Safety and Health

Safety at Goldcorp

In 2015, we invested heavily to improve the safety culture throughout the company. The main focus was to assist sites in the implementation of the Sustainability Excellence Management System (SEMS). In addition, initiatives such as safety training and coaching, risk assessments, increased meaningful employee engagements, emergency preparedness programs, and audits to assess safety performances, all led to an overall improvement in safety and reduced tolerance of risk.

Day of Remembrance 2015

October 30, 2013 marked a turning point in our safety culture. Each office, operation and project across our entire business – from Canada to Argentina – halted all activities, including production, for a day that would become known as our annual Day of Remembrance.

On November 19, 2015, all Goldcorp sites and offices once again stopped production to participate in our annual Day of Remembrance. Members of the Executive team participated in person at the mine sites and helped deliver the training materials. During this day, we also pay respect and remember the individuals who have lost their lives at our operations.

The 2015 Day of Remembrance was focused on three main themes:

  1. “I Am Responsible and I Can Make a Difference”
  2. “I Will Speak Up for Safety”
  3. “I Will Take Actions to Support Safety at My Site”

Employee Safety Engagements

In 2015, we began a company-wide initiative to engage employees to discuss safety and health. The purpose of these engagements is to involve our employees in the identification and discussion of safety and health practices and risks, intended to reduce injuries and achieve our objective of Zero Fatalities.

Over a six-month period in 2015, we conducted over 162,000 engagements, and since this initiative was launched, we have seen our safety performance improve. Sites set monthly targets on the number of one-on-one planned engagements for managers, superintendents and foremen, and the actual number of engagements is tracked on a monthly basis.

We have learned that engaged employees are more likely to work safely on the job and be involved in workplace improvements.

Number of Employee Interactions in 2015

Potential Fatal Occurrences Investigations

Reporting and investigating Potential Fatal Occurrences (PFOs) is a critical part of preventing fatalities as it allows for the sharing of information and enables us to learn from each other and implement changes based on the recommendations. Preventing repeats of such incidents is critical in achieving our number-one objective: Zero Fatalities. In 2015, we also began tracking repeat occurrences – incidents where either the original site or another Goldcorp site had a PFO with similar key factors.

In 2015, there were 107 PFOs, compared to 89 in 2014. This increase is largely due to greater awareness and reporting of incidents that had near-fatal consequences. Approximately 86% of these PFOs had no injury associated. Additionally, out of the 107 PFOs, 38 of these were classified as repeat incidents. This demonstrates there is additional work needed to improve our investigations, corrective actions and sharing of incidents.

The improvement in reporting and investigation of PFOs remains a focus across Goldcorp as our safety leaders continue to emphasize the importance of prevention, mitigation and communication of the types of incidents that could potentially cause a fatality. We have implemented a performance target of 30 days to complete a PFO investigation, including final review with senior management. This 30-day window is part of the Corporate Scorecard safety bonus. 93% of our PFOs were investigated and closed within 30 days.

In addition, each member of the Goldcorp Executive Leadership Team “adopted” a mine site to strengthen safety dialogue with throughout the year. As part of this initiative, each executive participates in the final close-out review for each PFO from his/her site. A mine’s senior management is always engaged in the investigation of a PFO incident, as is our senior operations leadership, led by the Chief Operating Officer (COO).21

High risks identified through the analysis of the 107 PFOs of 2015 include:
Working at Heights
21 PFOs = 20%
Energy isolation
21 PFOs = 20%
Ground Stability
17 PFOs = 16%
Vehicle collisions
14 PFOs = 13%
Other
34 PFOs = 31%

Safety Programs and Training

Safety training is the way to build a safety culture that develops our people to take leadership in safety, at work and at home. We provide training on all technical, behavioural and cultural aspects of safety. To keep our people up-to-date with the latest in safety advancements, both inside and outside the industry, we encourage employees to participate in external training, conferences and workshops.

Each operation develops its own approach for safety programs within the company’s overall vision and framework for coaching, training, workshops and program development. This ensures a successful, sustainable implementation with the necessary cultural and site-specific nuances. In 2015, we continued our many initiatives aimed at improving safety, including:

  • “Safe Enough for Our Families”: continued promotion and senior management support for our safety vision. Videos describing the vision’s three key themes – Care, Think, Act – continue to be distributed to employees and contractors.
  • The company-wide Day of Remembrance, which commemorated those who lost their lives and served as a launching event for numerous safety programs.
  • The Fighting Fatalities program, which was launched on the 2013 Day of Remembrance, is comprised of a series of interactive management workshops and high-impact leadership engagement sessions. These sessions provide additional coaching for supervisors and leaders on high-impact toolbox/lineup talks, hazard recognition and effective engagements with front-line personnel in the field.
  • The Mining Industry Roundtable on Safety and the International Council on Mining and Metals (ICMM) Health and Safety Task Force: we participate in these groups for benchmarking and sharing industry best practices in safety and injury prevention. We have chaired the Health and Safety Task Force.
  • Technical safety training is primarily provided at the operational level. Our technical safety training programs include mine rescue training, the stope school (at Ontario mines), equipment operation, first aid, simulator training and occupational health awareness training.

Peñasquito has created a three-tier sticker system for grading the safety of its trucks. This system will help ensure that trucks being used on-site from the outside community adhere to the safety standards we set. Inspected trucks will be given either a green, yellow or red sticker. A green sticker means the truck is in good repair and it is permitted to work on-site. A truck given a yellow sticker requires some attention; however, it is safe to operate and is permitted on-site. A red sticker is given when a vehicle is in bad repair and it must be fixed before it is permitted to be on-site. This initiative came about after a 13-person committee was formed at Peñasquito to brainstorm what would be the most effective method to inspect vehicles coming on-site. Peñasquito worked with Los Filos’s existing truck inspection program to customize its own program.