Goldcorp Inc. Blog

Environmental Management Means Making Continuous Improvements

Mon, 22 Apr 2013 17:00:00 -0400

By Jerry Danni

Earth Day is a great opportunity for individuals and companies to reflect on their environmental footprint.

At Goldcorp, we take pride in the work we do to protect and manage the impact of our operations on land, air and water. This includes a commitment to making continuous improvements to our environmental performance, which is part of the company’s “Operating for Excellence” program across all areas of the organization.

For example, Goldcorp’s energy strategy includes a five-year plan to increase energy efficiency by 15 per cent, reduce greenhouse gas emissions by 20 per cent, and to source five per cent of our energy from renewable sources.

Goldcorp has a number of initiatives in place to meet these targets, including most recently the natural gas pipeline it helped to build near Red Lake, Ont. Not only will this pipeline replace large amounts of diesel fuel at the mine site, it will also make cleaner, more efficient energy, in the form of natural gas, available to local homeowners and businesses.

The company was recently nominated for the 2013 Canadian Society of Corporate Secretaries (CSCS) Excellence in Governance Awards in a number of categories, including "best sustainability, ethics and environmental governance programs."

Goldcorp has also been added to the Dow Jones Sustainability Index, which is a vote of confidence that our corporate social responsibility efforts are being recognized, particularly around environmental management.

While it’s an honour to be included on the list, it will take more hard work to keep us there. As Goldcorp’s new Vice President, Environment, my job is to help ensure the company maintains its reputation as a leader in responsible mining.

To do this requires the ongoing participation and commitment of all Goldcorp employees. My team’s role is to ensure employees have the proper tools, education and training to consider the environment in everything they do on the job. It’s similar to how employees have long approached health and safety as a top priority across the industry.

If you ask someone at a mining operation today: Who is responsible for health and safety? Most will respond by saying, “I am.” However, if you ask someone who is responsible for the environment, many will point you to someone in the environment or sustainability departments. At Goldcorp, the goal is to create a further culture shift so that answer becomes the same for both questions.

Unlike a few decades ago, it’s no longer enough for a mining company to be compliant with environmental permits and government regulations. Today, companies are held accountable by a much wider group of stakeholders, including regulators, communities and investors. There are also a number of international standards that responsible companies adhere to, such as those set out by the International Council of Mining and Metals (ICMM), the International Cyanide Management Code and the Global Reporting Initiative (GRI).

Like most mining companies, Goldcorp has an environmental and sustainability policy and management system in place to guide its activities. To improve on this framework, my team is working on an updated system that will better define the standards and procedures, as well as simplify their implementation.

The new Sustainability Excellence Management System (SEMS) will start by ensuring environmental standards are consistent across all of Goldcorp’s operations. It will also include ways to measure performance, which will help to ensure continuous improvements are being made.

The system is being designed purposely to make environmental management easier for any employee to understand and follow. The newly developed framework and standards will cover all operational aspects and potential environmental impacts, and will also address external sustainability reporting initiatives.

The SEMS will be rolled out across the organization over the next few months. The objective is to help empower each employee to be an environmental steward. That, in turn, will help to make every Goldcorp employee a member of the environmental team.

Jerry Danni has been Vice President, Environment at Goldcorp Inc. since December 17, 2012. Danni has held executive positions at a number of mining companies in his 35-year career in the industry.

Partnership to power a brighter future for remote First Nation communities

Thu, 04 Apr 2013 13:30:00 -0400

Leaders and representatives of the First Nations communities and Goldcorp met on March 28, 2013, to formally incorporate Wataynikaneyap Power.

For most people, diesel generators are for emergencies. When the power goes out, you start one up to keep the lights on, the house warm and the power flowing.

But for remote First Nation communities in Northwestern Ontario, diesel generation is a crucial source of power they can’t do without. They burn approximately 25 million litres of diesel fuel a year to get electricity into their homes and communities – enough diesel to fill 10 Olympic-sized swimming pools. And though the generators used by these First Nations communities are much bigger than ones you'll find in your local hardware store, they're the same in two important ways: They're not the best power solution from an environmental perspective. And they cost a lot of money to operate.

All that may change thanks to a new partnership between 13 First Nations and Goldcorp. Wataynikaneyap Power (Anishininiimowin for “line that brings light”) is working to connect remote First Nations communities in Northwestern Ontario to a cleaner source of electricity by bringing additional grid connection to Pickle Lake and adding new transmission beyond.

