GENDER EQUITY IN THE MINING SECTOR A PRACTICAL GUIDE FOR IMPLEMENTATION AND MEASUREMENT
01 03 6.1 6.3 6.5 6.7 6.2 6.4 6.6 6.8 05 07 15 09 19 13 21 23 25 27 29 31 33 35 37 Table of contents Foreword Objectives Inspiration and Alignment Gender Equity Policies Leadership and Governance Transparency and Reporting Equity in Recruitment and Retention Female Talent Development Community Impact Tangible Results Sustainability and Long-Term Perspective PERUMIN Gender Equity Excellence Seal: A First Major Step Critical Success Factors for Advancing Gender Equity Based on Industry Practice A Genuine Commitment to Equity, Darío Zegarra PERUMIN as a Platform to Drive an Action Agenda, Jimena Sologuren From Reflection to Action: A Gender Equity Guide, Karina Zevallos Implementation Instruments: A Framework for Change 1.1 1. 2. 3. 4. 5. 6. 1.2 1.3
39 41 43 45 51 Self-Assessment Tool for the Implementation of Best Practices Organizations Recognized in the First Edition of the PERUMIN Gender Equity Excellence Seal Towards Closing the Gender Gap Across the Mining Ecosystem 7. 8. 9. 7.1 7.2 Implementation Checklist Progress Matrix This document has been prepared by the Peruvian Institute of Mining Engineers (IIMP), based on international gender equity standards and experiences implemented in the mining sector. Its content constitutes an original work protected under the applicable intellectual property legislation in Peru. The rights to this document belong to the Peruvian Institute of Mining Engineers (IIMP). Any total or partial reproduction is prohibited without prior, express, and written authorization. For inquiries or further information: iimp@iimp.org.pe
01 GENDER EQUITY IN THE MINING SECTOR Foreword A Real Commitment to Equity, Darío Zegarra PERUMIN as a Platform for Advancing an Action Agenda, Jimena Sologuren From Reflection to Action: A Guide to Equity, Karina Zevallos
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03 GENDER EQUITY IN THE MINING SECTOR A Genuine Commitment to Equity Darío Zegarra President, Peruvian Institute of Mining Engineers (IIMP) (2024 – 2026)
04 PERUVIAN INSTITUTE OF MINING ENGINEERS Peruvian mining has historically been one of the country’s main drivers of development. Its ability to generate investment, employment, infrastructure, and opportunities across the regions makes it a strategic sector for Peru. However, today’s challenges require us to broaden our perspective and understand that sustainability can no longer be measured solely in terms of production or economic growth. Today, the competitiveness of the industry is closely linked to the quality of its talent management and its ability to fully integrate all individuals capable of contributing value. In this context, women’s participation in mining can no longer be viewed as a secondary or exclusively social issue. Above all, it is a strategic matter. Organizations that incorporate diversity across their teams — at all levels, from operations to senior leadership — strengthen their capacity for innovation, improve decision-making, and foster safer and more collaborative work environments. International evidence is clear: diversity is not only an ethical principle, but also a performance driver. For many years, the mining industry was perceived as a predominantly male environment. Recognizing women as an active part of the industry means going beyond symbolic inclusion; it requires creating real conditions for professional development, leadership, and long-term participation within the sector. It also requires reviewing processes, policies, organizational cultures, and day-to-day practices that may be limiting full participation. This is not simply about recognition, but also about establishing a standard that guides organizations toward more modern, equitable, and internationally aligned management practices. At the Peruvian Institute of Mining Engineers, we are fully committed to promoting initiatives of this nature because we understand that the future of mining depends on its ability to evolve. The guide we present today is not simply a compilation of technical criteria. It is an invitation to lead a profound cultural transformation. It is a call to recognize that talent has no gender and that the industry requires all available capabilities to address the technological, environmental, and social challenges ahead. Investing in equity means investing in a stronger, more innovative, and more legitimate mining industry. “The PERUMIN Gender Equity Excellence Seal represents a concrete tool to drive change.”
