above ground: issue 4

Goldcorp and WWF chart new waters

p18 A+ School Project p6 Blazing Trails to Hold the Fort p22

Tomorrow’s Forests Today

Our World of Community Responsibility

iSSue 04 // SPRinG 2012

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In This Issue:p2

Forging Futures

Goldcorp and WWF chart new waters.

p6 Safety Deposits

Employees burn the midnight oil to hold the fort amidst the flames.

p8 A World of Good

From world relief for needy communities and global human rights training to building a Guatemalan medical centre, Goldcorp strives for sustainable progress.

p18 Special Feature

Top marks to Goldcorp Mexico for socially responsible initiatives that boost community amenities and opportunities.

p22 Second nature

Growing plants and trees for future generations comes naturally at Peñasquito mine in Mexico.

p24 in Your element

Living proof that the future of Goldcorp is rock solid with young professionals of this calibre.

iSSue 04 // SPRinG 2012

PuBLiSHeR: Above Ground is published by Goldcorp Inc., Vancouver, BC, Canada, and is also printed in Spanish and French. Reproduction in any manner, in whole or part, in any language is prohibited. All rights reserved worldwide.

eDiTORS: Christine Marks, Tanya Todd // WRiTeR: Erin Smithson

ART DiReCTiOn & DeSiGn: The Works Design Communications www.worksdesign.com

PRinTeR: Rhino Print Solutions

COnTACT: Goldcorp Inc. Park Place, Suite 3400 – 666 Burrard Street, Vancouver, BC V6C 2X8T: 604.696.3000 // F: 604.696.3001 // [email protected]

SuBSCRiPTiOnS: T: 604.696.3000 // [email protected]

SuBmiSSiOnS: We’re mining for your stories! If you’ve got an idea, topic or photo that is ideal for Above Ground, we welcome your submissions to be considered for inclusion in future issues. Send by e-mail or fax to: F: 604.696.3001 // [email protected]

1. School children near Los Filos, Mexico

2. Taking water samples – Red Lake, Ontario

3. Tending to tomato plants at a community project near Peñasquito

4. The new Medical Care Centre (Centro de Atención Permanente – “CAP”) in San Miguel Ixtahuacán, Guatemala

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FORGinG FuTuReS


FORGinG FuTuReS

Goldcorp and WWF Chart New Waters

i n 2010, Goldcorp financially supported the World Wildlife Fund’s (WWF) North American Water Footprint Study. The report explores the embeddedness of water in the economies of

Canada, the US and Mexico, and the resulting interdependencies on external freshwater resources that occur through international trade. In 2011, the partnership grew when Goldcorp seconded an expert employee to assist the WWF with an in-depth North American study on the water footprint of gold and also financially supported the WWF Panda Ball.

A long-time general supporter of WWF–Canada, John Allan, Goldcorp’s Vice President, Sustainable Development, says, “I thought there may be an opportunity to do something more specific by way of a joint project, and this water initiative was ideal.”

RiPPLe eFFeCTThe aim of WWF’s gold study is to determine the North American average for how many cubic metres of water go into producing one ounce of gold, then work with the industry to mitigate water impact and apply findings across sectors. Goldcorp’s goal is to gain deeper knowledge of the most efficient water usage to reduce consumption in every region where it operates.

Goldcorp pays the salary of Alicia Sierra, Environmental Engineer at Los Filos mine in Mexico, who relocated to Vancouver for 18 months to work as a WWF Freshwater Research Analyst. With vast experience setting up environmental controls, baseline measurements and benchmarks for monitoring air quality, groundwater, rivers, wells and springs, Sierra is now applying her expertise to a groundbreaking water footprint assessment of a cross-section of gold mining companies, operations and processes, continent wide.

POP, LAGeR AnD GOLDSierra reports to WWF Freshwater Program Director Tony Maas, who says the mining criteria are loosely modelled after similar water footprint studies done with beer producers, soft drink makers and the UK food and fibre sector.

“Alicia is customizing the parameters for her industry,” says Maas. “She is incredibly knowledgeable and specializes in water elements of mining so it’s a great fit for us. This is a classic example of how WWF works with corporate partners – working together to find solutions to conservation challenges.”

DiGGinG DeePSierra’s work requires extensive fact-finding and analysis. “I look at mine locations in three countries, which extraction and processing methods are used, how much water is consumed, and many other factors for comparison,” she says. “The mining footprint is complex and variable because sites may use similar amounts of water but source it differently. For example, Ontario can collect and use rainwater, whereas Nevada cannot.”