“We have partnered with Goldcorp to establish Wataynikaneyap Power with a goal of First Nations eventually owning 100% of this important infrastructure that will better serve our communities. I look forward to the day we can connect our communities to the provincial power grid – it is safe, reliable and provides for cleaner energy,” said Margaret Kenequanash, representing the 13 First Nations partners in Wataynikaneyap Power.

The 13 First Nation community partners jointly own 50% of the company, and Goldcorp owns the other 50%. The partner communities include: North Caribou Lake, Slate Falls, Wawakapewin, Cat Lake, Wunnumin Lake, Muskrat Dam, Wapekeka, Lac Seul, Kasabonika Lake, Kingfisher Lake, Sachigo Lake, Bearskin Lake and Kitchenuhmaykoosib Inninuwug.

Goldcorp’s Musselwhite Mine is one of the customers currently serviced by a transmission line that is over 70 years old and cannot meet the reliability and capacity needs of the region. Goldcorp’s current role is to facilitate project development and provide support to our community partners until a long term transmitter partner has been secured for the project.

For Goldcorp, the partnership demonstrates what can be achieved when the business community and First Nation’s interests are aligned and collaborate for mutual benefit.

“Wataynikaneyap Power is an example of how industry and First Nations can work together on projects that are good for the economy and the environment while benefitting communities in the region for years to come,” said Gil Lawson, Manager of Goldcorp’s Musselwhite mine.

Wataynikaneyap is proposing a two-phase process. The first phase, a 300-kilometre transmission line, will reinforce electricity transmission into Pickle Lake, including servicing Goldcorp’s Musselwhite mine. The second phase will extend transmission north of Pickle Lake to service remote First Nation communities

When completed, the line will mean a significant reduction in diesel-powered electricity and an increase from cleaner sources like hydro, natural gas, renewables and nuclear power. Over 40 years, the project could result in over four million tons of avoided GHG emissions.

It will also result in an improvement of the quality of life in remote communities in Northwestern Ontario. Diesel power generation can have detrimental effects on health and the environment. The limited availability of power in some communities has also caused the temporary closure of schools and prevented the construction of new homes and businesses. Frequent power outages have compromised health care facilities and led to food spoilage. Diesel transportation, handling, and spills are ongoing concerns.

The project will also save money. Diesel power is one of the most expensive ways to generate electricity. The associated cost of diesel power generation has been estimated at approximately $68 million annually for remote northwestern communities. In the long term, a new transmission line would cost significantly less than continued diesel power generation.

The project will also create jobs – approximately 1,200 during construction and another 60 long-term career opportunities – as well as new economic development opportunities in the region. According to Margaret Kenequanash, the goal is to create as many local economic opportunities for First Nation communities as possible. The First Nation partners are currently in the process of developing training programs to prepare the local workforce.

Wataynikaneyap has initiated an environmental assessment on Phase 1 of the project and expects to complete construction to Pickle Lake by the end of 2015. The company plans to initiate an environmental assessment on Phase 2 this year, and could begin connecting communities in 2017.

This is just one in a series of initiatives underway in collaboration with First Nations. Last month we shared the success of Windigo Catering, which supplies catering and other services to Musselwhite Mine and was recently recognized for exceptional Aboriginal achievement in the Canadian mining industry.

Tell us what you think – are corporations and First Nations effectively collaborating to achieve shared objectives?

The Changing Face of Resource Extraction

Tue, 02 Apr 2013 14:00:00 -0400

“CSR is not just risk management. It’s value creation for shareholders”

John Bell, independent director and chair of the Sustainability, Environment, Health and Safety Committee at Goldcorp, recently sat down with the Journal of the Institute of Corporate Directors to discuss the changing face of Resource Extraction. Please find the published article below:

How are frameworks of regulation evolving in the natural-resource sector at a national, regional and global level?

The precious-metals sector continues to benefit from strong metal prices. The countries in which Goldcorp operates are either enacting or considering new mining legislation and regulations in the context of their own particular fiscal challenges, with most jurisdictions reviewing royalties from mining companies as a means to drive revenue and capitalize on the trending increase in metals prices. There is an evolution in most jurisdictions with regard to indigenous groups, as countries move to implement their commitment to ILO169, the international convention on human rights for indigenous peoples, and strive to build capacity within governmental institutions. There are also a variety of initiatives at all levels focused on how corporations in the extractive sector respond to the challenges of greenhouse-gas emissions, energy and water management.

How does the Board ensure it has the information to do its job? What research avenues do you explore in this regard?

