Stakeholder Engagement

We are committed to building open and trusting relationships with our stakeholders. Our engagement takes various forms, tailored to the stakeholder and situation. It ranges from providing information to consultation and shared decision-making.

Approaches to Stakeholder Engagement

Stakeholders are defined as individuals, groups or organizations that are directly or indirectly affected by our operations, have a direct interest in our activities, and/or have the ability to influence outcomes and decision-making processes. Our goal is to create partnerships that will serve both us and the community. We actively seek out these partnerships with local communities, government, civil society and non-governmental organizations.

Local site management, along with the support of corporate and regional management, are responsible for identifying, mapping, prioritizing and engaging with a variety of local, national and international stakeholders on topics related to our operations. This is a continuous process, and regular monitoring for effectiveness is required by the SEMS.

Key components of our stakeholder engagement process are:

  • Relevant, accessible, culturally appropriate and timely information
  • Safe channels for stakeholders to express their views
  • Mechanisms for incorporating relevant feedback into our decision-making processes

In all engagements – whether it is an informal face-to-face meeting with a local community member, a formal committee meeting with agreement signatories, or following up on concerns via our community feedback mechanisms – we aim to act in a manner that is:

  • Inclusive
  • Accessible
  • Adequately resourced (including training)
  • Culturally and contextually specific
  • Participatory
  • Timely and long-term
  • Credible, open and transparent
  • Responsive to feedback

At all of our eight operations, we use a variety of formal and informal mechanisms to engage with communities and contribute to their sustainable development. For example, in 2016, five of our operating mines (Cerro Negro, Los Filos, Peñasquito, Éléonore and Porcupine) and our Borden project completed formal social area of influence maps to better define their Social Area of Influence (SAI), also called the “local area”.

Defining the SAI is very important as it is used to determine an operation’s responsibilities. It also provides guidance on the area within which impacts need to be managed, stakeholders should be engaged, and where sustainability initiatives can be implemented.

Using the information contained in their area of influence maps, Peñasquito and Porcupine then completed social context assessments, which expanded on the information in the maps by providing key social information such as the types of stakeholder groups, local social issues, the political climate, and environmental impacts of the mine.

Stakeholder identification maps help us reveal those stakeholders that may be directly affected by our operations, whether from the use of land or the effects of air and water emissions, transportation of hazardous materials, or the socio-economic effects of employment and business opportunities generated by our mines. In 2016, 100% of our operations had stakeholder identification maps to help identify who we should engage with on specific topics.

Stakeholder identification maps are the product of a systematic approach, often linked with the site’s area of influence, and determine who might be affected and in what way.

A number of our sites also had formal engagement plans based on these maps and use this information to inform which sustainability initiatives can be funded and implemented within their social area of influence.

We recognize that potentially vulnerable groups within our affected communities could be disproportionately impacted by, or less able to benefit from, our activities due to the fact that they may be marginalized, historically disadvantaged and disempowered. Our engagement planning is designed to involve vulnerable and marginalized groups in decision-making and supports their empowerment through socio-economic development opportunities. Whether through formal or informal channels, representatives from all our operations meet regularly with local stakeholders and have programs to contribute to community development through mechanisms, such as community investments and local hiring and procurement initiatives.

Addressing Stakeholders’ Questions and Concerns

We bring many benefits to the communities where we operate, such as employment, training and investments in community initiatives. However, we also recognize that mining activities have potential negative impacts. Effective engagement with local communities is our primary way to identify and mitigate concerns around impacts. Key issues discussed through our engagement include issues related to environmental concerns, land use, access to local employment and economic development opportunities, and pressures on local services and infrastructure. Through these discussions, together with our stakeholders, we identify mitigation and monitoring steps to respond to these concerns.