05 GENDER EQUITY IN THE MINING SECTOR PERUMIN as a Platform to Drive an Action Agenda Within this context, the creation and presentation of the PERUMIN Gender Equity Excellence Seal marked a new milestone, providing industry stakeholders with a new platform for collaboration and continuous improvement. Mining sustainability can no longer be understood solely from an environmental or economic perspective. The social dimension — and within it, gender equity — now occupies a central role in the legitimacy and competitiveness of the sector. Companies face growing expectations regarding transparency, consistency, and alignment with international standards. For this reason, it became necessary to take an additional step: moving from reflection toward the institutionalization of gender equity best practices. This also means creating positive incentives for organizations to review their internal policies, strengthen inclusion mechanisms, and systematically measure their progress. In doing so, organizations not only benefit internally, but also contribute to strengthening their reputation and supporting the well-being of their talent. “A seal represents far more than symbolic recognition. It implies establishing objective criteria, defining verifiable standards, and encouraging continuous improvement processes.”
06 PERUVIAN INSTITUTE OF MINING ENGINEERS Jimena Sologuren President, PERUMIN 37 Presenting this seal at PERUMIN carries special significance. This forum represents the convergence point for mining companies, suppliers, government authorities, academia, and civil society. It is the stage where Peruvian mining projects its vision for the future. Incorporating gender equity as a structural pillar within this space sends a clear message: inclusion is not a complementary issue — it is an integral part of the industry’s development. The guide we place today in the hands of organizations seeks to support that commitment. It is neither a declarative document nor a theoretical compendium. It is a management tool that translates principles into concrete actions, indicators into measurable goals, and convictions into verifiable results. We firmly believe that when the industry establishes common and transparent standards, it strengthens its reputation, improves performance, and reinforces its contribution to sustainable development. Gender equity is not a passing trend. It is an essential component of modern mining. Through this seal, PERUMIN reaffirms its leadership role and its commitment to a more inclusive, innovative, and socially aligned industry.
07 GENDER EQUITY IN THE MINING SECTOR From Reflection to Action: A Gender Equity Guide Karina Zevallos President, PERUMIN 37 Equity Forum
08 PERUVIAN INSTITUTE OF MINING ENGINEERS Over recent years, the conversation surrounding women’s participation in mining has advanced significantly. Various studies, assessments, and international experiences have made it possible to identify gaps, better understand existing cultural and structural barriers, and recognize the importance of fostering more diverse and inclusive environments across the sector. This process has been essential in raising awareness and building a shared knowledge base. Today, however, the challenge is to take an additional step: transforming that knowledge into concrete actions that enable sustained progress. It is within this context that the PERUMIN Gender Equity Excellence Seal was created — an initiative aimed at recognizing and highlighting the real efforts organizations across the mining ecosystem are making to promote more equitable opportunities. Developing this seal required adopting a highly practical approach, focused on the organizational decisions and practices that make progress in gender equity possible. Equity is built through consistent organizational decisions: reviewing recruitment and selection processes, strengthening professional development policies, fostering safe and respectful workplaces, creating mentorship programs, and establishing monitoring mechanisms that allow organizations to measure progress. Each of these elements contributes to consolidating more inclusive and sustainable organizational cultures. This guide has been conceived as a support tool for that process, helping organizations identify opportunities for improvement and strengthen their gender equity strategies. Cultural transformation within an industry as complex and relevant as mining is necessarily gradual and requires institutional commitment, leadership, and continuity over time. However, it is also the result of multiple everyday decisions that, accumulated over time, transform the way organizations operate and engage with their environment. The PERUMIN Gender Equity Excellence Seal seeks precisely to support this process by recognizing progress, promoting shared learning, and contributing to the consolidation of an increasingly diverse, competitive, and future-ready mining industry. “More than reiterating diagnostics, this guide seeks to provide guidance, criteria, and indicators that enable organizations to reflect on their practices.”
