ | — | | | | $ | 1,949,157 | | | | $ | — | | | | $ | 223,080 | | | | $ | 161,735 | | | | $ | 88,889 | | | | $ | 3,093,219 | | | ||||||||||||||||
| | | 2021 | | | | Mr. Toth joined Newmont in 2022 | | | | | 2022 | | | | $ | 292,857 | | | | $ | 1,000,000 | | | | $ | 3,999,997 | | | | $ | — | | | | $ | 289,694 | | | | $ | 59,402 | | | | $ | 99,115 | | | | $ | 5,741,065 | | | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| | | 2020 | | | | | | 2021 | | | Mr. Toth Joined Newmont in 2022 | | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| NANCY BUESE Executive Vice President and Chief Financial Officer | | | | | 2022 | | | | $ | 674,506 | | | | $ | — | | | | $ | 2,959,869 | | | | $ | — | | | | $ | — | | | | $ | (215,224) | | | | $ | 19,326 | | | | $ | 3,438,477 | | | BRIAN TABOLT Group Head, Financial Planning & Analysis | | | | | 2023 | | | | $ | 421,673 | | | | $ | — | | | | $ | 599,782 | | | | $ | — | | | | $ | 352,388 | | | | $ | 58,423 | | | | $ | 19,800 | | | | $ | 1,452,066 | | | ||||||||||||||||
| | | 2021 | | | | $ | 735,000 | | | | $ | — | | | | $ | 2,766,691 | | | | $ | — | | | | $ | 818,055 | | | | $ | 226,715 | | | | $ | 34,400 | | | | $ | 4,580,861 | | | | | | 2022 | | | | $ | 393,572 | | | | $ | — | | | | $ | 1,245,465 | | | | $ | — | | | | $ | 291,708 | | | | $ | 24,440 | | | | $ | 31,634 | | | | $ | 1,986,819 | | | |||||||||||||||||||||
| | | 2020 | | | | $ | 735,000 | | | | $ | — | | | | $ | 3,161,184 | | | | $ | — | | | | $ | 939,015 | | | | $ | 328,899 | | | | $ | 17,100 | | | | $ | 5,181,198 | | | | | | 2021 | | | | $ | — | | | | $ | — | | | | $ | — | | | | $ | — | | | | $ | — | | | | $ | — | | | | $ | — | | | | $ | — | | | |||||||||||||||||||||
| AARON PUNA Chief Technology Officer | | | | | 2023 | | | | $ | 432,363 | | | | $ | 500,000 | | | | $ | 4,740,250(7) | | | | $ | — | | | | $ | — | | | | $ | — | | | | $ | 191,494 | | | | $ | 5,864,107 | | | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| | | 2022 | | | | Mr. Puna Joined Newmont in 2023 | | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| | | 2021 | | |
| NEO | | COMPANY CONTRIBUTIONS TO DEFINED CONTRIBUTION PLANS(1) ($) | | PERQUISITES(3) ($) | | RELOCATION REIMBURSEMENT AND TAX GROSS-UPS(4) ($) | | TOTAL ($) | | NEO | | COMPANY CONTRIBUTIONS TO DEFINED CONTRIBUTION PLANS(1) ($) | | PERQUISITES(2) ($) | | RELOCATION REIMBURSEMENT AND TAX GROSS-UPS(3) ($) | | TOTAL ($) | | ||||||||||||||||||||||||||||||||
| TOM PALMER | | | $ | 18,300 | | | | $ | 28,229 | | | | $ | — | | | | $ | 46,529 | | | TOM PALMER | | | $ | 19,800 | | | | $ | 33,550 | | | | $ | — | | | | $ | 53,350 | | | ||||||||
| BRIAN TABOLT | | | $ | 18,300 | | | | $ | 13,334 | | | | $ | — | | | | $ | 31,634 | | | KARYN OVELMEN | | | $ | 8,653 | | | | $ | — | | | | $ | 64,449 | | | | $ | 73,102 | | | ||||||||
| ROBERT ATKINSON | | | $ | 18,300 | | | | $ | 58,950 | | | | $ | — | | | | $ | 77,250 | | | NATASCHA VILJOEN | | | $ | 5,885 | | | | $ | 43,428 | | | | $ | 11,740 | | | | $ | 61,052 | | | ||||||||
| NANCY LIPSON | | | $ | 18,300 | | | | $ | 22,010 | | | | $ | — | | | | $ | 40,310 | | | ROBERT ATKINSON | | | $ | 19,800 | | | | $ | 21,466 | | | | $ | — | | | | $ | 41,266 | | | ||||||||
| PETER TOTH | | | $ | 12,000 | | | | $ | — | | | | $ | 87,115 | | | | $ | 99,115 | | | PETER TOTH | | | $ | 19,800 | | | | $ | 43,989 | | | | $ | 25,100 | | | | $ | 88,889 | | | ||||||||
| NANCY BUESE | | | $ | 18,300 | | | | $ | 1,026 | | | | $ | — | | | | $ | 19,326 | | | BRIAN TABOLT | | | $ | 19,800 | | | | $ | — | | | | $ | — | | | | $ | 19,800 | | | ||||||||
| AARON PUNA | | | $ | — | | | | $ | 9,468 | | | | $ | 182,026 | | | | $ | 191,494 | | |
| | | | | | | | ESTIMATED FUTURE PAYOUTS UNDER NON-EQUITY INCENTIVE PLAN AWARDS(1) | | ESTIMATED FUTURE PAYOUTS UNDER EQUITY INCENTIVE PLAN AWARDS(2) | | | ALL OTHER STOCK AWARDS NUMBER OF SHARES OF STOCK OR UNITS (#) | | GRANT DATE FAIR VALUE OF STOCK AND OPTION AWARDS(3) ($) | | | | | | | | | ESTIMATED FUTURE PAYOUTS UNDER NON-EQUITY INCENTIVE PLAN AWARDS(1) | | ESTIMATED FUTURE PAYOUTS UNDER EQUITY INCENTIVE PLAN AWARDS(2) | | | ALL OTHER STOCK AWARDS NUMBER OF SHARES OF STOCK OR UNITS | | GRANT DATE FAIR VALUE OF STOCK AND OPTION AWARDS(3) ($) | | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| NEO | | GRANT DATE | | THRESHOLD ($) | | TARGET ($) | | MAXIMUM ($) | | THRESHOLD (#) | | TARGET (#) | | MAXIMUM (#) | | NEO | | GRANT DATE | | THRESHOLD ($) | | TARGET ($) | | MAXIMUM ($) | | THRESHOLD (#) | | TARGET (#) | | MAXIMUM (#) | | (#) | | ($) | | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| TOM PALMER | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | TOM PALMER | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | ||||||||||||||||||
| 2022 Annual Bonus | | | | | — | | | | $ | 295,275 | | | | $ | 2,109,107 | | | | $ | 4,218,213 | | | | | | | | | | | | | | | | | | | | | | | | | | | | 2023 Annual Bonus | | | | | — | | | | $ | 430,500 | | | | $ | 2,152,500 | | | | $ | 4,305,000 | | | | | | | | | | | | | | | | | | | | | | | | | | | | ||||||||||||||||
| 2022 PSU | | | | | 2/28/2022 | | | | | | | | | | | | | | | | | | | | 0 | | | | | 93,059 | | | | | 186,118 | | | | | | | | | $ | 7,165,543 | | | 2023 PSU | | | | | 2/27/2023 | | | | | | | | | | | | | | | | | | | | — | | | | | 24,214 | | | | | 48,428 | | | | | | | | | $ | 1,049,435 | | | ||||||||||||||||
| 2022 RSU | | | | 2/28/2022 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 44,813 | | | | $ | 2,966,621 | | | 2023 PSU (Monte Carlo) | | | | | 2/27/2023 | | | | | | | | | | | | | | | | | | | | — | | | | | 96,849 | | | | | 193,698 | | | | | | | | | $ | 4,880,221 | | | |||||||||||||||||
| BRIAN TABOLT | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 2023 RSU | | | | 2/27/2023 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 68,451 | | | | $ | 2,966,666 | | | ||||||||||||||||||
| 2022 Annual Bonus | | | | | — | | | | $ | 23,614 | | | | $ | 236,143 | | | | $ | 472,286 | | | | | | | | | | | | | | | | | | | | | | | | | | | | KARYN OVELMEN(4) | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |||||||||||||||||
| 2022 PSU | | | | | 2/28/2022 | | | | | | | | | | | | | | | | | | | | 0 | | | | | 3,481 | | | | | 6,962 | | | | | | | | | $ | 268,037 | | | 2023 Annual Bonus | | | | | — | | | | $ | 80,357 | | | | $ | 401,786 | | | | $ | 803,572 | | | | | | | | | | | | | | | | | | | | | | | | | | | | ||||||||||||||||
| 2022 RSU | | | | | 2/28/2022 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 4,191 | | | | $ | 277,444 | | | 2023 PSU | | | | | — | | | | | | | | | | | | | | | | | | | | — | | | | | — | | | | | — | | | | | | | | | $ | — | | | ||||||||||||||||
| 2022 RSU Off-cycle Retention Grant(4) | | | | 11/3/2022 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 18,523 | | | | $ | 699,984 | | | 2023 PSU (Monte Carlo) | | | | | — | | | | | | | | | | | | | | | | | | | | — | | | | | — | | | | | — | | | | | | | | | $ | — | | | |||||||||||||||||
| ROBERT ATKINSON | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 2023 RSU New Hire Award | | | | 7/24/2023 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 30,071 | | | | $ | 1,299,969 | | | ||||||||||||||||||
| 2022 Annual Bonus | | | | | — | | | | $ | 127,072 | | | | $ | 907,657 | | | | $ | 1,815,314 | | | | | | | | | | | | | | | | | | | | | | | | | | | | NATASCHA VILJOEN(5) | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |||||||||||||||||
| 2022 PSU | | | | | 2/28/2022 | | | | | | | | | | | | | | | | | | | | 0 | | | | | 31,368 | | | | | 62,736 | | | | | | | | | $ | 2,415,336 | | | 2023 Annual Bonus | | | | | — | | | | $ | 35,962 | | | | $ | 179,808 | | | | $ | 359,616 | | | | | | | | | | | | | | | | | | | | | | | | | | | | ||||||||||||||||
| 2022 RSU | | | | 2/28/2022 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 15,105 | | | | $ | 999,951 | | | 2023 PSU | | | | | — | | | | | | | | | | | | | | | | | | | | — | | | | | — | | | | | — | | | | | | | | | $ | — | | | |||||||||||||||||
| NANCY LIPSON | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 2023 PSU (Monte Carlo) | | | | | — | | | | | | | | | | | | | | | | | | | | — | | | | | — | | | | | — | | | | | | | | | $ | — | | | |||||||||||||||||
| 2022 Annual Bonus | | | | | — | | | | $ | 68,425 | | | | $ | 488,750 | | | | $ | 977,500 | | | | | | | | | | | | | | | | | | | | | | | | | | | | 2023 RSU New Hire Award | | | | 10/30/2023 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 150,155 | | | | $ | 5,810,999 | | | |||||||||||||||||
| 2022 PSU | | | | | 2/28/2022 | | | | | | | | | | | | | | | | | | | | 0 | | | | | 15,684 | | | | | 31,368 | | | | | | | | | $ | 1,207,668 | | | ROBERT ATKINSON | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |||||||||||||||||
| 2022 RSU | | | | 2/28/2022 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 7,552 | | | | $ | 499,942 | | | 2023 Annual Bonus | | | | | — | | | | $ | 183,040 | | | | $ | 915,200 | | | | $ | 1,830,400 | | | | | | | | | | | | | | | | | | | | | | | | | | | | |||||||||||||||||
| PETER TOTH | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 2023 PSU | | | | | 2/27/2023 | | | | | | | | | | | | | | | | | | | | — | | | | | 8,162 | | | | | 16,324 | | | | | | | | | $ | 353,741 | | | |||||||||||||||||
| 2022 Annual Bonus | | | | | — | | | | $ | 41,000 | | | | $ | 292,857 | | | | $ | 585,714 | | | | | | | | | | | | | | | | | | | | | | | | | | | | 2023 PSU (Monte Carlo) | | | | | 2/27/2023 | | | | | | | | | | | | | | | | | | | | — | | | | | 32,645 | | | | | 65,290 | | | | | | | | | $ | 1,644,982 | | | ||||||||||||||||
| 2022 PSU | | | | | — | | | | | | | | | | | | | | | | | | | | — | | | | | — | | | | | — | | | | | | | | | $ | — | | | 2023 RSU | | | | 2/27/2023 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 23,073 | | | | $ | 999,984 | | | |||||||||||||||||
| 2022 RSU Off-cycle Retention Grant(4) | | | | 7/27/2022 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 87,700 | | | | $ | 3,999,997 | | | PETER TOTH | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | ||||||||||||||||||
| NANCY BUESE(5) | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 2023 Annual Bonus | | | | | — | | | | $ | 134,071 | | | | $ | 670,357 | | | | $ | 1,340,714 | | | | | | | | | | | | | | | | | | | | | | | | | | | | |||||||||||||||||
| 2022 Annual Bonus | | | | | — | | | | $ | 99,152 | | | | $ | 708,231 | | | | $ | 1,416,462 | | | | | | | | | | | | | | | | | | | | | | | | | | | | 2023 PSU | | | | | 2/27/2023 | | | | | | | | | | | | | | | | | | | | — | | | | | 5,306 | | | | | 10,612 | | | | | | | | | $ | 229,962 | | | ||||||||||||||||
| 2022 PSU | | | | | 2/28/2022 | | | | | | | | | | | | | | | | | | | | 0 | | | | | 27,185 | | | | | 54,370 | | | | | | | | | $ | 2,093,245 | | | 2023 PSU (Monte Carlo) | | | | | 2/27/2023 | | | | | | | | | | | | | | | | | | | | — | | | | | 21,219 | | | | | 42,438 | | | | | | | | | $ | 1,069,225 | | | ||||||||||||||||
| 2022 RSU | | | | 2/28/2022 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 13,091 | | | | $ | 866,624 | | | 2023 RSU | | | | 2/27/2023 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 14,997 | | | | $ | 649,970 | | | ||||||||||||||||||
| BRIAN TABOLT | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2023 Annual Bonus | | | | | — | | | | $ | 29,517 | | | | $ | 295,171 | | | | $ | 590,342 | | | | | | | | | | | | | | | | | | | | | | | | | | | | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2023 PSU | | | | | 2/27/2023 | | | | | | | | | | | | | | | | | | | | — | | | | | 980 | | | | | 1,960 | | | | | | | | | $ | 42,473 | | | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2023 PSU (Monte Carlo) | | | | | 2/27/2023 | | | | | | | | | | | | | | | | | | | | — | | | | | 3,916 | | | | | 7,832 | | | | | | | | | $ | 197,327 | | | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2023 RSU | | | | 2/27/2023 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 8,306 | | | | $ | 359,982 | | | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| AARON PUNA(6) | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2023 Annual Bonus | | | | | — | | | | $ | 77,825 | | | | $ | 389,126 | | | | $ | 778,253 | | | | | | | | | | | | | | | | | | | | ��� | | | | | | | | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2023 PSU | | | | | 2/27/2023 | | | | | | | | | | | | | | | | | | | | — | | | | | 4,738 | | | | | 9,476 | | | | | | | | | $ | 205,345 | | | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2023 PSU (Monte Carlo) | | | | | 2/27/2023 | | | | | | | | | | | | | | | | | | | | — | | | | | 18,944 | | | | | 37,888 | | | | | | | | | $ | 954,588 | | | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2023 RSU | | | | | 2/27/2023 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 13,390 | | | | $ | 580,323 | | | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2023 RSU New Hire Award | | | | 2/27/2023 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 69,220 | | | | $ | 2,999,995 | | |
| | | OPTION AWARDS | | STOCK AWARDS | | | | OPTION AWARDS | | STOCK AWARDS | | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| NEO | | NUMBER OF SECURITIES UNDERLYING UNEXERCISED OPTIONS(1) (#) EXERCISABLE | | NUMBER OF SECURITIES UNDERLYING UNEXERCISED OPTIONS (#) UNEXERCISABLE | | OPTION EXERCISE PRICE | | OPTION GRANT DATE | | OPTION EXPIRATION DATE | | NUMBER OF SHARES OR UNITS OF STOCK THAT HAVE NOT VESTED (#) | | MARKET VALUE OF SHARES OR UNITS OF STOCK THAT HAVE NOT VESTED ($)(1) | | EQUITY INCENTIVE PLAN AWARDS: NUMBER OF UNEARNED SHARES, UNITS OR OTHER RIGHTS THAT HAVE NOT VESTED (#)(2) | | EQUITY INCENTIVE PLAN AWARDS: MARKET OF PAYOUT VALUE OF UNEARNED SHARES, UNITS OR OTHER RIGHTS THAT HAVE NOT VESTED ($)(1) | | NEO | | NUMBER OF SECURITIES UNDERLYING UNEXERCISED OPTIONS(1) (#) EXERCISABLE | | NUMBER OF SECURITIES UNDERLYING UNEXERCISED OPTIONS (#) UNEXERCISABLE | | OPTION EXERCISE PRICE | | OPTION GRANT DATE | | OPTION EXPIRATION DATE | | NUMBER OF SHARES OR UNITS OF STOCK THAT HAVE NOT VESTED (#) | | MARKET VALUE OF SHARES OR UNITS OF STOCK THAT HAVE NOT VESTED ($)(2) | | EQUITY INCENTIVE PLAN AWARDS: NUMBER OF UNEARNED SHARES, UNITS OR OTHER RIGHTS THAT HAVE NOT VESTED (#)(3) | | EQUITY INCENTIVE PLAN AWARDS: MARKET OF PAYOUT VALUE OF UNEARNED SHARES, UNITS OR OTHER RIGHTS THAT HAVE NOT VESTED ($)(2) | | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| TOM PALMER | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 13,818(4) | | | | | 652,210 | | | | | — | | | | | — | | | TOM PALMER | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 14,819(4) | | | | $ | 613,358 | | | | | — | | | | | — | | | ||||||||||||||||||
| — | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 31,116(5) | | | | | 1,468,675 | | | | | — | | | | | — | | | — | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 28,519(5) | | | | $ | 1,180,401 | | | | | — | | | | | — | | | ||||||||||||||||||
| — | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 44,813(6) | | | | | 2,115,174 | | | | | — | | | | | — | | | — | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 67,617(6) | | | | $ | 2,798,668 | | | | | — | | | | | — | | | ||||||||||||||||||
| 2020 to 2022 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 187,708 | | | | $ | 8,859,818 | | | 2021 to 2023 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 89,937 | | | | $ | 3,722,492 | | | ||||||||||||||||||
| 2021 to 2023 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 89,937 | | | | $ | 4,245,026 | | | 2022 to 2024 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 93,059 | | | | $ | 3,851,712 | | | ||||||||||||||||||
| 2022 to 2024 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 93,059 | | | | $ | 4,392,385 | | | 2023 to 2025 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 121,063 | | | | $ | 5,010,798 | | | ||||||||||||||||||
| BRIAN TABOLT | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 4,191(6) | | | | | 197,815 | | | | | — | | | | | — | | | KARYN OVELMEN | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | ||||||||||||||||||
| — | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 4,902(7) | | | | | 231,374 | | | | | — | | | | | — | | | — | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | ||||||||||||||||||
| — | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 18,523(9)(10) | | | | | 874,286 | | | | | — | | | | | — | | | — | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 30,071(11) | | | | $ | 1,244,639 | | | | | — | | | | | — | | | ||||||||||||||||||
| 2020 to 2022 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | 2021 to 2023 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | ||||||||||||||||||
| 2021 to 2023 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | 2022 to 2024 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | ||||||||||||||||||
| 2022 to 2024 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 3,481 | | | | $ | 164,303 | | | 2023 to 2025 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | ||||||||||||||||||
| ROBERT ATKINSON | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 5,703(4) | | | | | 269,182 | | | | | — | | | | | — | | | NATASCHA VILJOEN | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | ||||||||||||||||||
| — | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 11,596(5) | | | | | 547,331 | | | | | — | | | | | — | | | — | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | ||||||||||||||||||
| — | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 15,105(6) | | | | | 712,956 | | | | | — | | | | | — | | | — | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 150,155(10) | | | | $ | 6,214,915 | | | | | — | | | | | — | | | ||||||||||||||||||
| 2020 to 2022 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 77,466 | | | | $ | 3,656,395 | | | 2021 to 2023 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | ||||||||||||||||||
| 2021 to 2023 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 33,517 | | | | $ | 1,582,002 | | | 2022 to 2024 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | ||||||||||||||||||
| 2022 to 2024 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 31,368 | | | | $ | 1,480,570 | | | 2023 to 2025 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | ||||||||||||||||||
| NANCY LIPSON | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 3,948(4) | | | | | 186,346 | | | | | — | | | | | — | | | ROBERT ATKINSON | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 5,798(4) | | | | $ | 239,979 | | | | | — | | | | | — | | | ||||||||||||||||||
| — | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 5,798(5) | | | | | 273,666 | | | | | — | | | | | — | | | — | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 10,070(5) | | | | $ | 416,797 | | | | | — | | | | | — | | | ||||||||||||||||||
| — | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 7,552(6) | | | | | 356,454 | | | | | — | | | | | — | | | — | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 23,073(6) | | | | $ | 954,991 | | | | | — | | | | | — | | | ||||||||||||||||||
| 2020 to 2022 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 40,222 | | | | $ | 1,898,478 | | | 2021 to 2023 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 33,517 | | | | $ | 1,387,269 | | | ||||||||||||||||||
| 2021 to 2023 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 16,758 | | | | $ | 790,978 | | | 2022 to 2024 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 31,368 | | | | $ | 1,298,322 | | | ||||||||||||||||||
| 2022 to 2024 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 15,684 | | | | $ | 740,285 | | | 2023 to 2025 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 40,807 | | | | $ | 1,689,002 | | | ||||||||||||||||||
| PETER TOTH | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 87,700(8) | | | | | 4,139,440 | | | | | — | | | | | — | | | PETER TOTH | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | ||||||||||||||||||
| — | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | — | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 14,997(6) | | | | $ | 620,726 | | | | | — | | | | | — | | | ||||||||||||||||||
| — | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | — | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 58,467(9) | | | | $ | 2,419,949 | | | | | — | | | | | — | | | ||||||||||||||||||
| 2020 to 2022 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | 2021 to 2023 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | ||||||||||||||||||
| 2021 to 2023 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | 2022 to 2024 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | ||||||||||||||||||
| 2022 to 2024 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | 2023 to 2025 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 26,525 | | | | $ | 1,097,870 | | | ||||||||||||||||||
| BRIAN TABOLT | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 2,451(7) | | | | $ | 101,447 | | | | | — | | | | | — | | | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| — | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 2,794(5) | | | | $ | 115,644 | | | | | — | | | | | — | | | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| — | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 12,349(8) | | | | $ | 511,125 | | | | | — | | | | | — | | | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| — | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 8,306(6) | | | | $ | 343,785 | | | | | — | | | | | — | | | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2021 to 2023 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2022 to 2024 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 3,481 | | | | $ | 144,079 | | | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2023 to 2025 PSU | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 4,896 | | | | $ | 202,645 | | |
| | | OPTION AWARDS | | STOCK AWARDS | | | | OPTION AWARDS | | STOCK AWARDS | | ||||||||||||||||||||||||||||||||||||||||
| NEO | | NUMBER OF SHARES ACQUIRED ON EXERCISE (#) | | VALUE REALIZED ON EXERCISE ($) | | NUMBER OF SHARES ACQUIRED ON VESTING (#) | | VALUE REALIZED ON VESTING ($) | | NEO | | NUMBER OF SHARES ACQUIRED ON EXERCISE (#) | | VALUE REALIZED ON EXERCISE ($) | | NUMBER OF SHARES ACQUIRED ON VESTING (#) | | VALUE REALIZED ON VESTING ($) | | ||||||||||||||||||||||||||||||||
| TOM PALMER | | | | — | | | | | — | | | | | 175,301 | | | | $ | 11,778,241 | | | TOM PALMER | | | | — | | | | | — | | | | | 216,180 | | | | | 9,442,951 | | | ||||||||
| BRIAN TABOLT | | | | — | | | | | — | | | | | 2,450 | | | | $ | 109,246 | | | KARYN OVELMEN | | | | — | | | | | — | | | | | — | | | | | — | | | ||||||||
| ROBERT ATKINSON | | | | — | | | | | — | | | | | 40,359 | | | | $ | 2,101,547 | | | NATASCHA VILJOEN | | | | — | | | | | — | | | | | — | | | | | — | | | ||||||||
| NANCY LIPSON | | | | — | | | | | — | | | | | 21,462 | | | | $ | 1,444,473 | | | ROBERT ATKINSON | | | | — | | | | | — | | | | | 86,255 | | | | | 3,767,003 | | | ||||||||
| PETER TOTH | | | | — | | | | | — | | | | | — | | | | | — | | | PETER TOTH | | | | — | | | | | — | | | | | 29,233 | | | | | 1,270,174 | | | ||||||||
| NANCY BUESE | | | | — | | | | | — | | | | | 102,022 | | | | $ | 6,850,363 | | | BRIAN TABOLT | | | | — | | | | | — | | | | | 10,022 | | | | | 401,799 | | | ||||||||
| AARON PUNA | | | | — | | | | | — | | | | | — | | | | | — | | |
| NEO | | PLAN | | NUMBER OF YEARS CREDITED SERVICE (#) | | PRESENT VALUE OF ACCUMULATED BENEFIT ($) | | PAYMENTS DURING LAST FISCAL YEAR ($) | | NEO | | PLAN | | NUMBER OF YEARS CREDITED SERVICE (#) | | PRESENT VALUE OF ACCUMULATED BENEFIT ($) | | PAYMENTS DURING LAST FISCAL YEAR ($) | | ||||||||||||||||||||||||||
| TOM PALMER | | | Pension Plan | | | | 6.67 | | | | $ | 203,703 | | | | | — | | | TOM PALMER | | | Pension Plan | | | | 7.67 | | | | $ | 257,421 | | | | | — | | | ||||||
| Pension Equalization Plan | | | | 6.67 | | | | $ | 2,013,799 | | | | | — | | | | Pension Equalization Plan | | | | 7.67 | | | | $ | 2,612,188 | | | | | — | | | |||||||||||
| BRIAN TABOLT | | | Pension Plan | | | | 1.67 | | | | $ | 28,902 | | | | | — | | | KARYN OVELMEN | | | Pension Plan | | | | 0.67 | | | | $ | 45,187 | | | | | — | | | ||||||
| Pension Equalization Plan | | | | 1.67 | | | | $ | 24,905 | | | | | — | | | | Pension Equalization Plan | | | | 0.67 | | | | $ | 79,560 | | | | | — | | | |||||||||||
| ROBERT ATKINSON | | | Pension Plan | | | | 3.58 | | | | $ | 110,117 | | | | | — | | | NATASCHA VILJOEN | | | Pension Plan | | | | 0.25 | | | | $ | 31,518 | | | | | — | | | ||||||
| Pension Equalization Plan | | | | 3.58 | | | | $ | 556,646 | | | | | — | | | | Pension Equalization Plan | | | | 0.25 | | | | $ | 1,555 | | | | | — | | | |||||||||||
| NANCY LIPSON | | | Pension Plan | | | | 17.50 | | | | $ | 457,959 | | | | | — | | | ROBERT ATKINSON | | | Pension Plan | | | | 4.58 | | | | $ | 153,917 | | | | | — | | | ||||||
| Pension Equalization Plan | | | | 17.50 | | | | $ | 726,225 | | | | | — | | | | Pension Equalization Plan | | | | 4.58 | | | | $ | 783,480 | | | | | — | | | |||||||||||
| PETER TOTH | | | Pension Plan | | | | 0.50 | | | | $ | 27,923 | | | | | — | | | PETER TOTH | | | Pension Plan | | | | 1.50 | | | | $ | 63,415 | | | | | — | | | ||||||
| Pension Equalization Plan | | | | 0.50 | | | | $ | 31,479 | | | | | — | | | | Pension Equalization Plan | | | | 1.50 | | | | $ | 157,722 | | | | | — | | | |||||||||||
| NANCY BUESE | | | Pension Plan | | | | 6.17 | | | | $ | 175,571 | | | | | — | | | BRIAN TABOLT | | | Pension Plan | | | | 2.67 | | | | $ | 50,798 | | | | | — | | | ||||||
| Pension Equalization Plan | | | | 6.17 | | | | $ | 834,298 | | | | | — | | | | Pension Equalization Plan | | | | 2.67 | | | | $ | 61,431 | | | | | — | | |
the average monthly salary | participant’s primary Social Security benefit | years of credited service | Benefit |
TERMINATION | ||||||||
| FULL YEARS OF SERVICES COMPLETED BY THE END OF THE PLAN YEAR | | | PERCENTAGE OF SALARY UP TO AND INCLUDING SOCIAL SECURITY WAGE BASE | | | PERCENT OF SALARY OVER THE SOCIAL SECURITY WAGE BASE | | ||||||
| 0 to 9 | | | | | 13% | | | | | | 21% | | |
| 10 to 19 | | | | | 15% | | | | | | 23% | | |
| 20+ | | | | | 17% | | | | | | 25% | | |
| YEARS OF SERVICE | | | PERCENTAGE OF COMPANY CONTRIBUTION VESTED | | |||
| Less than 1 year | | | | | 0% | | |
| 1 year | | | | | 20% | | |
| 2 years | | | | | 40% | | |
| 3 years | | | | | 60% | | |
| 4 or more years | | | | | 100% | | |
| NEO | | | TERMINATION NOT FOR CAUSE ($) | | | CHANGE OF CONTROL (CIC) ($) | | | TERMINATION AFTER CIC ($) | | | DEATH ($) | | | DISABILITY ($) | | |||||||||||||||
| TOM PALMER | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Base Benefit | | | | $ | 2,870,000 | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Bonus (Corporate Performance and Personal) | | | | $ | 2,109,107 | | | | | $ | 2,109,107 | | | | | | | | | | | $ | 2,109,107 | | | | | $ | 2,109,107 | | |
| Restricted Stock Unit Units | | | | | | | | | | | | | | | | $ | 2,966,662 | | | | | | | | | | | | | | |
| Performance Stock Units | | | | $ | 8,724,023 | | | | | $ | 8,724,023 | | | | | $ | 4,343,250 | | | | | $ | 8,724,023 | | | | | $ | 8,724,023 | | |
| Change of Control Payment | | | | | | | | | | | | | | | | $ | 10,675,713 | | | | | | | | | | | | | | |
| Accelerated Vesting of Restricted Stock Units | | | | $ | 1,785,906 | | | | | | | | | | | $ | 4,236,058 | | | | | $ | 4,236,058 | | | | | $ | 4,236,058 | | |
| Incremental Non-Qualified Pension | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
| Health Care Benefits and Life Insurance Coverage | | | | $ | 103,270 | | | | | | | | | | | $ | 101,765 | | | | | | | | | | | | | | |
| Life Insurance Proceeds | | | | | | | | | | | | | | | | | | | | | | $ | 1,500,00 | | | | | | | | |
| Disability Coverage | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
| Outplacement Services | | | | $ | 7,500 | | | | | | | | | | | $ | 10,000 | | | | | | | | | | | | | | |
| Total | | | | $ | 15,599,806 | | | | | $ | 10,833,130 | | | | | $ | 22,333,448 | | | | | $ | 16,569,188 | | | | | $ | 15,069,188 | | |
| BRIAN TABOLT | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Base Benefit | | | | $ | 400,000 | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Bonus (Corporate Performance and Personal) | | | | $ | 236,143 | | | | | $ | 236,143 | | | | | | | | | | | $ | 236,143 | | | | | $ | 236,143 | | |
| Restricted Stock Units | | | | | | | | | | | | | | | | $ | 159,961 | | | | | | | | | | | | | | |
| Performance Stock Units | | | | $ | 54,752 | | | | | $ | 54,752 | | | | | $ | 109,504 | | | | | $ | 54,752 | | | | | $ | 54,752 | | |