The Board relies on fulsome and detailed presentations by management at board meetings and annual budget sessions. We also have direct contact with the CEO and senior management between meetings on issues of interest, and at various corporate events. The Sustainability, Environment, Health and Safety (SEH&S) Committee that I lead at Goldcorp benefits from regular visits to mine sites to get a real sense of the issues and accomplishments at that particular mine. We usually meet members of the local community and see for ourselves Goldcorp’s impact on the local inhabitants. In early 2012, the Board met with native elders at a major reclamation site in Timmins, Ont., and in Quebec we spent a day with the Wemindji Cree Community on James Bay, with whom we have a collaboration agreement for our Eleonore project. I find it extremely useful and enjoyable, as part of keeping on top of key issues pertaining to the participation in the SEH&S Committee, to attend Goldcorp’s safety, environment and sustainability workshops held every two years, which bring together all mine general managers, and environmental, safety and CSR managers to discuss these subjects in depth.

The 2012 workshop, held in Mexico, attracted more than 200 people, reflecting the increased size and complexity of the corporation, as well as the company’s commitment to responsible mining practices. For the first time in the company’s history, this event included workshops dealing with human rights. A Washington, DC-based NGO, Fund for Peace, led workshops on the implementation of Goldcorp’s new human-rights policy at our mines with regards to our workers, local communities, grievance procedures, and how best to head off potential abuses. The conference also witnessed the introduction of a new policy on water management, with the focus on how mines could work with this strategy, similar to policies already in place for energy utilization. For context, I also rely on country reports prepared quarterly by an outside source for background on the changing economic and geopolitical situations in the various jurisdictions where the company operates. The world is evolving rapidly; it’s important to keep abreast of what’s happening in the industry and beyond, and to keep learning.

Recent incidents in South Africa and Guatemala have put a spotlight on extractive industries. What is the Board’s role in crisis situations?

Where there are strong risk-management processes in place, crises should be few and far between. Boards can and should contribute to crisis avoidance by supporting best practices in risk management. The tone from the top set by the CEO and the senior team is key. Nonetheless, every organization will face crises at some point, and it’s at this point that those processes are put to the test. One example I recall relates to Goldcorp’s Marlin mine in Guatemala. In late 2008 the Board learned that the Inter-American Commission on Human Rights had issued a precautionary letter to the government of Guatemala seeking the closure of the Marlin mine. We were certainly aware of various accusations against the mine pertaining to water quality. The SEH&S Committee had visited Marlin and seen that it’s a well-run mine and that proper environmental protocols were in place for water quality. The Marlin mine is one of the largest taxpayers in Guatemala and has a significant economic impact on the communities in and around the mine, as the majority of the workforce is Mayan from surrounding communities.

The Board was able to provide guidance and encouragement to the management team to work through a series of initiatives. Starting with developing stronger relations with the two significant towns in the area and following a resolution put forward at the 2009 AGM, Goldcorp agreed to work with an ethical investment group and the Fourth Swedish National Pension Fund to undertake an impartial human rights impact assessment. This was the first time a major resource company agreed to have a detailed examination of its human rights-related activities, a move the Board strongly supported and encouraged.

The assessment was publicly released, along with reports detailing the outcome and follow-up of specific recommendations contained within the assessment. As part of the follow-up, the Board demonstrated its oversight and interest in the matter when the SEH&S committee met with the President of the Guatemalan Human Rights Commission, presenting her with the first Spanish copy of Goldcorp’s newly minted human rights policy.

As part of the ongoing legacy in the municipalities near the Marlin mine, Goldcorp is involved in initiatives that are providing jobs and vocational training, encouraging agricultural extension and small-business development, improving community water and sewage systems, and helping build schools, sports fields and roads. Goldcorp’s latest contribution to the families and communities living near the Marlin mine is a brand new and much-needed medical centre. On land provided by the municipality, and with the provision of healthcare staff and operational support from the Guatemalan Ministry of Health, Goldcorp funded the Centro de Atención Permanente facility to address the increasing need for accessible health care in the township of San Miguel Ixtahuacán and the state of San Marcos, Guatemala.

How important are community relations, particularly in high-risk locations?

Community relations are extremely important at every one of Goldcorp’s operations. For example, shortly after I joined the Goldcorp Board in 2005 I visited the Wharf mine in South Dakota, at a time when the main issue was closure. The mine was in its last months of production. People were already starting to pack their bags and move on to other jobs.

At our most recent Board meeting, the Wharf general manager explained how that mine’s life has now been extended by nine years, with expectations that the mine could be extended even further. The main driver for this amazing turnaround was largely the strength of relations with the communities and local governments, and the unique partnership with the ski-lift operation next to the mine. The management team, with full support from the Board, collaborated on a plan together with local communities to expand operations. It’s a classic win-win situation.