“My goal is to provide WWF with the research, knowledge and expertise they need to strengthen their projects and initiatives, and to bring to Goldcorp new conservation strategies to improve our practices and processes. As a global citizen, certainly I also want my future family to have the enjoyment of this planet’s resources. I have personally achieved more awareness of where things come from, how they are made and what we need to do to lessen our environmental impact – as a company, consumers and every human being – and hope to influence others to have the same consideration so that my work will contribute positively beyond Goldcorp and the WWF,” says Sierra.

“ Goldcorp is committed to responsible mining practices and has demonstrated a strong desire to not only reduce their own water footprint,

but also act as a leader for the whole industry.”

Joanna Barrington, Manager, Strategic Partnerships, WWF–Canada

>Taking water samples, James Russell, Environmental Superintendent at Red Lake


SO HOW DOeS GOLDCORP RATe On THe GLOBAL WATeR SCALe?The average world estimate for water use in the mining sector is 6,000 litres to produce one ounce of gold. Goldcorp has achieved rates of just 2,800 litres per ounce at its Red Lake Mine in Ontario and continues to look for ways to reduce impact across its operations around the world.

WORLD WATeR uSe RATinGSThe Canadian average water footprint is 6,400 litres per day; the US is 7,800 and Mexico 5,400. The global average is 3,800 litres per day. According to WWF’s 2010 Living Planet Report, the nation with the largest production water usage is India, followed by China, the US and Brazil. Canada ranks 16th. Learn more at: http://wwf.panda.org/about_our_earth/all_publications/living_planet_report/

FORGinG FuTuReS

1. Lake Opapimiskan at Musselwhite mine2. Testing water near Marlin mine3. Water samples collected by AMAC (Asociación de Monitores Ambiental

Comunitario) near Marlin mine

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GueSS HOW muCH WATeR iT TAkeS TO mAke A T-SHiRT . . .One cotton T-shirt requires 2,900 litres of water to produce. This includes all the water used in the production chain, from cotton crops to the garment factory. When you factor in the entire path from where cotton is grown, to where and how it’s processed, to where the shirt is manufactured and eventually sold, you begin to see the complexities of the world water chain and how this impacts local ecosystems and economies.


Sustained support

• Since 1996, Goldcorp has supported WWF–Canada’s critical work with donations to: - The Endangered Species Recovery Fund - Boreal forest conservation - Living Rivers, a national freshwater program

• In 2010, Goldcorp contributed $50,000 to WWF–Canada’s North American Water Footprint Study to examine how water is embedded in the economies of Canada, the US, and Mexico, and how trade makes nations interdependent on each other’s freshwater resources.

• In 2011, Goldcorp contributed as a Gold Level Sponsor of the annual WWF Panda Ball event for leading conservation supporters.

• Also in 2011, Goldcorp seconded Alicia Sierra to WWF–Canada to explore gold mining’s freshwater footprint and environmental implications.

FORGinG FuTuReS

What is a nation’s water footprint anyway?

A nation’s water footprint is defined as the total volume of freshwater used in the production of a country’s goods and services. It includes products that are made domestically and imported from elsewhere in the world. So a nation’s footprint impacts its own water resources and ecosystems, as well as those of the countries with whom it trades.

Wildlife at Red Lake


A Fire-Safe StrategyEmployees burn the midnight oil to hold the fort amidst the flames.

i n 2010, Goldcorp’s Musselwhite mine won the Most Improved Safety Award. Last summer, staff proved themselves

deserving of the honour.

A hot, dry, windy July started 80 forest fires in Northwestern Ontario early in the month, burning power lines, which required Musselwhite operations to run on diesel generators. While Ministry of Natural Resources (MNR) fire crews worked to contain the blazes, lines were repaired and power resumed.

But winds continued to fan the fires and by July 13th transmission lines were scorched

again. Then overnight, two blazes came together, threatening nearby communities and coming within nine kilometres of the mine road. That’s when the situation really heated up, said Adele Faubert, Musselwhite Manager of Aboriginal Affairs.

“At first, MNR ordered all but 50 of our 380 employees on site to be evacuated. Just hours later they said, ‘Now it’s really bad so everyone has to go.’ But we had to keep equipment and essential operations running, so we negotiated to keep five people here and let the mine serve as base camp for MNR firefighters.”