| Change of Control Payment | | | | | | | | | | | | | | | | $ | 633,572 | | | | | | | | | | | | | | |
| Accelerated Vesting of Restricted Stock Units | | | | $ | 154,155 | | | | | | | | | | | $ | 1,303,475 | | | | | $ | 1,303,475 | | | | | $ | 1,303,475 | | |
| Incremental Non-Qualified Pension | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
| Health Care Benefits and Life Insurance Coverage | | | | $ | 22,284 | | | | | | | | | | | $ | 34,316 | | | | | | | | | | | | | | |
| Life Insurance Proceeds | | | | | | | | | | | | | | | | | | | | | | $ | 800,000 | | | | | | | | |
| Disability Coverage | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
| Outplacement Services | | | | $ | 7,500 | | | | | | | | | | | $ | 10,000 | | | | | | | | | | | | | | |
| Total | | | | $ | 874,834 | | | | | $ | 290,895 | | | | | $ | 2,250,828 | | | | | $ | 2,394,370 | | | | | $ | 1,594,370 | | |
| ROBERT ATKINSON | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Base Benefit | | | | $ | 1,248,000 | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Bonus (Corporate Performance and Personal) | | | | $ | 907,657 | | | | | $ | 907,657 | | | | | | | | | | | $ | 907,657 | | | | | $ | 907,657 | | |
| Restricted Stock Units | | | | | | | | | | | | | | | | $ | 999,979 | | | | | | | | | | | | | | |
| Performance Stock Units | | | | $ | 3,376,358 | | | | | $ | 3,376,358 | | | | | $ | 1,514,365 | | | | | $ | 3,376,358 | | | | | $ | 3,376,358 | | |
| Change of Control Payment | | | | | | | | | | | | | | | | $ | 3,480,686 | | | | | | | | | | | | | | |
| Accelerated Vesting of Restricted Stock Units | | | | $ | 666,700 | | | | | | | | | | | $ | 1,529,469 | | | | | $ | 1,529,469 | | | | | $ | 1,529,469 | | |
| Incremental Non-Qualified Pension | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
| Health Care Benefits and Life Insurance Coverage | | | | $ | 88,875 | | | | | | | | | | | $ | 88,875 | | | | | | | | | | | | | | |
| Life Insurance Proceeds | | | | | | | | | | | | | | | | | | | | | | $ | 1,500,000 | | | | | | | | |
| Disability Coverage | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
| Outplacement Services | | | | $ | 7,500 | | | | | | | | | | | $ | 10,000 | | | | | | | | | | | | | | |
| Total | | | | $ | 6,295,090 | | | | | $ | 4,284,015 | | | | | $ | 7,623,374 | | | | | $ | 7,313,484 | | | | | $ | 5,813,484 | | |
| NEO | | | Retirement ($) | | | TERMINATION NOT FOR CAUSE ($) | | | CHANGE OF CONTROL (CIC) ($) | | | TERMINATION AFTER CIC ($) | | | DEATH ($) | | | DISABILITY ($) | | ||||||||||||||||||
| TOM PALMER | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Base Benefit | | | | | — | | | | | $ | 2,870,000 | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Bonus (Corporate Performance) | | | | $ | 2,152,500 | | | | | $ | 2,152,500 | | | | | $ | 2,152,500 | | | | | | | | | | | $ | 2,152,500 | | | | | $ | 2,152,500 | | |
| Restricted Stock Unit Units | | | | | — | | | | | | — | | | | | | | | | | | $ | 2,966,628 | | | | | | | | | | | | | | |
| Performance Stock Units | | | | $ | 7,960,539 | | | | | $ | 7,960,539 | | | | | $ | 7,960,539 | | | | | $ | 4,624,381 | | | | | $ | 7,960,539 | | | | | $ | 7,960,539 | | |
| Change of Control Payment | | | | | — | | | | | | — | | | | | | | | | | | $ | 10,762,500 | | | | | | | | | | | | | | |
| Accelerated Vesting of Restricted Stock Units | | | | $ | 2,557,985 | | | | | $ | 1,753,901 | | | | | | | | | | | $ | 4,592,427 | | | | | $ | 4,592,427 | | | | | $ | 4,592,427 | | |
| Incremental Non-Qualified Pension | | | | | — | | | | | | — | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Health Care Benefits and Life Insurance Coverage | | | | | — | | | | | $ | 79,577 | | | | | | | | | | | $ | 78,072 | | | | | | | | | | | | | | |
| Life Insurance Proceeds | | | | | — | | | | | | — | | | | | | | | | | | | | | | | | $ | 1,500,000 | | | | | | | | |
| Disability Coverage | | | | | — | | | | | | — | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Outplacement Services | | | | | — | | | | | $ | 7,500 | | | | | | | | | | | $ | 10,000 | | | | | | | | | | | | | | |
| Total | | | | $ | 12,671,023 | | | | | $ | 14,824,017 | | | | | $ | 10,113,039 | | | | | $ | 23,034,008 | | | | | $ | 16,205,466 | | | | | $ | 14,705,466 | | |
| KARYN OVELMEN | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Base Benefit(1) | | | | | — | | | | | $ | 937,500 | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Bonus (Corporate Performance)(1) | | | | | — | | | | | $ | 750,000 | | | | | $ | 750,000 | | | | | | | | | | | $ | 750,000 | | | | | $ | 750,000 | | |
| Restricted Stock Units | | | | | — | | | | | | — | | | | | | | | | | | $ | 833,305 | | | | | | | | | | | | | | |
| Performance Stock Units | | | | | — | | | | | $ | — | | | | | $ | — | | | | | $ | — | | | | | $ | — | | | | | $ | — | | |
| Change of Control Payment | | | | | — | | | | | | — | | | | | | | | | | | $ | 1,687,134 | | | | | | | | | | | | | | |
| Accelerated Vesting of Restricted Stock Units | | | | | — | | | | | $ | 184,103 | | | | | | | | | | | $ | 1,244,639 | | | | | $ | 1,244,639 | | | | | $ | 1,244,639 | | |
| Incremental Non-Qualified Pension | | | | | — | | | | | | — | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Health Care Benefits and Life Insurance Coverage | | | | | — | | | | | $ | 48,646 | | | | | | | | | | | $ | 59,161 | | | | | | | | | | | | | | |
| Life Insurance Proceeds | | | | | — | | | | | | — | | | | | | | | | | | | | | | | | $ | 1,500,000 | | | | | | | | |
| Disability Coverage | | | | | — | | | | | | — | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Outplacement Services | | | | | — | | | | | $ | 7,500 | | | | | | | | | | | $ | 10,000 | | | | | | | | | | | | | | |
| Total | | | | | — | | | | | $ | 1,927,749 | | | | | $ | 750,000 | | | | | $ | 3,834,239 | | | | | $ | 3,494,639 | | | | | $ | 1,994,639 | | |
| NATASCHA VILJOEN | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Base Benefit(2) | | | | | — | | | | | $ | 1,062,500 | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Bonus (Corporate Performance)(2) | | | | | — | | | | | $ | 935,000 | | | | | $ | 935,000 | | | | | | | | | | | $ | 935,000 | | | | | $ | 935,000 | | |
| Restricted Stock Units | | | | | — | | | | | | — | | | | | | | | | | | $ | 1,071,628 | | | | | | | | | | | | | | |
| Performance Stock Units | | | | | — | | | | | $ | | | | | $ | — | | | | | $ | — | | | | | $ | — | | | | | $ | — | | | |
| Change of Control Payment | | | | | — | | | | | | — | | | | | | | | | | | $ | 793,143 | | | | | | | | | | | | | | |
| Accelerated Vesting of Restricted Stock Units | | | | | — | | | | | $ | 363,239 | | | | | | | | | | | $ | 6,214,915 | | | | | $ | 6,214,915 | | | | | $ | 6,214,915 | | |
| Incremental Non-Qualified Pension | | | | | — | | | | | | — | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Health Care Benefits and Life Insurance Coverage | | | | | — | | | | | $ | 54,662 | | | | | | | | | | | $ | 66,461 | | | | | | | | | | | | | | |
| Life Insurance Proceeds | | | | | — | | | | | | — | | | | | | | | | | | | | | | | | $ | 1,500,000 | | | | | | | | |
| Disability Coverage | | | | | — | | | | | | — | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Outplacement Services | | | | | — | | | | | $ | 7,500 | | | | | | | | | | | $ | 10,000 | | | | | | | | | | | | | | |
| Total | | | | | — | | | | | $ | 2,422,901 | | | | | $ | 935,000 | | | | | $ | 8,156,147 | | | | | $ | 8,649,915 | | | | | $ | 7,149,915 | | |
| NEO | | TERMINATION NOT FOR CAUSE ($) | | CHANGE OF CONTROL (CIC) ($) | | TERMINATION AFTER CIC ($) | | DEATH ($) | | DISABILITY ($) | | NEO | | Retirement ($) | | TERMINATION NOT FOR CAUSE ($) | | CHANGE OF CONTROL (CIC) ($) | | TERMINATION AFTER CIC ($) | | DEATH ($) | | DISABILITY ($) | | ||||||||||||||||||||||||||||||||||||||||||||
| NANCY LIPSON | | | | | | | | | | | | | | | | | | | | | | | | | | | ROBERT ATKINSON | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |||||||||||
| Base Benefit | | | $ | 862,500 | | | | | | | | | | | | | | | | | | | | | | | Base Benefit | | | | — | | | | $ | 1,248,000 | | | | | | | | | | | | | | | | | | | | | | | |||||||||||
| Bonus (Corporate Performance and Personal) | | | $ | 488,750 | | | | $ | 488,750 | | | | | | | | | $ | 488,750 | | | | $ | 488,750 | | | Bonus (Corporate Performance) | | | | — | | | | $ | 915,200 | | | | $ | 915,200 | | | | | | | | | $ | 915,200 | | | | $ | 915,200 | | | |||||||||||
| Restricted Stock Units | | | | | | | | | | | | | $ | 499,990 | | | | | | | | | | | | | Restricted Stock Units | | | | — | | | | | — | | | | | | | | | $ | 999,982 | | | | | | | | | | | | | |||||||||||
| Performance Stock Units | | | $ | 1,723,319 | | | | $ | 1,723,319 | | | | $ | 757,182 | | | | $ | 1,723,319 | | | | $ | 1,723,319 | | | Performance Stock Units | | | | — | | | | $ | 2,815,803 | | | | $ | 2,815,803 | | | | $ | 1,558,747 | | | | $ | 2,815,803 | | | | $ | 2,815,803 | | | |||||||||||
| Change of Control Payment | | | | | | | | | | | | | $ | 2,127,500 | | | | | | | | | | | | | Change of Control Payment | | | | — | | | | | — | | | | | | | | | $ | 3,494,400 | | | | | | | | | | | | | |||||||||||
| Accelerated Vesting of Restricted Stock Units | | | $ | 377,694 | | | | | | | | | $ | 816,466 | | | | $ | 816,466 | | | | $ | 816,466 | | | Accelerated Vesting of Restricted Stock Units | | | | — | | | | $ | 651,727 | | | | | | | | | $ | 1,611,768 | | | | $ | 1,611,768 | | | | $ | 1,611,768 | | | |||||||||||
| Incremental Non-Qualified Pension | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | Incremental Non-Qualified Pension | | | | — | | | | | — | | | | | | | | | | | | | | | | | | | | | | | |||||||||||
| Health Care Benefits and Life Insurance Coverage | | | $ | 42,887 | | | | | | | | | $ | 91,676 | | | | | | | | | | | | | Health Care Benefits and Life Insurance Coverage | | | | — | | | | $ | 78,103 | | | | | | | | | $ | 78,103 | | | | | | | | | | | | | |||||||||||
| Life Insurance Proceeds | | | | | | | | | | | | | | | | | | $ | 1,150,000 | | | | | | | | Life Insurance Proceeds | | | | — | | | | | — | | | | | | | | | | | | | | $ | 1,500,000 | | | | | | | | |||||||||||
| Disability Coverage | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | Disability Coverage | | | | — | | | | | — | | | | | | | | | | | | | | | | | | | | | | | |||||||||||
| Outplacement Services | | | $ | 7,500 | | | | | | | | | $ | 10,000 | | | | | | | | | | | | | Outplacement Services | | | | — | | | | $ | 7,500 | | | | | | | | | $ | 10,000 | | | | | | | | | | | | | |||||||||||
| Total | | | $ | 3,502,650 | | | | $ | 2,212,069 | | | | $ | 4,302,814 | | | | $ | 4,178,535 | | | | $ | 3,028,535 | | | Total | | | | — | | | | $ | 5,716,333 | | | | $ | 3,731,003 | | | | $ | 7,753,000 | | | | $ | 6,842,771 | | | | $ | 5,342,771 | | | |||||||||||
| PETER TOTH | | | | | | | | | | | | | | | | | | | | | | | | | | | PETER TOTH | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |||||||||||
| Base Benefit(1) | | | $ | 812,500 | | | | | | | | | | | | | | | | | | | | | | | Base Benefit | | | | — | | | | $ | 901,333 | | | | | | | | | | | | | | | | | | | | | | | |||||||||||
| Bonus (Corporate Performance and Personal)(1) | | | $ | 650,000 | | | | $ | 650,000 | | | | | | | | | $ | 650,000 | | | | $ | 650,000 | | | Bonus (Corporate Performance) | | | | — | | | | $ | 670,357 | | | | $ | 670,357 | | | | | | | | | $ | 670,357 | | | | $ | 670,357 | | | |||||||||||
| Restricted Stock Units | | | | | | | | | | | | | $ | 633,330 | | | | | | | | | | | | | Restricted Stock Units | | | | — | | | | | — | | | | | | | | | $ | 649,989 | | | | | | | | | | | | | |||||||||||
| Performance Stock Units | | | $ | — | | | | $ | — | | | | $ | — | | | | $ | — | | | | $ | — | | | Performance Stock Units | | | | — | | | | $ | 365,929 | | | | $ | 365,929 | | | | $ | 731,899 | | | | $ | 365,929 | | | | $ | 365,929 | | | |||||||||||
| Change of Control Payment | | | | | | | | | | | | | $ | 1,922,576 | | | | | | | | | | | | | Change of Control Payment | | | | — | | | | | — | | | | | | | | | $ | 2,692,714 | | | | | | | | | | | | | |||||||||||
| Accelerated Vesting of Restricted Stock Units | | | $ | 601,045 | | | | | | | | | $ | 4,139,440 | | | | $ | 4,139,440 | | | | $ | 4,139,440 | | | Accelerated Vesting of Restricted Stock Units | | | | — | | | | $ | 702,223 | | | | | | | | | $ | 3,040,675 | | | | $ | 3,040,675 | | | | $ | 3,040,675 | | | |||||||||||
| Incremental Non-Qualified Pension | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | Incremental Non-Qualified Pension | | | | — | | | | | — | | | | | | | | | | | | | | | | | | | | — | | | |||||||||||
| Health Care Benefits and Life Insurance Coverage | | | $ | 32,116 | | | | | | | | | $ | 39,031 | | | | | | | | | | | | | Health Care Benefits and Life Insurance Coverage | | | | — | | | | $ | 37,282 | | | | | | | | | $ | 42,272 | | | | | | | | | | | | | |||||||||||
| Life Insurance Proceeds | | | | | | | | | | | | | | | | | | $ | 1,300,000 | | | | | | | | Life Insurance Proceeds | | | | — | | | | | — | | | | | | | | | | | | | | $ | 1,500,000 | | | | | | | | |||||||||||
| Disability Coverage | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | Disability Coverage | | | | — | | | | | — | | | | | | | | | | | | | | | | | | | | — | | | |||||||||||
| Outplacement Services | | | $ | 7,500 | | | | | | | | | $ | 10,000 | | | | | | | | | | | | | Outplacement Services | | | | — | | | | $ | 7,500 | | | | | | | | | $ | 10,000 | | | | | | | | | | | | | |||||||||||
| Total | | | $ | 2,103,161 | | | | $ | 650,000 | | | | $ | 6,744.377 | | | | $ | 6,089,440 | | | | $ | 4,789,440 | | | Total | | | | — | | | | $ | 2,684,624 | | | | $ | 1,036,286 | | | | $ | 7,167,549 | | | | $ | 5,576,961 | | | | $ | 4,076,961 | | | |||||||||||
| BRIAN TABOLT | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | ||||||||||||||||||||||||||||||||||||||
| Base Benefit | | | | — | | | | $ | 512,050 | | | | | | | | | | | | | | | | | | | | | | | ||||||||||||||||||||||||||||||||||||||
| Bonus (Corporate Performance and Personal) | | | | — | | | | $ | 295,171 | | | | $ | 295,171 | | | | | | | | | $ | 295,171 | | | | $ | 295,171 | | | ||||||||||||||||||||||||||||||||||||||
| Restricted Stock Units | | | | — | | | | | — | | | | | | | | | $ | 167,174 | | | | | | | | | | | | | ||||||||||||||||||||||||||||||||||||||
