Stakeholder Engagement

We are committed to building relationships based on transparency and trust with all impacted stakeholders. Aiming to tailor our engagement to each stakeholder and the context, our engagement can take various forms, and may range from providing information to consultation and shared decision-making.

Approaches to Stakeholder Engagement

Our goal is to create mutually beneficial partnerships within the communities in which we operate. We actively seek out partnerships with stakeholders, specifically local communities, government, civil society and non-governmental organizations that share our values, vision and goals.

Local site management, along with the support of corporate CSR teams, are responsible for identifying and prioritizing topics related to our sites, as well as engaging with a variety of local, national and international stakeholders to discuss these topics. This is a continuous process, and regular monitoring for effectiveness is required by our SEMS.

Stakeholder engagement occurs throughout our mining life cycle. We ensure that we engage with stakeholders from start to finish: from the project phase, through exploration activities, to mine development and operations and into closure. In 2017, our engagements were at the forefront of our all our activities including the new projects we acquired and, the operations we closed and divested.

We work hard to ensure our stakeholder engagement process provides:

  • 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 with a local community member, a formal committee meeting with agreement signatories, or as a follow-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.

We use a variety of formal and informal mechanisms to engage with communities and contribute to their sustainable development. In 2017, five of our sites (Cerro Negro, Peñasquito, Éléonore, Porcupine and Musselwhite) updated their 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 areas within which impacts need to be managed, on which stakeholders should be engaged and where sustainability initiatives can be implemented.

Using the information contained in their area of influence maps, Musselwhite completed a social context assessment, which expanded on the information in their map by providing key social information such as the types of stakeholder groups, the local social issues, the political climate and the potential environmental impacts of the mine.

Stakeholder identification maps are the product of a systematic approach, often linked with the site’s area of influence. They help us identify stakeholders that may be directly affected by our operations, whether from the use of land, the effects of air and water emissions, the transportation of hazardous materials or the socio-economic effects of employment and business opportunities that our mines generate. In 2017, 100% of our operations had stakeholder identification maps to help identify who we should engage with on specific topics.

Six of our sites (Red Lake, Éléonore, Musselwhite, Cerro Negro, Peñasquito and Marlin) had formal engagement plans based on these maps. They used this information to inform them about which sustainability initiatives could be funded and implemented within their social area of influence.

We recognize that there may be vulnerable groups within the communities where we operate who could be disproportionately impacted by, or less able to benefit from, our activities because they may be marginalized and/or historically disadvantaged and disempowered. Our engagement planning is designed to involve vulnerable groups within the communities where we operate in decision-making and socio-economic development opportunities. We aim to achieve this through a variety of methods, such as emails, phone calls, scheduled meetings and interactions with the community. Representatives from all our operations meet regularly with local stakeholders and have programs to contribute to community development through mechanisms, such as community contributions and local hiring and procurement initiatives.

Have comments on our stakeholder engagement activities?

Addressing Stakeholders’ Questions and Concerns

We pride ourselves on the benefits we aim to bring to the communities in which we operate, such as employment, training and investments in community initiatives. However, we also recognize that our mining activities may have potential negative impacts. Effective engagement with local communities is our primary way to identify and mitigate concerns about 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, and address, these concerns. Depending on the context and site, we tailor our engagement and communication activities to reach vulnerable or hard-to-access groups. We have incorporated an assessment of stakeholder vulnerability into the social impact analysis during the grievance logging process.

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

Civil society and non-governmental organizations (NGOs) 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
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
International, national or local media outlets including 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
Academic institutions and 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 and other companies
  • Interactions with our procurement teams
  • Industry roundtables
  • Tendering/Request For Proposal (RFP) process
Monthly to annually Corporate, regional and site procurement teams, senior management
Shareholders and 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
  • Above Ground blog and social media
  • Lunch and Learns
  • Crew talks/Huddles
  • Email and print mail
  • Performance reviews
  • Conferences
Daily to annually Senior management, Human Resources, Corporate Affairs and general employees
Private land owners, hunters, outdoor recreation groups and 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 Cerro Negro, regular engagement with union leaders occurs to discuss schedules, wages, and other employee concerns.
  • 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. These 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 – comprising 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 provides a place to: find updates on our sustainability-related activities; ask questions and participate in respectful, constructive dialogue.
  • Technical studies
  • Scholarships
  • Training and internship programs
We have engaged with Canadian schools such as University of Ottawa and the University of British Columbia to develop potential future employees programs, scholarships and learning exchanges.
  • Infrastructure investments
  • Community partnerships
Several of our sites have formal agreements to work in collaboration with first responders in the area, such as the local fire department near our Porcupine mine or the spill response team 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 International Council on Mining & Metals (ICMM), the Mining Association of Canada (MAC), and the World Economic Forum. As members 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
Senior management hold an annual Investors Day to provide updates from our Mine General Managers to offer an overview of our company activities during the year.
  • Health and safety
  • Operational change
  • Workforce management
  • Career planning
  • Training and career development
  • Strategic planning
Senior management and employees interact on Conveyor, our global intranet, by sharing stories, resources and announcements. Every quarter our Executive Leadership Team holds a Town Hall meeting to give important company updates and answer questions from employees.
  • 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 as well as formal committee meetings through the collaboration agreement.
  • 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

We strive to create relationships with Indigenous Peoples that are based on respect and trust. As a member of the International Council on Mining & Metals (ICMM), we support the ICMM Position Statement on Indigenous Peoples and mining. This position statement outlines the ICMM’s view of Free, Prior and Informed Consent (FPIC) and commits member companies to putting FPIC and other commitments into practice. A key element of the document is a commitment to draw on FPIC in order to obtain the consent of Indigenous groups for new projects and significant changes to existing projects.