09 GENDER EQUITY IN THE MINING SECTOR PERUMIN Gender Equity Excellence Seal: A First Major Step
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11 GENDER EQUITY IN THE MINING SECTOR Over recent years, different dialogue spaces within the sector have recognized that, despite progress in sustainability and governance, significant challenges still remain regarding women’s participation, professional development, and equitable access to opportunities within the mining industry. Sector studies, specialized forums, and organizational experiences consistently highlighted the need to strengthen policies and practices aimed at reducing gender gaps and fostering more equitable workplace environments. Over time, this issue was addressed across multiple industry platforms, including specialized forums, corporate initiatives, and organizations promoting women’s participation in mining. Through these efforts, a shared conviction gradually emerged: it was necessary to move beyond diagnosis and toward concrete actions capable of identifying, showcasing, and promoting best practices across the sector. Within this context, the decision was made to create a sector-wide distinction under PERUMIN — one of the most important convening platforms within the mining ecosystem — capable of recognizing and highlighting organizations that actively promote best practices in gender equity. This led to the creation of the PERUMIN Gender Equity Excellence Seal, conceived as an instrument designed to identify and recognize organizations that actively promote policies, programs, and practices aimed at reducing gender gaps. At the same time, the seal seeks to encourage other organizations across the sector to strengthen their own initiatives in this area. The first stage of the process involved analyzing international experiences and reference frameworks related to gender equity in corporate and organizational environments. Global sustainability standards, certification initiatives, and international guidelines associated with the promotion of gender equity were reviewed in order to identify criteria that could be adapted to the realities of mining development in Peru. This analysis made it possible to establish a solid conceptual foundation and ensure that the seal aligned with internationally recognized best practices. During the development process, contributions from specialists and sector representatives were also incorporated, enriching the definition of the seal’s principles and evaluation criteria. This exchange of perspectives helped ensure that the resulting instrument would be both rigorous and applicable across the diverse organizations that make up the industry. Building the Seal
12 PERUVIAN INSTITUTE OF MINING ENGINEERS One of the fundamental principles guiding the development of the seal was its practical and implementation-oriented nature. More than serving as a declaration of intent, the objective was to develop a tool that would allow organizations to systematically assess their progress, identify opportunities for improvement, and strengthen their internal policies. For this reason, the structure of the seal was designed around verifiable criteria and a transparent evaluation process promoted by the sector itself. The call for applications for the first edition of the seal generated significant interest. In total, 420 organizations linked to the sector were invited to participate in the evaluation process, of which 39 chose to apply and submit their initiatives, programs, and results related to the promotion of gender equity within their organizations. Following a rigorous evaluation process, 24 organizations met the standards established by the seal. The distinction was awarded to twelve mining companies and twelve supplier companies that demonstrated tangible progress in reducing gender gaps and promoting more equitable workplace environments. The official presentation of the PERUMIN Gender Equity Excellence Seal took place during the closing ceremony of PERUMIN 37, becoming one of the convention’s most significant milestones and a clear signal of the sector’s commitment to advancing a more equitable and inclusive mining industry. From that moment onward, the PERUMIN Gender Equity Excellence Seal became a tangible demonstration of the mining ecosystem’s commitment to strengthening gender equity across the sector. More than a one-time recognition, it represents the beginning of a broader process aimed at promoting increasingly higher standards of best practices throughout the mining value chain. Within this context, the need also emerged for tools capable of guiding organizations in the progressive implementation of best practices. This guide seeks to contribute to that objective.