The table below summarizes our engagement approaches by stakeholder and common topics/issues of concern raised through engagement:

Civil society and non-governmental organizations previous next
Stakeholder Examples Type of engagement Frequency of engagement Who engages
  • NGOs
  • Political parties
  • Unions
  • Religious organizations
  • Face-to-face engagements
  • Public meetings
  • Teleconferences
  • Social media
Monthly to quarterly Senior management,
corporate, regional
and site-level
representatives,
depending on topic
  • Federal, provincial, municipal or local governments
  • Face-to-face meetings
  • Industry conferences
  • Regulatory engagement processes
  • Public meetings
  • Teleconferences
  • Newsletters
Weekly to annually Senior management,
corporate, regional
and site-level representatives,
depending on topic
  • Residents
  • Neighbours
  • General public
  • Site tours
  • Public engagements (open house events)
  • Face-to-face meetings
  • Community Response mechanisms
  • Newspapers, radio, newsletters
  • Above Ground blog and social media
  • Goldcorp website
  • Engagement surveys
Daily to annually Site-level CSR teams
  • First Nations tribal councils
  • Traditional leadership
  • Indigenous governments
  • Face-to-face engagements
  • Agreement implementation committees
  • Community roundtables
Daily to annually Corporate, regional
and site-level
representatives from
CSR and Corporate
Affairs
  • International, national or local media outlets
  • News, radio and printed publications
  • Investor calls
  • News releases
  • Goldcorp website
  • Above Ground blog and social media
Daily to annually Senior management,
corporate, regional
and site-level
representatives from
CSR and Corporate
Affairs
  • Academic institutions
  • Research organizations
  • Conferences
  • Telephone calls
  • Training programs
  • Research programs
Monthly to annually Senior leadership, CSR, Environment and Corporate Affairs teams
  • Hospitals
  • Fire departments
  • Libraries
  • Community partnership discussions
  • Community Response mechanisms
Monthly to annually Site-level representatives in CSR
  • Suppliers
  • Contractors
  • Industry organizations
  • Other companies
  • Interactions with our procurement teams
  • Industry roundtables
  • Tendering/RFP process
Monthly to annually Corporate, regional and site procurement teams, senior management
  • Shareholders
  • Rating agencies
  • Quarterly conference calls
  • Investor Days
  • Socially Responsible Investor (SRI) calls
  • Conferences
  • Annual reports and financial circulars
  • Site tours
  • Non-deal road shows
Quarterly to annually Investor Relations, senior management
  • Site and corporate workforce
  • Internal intranet
  • Newsletters
  • Town hall meetings
  • YouTube, Twitter, blog
  • Lunch and learns
  • Crew talks
  • Email
  • Performance reviews
  • Conferences
Daily to annually Senior management, Human Resources, Corporate Affairs and general employees
  • Private landowners
  • Hunters
  • Outdoor recreation groups
  • Traditional subsistence users
  • Face-to-face interactions
  • Email
  • Phone calls
  • Public meetings
  • Newsletters
  • Letters
Weekly to annually Site-level representatives in Environment, CSR and Projects
Common topics of engagement/
Issues of Concern
Engagement examples
  • Human and Indigenous rights
  • Employment opportunities
  • Economic development
  • Education
  • Health and safety
  • Environmental protection
  • Physical impacts of operations (water usage, blasting and dust)
  • Impacts on personal property
  • Land usage
  • Mine closure planning
At Marlin, a community environmental monitoring association conducts quarterly, independent, community-based environmental monitoring around the mine. Membership includes representatives of the five communities around the mine and a representative of the Catholic Church, all from the municipality of San Miguel Ixtahuacán, and representatives from three adjoining communities in the municipality of Sipacapa.
  • Resource access
  • Environmental protection
  • Taxes and royalties
  • Economic development
  • Water and energy projects
  • Workforce development