THe FinAL Five BRiGADeEvery Goldcorp mine trains and maintains Emergency Response units skilled in first aid, rescue, fire safety and hazardous materials. The five-member Command Team was selected based on the need for each individual to be electrically and mechanically proficient, with working knowledge of the entire site, plus have first-hand fire experience.

Brad Tribe, of Musselwhite’s Maintenance Planning Team, says he feels fortunate to have

SAFeTY DePOSiTS

1. Musselwhite Opapimiskan barge with drill rig2. Aerial of Musselwhite mine

“ We ran on minimal sleep, in high smoke and carbon monoxide levels, fueling generators, running ventilators, repairing and replacing parts . . . then we got a major influx of 180 MNR firefighters.”

Brad Tribe, Musselwhite Maintenance Planner

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been among the “Final Five” to hold the fort and provide logistical support for MNR.

“As a volunteer firefighter in my community, this is what I am trained and love to do. Once everyone was evacuated, we enacted our emergency protocols. The next couple of days and nights were rather surreal. We ran on minimal sleep, in high smoke and carbon monoxide levels, fueling generators, running ventilators, repairing and replacing parts . . . then we got a major influx of 180 MNR firefighters.”

kiTCHen DuTY, PiLLOWS AnD DRY GROunDSupport crews for MNR personnel arrived later, so the Goldcorp team took on the added tasks of preparing beds and meals. Meanwhile, outside conditions became extreme and by July 19th, 94 fires were burning over 254,000 hectares. MNR resources were stretched to 117 planes, waterbombers, helicopters and over 500 firefighters. Local evacuations of the elderly, ailing and children were also underway, assisted by Goldcorp’s Dash 8 shuttle plane.

Throughout the ordeal, Goldcorp closely monitored conditions to ensure the well-being of staff. “Every precaution is being taken. Our people are certainly safe,” said Jeff Wilhoit, Vice President, Investor Relations.

After long days with little sleep, the first Command Team was relieved by a second team. Dwaine Gaudette, Generator Technician, and Dave Elliot, Underground Trainer, were on this crew flown in through thick smoke and blazes now burning just one kilometre from the mine.

CHOPPeRS AnD CHALLenGeS Says Gaudette: “One of our first tasks was to get on a helicopter – the fire was burning across the road – and travel to Esker, one of

four Musselwhite properties, which was in danger. The prime objective was to move as much machinery as we could to minimize loss, but it was a challenge dodging flames and smoke.”

Next up was loading Goldcorp’s two airboats – normally used in exploration, drilling and barge access – with fire gear and personnel to cross the adjacent lake. Elliot, a former frontline helicopter jumper, said, “We transported brigades to First Nations trappers’ cabins so they could install protective sprinklers. At one point we had to ask a helicopter pilot to waterdrop the second airboat. It was docked in an area of intense fire, so we had to soak it to save it.”

By July 21st, over 1,000 firefighters were working the region. But the situation near the mine was cooling somewhat and two days later, MNR green-lit the increase of Musselwhite personnel to 50. Chief Engineer Andy Davies said more staff was critical for clean-up, repairs, maintenance and restoring power lines. He added, “The focus was also the pumpback area where the fire was deep seated, taking out root systems of remaining trees. However, no threat to any significant infrastructure was apparent.”

miSSiOn ACCOmPLiSHeDFinally on July 28th area residents were allowed home and more staff returned to get ready to resume production. All told, says Faubert, “We lost a groundwater monitoring well, some instrumentation melted, fibre optic lines scorched and lots of transmission lines burnt, but we were very lucky.”

Mine Manager Gil Lawson agrees, relieved that though the fire threatened the property, all employees and buildings remained safe. “We certainly had the winds of fortune at our backs.”

never cry wolf

When firefighters expressed concern about fire-displaced wolves approaching the camp, mine staff demonstrated their respect and partnership by consulting Musselwhite First Nations members, who advised taking a natural course of events. Their guidance was sound: when the fire retreated, so did the wolves.

Fire flashbacks . . .

We all had so many tasks and helped out no matter what. We didn’t complain of long days or lack of sleep. Our adrenaline rush lasted the whole time and teamwork brought us closer together. – Dave Ellliot

Though the fire was a tragedy, it also showed how much “top-notch” professionals can accomplish working together. I am honoured to say the people on site were second to none. – Dwaine Gaudette

I feel fortunate to have had the opportunity to commit my time to the place that has been our livelihood for so many years. – Brad Tribe

SAFeTY DePOSiTS

“ At one point we had to ask a helicopter pilot to waterdrop the second airboat. It was docked in an area of intense fire, so we had to soak it to save it.”