13 GENDER EQUITY IN THE MINING SECTOR 03 Critical Success Factors for Advancing Gender Equity Based on Industry Practice
14 PERUVIAN INSTITUTE OF MINING ENGINEERS 3 Integrate gender equity into their business strategy rather than treating it as a standalone initiative. Implement policies that specifically incorporate gender equity and include monitoring indicators. Systematically measure progress and make data-driven decisions. Extend this approach throughout their value chain and community engagement efforts. Ensure continuity of gender equity policies over time, regardless of leadership or management changes. Assign clear responsibilities and dedicated resources for implementation. Incorporate equity considerations into critical processes such as recruitment, development, and promotion. Organizations that have achieved sustained progress in gender equity share a set of practices that reflect genuine institutional commitment and strategic management of the issue. These organizations do not approach equity as an isolated initiative, but rather as a cross-cutting component embedded within their policies, governance, and organizational objectives. Organizations demonstrating consistent progress typically:
15 GENDER EQUITY IN THE MINING SECTOR Inspiration and Alignment The PERUMIN Gender Equity Excellence Seal recognizes mining organizations that promote gender equity with sustainable impact. Its development and evaluation criteria were inspired by internationally recognized frameworks and standards related to sustainability, corporate responsibility, diversity, and inclusion.
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17 GENDER EQUITY IN THE MINING SECTOR ONU United Nations Women’s Empowerment Principles (WEPs) Provide clear guidance for integrating gender equality across the workplace, marketplace, and community. Sustainable Development Goals (SDGs) Establish global goals to promote sustainable development, including SDG 5, focused on achieving gender equality and empowering all women and girls. Global Reporting Initiative (GRI) International standards that promote transparency in sustainability management, including the disclosure of information related to diversity, inclusion, and gender equity in corporate reporting. Inspirat Align
18 PERUVIAN INSTITUTE OF MINING ENGINEERS ISO 26000: International standard providing guidance on social responsibility, promoting ethical and sustainable business practices aligned with societal development. EDGE Certification An international certification framework with verifiable metrics designed to assess and promote workplace gender equity. tion and nment
19 GENDER EQUITY IN THE MINING SECTOR Objectives 05 These proposals seek to encourage all organizations within the mining sector to engage in the implementation of improvements aimed at reducing gender gaps. This guide is intended for organizations across the mining ecosystem, including both mining companies and supplier companies, recognizing the important role both play in advancing gender equity within the sector.
20 PERUVIAN INSTITUTE OF MINING ENGINEERS 5 This guide supports organizations in: Translating gender equity principles into concrete and applicable business management actions. Facilitating the implementation of measurable and sustainable initiatives aligned with international standards. Providing a structured framework that enables organizations to assess, organize, and strengthen their gender equity practices. Systematizing and sharing industry learnings, fostering a common language and shared standards across sector stakeholders. Promoting continuous improvement processes that effectively contribute to closing gender gaps.
21 GENDER EQUITY IN THE MINING SECTOR Implementation Instruments: A Framework for Change This section presents concrete initiatives that organizations may implement in order to advance the integration of gender equity into their management practices. More than a list of actions, it constitutes a framework designed to facilitate the progressive implementation of practices aligned with the pillars of this guide and with international standards. The initiatives included have been identified based on practices observed across the sector and may be adapted according to the context, size, and level of maturity of each organization. Implementation may take place gradually, depending on each organization’s stage of development regarding gender equity, allowing progress to occur in an organized and sustainable manner. Their application enables organizations not only to implement measures, but also to organize, consolidate, and strengthen gender equity management over time.
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23 GENDER EQUITY IN THE MINING SECTOR Objective Integrate a gender equity approach into corporate strategy through formal policies that guide organizational management and business development. Gender Equity Policies 6.1 Foto: ABB
24 PERUVIAN INSTITUTE OF MINING ENGINEERS Establishing a formal gender equity policy approved by senior management and integrated into corporate strategy. Establishing formal protocols for the prevention, handling, and investigation of workplace sexual harassment and gender discrimination cases. Implementing confidential reporting channels and documented case follow-up mechanisms. Incorporating the gender equity policy into onboarding processes and internal communications Establishing institutional goals and targets related to gender equity as part of corporate policy. Establishing periodic review mechanisms to ensure the policy remains updated. Integrating gender equity principles into the corporate code of ethics or conduct. Aligning the policy with relevant international frameworks such as the Women’s Empowerment Principles (WEPs), the Sustainable Development Goals (SDGs), or equivalent standards. Designating a responsible unit or function to oversee implementation within the organization. Maintaining records and indicators related to reported cases and resolution mechanisms.
