Through our vision, Together, Creating Sustainable Value, we strive to generate enduring value for and with local communities – value that lasts beyond the operating life of our mines. We value our stakeholder relationships and adopt an approach that is based on mutual benefit, open dialogue, trust and respect for human rights, including the rights of Indigenous Peoples.


We contributed

approximately US$9.94 million in cash and US$6.98 million in-kind to local communities. Community contributions include- donations, community investments, sponsorships and infrastructure investments.

75% of employees

were drawn locally and regionally, with 24% recruited nationally and 1% recruited internationally.

36% of goods and services

were purchased locally and regionally, accounting for more than US$700 million of spending.

96% of security personnel

underwent training on the Voluntary Principles, which included both Goldcorp Security personnel and contract security personnel.

    We updated our community contributions strategy by refining our focus areas with the aim of aligning them with the United Nations Sustainable Development Goals (SDGs) and the United Nations Global Compact. We increased our focus on the intended impacts of our contributions.

    We held a two-day global Corporate Social Responsibility (CSR) workshop attended by our CSR personnel from our six operating mines, three of our projects, one closed site and our corporate offices. The goals of this workshop were to strengthen our community of practice by sharing experiences and lessons learned and to plan for 2018.

    Our Éléonore site piloted a new grievance mechanism to facilitate meaningful conversations with our stakeholders. Due to the successful pilot, we will work with other sites to undergo similar processes.

    Our Red Lake and Peñasquito mines created new local employment strategies to promote economic growth and offer more opportunities to the communities closest to the mines.


    Goal Description What to Expect in 2018

    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.

    Material Topics

    Click on the material topics for more information
    All Strategy and Governance Safety and Health Communities Environmental Stewardship Our People

    Insights From:
    Brent Bergeron

    Talking Sustainability and Community Engagement with Brent Bergeron, Executive Vice President, Corporate Affairs and Sustainability
    1. Looking back on 2017, what were some of the main accomplishments and highlights for the Corporate Affairs and Sustainability function that come to mind?

      There were numerous highlights during the year, but one area that we’re particularly proud of is the leadership role Goldcorp played as a catalyst for positive change in the global mining industry. Our involvement with the International Council on Mining & Metals (ICMM) and the Mining Association of Canada (MAC) facilitated this achievement. We worked closely with MAC on the evolution of its Toward Sustainable Mining initiative (TSM), which commits participating companies to undertake climate change related actions consistent with the Government of Canada’s responsibilities under the Paris Climate Change Accord. We were instrumental in encouraging the adoption of TSM by the Mining Association of Argentina. In the past three years, four other countries – Finland, Spain, Botswana and the Philippines – have adopted TSM for their mining sectors, establishing a new international standard for safe, sustainable and responsible mining.

      At our operations, we've continued to elevate our sustainability performance through innovation and partnerships. This is particularly significant at our Borden and Marlin mines, which are at different stages of the mine life cycle. Borden, the world’s first all-electric underground mine, required customized battery-powered equipment that had never been used before and which was a development challenge we undertook in partnership with our suppliers. We also worked closely with the Government of Ontario to help meet the province’s climate change obligations and fulfill their cap-and-trade requirements. Borden is our blueprint for the mine of the future, and for that reason it is being closely watched by companies around the world.

      At Marlin in Guatemala, which ceased production in May 2017, we worked closely with local communities to ensure the region would continue to benefit long after mine closure. This included constructing an award-winning flood protection spillway, building miles of paved roads, strengthening education programming and providing clean water for communities. The Marlin mine reclamation work is complete, but we will be on site for the next ten years, monitoring reclaimed areas and providing any required maintenance.

      The success of both these projects underlines how addressing broader societal issues is best achieved through partnership, consultation and cooperation, and illustrates our commitment to creating sustainable value.

    2. What were some of the challenges in 2017? What did the company learn from them?

      In early 2017, our Coffee project team submitted a project proposal1 to the Yukon Environmental and Socio-Economic Assessment Board (YESAB) for review, an essential step for the project to move to a full environmental assessment. Following the submission, YESAB notified us that it was interrupting the assessment process, stating that we had not met our obligations to adequately consult with the Tr’ondëk Hwëch’in, Selkirk First Nation and the First Nation of Na-Cho Nyäk Dun. In response, the Coffee team worked diligently to reach out to affected First Nations communities, provide additional information on the project proposal and address their concerns. We submitted an updated project proposal to YESAB in Q4 2017. This experience taught us a valuable lesson about the risks and implications of moving faster than the speed of trust, getting ahead of ourselves, and we have committed to improving our engagement and consultation practices with host communities and First Nations to build lasting and mutually-beneficial relationships in our operating areas.

    3. The area of sustainability – in particular, social performance – is continually evolving. With greater demand for increased transparency and accountability, what is Goldcorp doing to ensure best practices are maintained throughout the company and its locations?

