above ground: issue 6

ISSUE 06 // SPRING/SUMMER 2013

Raising the baR 4Safety analyticS Help Goldcorp fiGHt fatalitieS

Feeding enteRpRising spiRit 8 local buSineSS iS HealtHy at MuSSelwHite

bRighteR FutuRe 22ÉlÉonore coMMunitieS are awaSH in opportunitieS

PowerfulChoicesMentorship prograM helps woMen excel

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Welcome to this edition of Above Ground magazine, featuring a fresh, new look for the latest stories about how Goldcorp’s people, communities and programs are working together towards our vision: Together, Creating Sustainable Value.

Vital to achieving our vision is a sincere commitment to social responsibility – a strategic company pillar we don’t just speak to, we put it into action every day, in each region of operations, for our employees, local families and for generations to come.

In this issue, read about our focus on eliminating workplace fatalities and how employees, families and citizens help each other stay safe on the job and at home. Learn how Goldcorp is partnering with First Nations to create enterprising opportunities, funding university students in Mexico and cultivating community agribusiness in Guatemala.

These and many other stories we share with you to highlight just some of the exceptional people and partners we have the privilege of collaborating with every day. We hope you enjoy getting to know them as much as we proudly bring their stories to life in these pages.

Brent Bergeron Senior Vice President of Corporate Affairs

“At Goldcorp, we don’t just talk about corporate social responsibility: It’s our commitment.”

—Brent Bergeron

Above and Beyond

Publisher: Above Ground is published by Goldcorp Inc. Vancouver, BC, Canada, and is also printed in Spanish and French. Reproduction in any manner, whole or part, in any language is prohibited. All rights reserved worldwide.

Editors: Christine Marks, Tanya Todd

Art Direction & Design: Red Rocket Creative Strategies RedRocketCreative.com

Printer: Hemlock Printers Hemlock.com

Stringent preventative measures and family contests raise the safety bar.

Janelle Sletmoen aspired to a career with Goldcorp someday. Little did she know how deep her passion would lead.

From epic Chilean celebrations and Mexican universities, to powerful career choices and entrepreneurial dreams.

Windigo Catering sets the table for local business start-ups and ongoing success.

Meet Bill Shand, a Wharf mine dynamo who personifies career potential and upward mobility.

Contact: Goldcorp Inc. Park Place, Suite 3400 – 666 Burrard Street, Vancouver, BC V6C 2X8

T: 604.696.3000 F: 604.696.3001 E: [email protected]

Submissions: We’re mining for your stories! If you’ve got an idea, topic or photo that is idea for Above Ground, we welcome your submissions to be considered for inclusion in future issues. Send by e-mail to [email protected]

Goldcorp.com

Our World of Community Responsibility

SAFETY DEPOSITS

FORGING FUTURES

WORLD OF GOOD

IN YOUR ELEMENT

SPECIAL FEATURE

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oldcorp is getting even more aggressive in its efforts to prevent fatalities and serious injuries enterprise-wide.

The Company is focusing on its “Fighting Fatalities” approach, based on safety analytics, to help identify the at-risk situations in which workers are most vulnerable to be part of a serious incident. The goal is to identify these potential precursors, increase awareness and then implement the preventative strategies.

Fighting Fatalities addresses a common global industry statistic: while the number of overall mining injuries continues to fall (Goldcorp has a 75% improvement in five years), the potential for fatalities is declining at a much lower rate. In a recent presentation at the International Council on Mining and Metals (ICMM), in Santiago, Chile, Paul Farrow, Goldcorp Senior Vice

President, People and Safety, noted that the key causal factors of serious injuries and fatalities are distinctly different from those of less-serious injuries.

In tandem, senior management is committed to working with operations to assess potential fatal occurrences (PFOs), and within 30 days report root

causes and confirm actions to prevent the possibility of this incident happening anywhere in Goldcorp again.

“We are getting more aggressive by being more positive and proactive,” says Farrow.

For Goldcorp as for other ICMM member companies, reducing and ultimately eradicating fatalities has been the holy grail of health and safety.

- International Council on Mining and Metals, Health and Safety Report, December, 2012

G

Zeroing in on Fatalities

ABOvE GROUND iSSue 06 3

IN-DEPTH STUDIES“Fighting Fatalities” is part of Goldcorp’s health and safety vision “Safe Enough For Our Families.” The research component utilizes safety analytics to identify causal factors in high-risk scenarios and PFOs.

To determine why fatalities aren’t decreasing at the rate of injuries, Goldcorp conducted cross-section mine site investigations and reviewed over 6,000 incident reports. Approximately 17% had the potential to cause a fatality or serious injury. The analysis of this 17% is key to understanding the unique factors involved.

Based on this data, Goldcorp, in consultation with Deloitte, conducted further studies at Porcupine Gold Mines in Timmins, Ontario, which revealed that factors such as work shift patterns, demographics and production cycles affected incident occurrence in a variety of different ways. This insight helped shape the scope and focus of

“Fighting Fatalities.”

“We spend a lot of time talking about safety, but not necessarily with the right people at the right time,” Farrow says. “It’s about understanding the person more, and helping prevent them from putting themselves in potentially fatal situations. We need to start thinking about how we are going

to eliminate the situation before it happens, and if we experience a significant event, make sure senior management is involved in the review of incidents and confident that they have eliminated that particular precursor event completely.”