  • Hazardous materials handling
  • Job creation
Our corporate and regional offices engage with governments, industry and other stakeholders where appropriate to facilitate the mining sector’s contribution to national sustainable development strategies.
  • Employment opportunities
  • Economic development
  • Education
  • Health and safety
  • Environmental protection
  • Physical impacts of operations
  • Impacts on personal property
  • Land usage, access and compensation
  • Mine closure planning
  • Community needs assessments
Porcupine actively engages local stakeholders in Timmins through the Porcupine Watchful Eye Committee and the Hollinger Project Advisory Committee, which are both community representative groups that work with the mine to help us understand and recognize the requirements, expectations and concerns of all stakeholders involved in Porcupine’s activities.
  • Land rights
  • Education
  • Employment and career development
  • Cultural heritage
  • Indigenous consultation
  • Implementation of collaboration agreements
  • Responding to physical impact concerns (dust, noise, etc.)
At Musselwhite, Red Lake, Éléonore and Porcupine, joint committees, made up of members from Goldcorp and the signatory community, are responsible for overseeing the implementation of the agreements. These committees meet two to four times a year and informally as necessary.
  • Financial performance
  • Access to capital
  • Environmental performance
  • Health and safety
  • Community programs
  • Business risk
We produce regular updates on the Above Ground blog. This blog is a place to find updates on our sustainability-related activities, to ask questions and to participate in respectful, constructive dialogue.
  • Technical studies
  • Scholarships
  • Training and internship programs
We are a sponsor of the Global Energy Minerals and Markets (GEMM) Dialogue started by Simon Fraser University. GEMM is a unique forum for community members, companies, academics and government to come together for three days each year to talk openly and honestly about sustainability challenges and potential solutions for the mining industry.
  • Infrastructure investments
  • Community partnerships
Several of our sites have formal agreements to work in collaboration with first responders in the area, such as with the local fire department by our Porcupine mine or on spill response at Red Lake, Cerro Negro and Musselwhite.
  • Supplier requirements
  • Long-term business relationships
  • Agreement terms
  • Quality products
  • Delivery commitments
  • Regulatory compliance
  • Product stewardship
  • Sustainability programs
We are a member of several industry organizations, including the ICMM, the Mining Association of Canada, and the World Economic Forum, where we actively look for opportunities to maximize benefits and minimize impacts and risks throughout the extractives sector.
  • Financial performance
  • Operational performance
  • Corporate governance
  • Access to capital
  • Environmental performance
  • Health and safety
  • Human rights
  • Business risk
Directors and senior management hold an annual Socially Responsible Investors (SRI) call to provide updates from our Sustainability Committee and a general overview of our CSR activities during the year.
  • Health and safety
  • Operational change
  • Workforce management
  • Career planning
  • Training and career development
Senior management and employees interact on Conveyor, our global intranet, by sharing stories, resources and announcements.
  • Resource access
  • Land rights
  • Compensation
  • Environmental protection
A condition of the Opinagow Collaboration Agreement signed with the Cree Nation of Wemindji, the Grand Council of the Crees (Eeyou Istchee) and the Cree Nation Government requires our Éléonore mine to consult with local tallymen on activities that will impact their traditional traplines in the area. In practice, there are regular conversations with local trappers.
  • Civil Society and NGOs
  • Government
  • Communities
  • Indigenous Peoples
  • Media
  • Academia
  • Public/Private Institutions
  • Business Partners
  • Investors
  • Employees
  • Land and Resource Users

