Diversity and Inclusion

We strive to foster an open and inclusive workplace environment and strongly support the principle that all individuals should have an equal opportunity to participate in our company and achieve their full potential. In compliance with our Code of Conduct and our Diversity and Inclusion Policy (which was developed in 2017 and was rolled out at the beginning of 2018), everyone at Goldcorp must:

  1. Always treat each other and all members of the outside community with respect and courtesy.
  2. Always keep our workplace free from all forms of harassment, meaning unwelcome behaviour that a reasonable person would consider to be degrading, humiliating, discriminatory or intimidating.
  3. Never permit factors such as race, religion, colour, gender, sexual orientation, age, nationality or ethnicity to determine decisions about hiring, employment promotions, pay rates, transfers, layoffs or terminations (or condone decisions by others determined by such factors).
  4. Never permit physical disabilities to determine work-related decisions, unless the disability prevents a person from safely doing a job and the disability cannot be reasonably accommodated.

Diversity and Inclusion Initiatives

In 2017, the Vice President of Diversity continued to work with our Diversity Committee to promote diversity and inclusion across our company and focus efforts to enhance our inclusive workplace. A key initiative of the Committee in 2017 was the development of a multi-year, overarching Diversity and Inclusion Strategy for Goldcorp. We worked with subject matter experts and third-party suppliers on the Diversity and Inclusion Strategy and were informed by the Global Diversity and Inclusion Benchmarks1 and the results of our 2016 Diversity Survey. Our Diversity and Inclusion Strategy takes a broad view of diversity and outlines actionable steps to improve our inclusive work environment. The Diversity and Inclusion Strategy aligns with our global 20/20/20 goals, propelling us towards being a “Progressive” organization by 2021, as defined by the Global Diversity and Inclusion Benchmarks.2 Other key performance indicators in addition to the Global Diversity and Inclusion Benchmarks3 will be used to measure our progress in this space.

In 2017, we cascaded Unconscious Bias awareness training to mid-management at our head office in Vancouver and multiple mine and project site locations across Canada. The entire management team in both Canada and Latin America, including Mine General Managers, have participated in this training which raises awareness and deepens understanding of unconscious and conscious bias in the workplace, and provides strategies for disrupting and overcoming bias. In 2018, we will be completing this training for all mid-management at all locations.

Another exciting event in 2017 was our second Goldcorp women's conference in Mexico City, titled “Our Journey to Success”. The event built on the theme of the first Goldcorp women's conference held in 2013, “Believe to Achieve”. The conference was well attended by executive leadership, board members, senior management and over 80 Goldcorp employees. It created an opportunity to learn, connect and celebrate our success, and brought together employees from across our mines, projects and office sites, from Argentina to Canada. Guest speakers shared insights on work-life balance; lessons learned from career accomplishments and how to adapt to change and rise to challenges.

In line with the United Nations Sustainable Development Goal to achieve gender equality and empower all women and girls, we continued our work promoting the advancement of women and encouraging greater gender diversity in the global mining industry. Creating Choices is our training, development and mentorship program for women, and strengthens the ability of our female employees to: understand opportunities for personal and professional growth; develop their self-confidence and courage; build strong partnerships with fellow employees and communities where we operate; gain access to mentoring; and receive recognition for their contributions to Goldcorp. In 2017, we launched the third installment of the Creating Choices program – “Future Choices.” The four modules of Future Choices provide women with insights on entrepreneurship, basic financial concepts, self-confidence and change management skills to ensure they continue to lead and succeed in their communities, long after mining operations have ceased. In 2017, we trained 37 inspiring facilitators from across our operations to deliver the Future Choices program to their sites. To date, over 1,800 women have graduated from the Creating Choices suite of programs.

We support the Women’s Empowerment Principles (a partnership initiative of UN Women and UN Global Compact) and are proud sponsors of Rugby Canada's National Senior Women’s 15s and 7s Teams. We are also active members of the Canadian Board Diversity Council, the Canadian Centre for Diversity and Inclusion and the Minerva Foundation. Moreover, we were proud to host many events, roundtables and meetings on the topic of gender diversity throughout the year. One such event was our Minerva Foundation Executive Day, where senior leaders hosted three students to support women and girls in British Columbia reach their leadership potential. Concurrently, as part of our commitment with the Minerva Foundation, Goldcorp hosted BC based CEOs and their leadership teams to share best practices around advancing women in leadership and promoting more inclusive workplaces. In 2018, we will remain actively committed to pursuing and developing ongoing diversity and inclusion initiatives at Goldcorp.