At Goldcorp, our first approach is to understand and respect Indigenous rights, interests and perspectives. We recognize that Indigenous rights are governed by national and international laws in the various countries where we operate. 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. We aim to seek and encourage meaningful relationships with all local communities. Four of our operations (Red Lake, Musselwhite, Porcupine and Éléonore) and two of our projects (Coffee and Borden) are in or adjacent to Indigenous Peoples’ territories. We are committed to working to ensure local Indigenous Peoples are adequately consulted and meaningfully involved from project stage through operations and closure.

Indigenous Engagement

Meaningful and ongoing engagement with Indigenous groups is fundamental to our engagement practices. Building relationships based on respect and trust allows open and honest dialogue. These relationships and conversations ensure that our operations are sensitive to local cultural and social practices. They also facilitate the discovery of opportunities that can lead to potential benefits such as creating employment, entrepreneurship and business opportunities for local communities, and encouraging economic development. Many of our sites have established formal agreements with local Indigenous groups. These agreements often have different names (Collaboration Agreements, Cooperation Agreements, Resource Development Agreements, Impact Benefit Agreements etc.) and vary by size and scope, but all of them establish foundational elements for collaborative partnerships.

We created a Diversity and Inclusion Strategy in 2017, which was implemented in 2018. In alignment with this strategy, we ensure that inclusion is a key principle in our engagement practices. We have formal agreements in place with many of the First Nations that assert Aboriginal and treaty rights in the vicinity of our operating mines in Canada. We are working towards establishing agreements at sites that are at an earlier stage of development. In addition, 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. They usually represent specific commitments or activities, and range from large, multi-year projects to smaller, one-time commitments. Consequently, we may have multiple agreements signed with one community or group, sometimes over various years. In addition, the types of groups with whom we sign these agreements differ according to the local context.

While each agreement is a unique reflection of the partners involved, we strongly believe these agreements demonstrate our company vision of Together, Creating Sustainable Value, and a company-wide commitment to working transparently and in good faith to build long-term relationships with partners in the communities in which we operate.

Our operations in or adjacent to Indigenous Peoples’ territories Name of Indigenous group Formal agreements in place with Indigenous groups Date signed
Borden Brunswick House First Nation Yes May 2011
Chapleau Cree First Nation Yes May 2011
Chapleau Ojibwe First Nation Yes May 2011
Michipicoten First Nation Yes November 2016
Coffee1 Tr'ondëk Hwëch'in First Nation Yes June 2014
Selkirk Yes August 2017
White River First Nation Yes May 2013
Éléonore Cree Nation Government Yes February 2011
Cree Nation of Wemindji Yes February 2011
The Grand Council of the Crees (Eeyou Istchee) Yes February 2011
Marlin2 Maya Mam No N/A
Maya Sipakapense No N/A
Musselwhite Mishkeegogamang Ojibway First Nation Yes January 2014
Cat Lake First Nation Yes 1996, amended and restated in 2001
Kingfisher Lake First Nation Yes 1996, amended and restated in 2001
North Caribou Lake First Nation Yes 1996, amended and restated in 2001
Shibogama First Nations Council Yes 1996, amended and restated in 2001
Windigo First Nations Council Yes 1996, amended and restated in 2001
Wunnumin Lake First Nation Yes 1996, amended and restated in 2001
Porcupine Gold Mines (PGM) Flying Post First Nation Yes November 2014
Matachewan First Nation Yes November 2014
Mattagami First Nation Yes November 2014
Wahgoshig First Nation Yes November 2014
Red Lake Gold Mines Lac Seul First Nation Yes August 2013
Wabauskang First Nation Yes December 2014
Our operation Examples of local agreement partners Years when agreements have been signed

Cerro Negro

Provincial and municipal government



COCODES and villages

2014, 2015, 2016


Ejidos and communities


Artisanal Mining

Millions of people around the globe conduct artisanal and small-scale mining (ASM) activities. While these activities have the ability to positively contribute to livelihoods, they may also carry potentially negative environmental, safety and human rights risks. We follow closely best practices instituted by peer mining companies through participation in the ICMM. To date, no artisanal or small-scale mining was reported on any of our sites. However, the access road to our NuevaUnión project is adjacent to the property of a small-scale mining association. The site maintains a close relationship with that local association.