2017 Key Performance Achievements

The following table provides some of our key performance achievements in 2017. Throughout the report we share information on six categories: Strategy and Governance; Communities; Our People; Safety and Health; Environmental Stewardship and Mine Closure. We conclude the report with a reflection on some of the challenges we faced in 2017 and how we addressed them. For more information about our corporate annual objectives, please refer to our Corporate Scorecard in our annual Management Information Circular.

Goal Description What to Expect in 2018
Strategy and Governance

Grow awareness and understanding about Ethics and Compliance topics.

96% completion in company-wide Anti-Corruption online training.

In-person training on Anti-Bribery and Anti-Corruption to key stakeholder groups throughout the organization – including third parties.

Active awareness presence with an average of two postings per quarter on Goldcorp’s intranet, referring employees to the Ethics and Compliance Program.

Execute Ethics and Compliance training strategy for both online and offline populations.

Strengthen our Workplace Respect program to further support our commitment to diversity and inclusion.

Review, update and rationalize our Ethics and Compliance policies.

Continuously improve on Anti-Bribery and Anti-Corruption Compliance.

Successful compliance with Canada’s Extractive Sector Transparency Measures Act (ESTMA).

Strengthening of continuous proactive detection/audit procedures over payments.

Strengthening of political exposure controls in employment candidates.

Extension of third party due diligence standards to procurement partner.

Implement automated detection/audit data analytic procedures.

Successfully comply with added ESTMA reporting requirements respecting Canadian Indigenous governments.

Update of our Anti-Bribery and Anti-Corruption Risk Assessment.

Promote “tone from the top”, ethical culture and site ethical leadership.

One-on-one ethical leadership sessions with functional leads at sites.

Followed-up on or resolved 88% of the ethics-related cases/complaints during the year.

Ethics Committee meetings completely executed and facilitated throughout the year.

Strengthening of Ethics and Compliance team.

Support visibility of management’s “tone from the top” throughout the organization.

Drive efforts to further potentiate “tone at the middle” through ethical leadership coaching sessions.

Enhance sustainability performance through implementation of our Sustainability Excellence Management System (SEMS) and compliance assurance.

Completion of baseline SEMS audits at all operating sites in 2017. The Sustainability Performance Index (SPI) was developed and launched. The SPI is a scorecard, reviewed monthly, that consists of practices and performance indicators in all four areas of sustainability: Safety & Health, Environment, Community Relations and Security.

Continue our internal assurance process to continually improve SEMS across all sites, tracking corrective action plans as part of the SPI, and evolving SEMS to the next level to match the company’s maturation process. Additionally, the SPI results are now a component of the corporate scorecard, formalizing the link between sustainability practices & performance to employee compensation. Each site’s objective will be to improve its overall score by at least 5%.

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

Implemented centralized risk management tool and updated risk matrix and assessment methodology to distinguish Impacts to Goldcorp and Impacts to Stakeholders and/or Receiving Environment.

Improve integration of risk management through:

  1. enhanced collaboration between functions regarding respective oversight efforts (audit, assurance, compliance); and
  2. the clarification of risk tolerance to strengthen decision-making and enhance our capacity to achieve operational plans and objectives.
Communities

Update Community Contribution Strategy to align, measure and maximize impacts.

Enhanced our Community Contributions Strategy. Focused on increasing the value and potential impact of our local contributions and initiatives. Our sites and offices now use a consistent procedure and criteria for reviewing, evaluating and scoring potential funding opportunities. This has supported our teams to improve community contributions management, planning and budgeting. It has also strengthened our understanding of the overall impact of our contributions on local communities.

Employ approach to strengthen reporting on impacts in 2018.

Broaden awareness of Human Rights Policy and Human Rights Due Diligence Program.

Updated the human rights training course, re-certifying over 950 employees and contractors. Furthered the collaboration with the Ethics department to deliver an integrated program to standardize human rights training across the operations.

Integrate additional training of Indigenous Peoples as part of the human rights training activities throughout the company.

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.

Monitor risks in the regions in which we operate and enhance partnerships with stakeholders.

Our key focus will be to systematically track the implementation of commitments made in our community agreements.