Diversity in the Workforce

Our Diversity and Inclusion Policy promotes the benefits of, and need for, extending opportunities for career advancement to all internal and external candidates, without distinction as to gender, ethnicity or on any other basis.

We track certain diversity indicators among employees and contractors. One of those diversity indicators is gender, which is outlined below.

Employees by gender (includes contractors)

Location(s) Total workforce % of Female Employees and Contractors % of Male Employees and Contractors

Argentina

1,339

9%

91%

Barbados

13

85%

15%

Canada

4,428

13%

87%

Chile

829

16%

84%

Europe

4

50%

50%

Expatriates

58

5%

95%

Guatemala

559

7%

93%

Honduras

3

33%

67%

Mexico

6,857

10%

90%

U.S.

4

0%

100%

Total

14,094

11%

89%

Employee Gender Breakdown by Role4

Female Male
BREAKDOWN (%) 2013 2014 2015 2016 2017 2013 2014 2015 2016 2017

Board of Directors

20%

20%

27%

33%

30%

80%

80%

73%

67%

70%

Management5

N/A

19%

15%

34%

34%

N/A

81%

85%

66%

66%

Officers

24%

23%

26%

20%

15%

76%

77%

74%

80%

85%

Total Workforce6

12%

11%

9%

9%

11%

88%

89%

91%

91%

89%

Diversity Within Our Governance

We believe that diversity provides a depth of perspective and enhances overall operations. In 2017, 30% of our directors were women, 10% of our directors were Indigenous and 15% of our officers were women. In addition, our directors and officers represent ten different nationalities, speak six different languages between them and self-identify with more than 20 distinct cultures and ethnicities.

Diversity Within Our Governance Female Male
Audit Committee 2 2
Board of Directors 3 7
Compensation Committee 1 3
Governance and Nominating Committee 2 2
Senior Management (Officers) 4 23
Committee 1 4

We support increased representation of women on Canadian boards, as shown through our support of Catalyst,7 our membership in the 30% Club Canada and our support of the Canadian Board Diversity Council’s Diversity 50 initiative. In 2017, we achieved our commitment under the Catalyst Accord8 to increase the overall percentage of women on the Board to 25%. To continue our work with Catalyst, we were proud to sign a further pledge with the goal to accelerate the advancement of women on Boards and in the C-Suite to 30% or greater by 2022. This goal should guide our efforts to improve gender diversity at the Officer level and maintain strong performance across the Board and Management levels.

In 2017, with 30% representation of women on our Board, we are proud to have met the targets set for our Board of Directors for both the 30% Club Canada and the Catalyst Accord.

Gender-Based Salary Ratios

We believe in equal pay for equal work and do not discriminate based on gender for how our employees are compensated. Instead, differences in pay are based on varying employee competency levels in their respective jobs.

Our gender-based compensation data has been differentiated by level of employee and by geography, where the majority of our employee populations reside. Gender bias is common in employee categories. At the individual contributor level, for example, engineering staff (the majority of whom are male) may be paid a higher salary compared to business support staff (the majority of whom are female). This may result in a perceived gender bias in pay, which is actually a gender bias in the respective work categories. Therefore, as we compete for labour in many competitive markets, gender biases in some categories may arise.

Our operations range from a ratio of 0.9 to a ratio of 1.2 (male to female pay ratio).

Level Argentina Canada Mexico
Production 1.1 1.1 1
Individual Contributor 1.1 1.1 1
Line Management 1.1 1.1 1.1
Middle Management 1.2 1.1 0.9
Senior Management N/A 1 N/A

We are committed to increasing diversity within the mining sector and support programs with post-secondary institutions to encourage leadership development for women in technical fields. We established the University of British Columbia’s Goldcorp Professorship for Women in Engineering and support Carleton University’s Advancing Women in Leadership Program for women currently working in mining and other technical fields. In 2017, 19 of our employees completed the Advancing Women in Leadership Program. We have also committed to support four Indigenous women each year for five years, through the Carleton University Advancing Indigenous Women in Leadership Program, making the program more accessible to Indigenous women leaders from the regions in which we operate.

Employees by Age Group

The age group breakdown shifted slightly in 2017 when compared with prior years, with a shift towards the higher age groups primarily due to natural aging of our active workforce. Data are for our operating sites only and do not include projects, joint ventures, corporate or off-site office employees, as the disaggregated data was not available. Age group for our Board of Directors can be found in our Management Information Circular.

Age Group 2013 2014 2015 2016 2017
Under 30 years 29% 27% 27% 25% 20%
30 to 50 years 52% 54% 57% 59% 61%
Over 50 years 19% 19% 16% 16% 19%