25 GENDER EQUITY IN THE MINING SECTOR Objective Promote the active commitment of leadership and governance bodies to incorporate a gender equity perspective into decision-making and the strategic management of the organization. Leadership and Governance 6.2 Foto: ABB
26 PERUVIAN INSTITUTE OF MINING ENGINEERS Incorporating gender equity as part of corporate governance principles and organizational strategy. Adopting formal commitments from senior leadership regarding progress in gender equity. Establishing a committee, working group, or governance body responsible for overseeing gender equity initiatives. Allocating dedicated budgets for gender equity programs and initiatives. Incorporating gender equity indicators into leadership and management performance evaluations. Periodically evaluating the effectiveness of governance mechanisms related to gender equity. Integrating gender equity into strategic planning processes linked to talent management and organizational culture. Approving institutional action plans aimed at reducing gender gaps. Presenting regular progress reports on gender equity to senior leadership. Including gender equity within sustainability and organizational management review agendas.
27 GENDER EQUITY IN THE MINING SECTOR Objective Ensure transparent measurement, management, and communication of gender equity performance through reporting processes based on disaggregated data and aligned with international sustainability standards. Transparency and Reporting 6.3 Foto: ABB
28 PERUVIAN INSTITUTE OF MINING ENGINEERS Establishing a system of indicators to measure gender equity performance within the organization. Developing procedures to verify the consistency of data used for genderrelated indicators. Collecting gender-disaggregated organizational data related to recruitment, promotion, turnover, and retention. Measuring women’s participation across different organizational levels. Evaluating female participation in technical and operational areas relevant to the industry. Comparing gender equity indicators across reporting periods to assess progress over time. Including gender equity information within sustainability reports or corporate reporting. Presenting gender equity performance results to corporate governance bodies. Preparing periodic internal reports on gender equity indicators. Publishing relevant gender equity information through institutional channels or public reports.
29 GENDER EQUITY IN THE MINING SECTOR Objective Implement inclusive recruitment policies and strategies that promote equal opportunities in hiring, development, and talent retention, contributing to increasing women’s participation across all organizational levels. Equity in Recruitment and Retention 6.4 Foto: Cetemin
30 PERUVIAN INSTITUTE OF MINING ENGINEERS Implementing recruitment processes that promote equal opportunities for women and men. Establishing selection criteria based on merit and objective competencies. Incorporating guidelines to prevent gender bias throughout recruitment and selection processes. Defining salary bands by category or position to help ensure equitable compensation. Conducting periodic analyses to identify gender pay gaps. Implementing workplace flexibility and work-life balance policies. Developing succession plans that promote gender diversity in leadership positions. Incorporating a gender equity perspective into job profiles and internal promotion processes. Implementing measures aimed at reducing identified pay gaps. Adapting infrastructure and working conditions to ensure inclusive workplaces, particularly within operations.
31 GENDER EQUITY IN THE MINING SECTOR Female Talent Development Objective Promote women’s professional development and leadership through training programs, mentorship initiatives, and growth opportunities within the organization. 6.5 Foto: Komatsu Mitsui Maquinarias Perú
32 PERUVIAN INSTITUTE OF MINING ENGINEERS Implementing professional development programs aimed at women within the organization. Developing mentorship or professional sponsorship programs for female employees. Implementing technical training and leadership programs focused on the development of female talent. Establishing partnerships with universities and educational institutions to strengthen women’s participation in careers linked to the sector. Promoting opportunities for women to participate in strategic projects and high-impact organizational initiatives. Monitoring female participation in internal training and professional development programs. Training leaders and management teams in inclusive leadership and gender bias reduction. Establishing participation targets for women in organizational leadership programs. Periodically evaluating the impact of training and development programs aimed at women. Establishing mechanisms to identify and foster female talent within organizational development processes.