Dave Elliot, Underground Trainer

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Helping in Harmony From powerful collaborations for positive change to global human rights training to building a Guatemalan medical centre, Goldcorp partners in sustainable prosperity.

CAPACiTY BuiLT THROuGH COLLABORATiOnThe Devonshire initiative unites mining companies and international development organizations to optimize benefits for communities around the world.

Canada – Goldcorp is an active participant in the Devonshire Initiative (DI), a forum bringing together non-governmental organizations (NGOs), responsible mining companies, academics and government observers to engage in meaningful dialogue and identify areas of alignment for addressing challenges faced by communities in developing countries.

The DI was founded in 2007 by Marketa Evans, who identified several relief

organizations and mining companies working separately yet towards common goals in the same countries. Seeing an opportunity for powerful collaboration, she invited both groups to share ideas within a Canadian platform of workshops and events.

With the vision of being a global leader in Corporate Social Responsibility (CSR) and sustainable prosperity, Goldcorp joined the Devonshire Initiative to take a more strategic and collaborative approach to community development and CSR. “The DI is unique because it fosters constructive dialogue in a neutral setting,” says Valerie Pascale, Goldcorp’s Manager of Corporate Social Responsibility. “Participants who do not always have the same viewpoints can benefit from sharing ideas and lessons, and then incorporate them into future practices where possible.”

SCOPe & LeveRAGe DI Executive Director Alanna Rondi, who previously ran a health development NGO, says, “We play a liaison role only. We are

not a mining initiative and are not dictated by mining companies or NGOs. Ours is a platform of partnerships and for leveraging ways these groups can meet, collaborate and work together to boost scope and effectiveness. Our members are not concerned about publicizing the good we do, but maximizing the actual, practical side of doing good.”

Participants converge at DI workshops to capitalize on complementary capabilities. For example, relief organizations have expertise and grassroots networks but often lack funding, whereas mining companies have access to resources (funding, human capital, equipment, etc.) but often lack the capacity to carry out community development projects.

Combining these strengths can significantly increase benefits, says Pascale. “Everyone here wants the same result: solutions that enhance lasting community gain.”

1. Women of Mesas, Zacatecas, Mexico, show off their line of personal care products made using local herbs and botanicals

2. Maria Reyna Azola Gonzalez displays hand lotion prepared from local ingredients

A WORLD OF GOOD

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Festivities at the El Sauzal Marathon, sponsored by Goldcorp

GOLDCORP WORkS WiTH CAReThrough membership in the Devonshire Initiative, Goldcorp and CARE Canada partnered to develop global guidelines to maximize the means and effectiveness of creating sustainable prosperity for the communities where Goldcorp operates all over the world.

“We saw first-hand CARE’s methodology for implementing and running community development projects. Their vast experience also gave us insight into identifying what types of community programs are sustainable and effective in achieving the meaningful results for a wide variety of groups,”says Valerie Pascale, Goldcorp’s Manager of Corporate Social Responsibility.

Goldcorp continues to work with CARE to refine and expand the sustainable community investment guidelines, and optimize new opportunities to benefit local communities and national economies.


A WORLD OF GOOD

PeACe BY PeACein partnership with the Fund for Peace, Goldcorp will launch step-by-step human rights training for 14,500 employees worldwide.

Global – As part of our commitment to respect the rights of employees and citizens in every country where we operate and our aim to exemplify best industry practices across our business processes, Goldcorp is launching an extensive human rights training program in eight nations.

In the past year Goldcorp has worked with the Fund for Peace (FFP), a non-partisan, non-profit organization founded in 1957, based in Washington, DC, and recognized as a leader in mitigating company-community conflict through education and engagement.

The core philosophy of FFP is shared by Goldcorp: companies have a duty to

respect human rights and avoid contributing to abuse of civil liberties.

In over 50 countries FFP partners with government, academia, military, media, civilians and the private sector to establish the Voluntary Principles for Security and Human Rights (VPs), a set of guidelines for operating in conflict zones that require a careful balance of work site security and protection of individual rights and freedoms.