WORLDWIDE IMPACTTo benefit the mining sector worldwide, Goldcorp plans to share research findings and insight across the industry to broaden the understanding of proactive measures and prevention.

“At Goldcorp, we work diligently to try and understand the causes of health and safety incidents. We make it a priority to eliminate potential fatal occurrences with the belief that it’s possible to have a fatality-free workplace,” says Sophie Bergeron, Goldcorp’s Director, Safety & Health.

This dedication flows straight from the top with a personal commitment from Goldcorp CEO Chuck Jeannes, who encourages employee input on all safety matters.

“The further we are away from the frontline, the harder it is for us to understand the challenges,” says Jeannes. “I want an environment where anyone can bring health and safety concerns to me or any member of Goldcorp’s management team.”

Goldcorp President and CEO, Chuck Jeannes with ICMM President, Anthony Hodge.

Left: Horacio Bruna, Senior Vice President, Goldcorp Mexico Operations, poses a question to the ICMM panel.

Opposite: Paul Farrow, Goldcorp’s Senior Vice President, People and Safety, addresses participants at the ICMM Health and Safety conference in Santiago, Chile.

SAFETY DEPOSITS


A contest inviting personal entries of stories about how health and safety measures can prevent injuries and potentially save lives has raised action and awareness amongst thousands of Goldcorp employees and their families since the program launched in early 2012.

The safety contest was conceived by several staff members during a Supervisory Leadership Development Program (SLDP) training session as a compelling way to promote safety at work and home. The program is an extension of Goldcorp’s critical vision to ensure all facets of operations are “Safe Enough for Our Families,” which conveys the importance of actions and attitudes in personal terms as well as providing a safe work environment where any Goldcorp employee would feel comfortable having their child, sister, brother or any family member work there.

“This means keeping our people safe on and off of the job and ensuring that our families are safe too,” says Paula Valerio, Land Manager at Goldcorp and contest co-creator. “You can never have too many reminders. This contest was just another way of sharing information with fellow Goldcorp employees—and their families too—with tips on how to keep everyone safe.”

REAL-LIFE LESSONSSubmissions convey precautionary tales that fortunately end without serious incident. Scenarios ranged from families whose lives were saved by having smoke detectors and fire extinguishers, to

parents who learned the importance of using the emergency brake in their vehicle. There were also a number of tips on how to prevent accidents, such as backing into a driveway where visibility might be poor and the importance of wearing seat belts. In turn, each story serves as a life lesson to others,

“I learned a thing or two in reading these...I find myself referencing them and using what I’ve learned from them,” says Valerio.

Goldcorp’s Red Lake mine in Ontario and Wharf mine in South Dakota submitted the most entries and real-life examples of the crucial importance of health and safety in every situation – at work, home and play. Winners were chosen by mine Safety Managers who awarded prizes of life jackets, smoke detectors and an iPad for the top contender.

“There were some funny stories and some touching stories,” says Mark Epp, Senior Regional Exploration Geologist at Red Lake Gold Mines. “We are thankful to all employees and family members who shared their experiences with us and their fellow coworkers.”

Valerio and Epp say they are hoping to host another contest in the future, or perhaps a similar-style program that helps to grow and sustain Goldcorp’s safety-awareness culture.

“We are thankful to all employees and family members who shared their experiences with us and their fellow coworkers.”

- Mark Epp, Senior Regional Exploration Geologist at Red Lake Gold Mines

unique Goldcorp contest is a winning strategy for family safety

Actions and Attitudes

AND THE WINNERS ARE

Red Lake mine: Luke Willis Teresa Boehm Joel Campbell Sam Bates Scott Macumber Peter Timmerman David Barenesky

Wharf mine: Kirstie Bakke Abby Olson Sarah Manderfeld Jan Lane

Marigold mine: Kathy Walter


Our parental ‘scare’ occurred when we decided to go to our property with our two kids. It was a habit to visit and spend time in the clearing that would become our new home. So far, we had a driveway and a small landing of crushed rock.

My husband James parked our truck on a slight incline. We both got out of our seats and automatically went to get the kids unbuckled. Our three year old son, Jack, had kicked off his shoes and tossed them to the other side of the truck. I went to reach for them but they were just beyond my grasp.

In the meantime, Jack was out of his car seat and now also out of my reach. I headed to the other side to get Jack and his shoes but first opened the tailgate to let the dog out. Meanwhile, Jack had jumped into the driver’s seat and had ‘playfully’ shifted the truck into neutral. James was holding our youngest son Carson, and I was walking towards Jack when the truck started to roll backwards.

James and I stood and looked at each other dumbfounded, then looked back at our now wide-eyed Jack. I tried to grab the door handle and James, still holding Carson, somehow managed to reach in and slam the gear shifter into “Park.” The truck had rolled off the landing and had been stopped by a stump that crushed the tailgate. Immediately, I grabbed Jack to see if he was okay - he was more scared from our panicked reactions than anything else.

Story submission from Teresa Boehm, Red Lake mine

SAFETY DEPOSITS

The truck was in “Park” and the engine was off, but what we hadn’t realized was that turning the ignition to the locked position to listen to the radio enables you to shift into neutral.

We should have put the emergency brake on; I should have immediately gotten Jack out of the truck, not let him jump around inside a vehicle, even for that small amount of time. We were lucky that the only damage was to the tailgate. We now use both the emergency brake and wheel chocks—and take the keys out.