33 GENDER EQUITY IN THE MINING SECTOR Community Impact Incorporate a gender equity perspective into community engagement initiatives and programs, contributing to inclusive development within the territories where the organization operates. 6.6 Objective Foto: Unimaq
34 PERUVIAN INSTITUTE OF MINING ENGINEERS Incorporating a gender equity approach into community development programs linked to company operations. Promoting technical training opportunities for women in areas influenced by mining operations. Establishing partnerships with educational institutions and social organizations to promote women’s participation in the mining sector. Developing technical or vocational education programs aimed at women in nearby communities. Developing educational initiatives that encourage girls and young women to pursue STEM careers. Encouraging women’s participation in entrepreneurship and local economic development programs. Actively and measurably promoting the adoption of gender equity best practices among suppliers, contractors, and strategic partners. Promoting women’s participation in employability programs connected to mining activities. Incorporating gender equity criteria into local supplier development programs. Measuring women’s participation in company-led community programs.
35 GENDER EQUITY IN THE MINING SECTOR Tangible Results Objective Demonstrate sustained progress in women’s participation and representation within the organization, supported by indicators and verifiable results. 6.7 Foto: Komatsu Mitsui Maquinarias Perú
36 PERUVIAN INSTITUTE OF MINING ENGINEERS Defining indicators to measure progress in female participation within the organization. Measuring women’s representation across different organizational levels. Measuring women’s participation in leadership positions. Monitoring female participation in technical, operational, and specialized areas. Measuring progress in reducing identified gender pay gaps. Analyzing recruitment indicators disaggregated by gender. Establishing improvement targets based on gender equity indicator results. Analyzing internal promotion indicators disaggregated by gender. Analyzing workforce turnover indicators disaggregated by gender. Analyzing the historical evolution of gender equity indicators within the organization.
37 GENDER EQUITY IN THE MINING SECTOR Sustainability and Long-Term Perspective Objective Establish a long-term gender equity strategy with clear goals, monitoring indicators, and evaluation mechanisms that ensure sustainability over time. 6.8 Foto: ABB
38 PERUVIAN INSTITUTE OF MINING ENGINEERS Developing periodic action plans to promote gender equity. Establishing medium- and long-term targets for reducing gender gaps. Integrating gender equity into the organization’s sustainability strategy. Periodically evaluating compliance with gender equity action plans. Incorporating gender equity into organizational strategic planning processes. Implementing recurring training programs on unconscious bias and inclusive organizational culture. Incorporating learnings derived from evaluations or audits into continuous improvement plans. Periodically updating the organizational gender equity strategy based on achieved results. Encouraging the exchange of gender equity best practices across the sector. Reporting through data measurement processes that include well-being and development policies aimed at ensuring the long-term viability of gender equity goals. Allocating dedicated budgets for equity initiatives to ensure continuity despite budgetary fluctuations. Integrating gender equity as a driver of profitability and operational efficiency that supports long-term business sustainability. Participating in sector initiatives or networks focused on promoting gender equity.
39 GENDER EQUITY IN THE MINING SECTOR Self-Assessment Tool for the Implementation of Best Practices In order to facilitate the practical application of the instruments presented in this guide, the following self-assessment tool is proposed. This tool enables organizations to systematically review their progress across the eight areas of action described in the previous section, identify opportunities for improvement, and progressively strengthen their policies, programs, and practices related to gender equity. The self-assessment tool consists of two complementary components: • an Implementation Checklist, and • a Progress Matrix. The checklist enables organizations to verify the existence of policies, initiatives, monitoring mechanisms, and results associated with each area of action. The progress matrix, in turn, provides a general reference regarding the organization’s level of development across each of these areas..