SAFe AnD SeCuReSecuring corporate premises is critical, but so is safeguarding human rights, says J.J. Messner, FFP’s Senior Associate. “Location is always sensitive. Put a mine anywhere and it’s like a spaceship landing in a community. It will have both positive and negative impacts, which creates potential for tension and conflict, like public protests. Recognizing this risk, FFP takes a pragmatic, constructive approach to mitigating issues.”

Any government, company or NGO that believes the VPs may benefit the country of operation or address regional challenges can initiate the process, so Goldcorp has made a major, multi-year investment in ongoing training to ensure that all employees, contractors, and partners uphold Goldcorp’s leading practices as formalized in the Company’s Human Rights Policy and Code of Conduct.

“We sought out FFP based on their expertise at making human rights meaningful for business and turning regulatory phrases into motivational, individual action. They know how to bring human rights home to people,” says Goldcorp’s Dina Aloi, Vice President, Corporate Social Responsibility.

The training curriculum customized for Goldcorp is extensive, with interactive exercises and scenarios tailored to each operation’s logistical, regional, socio-economic and cultural factors, including Indigenous peoples.

Employees underground at Cerro Negro


A WORLD OF GOOD

PROACTive AnD ACCOunTABLe“We bring high-level principles to ground level, simplifying the complexity of human rights, explaining the importance and making it relevant to employees in the context of day-to-day mine operations and personal relations,” Messner says. “We construct situations to show practical applications and instill mindsets of how to act, react and conform to Goldcorp’s benchmark standards and accountability.”

Some of the comprehensive steps to implement the program involve:

• Identifying local/regional concerns and challenges

• Understanding jurisdictional legislation and legal frameworks

• Adapting policies and processes to the country’s context

• Encouraging host government participation

• Raising awareness and championing human rights

• Initiating dialogue in communities

• Developing approaches to mitigate conflict and resolve issues

• Implementing procedures and protocol at project sites

• Training private and public security providers

• Establishing grievance mechanisms and incident reporting

Goldcorp will also track and measure ongoing progress and performance with FFP tools and impact indicators, says Aloi. “Very few organizations have pursued this approach, so this is groundbreaking work that we look forward to sharing with the rest of the industry and the international development community.”

The fundamental philosophy of FFP is shared by Goldcorp: companies have

a duty to respect human rights and avoid contributing to human rights abuses.

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united Commitment

Goldcorp upholds the United Nations Guiding Principles for Business, a “Protect, Respect and Remedy” framework based on three pillars:

1. Duty of the State to protect against human rights abuses through policies, regulation and adjudication;

2. Corporate responsibility to respect and avoid infringing on human rights and address any adverse impacts; and

3. Victim access to remedial redress, judicially or non-judicially.

According to John Ruggie, the Secretary-General’s Special Representative for Business and Human Rights, these principles are “ . . . the authoritative global reference point for business and human rights. They will also provide civil society, investors and others the tools to measure real progress in the daily lives of people.”

Peñasquito Mill workers


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2012 Golden Eye review team – Marlin mine

A GOLDen eYe On TRAnSPARenCYinviting socially responsible investment representatives into the marlin mine

Guatemala – When she discovered that Arne Lööw and Stina Nilsson – representatives of Sweden’s Socially Responsible Investing (SRI) community – were coming to the Marlin mine to participate in a no-holds-barred health and safety inspection, Dominique Ramirez had no idea what to expect. “A Golden Eye review (Goldcorp’s internal peer review of health and safety) takes you right into the mine and requires you to participate – not just observe,” said Ramirez, Goldcorp’s Manager of Corporate Affairs and Corporate Social Responsibility. “It’s an internal review; we’ve never had outsiders take part in one.”

The Swedes had never been involved in anything similar, said Lööw. “We are often

invited to visit companies, of course, to do on-site research, but not to work like this!” Lööw represents the Ethical Council and the Fourth Swedish National Pension Fund, and Nilsson is with GES, a socially responsible advisory group headquartered in Stockholm.

The idea for this level of embedded participation came up in discussions between Goldcorp and a group of SRI investors including Lööw. Lööw is a longtime observer of the Marlin mine’s progress. His 2008 visit was a factor in the Human Rights Impact Assessment (HRIA) process, and he was one of the investors that requested the assessment. When questions arose regarding third-party verification of Goldcorp’s health and safety regulations, Goldcorp jumped on the opportunity to invite them to an upcoming review of the Marlin mine. Interested in seeing for themselves the progress that has

been made since the HRIA, both Lööw and Nilsson agreed.