Goldcorp operates in several areas where there are indigenous populations. Here community relations need to be informed by an understanding of legal precedent, changing legislation, such as in Ontario, and by cultural awareness and sensitivity. Our committee visited the Eleonore site in Northern Quebec shortly after Goldcorp acquired the property. When we walked along a path that was slated to become a road, the consultant explained that he had walked the entire distance with the Cree holder of the trap line and fishing interests, who asked that the road deviate by a small degree to facilitate access to his trap line and fishing spot. His interests were accommodated. This brought home to us that we as operators need to involve local indigenous and other local communities from the outset.

The collaboration agreement between Goldcorp and the Wemindji Cree entered into last year brings greater benefits to the Cree when the mine succeeds. Throughout construction and operations, the Cree will be involved as employees, suppliers or contractors. I have been impressed with how, through key hiring decisions, the company has strengthened its ability to engage with indigenous communities.

Should directors become involved in community initiatives, or are they more effective around the boardroom table?

My opinion is that directors’ effectiveness in overviewing community relations depends on their contributions in the boardroom. However, their input is certainly better informed if they have visited local communities and heard and seen their reaction on the ground. Stakeholders benefit from having the board take a close interest in their situation.

Finally, is CSR just a buzzword, or does it have financial value to shareholders – and therefore does it require more board oversight?

Any company that ignores CSR does so at its own peril. Gone are the days of enclave operations like some of those I saw in Africa and South America 30 years ago, where companies built a road to a resource and then dug big holes to remove those resources, with limited thought to local communities. When the resource was depleted, they picked up their picks and shovels and just left. CSR poorly done can have a disastrous impact on financial results. In the case of Goldcorp, effective management of the process headed off the closure of the Marlin mine, which is not only a significant contributor to Goldcorp’s bottom line and a major support to the GDP of Guatemala , but also a large economic driver of regional employment and positive social change. So the downside is easy to see: without broad support from the communities and local administrations in which we operate, we won’t succeed. CSR is not just risk management; it is value creation for shareholders.

The value to shareholders is also apparent as institutional investors continue to express interest in this aspect of operations. Goldcorp’s CEO and senior CSR personnel meet annually with socially responsible investors (SRIs) who differentiate their funds based onmatters around the CSR theme. For the first time thisyear, I participated in this meeting as a member of the board and as chair of the SEH&S Committee. It was helpful for the Board to hear the SRIs’ concerns, as it was for the SRIs to hear from the Board. CSR is of enormous importance to companies in the resource sector, and it is increasingly included as an important element in assessing CEO and senior executive compensation.

Women gain underground mining skills at Goldcorp’s Stope School

Thu, 28 Mar 2013 09:00:00 -0400

Jodi Gushulak, a recent graduate of Goldcorp’s Stope School, breaking rock at the Rock Breaker on 42 Level at Red Lake Gold Mine

In a recent Above Ground blog post we talked about a unique training program for women at Goldcorp called Creating Choices that demonstrates the company’s commitment to developing its people.

We thought a natural follow up would be an example of how Goldcorp helps train women to work in jobs at the core of its business - underground mining.

An all-female Stope School was started in 2011 at the Red Lake Mine, in an effort to increase interest in mining and representation for women at Goldcorp. Named after the stope method of underground mining, the school is part of the company’s original Stope School, founded in 2005 in partnership with local First Nations in northern Ontario.

The 12-week program provides hands-on experience working in an underground operation, including drilling with a 95-pound jackleg, blasting, mucking, bolting and screening, as well as driving mobile equipment.

Graduates of the program receive the Ontario Common Core Certificate, which is necessary to work in an underground mine in the province. While the Stope School offers no guarantee of a job at Goldcorp upon completion, all graduates are invited to apply for available positions.

Since 2006, the Stope School has successfully trained 189 people, of which 2/3 are employed at Goldcorp. Over the past two years, the female Stope School has trained thirteen women all of whom have graduated and are currently working at Red Lake.

Janelle Sletmoen was a training assistant at Red Lake prior to enrolling in the Stope School, which she describes as an “overwhelming but definitely most interesting” experience.

“Every day we would learn something new,” she said. “It was very physical work.”

“Never in my wildest dreams did I ever think that I would be working underground,” said Sletmoen, who now works as a tram operator at Red Lake Gold Mine.

“I grew up in the mining community of Balmertown, Ontario and always hoped to someday have a career at Goldcorp, but never thought I would ever work underground,” she said. “I am happy that I was able to have the opportunity to participate in the Stope School and look forward to the challenges that lie ahead and the ongoing opportunities to grow my skills.”