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41 GENDER EQUITY IN THE MINING SECTOR AREA OF ACTION VERIFICATION CRITERIA STATUS EVIDENCE Implementation Checklist The following checklist enables organizations to review the existence of policies, practices, and results associated with each of the action areas presented in this guide. 7.1 Equity Policies Leadership and Governance Transparency and Reporting Senior leadership actively supports gender equity initiatives. Responsible governance bodies or mechanisms are in place. Women’s participation in leadership is measured. The evolution of these indicators is monitored. The organization participates in sectorwide equity initiatives. Data related to diversity or gender equity is reported. Reports include gender-disaggregated information. International reporting standards are used. External validation or audits are conducted. A formal gender equity policy approved by senior leadership is in place. The policy is aligned with international standards. The policy is communicated across all organizational levels. The policy is periodically reviewed and updated. Gender equity is integrated into corporate strategy. Gender equity is promoted throughout the value chain and business relationships. Institutional policy References to global frameworks Communication materials, training records Evaluation reports Strategic plan Contracts, codes of conduct Institutional communications Committees, designated leaders Internal reports Historical data Programs or partnerships Institutional reports Sustainability reports Reporting methodologies Certifications or audits Yes In Progress No Yes In Progress No Yes In Progress No
42 PERUVIAN INSTITUTE OF MINING ENGINEERS AREA OF ACTION VERIFICATION CRITERIA STATUS EVIDENCE Female Talent Development Community Impact Tangible Results Sustainability and LongTerm Perspective Community projects incorporate a gender equity perspective. Women’s participation in local initiatives is promoted. The impact of these initiatives is evaluated. Progress in women’s participation is documented. Women’s participation in leadership is monitored. Actions are implemented to reduce pay gaps. Results are measured and reported. A long-term gender equity plan exists. Goals and indicators have been established. Resources are allocated to sustain initiatives. Mechanisms exist to ensure institutional continuity. Training or mentorship programs for women are implemented. Female leadership is actively promoted within the organization. The impact of these programs is measured. Dedicated budgets or resources are assigned. Collaborative initiatives are developed with other organizations. Implemented programs Development initiatives Evaluations or surveys Institutional budgets Collaborative programs Community programs Participation records Impact assessments Performance indicators Management data Pay equity studies Institutional reports Strategic plan Monitoring indicators Budget allocation Formal commitments Yes In Progress No Yes In Progress No Yes In Progress No Yes In Progress No Equity in Recruitment and Retention Targets or strategies exist to increase women’s participation. Inclusive recruitment practices are applied. Recruitment and selection processes are reviewed for equity. Recruitment and retention indicators are monitored. Diversity plans Recruitment policies Internal audits Human resources data Yes In Progress No
43 GENDER EQUITY IN THE MINING SECTOR Progress Matrix Once the checklist has been completed, organizations may determine their level of progress in each action area. 7.2 AREA INITIAL DEVELOPING CONSOLIDATED NIVEL Gender Equity Policies No formal policy exists or is at an early stage. A formal policy and communication actions are in place. The policy is integrated into strategy and periodically reviewed. Leadership and Governance No clear governance mechanisms exist. Responsible leadership and management support are in place. Gender equity forms part of the strategic agenda. Community Impact No initiatives incorporate a gender approach. Community projects are under development. Impact on local development is measured. Female Talent Development No specific programs exist. Programs are under implementation. Programs are evaluated and supported with resources. Sustainability No long-term planning exists. Objectives or initiatives have been defined. An institutional plan with goals and indicators is in place. Tangible Results Results are not measured. Some indicators are monitored. Sustained progress is demonstrated. Transparency and Reporting No data is reported. Internal information is collected. Public reporting aligned with international standards is in place. Equity in Recruitment No specific strategies exist. Inclusive recruitment initiatives are applied. Indicators and results are monitored.
