ISSUE 10 // SPRING/SUMMER 2015
A CAN-DO APPROACH 2
Ingenuity is standard operating procedure
Landmark Partnerships 8 Collaborating for success with indigenous communities
ENGINEERING AN ESCAPE 14 From Romania to Goldcorp Canada
ECO LOGIC 20
Caring for air, water and flowers
Pillar of Sustainability Welcome to the Spring/Summer 2015 edition of Above Ground Magazine. You might notice a slightly updated look to the publication. But more importantly, we’re pleased to bring you an edition that supports a change to one of Goldcorp’s Six Pillars. The Six Pillars are grounded in our values, support our business strategy, and guide our vision of Together, Creating Sustainable Value. What was formerly known as our “Growing Partnerships” pillar is being replaced by “Growing Sustainability”, which, in addition to addressing our approach to partnerships, encompasses environmental stewardship and corporate social responsibility. We believe this amendment better supports our vision going forward. In this issue, we’re proud to bring you news about the signing of our sixth First Nations agreement in Canada, demonstrating our commitment to long-term partnerships, open dialogue and shared prosperity. Goldcorp’s Sustainability Excellence Management System (SEMS) integrates environmental, CSR, safety and health, and security standards. Examples brought to life in our day-to-day operations include testing battery powered underground mining equipment. Working towards building socio-economic legacies include flower nurseries at Marlin, community contributions at Cerro Negro and providing the community members of Peñasquito the skills to live more sustainably. We recognize that the success of our future is shaped by our past, fittingly demonstrated by Goldcorp’s Chairman, Ian Telfer. His contributions to the industry over the past several decades were recognized when he was inducted into the Canadian Mining Hall of Fame in January 2015. And no conversation at Goldcorp is complete without discussing safety. Our teams have the autonomy to innovate to increase safety and Operating for Excellence (O4E) programs, and we're pleased to share the results of those efforts at Éléonore, Musselwhite and Cerro Negro which have greatly reduced potential incidents. These stories and many others are also featured on our Above Ground blog (www.goldcorp.com/blog) and social media. Be sure to check these channels for updates between issues. We hope you enjoy these stories as much as we take pride in sharing them.
Facebook.com/Goldcorp Twitter.com/Goldcorp_Inc Brent Bergeron Executive Vice President, Corporate Affairs and Sustainability
Youtube.com/Goldcorpinc
SAFETY DEPOSITS
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Across operations, teams solve a core problem and do their level best to plan a clean exit.
FORGING FUTURES
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Goldcorp Chair Ian Telfer enters the Canadian Mining Hall of Fame, donates bullion to save lives and catalyzes the promotion of women in business.
IN YOUR ELEMENT
SPECIAL FEATURE
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Goldcorp proves that global companies and Aboriginal communities can co-create sustainable benefits for generations.
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From persecution in Romania to the rank of engineer at Goldcorp, Imola Götz is bound for greatness.
WORLD OF GOOD
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Across operations, Goldcorp strives to build socio-economic-enviro legacies that last long after a mine closes.
SECOND NATURE
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From greenhouses to greener emissions, Goldcorp sets the bar higher for eco standards.
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.
CAN-DO AT CERRO NEGRO Steel casing manway underground exits, see page 3 for the full story.
Contact: Goldcorp Inc. Park Place, Suite 3400 – 666 Burrard Street, Vancouver, BC V6C 2X8 T: 604.696.3000 F: 604.696.3001 E: aboveground@goldcorp.com
Art Direction & Design: Red Rocket Creative Strategies RedRocketCreative.com
Submissions: We’re mining for your stories! If you’ve got an idea, topic or photo that is ideal for Above Ground, we welcome your submissions to be considered for inclusion in future issues. Send by e-mail to aboveground@goldcorp.com
Printer: Hemlock Printers Hemlock.com
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Editor: Virginia Morgan
SAFETY DEPOSITS
Tubing and Canning Across operations, teams solve a core problem and do their level best to plan a clean exit Goldcorp employees everywhere demonstrate that quick thinking, proactive risk mitigation and innovative ideas make worksites Safe Enough for Our Families.
Éléonore Drills in Preventative Measures Below a huge artificial water basin connected to La Grande hydroelectric complex, the Éléonore mine deposit in Northern Quebec, weaves throughout a vast network of underground water faults. The high-volume flow poses significant drilling risks, so the Goldcorp team had to devise an innovative plan that mitigates the risk. "We encounter many water veins reaching pressures that can range from 200 to 900 PSI,” explains Christine Beausoleil, Chief Geologist at Éléonore mine. “Given such high pressures, it becomes extremely risky, even impossible, to drill. It's just too dangerous. We had to deal with the underground water problem and find permanent solutions to continue operations under safe conditions."