Jodi Gushaluk worked as an assistant in the engineering department at Red Lake and moved to the mining department in the fall of 2011, when she attended the all-female Stope School along with five other women.

“We had lots to learn and were in an environment that was fairly new to most of us,” Gushaluk recalls. “I was eager to learn the process of mining first hand, putting to use my knowledge of the general mining cycle from my surface job.”

After finishing the program, she began working as an equipment operator. Today, she operates a 30-ton dump truck and is training on the 3.5-yard scoop tram.

She’s grateful for the opportunity Goldcorp provided for her to advance her skills. “I plan on learning many other positions in the underground environment to broaden my experience,” Gushaluk says.

“My supervisors and managers are supportive of my growth and continue to encourage me with new challenges and opportunities,” she says. “I have had an excellent experience so far in my new adventures. As a woman in the mining industry I appreciate the encouragement and mentorship from my peers and supervisors at Goldcorp. They have shown me incredible support and acceptance in my new role as an underground miner.”

Traditionally, mining was a labor-intensive, male dominated industry, but things are changing. Women are carving out new roles for themselves in the mining sector and contribute a unique perspective that we believe will ultimately help the industry evolve in a positive way.

Ingredients for Success

Fri, 01 Mar 2013 16:00:00 -0500

Marcel Boucher, an assistant chef with Windigo Catering, prepares food for employees at Goldcorp.'s Musselwhite Mine located northwest of Thunder Bay. The Sioux Lookout-based company has been providing catering services since 2005. Taken from: http://ow.ly/ibmI0

Congratulations to Musselwhite’s Windigo Catering, recipients of the Skookum Jim Award for exceptional Aboriginal achievement in the Canadian mining industry

The First Nations term Windigo represents strength and a determination to provide, two of the many ingredients for success demonstrated by the Windigo Catering Team at Goldcorp’s Musselwhite mine.

Windigo Catering Limited Partnership, a business venture owned by five members of the Windigo First Nations Council in northwest Ontario, has won the prestigious Skookum Jim Award for exceptional achievement in the Canadian mining industry. The award will be presented at the Prospectors & Developers Association of Canada (PDAC) annual conference, which takes place March 3 – 6 in Toronto.

Based in Sioux Lookout, Windigo Catering currently employs 66 people – 83 percent of whom are Aboriginal – and shares revenues amongst the five Windigo member First Nations of Bearskin Lake, Cat Lake, North Caribou Lake, Sachigo Lake and New Slate Falls. In addition to catering, Windigo provides camp management, laundry, janitorial, commissary and housekeeping services to Goldcorp Canada Ltd.’s Musselwhite Mine at Opapimiskan Lake.

The Windigo First Nations Council is a signatory to a business-to-business agreement with Goldcorp that has served as the genesis for a range of employment, skills training, economic development opportunities and environmental protection.

“The Musselwhite Agreement embodies cooperation, understanding, and mutual respect,” says Frank McKay, President of Windigo Ventures General Partner Ltd. “We’ve been proud to work closely with Goldcorp on their Musselwhite project since 1998. Our relationship is based on shared values, and continues to strengthen as we provide increasing support to a range of mining operations.”

McKay further notes that the Goldcorp partnership has been a key catalyst for business growth. “Profits generated through Windigo Catering are financing other aspects of our business, which include Windigo Property LP and Windigo Distributors LP. The Skookum Jim award feels like icing on the cake.”

According to Goldcorp, Windigo Catering has become a valued project partner. “The professionalism and work ethic of Windigo Catering staff have contributed significantly to the success of Musselwhite Mine,” says Gil Lawson, Musselwhite Mine Manager. “I’m proud of our long-standing association with the management and staff at Windigo, and hope to see our relationship continue well into the future.”

Windigo Catering provides on-the-job skills development – including supervisory, chef’s apprentice, accounting, computer, safety, laundry and janitorial training – as well as competitive salaries, employment benefits and a registered pension plan. Windigo’s catering division alone grosses more than $6 million per year, and the Windigo First Nation Council earns monthly revenue-sharing from the mine.

On the operational side, Goldcorp provides scheduled flights – from Cat Lake, Weagamow Lake, Wunnumin Lake, Kingfisher Lake, Pickle Lake and Sioux Lookout – to the mine, to aid in recruiting local First Nation members. Over time, some Windigo employees have chosen to relocate to Thunder Bay, which offers bigger city benefits such as direct access to high schools and post-secondary education.