This incident was preventable and we were lucky the consequences were not worse. Today we are reminded of it every time we lift the sticky (and expensive) new tailgate.

stockphoto


As an adult, Sletmoen joined the Company as a training assistant at Red Lake mine, and like all employees, she was offered many opportunities to advance her skills as part of Goldcorp’s commitment to developing people and professional potential.

So Sletmoen enrolled in the Stope School for women launched by Goldcorp at Red Lake in 2011 to diversify female roles and representation in the company. Originally founded in 2005 in partnership with local First Nations to provide training for Aboriginals, today there are women’s, men’s and co-ed programs at Stope School, all teaching the stopes method of mining often utilized by Goldcorp.

The 12-week course provides hands-on experience in underground operations, including drilling with a 95-pound jackleg, rock blasting, roof bolting, operating heavy equipment and more. Graduates receive the Ontario Common Core Certificate, a provincial requisite for working underground. While the Stope School offers no guarantee of a job at Goldcorp upon completion, all graduates are invited to apply for available positions.

ROCk SOLID SUCCESSTo date,189 people have completed the program, with 124 now employed by Goldcorp, including 13 women graduates.

According to Training Coordinator Joel Campbell, changing rooms and similar amenities are tailored for females, but training standards are the same for everyone. “Women don’t want special treatment” Campbell says, adding that all Stope School programs contribute equally to the company, and participants’ collective success. “It allows Goldcorp to meet the needs

Deep AmbitionLike many kids growing up in Balmertown, Ontario, near Red Lake Gold Mines, Janelle Sletmoen aspired to a career with Goldcorp someday. Little did she know how deep her passion would lead.


of our operations, and for those candidates who succeed and get a full-time job, it makes for a seamless entry into the workforce.”

Campbell says that employing more women underground has also positively impacted the job site. “It’s changed the chemistry in the workplace. The tone and language is different, for the better.”

For Sletmoen, the course opened new doors. “Never in my wildest dreams did I ever think I’d be working underground,” she says. “I’m happy that I was able to have the opportunity to participate in Stope School and I look forward to the challenges and ongoing opportunities to grow my skills.” Currently Sletmoen is a tram operator at Red Lake.

BEYOND THE SURFACEJodi Gushaluk worked in Goldcorp’s engineering department prior to taking the program. “We had lots to learn and were in an environment that was fairly

FORGING FUTURES

stope [stohp]— n 1. a step-like excavation made in a mine

to extract ore— v 2. to mine by stopes

Stoping is used when the rock base is sufficiently strong to support open shafts. As mining progresses, each stope is filled with tailings to reinforce subsequent excavations.

The stopes method results in:• Minimal ground control issues • Optimal resource extraction• Better grade control • Sustainable extraction rate

“Stope School is one of the most popular initiatives offered by Goldcorp as part of the Company’s commitment to growing people and advancing skills.”

“undeR” gRadLOaded FaCeFormer Engineering Assistant, Jodi Gushaluk, graduated from the Red Lake Women’s Stope School in 2012

Jennifer Harford and Estelle Setterland at a loaded face

new to most of us. 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 graduation, Gushaluk operated a 30-ton dump truck and is now training on the 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,” she says.

“My supervisors and managers allowed me to grow in my work place, and continue to encourage me with new challenges. I’ve had an excellent experience in my new adventures, and

thank my co-workers, supervisors and managers for the acceptance and mentorship they’ve shown me as a woman in the mining industry.”

Stope School is one of the most popular initiatives offered by Goldcorp as part of the Company’s commitment to developing people and advancing skills. Recently Goldcorp’s Campbell Complex at its Red Lake operations received over 300 applications for six available positions. “It has generated a lot of buzz, and that’s positive for the business.”


Feeding Enterprising Spirit It takes extra willpower to work at Goldcorp’s Musselwhite mine given the delicious cooking served up by the chefs of local company Windigo Catering LP. All of the more than 900 employees at this northern Ontario Goldcorp mine, located about 800 kilometres north of Thunder Bay, must watch their waistlines and work off the calories taken in at its nationally-renowned, all-you-can-eat gourmet buffets.

programs, and chef apprenticeships. Staff also receive full employment benefits and a registered pension plan.

The company operates on a revenue-sharing model with fellow First Nations members in Bearskin Lake, Cat Lake, North Caribou Lake, Sachigo Lake and New Slate Falls, distributing over $6 million per year in gross revenues from the catering division alone. In addition, the local Windigo First Nations Council earns monthly revenue-sharing proceeds from Musselwhite mine operations.

The food company is also poised to expand into other service sectors. “That’s the whole idea of Windigo Catering and its agreement with Goldcorp - to build capacity” says Debbie Korobanik, General Manager at Windigo Ventures General Partner Ltd. “The Musselwhite management team are wonderful and have been very supportive of our mission and vision and success.”

McKay agrees, and says the partnership with Goldcorp has set the table for growth into new ventures. “Profits generated through Windigo Catering are financing other aspects of our business, which include Windigo Property LP and Windigo Distributors LP.”

FULFILLING POTENTIALWhile Musselwhite mine currently represents most of Windigo’s revenues, recently a three-year contract was secured with the Thunder Bay police department and a partnership with a restaurant in Sioux Lookout

Musselwhite personnel, who typically work two weeks on followed by two weeks off, are treated to tasty Windigo fare featuring five or more entrées at breakfast, lunch and dinner. Choices like steak, shrimp and chicken wings are sided with a 140-item salad bar and topped by a self-serve ice-cream station.