| Performance Stock Units | | | | — | | | | $ | 163,573 | | | | $ | 163,573 | | | | $ | 183,109 | | | | $ | 163,573 | | | | $ | 163,573 | | | ||||||||||||||||||||||||||||||||||||||
| Change of Control Payment | | | | — | | | | | — | | | | | | | | | $ | 1,406,821 | | | | | | | | | | | | | ||||||||||||||||||||||||||||||||||||||
| Accelerated Vesting of Restricted Stock Units | | | | — | | | | $ | 232,198 | | | | | | | | | $ | 1,072,001 | | | | $ | 1,072,001 | | | | $ | 1,072,001 | | | ||||||||||||||||||||||||||||||||||||||
| Incremental Non-Qualified Pension | | | | — | | | | | — | | | | | | | | | | | | | | | | | | | | — | | | ||||||||||||||||||||||||||||||||||||||
| Health Care Benefits and Life Insurance Coverage | | | | — | | | | $ | 29,694 | | | | | | | | | $ | 38,847 | | | | | | | | | | | | | ||||||||||||||||||||||||||||||||||||||
| Life Insurance Proceeds | | | | — | | | | | — | | | | | | | | | | | | | | $ | 1,500,000 | | | | | | | | ||||||||||||||||||||||||||||||||||||||
| Disability Coverage | | | | — | | | | | — | | | | | | | | | | | | | | | | | | | | — | | | ||||||||||||||||||||||||||||||||||||||
| Outplacement Services | | | | — | | | | $ | 7,500 | | | | | | | | | $ | 10,000 | | | | | | | | | | | | | ||||||||||||||||||||||||||||||||||||||
| Total | | | | — | | | | $ | 1,240,186 | | | | $ | 458,744 | | | | $ | 2,877,952 | | | | $ | 3,030,745 | | | | $ | 1,530,745 | | |
| YEAR | | SUMMARY COMPENSATION TABLE TOTAL FOR PEO(1) | | COMPENSATION ACTUALLY PAID TO PEO(1) | | AVERAGE SUMMARY COMPENSATION TABLE FOR NON-PEO NEOS(2) | | AVERAGE COMPENSATION ACTUALLY PAID TO NON-PEO NEOS(2) | | | VALUE OF INITIAL FIXED td00 INVESTMENT BASED ON: | | | NET INCOME (M) (4) | | CPB COMPANY ADJUSTED EBITDA (M) (5) | | YEAR | | SUMMARY COMPENSATION TABLE TOTAL FOR PEO(1) | | COMPENSATION ACTUALLY PAID TO PEO(1) | | AVERAGE SUMMARY COMPENSATION TABLE FOR NON-PEO NEOS(2) | | AVERAGE COMPENSATION ACTUALLY PAID TO NON-PEO NEOS(2)(3) | | | VALUE OF INITIAL FIXED td00 INVESTMENT BASED ON: | | | NET INCOME ($M)(5) | | FCF ($M)(6) | | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| TOTAL SHARE- HOLDER RETURN | | PEER GROUP TOTAL SHARE- HOLDER RETURN(3) | | | TOTAL SHARE- HOLDER RETURN | | PEER GROUP TOTAL SHARE- HOLDER RETURN(4) | | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2022 | | | $ | 13,654,538 | | | | $ | 3,407,020 | | | | $ | 4,506,729 | | | | $ | 1,907,706 | | | | $ | 119.35 | | | | $ | 121.33 | | | | $ | (369) | | | | $ | 3,562 | | | 2023 | | | $ | 11,747,104 | | | | $ | 1,125,000 | | | | $ | 3,949,153 | | | | $ | 1,569,024 | | | | $ | 100.82 | | | | $ | 156.39 | | | | $ | (2,467) | | | | $ | 88 | | | ||||||||||||||||
| 2021 | | | $ | 12,667,106 | | | | $ | 15,415,524 | | | | $ | 3,922,861 | | | | $ | 3,707,302 | | | | $ | 150.69 | | | | $ | 128.18 | | | | $ | 233 | | | | $ | 4,519 | | | 2022 | | | $ | 13,654,538 | | | | $ | 3,407,020 | | | | $ | 3,904,167 | | | | $ | 1,166,702 | | | | $ | 113.19 | | | | $ | 137.66 | | | | $ | (369) | | | | $ | 1,067 | | | ||||||||||||||||
| 2020 | | | $ | 12,202,285 | | | | $ | 14,852,971 | | | | $ | 4,943,217 | | | | $ | 7,252,318 | | | | $ | 140.28 | | | | $ | 123.67 | | | | $ | 2,791 | | | | $ | 4,059 | | | 2021 | | | $ | 12,667,106 | | | | $ | 15,415,524 | | | | $ | 3,922,861 | | | | $ | 3,707,302 | | | | $ | 145.20 | | | | $ | 150.22 | | | | $ | 233 | | | | $ | 2,613 | | | ||||||||||||||||
| 2020 | | | $ | 12,202,285 | | | | $ | 14,852,971 | | | | $ | 4,943,217 | | | | $ | 5,525,436 | | | | $ | 138.96 | | | | $ | 138.86 | | | | $ | 2,791 | | | | $ | 3,588 | | |
| ADJUSTMENTS(6)(7) (8) | | | | | | PEO | | | OTHER NEO AVERAGE | | ||||||||||||||||||||||||||||||
| | | | 2022 | | | 2021 | | | 2020 | | | 2022 | | | 2021 | | | 2020 | | |||||||||||||||||||||
| Summary Compensation Table Total | | | | | | | $ | 13,654,538 | | | | | $ | 12,667,106 | | | | | $ | 12,202,285 | | | | | $ | 4,506,729 | | | | | $ | 3,922,861 | | | | | $ | 4,943,217 | | |
| Deduction for amount reported in “Stock Awards” column of the Summary Compensation Table | | | (-) | | | | $ | 10,132,164 | | | | | $ | 8,566,067 | | | | | $ | 7,659,869 | | | | | $ | 2,505,973 | | | | | $ | 2,287,820 | | | | | $ | 2,639,891 | | |
| Deduction for amounts reported in “Option Awards” column of the Summary Compensation Table | | | (-) | | | | $ | - | | | | | $ | - | | | | | $ | - | | | | | $ | - | | | | | $ | - | | | | | $ | - | | |
| Addition of fair value at fiscal year (FY) end, of equity awards granted during the FY that remained outstanding | | | (+) | | | | $ | 6,409,104 | | | | | $ | 10,094,687 | | | | | $ | 9,490,638 | | | | | $ | 1,615,465 | | | | | $ | 2,696,083 | | | | | $ | 3,270,846 | | |
| Addition of fair value at vesting date, of equity awards granted during the FY that vested during the FY | | | (+) | | | | $ | - | | | | | $ | - | | | | | $ | - | | | | | $ | - | | | | | $ | - | | | | | $ | - | | |
| Addition of change in fair value at FY end versus prior FY end for awards granted in prior FY that remained outstanding | | | (+) | | | | $ | (6,161,789) | | | | | $ | 3,757,541 | | | | | $ | 2,114,057 | | | | | $ | (1,355,096) | | | | | $ | 672,482 | | | | | $ | 1,179,673 | | |
| Addition of change in fair value at vesting date versus prior FY end for awards granted in prior FY that vested during the FY | | | (+) | | | | $ | (1,432,304) | | | | | $ | (2,698,509) | | | | | $ | (1,096,571) | | | | | $ | (574,690) | | | | | $ | (1,357,393) | | | | | $ | 863,441 | | |
| Deduction of the fair value at the prior FY end for awards granted in prior FY that failed to meet their vesting conditions | | | (-) | | | | $ | - | | | | | $ | 291,792 | | | | | $ | - | | | | | $ | - | | | | | $ | 116,408 | | | | | $ | - | | |
| Addition in respect of any dividends accrued or other earnings paid during applicable FY prior to vesting date of underlying award | | | (+) | | | | $ | 806,513 | | | | | $ | 769,710 | | | | | $ | 305,363 | | | | | $ | 128,864 | | | | | $ | 246,121 | | | | | $ | 163,566 | | |
| Addition of incremental fair value of in respect of any options or SARS modified during the FY | | | (+) | | | | $ | - | | | | | $ | - | | | | | $ | - | | | | | $ | - | | | | | $ | - | | | | | $ | - | | |
| Deduction for values reported in the “Change in Pension Value and Nonqualified Deferred Compensation Earnings” column of the Summary Compensation Table | | | (-) | | | | $ | 66,595 | | | | | $ | 606,521 | | | | | $ | 602,107 | | | | | $ | 31,278 | | | | | $ | 241,736 | | | | | $ | 741,074 | | |
| Addition for the Service Cost attributable to services rendered during the FY | | | (+) | | | | $ | 329,717 | | | | | $ | 289,369 | | | | | $ | 99,175 | | | | | $ | 123,685 | | | | | $ | 173,112 | | | | | $ | 212,540 | | |
| Addition for the prior Service Cost in respect of a plan amendment or initiation during the FY | | | (+) | | | | $ | - | | | | | $ | - | | | | | $ | - | | | | | $ | - | | | | | $ | - | | | | | $ | - | | |
| Compensation Actually Paid | | | | | | | $ | 3,407,020 | | | | | $ | 15,415,524 | | | | | $ | 14,852,971 | | | | | $ | 1,907,706 | | | | | $ | 3,707,302 | | | | | $ | 7,252,318 | | |
| ADJUSTMENTS(7)(8)(9) | | | PEO | | | OTHER NEO AVERAGE | | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2023 | | | 2022 | | | 2021 | | | 2020 | | | 2023 | | | 2022 | | | 2021 | | | 2020 | | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Summary Compensation Table Total | | | (+) | | | | $ | 11,747,104 | | | | | | (+) | | | | | $ | 13,654,538 | | | | | | (+) | | | | | $ | 12,667,106 | | | | | | (+) | | | | | $ | 12,202,285 | | | | | | (+) | | | | | $ | 3,949,153 | | | | | | (+) | | | | | $ | 3,904,167 | | | | | | (+) | | | | | $ | 3,922,861 | | | | | | (+) | | | | | $ | 4,943,217 | | |
| Deduction for amount reported in “Stock Awards” column of the Summary Compensation Table | | | (-) | | | | $ | 8,896,322 | | | | | | (-) | | | | | $ | 10,132,164 | | | | | | (-) | | | | | $ | 8,566,067 | | | | | | (-) | | | | | $ | 7,659,869 | | | | | | (-) | | | | | $ | 2,899,811 | | | | | | (-) | | | | | $ | 2,665,646 | | | | | | (-) | | | | | $ | 2,287,820 | | | | | | (-) | | | | | $ | 2,639,891 | | |
| Deduction for amounts reported in “Option Awards” column of the Summary Compensation Table | | | (-) | | | | $ | 0 | | | | | | (-) | | | | | $ | 0 | | | | | | (-) | | | | | $ | 0 | | | | | | (-) | | | | | $ | 0 | | | | | | (-) | | | | | $ | 0 | | | | | | (-) | | | | | $ | 0 | | | | | | (-) | | | | | $ | 0 | | | | | | (-) | | | | | $ | 0 | | |
| Addition of fair value at fiscal year (FY) end, of equity awards granted during the FY that remained outstanding | | | (+) | | | | $ | 7,410,447 | | | | | | (+) | | | | | $ | 6,409,104 | | | | | | (+) | | | | | $ | 10,094,687 | | | | | | (+) | | | | | $ | 9,490,638 | | | | | | (+) | | | | | $ | 2,021,753 | | | | | | (+) | | | | | $ | 1,722,529 | | | | | | (+) | | | | | $ | 2,696,083 | | | | | | (+) | | | | | $ | 3,270,846 | | |
| Addition of fair value at vesting date, of equity awards granted during the FY that vested during the FY | | | (+) | | | | $ | 0 | | | | | | (+) | | | | | $ | 0 | | | | | | (+) | | | | | $ | 0 | | | | | | (+) | | | | | $ | 0 | | | | | | (+) | | | | | $ | 0 | | | | | | (+) | | | | | $ | 0 | | | | | | (+) | | | | | $ | 0 | | | | | | (+) | | | | | $ | 0 | | |
| Addition of change in fair value at FY end versus prior FY end for awards granted in prior FY that remained outstanding | | | (-) | | | | $ | 6,203,785 | | | | | | (-) | | | | | $ | 6,161,789 | | | | | | (+) | | | | | $ | 3,757,541 | | | | | | (+) | | | | | $ | 2,114,057 | | | | | | (-) | | | | | $ | 757,830 | | | | | | (-) | | | | | $ | 1,381,313 | | | | | | (+) | | | | | $ | 672,482 | | | | | | (+) | | | | | $ | 1,179,673 | | |
| Addition of change in fair value at vesting date versus prior FY end for awards granted in prior FY that vested during the FY | | | (-) | | | | $ | 3,262,797 | | | | | | (-) | | | | | $ | 1,432,304 | | | | | | (-) | | | | | $ | 2,698,509 | | | | | | (-) | | | | | $ | 1,096,571 | | | | | | (-) | | | | | $ | 835,620 | | | | | | (-) | | | | | $ | 629,778 | | | | | | (-) | | | | | $ | 1,357,393 | | | | | | (-) | | | | | $ | 863,441 | | |
| Deduction of the fair value at the prior FY end for awards granted in prior FY that failed to meet their vesting conditions | | | (-) | | | | $ | 0 | | | | | | (-) | | | | | $ | 0 | | | | | | (-) | | | | | $ | 291,792 | | | | | | (-) | | | | | $ | 0 | | | | | | (-) | | | | | $ | 0 | | | | | | (-) | | | | | $ | 0 | | | | | | (-) | | | | | $ | 116,408 | | | | | | (-) | | | | | $ | 0 | | |
| Addition in respect of any dividends or other earnings paid during applicable FY prior to vesting date of underlying award | | | (+) | | | | $ | 664,022 | | | | | | (+) | | | | | $ | 806,513 | | | | | | (+) | | | | | $ | 769,710 | | | | | | (+) | | | | | $ | 305,363 | | | | | | (+) | | | | | $ | 74,826 | | | | | | (+) | | | | | $ | 124,336 | | | | | | (+) | | | | | $ | 246,121 | | | | | | (+) | | | | | $ | 163,566 | | |
| Addition of incremental fair value of in respect of any options or SARS modified during the FY | | | (+) | | | | $ | 0 | | | | | | (+) | | | | | $ | 0 | | | | | | (+) | | | | | $ | 0 | | | | | | (+) | | | | | $ | 0 | | | | | | (+) | | | | | $ | 0 | | | | | | (+) | | | | | $ | 0 | | | | | | (+) | | | | | $ | 0 | | | | | | (+) | | | | | $ | 0 | | |
| Deduction for values reported in the “Change in Pension Value and Nonqualified Deferred Compensation Earnings” column of the Summary Compensation Table | | | (-) | | | | $ | 652,107 | | | | | | (-) | | | | | $ | 66,595 | | | | | | (-) | | | | | $ | 606,521 | | | | | | (-) | | | | | $ | 602,107 | | | | | | (-) | | | | | $ | 140,779 | | | | | | (-) | | | | | $ | 31,278 | | | | | | (-) | | | | | $ | 241,736 | | | | | | (-) | | | | | $ | 741,074 | | |
| Addition for the Service Cost attributable to services rendered during the FY | | | (+) | | | | $ | 318,437 | | | | | | (+) | | | | | $ | 329,717 | | | | | | (+) | | | | | $ | 289,369 | | | | | | (+) | | | | | $ | 99,175 | | | | | | (+) | | | | | $ | 157,331 | | | | | | (+) | | | | | $ | 123,685 | | | | | | (+) | | | | | $ | 173,112 | | | | | | (+) | | | | | $ | 212,540 | | |
| Addition for the prior Service Cost in respect of a plan amendment or initiation during the FY | | | (+) | | | | $ | 0 | | | | | | (+) | | | | | $ | 0 | | | | | | (+) | | | | | $ | 0 | | | | | | (+) | | | | | $ | 0 | | | | | | (+) | | | | | $ | 0 | | | | | | (+) | | | | | $ | 0 | | | | | | (+) | | | | | $ | 0 | | | | | | (+) | | | | | $ | 0 | | |
| Compensation Actually Paid | | | | | | | $ | 1,125,000 | | | | | | | | | | | $ | 3,407,020 | | | | | | | | | | | $ | 15,415,524 | | | | | | | | | | | $ | 14,852,971 | | | | | | | | | | | $ | 1,569,024 | | | | | | | | | | | $ | 1,166,702 | | | | | | | | | | | $ | 3,707,302 | | | | | | | | | | | $ | 5,525,436 | | |
| Absolute Total Shareholder Return (TSR) | |
| | |
| Relative Total Shareholder Return (rTSR) | |
| | | | ||
| ASC | | | Accounting Standards Codification | |
| AUD | | | Australian Dollar | |
| Board or Board of Directors | | | Board of Directors of Newmont | |
| BRG | | | Business Resource Group | |
| CACM | | | Consistently Applied Compensation Measure | |
| CCV | | | Critical Control Verification; delivery of a target number of fatality risk management-based verifications | |
| CD&A | | | Compensation Discussion & Analysis | |
| CEO | | | Chief Executive Officer | |
| CFO | | | Chief Financial Officer | |
| Committee | | | In the CD&A section, Leadership Development and Compensation Committee | |
| Company | | | Newmont and its consolidated subsidiaries; all reference to “we,” “us,” and “our” refer to the Company | |
| Compensation Peer Group | | | Peer group used for market comparisons, benchmarking, and setting executive and director compensation | |
| CPB Adjusted CSC/ | | | Company performance bonus adjusted non-GAAP measure of Cash Sustaining Costs per Gold Equivalent Ounce — see Annex A-2 for additional information | |
| CBP Adjusted Free Cash Flow | | | Company performance bonus adjusted non-GAAP measure to analyze cash flows generated from operations | |
| CBP Adjusted ROCE | | | Company performance bonus adjusted non-GAAP measure to analyze Return on Capital Employed | |