44 PERUVIAN INSTITUTE OF MINING ENGINEERS Use of the Tool The periodic application of this tool enables organizations to: More than a compliance exercise, this tool seeks to promote a continuous improvement process that contributes to the central objective of this guide: advancing in a concrete and sustained manner toward closing the gender gap across the mining ecosystem. The PERUMIN Gender Equity Excellence Seal recognizes organizations that have achieved significant progress along this path. However, the fundamental purpose of this effort is not simply to obtain recognition, but to drive real and lasting change in the way the mining industry promotes equal opportunities, talent development, and the full participation of women across the sector. Under this premise, this tool seeks to support organizations and institutions in a progressive process of institutional transformation aimed at building a more inclusive, diverse, and sustainable mining industry. Identify strengths and opportunities for improvement in gender equity policies and practices. Organize and document initiatives already underway. Prioritize actions in areas where larger gaps persist. Strengthen institutional capabilities to foster more equitable work environments.
45 GENDER EQUITY IN THE MINING SECTOR Organizations Recognized in the First Edition of the PERUMIN Gender Equity Excellence Seal In the first edition of the PERUMIN Gender Equity Excellence Seal, various organizations across the mining ecosystem committed to subjecting their practices to an evaluation process based on objective criteria and verifiable standards. The organizations listed below were recognized for the progress achieved in incorporating policies and practices aimed at promoting gender equity. This recognition represents a milestone within an ongoing process of continuous improvement. The recognized organizations reflect the diversity of the mining ecosystem, including mining companies, suppliers, engineering firms, academia, and other sector-related stakeholders of different scales and backgrounds. This diversity demonstrates that progress in gender equity does not depend solely on organizational size or available resources, but rather on management decisions and sustained commitment over time.
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47 GENDER EQUITY IN THE MINING SECTOR Anglo American Quellaveco S.A. www.peru.angloamerican.com Centro Tecnológico Minero CETEMIN www.cetemin.edu.pe Ausenco Perú S.R.L. www.ausenco.com Compañía Minera Antapaccay S.A. www.glencore.com/operations/antapaccay ABB S.A www.new.abb.com/south-america/peru Compañía Minera Antamina S.A. www.antamina.com Bechtel Perú www.bechtel.com Compañía Minera Miski Mayo S.R.L. www.miskimayo.com Towards Closing the Gender Gap Across the Mining Ecosystem
48 PERUVIAN INSTITUTE OF MINING ENGINEERS Compañía Minera Zafranal S.A.C. www.zafranal.com Confipetrol Andina S.A. www.confipetrol.com Komatsu Mitsui Maquinarias Perú S.A. www.kmmp.com.pe Newmont Perú S.R.L www.newmont.com Ferreycorp S.A.A. www.ferreycorp.com.pe Minera Las Bambas S.A. www.lasbambas.com Gold Fields La Cima S.A. www.goldfields.com Nexa Resources Perú S.A.A. www.nexaresources.com
49 GENDER EQUITY IN THE MINING SECTOR Sodexo Perú S.A.C. www.pe.sodexo.com Compañía Minera Poderosa S.A. www.poderosa.com.pe Pulso Corporación Médica S.A.C. www.pulso.com.pe
50 PERUVIAN INSTITUTE OF MINING ENGINEERS Vierdes S.A.C. www.vierdes.com Unimaq S.A. www.unimaq.com.pe Volcan Compañía Minera S.A.A. www.volcan.com.pe
51 GENDER EQUITY IN THE MINING SECTOR Towards Closing the Gender Gap in the Mining Ecosystem.
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54 PERUVIAN INSTITUTE OF MINING ENGINEERS Closing the gender gap across the mining ecosystem requires sustained effort and consistent decisionmaking over time. The challenge is no longer understanding the relevance of this agenda, but rather managing it effectively by integrating it into organizational operations and decision-making processes. This guide provides the sector with a structured framework that enables organizations to organize, consolidate, and strengthen gender equity practices, facilitating their progressive implementation and long-term sustainability. The experience gathered through the PERUMIN Gender Equity Excellence Seal demonstrates that progress is possible when management is guided by consistency, continuity, and commitment. Closing gaps requires concrete decisions. Closing gaps requires the commitment of leaders within every organization.
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