Fortunately, Musselwhite also has two on-site gyms fully-equipped with exercise gear.

Based in Sioux Lookout, Ontario, Windigo Catering is an independently-owned, Aboriginal business that has been serving staff on-site since the mine began production 15 years ago. The food company was formed out of the Musselwhite Agreement between local First Nations and Goldcorp – a business alliance that has catalyzed a range of employment opportunities, skills training, economic development 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.”

HEALTHY GROWTHToday, Windigo employs 66 people, 83% of whom are Aboriginal, providing competitive salaries and on-the-job training in supervisory skills, accounting, safety, laundry and janitorial services, computer


SPECIAL FEATURE

MINE

COORDINATES

LAT. 52° 36’ N / LONG. 90° 22’ W

Musselwhite mine Opapamiskan Lake, Ontario

LOCATION

Musselwhite is a signatory to the Musselwhite Agreement, which sets targets for First Nations training and employment opportunities at the mine, as well as business development that will benefit the area over the long term and beyond the life of the mine. There are three public liaison committees, each composed of a cross section of diverse interests from local communities.


is in the works. As well, Windigo is branching out to the cleaning industry, offering housekeeping, laundry, commissary and janitorial services to Musselwhite, along with various camp-management services.

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

In tribute to this success, Windigo recently received the prestigious Skookum Jim Award

at the Prospectors and Developers Association (PDAC) annual conference in Toronto. The award recognizes exceptional achievement and/or service

of Aboriginal-operated businesses in the mining industry or Aboriginal exploration/mining companies. The namesake of the award is Skookum Jim Mason, a legendary guide in the late 1800s credited as co-discoverer of the famous Bonanza Creek gold deposit which sparked the Klondike Gold Rush.

“When you work 12 hours a day and are in a remote, isolated camp, I think one of the things residents most look forward to is meal time.”

- Allan Bedard, Windigo Catering’s Camp Manager at Musselwhite

tOp CheFs

the aWaRd

Celebrity Chef Dave Wolfman from the TV series “Cooking with

Wolfman” has prepared gourmet meals for camp

residents in the past. Red seal Chef Mary Ellen

Thomas has been with Windigo Catering

since 2005.

Skookum Jim Award Recipient Frank McKay,

President, Windigo Ventures General

Partner Limited, Windigo Catering and Glenn Nolan,

President, PDAC.


Aerial photo of the remote Musselwhite mine site and camp.

As Windigo continues to feed demand, Goldcorp in turn is satisfying local aspirations for diverse learning and occupational opportunities. As in every community in which Goldcorp operates, mutual prosperity is encouraged and enabled through educational outreach programs and services. The result is that several Windigo staff have chosen to take advantage of specialized training to become Musselwhite employees who now feast on the fare they once helped prepare.

“When you work 12 hours a day and are in a remote, isolated camp, I think one of the things residents most look forward to is meal time,” says Allan Bedard, Windigo Catering’s Camp Manager at Musselwhite. “What we offer them is comfort in the form of great food. We try to go above and beyond.”

The Musselwhite 30Similar to the expression “The freshman 15” which refers to the number of pounds gained by students the first year of college, “The Musselwhite 30” is a humorous term Goldcorp workers coined to describe the effects of overindulging in second helpings and desserts during mealtimes at the mine. The only antidote to the weight gain is more weight lifting at the on-site gym.


WORLD OF GOOD

Parade for ProsperityThe occasion was touted as a “fictional trip to Utopia,” but when thousands of people from four Chilean communities converged for four days of fun activities, lively songs and traditional dances, the smiles and laughter were very real.

Held in December in Huasco Province, Chile, the artistic parade days event was the first of many cultural festivities planned by Goldcorp to celebrate its involvement in Chile with the 70% owned El Morro copper/gold project.

The regional celebration enabled Company representatives to become more acquainted with local citizens and reinforce Goldcorp’s commitment to shared prosperity and being Responsible, Respected and Welcomed in host communities, says Carlos Ochoa, Legal Counsel for the El Morro project.

epic celebration unites a region


“We received very positive feedback on the event, both from municipal authorities and community members”

- Carlos Ochoa Goldcorp’s Legal Counsel for the El Morro project

“It was an impressive event, allowing us the opportunity to celebrate and acknowledge the unique heritage of the Chilean people. We were able to engage with our neighbours and become part of the community. People were interested in learning more about us as a company and about the El Morro project,” Ochoa says. “This is a step towards becoming a long-term community partner where we hope to make meaningful and lasting positive contributions to society.”

UNITED IN CELEBRATIONAs it does at each of its 18 sites, Goldcorp will encourage, promote or nurture local opportunities and potential through sustainable development initiatives, vocational training and education, and programs to improve social and economic conditions.

“We currently face great challenges in terms of educational infrastructure, public health and local work force availability,” says Ochoa. “When we consider that El Morro will employ over 5,000 people during its four-year construction cycle and

half as many throughout 18 years of expected operation, we see this as a great opportunity for Goldcorp to contribute and sustain Chile as one of the most important mining producers of the world.”


Ochoa noted that the parade was organized even after an April 2012 court decision that called for the suspension of El Morro’s construction pending the definition and implementation by the Chilean environmental permitting authority (SEA) of a community consultation process which corrects certain deficiencies in that process as identified by the Antofogasta Court of Appeals.

In addition to a lack of health and education infrastructure, Ochoa says cultural festivities are very rare in this area, so Goldcorp’s parade days were a unique occasion that united people and strengthened bonds.