| DJSI | | | Dow Jones Sustainability Index | |
| DSU | | | Director Stock Units | |
| |||||
ELT | | | Executive Leadership Team | | |
| ESG | | | Environmental, Social and Governance | |
| |||||
FASB | | | Financial Accounting Standards Board |
| |||||
| FW Cook | | | Frederic W. Cook & Co., Inc.; Newmont LDCC’s independent compensation consultant | |
| GDX | | | VanEck Gold Miners exchange-traded fund | |
| ICMM | | | International Council on Mining and Metals | |
| LTI | | | Long-Term Incentive | |
| LTIP | | | Long-Term Incentive Program | |
| NEO | | | Named Executive Officer | |
| NYSE | | | New York Stock Exchange | |
| PBGC | | | Pension Benefit Guaranty Corporation | |
| PEO | | | Principal Executive Officer | |
| PEP | | | Pension Equalization Plan | |
| |||||
PSU | | | Performance Stock Unit | | |
| Relative TSR or rTSR | | | Percentile ranking against the TSR Peer Group of Newmont stock price appreciation, plus dividends paid | |
| Reserves | | | Number of gold ounces in reserve economically feasible to mine based on extensive drilling, sampling, mine modelling, and metallurgical testing — see Annex A-2 for additional information | |
| Resources | | | Number of gold ounces for which there are reasonable prospects for economic extraction — resources are not yet established to the level required for reserve reporting — see Annex A-2 for additional information | |
| RMS | | | Risk Management System | |
| RSU | | | Restricted Stock Unit | |
| S&P 500 | | | Standard and Poor’s 500 | |
| SEC | | | United States Securities and Exchange Commission | |
| SPEFR | | | Significant Potential Event Frequency Rate | |
| STI | | | Short-Term Incentive | |
| STIP | | | Short-Term Incentive Program annual cash bonus plan | |
| |||||
| TCFD | | | Task Force on Climate-related Financial Disclosures | |
| TSR | | | Total Shareholder Return | |
| TSR Peer Group | | | Peer group used to measure relative TSR performance within the performance share program | |
| TTDC | | | Total Target Direct Compensation | |
| USD | | | United States Dollar | |
| | FOR | | |
| | | The Board of Directors unanimously recommends that you vote FOR the ratification of Ernst and Young LLP as Newmont’s independent registered public accounting firm for the fiscal year ended December 31, | |
| | | 2022 | | 2021 | | | | 2023 | | 2022 | | ||||||||||||||||
| Audit Fees(1) | | | $ | 7,538,500 | | | | $ | 7,058,210 | | | Audit Fees(1) | | | $ | 12,669,000 | | | | $ | 7,538,500 | | | ||||
| Audit-Related Fees(2) | | | $ | 293,000 | | | | $ | 370,300 | | | Audit-Related Fees(2) | | | $ | 399,000 | | | | $ | 293,000 | | | ||||
| Tax Fees(3) | | | $ | 365,000 | | | | $ | 283,250 | | | Tax Fees(3) | | | $ | 299,000 | | | | $ | 365,000 | | | ||||
| All Other Fees(4) | | | $ | 27,000 | | | | $ | 21,000 | | | All Other Fees(4) | | | $ | 27,000 | | | | $ | 27,000 | | | ||||
| Total(5) | | | $ | 8,223,500 | | | | $ | 7,732,760 | | | Total(5) | | | $ | 13,394,000 | | | | $ | 8,223,500 | | |
| NAME OF BENEFICIAL OWNER | | COMMON STOCK | | RESTRICTED STOCK, RESTRICTED STOCK UNITS AND DIRECTOR STOCK UNITS(1)(2) | | OPTION SHARES(3) | | BENEFICIAL OWNERSHIP TOTAL(4) | | NAME OF BENEFICIAL OWNER | | COMMON STOCK | | RESTRICTED STOCK, RESTRICTED STOCK UNITS AND DIRECTOR STOCK UNITS(1)(2) | | OPTION SHARES(3) | | BENEFICIAL OWNERSHIP TOTAL(4) | | ||||||||||||||||||||||||||||||||
| Non-Employee Directors | | | | | | | | | | | | | | | | | | | | | | Non-Employee Directors | | | | | | | | | | | | | | | | | | | | | | ||||||||
| Patrick G. Awuah, Jr. | | | | — | | | | | 5,303 | | | | | — | | | | | 5,303 | | | PHILIP AIKEN AM | | | | 7,976 | | | | | 2,300 | | | | | — | | | | | 10,276 | | | ||||||||
| Gregory H. Boyce | | | | — | | | | | 33,648 | | | | | — | | | | | 33,648 | | | Patrick G. Awuah, Jr. | | | | — | | | | | 9,100 | | | | | — | | | | | 9,100 | | | ||||||||
| Bruce R. Brook | | | | 24,933 | | | | | 21,205 | | | | | — | | | | | 46,138 | | | Gregory H. Boyce | | | | — | | | | | 37,445 | | | | | — | | | | | 37,445 | | | ||||||||
| Maura J. Clark | | | | — | | | | | 7,912 | | | | | — | | | | | 7,912 | | | Bruce R. Brook | | | | 24,933 | | | | | 25,002 | | | | | — | | | | | 49,935 | | | ||||||||
| Emma FitzGerald | | | | — | | | | | 3,759 | | | | | — | | | | | 3,759 | | | Maura J. Clark | | | | — | | | | | 11,709 | | | | | — | | | | | 11,709 | | | ||||||||
| Mary A. Laschinger | | | | — | | | | | 3,759 | | | | | — | | | | | 3,759 | | | Emma FitzGerald | | | | — | | | | | 7,556 | | | | | — | | | | | 7,556 | | | ||||||||
| José Manuel Madero | | | | — | | | | | 5,303 | | | | | — | | | | | 5,303 | | | Mary A. Laschinger | | | | — | | | | | 7,556 | | | | | — | | | | | 7,556 | | | ||||||||
| René Médori | | | | — | | | | | 16,495 | | | | | — | | | | | 16,495 | | | SALLY-ANNE LAYMAN | | | | 4,204 | | | | | 2,300 | | | | | — | | | | | 6,504 | | | ||||||||
| Jane Nelson | | | | — | | | | | 46,138 | | | | | — | | | | | 46,138 | | | José Manuel Madero | | | | — | | | | | 9,100 | | | | | — | | | | | 9,100 | | | ||||||||
| Julio M. Quintana | | | | — | | | | | 33,648 | | | | | — | | | | | 33,648 | | | René Médori | | | | — | | | | | 20,292 | | | | | — | | | | | 20,292 | | | ||||||||
| Susan N. Story | | | | — | | | | | 6,788 | | | | | — | | | | | 6,788 | | | Jane Nelson | | | | — | | | | | 49,935 | | | | | — | | | | | 49,935 | | | ||||||||
| Named Executive Officers | | | | | | | | | | | | | | | | | | | | | | Julio M. Quintana | | | | — | | | | | 37,445 | | | | | — | | | | | 37,445 | | | ||||||||
| Tom Palmer | | | | 210,752 | | | | | 14,937 | | | | | — | | | | | 225,689 | | | Susan N. Story | | | | 51 | | | | | 10,585 | | | | | — | | | | | 10,636 | | | ||||||||
| Brian Tabolt | | | | 1,374 | | | | | 1,397 | | | | | — | | | | | 2,771 | | | Named Executive Officers | | | | | | | | | | | | | | | | | | | | | | ||||||||
| Robert Atkinson | | | | 48,978 | | | | | 5,035 | | | | | — | | | | | 54,013 | | | Tom Palmer | | | | 170,419 | | | | | 13,581 | | | | | — | | | | | 184,000 | | | ||||||||
| Nancy Lipson | | | | 24,138 | | | | | 2,517 | | | | | — | | | | | 26,655 | | | Karyn Ovelmen | | | | — | | | | | — | | | | | — | | | | | — | | | ||||||||
| Peter Toth | | | | 0 | | | | | 0 | | | | | — | | | | | 0 | | | Natascha Viljoen | | | | — | | | | | — | | | | | — | | | | | — | | | ||||||||
| Nancy Buese(5) | | | | 29,155 | | | | | 0 | | | | | — | | | | | 29,155 | | | Robert Atkinson | | | | 33,984 | | | | | 5,035 | | | | | — | | | | | 39,019 | | | ||||||||
| All Directors and executive officers as a group, including those named above (21 persons) | | | | 339,330 | | | | | 207,844 | | | | | — | | | | | 547,174 | | | Peter Toth | | | | 19,151 | | | | | — | | | | | — | | | | | 19,151 | | | ||||||||
| Brian Tabolt | | | | 8,345 | | | | | 1,397 | | | | | — | | | | | 9,742 | | | ||||||||||||||||||||||||||||||
| All Directors and executive officers as a group, including those named above (24 persons)(5) | | | | 388,978 | | | | | 258,450 | | | | | — | | | | | 647,428 | | |
| | | | Shares Beneficially Owned | | | | | SHARES BENEFICIALLY OWNED | | ||||||||||||||||||
| Name and Address of Beneficial Owner | | Number | | Percent | | NAME AND ADDRESS OF BENEFICIAL OWNER | | NUMBER | | PERCENT | | ||||||||||||||||
| BlackRock, Inc.(1) 55 East 52nd Street New York, NY 10055 | | | | 92,123,660 | | | | | 11.6% | | | BlackRock, Inc.(1) 50 Hudson Yards New York, NY 10001 | | | | 123,967,973 | | | | | 10.8% | | | ||||
| The Vanguard Group(2) 100 Vanguard Blvd. Malvern, PA 19355 | | | | 69,210,466 | | | | | 8.7% | | | The Vanguard Group(2) 100 Vanguard Blvd. Malvern, PA 19355 | | | | 124,407,515 | | | | | 10.79% | | | ||||
| State Street Corporation(3) One Lincoln Street Boston, MA 02111 | | | | 40,484,102 | | | | | 5.1% | | |
| | | If you received a Notice of Internet Availability of Proxy Materials, you can access our proxy materials and vote online. Instructions to vote online are provided in the Notice. Online Prior to the Annual Meeting — You may vote by proxy Online During the Annual Meeting — | | |
| | | By Telephone — You may vote your shares by calling the telephone number specified on your proxy card. You will need to follow the instructions on your proxy card and the voice prompts. The availability of phone voting may depend on the voting procedures of the organization that holds your shares. | | |
| | | By Mail — If you have received or requested a paper copy of the proxy materials, please date and sign the proxy card and return it promptly in the accompanying envelope. The availability of | |
| | | Online Prior to the Annual Meeting — You may instruct CDN and/or PNGCSD, as applicable, to vote on your behalf online at www.investorvote.com.au. The online system has easy-to-follow instructions on how you may instruct CDN and/or PNGCSD, as applicable, to vote in respect of your CDIs or PDIs and allows you to confirm that the system has properly recorded your instruction. If you submit a voting instruction in respect of your CDIs or PDIs online, you should have in hand when you submit your instruction the Notice of Internet Availability or the voting instruction form (for those CDI or PDI holders who have received a hard copy of the voting instruction form). For your vote to be effective it must be received by 5.00pm (Australian Eastern Standard Time) on Thursday, 18 April 2024. If you submit a voting instruction in respect of your CDIs or PDIs online, you do not need to return your voting instruction form to the Company. | | |
| | | By Mail Prior to the Annual Meeting — If you have received, by request, a hard copy of the voting instruction form, and wish to submit your voting instruction by mail, you should complete and return the voting instruction form to the Australian share registrar so that it is received by 5:00 p.m. (Australian Eastern Standard Time) on Thursday, April 18, 2024. The voting instruction form will contain detailed voting instructions and options for returning the hard copy form to the Australian share registrar. If you elect to return the form by mail, the Australian share registrar address is set out below: Computershare Investor Services Pty Limited GPO Box 242 Melbourne VIC 3001 Australia If you wish to instruct CDN and/or PNGCSD, as applicable, to vote on your behalf by mail, please contact Computershare Australia using the details on the Notice of Access Letter to request a hard copy of the voting instruction form to be sent to your registered address. | |
| PROPOSAL | | | VOTE REQUIRED | |
| Election of Directors | | | Majority of votes cast for each Nominee | |
| Advisory vote on the approval of executive compensation | | | Non-binding advisory vote — majority of stock present in person or by proxy and entitled to vote | |
| Ratification of appointment of independent registered public accounting firm for | | | Majority | |
|
| | | | YEAR ENDED DECEMBER 31, 2022 | | |||
| Net income (loss) attributable to Newmont stockholders | | | | $ | (429) | | |
| Net income (loss) attributable to noncontrolling interests | | | | | 60 | | |
| Net (income) loss from discontinued operations(1) | | | | | (30) | | |
| Equity loss (income) of affiliates | | | | | (107) | | |
| Income and mining tax expense (benefit) | | | | | 455 | | |
| Depreciation and amortization | | | | | 2,185 | | |
| Interest expense, net | | | | $ | 227 | | |
| EBITDA | | | | | 2,361 | | |
| Depreciation and amortization | | | | $ | 2,185 | | |
| EBIT | | | | | 176 | | |
| Adjustments: | | | | | | | |
| Impairment charges(2) | | | | | 1,320 | | |
| Reclamation and remediation charges(3) | | | | | 713 | | |
| Pension settlements(4) | | | | | 137 | | |
| Change in fair value of investments(5) | | | | | 46 | | |
| Gain on asset and investment sales(6) | | | | | (35) | | |
| Settlement costs(7) | | | | | 22 | | |
| Restructuring and severance(8) | | | | | 4 | | |
| COVID-19 specific costs(9) | | | | | 3 | | |
| Other(10) | | | | $ | (21) | | |
| Adjusted EBIT | | | | | 2,365 | | |
| 2022 Allowable Adjustments(11) | | | | $ | (428) | | |
| CPB ADJUSTED EBIT | | | | | 1,938 | | |
| 12 month trailing CPB ADJUSTED EBIT | | | | $ | 1,938 | | |
| | | YEAR ENDED DECEMBER 31, 2022 | | YEAR ENDED DECEMBER 31, 2021 | | | | YEAR ENDED DECEMBER 31, 2023 | | ||||||||||||
| Newmont stockholders’ equity | | | | 19,354 | | | | | 22,022 | | | Net cash provided by (used in) operating activities | | | $ | 2,763 | | | |||
| Noncontrolling interests | | | | 179 | | | | | (209) | | | Less: Net cash used in (provided by) operating activities of discontinued operations | | | | (9) | | | |||
| Total debt and lease and other financing obligations(12)(13) | | | | 6,132 | | | | | 6,302 | | | Net cash provided by (used in) operating activities of continuing operations | | | $ | 2,754 | | | |||
| Total Capital | | | | 25,665 | | | | | 28,115 | | | Less: Additions to property, plant and mine development | | | | (2,666) | | | |||
| Less: Cash and cash equivalents | | | | 2,877 | | | | | 4,992 | | | Free Cash Flow | | | $ | 88 | | | |||
| Capital employed | | | | 22,788 | | | | | 23,123 | | | 2023 Allowable Adjustments(1) | | | | 491 | | | |||
| 2022 Allowable Adjustments(11) | | | | (7,685) | | | | | (7,733) | | | CPB Attributable Adjusted FCF | | | $ | 579 | | | |||
| CPB Capital Employed | | | | 15,102 | | | | | 15,390 | | | ||||||||||
| Average capital employed | | | | 15,246 | | | | | 16,308 | | | ||||||||||
| 12 month trailing CPB ADJUSTED EBIT divided by Average Capital Employed (ROCE) | | | | 12.7% | | | | | | | |
| | | | YEAR ENDED DECEMBER 31, 2023 | | |||
| Costs Applicable to Sales(1)(2)(3) | | | | $ | 6,699 | | |
| Reclamation costs(4) | | | | | 224 | | |
| Advanced projects, research and development and exploration(5) | | | | | 212 | | |
| General and administrative | | | | | 299 | | |
| Other expense, net(6) | | | | | 21 | | |
| Treatment and refining costs | | | | | 169 | | |
| Sustaining capital and lease related costs(7)(8) | | | | | 1,617 | | |
| All-in sustaining costs | | | | $ | 9,241 | | |
| Write-downs of inventory and stockpiles and ore on leach pads | | | | | (30) | | |
| Cash sustaining costs | | | | $ | 9,209 | | |
| 2023 Allowable Adjustments(9) | | | | | (2,265) | | |
| CPB Adjusted Cash Sustaining Costs | | | | | 6,944 | | |