People

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

The performance management survey conducted in 2016 identified that employees desired more feedback from their managers and a formalized career development process to help them better manage their careers. In response to this, we added a development planning tool to the performance management process.

The employee performance management process and strategy now fully integrates both the development planning tool and our StepUP Behaviours.

Facilitate the growth of our people and focus on employee engagement. Support employees and managers in the development planning process.

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

Facilitated development planning and succession planning for officers, senior management and critical roles.

Introduced the Future Leaders program and identified an initial cohort group of high talent individuals.

Continue annual talent reviews to identify successors for officers, senior management, and other key critical roles.

Identify new cohort groups for the Future Leaders program in order to build our talent pipeline

Continue rolling out Creating Choices and Growing Choices programs.

In 2017, we launched the third installment of the Creating Choices program. Named “Future Choice,” the program equips women for, and empowers them to achieve, sustainable success long after mining operations have ceased. Continued our women’s training, development and mentorship programs, Creating Choices, Growing Choices and now Future Choices. To date, over 1,800 women have graduated from this suite of programs.

Continue running the Creating Choices suite of programs across the company. In addition to sessions for women, in 2018 we aim to establish gender-inclusive sessions of Creating Choices, allowing all employees to gain the benefits of these courses.

Broaden the scope of diversity activities throughout the organization.

A key achievement for 2017 was the development of a multi-year overarching Diversity and Inclusion Strategy for Goldcorp, inspired by the Global Diversity and Inclusion Benchmarks.1 The Strategy takes a broad view of diversity and aims to improve our inclusive work environment through improvements to practices across human resources, leadership, sustainability, stakeholder engagement and communications.

Engage all sites on the implementation of the Diversity and Inclusion Strategy and increase understanding of diversity and inclusion across the organization.

Safety and Health

Achieve Zero Fatalities.

There were no occupational fatalities in 2017.

Continue achieving Zero Fatalities.

Reduce All Injury Frequency Rate (AIFR) to 0.90.

Exceeded our goal and completed the year with an AIFR of 0.71, a 37% improvement over 2016.

Set individual commitments across our operations to help us achieve an AIFR of 0.64 (10% improvement over 2017).

Continue rolling out StepIN through 2017. Introduce StepUP – a corporate leadership training program – in 2017, with Safety Leadership as one of its core competencies.

StepIN continued in 2017, with increased focus on the quality of employee engagements through training and coaching. StepUP was rolled out in 2017 and included a core behaviour focused on Safety Leadership (We Speak Up For Safety).

Occupational Health activities in 2015–2016 focused on establishing a standardized approach to exposure characterization and risk quantification. Sites have been developing baseline datasets through 2017 based on this foundation.

Shift focus to exposure control (building on Industrial Hygiene characterizations in 2017). A 10% reduction in exposure to three key priority hazardous substances will be established as a goal for 2018.

Environmental Stewardship

Wrap up the Water Stewardship Strategy. Transition to, and begin advancing, Towards Zero Water (H2Zero) as our water stewardship focal point.

The operating sites completed the Water Stewardship Strategy milestones, positioning us to focus and advance our H2Zero initiative. A variety of important tasks were completed aimed at defining, documenting, and kick-starting the progress of H2Zero including:

  1. Developed and rolled out the Goldcorp Water Accounting Framework which defines the targets, milestones and Key Performance Indicators (KPIs) of the H2Zero vision.
  2. Executed a water valuation model for all operating sites, resulting in the Water Valuation Toolbox and a company-wide set of “true costs” for the full spectrum of water activities at our operations.

Plan and execute water-saving projects in 2018 and make progress towards the performance milestones established in our H2Zero Water Accounting Framework. Additionally, the SEMS standard for water stewardship will undergo an update to further improve clarity, internal compliance and support conformance with updated external drivers from the International Council on Mining & Metals (ICMM) and the Mining Association of Canada (MAC).

Update our Sustainability Excellence Management System (SEMS) standard to incorporate energy and climate change management into standard operational practice.

We are committed to managing energy consumption and related greenhouse gas (GHG) emissions. We updated the Energy and Climate Change Management standard within SEMS to ensure that management of this aspect is fully incorporated into standard practices.