Said Ramirez, “This gave them the chance to see how seriously we take these issues, whether it’s worker safety or the environment or consultation with the local communities.”

A Golden Eye review is far more than a simple walk-through of the mine. This past February, the team of 14 inspectors – 12 Goldcorp personnel and the two Swedish investors – arrived on a Monday morning and didn’t leave until Friday. Nearly every moment was spent in examination or analysis. No area of the mine was off-limits and no questions were forbidden.

Said Ramirez, “We held nothing back. They were equal participants in a transparent exercise, from seeing what goes on every


What’s a Golden eye Review?

Once every two years, every Goldcorp mine, development project and closure project can expect a Golden Eye review: an intensive examination of its health and safety practices, conducted by approximately a dozen Goldcorp employees – not necessarily safety experts – from other operations. For three or four days, the visitors tour the working site, observing people on the job and inspecting standards, practices and procedures as they go. They’re free to take photos and ask questions about anything they see. At the end of each day the Golden Eye team gets together to share anything they’ve seen or concerns they have. They assess the risks using the SAFEmap risk tool and analyze potential solutions. At the end of their visit, they present a report explaining the risk scenarios and recommendations.

While the report is primarily for use by the site, each visitor is asked to take the results back to their home site as a topic for safety discussions there.

The Golden Eye is an in-depth peer review process that provides fresh eyes and fresh perspectives on workplace and environmental risk. It’s a way to find and resolve issues quickly and share best practices from site to site.

A WORLD OF GOOD

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day to hearing how we discuss the most sensitive issues among ourselves. I remember one moment during a SWOT analysis (where a solution is analyzed for Strengths, Weaknesses, Opportunities and Threats) when they were obviously surprised by the complete openness that we were showing.”

Noted Lööw, “When we spoke to the people from various areas of Goldcorp, they listened to us, even though we were from outside. And they tried to change things – immediately, right in front of us.” He cited an example of a work crew building a berm, a retaining wall that required digging close to a road as part of the construction process. The Golden Eye team saw a risk to the road, which was above a steep slope. The moment the risk was identified, said Lööw, “They stopped working immediately.” Heavy equipment was moved in to support the slope before work continued.

Perhaps influenced by specific SRI interests, the Golden Eye review went far beyond workplace health and safety. At Marlin, water management is a key issue that has received international attention. Reviewers visited the upgraded water filtration plant and inspected the closed-loop water discharge system, with its multiple redundant design that ensures water containment even in unexpected events.

Nilsson’s view is that community engagement presents an ongoing challenge for Goldcorp, yet she found value in the experience and stated, “I’m very positive about the experience.

I didn’t feel restricted and there are notable improvements compared to our previous visit to the mine. I could ask any questions and I was allowed into all areas of the mine. I had a positive impression, including what I saw of community representatives being invited to the mine and of the new water treatment plant, which are very important issues to us.”

The Golden Eye review process is a proven tool for elevating safety awareness throughout Goldcorp. Not only does it provide fresh eyes on safety at the mine that is inspected, but each of the reviewers takes the lessons learned back to their home site.

This first-time experiment of including individuals from outside the Company potentially extends that benefit to the entire SRI community, a group that has held Goldcorp under the microscope. Both Lööw and Nilsson have expressed the desire to participate in another review. Said Nilsson, “I didn’t get the feeling that anything was hidden. It was quite the opposite, people inviting us and asking us, ‘what do you think about this?’ or ‘what are the main issues for you?’ It felt like people actually wanted us to be there and to take our points of view into account.”

From Goldcorp’s point of view, it’s an opportunity to show, in the most open and meaningful way, the far-reaching benefits of collaboration.

Marlin employee leads an operations tour

The SAFEmap tool removes subjectivity from risk analysis


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$1 miLLiOn enDOWeD TO WHARF COmmuniTY CHARiTieS AnD nOn-PROFiTS uSA – Not every conversation results in a million-dollar community investment, but for Bill Shand and Ron Everett, there’s no community like Lead, South Dakota. Shand is General Manager and Everett the Administrative Manager of the Wharf mine, and they share a concern for the long-term future of the mine’s community and region. Says Everett, “We started talking about what the needs of the community will be after we’re no longer here.”

