Pueblo Viejo is one of the world’s largest gold mines. Could you give us a short history of the operation?

Mining at Pueblo Viejo started in the 1500s, but there are few records left to document the activity between 1525 and 1950. In the 1960s, Rosario Resources optioned the property and owned it until 1979, when the Dominican Central Bank purchased the foreign shares held in the operation. Activities ceased altogether in 1999. In 2021, Placer Dome acquired the project, and in 2006, Barrick Gold acquired Placer Dome and simultaneously transferred a 40% stake in the project to Goldcorp, which was subsequently acquired by Newmont.

Operated by Barrick Gold, Pueblo Viejo is located in the center of the Dominican Republic, within the Montenegro Fiscal Reserve (MFR). It is a high-sulfidation epithermal precious and base metals deposit with 20 million oz of gold in proven and probable reserves and 26 million oz in total resources. We are mining from two main pits – Moore and Monte Negro – and, following the completion of an ongoing expansion, the operation can sustain production of more than 800,000 oz/y through 2040 and beyond. Currently, we have an annual guidance between 617,000 and 683,000 oz. Pueblo Viejo accounts for 1% of the Dominican’s GDP. Could you comment on the progress toward the expansion?

We have successfully completed the plant ramp-up and are now focused on a few remaining improvements. As part of our expansion to achieve 800,000 oz/y, we are constructing a new TSF. After evaluating more than 20 potential sites, the Naranjo Tailings Dam was selected as the optimal location. We recently released an FS for the project and have begun constructing access roads. The development of Naranjo also includes the country’s first resettlement program, which we are implementing in line with international best practices and through extensive stakeholder engagement. The dam is expected to be operational by 2030. What does the resettlement process involve, and how are you engaging communities through this transition?

We have committed to transparency from the onset, holding over 3,000 meetings with local communities. This will be a world-class resettlement program that involves not only a relocation of housing but also an improvement in livelihoods. The locals involved got to choose the size and nature of their lot depending on their family size. The housing project is complemented by new facilities such as a primary school, technical high school, a childcare center, sports facilities, two churches, a cemetery, along with paved roads, electricity and potable water. Moreover, each family concerned will have a livelihood project tailored to their needs. Most people see the resettlement as an opportunity. Naturally, there will also be people who disagree with a certain price offered for their crops or another item for negotiation, but we have approached these issues with transparency. 653 families are part of the physical resettlement process. As the largest mining operation in the country, how has Pueblo Viejo contributed to the Sánchez Ramírez Province?

When we began exploration in the country, Sánchez Ramírez was among the poorest provinces. By 2019, it had made a remarkable leap, ranking 19th on the UNDP Human Development Index. For the communities surrounding our operations, we financed and built more than 600 infrastructure works. 98% of our workforce is Dominican and 57% comes from nearby communities. We also have a commitment to buy locally. Pueblo Viejo was recently awarded the 2025 Premio WIMCA (Women in Mining Central America). What initiatives have driven this progress and how does a more more balanced workforce enhance performance?

We have increased female participation from just 3% to 31% today, with more than 1,000 women now working at Pueblo Viejo across all levels and divisions. In fact, 44% of our management positions are held by women. Our end-commitment is to achieve full gender parity. As part of this journey, we have implemented education and training programs, such as an apprentices scheme whereby 50% of apprentices are female; this has certainly helped move the needle. We also provide mentoring, and I myself am mentoring five high-potential female employees.

The increasing presence of women in our organization has visible impacts. Beyond bringing diverse perspectives to the table, we have also observed higher productivity in roles such as female truck drivers.