Safety Leadership and Accountability

In 2017, we continued our investment to improve the safety culture throughout the company. The main focus was to continue assisting sites in the implementation of SEMS and incident investigation methodology. In addition, a variety of initiatives led to an overall improvement in safety as measured by the AIFR and reduced tolerance of risk, including: safety training and coaching, risk assessments, meaningful employee engagements, emergency preparedness programs and audits to assess safety performance.

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 current on 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 to 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 2017, 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. This message continues to be driven to every Goldcorp employee.
  • Our annual Day of Remembrance has become a site-driven initiative, and each operation has adapted their own program for it. We also changed the name of the program slightly to Day of Remembrance/Reflection to highlight the opportunity that the day brings to reflect on what we need to do to keep our mines safe, and to remember those who have lost their lives or been seriously injured in industrial accidents at our sites.
  • The Mine Safety Roundtable and the International Council on Mining & 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.


2017 marked the launch of our behaviour‐based engagement program, StepUP. The program focuses on five core behaviours that are fundamental to the company’s culture. It provides insight into how workers should conduct themselves when at work, as well as into what they should expect from others. StepUP defines our culture, and is aligned with our core beliefs, values and vision. We are committed to a business strategy that empowers each employee to act responsibly, productively and safely. All five StepUP behaviours are critical components of a safe workplace.

The Five Core StepUP Behaviours are:

We Commit to Safety: Our people are committed to a safe and healthy workplace. We take responsibility for the health and safety of ourselves and others. We contribute to a culture that values safe execution of all planned activities.

We Develop People: Our people proactively and willingly build the long-term capability of themselves and others. We promote diversity and inclusion. We want to learn and transfer expertise and are willing to coach/mentor team members in order to actively prepare potential leaders to assume greater roles at Goldcorp.

We Foster Collaboration: Our people collaborate with others to achieve mutual success. We build collaborative relationships by valuing diversity and inclusion, others’ points of view and openly sharing pertinent information.

We Communicate with Impact: Our people openly communicate with one another. We deliver specific messages that drive action and accountability, and engage others by listening and using influencing skills.

We Plan and Align: Our people plan ahead, track progress and take accountability for achieving safe results and making sustainable improvements. We focus on the highest priorities by aligning activities with organizational values and strategic direction.

In 2017, every mine site in Canada – including Goldcorp’s Executive and Corporate Teams – began implementing StepUP through a series of facilitator‐led modules. In total, 32 sessions were completed, reaching close to 500 employees. Goldcorp’s StepUP Behaviours were integrated into the company’s performance tool (CORE), aligning performance objectives (what we do) with expected behavior (how we do it). As a result, each employee was evaluated not only on their performance objectives, but also on the StepUP Behaviours. Goldcorp employees also plan for their personal development by aligning those goals with the StepUP Behaviours.

In 2018, this behavioral‐based engagement program will continue to grow as the second and third modules of StepUP are introduced. We also plan to implement the program in Latin America.

Days of Remembrance/Days of Reflection

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.

In 2017, each site worked to design and execute their own plan for their respective Day(s) of Remembrance/Reflection and held the event(s) at frequencies and times that were most effective for them. Some mines integrated the day into their StepIN programs while for others it was a stand-alone day. In all cases, production was halted for a period of time to ensure undivided focus on safety.


The StepIN leadership investment program is focused on providing the tools and skills supervisors need to do their jobs. It 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. Each site is ensuring that supervisors have all the skills and tools needed to be successful in their own way. This is proving to be an extremely effective strategy for combatting incidents. Having sites run their own leadership and engagement programs tailors training to the specific needs and nuances of each site and allows focus to be placed on those areas that need it the most. Some Goldcorp sites use coaches to shadow supervisors as they interact with workers throughout their shift, observing, scoring and providing feedback on the quality of the engagements they perform.

Employee Engagements

In July 2015, we 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. In so doing, we aim to reduce injuries and achieve our objective of Zero Fatalities. Each site: 1) establishes a target of engagements for managers to complete each month (planned engagements) and 2) measures all completed engagements (actual engagements). In 2017, the sites had a target of 200,000 management engagements and achieved over 210,000 engagements. The focus in 2017 was on the quality of engagements rather than the quantity, and the StepIN program has evolved into a system at many of our operations that involves coaching and formal feedback mechanisms to improve this. The end results are high quality engagements, a complete understanding of the safety risks each worker is facing throughout their shift and a comprehension of the controls that should be in place so that the workers can perform their work as safely as possible.

Safety and Health Systems

In 2017, we rolled out a new incident investigation process that has simplified investigations and increased the effectiveness of corrective action plans. Under the new methodology, investigation teams 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, identify systemic causes of incidents and allow teams to focus on the most important components of incident investigation: corrective actions. We consider the hierarchy of controls when looking at ways to improve our systems and processes, along with preventing reoccurrence.

The new incident investigation process will aim to prevent the recurrence of significant incidents. Training in the new methodology was completed for sustainability teams at all sites in 2017. The focus going forward will be on improving our ability to successfully use the new methodology across all levels of the organization.

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 to achieving our number one objective: Zero Fatalities.

In 2017, there were 93 PFOs, compared to 125 in 2016. Approximately 87% of 2017 PFOs had no associated injury.

High risks areas identified through the analysis of the 93 PFOs from 2017 include:

  • Working at heights
  • 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.