“We received very positive feedback on the event, both from municipal authorities and community members” says Ochoa. “The celebration was a wonderful experience and we want the next to be even more fantastic.”


Powerful Choices Goldcorp’s innovative Creating Choices program

helps women grow individually and professionally through confidence and capabilities.

More than 500 women across Goldcorp operations in North and South America are overcoming barriers and bettering futures thanks to a breakthrough industry initiative developed in 2010 by Vice President, Regulatory Affairs and Corporate Secretary, Anna Tudela.

Creating Choices is an enterprise-wide program for Goldcorp women around the world to unite, unlock potential, build skills and achieve personal and professional fulfillment. Many who complete the program in turn become leaders and mentors in other communities and regions to broaden the circle of empowerment, while elevating industry standards of recognition and advancement of women’s careers.

“I needed to do something to make women realize they have huge potential and that they can achieve the same positions and opportunities as men in the mining industry,” says Tudela. “My ultimate goal is to empower women, who will in turn cascade the strength they gain to their families and whole communities.”

Tudela founded Creating Choices as a powerful extension of Goldcorp’s commitment to employee growth and sustainable community prosperity.


taKing the stageDominique Ramirez, Manager, Corporate Social Responsibility unlocks the power of her voice as she presents to the Vancouver course participants.

WORLD OF GOOD


She knew the program would have profound impact in South America and other cultures where females encounter cultural hurdles to equality. To date, women in Honduras, Guatemala, Mexico, Canada and the U.S. have benefited, and the program is rolling out in Chile and Argentina throughout 2013.

DEEP IMPACTThe results are both inspiring and life-changing according to recent surveys:

• 66% of participants report improved self-esteem

• 72% state an increased ability to communicate ideas

• 75% say today they are setting new goals to achieve

“One of the things that I am most proud of is that this program has not only helped women in their professional lives, but also personally,” says Tudela.

“They have taken the stage and done things within

their families to make a difference. That, to me, is very encouraging.”

One such woman is Janise Torres, mother of two teenagers as well as an accountant/auditor who has worked for Goldcorp in Chile, Argentina and is currently on a one-year assignment at the Company’s headquarters in Vancouver. She jumped at the opportunity to be part of Creating Choices training, development and mentoring with female colleagues in Los Antiguos, Argentina in May 2012.

Torres says the forum enabled unparalleled opportunities to bond, grow, gain advice and support from peers. “During the workshops, sharing our experiences with other women provided some huge learning. We are professionals, mothers, wives, and friends. Programs like this help us gain confidence and build the trust necessary to improve ourselves and those around us.”

GLOBAL SCOPEKaeli Gattens also feels enriched through participation in Creating Choices last summer during

neW heightsCorine de Verteuil,

Executive Assistant, Corporate Affairs,

embraces a vocal training technique.


FaR ReaChingunpaRaLLed OppORtunitiesParticipants from workshop number seven hosted at the Marlin mine in Guatemala.

Janise Torres, Director Finance/SAP Process Optimization at Goldcorp.

an internship in the Corporate Communications department at Goldcorp. She says the program not only provided encouragement and inspiration, but also specialized skills and knowledge that assisted her in gaining employment as Communications Coordinator with the Company soon after.

“Creating Choices helped give me more confidence in my abilities and my voice,” says Gattens.

“It’s not about girl power. 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 that Goldcorp encourages so many successful, female role models not only at the corporate level, but throughout global operations.”

Goldcorp is the first international gold mining company to offer an organization-wide women’s program of this kind, and it’s just one of many career development initiatives offered to each and every employee as part of vocational growth, succession planning and meeting demand for skilled workers the world over.

Tailored touch pointsTo achieve the broadest reach and impact across the unique cultural environments in which the Company operates, Goldcorp customized the curriculum and delivery channels of Creating Choices for maximum accessibility and flexibility:

• a video format in both English and Spanish for ease of presentation at work sites and remote villages to eliminate transportation concerns

• custom modules that focus on building self-esteem, identifying aspirations, establishing identity and voice, and exhibiting leadership qualities

• flexibility to complete the modules as time permits – in a day, a week or a month

• access at grass-roots levels to be of greatest benefit to as many women as possible


t the National Autonomous University of Mexico (UNAM), Sofia Rivera saw a poster that would have a profoundly-positive

impact on her life. It was a notice for a Goldcorp scholarship available to students with high academic scores but scarce money to continue school.

Rivera applied and was soon awarded a scholarship, joining 1,500 fellow students Goldcorp supports through a $350,000 donation to the UNAM Foundation. Since 2000, corporations like Goldcorp have helped UNAM provide vital funding for more than 130,000 students.

The National Autonomous University of Mexico is a public university based primarily in Mexico City. With an enrollment of nearly half a million students and a teaching staff of about 35,000 in 26 faculties, schools and institutes, UNAM is the largest single-campus university by head count in the Americas.

“The scholarship has been fundamental for me,” says Rivera, 30, now enrolled in food chemistry. “It has allowed me to continue my studies given that I live alone and I’m on my own economically. The

scholarship has let me cover basic needs like food. It has also been a great motivation for me to raise my grades, which have increased since I became a recipient of this program.”

Rafael Moreno Valle, President of the UNAM Foundation, says improved performance and higher achievement rates are a direct result of students receiving life-changing financial assistance.

