Human Resources

Borax works to attract and retain a qualified workforce.
The company's primary Human Resources goal is to develop individuals and organizational structure for rapid response to marketplace conditions.

In 2004, Borax completed a global remuneration review to confirm that its salaries and benefits remain competitive. The company developed tools to help employees establish ongoing learning and growth plans, but did not meet its target to develop plans for half the salaried workforce. It is likely that the learning curve associated with this new program was underestimated. Enhanced communications and program training are planned in 2005 to increase participation.

Borax also began working with other Rio Tinto companies in North America to launch a graduate recruitment program targeting college and secondary schools in 2004, and continues to support Rio Tinto's goal to increase workplace diversity. Visit www.riotinto.com for Rio Tinto's statement of business practices – The Way We Work – and the policies it sets out regarding employment, human rights and other issues.

The company has implemented a performance management program to align individual efforts with collective goals. Under this program, every salaried employee develops a scorecard identifying key performance indicators and improvement targets. Borax's hourly workforce develops group scoreboards. Performance evaluations and succession planning are tied to scorecard performance.