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Precision drilling is necessary to collect rock core samples for metallurgical analysis. Afterwards, workers must recover the 100-pound steel tube that contains the core sample. When this retrieval process has to be performed amidst powerful water flow, there is real danger that the tube will eject at missile speed, jeopardizing the safety of crews. Like all employees across operations, Éléonore teams are trained in preventative measures and strategies to increase safety and decrease potential incidents.
What is PSI? PSI is pounds per square inch of pressure or force.
PREVAILING UnDER PRESSuRE The Éléonore team collaborated with the drill manufacturer to invent a solution to mitigate risk.
This sometimes requires innovation tailored to the specific situations at each mine site. “We are being more proactive at identifying our significant risks, allowing us to establish critical controls or in some cases, complete risk elimination,” says Paul Farrow, Goldcorp Senior Vice President, People and Safety. Éléonore collaborated with drill manufacturer Machines Roger Internationales (MRI) to design a solution to the water pressure problem. Together, they invented a custom brake tube that controls ejection velocity despite extreme water pressure. The brake tube incorporates a clamping device, or 'jaws', that easily fits over the drill rod and tightens securely, exerting the pressure necessary to hold the tube in place and prevent volatile ejection. Like most great ideas, it’s simple yet very effective and reliable. "Together with MRI, we created a new tool within four months,” Beausoleil says. “Then we established training, policies and procedures for safe use. We can now drill safely through water veins that were previously impassable, achieving our safe drilling objectives." Since implementing this clever device, which only takes minutes to install and utilize, incidents related to tube ejections have been eliminated. A Can-Do Attitude at Cerro Negro and Musselwhite Innovative safety technology is spreading across the industry and two Goldcorp mines are at the forefront. ‘Tin can manways’ are tubular shafts that create a covered passageway between levels of an underground mine to protect against falling debris and air pressure changes as employees ascend and descend during the course of work. Manways must be custommade to match the slopes and tiers of each site. At Musselwhite mine in Ontario, Canada, the original manways were constructed in the traditional method using wood. Naturally, over time the wood warped, splintered and broke down due to wear and tear and manways had to be replaced and reconstructed regularly to prevent injury.
Following failure of one of the original manways, urgent necessity fostered invention. Teams engineered a way to bolt together ‘cans’ of reinforced steel to form seamless, virtually-indestructible manways for miners to move through safely and smoothly. But installation posed other challenges due to hardrock underground. The feat required sourcing and applying remote-operated drilling technology. Successful implementation and overall innovation won the Musselwhite team a Goldcorp 2014 Global Excellence Award. But the real win is that manways have since remained incident-free. Meanwhile at Cerro Negro mine in the south of Santa Cruz province, Argentina, employees were busy conceiving ways to improve the safety and efficiency of emergency evacuation procedures. In collaboration with Argentine engineering firm Geopetrol Industrial SRL, a Subterra GP-30 steel casing system was designed to create and link a series of integrated evacuation shafts. Mine Supervisor José Orellana says “The casing system connects the different levels of the Eureka mine (which is the first producing vein at Cerro Negro) to the surface in a completely standardized way. This makes for a fast and safe evacuation, if necessary.” The system at Cerro Negro offers real-time monitoring of all the corresponding sensors, thus preventing accidents caused by possible human error, and was granted the Bureau Veritas certification for complying with the highest quality and safety standards.
What is Bureau Veritas Certification Bureau Veritas is an international leader in testing, inspection and certification services and assures the safety and performance of equipment. Inspection, measurements and testing ensure mechanical solutions adopted are in compliance with local regulations.
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FORGING FUTURES
A Chairman’s Golden Career Telfer’s induction into the Canadian Mining Hall of Fame affirms impact on the industry Goldcorp Chairman Ian Telfer recalls the first time he watched an independent prospector panning for gold. The act of “taking money right out of the ground” was a life-changer for Telfer, fuelling a passion for the vast possibilities of this exciting industry. “There is something special about gold, and it certainly affected me when I saw it that first time, and it still affects me,” Telfer said during his acceptance speech in January 2015 in Toronto, where he was inducted into the Canadian Mining Hall of Fame. This recognition of his achievements over three decades marks the latest of many honours, including Business in Vancouver’s Newsmaker of the Year, Ernst & Young’s Entrepreneur of the Year Pacific Region, one of Canada’s top 25 most powerful business people and Canadian Business Magazine’s “The Power 50.” Dressed in gold-hued sneakers and a black tuxedo, Telfer shared with the sold-out Toronto crowd his unusual career path, from political science graduate to professional chartered accountant to mining entrepreneur. His industry rise began modestly in 2001, when low gold prices afforded an opportunity to acquire Wheaton River Minerals and leverage that treasury to purchase gold-producing mines at bargain prices. The strategy brought Wheaton River into the radar of Goldcorp, and the two companies merged in 2005.