TOP MARkS“I feel grateful because Goldcorp understands the needs of our student body and have come through with their support,” says Valle, a UNAM alumnus. “We are very proud of the fact that, of those who receive these scholarships, 93.7% graduate. It’s the highest graduation rate that we have in this country. It is truly remarkable.”

Goldcorp’s generous donation this year was split between two key initiatives:a) $300,000 was allotted for disbursement

amongst students with high grade-point averages from low-income families

b) $50,000 was earmarked for those requiring assistance for essentials such as meals

Scholarship award ceremony: Rafael Moreno

Valle, FUNAM President, Mrs. Hilda O´Farril Ávila, General Director of the

National Preparatory School.

AWorld-class Commitment


Contributing to both programs is core to Goldcorp’s commitment to creating sustainable value in host communities and countries around the world, while reinforcing two of the Company’s corporate pillars: people and partnerships.

Juan Fernando Reynaud, People Director at Goldcorp Mexico says “At Goldcorp, we believe

it’s imperative to give support to the Mexican youth to develop a chain of value...a step to contribute and generate educational development to promote the growth of the country.”

MULTIPLE BENEFITSScholarships and funding can also be key factors in creating a skilled workforce for the future success of the mining sector as a whole, with many students ultimately aspiring to join Goldcorp’s global operations.

Angélica Cervantes, a 23-year old UNAM scholarship recipient in Mining and Metallurgic

Engineering, says her ambition is to earn a Master’s Degree, perhaps in Australia. “After that, I’d like to come back to my country and start a consulting company specializing in sustainable mining. I love to learn about innovative mining projects. I’m really passionate about it. There are lots of new things that can be done in the industry.” Cervantes says she would eventually

like a job at Goldcorp, possibly developing an environmental project or “something related to making the operations more efficient.”

Another scholarship recipient José Antonio Hernández, 20, who finds underground mining one of the most interesting courses in his curriculum,

also hopes to become a Goldcorp employee. “I would love to work at Los Filos operations. What I enjoy most is learning new things to put into practice once I start working.”

To optimize career potential and foster top candidates for the Company, Goldcorp is considering expanding university support through a post-graduate Management Trainee Program, according to Reynaud, “This could be an additional source of talent for our mines and future projects, as well as a solid foundation for sustainable, national success.”

Main campus building at the National Autonomous University of Mexico

Rafael Moreno Valle, President of UNAM Foundation, addresses the scholarship recipients.

WORLD OF GOOD

“Of those who receive these scholarships, 93.7% graduate. It’s the highest graduation rate that we have in this country. It is truly remarkable.”

- Rafael Moreno Valle, UNAM Foundation President


Municipalities around Éléonore project are experiencing an economic up-cycle thanks to a landmark 2011 partnership between Goldcorp and representatives of the Cree Nation in northern Quebec to create sustainable value together.

Through unique collaboration, the Cree community will share in the successful development and operation of the mine, slated to begin production in 2014. Goldcorp will also fund local training, education, scholarships and commerce opportunities. About 600 people are already employed in mine site construction, exploration and road-building projects, with several offshoot businesses also launching to meet demand.

One such enterprise is The Tawich Development Corporation, the economic arm of the local Cree Nation, which now provides commercial laundry services to the mine. Tawich staff haul wash loads back and forth from Éléonore to a brand new purpose-built facility in the town of Wemindji,

Awash in Opportunitiesabout a three hours’ drive, where four industrial-sized washing and drying machines perform the dirty work. The premises also feature coin-operated machines catering to the 1,300 residents of Wemindji.

LOADS OF POTENTIAL With a staff complement of eight, the commercial laundry serves as a model for other indigenous entrepreneurs, says Danny Tomatuk, President of Tawich Development Corporation. “We are setting the bar for anyone who wants to do business in this area. There’s a lot of opportunity for the Cree in the future for new development and we are grateful to have Goldcorp as partners today. It’s a new standard of doing business with the Cree.”

Éléonore project is generating heaps of spin-off business

“Spin-off business potential includes alternative energy, transportation,

supply stores, hospitality venues, professional services, retail outlets,

eco-adventures and more.”


The benefits are mutual, according to Jean-Philippe Clement, Transport and Accommodation Coordinator at Éléonore, who says the contract with Tawich reduces Goldcorp’s costs and environmental footprint. “Having the laundry done away from the project site means less pressure placed on the local water system.” He adds that given the number of employees set to rise to 1,000 as construction ramps up this summer, Goldcorp strives to offset the toll on the area’s water capacity.

“It’s important for us to remember the impact of the communities and the environment around us when we are building large infrastructure such as this,” Clement says. “Doing business arrangements such as this one with the laundry, we are fulfilling Goldcorp’s commitment of being ‘Responsible, Respected and Welcomed.’”

Several other new ventures have also taken root, including locally-owned and operated janitorial services, outfitters and administrative services. Opportunities such as these will continue to grow as Éléonore operations expand and many businesses will thrive long after the life of the mine, thereby fulfilling Goldcorp’s vision of creating sustainable value for generations to come.