| Gold Equivalent Ounces Produced(10) | | | | | 6,292 | | |
| 2023 Allowable Adjustments(9) | | | | | (1,596) | | |
| CPB adjusted Gold Equivalent Ounces Produced | | | | | 4,696 | | |
| CPB adjusted CSC per GEO(11) | | | | $ | 1,479 | | |
| | | | YEAR ENDED DECEMBER 31, 2022 | | |||
| Net income (loss) attributable to Newmont stockholders | | | | $ | (429) | | |
| Net income (loss) attributable to noncontrolling interests | | | | | 60 | | |
| Net (income) loss from discontinued operations(1) | | | | | (30) | | |
| Equity loss (income) of affiliates | | | | | (107) | | |
| Income and mining tax expense (benefit) | | | | | 455 | | |
| Depreciation and amortization | | | | | 2,185 | | |
| Interest expense, net | | | | | 227 | | |
| EBITDA | | | | $ | 2,361 | | |
| Adjustments: | | | | | | | |
| Impairment charges(2) | | | | | 1,320 | | |
| Reclamation and remediation charges(3) | | | | | 713 | | |
| Pension settlements(4) | | | | | 137 | | |
| Change in fair value of investments(5) | | | | | 46 | | |
| Gain on asset and investment sales(6) | | | | | (35) | | |
| Settlement costs(7) | | | | | 22 | | |
| Restructuring and severance(8) | | | | | 4 | | |
| COVID-19 specific costs(9) | | | | | 3 | | |
| Other(10) | | | | | (21) | | |
| Adjusted EBITDA | | | | $ | 4,550 | | |
| 2022 Allowable Adjustments(11) | | | | | (988) | | |
| CPB ATTRIBUTABLE ADJUSTED EBITDA | | | | | 3,562 | | |
| | | | YEAR ENDED DECEMBER 31, 2022 | | |||
| Costs Applicable to Sales(1)(2)(3)(4) | | | | $ | 6,468 | | |
| Reclamation costs(5) | | | | | 171 | | |
| Advanced projects, research and development and exploration(6) | | | | | 185 | | |
| General and administrative | | | | | 276 | | |
| Other expense, net(7)(8) | | | | | 53 | | |
| Treatment and refining costs | | | | | 183 | | |
| Sustaining capital and lease related costs(9)(10) | | | | | 1,123 | | |
| All-in sustaining costs | | | | $ | 8,459 | | |
| Write-downs of inventory and stockpiles and ore on leach pads | | | | | (89) | | |
| Cash sustaining costs | | | | $ | 8,369 | | |
| 2022 Allowable Adjustments(13) | | | | | (1,442) | | |
| CPB Adjusted Cash Sustaining Costs | | | | | 6,927 | | |
| Gold Equivalent Ounces Produced(11)(12) | | | | | 7,061 | | |
| 2022 Allowable Adjustments(13) | | | | | (1,169) | | |
| CPB adjusted Gold Equivalent Ounces Produced | | | | | 5,893 | | |
| CPB adjusted CSC per GEO | | | | $ | 1,176 | | |
| | | | Year Ended December 31, | | | | | Year Ended December 31, | | ||||||||||||||||||||||||||||||
| | | 2022 | | 2021 | | 2020 | | | | 2023 | | 2022 | | 2021 | | ||||||||||||||||||||||||
| Net income (loss) attributable to Newmont stockholders | | | $ | (429) | | | | $ | 1,166 | | | | $ | 2,829 | | | Net income (loss) attributable to Newmont stockholders | | | $ | (2,494) | | | | $ | (429) | | | | $ | 1,166 | | | ||||||
| Net income (loss) attributable to noncontrolling interests | | | | 60 | | | | | (933) | | | | | (38) | | | Net income (loss) attributable to noncontrolling interests | | | | 27 | | | | | 60 | | | | | (933) | | | ||||||
| Net (income) loss from discontinued operations(1) | | | | (30) | | | | | (57) | | | | | (163) | | | Net (income) loss from discontinued operations(1) | | | | (27) | | | | | (30) | | | | | (57) | | | ||||||
| Equity loss (income) of affiliates | | | | (107) | | | | | (166) | | | | | (189) | | | Equity loss (income) of affiliates | | | | (63) | | | | | (107) | | | | | (166) | | | ||||||
| Income and mining tax expense (benefit) | | | | 455 | | | | | 1,098 | | | | | 704 | | | Income and mining tax expense (benefit) | | | | 526 | | | | | 455 | | | | | 1,098 | | | ||||||
| Depreciation and amortization | | | | 2,185 | | | | | 2,323 | | | | | 2,300 | | | Depreciation and amortization | | | | 2,108 | | | | | 2,185 | | | | | 2,323 | | | ||||||
| Interest expense, net | | | | 227 | | | | | 274 | | | | | 308 | | | Interest expense, net | | | | 243 | | | | | 227 | | | | | 274 | | | ||||||
| EBITDA | | | $ | 2,361 | | | | $ | 3,705 | | | | $ | 5,751 | | | EBITDA | | | $ | 320 | | | | $ | 2,361 | | | | $ | 3,705 | | | ||||||
| Adjustments: | | | | | | | | | | | | | | | | | Adjustments: | | | | | | | | | | | | | | | | | ||||||
| Impairment charges(2) | | | $ | 1,320 | | | | $ | 25 | | | | $ | 49 | | | Impairment charges(2) | | | $ | 1,891 | | | | $ | 1,320 | | | | $ | 25 | | | ||||||
| Reclamation and remediation charges(3) | | | | 713 | | | | | 1,696 | | | | | 213 | | | Reclamation and remediation charges(3) | | | | 1,260 | | | | | 713 | | | | | 1,696 | | | ||||||
| Pension settlements(4) | | | | 137 | | | | | 4 | | | | | 92 | | | Newcrest transaction and integration costs(4) | | | | 464 | | | | | — | | | | | — | | | ||||||
| Change in fair value of investments(5) | | | | 46 | | | | | 135 | | | | | (252) | | | (Gain) loss on asset and investment sales(5) | | | | 197 | | | | | (35) | | | | | (212) | | | ||||||
| Gain on asset and investment sales(6) | | | | (35) | | | | | (212) | | | | | (677) | | | Change in fair value of investments(6) | | | | 47 | | | | | 46 | | | | | 135 | | | ||||||
| Settlement costs(7) | | | | 22 | | | | | 11 | | | | | 58 | | | Restructuring and severance(7) | | | | 24 | | | | | 4 | | | | | 11 | | | ||||||
| Restructuring and severance(8) | | | | 4 | | | | | 11 | | | | | 18 | | | Pension settlements(8) | | | | 9 | | | | | 137 | | | | | 4 | | | ||||||
| COVID-19 specific costs(9) | | | | 3 | | | | | 5 | | | | | 92 | | | Settlement costs(9) | | | | 7 | | | | | 22 | | | | | 11 | | | ||||||
| Loss on assets held for sale(10) | | | | — | | | | | 571 | | | | | — | | | COVID-19 specific costs(10) | | | | 1 | | | | | 3 | | | | | 5 | | | ||||||
| Loss on debt extinguishment(11) | | | | — | | | | | 11 | | | | | 77 | | | Loss on assets held for sale(11) | | | | — | | | | | — | | | | | 571 | | | ||||||
| Impairment of investments(12) | | | | — | | | | | 1 | | | | | 93 | | | Loss on debt extinguishment(12) | | | | — | | | | | — | | | | | 11 | | | ||||||
| Goldcorp transaction and integration costs(13) | | | | — | | | | | — | | | | | 23 | | | Impairment of investments(13) | | | | — | | | | | — | | | | | 1 | | | ||||||
| Other(14) | | | | (21) | | | | | — | | | | | — | | | Other(14) | | | | (5) | | | | | (21) | | | | | — | | | ||||||
| Adjusted EBITDA(15) | | | $ | 4,550 | | | | $ | 5,963 | | | | $ | 5,537 | | | Adjusted EBITDA | | | $ | 4,215 | | | | $ | 4,550 | | | | $ | 5,963 | | |
| | | | Year Ended December 31, 2022 | | | | | Year Ended December 31, 2023 | | ||||||||||||||||||||||||||||||
| | | | | | | | | per share data(1) | | | | | | | | | | per share data(1) | | ||||||||||||||||||||
| | | | | | | | | basic | | diluted | | | | | | | | | | basic | | diluted | | ||||||||||||||||
| Net income (loss) attributable to Newmont stockholders | | | $ | (429) | | | | $ | (0.54) | | | | $ | (0.54) | | | Net income (loss) attributable to Newmont stockholders | | | $ | (2,494) | | | | $ | (2.97) | | | | $ | (2.97) | | | ||||||
| Net loss (income) attributable to Newmont stockholders from discontinued operations(2) | | | | (30) | | | | | (0.04) | | | | | (0.04) | | | Net loss (income) attributable to Newmont stockholders from discontinued operations(2) | | | | (27) | | | | | (0.03) | | | | | (0.03) | | | ||||||
| Net income (loss) attributable to Newmont stockholders from continuing operations(3) | | | | (459) | | | | | (0.58) | | | | | (0.58) | | | Net income (loss) attributable to Newmont stockholders from continuing operations(3) | | | | (2,521) | | | | | (3.00) | | | | | (3.00) | | | ||||||
| Impairment charges(4) | | | | 1,320 | | | | | 1.66 | | | | | 1.66 | | | Impairment charges, net(4) | | | | 1,888 | | | | | 2.25 | | | | | 2.25 | | | ||||||
| Reclamation and remediation charges(5) | | | | 713 | | | | | 0.90 | | | | | 0.90 | | | Reclamation and remediation charges(5) | | | | 1,260 | | | | | 1.50 | | | | | 1.50 | | | ||||||
| Pension settlements(6) | | | | 137 | | | | | 0.17 | | | | | 0.17 | | | Newcrest transaction and integration costs(6) | | | | 464 | | | | | 0.56 | | | | | 0.56 | | | ||||||
| Change in fair value of investments(7) | | | | 46 | | | | | 0.06 | | | | | 0.06 | | | (Gain) loss on asset and investment sales(7) | | | | 197 | | | | | 0.23 | | | | | 0.23 | | | ||||||
| Gain on asset and investment sales(8) | | | | (35) | | | | | (0.04) | | | | | (0.04) | | | Change in fair value of investments(8) | | | | 47 | | | | | 0.05 | | | | | 0.05 | | | ||||||
| Settlement costs(9) | | | | 22 | | | | | 0.03 | | | | | 0.03 | | | Restructuring and severance(9) | | | | 24 | | | | | 0.03 | | | | | 0.03 | | | ||||||
| Restructuring and severance(10) | | | | 4 | | | | | 0.01 | | | | | 0.01 | | | Pension settlements(10) | | | | 9 | | | | | 0.01 | | | | | 0.01 | | | ||||||
| COVID-19 specific costs(11) | | | | 3 | | | | | — | | | | | — | | | Settlement costs(11) | | | | 7 | | | | | 0.01 | | | | | 0.01 | | | ||||||
| Other(12) | | | | (21) | | | | | (0.03) | | | | | (0.03) | | | COVID-19 specific costs(12) | | | | 1 | | | | | — | | | | | — | | | ||||||
| Tax effect of adjustments(13) | | | | (344) | | | | | (0.44) | | | | | (0.44) | | | Other(13) | | | | (5) | | | | | — | | | | | — | | | ||||||
| Valuation allowance and other tax adjustments, net(14) | | | | 82 | | | | | 0.11 | | | | | 0.11 | | | Tax effect of adjustments(14) | | | | (613) | | | | | (0.73) | | | | | (0.73) | | | ||||||
| Adjusted net income (loss) | | | $ | 1,468 | | | | $ | 1.85 | | | | $ | 1.85 | | | Valuation allowance and other tax adjustments, net(15) | | | | 566 | | | | | 0.66 | | | | | 0.66 | | | ||||||
| Weighted average common shares (millions):(3) | | | | | | | | | 794 | | | | | 795 | | | Adjusted net income (loss) | | | $ | 1,324 | | | | $ | 1.57 | | | | $ | 1.57 | | | ||||||
| Weighted average common shares (millions):(3) | | | | | | | | | 841 | | | | | 841 | | |
| | | | Year Ended December 31, 2021 | | |||||||||||||||
| | | | | | | | | | per share data(1) | | |||||||||
| | | | | | | | | | basic | | | diluted | | ||||||
| Net income (loss) attributable to Newmont stockholders | | | | $ | 1,166 | | | | | $ | 1.46 | | | | | $ | 1.46 | | |
| Net loss (income) attributable to Newmont stockholders from discontinued operations(2) | | | | | (57) | | | | | | (0.07) | | | | | | (0.07) | | |
| Net income (loss) attributable to Newmont stockholders from continuing operations | | | | | 1,109 | | | | | | 1.39 | | | | | | 1.39 | | |
| Reclamation and remediation charges, net(3) | | | | | 983 | | | | | | 1.23 | | | | | | 1.23 | | |
| Loss on assets held for sale, net(4) | | | | | 372 | | | | | | 0.47 | | | | | | 0.46 | | |
| Gain on asset and investment sales(5) | | | | | (212) | | | | | | (0.27) | | | | | | (0.27) | | |
| Change in fair value of investments(6) | | | | | 135 | | | | | | 0.17 | | | | | | 0.17 | | |
| Impairment charges(7) | | | | | 25 | | | | | | 0.03 | | | | | | 0.03 | | |
| Loss on debt extinguishment(8) | | | | | 11 | | | | | | 0.01 | | | | | | 0.01 | | |
| Settlement costs(9) | | | | | 11 | | | | | | 0.01 | | | | | | 0.01 | | |
| Restructuring and severance, net(10) | | | | | 9 | | | | | | 0.01 | | | | | | 0.01 | | |
| COVID-19 specific costs(11) | | | | | 5 | | | | | | — | | | | | | — | | |
| Pension settlement(12) | | | | | 4 | | | | | | — | | | | | | — | | |
| Impairment of investments(13) | | | | | 1 | | | | | | — | | | | | | — | | |
| Tax effect of adjustments(14) | | | | | (413) | | | | | | (0.51) | | | | | | (0.51) | | |
| Valuation allowance and other tax adjustments, net(15) | | | | | 331 | | | | | | 0.43 | | | | | | 0.43 | | |
| Adjusted net income (loss)(16) | | | | $ | 2,371 | | | | | $ | 2.97 | | | | | $ | 2.96 | | |
| Weighted average common shares (millions):(17) | | | | | | | | | | | 799 | | | | | | 801 | | |
| | | | Year Ended December 31, 2020 | | |||||||||||||||
| | | | | | | | | | per share data(1) | | |||||||||
| | | | | | | | | | basic | | | diluted | | ||||||
| Net income (loss) attributable to Newmont stockholders | | | | $ | 2,829 | | | | | $ | 3.52 | | | | | $ | 3.51 | | |
| Net loss (income) attributable to Newmont stockholders from discontinued operations(2) | | | | | (163) | | | | | | (0.20) | | | | | | (0.20) | | |
| Net income (loss) attributable to Newmont stockholders from continuing operations | | | | | 2,666 | | | | | | 3.32 | | | | | | 3.31 | | |
| Gain on asset and investment sales(3) | | | | | (677) | | | | | | (0.84) | | | | | | (0.84) | | |
| Change in fair value of investments(4) | | | | | (252) | | | | | | (0.31) | | | | | | (0.31) | | |
| Reclamation and remediation charges, net(5) | | | | | 160 | | | | | | 0.20 | | | | | | 0.20 | | |
| Impairment of investments(6) | | | | | 93 | | | | | | 0.11 | | | | | | 0.11 | | |
| Pension settlement(7) | | | | | 92 | | | | | | 0.11 | | | | | | 0.11 | | |
| COVID-19 specific costs, net(8) | | | | | 84 | | | | | | 0.10 | | | | | | 0.10 | | |
| Loss on debt extinguishment(9) | | | | | 77 | | | | | | 0.09 | | | | | | 0.09 | | |
| Settlement costs, net(10) | | | | | 55 | | | | | | 0.07 | | | | | | 0.07 | | |
| Impairment charges(11) | | | | | 49 | | | | | | 0.06 | | | | | | 0.06 | | |
| Goldcorp transaction and integration costs(12) | | | | | 23 | | | | | | 0.03 | | | | | | 0.03 | | |
| Restructuring and severance, net(13) | | | | | 17 | | | | | | 0.02 | | | | | | 0.02 | | |
| Tax effect of adjustments(14) | | | | | 62 | | | | | | 0.08 | | | | | | 0.08 | | |
| Valuation allowance and other tax adjustments, net(15) | | | | | (309) | | | | | | (0.38) | | | | | | (0.37) | | |
| Adjusted net income (loss)(16) | | | | $ | 2,140 | | | | | $ | 2.66 | | | | | $ | 2.66 | | |
| Weighted average common shares (millions):(17) | | | | | | | | | | | 804 | | | | | | 806 | | |
| | | | Year Ended December 31, | | | | | Year Ended December 31, | | ||||||||||||||||||||||||||||||
| | | | 2022 | | 2021 | | 2020 | | | | | 2023 | | 2022 | | 2021 | | ||||||||||||||||||||||
| Net cash provided by (used in) operating activities | | | $ | 3,220 | | | | $ | 4,279 | | | | $ | 4,882 | | | Net cash provided by (used in) operating activities | | | $ | 2,763 | | | | $ | 3,220 | | | | $ | 4,279 | | | ||||||
| Less: Net cash used in (provided by) operating activities of discontinued operations | | | | (22) | | | | | (13) | | | | | 8 | | | Less: Net cash used in (provided by) operating activities of discontinued operations | | | | (9) | | | | | (22) | | | | | (13) | | | ||||||