Indigenous Peoples’ Rights and Engagement

At Goldcorp, our strategy is to seek and encourage partnerships with all local communities. Five of our operations (Red Lake, Musselwhite, Porcupine, Marlin and Éléonore) and two of our projects (Coffee and Borden) are in or adjacent to Indigenous Peoples’ territories.

We are committed to meeting or exceeding mandatory consultation requirements and working in collaboration with all stakeholders who have an interest in our projects and operations. In particular, we collaborate with stakeholders and assist in the creation of employment and business opportunities for local Indigenous communities, with sensitivity and support for their social and cultural practices.

As a member of the International Council on Mining and Metals (ICMM), we support the ICMM Position Statement on Mining and Indigenous Peoples, which was updated in 2013 and came into effect in 2015. The Position Statement outlines the ICMM’s view of Free, Prior, and Informed Consent (FPIC) and commits member companies to putting this into practice. A key element of the document is a commitment to obtain consent of Indigenous groups for new projects. With the acquisition of the Coffee project in the Yukon this year as well as our ongoing Borden project in Ontario, we are working to ensure that local First Nations are adequately consulted throughout the project stage.

Indigenous Engagement

Effective engagement with Indigenous groups can create employment and business opportunities for communities, encourage economic independence and entrepreneurship, and ensure operations are sensitive to local cultural and social practices. Many of our sites have established formal agreements with Indigenous groups near to our sites. These agreements often have different names (Collaboration Agreements, Cooperation Agreements, Resource Development Agreements, etc.) and vary by size and scope, but all of them establish foundational elements for collaborative partnerships.

We have collaboration agreements in place with all of the First Nations that assert Aboriginal and treaty rights in the vicinity of our operating mines in Canada. Meanwhile, all of our four Latin American sites have signed agreements with local communities and governments in and around our mine sites.

In Latin America, our agreements with local communities follow a different format than our First Nations agreements in Canada. Instead, they usually represent specific commitments or activities, and range from large, multi-year projects to smaller, one-time commitments. As such, we may have multiple agreements signed with one community or group, sometimes over various years. In addition, the types of groups we sign these agreements with differ according to the local context.

While each agreement is a unique reflection of the partners involved, we strongly believe that together these agreements demonstrate a company-wide commitment to working transparently and in good faith to build long-term relationships with partners in the communities. Below are examples of advances made during the year thanks to our agreements.

In 2016, our Porcupine mine worked hand-in-hand with the Flying Post, Matachewan, Mattagami and Wahgoshig First Nations to launch the business venture Niiwin. Owned in equal parts by the four First Nations, the business offers ore haul, cleaning and security services at Porcupine. This collaboration came as part of the Resource Development Agreement signed in 2014 between the four First Nations and Goldcorp, which includes provisions for training, employment, business and contracting opportunities along with a consultation framework for regulatory permitting. Niiwin’s operations were officially launched in October 2016 and employ people from the First Nations and local community.

In Latin America, our Marlin mine worked extensively with local community development councils (known as COCODES in Spanish). These councils are formally appointed by each of the communities near our mine and decide, prioritize and implement projects of significance in accordance to each community’s needs and priorities. This approach highlights the importance of including culturally and contextually appropriate decision-making processes that take into consideration the traditions and social practices of the areas where we operate.

“I am glad that we can distribute the Agreement freely in the Cree Nation and across the country so that people can learn from the balance we are achieving between protecting tradition while supporting natural resource development.”

– Chief Dennis Georgekish of the Cree Nation of Wemindji

Éléonore Mine (Québec, Canada)

In 2015, Goldcorp and the Cree Nation of Wemindji, the Grand Council of the Crees (Eeyou Istchee) and the Cree Nation Government publicly disclosed the Opinagow Collaboration Agreement (excluding financial terms).

The disclosure of the agreement was an important step of trust and transparency between our partners and us.

The Opinagow Collaboration Agreement provides an example to the mining industry on the ways Aboriginal communities and mining companies can successfully work together to make sustainable commitments to one another for the mutually beneficial and successful development, operation and reclamation of a project.

“This agreement is a significant achievement for our community. Agreements like this one are an essential part of ensuring that our Treaty rights are respected when companies want to develop the lands and resources in our territory.”

– Wabauskang Chief Martine Petiquan

Red Lake Gold Mines (Ontario, Canada)

On January 30, 2015, Goldcorp and the Wabauskang First Nation signed a Collaboration Agreement paving the way for long-term economic benefits for the northwestern Ontario First Nation.