PARTNERS IN PROSPERITY• Goldcorp is investing $1.4 billion to construct

Éléonore mine

• The Québec Cree Nation will share in the profits generated by successful operations

• Goldcorp will help fund a local training centre to teach skills that transcend the mining industry

• The Company will also fund vocational education, scholarships, business skills and entrepreneurial opportunities

• Up to 1,000 people will be employed during mine construction

• Over 1/3 of current 130 mine site staff are Cree, a percentage projected to rise as local training and production ramps up

• 300-400 people will be employed once the mine is fully operational

• Intended labour pool will be a demographic representation of the local male, female and youth population

• Spin-off business potential includes alternative energy, transportation, supply stores, hospitality venues, professional services, retail outlets, eco-adventures and more

• Goldcorp has already built a 60-kilometre power line, which will serve communities for generations to come

WORLD OF GOODCLean teaMindustRiaL stRengthEmployees at the Tawich laundromat.

Commercial washing machines at the new Tawich Development Corporation laundromat.


Today, the green pastures are grazing ground for about 60 head of cattle as well as a dairy operation that produces milk and cheese for employees and the local communities, while providing trade skills and opportunities for the future.

“Our goal is to build a balance of socioeconomic activities, while continuing our conservation work, to ensure the long-term sustainability of the site long after the mine has closed,” says Peter Hughes-Hallett, Environmental Manager at Goldcorp’s Marlin mine. “We are showing with action, not just theories, that Goldcorp is a responsible company always mindful of the reduction or minimization of environmental impact, as well as the long-term post-mining use of the land we’ll leave behind.”

A Fresh Future

Committed to fostering sustainable prosperity as early as possible in host communities, Goldcorp initiated reclamation work for the agricultural project three years ago with 20 dairy cows. Since then, the herd has grown to 60 and beef cattle have been added to the operation. The site is run

by local Marlin employees who have been trained as farmers with the expectation that they will take over and continue to expand the operation once the mine has closed.

In the western highlands of Guatemala, Goldcorp has transformed a former Marlin mine waste pit into a working dairy farm and sculpted a new soccer field, all to provide a meaningful and lasting positive contribution to the local community.

“The goal is to expand the venture to 300 cattle and increase the dairy to serve regional markets.”


WORLD OF GOOD

GROWING POTENTIALA pilot project is currently underway to help determine the long-term economic sustainability of the dairy and cattle operations. If the outcome is positive, the goal is to expand the venture to 300 cattle and increase the dairy to serve regional markets, and in turn, generate more employment opportunities and community sustainability.

“We don’t expect future custodians to get rich on dairy production, but we want to ensure that they can do the job required and that it will be beneficial for the long-term economics of the farm and the broader community,” Hughes-Hallett says.

While assessing the viability of agri-business growth, Goldcorp is simultaneously performing reclamation projects throughout the active mine site. One such project is the popular soccer pitch completed in December, which according to Hughes-Hallett, has hosted several matches to the delight of Goldcorp employees, families and local citizens.

“Central Americans are passionate about soccer - which they call football - and this field is a great way to make use of the land that the community can enjoy for years to come.”

Left and bottom left: Concurrent reclamation activities at the Marlin waste rock facility; the area has been revegetated and water diversion ditches have been sculpted to manage the runoff.


In addition to providing jobs and technical training, improving water and sewage systems and helping build schools, sports fields and roads, Goldcorp launched a scalable agricultural enterprise in 2011 to improve the lives and livelihoods of people in the communities where the Company operates, even after the mine has closed.

The project, which supports the local farming of coffee, corn, tomatoes and other foods around Marlin mine, has blossomed into a number of businesses and partnerships, while at the same time securing a long-term food source and revenue stream for local communities.

The program is an initiative between Goldcorp, the San Miguel Ixtahuacan municipality, as well as the

Rooting for our Communities

The number of sustainable initiatives Goldcorp has introduced to benefit the people and communities around Marlin mine in Guatemala continues to grow – literally.

Sierra Madre Foundation, which helps to develop economic opportunities in Guatemala through the development of micro and small businesses. Goldcorp’s contribution included a donation toward the setup of irrigation systems as well as providing seeds to help plant the first crops. The goal is to provide resources at the start, and help the farmers become self-sufficient in managing operations, equipment and workers within a few years.

“Goldcorp strives to create sustainable prosperity and this is one approach to do it. It’s not the only way, but it is definitely one of the tools,” says Peter Hughes-Hallett, Environmental Manager at Marlin mine. “The agricultural program started with a small group in 2011, and it went to a bigger scale in 2012. So far it has been a huge success.”

Sowing seeds for generations of success in Guatemala


WORLD OF GOOD

HEALTHY GROWTH Less than two years after Goldcorp helped to implement the agricultural projects, farmers are producing high-quality foods both for community consumption and surplus selling at regional markets, area restaurants and an urban Wal-Mart store. The endeavour has also stimulated offshoot businesses and partnerships for added economic potential.

“Our goal has been to create different programs that are going to be sustainable and create jobs once the mine is gone,” says Hughes-Hallett.

The program also helps to address a problem of malnutrition that is a threat in many developing communities, including some of those around Marlin mine. In Guatemala, weak soil and a limited water supply can lead to crops that contain lower nutrients. Pregnant women and children are particularly susceptible.

“By creating a program where families have access to food, including fresh vegetables, we help to increase both nutrition and food safety,” says Hughes-Hallett.

Currently, more than 600 families in communities around Marlin mine are directly benefitting from the program so far.

There are three key program initiatives:

1. STAPLE GRAINS FARMING

Soil ConservationGoal: To improve soil fertility. Action: More than 60 families were involved, which saw the construction of soil conservation structures across six hectares of land.