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With Telfer at the helm, Goldcorp grew through a series of mergers and acquisitions to become the world’s biggest gold mining company, by market capitalization. Despite the ups and downs inherent in any industry involved in commodity cycles, Telfer says mining is important for Canada, North America and the world.
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There is something special about gold, and it certainly affected me when I saw it that first time, and it still affects me. Ian Telfer “When you see how [mining companies] have changed peoples’ lives, and how many people have been educated, and how many people have been trained, and how many people own homes…the best thing you can give someone is a job. It makes me very, very proud to be part of this industry. It gives you the feeling that you are doing well and doing good at the same time.”
Golden Chairman Ian Telfer, Goldcorp's Chairman and 2015 Mining Hall of Fame Inductee.
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2,400 Ounces of Gold for Priceless Cancer Research On October 15, 2014, Goldcorp and eight other mining companies made a special donation of six gold bars to the Princess Margaret Cancer Centre (PMCC) in Toronto, Ontario, Canada. The consortium was comprised of Goldcorp, Agnico Eagle, Barrick, IAMGOLD, Kinross, New Gold, Primero, Silver Wheaton and Yamana. PMCC is one of the top five cancer research facilities in the world. Founded in 1952, it has since gained an international reputation as a global leader in the fight against cancer. The gold bar donation supports Princess Margaret’s “Billion Dollar Challenge,” a campaign launched in 2012 to raise C$1 billion by 2017 to save countless lives. As of November 2014, the tally stands at C$584 million. Ian Telfer, Goldcorp’s Chairman and a former cancer patient at Princess Margaret, presented the centre with the bullion weighing a total of 2,400 troy ounces
valued at approximately C$3.28 million, earmarked to help fund expansion and upgrades. During his speech, Telfer praised his consortium co-contributors for stepping up and demonstrating that companies have a much greater capacity for philanthropy than individuals. Contributing to medical, educational and social initiatives is an integral part of Goldcorp’s Growing Sustainability pillar, as well as a personal commitment for Telfer. Through the Fernwood Foundation he created with his wife Nancy, he supports a wide variety of community programs as well as environmental and social initiatives on a national and local level, including Lions Gate Hospital, Coast Mental Health, and Collingwood School. Telfer is also a Director of the Special Olympics Canada Foundation and provided a $25-million endowment to the University of Ottawa, considered the largest individual donation to a business school in Canadian history.
Goldcorp Signs on to The Catalyst Accord By Ian Telfer, Chairman, Goldcorp Goldcorp is proud to be the first mining company that has formally committed to increase the number of women on its Board of Directors by becoming a signatory to The Catalyst Accord, helping to change the landscape, of business leadership in Canada. The Catalyst Accord initiative encourages corporate Canada to increase representation of women on Board of Directors by 2017. Goldcorp currently has two extremely qualified women on its 10-member Board. Bev Briscoe is a Fellow Chartered Accountant, a fellow of the
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ICD in Canada, Chair of the Audit Committee for the Office of the Superintendents of Financial Institutions, and President of Briscoe Management Limited. Blanca Treviño is President and CEO of Softtek S.A. de C.V., a successful high-tech company and she is recognized as one of the most influential executives in Mexico and Latin America. Goldcorp is committed to diversity and inclusion not only at the Board and executive levels, but also across operations. We believe that diversity leads to higher performance in all aspects of the business.
Priceless research A close up of the six gold bars donated to the Princess Margaret Cancer Centre. Above ground issue 10
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SPECIAL FEATURE
Landmark Indigenous Partnerships for Shared Prosperity
NOTABLE ACHIEVEMENT 8
Goldcorp Executive Vice President and Chief Operating Officer, George Burns and Wabauskang First Nation Above ground issue 10 Chief Martine Petiquan review and sign the agreement.
Goldcorp demonstrates how global companies and Aboriginal communities can truly sustain benefits for generations For many years, Goldcorp has set out to create sustainable value. Focus on empowering people. Embed social responsibility and respect in core business decisions and operations. Communicate openly. Operate with integrity. Be different by partnering to make a difference in lives and livelihoods.
In 2011, a landmark pact with the Cree Nation of Wemindji in northern Québec was co-created as a Collaboration Agreement rather than the traditional impact-benefits contract. Provisions established shared prosperity of the Éléonore mine, which also includes scholarships and entrepreneurial opportunities.
This vision is evident across every one of Goldcorp’s Canadian operations, forged by unique relationships with Aboriginal communities that demonstrate how companies and Indigenous people all over the world can work together for mutual, sustainable benefits.
Lac Seul First Nation of northwest Ontario partnered with Red Lake Gold Mines (RLGM) for long-term community development benefits in 2013. Goldcorp will also provide funding for the Lac Seul Training Centre of Excellence and a Business Equity Fund.
Irrespective of the community, or what the agreement is called, all of these partnerships share financial prosperity, environmental stewardship, skills development and job opportunities as common denominators. And they are all aligned with Goldcorp’s vision of Together, Creating Sustainable Value.