“Our parent group, Windigo Community Development Corporation, started years ago as a not-for-profit,” recalls McKay. “Launching a separate for-profit business venture in 2005 was a decision that really allowed Windigo Catering to fly. In fact, I would call it a key part of our ‘recipe for success’. We believe winning this award will help us secure new business partnerships with other mineral exploration ventures in Ontario – expansion that can be served through our new Thunder Bay office.”

WINDIGO CATERING’S ‘RECIPE FOR SUCCESS’

The Skookum Jim Award validates the overall approach Windigo member First Nations have taken in launching and growing thriving businesses. Windigo’s leadership offers the following advice for First Nations organizations across Canada pursuing similar ventures.

1. Run business ventures under separate ‘for-profit’ channels. Don’t confuse the profit and not-for-profit areas of your economic development.

2. Clearly define the roles and responsibilities for all business staff and management, right up to outlining the role your Directors will play.

3. Do the work necessary to first develop – and then agree on – a long-term vision for the business.

4. Hire a manager that understands and shares your vision – and can inspire the staff they are responsible for.

5. Draft a financial plan for the business. Review and revise it regularly.

6. Make sure you understand – and then are willing to fully comply with – all applicable laws, acts and regulations related to your business.

7. Reward your employees – not only through competitive remuneration, but also through intelligent incentives.

8. Partner with industry to generate meaningful and lasting economic benefits for First Nations communities.

Goldcorp would like to take this opportunity to congratulate Windigo on their award!

To learn more about Windigo Community Development Corporation please visit:

www.WindigoCatering.ca.

Happy Anniversary, Above Ground!

Wed, 20 Feb 2013 18:00:00 -0500

Today marks the first anniversary of the Above Ground blog. Over the past year, this forum has helped to enhance Goldcorp’s communication with stakeholders in the social media age, as well as our commitment to transparency, to responsible mining and to our vision of Together, Creating Sustainable Value.

When we started the blog in February 2012, it was with an email distribution list of about 80 people. We now have nearly 600 followers, and counting. In our first post a year ago, we told you that we’re willing to talk openly about issues, concerns, opportunities and ideas with people interested in having a discussion. Thank you for taking the time to send us your encouraging notes and to those that have asked us for more information. We even appreciate the not-so-encouraging notes – they drive us to do better.

When we decided to maintain a company blog we knew it would be challenging. The blog is a forum to highlight the good work the company does in the communities where we operate, and to discuss how and where we can make improvements. We’re not perfect. But we hope you’ve seen through our commitment to providing you transparent information that we’re working hard to be the best mining company in the world, whether your measure of success is our environmental, social and governance (ESG) practices or our returns to shareholders or our ability to attract and retain the best talent in the business.

To celebrate our first birthday, we decided to look back at the content over the past 12 months and to encourage you, as part of our growing audience and stakeholders, to participate in helping shape what is posted here in the future.

We’re proud of the work our team has done at the Marlin Mine in Guatemala , our health and safety collaborations and of our work with the World Gold Council to develop the Conflict-Free Gold Standard.

We’ve also featured some “soft” stories around community successes and human interest pieces that demonstrate our vision of creating sustainable value. Our first guest blogger shed some light on the various uses of gold in technology and healthcare. More recently our post about Creating Choices, a leadership training program for women at Goldcorp, got a lot of attention.

As these examples demonstrate, the Above Ground blog is a mix of inspiring, informational and difficult subjects. Each post reflects Goldcorp’s commitment to transparency, and to being responsible, respected and welcomed everywhere we do business.

We look forward to bringing you more stories about Goldcorp, our people, our communities and our industry in the months and years to come. We also invite you to sign up for the blog, if you haven’t already, and to share our posts with friends, colleagues and acquaintances on your favourite social media sites. We welcome you to join the conversation!

Partnership provides shelter for people in need

Fri, 08 Feb 2013 14:00:00 -0500

Right to left: Tom Laughren, Mayor, City of Timmins; Marc Lauzier, Mine General Manager, PGM; Ed Ligocki, Chairman of the Board, The Good Samaritan Inn; Domenic Rizzuto, Manager HR & Corp Social Responsibility, PGM

When most people think about homelessness, they think about big urban centres, not smaller communities like the ones that dot Northern Ontario. But for a group of dedicated community volunteers in the City of Timmins, providing shelter for people who need a helping hand is a top of mind issue.

For the last 11 years, the Good Samaritan Inn has provided a place to stay, clothes to wear and food to eat for people in need.

Now, thanks to community fund-raising efforts, countless hours of work by volunteers and the support of a $100,000 donation from Goldcorp, the Good Samaritan Inn has purchased a new building, allowing it to continue helping people for years to come.