      There’s no doubt that the demands for transparency and accountability have increased over the years. Comprehensive sustainability reporting and disclosure provides our stakeholders with a better understanding of our business, particularly the opportunities and challenges we are facing and how we’re responding. It's also important for us internally to identify, manage and measure key sustainability metrics – aligned with our corporate culture – that can be embedded into our day-to-day operations. We continue to raise the bar for ourselves, and this internal accountability also helps us continue to meet market and community expectations.

      In 2017, we implemented our Sustainability Performance Index (SPI). Throughout the year, we focused on establishing a baseline of sustainability performance that we can build upon. The SPI provides our management team with valuable insights into the day-to-day management of key sustainability activities and behaviours. We made considerable progress in our sustainability efforts over the year and expect continuous improvements at each of our sites. As we examined the results of our efforts, we see that site personnel are now more engaged with each other. They are sharing their experiences, their successes and their challenges, and they are challenging each other to do better.

      While our SPI is tied to longer-term goals and objectives, it measures sustainability performance on a monthly basis. Complementing our SPI, we have also developed longer-term sustainability goals, which are integrated into our 20/20/20 plan. These goals provide further opportunities to improve performance, which will in turn help us build even greater credibility and trust among our shareholders and partners, as well as among the communities where we operate.

    4. What are some of the long-term goals for the Sustainability and Corporate Affairs function (i.e. five/ten years from now)?

      Our longer-term goals, which take us beyond 2021, revolve around leadership, partnerships, safety and innovation. Through our sustainability initiatives, we are striving to create better and safer working environments for our employees, reduce our overall carbon footprint, gain stronger societal support and approval for our projects and ultimately create value by providing lasting benefits for communities in our operating areas.

      Sustainability is about more than investing in infrastructure and environmental mitigation measures: It’s also about investing in people and communities. One of our primary long-term goals is to increase the level of participation by Indigenous communities in our projects through strategic partnerships. This includes working with Indigenous youth to improve their vocational and leadership skills. We recognize that our diversity numbers are not where we want them to be, so we are focused on building a more inclusive workforce that genuinely reflects the population of our host communities.

      Health and safety are also of paramount importance to our company. By deploying smart, clean technology in our mines, our objective is to create safer working environments, remove employees from hazardous locations and continue towards zero injuries by driving down our AIFR.

      We have made great strides forward in pioneering new sustainable technologies to reduce fresh water consumption, such as EcoTails. We plan to collaborate with other companies and industries on innovative approaches that move us closer to zero fresh water use. Our goal is to continue to reduce our water footprint by reusing and recycling more water at our sites and eventually by eliminating the use of wet tailings.

      We’re committed to elevating environmental standards for mine closure and reclamation. Our intent is to incorporate reclamation considerations into every stage of the mining process – for new and existing mines – with the aim of leaving an environmentally-sound landscape that can be used in perpetuity.

    5. Looking back on the last five years, how would you describe the journey Goldcorp has been on from a Sustainability and Corporate Affairs perspective?

      I’m extremely proud of the progress the company has made over the past five years. We experienced successful growth and have tackled numerous substantive issues such as embracing smart technology to reduce our carbon footprint, making our mines safer, rising to the challenge of reducing water and energy use, building stronger working relationships with First Nations, communities and governments, and publishing our human rights assessment.

      Overall, in the last five years we have shifted our mindset and adapted to the new realities of the mining industry. It’s no longer good enough for companies in our industry to see themselves as simply mining businesses that produce gold. Instead, we need to step back and consider how we are going to best work with all the communities where we operate to deliver benefits that contribute to our collective well-being.

      This new reality has driven home the essential role of consultation and collaboration in a modern mining operation. Every community has its unique culture, values and aspirations. We don’t pretend to have all the answers. The only way to earn and maintain our social licence to operate is by working with the community so that residents have a better understanding of what we want to achieve, how we intend to get there, and the targets and the benchmarks we will set for ourselves. This, in turn, helps us better understand what the community’s expectations are from us in terms of protecting the environment and contributing to their socio-economic well-being over the long-term, so important issues and opportunities can be addressed collectively.

    6. What is Goldcorp doing from a Sustainability and Corporate Affairs perspective that will change the way mining is approached, conducted and perceived in the future?

      We believe that innovative technology is the key to finding safer, more efficient and more environmentally friendly ways to unlock mineral value.

      Finding new and better ways to operate is a significant challenge facing all mining companies, and we have a shared responsibility to find workable solutions to these challenges. It means developing and sharing technological breakthroughs. It involves working in tandem with governments – rather than being regulated into compliance – to help them meet their climate change and environmental commitments. It also entails forging closer ties with our community partners to get a better understanding of their concerns and objectives for sustainable development.

      This also applies to our supply chain. In some cases, we’re putting new processes in place that require technology that hasn’t been developed yet, as was the case with Borden. We’ve formed working partnerships with various suppliers to develop and adapt cutting-edge technology to advance our operations. Another example of this action is at our Red Lake mine, where IBM’s Watson supercomputer is helping improve our exploration results.

      Unfortunately, some industries still view sustainability as something that’s just “nice to do.” As a strategic priority, sustainability needs to be backed by a strong financial business case that is focused on creating measurable, enduring value, making the workplace safer and improving environmental performance. This is how we approach it at Goldcorp.