A unique collaboration early last year between the Mishkeegogamang Ojibway First Nation and Musselwhite mine builds upon a strong existing alliance to foster economic independence, entrepreneurship, training, jobs and financial benefits from ongoing viability and profitability.
Fair and Share Goldcorp’s first multi-partner agreement embraced six First Nations signatories with Musselwhite mine in northwestern Ontario. Through a collaborative process, the Musselwhite Agreement set out terms to ‘Respect, Protect and Connect’ communities.
Today, Goldcorp continues to demonstrate its vision with two new partnerships finalized over the last few months at Porcupine Gold Mines (PGM) in northeastern Ontario, and an additional agreement with RLGM.
golden smiles Marc Lauzier (at the time PGM's Mine General Manager, now VP, Operational Support) presents Chief Walter Naveau of the Mattgami First Nation with a custom gold coin at the Resource Development Agreement signing.
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Respect and Connect The PGM Resource Development Agreement paves the way for success with four Aboriginal communities – the Mattagami, Wahgoshig, Matachewan and Flying Post First Nations. Finalized in November 2014, initial talks began over five years ago to ensure full representation and consultation with all participants. While faces at the table changed over time, the spirit of cooperation and mutual respect remained strong. "This is an important milestone for our First Nation as it validates what our ancestors said in the Treaty signing. Our connection to the land is being recognized," said Chief Murray Ray, representing Flying Post First Nation. Goldcorp’s sixth agreement caps the company’s commitment to partnering with Indigenous people at every one of its existing Canadian operations. Signed in January 2015 with Wabauskang First Nation and RLGM following a series of community meetings, terms were set for tangible, sustainable benefits.
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RLGM is amongst Goldcorp's top producing sites, yielding over 414,000 ounces of gold in 2014 alone, with expectations of increased production following the integration of the Cochenour project. At Cochenour, first ore from production stopes is expected in Q4-2015. This translates into revenue potential to be shared with the people of Wabauskang in the coming years, as well as for generations to come. But social responsibility, not money, is the essence of the collaboration, says Goldcorp’s Brent Bergeron, Executive Vice President of Corporate Affairs and Sustainability. “This new agreement is about so much more than economic benefits. It's about long-term partnership, open dialogue and shared prosperity. It demonstrates our company's ongoing commitment to develop Northern Ontario's natural resources in a mutuallybeneficial and sustainable way, and will bring well-deserved recognition to the people of Wabauskang."
EYES TO THE FUTURE The united front of First Nation Chiefs and Goldcorp Executives at the PGM Resource Development Agreement signing in November 2014.
Collaborative Snapshot: Unique Alliances Across Canada Musselwhite Mine •• The Musselwhite Agreement has six signatory First Nation partners including the communities of North Caribou Lake, Cat Lake, Wunnumin Lake and Kingfisher Lake and the First Nations Councils of Windigo and Shibogama •• Collaboration Agreement with Mishkeegogamang Ojibway First Nation
Red Lake Gold Mines •• Collaboration Agreement with Lac Seul First Nation •• Collaboration Agreement with Wabauskang First Nation
Porcupine Gold Mines •• Resource Development Agreement with four First Nations including Mattagami, Wahgoshig, Matachewan and Flying Post
Éléonore Mine •• Collaboration Agreement with Cree Nation of Wemindji, Grand Council of the Crees (Eeyou Istchee) and Cree Regional Authority
COINING TERMS Gold medallion embossed with the four First Nations symbols to Above ground issue 10 commemorate the PGM agreement.
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All in Agreement Diverse voices, united vision: partnerships forged with Goldcorp creating a chorus of opportunities. Rodney Mark, Former Chief, Cree Nation of Wemindji (now Deputy Grand Chief of the Grand Council of the Crees/Cree Nation Government) “The big payoff is not now; it will grow as both the mine and the Cree Nation partner together in ongoing viability and profitability for the benefit of all. Skilled people, health, choices, opportunities for our youth – that’s true wealth.” Chief Clifford Bull, Lac Seul First Nation “This agreement demonstrates that Lac Seul First Nation can work successfully with industry. I’m ecstatic. I’m elated. I’m joyful. This is a great day for Lac Seul. I’m really excited about what this will mean for the youth of Lac Seul, and the opportunities they can build for themselves now that we have this in place.” Chief Connie Gray-McKay, Mishkeegogamang Ojibway First Nation “We appreciate the commitment and respectful approach [Goldcorp] has taken.” Chief Murray Ray, Flying Post First Nation “This signing gives our people hope for the future, as this partnership gives us an opportunity to become more
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self-sufficient so that our families and children can have a better future. This was what our grandfathers and ancestors wanted when they agreed to the treaty." Chief Walter Naveau, Mattagami First Nation “We are thankful to Goldcorp and the other First Nations involved for creating a meaningful negotiation process based on respect, open dialogue and the goal of creating mutual benefits.” Chief David Babin, Wahgoshig First Nation “Goldcorp has demonstrated willingness to work with the First Nations surrounding Timmins and provide real and tangible benefits and opportunities to help build capacity. This agreement will be another example of how industry and First Nations can work successfully together." The Honourable Greg Rickford, Canada's Minister of Natural Resources "First Nations communities have an incredible opportunity to benefit from resource development. [The Wabauskang agreement] is an excellent example of industry and First Nations working together to build long-term partnerships that will ensure responsible development while bringing employment and economic opportunities to First Nations communities."