| Net cash provided by (used in) operating activities of continuing operations | | | | 3,198 | | | | | 4,266 | | | | | 4,890 | | | Net cash provided by (used in) operating activities of continuing operations | | | | 2,754 | | | | | 3,198 | | | | | 4,266 | | | ||||||
| Less: Additions to property, plant and mine development | | | | (2,131) | | | | | (1,653) | | | | | (1,302) | | | Less: Additions to property, plant and mine development | | | | (2,666) | | | | | (2,131) | | | | | (1,653) | | | ||||||
| Free Cash Flow | | | $ | 1,067 | | | | $ | 2,613 | | | | $ | 3,588 | | | Free Cash Flow | | | $ | 88 | | | | $ | 1,067 | | | | $ | 2,613 | | | ||||||
| Net cash provided by (used in) investing activities(1) | | | $ | (2,983) | | | | $ | (1,868) | | | | $ | 91 | | | Net cash provided by (used in) investing activities(1) | | | $ | (1,002) | | | | $ | (2,983) | | | | $ | (1,868) | | | ||||||
| Net cash provided by (used in) financing activities | | | $ | (2,356) | | | | $ | (2,958) | | | | $ | (1,680) | | | Net cash provided by (used in) financing activities | | | $ | (1,603) | | | | $ | (2,356) | | | | $ | (2,958) | | |
| | | | At December 31, 2023 | | | At December 31, 2022 | | ||||||
| Debt | | | | $ | 8,874 | | | | | $ | 5,571 | | |
| Lease and other financing obligations | | | | | 562 | | | | | | 561 | | |
| Less: Cash and cash equivalents | | | | | (3,002) | | | | | | (2,877) | | |
| Less: Time deposits(1) | | | | | — | | | | | | (829) | | |
| Net debt | | | | $ | 6,434 | | | | | $ | 2,426 | | |
| | | | Gold(1) | | | GEO(2) | | ||||||||||||||||||||||||||||||
| | | | Year Ended December 31, | | | Year Ended December 31, | | ||||||||||||||||||||||||||||||
| | | | 2023 | | | 2022 | | | 2021 | | | 2023 | | | 2022 | | | 2021 | | ||||||||||||||||||
| Costs applicable to sales(3) | | | | $ | 5,689 | | | | | $ | 5,423 | | | | | $ | 4,628 | | | | | $ | 1,010 | | | | | $ | 1,045 | | | | | $ | 807 | | |
| Gold/GEO sold (thousand ounces)(4) | | | | | 5,420 | | | | | | 5,812 | | | | | | 5,897 | | | | | | 896 | | | | | | 1,275 | | | | | | 1,258 | | |
| Costs applicable to sales per ounce(5) | | | | $ | 1,050 | | | | | $ | 933 | | | | | $ | 785 | | | | | $ | 1,127 | | | | | $ | 819 | | | | | $ | 640 | | |
| Year Ended December 31, 2022 | | Costs Applicable to Sales(1)(2)(3) | | Reclamation Costs(4) | | Advanced Projects, Research and Development and Exploration(5) | | General and Administrative | | Other Expense, Net(6)(7) | | Treatment and Refining Costs | | Sustaining Capital and Lease Related Costs(8)(9) | | All-In Sustaining Costs | | Ounces (000) Sold | | All-In Sustaining Costs Per oz.(11) | | Year Ended December 31, 2023 | | Costs Applicable to Sales(1)(2)(3) | | Reclamation Costs(4) | | Advanced Projects, Research and Development and Exploration(5) | | General and Administrative | | Other Expense, Net(6) | | Treatment and Refining Costs | | Sustaining Capital and Lease Related Costs(7)(8) | | All-In Sustaining Costs | | Ounces (000) Sold | | All-In Sustaining Costs per Ounce(9) | | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Gold | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Gold | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | ||||||||||||||||||||
| CC&V | | | $ | 241 | | | | $ | 16 | | | | $ | 10 | | | | $ | — | | | | $ | 3 | | | | $ | — | | | | $ | 45 | | | | $ | 315 | | | | | 185 | | | | $ | 1,697 | | | CC&V | | | $ | 198 | | | | $ | 10 | | | | $ | 10 | | | | $ | — | | | | $ | 2 | | | | $ | — | | | | $ | 62 | | | | $ | 282 | | | | | 171 | | | | $ | 1,644 | | | ||||||||||||||||||||
| Musselwhite | | | | 195 | | | | | 5 | | | | | 8 | | | | | — | | | | | 1 | | | | | — | | | | | 53 | | | | | 262 | | | | | 172 | | | | | 1,531 | | | Musselwhite | | | | 214 | | | | | 5 | | | | | 10 | | | | | — | | | | | — | | | | | — | | | | | 104 | | | | | 333 | | | | | 181 | | | | | 1,843 | | | ||||||||||||||||||||
| Porcupine | | | | 281 | | | | | 6 | | | | | 11 | | | | | — | | | | | — | | | | | — | | | | | 52 | | | | | 350 | | | | | 280 | | | | | 1,248 | | | Porcupine | | | | 301 | | | | | 23 | | | | | 12 | | | | | — | | | | | — | | | | | — | | | | | 71 | | | | | 407 | | | | | 258 | | | | | 1,577 | | | ||||||||||||||||||||
| Éléonore | | | | 266 | | | | | 9 | | | | | 5 | | | | | — | | | | | 3 | | | | | — | | | | | 63 | | | | | 346 | | | | | 217 | | | | | 1,599 | | | Éléonore | | | | 295 | | | | | 9 | | | | | 10 | | | | | — | | | | | — | | | | | — | | | | | 114 | | | | | 428 | | | | | 233 | | | | | 1,838 | | | ||||||||||||||||||||
| Peñasquito(10) | | | | 442 | | | | | 10 | | | | | 4 | | | | | 1 | | | | | 3 | | | | | 23 | | | | | 72 | | | | | 555 | | | | | 573 | | | | | 968 | | | Red Chris(10) | | | | 4 | | | | | — | | | | | — | | | | | — | | | | | — | | | | | — | | | | | 2 | | | | | 6 | | | | | 4 | | | | | 1,439 | | | ||||||||||||||||||||
| Other North America | | | | — | | | | | — | | | | | 1 | | | | | 6 | | | | | 1 | | | | | — | | | | | — | | | | | 8 | | | | | — | | | | | — | | | Brucejack(10) | | | | 69 | | | | | — | | | | | 7 | | | | | — | | | | | 1 | | | | | 3 | | | | | 16 | | | | | 96 | | | | | 36 | | | | | 2,646 | | | ||||||||||||||||||||
| North America | | | | 1,425 | | | | | 46 | | | | | 39 | | | | | 7 | | | | | 11 | | | | | 23 | | | | | 285 | | | | | 1,836 | | | | | 1,427 | | | | | 1,287 | | | Peñasquito | | | | 158 | | | | | 7 | | | | | 1 | | | | | — | | | | | 2 | | | | | 9 | | | | | 29 | | | | | 206 | | | | | 130 | | | | | 1,590 | | | ||||||||||||||||||||
| Yanacocha | | | | 313 | | | | | 19 | | | | | 2 | | | | | 1 | | | | | 11 | | | | | — | | | | | 23 | | | | | 369 | | | | | 250 | | | | | 1,477 | | | Merian | | | | 385 | | | | | 7 | | | | | 14 | | | | | — | | | | | — | | | | | 1 | | | | | 85 | | | | | 492 | | | | | 319 | | | | | 1,541 | | | ||||||||||||||||||||
| Merian | | | | 369 | | | | | 6 | | | | | 11 | | | | | — | | | | | 2 | | | | | — | | | | | 57 | | | | | 445 | | | | | 403 | | | | | 1,105 | | | Cerro Negro | | | | 328 | | | | | 5 | | | | | 5 | | | | | — | | | | | 5 | | | | | — | | | | | 51 | | | | | 394 | | | | | 261 | | | | | 1,509 | | | ||||||||||||||||||||
| Cerro Negro | | | | 283 | | | | | 5 | | | | | 1 | | | | | 2 | | | | | 10 | | | | | — | | | | | 54 | | | | | 355 | | | | | 281 | | | | | 1,262 | | | Yanacocha | | | | 294 | | | | | 24 | | | | | 7 | | | | | — | | | | | — | | | | | — | | | | | 24 | | | | | 349 | | | | | 275 | | | | | 1,266 | | | ||||||||||||||||||||
| Other South America | | | | — | | | | | — | | | | | — | | | | | 9 | | | | | — | | | | | — | | | | | — | | | | | 9 | | | | | — | | | | | — | | | Boddington | | | | 634 | | | | | 17 | | | | | 5 | | | | | — | | | | | — | | | | | 18 | | | | | 125 | | | | | 799 | | | | | 749 | | | | | 1,067 | | | ||||||||||||||||||||
| South America | | | | 965 | | | | | 30 | | | | | 14 | | | | | 12 | | | | | 23 | | | | | — | | | | | 134 | | | | | 1,178 | | | | | 934 | | | | | 1,262 | | | Tanami | | | | 337 | | | | | 3 | | | | | 1 | | | | | — | | | | | — | | | | | — | | | | | 130 | | | | | 471 | | | | | 444 | | | | | 1,060 | | | ||||||||||||||||||||
| Boddington | | | | 652 | | | | | 17 | | | | | 5 | | | | | — | | | | | 2 | | | | | 16 | | | | | 56 | | | | | 748 | | | | | 813 | | | | | 921 | | | Cadia(10) | | | | 129 | | | | | — | | | | | 1 | | | | | — | | | | | — | | | | | 6 | | | | | 16 | | | | | 152 | | | | | 120 | | | | | 1,271 | | | ||||||||||||||||||||
| Tanami | | | | 328 | | | | | 2 | | | | | 7 | | | | | — | | | | | 6 | | | | | — | | | | | 124 | | | | | 467 | | | | | 486 | | | | | 960 | | | Telfer(10) | | | | 126 | | | | | — | | | | | 2 | | | | | — | | | | | — | | | | | 3 | | | | | 2 | | | | | 133 | | | | | 67 | | | | | 1,988 | | | ||||||||||||||||||||
| Other Australia | | | | — | | | | | — | | | | | 2 | | | | | 8 | | | | | — | | | | | — | | | | | 9 | | | | | 19 | | | | | — | | | | | — | | | Lihir(10) | | | | 146 | | | | | — | | | | | 2 | | | | | — | | | | | — | | | | | — | | | | | 51 | | | | | 199 | | | | | 131 | | | | | 1,517 | | | ||||||||||||||||||||
| Australia | | | | 980 | | | | | 19 | | | | | 14 | | | | | 8 | | | | | 8 | | | | | 16 | | | | | 189 | | | | | 1,234 | | | | | 1,299 | | | | | 950 | | | Ahafo | | | | 547 | | | | | 20 | | | | | 2 | | | | | — | | | | | 2 | | | | | — | | | | | 135 | | | | | 706 | | | | | 578 | | | | | 1,222 | | | ||||||||||||||||||||
| Ahafo | | | | 566 | | | | | 11 | | | | | 5 | | | | | — | | | | | 2 | | | | | — | | | | | 90 | | | | | 674 | | | | | 572 | | | | | 1,178 | | | Akyem | | | | 275 | | | | | 44 | | | | | 1 | | | | | — | | | | | — | | | | | — | | | | | 37 | | | | | 357 | | | | | 296 | | | | | 1,210 | | | ||||||||||||||||||||
| Akyem | | | | 334 | | | | | 35 | | | | | 2 | | | | | — | | | | | 1 | | | | | — | | | | | 32 | | | | | 404 | | | | | 415 | | | | | 972 | | | NGM | | | | 1,249 | | | | | 17 | | | | | 13 | | | | | 11 | | | | | 2 | | | | | 6 | | | | | 332 | | | | | 1,630 | | | | | 1,167 | | | | | 1,397 | | | ||||||||||||||||||||
| Other Africa | | | | — | | | | | — | | | | | 3 | | | | | 9 | | | | | 1 | | | | | — | | | | | 3 | | | | | 16 | | | | | — | | | | | — | | | Corporate and Other(11) | | | | — | | | | | — | | | | | 89 | | | | | 255 | | | | | 6 | | | | | — | | | | | 37 | | | | | 387 | | | | | — | | | | | — | | | ||||||||||||||||||||
| Africa | | | | 900 | | | | | 46 | | | | | 10 | | | | | 9 | | | | | 4 | | | | | — | | | | | 125 | | | | | 1,094 | | | | | 987 | | | | | 1,108 | | | Total Gold | | | $ | 5,689 | | | | $ | 191 | | | | $ | 192 | | | | $ | 266 | | | | $ | 20 | | | | $ | 46 | | | | $ | 1,423 | | | | $ | 7,827 | | | | | 5,420 | | | | $ | 1,444 | | | ||||||||||||||||||||
| NGM | | | | 1,153 | | | | | 9 | | | | | 15 | | | | | 10 | | | | | — | | | | | 4 | | | | | 230 | | | | | 1,421 | | | | | 1,165 | | | | | 1,220 | | | Gold equivalent ounces – other metals(12) | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |||||||||||||||||||||||||
| Nevada | | | | 1,153 | | | | | 9 | | | | | 15 | | | | | 10 | | | | | — | | | | | 4 | | | | | 230 | | | | | 1,421 | | | | | 1,165 | | | | | 1,220 | | | Red Chris(10) | | | $ | 17 | | | | $ | — | | | | $ | — | | | | $ | — | | | | $ | — | | | | $ | 3 | | | | $ | 7 | | | | $ | 27 | | | | | 16 | | | | $ | 1,660 | | | ||||||||||||||||||||
| Corporate and Other | | | | — | | | | | — | | | | | 70 | | | | | 192 | | | | | 1 | | | | | — | | | | | 12 | | | | | 275 | | | | | — | | | | | — | | | Peñasquito | | | | 651 | | | | | 30 | | | | | 5 | | | | | 1 | | | | | 1 | | | | | 82 | | | | | 120 | | | | | 890 | | | | | 507 | | | | | 1,756 | | | ||||||||||||||||||||
| Total Gold | | | $ | 5,423 | | | | $ | 150 | | | | $ | 162 | | | | $ | 238 | | | | $ | 47 | | | | $ | 43 | | | | $ | 975 | | | | $ | 7,038 | | | | | 5,812 | | | | $ | 1,211 | | | Boddington | | | | 204 | | | | | 3 | | | | | 1 | | | | | — | | | | | — | | | | | 15 | | | | | 39 | | | | | 262 | | | | | 246 | | | | | 1,067 | | | ||||||||||||||||||||
| Gold equivalent ounces – other metals(12) | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Cadia(10) | | | | 116 | | | | | — | | | | | 1 | | | | | — | | | | | — | | | | | 19 | | | | | 17 | | | | | 153 | | | | | 114 | | | | | 1,342 | | | |||||||||||||||||||||||||
| Peñasquito(10) | | | $ | 864 | | | | $ | 19 | | | | $ | 10 | | | | $ | 1 | | | | $ | 5 | | | | $ | 130 | | | | $ | 132 | | | | $ | 1,161 | | | | | 1,044 | | | | $ | 1,112 | | | Telfer(10) | | | | 22 | | | | | — | | | | | 2 | | | | | — | | | | | — | | | | | 4 | | | | | 5 | | | | | 33 | | | | | 13 | | | | | 2,580 | | | ||||||||||||||||||||
| Other North America | | | | — | | | | | — | | | | | — | | | | | 2 | | | | | — | | | | | — | | | | | — | | | | | 2 | | | | | — | | | | | — | | | Corporate and Other(11) | | | | — | | | | | — | | | | | 11 | | | | | 32 | | | | | — | | | | | — | | | | | 6 | | | | | 49 | | | | | — | | | | | — | | | ||||||||||||||||||||
| North America | | | | 864 | | | | | 19 | | | | | 10 | | | | | 3 | | | | | 5 | | | | | 130 | | | | | 132 | | | | | 1,163 | | | | | 1,044 | | | | | 1,115 | | | Total Gold Equivalent Ounces | | | $ | 1,010 | | | | $ | 33 | | | | $ | 20 | | | | $ | 33 | | | | $ | 1 | | | | $ | 123 | | | | $ | 194 | | | | $ | 1,414 | | | | | 896 | | | | $ | 1,579 | | | ||||||||||||||||||||
| Boddington | | | | 181 | | | | | 2 | | | | | 2 | | | | | — | | | | | — | | | | | 10 | | | | | 12 | | | | | 207 | | | | | 231 | | | | | 894 | | | Consolidated | | | $ | 6,699 | | | | $ | 224 | | | | $ | 212 | | | | $ | 299 | | | | $ | 21 | | | | $ | 169 | | | | $ | 1,617 | | | | $ | 9,241 | | | | | | | | | | | | | ||||||||||||||||||||
| Other Australia | | | | — | | | | | — | | | | | — | | | | | 2 | | | | | — | | | | | — | | | | | 1 | | | | | 3 | | | | | — | | | | | — | | | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Australia | | | | 181 | | | | | 2 | | | | | 2 | | | | | 2 | | | | | — | | | | | 10 | | | | | 13 | | | | | 210 | | | | | 231 | | | | | 909 | | | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Corporate and Other | | | | — | | | | | — | | | | | 11 | | | | | 33 | | | | | 1 | | | | | — | | | | | 3 | | | | | 48 | | | | | — | | | | | — | | | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Total Gold Equivalent Ounces | | | $ | 1,045 | | | | $ | 21 | | | | $ | 23 | | | | $ | 38 | | | | $ | 6 | | | | $ | 140 | | | | $ | 148 | | | | $ | 1,421 | | | | | 1,275 | | | | $ | 1,114 | | | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Consolidated | | | $ | 6,468 | | | | $ | 171 | | | | $ | 185 | | | | $ | 276 | | | | $ | 53 | | | | $ | 183 | | | | $ | 1,123 | | | | $ | 8,459 | | | | | | | | | | | | |
| Year Ended December 31, 2021 | | | Costs Applicable to Sales(1)(2)(3) | | | Reclamation Costs(4) | | | Advanced Projects, Research and Development and Exploration(5) | | | General and Administrative | | | Other Expense, Net(6)(7)(8) | | | Treatment and Refining Costs | | | Sustaining Capital and Lease Related Costs(9)(10) | | | All-In Sustaining Costs | | | Ounces (000) Sold | | | All-In Sustaining Costs Per oz.(11) | | ||||||||||||||||||||||||||||||
| Gold | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| CC&V | | | | $ | 238 | | | | | $ | 7 | | | | | $ | 9 | | | | | $ | — | | | | | $ | — | | | | | $ | — | | | | | $ | 41 | | | | | $ | 295 | | | | | | 220 | | | | | $ | 1,338 | | |