Each operating site has established an annual target for GHGs for 2018. Achievement of this target is an indicator in our Sustainability Performance Index (SPI).

Analyze the results of the Cerro Negro wind farm feasibility study.

The feasibility study analyzing a wind farm at Cerro Negro was advanced in 2017 and while the study results were interesting, another renewable energy alternative was also considered. Recent expansion to renewable energy power supply in Argentina resulted in the alternative to consider an agreement with a third party renewable energy power supplier. There is an existing wind farm in the adjacent province of Chubut that is already established and that has recently expanded. Purchasing renewable energy from this third party would allow Cerro Negro and Goldcorp to ensure compliance with the Argentinian renewable energy supply regulatory requirements as well as to continue to support the international climate change agenda.

Further consider this alternative in 2018.

The accomplishments listed in the table above detail the stepping stones implemented in 2017 and planned for in 2018 to prepare the organization to embark on the execution of key sustainability goals. Delivering results in key areas will enable our mines to fulfill the vision expressed in our vision statement, Together, Creating Sustainable Value, and to provide a platform to showcase positive contributions to the world we all share.

Long Term Sustainability Milestones

Area of Focus Key Milestones
(Short term – 2019)
Key Milestones
(Medium term – 2021)
Aligned with 20/20/20 Plan
Key Milestones
(Long term – 2027)
“Beyond 20/20”

Indigenous Peoples

  • Definition of meaningful participation through participatory engagement.
  • Publication of targets and key performance indicators (KPIs) to deliver increased participation.
  • Meaningful participation of Indigenous Peoples in development of Goldcorp’s mining projects.

Communities

  • Site disclosure of social performance metrics including human rights performance and value creation in host communities.
  • Set individual commitments at each site to be a catalyst of positive change in the communities in which we operate.
  • Use SDG targets to measure impacts of strategic community contributions
  • Demonstrate the value of our operations through improving socio-economic outcomes and empowering host communities to thrive long after mine closure.

People

  • Increase understanding of diversity and inclusion across the organization.
  • Continue investment in leadership development investment focusing on culture, collaboration and communication
  • Recognition of Goldcorp as a “Progressive Organization”, as defined by the Global Diversity and Inclusion Benchmarks.1
  • Recruiting, retaining and developing a high-performance workforce, through leadership training, succession planning, career development, fair remuneration and working conditions
  • Cultivate a pipeline of engaged leaders who can help perpetuate Goldcorp’s culture and values.
  • Build an inclusive workforce that reflects the population of the communities where we operate.

Safety and Health

  • Achieve Zero Fatalities.
  • Improve air quality with a focus on diesel particulate matter.
  • Set individual commitments across our operations to help us achieve an improvement in our All Injury Frequency Rate (AIFR).

Focus on making our workforce “Fit for Work” by advancing three key elements:

  • Mental health
  • Fatigue management
  • Prevention of drug and alcohol abuse
  • Significantly eliminate serious injuries, illnesses and fatalities.
  • Continue our journey towards zero injuries by driving our AIFR to zero.

Water Stewardship

  • Reuse/recycle efficiency at all operating sites where baseline is <75%, improves by at least 10%.
  • Disclosure in the Annual Sustainability Report of progress on Towards Zero Water (H2Zero) targets.
  • Reuse/recycle efficiency at those operating sites with a baseline at less than 50% have increased their reuse/recycle efficiency by 20%.
  • New water input for use outside of mineral processing at operations is significantly reduced from baseline.
  • Operations achieve the lowest possible mineral processing raw water intensity measured by m3 per tonne processed.
  • New tailings facilities store only dewatered tailings.

Closure

  • Completion of all major reclamation works at Marlin.
  • All new projects have updated closure cost estimates in the approved model format.
  • All operating sites have identified at least one progressive reclamation opportunity.
  • Development and implementation of a tool that allows for more adequate consideration of closure costs in present day value.
  • The Marlin Mine reclamation work is complete with only limited care & maintenance and monitoring activities required.
  • All new projects have been designed for closure.
  • All existing closed sites are in a post-closure monitoring state.
  • Where possible, all closed sites where we retain ownership have been re-purposed with a sustainable post-closure land use.
  • All progressive reclamation opportunities available have been implemented.