FEATHER IN OUR CAP Every Aboriginal partnership is a proud Goldcorp accomplishment.
Suited to Partnerships Goldcorp partners with communities, suppliers and service providers to support local economies and empower people across operations.
A fitting example of partnering success is the Tawich Development Corporation, the economic arm of the Cree Nation in Wemindji, Northern Quebec. Four years ago Tawich spotted potential to provide laundry services at Éléonore mine. Wemindji Laundry was created and they secured a contract with Goldcorp.
EMBLEMATIC OF SUCCESS Clothing details are the signature handiwork of local Cree members.
A win-win partnership pioneered. Business boomed at the commercial laundry facility with a staff of eight, while Goldcorp was able to lower maintenance costs and reduce its environmental footprint. But laundromat worker Bruno Pereira had loads of ideas. His history in fashion identified an opportunity to design a 100% Cree clothing line of safety gear. So Tawich’s President Tony Gull and Vice President Danny Tomatuk put the gears in motion to make it happen.
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Our goal is not to become millionaires, but to create jobs, a positive image and momentum for the community. Bruno Pereira “Goldcorp was on board right away,” says Pereira. “Mine General Manager Guy Belleau and Logistics Director Marcelino Jobin have always supported the project. Benoit Bégin and Jean-Guy Lévesque, also with Goldcorp, have been more involved with the day-to-day operations, helping us secure CSA (Canadian Standards Association) approval.”
Yet Pereira emphasizes that money is not the true measure of success. “Our goal is not to become millionaires, but to create jobs, a positive image and momentum for the community. What we want is to be sustainable. For example, if one mine opens up it doesn’t just help people from that community, it helps people from every community.”
Manufacturing is done abroad but custom embroidery and detailing is performed by Wemindji locals. Quality is high while prices are lower than competitors, which has also drawn the attention of other customers, including Hydro-Québec. Tawich Corporation is planning more product lines to suit consumers across Québec, Canada and the USA. Above ground issue 10
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IN YOUR ELEMENT
A Career Without Quotas: Imola Götz, Mining Engineer These days, Imola Götz spends a lot of time travelling to different mine sites, analyzing and optimizing mine planning and scheduling processes. It’s a job that has taken her to all four of Goldcorp’s Canadian mines and projects. Her personal and career path has put her character and determination to the test. Over 20 years ago, facing persecution as an ethnic Hungarian in communist Romania, she defected with her 14-month-old son in her arms. “It was two years before my husband and I reunited,” she says. Imola grew up in a mining region, the daughter of a mining engineer. At the time of the defection, she was highly trained, with a Masters Degree in Mining Engineering from the University of Petrosani. For a woman, getting into mining engineering took skill and grit. “There was a quota.
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Only 25% of the engineering students could be female. The admission standards were much higher for females. In a way, that was a catalyst for me.” Upon arrival to Canada, she taught high school math and science. But it wasn’t long before mining pulled her back. After several years at Hemlo camp (at the time owned by Newmont, now owned by Barrick), a position opened up at Goldcorp. “It’s been a good partnership ever since. This summer will be 11 years for me at Goldcorp.” What sets Goldcorp apart? “Goldcorp allows people to grow. There is such a multitude of opportunities. I’ve had so many opportunities to do different things.” Imola has benefited from many training programs, from leadership development and management training to the Dare
CATCHING ENTHUSIASM Götz seizes opportunity with open arms.
to Grow and Creating Choices programs. “These programs reflect the Goldcorp culture, which is about developing people. The company understands the value of teamwork, and how people can grow and contribute to our success as a company.”
a career these days. It’s true for anyone, for that matter. It’s the three D's: Dream, Desire, and Discipline. If you have a dream, you really have to have the desire to work for it. And the discipline to take you where you want to be.”
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If you have a dream, you really have to have the desire to work for it. And the discipline to take you where you want to be. Imola Götz In true Goldcorp fashion, she has returned the favour: she worked as a facilitator for Dare to Grow and Creating Choices, and loves to mentor upcoming generations. “At the Porcupine camp, I managed the local Engineer in Training (EIT) program, and contributed to the development of the Corporate EIT program,” she says. “And I really enjoy the opportunity to be a Goldcorp ambassador at various University Career Days.”