For Goldcorp Porcupine Gold Mines, Mine General Manager Marc Lauzier, the decision to help out was an easy one.

“Goldcorp is proud to be partnering with the Good Samaritan Inn, and supporting the purchase of a new building to provide shelter for the homeless,” according to Lauzier. “Supporting this excellent community-based group, the dedicated volunteers and the important work they’re doing is one way we can do just that.”

The need for the Good Samaritan Inn has never been greater. A recent study by Laurentian University in Sudbury, Ont., puts the number of homeless individuals in Timmins at 720. That includes 257 youth under the age of 15.

On any given night, the Good Samaritan Inn provides shelter, food and clothing to 42 people. This is especially important in Northern communities like Timmins, where winter temperatures often dip below -30 C. For a person with no place else to turn when the weather turns bitterly cold, a warm place to stay can make all the difference in the world.

“We all have a responsibility to look after the less fortunate,” said Ed Ligocki, chair of the Good Samaritan Inn’s Board of Directors.

But for Ligocki, the inn is about more than just emergency housing. It’s also about helping residents regain their lives and become productive members of society. That’s why the 800 people who use the inn every year can also access counseling, get referrals to community and government supports, and get help polishing up their resumes and searching for jobs.

The purchase of a new shelter means the Good Samaritan Inn’s good work will be able to continue for years to come. It is an accomplishment that is a credit to people like Ed Ligocki and all the inn’s directors. It’s also a credit to the staff and volunteers who put in long hours helping people and fund-raising, a local municipal government that has made housing affordability and availability a top priority, and businesses and community members who have rallied to support the inn. Goldcorp is proud to support such a worthy cause and needed service that makes Timmins a strong, healthier community.

What Goldcorp and Oprah Have in Common

Thu, 24 Jan 2013 14:00:00 -0500

Kaeli Gattens was only two weeks into her internship in the corporate communications department at Goldcorp when she heard about Creating Choices, an internal training program for women.

Still a shy intern, Gattens gathered the courage to approach the program’s founder, Anna Tudela, Goldcorp’s Vice-President, Regulatory Affairs & Corporate Secretary, to ask for more information. Tudela, who has been a mentor and role model for many women over the years, immediately invited her to an upcoming training workshop.

For Gattens, the course offered the kind of encouragement and inspiration she needed to enter and develop in the male-dominated mining industry. In fact, Gattens says it was the skills highlighted in Creating Choices that helped her gain full-time employment at Goldcorp just a few months later.

“Creating Choices helped give me more confidence in my abilities and encouraged me to use my voice,” said Gattens, who was hired on permanently last September as Communications Coordinator.

What Gattens enjoyed most about the program was the support provided by women to other women.

“It’s not only about girl power,” Gattens said. “It’s about creating an environment that supports women to view themselves as equal and to create opportunities for them to grow, to be the best they can be at what they do. It is very inspiring to see Goldcorp have so many successful, female role models not only at corporate but at each and every operation.”

Creating Choices is celebrating its one-year anniversary from implementation, which we’d like to point out coincides with another big event that celebrates empowerment of women – Oprah’s visit to Canada this week. Oprah will inspire audiences in Edmonton, Calgary and Vancouver to take control of their own lives so that they can reach their full potential. It’s the same message Creating Choices brings to its participants, while strengthening their abilities in areas such as skill development, networking and mentoring.

Creating Choices is open to women at all levels across Goldcorp’s global operations. So far, more than 500 women have graduated from the program.

Goldcorp is also the first international gold mining company to offer this kind of enterprise-wide program for women. It’s part of the company’s corporate priority of “Growing People.”

“Goldcorp’s senior management team is to thank for continuing to support Creating Choices, prioritizing gender equality and encouraging women to advance their careers through the program,” said Tudela. “By acknowledging and supporting the strengths of both male and female leaders, Goldcorp is strategically developing its people to be their best, while honouring our vision of ‘Together, Creating Sustainable Value.’”

Creating Choices is delivered in partnership with The Humphrey Group and has been delivered at various Goldcorp locations around the world. In October, the “Train-The-Trainer/Entrenar a la Entrenadora” course was delivered to the 25 women on the Mexico and Guatemala Steering Committees. Following this, the program was launched in these countries at all locations.

Goldcorp’s commitment to growing people is one way the company ensures it gets the most from its employees and creates a competitive advantage.