Preparing Organic MatterGoal: Improve crop yields.Action: Prepared more than 60 tonnes of compost and incorporated into the soil

Seed Selection and Corn StorageGoal: Obtain seeds to improve crop yields and improve pest and disease resistance.Action: Stored corn in metal silos at proper temperatures contributing to a safer, sustainable food supply.

2. CROP DIvERSIFICATION PROGRAM

Experimental PlotsGoal: To diversity crop production and produce enough for family and community consumption.Action: Six experimental plots were set up in six different communities. Output for 2012 was about eight tonnes of vegetables - 50% for family consumption and 50% sold in the communities and nearby markets.

Planting in High TunnelsGoal: Cover crops to avoid harvest losses due to pests.Action: 12 high tunnels were built in six communities, which produce 300 plants a year.

Growing in a GreenhouseGoal: Increase crop yields.Action: 12 Colombian-style greenhouses were constructed with bamboo poles, nylon, pest blocking mesh and drip irrigation. Farmers and producers across the region have adopted this method.

Family GardensGoal: Produce a variety of high-quality food.Action: 42 large family gardens were cultivated with organic-composted soil and recycled rainwater. Surplus garden harvests are sold in local markets to supplement family income.

3. COFFEE GROWING

Implementation of NurseriesGoal: Create coffee nurseries to foster new grassroots industry and create supply for national and international markets.Action: Certified Columbian Caturra seeds were purchased and six large nurseries have been built to raise high-quality cultivars. Nearly 60,000 seedlings are thriving and will be transplanted in the coming months.

Sowing Coffee in New AreasGoal: To sow coffee plants in new areas.Action: Caturra coffee plants were introduced, and used to sow a total of 4.48 hectares in 50 lots. This has become a reforestation alternative.

JuiCY appeaLHans Velasquez, from Marlin mine, proudly shows the greenhouse tomato production. Distribution of the product to Wal-Mart is expected.


Bill Shand never envisioned himself a one-company man. While studying metallurgical engineering at the Technical University of Nova Scotia in the 1980s, Shand took seriously some advice from a professor who said “If you want to advance your career, be willing to move around.”

During the next 20 years in the mining industry, Shand certainly was mobile, working in Northern Ontario, South Dakota and now British Columbia – yet always with the same employer.

“Even though I’ve worked for the same company for 20 years, I really don’t believe in loyalty to an entity. I believe in loyalty to people, and at Goldcorp I’ve never had a reason to leave,” says Shand, recently appointed to the new position of Vice-President, Operations & Maintenance Strategy.

Career Mobility“In my experience, at this Company, opportunities are always there – not always handed to you, but there. I am thankful to have been given opportunities at Goldcorp to develop my career.”

Shand earned his many promotions by building skill sets at various mine sites, in diverse roles, including former General Manager at Wharf mine in South Dakota. He is a tribute to Goldcorp’s

commitment to developing its people through a unique, entrepreneurial culture supporting life-long learning and career development.

“We take our role seriously in striving to empower all employees to achieve their full potential.”

- Chuck Jeannes, Goldcorp President & CEO

aLWaYs inVOLVedWharf mine employees

and families at Wellspring Stampede. Bill Shand is

pictured holding the plaque.


IN YOUR ELEMENT

Shand finds the work Goldcorp does to support local communities especially fulfilling. “The production and technical sides are fun, but the most satisfying are the accomplishments we’ve made in communities through donations or

you can see what you are doing well can be done better, that inspires me,” says Shand.

George Burns, Executive Vice President and Chief Operating Officer of Goldcorp, is impressed with Shand’s accomplishments thus far. “Bill has embraced and grown through Goldcorp’s training programs and has been very supportive of development in his teams. His technical skills and leadership will be leveraged to help us promote best practices across the organization and upgrade the use of systems and reporting to facilitate business improvements and ‘Operating for Excellence.’”

When not hard at work, Shand has always enjoyed outdoor recreation with his wife and two sons wherever they’ve lived. The family has picked up a number of different sports in their home communities across North America, including cross-country skiing in Timmins, Ont., fishing in Balmertown, Ont. and mountain biking in Lead, South Dakota. “Because we’ve moved around a bit, our philosophy is to embrace the activities around us and take advantage of what our local communities have to offer.”

As for his next career move, Shand says he’s not sure what it will be, and is happy to focus on his current position. “I don’t know what will come next, all I can say is that I am open to it.”

Indeed, the opportunities are as boundless as the career potential at Goldcorp.

tRue dediCatiOn

giVing baCK

The Alaskan winter snow doesn’t keep Bill Shand away from his mountain biking hobby.

The Wharf Sustainable Prosperity Fund Advisory Committee. Bill Shand pictured second from left.

improvement programs. Having a positive impact where we do business is really important. We’ve been able to demonstrate that.”

UP TO THE TASk Currently positioned at Goldcorp’s head office in Vancouver, Shand is also making an enterprise-wide impact on Goldcorp’s bottom line and status as a low-cost producer. Creating efficiencies and streamlining processes, while reinforcing safety and health, benefits not just shareholders, but employees, families and communities too.

He is equally committed to standardizing best practices across all Goldcorp operations, and setting performance benchmarks the Company can continue to meet and exceed. “We already do this, but I love to improve. That’s my new job, so it’s great. When

OUR WORLD OF COMMUNITY RESPONSIBILITYContact us at [email protected]

For more information on Goldcorp’s responsible mining initiatives around the globe, visit:

www.goldcorp.com/responsiblemining

above ground: issue 6

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