As for her next steps, she’s very clear. “I'd like to stay with Goldcorp for a long, long time. I think that there are so many new areas where I could contribute. It’s such a dynamic environment. And the people: I have come to know people from so many mine sites, and it's a very good group.”
“Recently, I was speaking about women in mining and what’s important to build
CLOSE KINSHIP Along with her Goldcorp family, Götz enjoys time with her husband and sons Peter and Tom (not shown).
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WORLD OF GOOD
Giving and Growing for Generations Across operations, Goldcorp strives to create positive socio-economic benefits that will endure long after a mine closes. This process begins long before production commences, and as mining projects transition from exploration to construction and finally to full operations. It must be done collaboratively with neighboring communities to ensure they can be full participants in local economic opportunities and support associated population growth. Since acquiring Cerro Negro in Argentina in 2010, Goldcorp has collaborated with the municipality and community of Perito Moreno to establish initiatives in support of local employment, healthcare, education, recreation, cultural heritage and environmental stewardship. In the case of Cerro Negro’s host community Perito Moreno, Goldcorp has prioritized jointly establishing a long-term strategic vision that will define sustainable development in the region. Goldcorp considers this collaborative approach the key building block for long-term success and also realizes that as a key driver of growth, the company can and has helped support initiatives that address pressing community needs. Contributions of over 16 million Argentine pesos towards sustainable projects have benefited the 7,500 residents of this farming town: • A local eight-hectare dairy cooperative provides valuable structure, training and life skills for at-risk youth. onations include a fire truck to the regional airport, a • D fetal monitor, ultrasound equipment, an M8 short wave and chemical analyzer to the district hospital, and an
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electrical generator for the municipality to help supply the region with consistent, reliable power year round. • Funding has also helped create scholarships, paid internships and athletic amenities. Local schools and libraries received materials and equipment, including toys, books and computers. • P artnerships have provided the community center with an inclusive space for the developmentally challenged, along with gym equipment and swimming aids procured in partnership. • C ollaboration with the Carlos J. Gradin Research and Exhibition Center to restore, protect and raise awareness of the historical significance of the nearby Río Pintruas and Cueva de las Manos archaeological sites. The support of these grassroots initiatives is just the beginning. Next steps include supporting the municipality in communicating and engaging its citizens on the long-term vision and of course, being a key partner in its implementation.
SUSTAINABLE MOMENTS Taking in the message “Learn the legacy of this land” at the Asociación Identidad Museum
Sustainable Living Takes Root in Peñasquito Bringing greener, cleaner eco-consciousness to Mexican communities When Manuela Hernández Agüero was given the opportunity to take a trip to learn more about eco-technologies in her region, she was both excited and nervous. “I was told that we would be going by plane and I just thought to myself, ‘Oh no, I’m really scared. I’ve never been on a plane’” she recalls. “Now that I’ve done it I realize how much I enjoyed it, especially since you see things that you could never have imagined.” Hernández joined a group of 16 people invited by Goldcorp from communities surrounding Peñasquito mine to participate in a program to promote environmental awareness and sustainable living. Presented by the Grupo para Promover la Educación yel Desarrollo Sustentable, A.C. or GRUPEDSAC (Sustainable Education and Development Promotion Group), the Centro Educativo para el Desarrollo Rural or CEDER, highlights more than 30 eco-technologies relating to food, energy, housing and water.
It’s a commitment first made by Goldcorp President and CEO Chuck Jeannes during the inauguration of Peñasquito in 2010. Before then, the Mazapil Valley population was in serious decline as people moved away in search of work, education and opportunities. Jeannes promised citizens: “Providing jobs is just one of our goals. Helping families and communities become self-sufficient for the long term is our ultimate aim.” Today, Peñasquito offers employees career training and recreational amenities. Community support has included upgrading and remodeling schools and equipping them with computers, as well as provide housing and training for teachers. Hernández returned home energized and committed; “Even though I’m getting old, I want to keep learning everything that can be useful to improve the way of life and the environment within my community, until my last moment on earth." Way to go Manuela! To learn more about this initiative, view the video at bit.ly/penasquito-GRUPEDSAC
“Visitors learn how to develop these technologies in the communities where they live, which helps to improve their quality of life, and that they then share with their neighbours,” says Lilly Wolfensberger, Director of Special Projects for GRUPEDSAC.
The Empresa Socialmenta Responsable Award
As part of its vision of Together, Creating Sustainable Value, Goldcorp is a supporting partner of the eco program and many other responsibility initiatives. These efforts have been recognized: for seven consecutive years, Goldcorp Mexico has won top honours as an Empresa Socialmente Responsable – Socially Responsible Company Award.
Awarded annually by Centro Mexicano para la Filantropía (Cemefi) and the Alianza por la Responsabilidad Social en México, the Empresa Socialmenta Responsable award is given each year to the company that demonstrates voluntary and public commitment to socially responsible management as part of their culture and business strategy.