| Musselwhite | | | | | 157 | | | | | | 2 | | | | | | 7 | | | | | | — | | | | | | 1 | | | | | | — | | | | | | 39 | | | | | | 206 | | | | | | 154 | | | | | | 1,335 | | |
| Porcupine | | | | | 269 | | | | | | 5 | | | | | | 13 | | | | | | — | | | | | | — | | | | | | — | | | | | | 43 | | | | | | 330 | | | | | | 287 | | | | | | 1,152 | | |
| Éléonore | | | | | 237 | | | | | | 3 | | | | | | 2 | | | | | | — | | | | | | 5 | | | | | | — | | | | | | 63 | | | | | | 310 | | | | | | 247 | | | | | | 1,256 | | |
| Peñasquito | | | | | 395 | | | | | | 6 | | | | | | 1 | | | | | | — | | | | | | 7 | | | | | | 31 | | | | | | 65 | | | | | | 505 | | | | | | 720 | | | | | | 702 | | |
| Other North America | | | | | — | | | | | | — | | | | | | — | | | | | | 5 | | | | | | 3 | | | | | | — | | | | | | — | | | | | | 8 | | | | | | — | | | | | | — | | |
| North America | | | | | 1,296 | | | | | | 23 | | | | | | 32 | | | | | | 5 | | | | | | 16 | | | | | | 31 | | | | | | 251 | | | | | | 1,654 | | | | | | 1,628 | | | | | | 1,016 | | |
| Yanacocha | | | | | 232 | | | | | | 66 | | | | | | 6 | | | | | | — | | | | | | 30 | | | | | | 1 | | | | | | 20 | | | | | | 355 | | | | | | 263 | | | | | | 1,355 | | |
| Merian | | | | | 326 | | | | | | 5 | | | | | | 5 | | | | | | — | | | | | | 5 | | | | | | — | | | | | | 47 | | | | | | 388 | | | | | | 434 | | | | | | 895 | | |
| Cerro Negro | | | | | 243 | | | | | | 6 | | | | | | — | | | | | | — | | | | | | 23 | | | | | | — | | | | | | 60 | | | | | | 332 | | | | | | 267 | | | | | | 1,247 | | |
| Other South America | | | | | — | | | | | | — | | | | | | 1 | | | | | | 10 | | | | | | 2 | | | | | | — | | | | | | — | | | | | | 13 | | | | | | — | | | | | | — | | |
| South America | | | | | 801 | | | | | | 77 | | | | | | 12 | | | | | | 10 | | | | | | 60 | | | | | | 1 | | | | | | 127 | | | | | | 1,088 | | | | | | 964 | | | | | | 1,130 | | |
| Boddington | | | | | 607 | | | | | | 11 | | | | | | 7 | | | | | | — | | | | | | — | | | | | | 13 | | | | | | 102 | | | | | | 740 | | | | | | 685 | | | | | | 1,083 | | |
| Tanami | | | | | 278 | | | | | | 2 | | | | | | 5 | | | | | | — | | | | | | 17 | | | | | | — | | | | | | 116 | | | | | | 418 | | | | | | 488 | | | | | | 855 | | |
| Other Australia | | | | | — | | | | | | — | | | | | | — | | | | | | 9 | | | | | | 1 | | | | | | — | | | | | | 6 | | | | | | 16 | | | | | | — | | | | | | — | | |
| Australia | | | | | 885 | | | | | | 13 | | | | | | 12 | | | | | | 9 | | | | | | 18 | | | | | | 13 | | | | | | 224 | | | | | | 1,174 | | | | | | 1,173 | | | | | | 1,002 | | |
| Ahafo | | | | | 425 | | | | | | 8 | | | | | | 5 | | | | | | — | | | | | | 5 | | | | | | — | | | | | | 79 | | | | | | 522 | | | | | | 480 | | | | | | 1,084 | | |
| Akyem | | | | | 261 | | | | | | 30 | | | | | | 4 | | | | | | — | | | | | | 1 | | | | | | — | | | | | | 49 | | | | | | 345 | | | | | | 378 | | | | | | 913 | | |
| Other Africa | | | | | — | | | | | | — | | | | | | 2 | | | | | | 8 | | | | | | 1 | | | | | | — | | | | | | — | | | | | | 11 | | | | | | — | | | | | | — | | |
| Africa | | | | | 686 | | | | | | 38 | | | | | | 11 | | | | | | 8 | | | | | | 7 | | | | | | — | | | | | | 128 | | | | | | 878 | | | | | | 858 | | | | | | 1,022 | | |
| NGM | | | | | 960 | | | | | | 8 | | | | | | 13 | | | | | | 10 | | | | | | 3 | | | | | | 2 | | | | | | 172 | | | | | | 1,168 | | | | | | 1,274 | | | | | | 918 | | |
| Nevada | | | | | 960 | | | | | | 8 | | | | | | 13 | | | | | | 10 | | | | | | 3 | | | | | | 2 | | | | | | 172 | | | | | | 1,168 | | | | | | 1,274 | | | | | | 918 | | |
| Corporate and Other | | | | | — | | | | | | — | | | | | | 94 | | | | | | 181 | | | | | | 1 | | | | | | — | | | | | | 22 | | | | | | 298 | | | | | | — | | | | | | — | | |
| Total Gold | | | | $ | 4,628 | | | | | $ | 159 | | | | | $ | 174 | | | | | $ | 223 | | | | | $ | 105 | | | | | $ | 47 | | | | | $ | 924 | | | | | $ | 6,260 | | | | | | 5,897 | | | | | $ | 1,062 | | |
| Gold equivalent ounces – other metals(12) | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | ||||||
| Peñasquito | | | | $ | 664 | | | | | $ | 9 | | | | | $ | 2 | | | | | $ | 1 | | | | | $ | 11 | | | | | $ | 115 | | | | | $ | 106 | | | | | $ | 908 | | | | | | 1,100 | | | | | $ | 824 | | |
| Other North America | | | | | — | | | | | | — | | | | | | — | | | | | | 2 | | | | | | — | | | | | | — | | | | | | — | | | | | | 2 | | | | | | — | | | | | | — | | |
| North America | | | | | 664 | | | | | | 9 | | | | | | 2 | | | | | | 3 | | | | | | 11 | | | | | | 115 | | | | | | 106 | | | | | | 910 | | | | | | 1,100 | | | | | | 826 | | |
| Boddington | | | | | 143 | | | | | | 2 | | | | | | 1 | | | | | | — | | | | | | — | | | | | | 7 | | | | | | 19 | | | | | | 172 | | | | | | 158 | | | | | | 1,098 | | |
| Other Australia | | | | | — | | | | | | — | | | | | | — | | | | | | 1 | | | | | | — | | | | | | — | | | | | | 1 | | | | | | 2 | | | | | | — | | | | | | — | | |
| Australia | | | | | 143 | | | | | | 2 | | | | | | 1 | | | | | | 1 | | | | | | — | | | | | | 7 | | | | | | 20 | | | | | | 174 | | | | | | 158 | | | | | | 1,112 | | |
| Corporate and Other | | | | | — | | | | | | — | | | | | | 14 | | | | | | 32 | | | | | | — | | | | | | — | | | | | | 3 | | | | | | 49 | | | | | | — | | | | | | — | | |
| Total Gold Equivalent Ounces | | | | $ | 807 | | | | | $ | 11 | | | | | $ | 17 | | | | | $ | 36 | | | | | $ | 11 | | | | | $ | 122 | | | | | $ | 129 | | | | | $ | 1,133 | | | | | | 1,258 | | | | | $ | 900 | | |
| Consolidated | | | | $ | 5,435 | | | | | $ | 170 | | | | | $ | 191 | | | | | $ | 259 | | | | | $ | 116 | | | | | $ | 169 | | | | | $ | 1,053 | | | | | $ | 7,393 | | | | | | | | | | | | | | |
| Year Ended December 31, 2020 | | | Costs Applicable to Sales(1)(2)(3) | | | Reclamation Costs(4) | | | Advanced Projects, Research and Development and Exploration(5) | | | General and Administrative | | | Other Expense, Net(6)(7) | | | Treatment and Refining Costs | | | Sustaining Capital and Lease Related Costs(8)(9) | | | All-In Sustaining Costs | | | Ounces (000) Sold | | | All-In Sustaining Costs Per oz.(10) | | ||||||||||||||||||||||||||||||
| Gold | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| CC&V | | | | $ | 245 | | | | | $ | 6 | | | | | $ | 11 | | | | | $ | — | | | | | $ | 1 | | | | | $ | — | | | | | $ | 41 | | | | | $ | 304 | | | | | | 270 | | | | | $ | 1,125 | | |
| Red Lake | | | | | 45 | | | | | | — | | | | | | 1 | | | | | | — | | | | | | — | | | | | | — | | | | | | 4 | | | | | | 50 | | | | | | 42 | | | | | | 1,182 | | |
| Musselwhite | | | | | 117 | | | | | | 2 | | | | | | 7 | | | | | | — | | | | | | 25 | | | | | | — | | | | | | 27 | | | | | | 178 | | | | | | 97 | | | | | | 1,838 | | |
| Porcupine | | | | | 244 | | | | | | 2 | | | | | | 14 | | | | | | — | | | | | | — | | | | | | — | | | | | | 39 | | | | | | 299 | | | | | | 319 | | | | | | 935 | | |
| Éléonore | | | | | 181 | | | | | | 2 | | | | | | 4 | | | | | | — | | | | | | 26 | | | | | | — | | | | | | 45 | | | | | | 258 | | | | | | 208 | | | | | | 1,248 | | |
| Peñasquito | | | | | 286 | | | | | | 4 | | | | | | — | | | | | | — | | | | | | 20 | | | | | | 48 | | | | | | 53 | | | | | | 411 | | | | | | 512 | | | | | | 806 | | |
| Other North America | | | | | — | | | | | | — | | | | | | 4 | | | | | | 10 | | | | | | 3 | | | | | | — | | | | | | 1 | | | | | | 18 | | | | | | — | | | | | | — | | |
| North America | | | | | 1,118 | | | | | | 16 | | | | | | 41 | | | | | | 10 | | | | | | 75 | | | | | | 48 | | | | | | 210 | | | | | | 1,518 | | | | | | 1,448 | | | | | | 1,049 | | |
| Yanacocha | | | | | 345 | | | | | | 57 | | | | | | 9 | | | | | | 1 | | | | | | 30 | | | | | | — | | | | | | 37 | | | | | | 479 | | | | | | 339 | | | | | | 1,414 | | |
| Merian | | | | | 328 | | | | | | 4 | | | | | | 4 | | | | | | 1 | | | | | | — | | | | | | — | | | | | | 41 | | | | | | 378 | | | | | | 464 | | | | | | 813 | | |
| Cerro Negro | | | | | 166 | | | | | | 3 | | | | | | 2 | | | | | | — | | | | | | 60 | | | | | | — | | | | | | 33 | | | | | | 264 | | | | | | 231 | | | | | | 1,147 | | |
| Other South America | | | | | — | | | | | | — | | | | | | 3 | | | | | | 10 | | | | | | 3 | | | | | | — | | | | | | — | | | | | | 16 | | | | | | — | | | | | | — | | |
| South America | | | | | 839 | | | | | | 64 | | | | | | 18 | | | | | | 12 | | | | | | 93 | | | | | | — | | | | | | 111 | | | | | | 1,137 | | | | | | 1,034 | | | | | | 1,100 | | |
| Boddington | | | | | 579 | | | | | | 13 | | | | | | 3 | | | | | | — | | | | | | — | | | | | | 11 | | | | | | 125 | | | | | | 731 | | | | | | 668 | | | | | | 1,094 | | |
| Tanami | | | | | 251 | | | | | | 1 | | | | | | 10 | | | | | | — | | | | | | — | | | | | | — | | | | | | 104 | | | | | | 366 | | | | | | 492 | | | | | | 745 | | |
| Other Australia | | | | | — | | | | | | — | | | | | | 1 | | | | | | 12 | | | | | | 1 | | | | | | — | | | | | | 7 | | | | | | 21 | | | | | | — | | | | | | — | | |
| Australia | | | | | 830 | | | | | | 14 | | | | | | 14 | | | | | | 12 | | | | | | 1 | | | | | | 11 | | | | | | 236 | | | | | | 1,118 | | | | | | 1,160 | | | | | | 964 | | |
| Ahafo | | | | | 375 | | | | | | 9 | | | | | | 2 | | | | | | 1 | | | | | | 2 | | | | | | — | | | | | | 78 | | | | | | 467 | | | | | | 476 | | | | | | 980 | | |
| Akyem | | | | | 234 | | | | | | 24 | | | | | | 1 | | | | | | — | | | | | | 1 | | | | | | — | | | | | | 26 | | | | | | 286 | | | | | | 377 | | | | | | 757 | | |
| Other Africa | | | | | — | | | | | | — | | | | | | — | | | | | | 7 | | | | | | — | | | | | | — | | | | | | — | | | | | | 7 | | | | | | — | | | | | | — | | |
| Africa | | | | | 609 | | | | | | 33 | | | | | | 3 | | | | | | 8 | | | | | | 3 | | | | | | — | | | | | | 104 | | | | | | 760 | | | | | | 853 | | | | | | 890 | | |
| NGM | | | | | 1,012 | | | | | | 12 | | | | | | 23 | | | | | | 10 | | | | | | 2 | | | | | | 10 | | | | | | 160 | | | | | | 1,229 | | | | | | 1,336 | | | | | | 920 | | |
| Nevada | | | | | 1,012 | | | | | | 12 | | | | | | 23 | | | | | | 10 | | | | | | 2 | | | | | | 10 | | | | | | 160 | | | | | | 1,229 | | | | | | 1,336 | | | | | | 920 | | |
| Corporate and Other | | | | | — | | | | | | — | | | | | | 75 | | | | | | 217 | | | | | | — | | | | | | — | | | | | | 42 | | | | | | 334 | | | | | | — | | | | | | — | | |
| Total Gold | | | | $ | 4,408 | | | | | $ | 139 | | | | | $ | 174 | | | | | $ | 269 | | | | | $ | 174 | | | | | $ | 69 | | | | | $ | 863 | | | | | $ | 6,096 | | | | | | 5,831 | | | | | $ | 1,045 | | |
| Gold equivalent ounces – other metals(11) | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Peñasquito | | | | $ | 499 | | | | | $ | 7 | | | | | $ | 1 | | | | | $ | — | | | | | $ | 19 | | | | | $ | 142 | | | | | $ | 106 | | | | | $ | 774 | | | | | | 934 | | | | | $ | 828 | | |
| Boddington | | | | | 107 | | | | | | 2 | | | | | | — | | | | | | — | | | | | | — | | | | | | 6 | | | | | | 23 | | | | | | 138 | | | | | | 128 | | | | | | 1,080 | | |
| Total Gold Equivalent Ounces | | | | $ | 606 | | | | | $ | 9 | | | | | $ | 1 | | | | | $ | — | | | | | $ | 19 | | | | | $ | 148 | | | | | $ | 129 | | | | | $ | 912 | | | | | | 1,062 | | | | | $ | 858 | | |
| Consolidated | | | | $ | 5,014 | | | | | $ | 148 | | | | | $ | 175 | | | | | $ | 269 | | | | | $ | 193 | | | | | $ | 217 | | | | | $ | 992 | | | | | $ | 7,008 | | | | | | | | | | | | | | |
| | | | Three Months Ended December 31, 2022 | | | Year Ended December 31, 2022 | | ||||||||||||||||||||||||||||||
| | | | Consolidated | | | Attributable to noncontrolling interests(1) | | | Attributable to Newmont Stockholders | | | Consolidated | | | Attributable to noncontrolling interests(1) | | | Attributable to Newmont Stockholders | | ||||||||||||||||||
| Net cash provided by (used in) operating activities | | | | $ | 1,010 | | | | | $ | (19) | | | | | $ | 991 | | | | | $ | 3,220 | | | | | $ | (83) | | | | | $ | 3,137 | | |
| Less: Net cash used in (provided by) operating activities of discontinued operations | | | | | — | | | | | | — | | | | | | — | | | | | | (22) | | | | | | — | | | | | | (22) | | |
| Net cash provided by (used in) operating activities of continuing operations | | | | | 1,010 | | | | | | (19) | | | | | | 991 | | | | | | 3,198 | | | | | | (83) | | | | | | 3,115 | | |
| Less: Additions to property, plant and mine development(2) | | | | | (646) | | | | | | 4 | | | | | | (642) | | | | | | (2,131) | | | | | | 29 | | | | | | (2,102) | | |
| Free Cash Flow | | | | $ | 364 | | | | | $ | (15) | | | | | $ | 349 | | | | | $ | 1,067 | | | | | $ | (54) | | | | | $ | 1,013 | | |
| Net cash provided by (used in) investing activities(3) | | | | $ | (726) | | | | | | | | | | | | | | | | | $ | (2,983) | | | | | | | | | | | | | | |
| Net cash provided by (used in) financing activities | | | | $ | (479) | | | | | | | | | | | | | | | | | $ | (2,356) | | | | | | | | | | | | | | |
| | | | Three Months Ended December 31, 2021 | | | Year Ended December 31, 2021 | | ||||||||||||||||||||||||||||||
| | | | Consolidated | | | Attributable to noncontrolling interests(1) | | | Attributable to Newmont Stockholders | | | Consolidated | | | Attributable to noncontrolling interests(1) | | | Attributable to Newmont Stockholders | | ||||||||||||||||||
| Net cash provided by (used in) operating activities | | | | $ | 1,299 | | | | | $ | 1 | | | | | $ | 1,300 | | | | | $ | 4,279 | | | | | $ | (91) | | | | | $ | 4,188 | | |
| Less: Net cash used in (provided by) operating activities of discontinued operations | | | | | — | | | | | | — | | | | | | — | | | | | | (13) | | | | | | — | | | | | | (13) | | |
| Net cash provided by (used in) operating activities of continuing operations | | | | | 1,299 | | | | | | 1 | | | | | | 1,300 | | | | | | 4,266 | | | | | | (91) | | | | | | 4,175 | | |
| Less: Additions to property, plant and mine development(2) | | | | | (441) | | | | | | 36 | | | | | | (405) | | | | | | (1,653) | | | | | | 86 | | | | | | (1,567) | | |
| Free Cash Flow | | | | $ | 858 | | | | | $ | 37 | | | | | $ | 895 | | | | | $ | 2,613 | | | | | $ | (5) | | | | | $ | 2,608 | | |
| Net cash provided by (used in) investing activities(3) | | | | $ | (351) | | | | | | | | | | | | | | | | | $ | (1,868) | | | | | | | | | | | | | | |
| Net cash provided by (used in) financing activities | | | | $ | (595) | | | | | | | | | | | | | | | | | $ | (2,958) | | | | | | | | | | | | | | |