The Agreement provides a framework for strengthened collaboration in the development and operations of Red Lake Gold Mines and outlines tangible benefits for Wabauskang – including skills training and employment, opportunities for business development and contracting, and a framework for issues resolution, among other factors.

Previously, in 2013, we signed a Collaboration Agreement with Lac Seul First Nation. The Agreement took four years to complete, considering everything from exploration activities to job-training programs.

An advisory committee was formed, comprised of Goldcorp and Lac Seul representatives to share plans, views and concerns regarding any mine developments.

Indigenous Groups and Formal Agreements at Our Operations

Our operations in or adjacent to Indigenous Peoples’ territories Name of Indigenous group Formal agreements in place with Indigenous groups Date signed
Red Lake Gold Mines Lac Seul First Nation Yes August 2013
Wabauskang First Nation Yes January 2015
Porcupine Gold Mines (PGM) Mattagami First Nation Yes November 2014
Wahgoshig First Nation
Matachewan First Nation
Flying Post First Nation
Éléonore The Grand Council of the Crees (Eeyou Istchee) Yes February 2011
Cree Nation Government
Cree Nation of Wemindji
Musselwhite Mishkeegogamang Ojibway First Nation Yes January 2014
North Caribou Lake First Nation Yes 1996, renewed 2001
Cat Lake First Nation
Kingfisher Lake First Nation
Wunnumin Lake First Nation
Shibogama First Nations Council
Windigo First Nations Council
Coffee1 Tr’ondëk Hwëch’in First Nation Yes June 2014
White River First Nation Yes May 2013
Marlin2 Maya Mam No
Maya Sipakapense

Non-Indigenous Agreements at Latin American Operations

Our operation Examples of local agreement partners Years when agreements have been signed

Cerro Negro

Provincial and municipal government

2016

Los Filos

Ejidos and communities

2014

Marlin

COCODES and villages

2014, 2015, 2016

Peñasquito

Ejidos and communities

2006–2014

Specific programs that we worked on with our First Nations partners in 2016 include:

Mayappo Training Institute (Québec): In 2016, we contributed CAD$200,000 to the Mâyâupiu Training Institute of Wemindji as a part of a five-year, $1 million commitment ending in 2019. It provides technical training for adults, specifically Wemindji Cree students. The Mâyâupiu Training Institute has opened and two training programs were held. A welding course and a course called “How to Start a Business” were completed at the Institute. These programs aim to equip Wemindji Cree students with technical skills that will better equip them to find job opportunities in their community.

Cree Cultural Institute (Québec): We provided CAD$250,000 in 2016 to the Eenou-Eeyou Community Foundation in support of the Aanischaaukamikw Cree Cultural Institute, the central museum and cultural institute of the Cree Nation of Eeyou Istchee. The funds will be used to acquire artifacts and secure the museum’s long-term sustainability. The Aanischaaukamikw Cree Cultural Institute is a museum, archive, library and teaching centre – the cultural hub of the Cree Nation of Eeyou Istchee. Every week, busloads of visitors from all over North America visit the UN award-winning village of Oujé-Bougoumou to experience the institute and learn about Cree culture and history. As a result of the success of this fundraising campaign, the foundation was able to expand its mandate and increase its support for Cree social and cultural development goals throughout Eeyou Istchee.

Clan Mother Turtle Lodge (Manitoba): In 2016, we allocated CAD$125,000 of our approved CAD$200,000 contribution to the Clan Mother Turtle Lodge. Located in Manitoba, the organization seeks to create an Indigenous Healing and Educational Village to build sustainable solutions for Indigenous women and families that have been traumatized through sexual exploitation and abuse. Our contribution will be used to conduct a feasibility plan for the Village and supplemental businesses designed to provide sustainable funding for the Village, and serve as a part of the healing process for the women, who will be able to work in training programs to learn employable skills. The feasibility plan is expected to be completed by mid-2017.