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Goldcorp's Tour de Force A trip to Northern Ontario takes visitors back in history and to a future legacy.
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GRASSROOTS Goldcorp's reclamation efforts are growing into public Above ground issueamenities. 10
There are double celebrations in Timmins this year as both the town and Porcupine Gold Mines (PGM) turn 105. Discovered in 1910, PGM is amongst the longest continually-operating gold mines in North America. It’s also one of Timmins’ most popular tourist attractions. The PGM industrial tour takes visitors back in time and into the future, featuring exhibits and experiences from the past, present and next generation of one of the world’s great gold-producing mines. Every second week each summer for the past eight years, Goldcorp hosts free public tours through Tourism Timmins, giving guests a rare glimpse into every stage of the mining process – from exploration and development to full production and award-winning reclamation. “It’s a great way to show people the complete mining cycle, from the Hollinger open pit operation to Dome – the above ground portion which has been mined out – and the historical Coniaurum mine, which is at the advanced stage of reclamation,” says PGM Mine General Manager Brendan Zuidema. Often the tours operate at capacity, drawing local residents, Canadian citizens and international travelers alike. A highlight is the historical Coniaurum site, an abandoned mine which Goldcorp transformed into a urban
oasis featuring hills, trees, wildflowers and habitat for thousands of species, including a bee-keeping project to help replenish North America’s dwindling bee population. “That’s the part of the tour people are often most impressed with,” says Zuidema. “It really emphasizes that reclamation is part of the mining process.” Even more complex is the planned reclamation of the Hollinger site, 250 acres of currently unusable space downtown. An ongoing project between the City of Timmins and PGM, the hazardous historical site will be reclaimed as public park space complete with a lake and walking trails once the remaining gold is recovered. “Similar to the success of Coniaurum, a project of greater magnitude is Hollinger,” said William Russell, Chairman of the Porcupine Watchful Eye community group. “Once again PGM will turn deserted and neglected land into a lush, green, productive habitat.” PGM tours are just one of many ways Goldcorp engages with communities and stakeholders across all operations. Here, the company collaborates with citizen groups such as The Hollinger Project Advisory Committee and the Porcupine Watchful Eye Committee, and hosts hundreds of local and regional community meetings and workshops, including with First Nations.
Making History Current in Communities Residents of Huasco Valley in the Atacama Desert in north-central Chile are learning more about their rich culture and traditions through a unique program started by the Cultural Department of the Municipality of Vallenar and supported by Goldcorp El Morro. The Greater Knowledge of Huasco is a tour to experience six locations in the province which have historical significance in shaping and influencing present-day lives and livelihoods. More than 300 people participated last fall and officials say many are enquiring about upcoming tour dates.
“These initiatives improve our co-existence and knowledge of our land,” says Jorge Zambra, Director of Provincial Huasco Museum, Cultural Manager and guide tours. “We received very positive feedback both from municipal authorities and community members,” says Petri Salopera, Corporate Social Responsibility Manager of El Morro. “It has generated momentum. More importantly, these tours are helping to create shared understanding, deeper cultural awareness and respect for our neighbors and community partners, which are the fundamental building blocks of a good relationship.”
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SECOND NATURE
Making eco More Logical From greenhouses to greener emissions, Goldcorp sets the bar higher for environmental standards The 2014 launch of Goldcorp’s Sustainability Excellence Management System (SEMS) will help grow corporate responsibility to even greater heights. SEMS contains performance standards applicable to environmental, CSR, safety and health, and security. Complete with performance measurement and tracking tools, SEMS incorporates these standards into a single unified framework that emphasises sustainability responsibility and accountability throughout Goldcorp. Jerry Danni, Senior Vice President, Sustainability, says, “SEMS will transform all operations and enhance partnerships in every community that
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we work in. It’s designed to be very simple and straightforward for everyone to understand and execute, while at the same time improving our standards and practices across the company.” SEMS will underpin Goldcorp’s Operating for Excellence (O4E) targets, which include a fiveyear plan to improve water conservation and energy efficiency, reduce emissions and generate more energy from renewable sources.
SHIFTING DOWN One of two Electric Vehicle types in underground testing at Musselwhite mine.
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Clearing the Air for Healthy Productivity Electric vehicles (EV) are going underground at Goldcorp. Before end of Q2-2015, two EVs will have descended deep within Musselwhite mine to begin several months of testing to quantify the level of air quality improvement and determine feasibility for healthier productivity. In any underground mining operation, diesel emissions must be carefully controlled by ventilation systems to ensure safe working conditions. Using electric-powered vehicles decreases emissions and in turn, protects employee well-being, increases productivity and lowers costs. It’s an initiative with exponential benefits.
