Safety Leadership and Accountability
In 2016, we invested heavily to improve the safety culture throughout the company. The main focus was to assist sites in the implementation of the SEMS. In addition, initiatives such as safety training and coaching, risk assessments, increased meaningful employee engagements, emergency preparedness programs, and audits to assess safety performance led to an overall improvement in safety as measured by the AIFR and reduced tolerance of risk.
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 mine operation develops its own approach for safety programs within our 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 2016, 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 working at Goldcorp operations and served as a launching event for numerous safety programs.
- The Mine Safety Roundtable and the International Council on Mining and Metals (ICMM): we participate in these groups for benchmarking and sharing industry best practices in safety and injury prevention.
- 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.
International Mines Rescue Competition
We participated in the tenth International Mines Rescue Competition (IMRC). The event took place in Sudbury, Ontario with 27 mine rescue teams, representing 13 nations, competing in a number of events including an underground scenario, firefighting, first aid and more. While past competitions used simulations, this year’s event took a different approach by using two inactive mines to create a more authentic environment.
The competition, held every two years, promotes training through high-level competition and draws mine rescue specialists from many of the world’s biggest mining companies. We entered an international team with representatives from each of our underground mine sites. This was the first time the team had worked together. The team displayed great skill, competitiveness and team spirit and also stood out for embracing diversity. Goldcorp Americas was the only multi-national team competing at the event, the only team made up entirely of volunteers and the only team led by a female captain.
Day of Remembrance
On October 6, 2016, all our sites and offices stopped production to participate in our annual Day of Remembrance (DOR). Since 2013, we have shut down production for a day and every Goldcorp employee and contractor has stopped to remember those who have lost their lives at our operations. This day is our opportunity to reflect on the importance of safety and what actions we can take to make Goldcorp Safe Enough for Our Families. This year’s event was more relevant than ever, with Goldcorp having suffered two fatalities since the previous year’s Day of Remembrance.
Building on 2015’s theme of “I Am Responsible and I Can Make a Difference,” the key objective for 2016 was “I Will Speak Up for Safety”. The day consisted of a combination of videos, statistics, discussions and interactive exercises to help us build our skills as safety leaders at Goldcorp and enable each of us to speak up for safety.
Similar to previous years, our senior executives ‘adopted’ a site for the Day of Remembrance. By adopting a site, the executive commits not only to supporting the site for the Day of Remembrance event, but also to participating in reviews of serious incidents and quarterly safety discussions throughout the year.
For 2017, each site will work with their respective executive to create their own plan for their next DOR and each site will hold the event at a time that will be most effective for them.
The StepIn leadership investment program is focused on providing the tools and skills supervisors need to do their jobs and is a standardized application of the basic elements of mine site supervision. Its objective is for mine managers to work with supervisors to ensure they have all the skills and tools needed to be successful and that our standard of excellence is well understood. StepIn is currently in full implementation at all our sites. At a recent Operations Leadership Team meeting, Peñasquito and Musselwhite presented their approach to StepIn to improve collaboration.
Peñasquito has linked its program to the site operations model by mapping a clear process and structure. The objective of its program is to support our leaders in engaging their people to work more safely by helping them better utilize the skills and tools needed to be successful. The site team has established training material and visual action logs, and created a site map visually demonstrating where engagements are occurring and whether there are outcomes or follow-ups from the engagements. A behavioural training program called Working Together has been effective in building the team and helping improve how leaders empower their employees. Musselwhite has also implemented StepIn coaching to empower the supervisor to manage his or her team and workplace effectively and respectfully.
Since July 2015, we have established employee engagements as a corporate leading indicator on safety performance. 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. Each site establishes a target of engagements for managers to complete each month (planned engagements) and measures all completed engagements (actual engagements). In 2016, the sites had a target of 261,000 management engagements and achieved over 312,000 engagements.
Safety and Health Systems
We are rolling out a new incident investigation process that will simplify investigations and increase the effectiveness of corrective action plans. Under the new methodology, investigation teams will use two new tools to identify key factors and root causes that contribute to incidents: the Five Whys and the Why Tree.
The idea behind each of these methods is that investigation teams will ask “Why?” a number of times until a root cause can be identified and corrected. This will simplify the investigative process and allow teams to focus on the most important components of incident investigation: corrective actions.
The new incident investigation process will aim to prevent the recurrence of significant incidents. Training began in the Latin American region and the new methodology is expected to be fully adopted by all sites in 2017.
Potential Fatal Occurrences
Reporting and investigating 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. We define PFOs as near-miss incidents or violations of our life-saving rules that had the potential to result in a fatal occurrence. Preventing such incidents is critical in achieving our number one objective: Zero Fatalities.
In 2016, there were 124 PFOs, compared to 107 in 2015. This increase is largely due to greater awareness throughout the organization and support for reporting all incidents that had the potential for fatal consequences. Approximately 87% of these PFOs had no injury associated.
High-risk areas identified through the analysis of the 124 PFOs from 2016 include:
- Working at heights
- Ground stability
- Energy isolation
- Vehicle collisions
The improvement in reporting and investigation of PFOs remains a focus across the company, 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. Each PFO is reviewed by at least one member of our senior leadership team as part of the closeout of the incident investigation.