Key Performance Goals

The following table highlights the progress we made in 2016 towards our short-term sustainability goals. As we strive for continuous improvement, we recognize the importance of setting long-term objectives, with observable and measurable results, that can help us improve our financial and sustainability performance. As a result, we are currently reviewing our sustainability strategy with the intent of identifying and formulating multi-year objectives that are credible, measurable, and aligned with our internal and external business drivers.

For more information about our corporate annual objectives, please refer to our Corporate Scorecard in our annual Management Information Circular.

Goal Met Goal Partially Met Goal Not Met
Goals 2016 Performance Description Moving Forward
Strategy and Governance

Diversify our management and governance bodies.

Surpassed the targets set by the Catalyst Accord (25% of board seats to be held by women by 2017) and the 30% Club Canada (30% of board seats to be held by women by 2019). Our entire management team in both Canada and Latin America, including Mine General Managers, participated in Unconscious Bias training, which raised awareness of unconscious and conscious bias in the workplace, and provided strategies for disrupting and overcoming it.

Continue our efforts to diversify our management and governance bodies.

Enhance sustainability performance through implementation of systems for SEMS performance measurement, compliance assurance and risk management.

Completed SEMS audits at four operating sites and established metrics for SEMS performance measurement and reporting. We also rolled out a company-wide training course that built awareness of SEMS standards and how to apply them on the job.

Continue our internal assurance process to consistently apply SEMS across all sites.

Implement and pilot a risk management governance framework based on a risk and control model underpinned by a strong culture of integrity and compliance.

Revised and began piloting our integrated risk framework and conducted several risk workshops and initiatives across our sites.

Implement our centralized risk management tool to contain site and enterprise risks, controls and mitigating actions.

Implement our anti-bribery and anti-corruption program across our operations.

Successfully implemented our anti-bribery and anti-corruption program, which also included an assessment of the program by external subject matter experts and the completion of an internal awareness review to assess the program’s effectiveness.

Sustain our program and strive for continuous improvement.


Roll out a company-wide training program on human rights for employees with access to computers.

Rolled out a human rights training course, certifying over 2,900 employees and contractors, and marking the first time we deployed a computer-based program to standardize human rights training across the operations.

Broaden awareness of our Human Rights Policy and human rights due diligence mechanisms across our operations.

Enhance stakeholder partnerships and relationships in key regions and monitor overall corporate affairs risk in those regions.

Monitored corporate affairs risks in the regions, as part of our country risk assessment processes, and enhanced stakeholder partnerships.

Became signatories to the Voluntary Principles on Security and Human Rights and continued to be an active member and participant of the Mining Association of Canada, the World Economic Forum, the UN Global Compact (UNGC), the Prospectors and Developers Association of Canada (PDAC) and the International Council on Mining and Metals (ICMM).

Continue monitoring risks in the regions we operate and enhancing partnerships with stakeholders. Our key focus will be planning and implementing the commitments made in our community agreements.

People at Goldcorp

Develop and implement optimization plans at sites, corporate and regional offices.

Completed a major organizational restructuring project aimed at optimizing our operations and generating efficiencies across the organization. This included decentralizing our business, removing the regional layer within our operating model and leveraging opportunities to introduce a greater level of efficiency and accountability at our sites.

Focus on career development opportunities for our people to enable them to continue to grow in our decentralized organization.

Develop and implement a leadership development program that includes identification of high-potential employees and creation of personal development plans.

Overhauled the StepUp program based on feedback received from our employees during 2015. We engaged a new vendor, refreshed and revamped the entire program and completed a pilot for executives. We also held steering committee and discovery meetings and focus groups to ensure the revamped program will reflect a holistic and sustainable approach to behaviour-based leadership that will be fully integrated with our talent management strategy.

Evaluate the lessons learned through the pilot phase and integrate them into our leadership training program moving forward.

Continue rolling out Creating Choices and Growing Choices programs, and broaden the scope of diversity activities throughout the organization.

Continued our women’s training, development and mentorship program. Over 125 women from across the company graduated from Creating Choices or its sister program, Growing Choices. To date, over 1,700 women have graduated from these programs. In 2016, work also began on the third instalment of the program, Future Choices, aimed at providing women with the tools they need to lead and succeed long after mine closure.

In addition, we surveyed over 3,000 employees on the topic of diversity and inclusion. The survey will inform future diversity and inclusion planning and activities moving forward.

Broaden the scope of activities and engage employees on other ways to increase diversity throughout the organization. Continue to increase awareness of diversity and inclusion, grow our Diversity strategy and enhance performance indicators.

Safety and Health

Achieve zero fatalities.

Unfortunately, there was a fatality at the Marlin mine. Following that incident we have implemented comprehensive measures for ground control systems across our sites, and will continue to monitor their effectiveness. Zero fatalities will remain our number one commitment.

Achieve zero fatalities.

Reduce All Injury Frequency Rate (AIFR) to 1.2.

Exceeded our goal and completed the year with an AIFR of 1.12, an 11% improvement over 2015.

Set individual commitments across our operations to help us achieve an AIFR of 0.90.

Implement the StepIn program to improve the quality of employee engagement.

All sites developed and implemented the StepIn program in 2016. A core element of the program was to improve the quality of employee engagements. Over 316,000 employee engagements were completed by management in 2016, exceeding our goal by 20%.

Continue rolling out StepIn through 2017. A corporate leadership training program, StepUp, will be introduced in 2017, with Safety Leadership as one of its core competencies.

Environmental Stewardship

Continue executing against the Water Stewardship Strategy milestones as per the schedule developed by each site.

Continued executing Water Stewardship Strategy milestones; we are on track for achievement by the end of 2017.

In addition, we launched an ambitious program, Towards Zero Water (H2Zero), beginning a ten-year journey to drastically reduce our water consumption.

Advance our H2Zero initiative, which should trigger a series of innovations and initiatives that will lead us to significant reductions in our water footprint. We will continue to work on innovative ways for environmental management, always considering the present and future of water, energy and biodiversity.

In 2017, we will be working on establishing performance metrics and milestones, as well as an innovation roadmap.

The completion of our water stewardship milestones in 2017 will position us to advance our next, more aggressive phase of water stewardship.

Conclude the Goldcorp Energy Strategy, assessing performance against the five-year targets.

Concluded the five-year Goldcorp Energy Strategy. While we made great progress, we did not achieve all our energy targets. We targeted a 15% increase in energy efficiency by implementing energy savings projects whose cumulative five-year savings equal 550,000 MWh (15% of 2011’s energy consumption). We achieved energy savings of 460,000 MWh, or 84% of our target. We targeted a 20% reduction in greenhouse gas (GHG) emissions (a reduction of 240,000 tonnes of CO2e). We saved 175,000 tonnes of CO2e in 2016, or 73% of our target. Finally, we targeted that 5% of our energy would be from renewable sources (180,000 MWh is 5% of 2011’s energy consumption). We sourced 150,000 MWh from renewables, or 83% of the target.

We completed the five-year implementation of the energy strategy and have now incorporated energy management into the SEMS. Moving forward, energy efficiency will now be a regular consideration at our operations.

Complete a pre-feasibility study for a major renewable project (the Cerro Negro wind farm).

Based on favourable results from a pre-feasibility study, we decided in late 2015 to move a wind farm study near the Cerro Negro project to the feasibility phase. Our goal was to complete the feasibility study in 2016, but this goal was not achieved.

Analyze the results of the feasibility study and determine whether the project will move to the execution phase.