Safety Conference Highlights Need for Better Industry-Wide Collaboration

Fri, 18 Jan 2013 16:00:00 -0500

By Sophie Bergeron, Director, Safety & Health, Goldcorp

There is an unwritten rule in the mining industry that, when it comes to health and safety, there are no competitors, only collaborators.

That guiding principle was reinforced at a recent International Council of Mining and Metals (ICMM) conference in Santiago, Chile, where more than 300 mining industry executives and professionals came together to discuss health and safety at their operations around the world. There was general acknowledgement that the mining industry still faces significant challenges, which can only be addressed if companies operate to the highest standards and share their knowledge, especially when it comes to the well-being of employees.

As Director of Safety & Health at Goldcorp, I was proud to be part of the company’s 35-member delegation, which by the way was the largest group of attendees for a single company at the event! Our group included Goldcorp CEO Chuck Jeannes, COO George Burns, Senior Vice President of People and Safety, Paul Farrow, as well mine general managers from all of the company’s global operations.

As a group, Goldcorp had several success stories to share among our industry peers. We highlighted our “Safe Enough for Our Families” health and safety philosophy and our employees were a key part of discussions around the importance of leadership in health and safety, worker health programs, community health management and safety in operations.

One prominent theme at the event was the elimination of fatalities. While overall injury rates at mines are falling, fatalities are either stable or declining at a much lower rate. This is not just true at Goldcorp but across the industry.

At Goldcorp, we did an investigation across our mine sites to find out why fatality rates aren’t decreasing at the same rate as injuries. As part of the investigation, we discovered that the incidents that are pre-cursors to most injuries have little or no potential to be fatalities. In fact, from a review of more than 6,000 reported incidents across Goldcorp mines, only 17 per cent had the potential to be fatal. This showed us that the prevention of injuries and how we prevent fatalities need to be addressed and managed in different ways.

Goldcorp has a renewed vision for safety that includes sustainable processes that focus on systems, behaviours and leadership to pursue continuous improvements when it comes to decreasing both injuries and fatalities at our mines.

At Goldcorp, we work diligently to try to understand the causes of health and safety incidents. We make it a priority to eliminate potential fatalities with the belief that it’s possible to have a harm-free workplace. This focus on eliminating fatalities – alongside our “Seven Golden Rules of Safety” and “Golden Eye Reviews” of our mines – generated a lot of discussion among the industry participants at the event.

Of course we have more work to do to improve, which includes further identifying and eliminating all workplace hazards and increasing the awareness of each employee about the potential risks. We’re doing this with the recently implemented “Time To Act” third-party reviews of site operations. In these reviews, experts study work practices at each site and report each unsafe situation identified. They also work with the mine management to demonstrate how to make improvements in both practice and behaviour.

The goal at Goldcorp is to create an environment where safety becomes a keystone habit at all of our operations. These and other initiatives are all part of an aggressive campaign to challenge why we still have fatalities at Goldcorp.

As Chuck Jeannes said at the Chilean conference: "For effective safety, we need effective leadership.”

Goldcorp Reports Incident Near its Marlin Mine

Thu, 10 Jan 2013 21:00:00 -0500

On January 8, 2013, an exploration project near Goldcorp’s Marlin mine was the scene of an incident involving contract exploration service workers and contract security personnel working near the mine in Guatemala. A group of exploration contractors became violent over contract issues, overpowered a security worker, beat him and held him against his will. The victim’s gun, loaded with rubber ammunition, was taken forcefully by the group and one individual used the weapon to fire upon security personnel. At this time, security workers acted in accordance with Voluntary Principles on Security and Human Rights guidelines related to the use of force and used rubber ammunition to return defensive fire before retreating with no further defensive action.

Several people were injured as a result of the incident. Two individuals were taken to hospital and later released. The company has offered and facilitated medical assistance for all those involved.

Marlin personnel contacted government and municipal authorities, numerous community leaders and human rights institutions and informed them of the incidents.

The attack on security personnel was carried out by several people who worked at the mine as temporary contractors until their contracts expired on December 15, 2012. Negotiations were held late last year and an agreement was reached on new contracts to be signed in January 2013. It was at these signings that the incident began to unfold, when several contractors demanded permanent employment by the company. Several contractors had already signed contracts, and many of them are scheduled to return to work shortly. As of today’s discussions, more than 50 of the 110 exploration services contractors have signed agreements and are scheduled to return to work.

Goldcorp’s first priority is the health and safety of its workforce. Montana Exploradora and its parent company Goldcorp Inc. does not condone violent protests and has taken measures to safeguard the physical safety of its employees, contractors and neighbors. The Company continues to seek constructive dialogue with the individuals responsible for these unfortunate incidents.