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BREATHING EASY Underground on the ventilation level at Musselwhite mine. Above ground issue 10
The four-month EV trial pits two vehicles head-to-head in performance assessment. A MINECAT UT150-eMV from Industrial Fabrication, based in Sudbury, Ontario will be evaluated against a PapaBravo Marmot manufactured in Saskatoon, Saskatchewan, which claims results of up to 85% cost savings compared to diesel. The Musselwhite team is eager to see the results and excited to be working on an innovative project. Goldcorp will share findings across operations and could consider EV use at other mines if proven successful.
Cultivating a Profitable Future A gold mine may not be the first place you'd expect to find greenhouses growing florist-grade flowers, but it’s a natural progression at Marlin mine, where Goldcorp has implemented well over 100 initiatives for sustainability. Early on arriving in Guatemala, Goldcorp set up a community foundation to coordinate local projects for the 40,000 people living in San Miguel Ixtahuacán, San Marcos, as well as 15,000 in neighbouring areas. In addition to creating jobs, schools, a medical centre, water and sewage systems, as well as business training for bakery, brick-making and masonry enterprises, Goldcorp helps the agricultural mainstay of this region flourish. The company has assisted locals in growing staple grains, diversifying crops, sourcing premium seeds, modernizing cultivation methods, building nurseries and storage silos, and creating compost and irrigations systems which are vital given the low-nutrient soil and arid climate in the dry season. Farmers are also mentored to learn self-sufficiency in managing operations, equipment and workers. “Goldcorp strives to create sustainable value and this is one approach to help achieve that vision,” says Peter Hughes-Hallett, Director of Sustainability for the Latin American Region and former Environmental Manager at Marlin. “The agricultural program started with a small group in 2011, and has grown to a much bigger scale. It has been a huge success.”
economic potential. He says the results are positive for the community to “take full advantage of every inch of land worked” and adds that “ornamental flowers enjoy a strong market, both domestically and internationally. This represents a business opportunity for our people."
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Goldcorp strives to create sustainable value and this is one approach to help achieve that vision. Peter Hughes-Hallet, Environmental Manager at Marlin.
Today, two Gerbera greenhouses are in continual production and locals are being trained as nursery staff, floral arrangers and agri-business developers.
BUSINESS IS BLOOMING Raising Gerbera daisies for the floral industry is a thriving agri-venture.
The latest agri-venture is a pilot to produce Gerbera daisies, a large, beautiful flower popular with florists. They mature quickly, even in the sandy loam, and require minimal growing space. Best of all, they fetch a profitable price. Agronomist Rodolfo Gómez and his team are intent on maximizing the project’s feasibility and long-term
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Reducing Fresh Water Use to Almost Zero Though mining is inherently a water-intensive business, Goldcorp’s commitment to its environmental vision, Our Planet. Our Choices. Our Legacy., places high priority on water conservation and preservation. Across all operations, the company is tapping new potential to reduce and recycle. For example, just a few years ago, average fresh water usage at Porcupine Gold Mines’ (PGM) Dome Mill, measured as a percentage of total used for processing ore, was 22%. But PGM was determined to drop this number to as close to zero as possible, and bring recycled water use to 99%, to positively impact the environmental footprint as well as cut operating costs over the life of mine. Traditionally, fresh water from Porcupine Lake was used for processing ore. PGM’s objective was to increase the use of reclaimed water across the board, which would both conserve precious resources and reduce the need to treat and discharge water from the Effluent Treatment Plant. To ensure this aim was feasible without detrimental effects on ore processing, Goldcorp embarked on a three-month trial period with positive results: zero fresh water was used and no negative effects ensued. Modifications were then made to Dome Mill for the long-term, including new lines, valves and repurposing old water tanks. The water lines from Porcupine Lake to the mill and fire tank were updated to ensure continuous pump operation to prevent water lines from freezing in winter, and water availability year-round for emergencies, such as fires.
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Today, refurbished freshwater tanks in the mill are used to store reclaimed water, with flow and levels automatically managed with mag meters and programmable control valves. The total cost of modifications was approximately $170,000, with considerable return on investment. Average monthly fresh water consumption is down more than 100,000 cubic metres and water treatment costs have dropped by approximately $500,000 per year. An equally impressive upshot is that fewer dam lifts are required over the life of the mine, typically required every three to four years. Each dam raise costs approximately $5 to $6 million; PGM did not need to lift its dam in 2014 as previously scheduled – and expects to realize further savings in future. Goldcorp’s Water Stewardship Strategy calls for the reduction of water footprint and this is a great initiative by PGM towards that milestone.
DAm GREAT The PGM Dome Mill tailings dam. AbovE GRoUND ISSue 10
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SAMPLING THE EARTH Members from the Environment team at Éléonore mine doing water testing.
OUR WORLD OF COMMUNITY RESPONSIBILITY Contact us at aboveground@goldcorp.com For more information on Goldcorp’s responsible mining initiatives around the globe, visit: www.goldcorp.com/responsiblemining