    7. Goldcorp has been an early supporter of the UN Sustainable Development Goals (SDGs). Why are the UN SDGs important to Goldcorp, and what progress has Goldcorp made in adopting these goals?

      The United Nations’ 17 Sustainable Development Goals (SDGs), launched in September 2015, set ambitious targets for all nations. They focus on three key areas of human development: eradicating poverty, protecting the planet and advancing prosperity by 2030.

      We were an early adopter of the UN’s SDGs because we recognized the inherent value of these long-term goals to both the industry and society at large. Many of our sustainability initiatives are already in lockstep with these SDGs. All our projects, for example, include infrastructure improvements such as roads, access to clean drinking water and funding for schools and hospitals. These provide developmental benefits that exceed the advantages they bring to the mining projects themselves. Our local procurement policies contribute to economic growth and development. Along with other initiatives that protect biodiversity and assist in the reduction of our carbon footprint, our focused efforts to reduce water use through our Towards Zero Water (H2Zero) vision help address water scarcity issues.

      Still, there’s a lot more that needs to be done. Successful implementation of the SDGs will require hard work and collaboration among various players. There’s a great opportunity to work with governments at all levels, other industries and the private sector to develop a comprehensive approach to addressing the issues the SDGs aim to confront.

      We are committed to playing an active role in achieving the SDGs. Moving forward, we are evaluating the best areas of focus so that we can have the most pronounced impact, and we are developing a strategy to align this work throughout our organization.

    8. Sustainability continues to gain importance among stakeholders, communities, companies and Boards. What is Goldcorp doing to ensure sustainability will provide lasting value for these groups?

      There are a number of ways we demonstrate how we are delivering on our sustainability commitments. Accountability permeates all levels of our company. At the organizational level, accountability is an integral part of our Sustainability Performance Index (SPI). It was first added to our company scorecard in 2017 and is included in all annual performance reviews, all the way to the senior executive level. We find that when leaders are held accountable for their sustainability performance, it reinforces the importance of sustainable practices throughout the organization and encourages participation by all employees.

      At the community level, maintaining open, honest, and continuous dialogue with community leaders, residents, First Nations and others is the best way to gauge whether we are hitting the mark and meeting expectations. Infrastructure improvements, support for social programs, economic opportunities and environmental initiatives must closely dovetail with a community’s goals and aspirations. Building constructive working relationships so that we can work towards achieving common goals requires a concerted effort on everyone’s part.

      Some of the best ideas that contribute to sustainability performance come from connecting with our peers and cross-collaborating with other industries and governments, both locally and globally. Amongst others, we participate in different working groups of the World Economic Forum. In this way, we are able to engage industry leaders, showcase our successes, learn from each other’s mistakes and bring new ideas to the forefront that help make a meaningful difference locally and globally.

    9. Goldcorp is a member of the International Council of Mining & Metals (ICMM) and the Mining Association of Canada (MAC). Why is it important for Goldcorp to be part of these external initiatives? What does Goldcorp hope to achieve by being involved in these organizations?

      Quite simply, you can’t be a force for positive change in the industry unless you have a seat at the table and the ear of decision makers. Active involvement in industry organizations such as ICMM and MAC enables us to advance and promote best practices for safe, sustainable and responsible mining on a global scale. While it’s important for Goldcorp as an industry leader to demonstrate the highest level of sustainability compliance, we also have an obligation to ensure these same high standards are adopted by mining companies around the world.

      I’ve served as chair of ICMM’s Environment and Society committee for the past two years. During that time, we have advanced several prominent aspirational goals to encourage best mining practices and more stringent sustainability standards. We have also addressed key challenges, such as meeting the UN’s SDGs. It’s important to be part of the international conversation in order to improve compliance levels and proactively address prevailing issues. As producers of minerals and metals, our industry is a few steps removed from the consumer. Our collective involvement in organizations such as ICMM and MAC helps promote a better understanding of mining’s integral contribution to society and the transformational changes that have taken place within the industry to make it more sustainable. This is essential to gaining support for what we do so that we can earn and maintain our social licence to operate around the world.

    10. What kind of company do you see Goldcorp being in 20 years?

      We want to continue to be seen as a responsible, respected and progressive mining company – one that is welcomed into new communities. To maintain that level of trust we need to continue to challenge the status quo, moving away from traditional ways of doing business. This means continuing to integrate ground-breaking technologies into our operations to reduce energy use, minimize water consumption, improve workplace safety and increase efficiencies. We also want to strengthen ties within our host communities, building up existing partnerships with Indigenous communities, governments, NGOs, suppliers and others to generate new ideas for and approaches to environmental, economic and social sustainability. Finally, we want to ensure we are leaving a positive legacy for future generations by consistently upgrading standards for mine reclamation and rehabilitation at all our sites. This is our roadmap for the future; it ensures that we deliver on our commitments and continue to have a positive impact on everyone involved with or affected by our operations.