Although recent investment has extended the Wharf mine’s life by 10 years or more, post-mining planning is a constant in any Goldcorp operation. Shand and Everett’s concern went beyond environmental reclamation. They were very aware of the negative socio-economic legacies left by some historical mines, and they were determined that Goldcorp would do better.

THe LARGeST SinGLe COnTRiBuTiOn eveR mADe TO THe SOuTH DAkOTA COmmuniTY FOunDATiOnAfter discussions with the First Interstate Lead-Deadwood Community Foundation, Shand and Everett devised a million-dollar endowment fund, intended to benefit non-profit and charitable organizations in Lead and the surrounding area in perpetuity. Says Shand, “We are really excited . . . This answers our question of ‘how do we leave a sustainable legacy in this community, and what do we want it to be?’”

The endowment is the biggest single charitable contribution the Wharf operation has ever made, and the largest that the local community foundation has ever received. Says Everett, “It is our goal that we can put this million in the fund today and it will grow for at least 10 years while we’re here.”

Before the mine closes, they hope to see the fund increase to $2 million.

SuPPORTinG LOCAL COmmuniTieS FiRSTHe says, “We feel that Lead is our hometown and they probably endure the most effects of the mining from Wharf. The establishment of the Goldcorp-Wharf Sustainable Prosperity Fund gives us a chance to continue giving back to those organizations doing good things in our community.” Says Bob Sutton, President of the South Dakota Community Foundation, “This is transformational for a community like Lead. Not only will this fund make a difference today, but it will continue to serve the ever-changing needs of Lead residents for future generations.”

A keY PLAY FOR YOuTHCanada – Goldcorp is proud to co-partner with both the Ontario government’s Ministry of Aboriginal Affairs and the international organization Right to Play to help more than 1,000 Aboriginal children and youth learn and develop key leadership skills.

With financial support from Goldcorp, the Promoting Life-skills in Aboriginal Youth (PLAY) program has been able to expand services, now reaching 39 First Nations communities across Ontario. PLAY is dedicated to promoting leadership behaviour and empowering young people to succeed and serve as role models for positive social change.

PLAY Ontario is affiliated with the global Right to Play initiative committed to giving children in regions affected by war, poverty or disease a chance to participate in sports, programs and skill-building to become constructive citizens regardless of gender, disability, ethnicity, social status or religion.

As an advocate of opportunities for children, as well as sustainable prosperity in the regions where we operate, Goldcorp is pleased to be part of this game-changing youth movement.

From left to right: Director, Aboriginal, Government and Community Relations Colin Webster, Minister of Aboriginal Affairs Kathleen Wynne, Grand Chief Stan Beardy of Nishnawbe Aski Nation, Youth Mentor from Kettle and Stony Point First Nation, Grand Chief Denise Stonefish of Association of Iroquois and Allied Indians, and Robert Witchel, National Director, Right-To-Play Canada

1. Bob Sutton, President of the South Dakota Community Foundation, signs the Wharf Fund agreement

2. Wharf mine

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A WORLD OF GOOD

School girls near El Sauzal


BuiLDinG HeALTHY FAmiLieSA new medical centre funded by Goldcorp brings a Presidential welcome and leading-edge care to Guatemalan communities.

Guatemala – In addition to providing jobs and technical training, improving community water and sewage systems and helping build schools, sports fields and roads, Goldcorp’s latest contribution to families and communities near its Marlin mine is a brand new and much-needed medical centre.

“We conducted a baseline study and found that this region, one of the nation’s poorest prior to the arrival of Marlin mine, has a great need for basic and preventative health services, especially in the areas of pre- and post-natal care, infant development and immunization,” said Mario Marroquin, Executive Director at Marlin.

TReATinG THe neeDOn land provided by the municipality, Goldcorp funded the Centro de Atención Permanente (CAP) facility to address the increasing need for accessible health care in the township of San Miguel Ixtahuacán and the state of San Marcos, Guatemala. While employment at the Marlin mine, better community water filtration and Goldcorp’s expansion of an existing outpatient clinic have significantly reduced historical rates of malnutrition and infection, there existed a service gap to provide health care for the long-term, sustainable benefit of the communities near Marlin.

So in 2011, Goldcorp provided US$21.5 million (Q22 million) for building construction, medical equipment and supplies, and on March 1st of this year, CAP officially opened to serve about 55,000 district residents, complete with examination rooms, emergency clinics, operating theatres, maternity and pediatric

care, outpatient clinics, ambulance service, dentistry and social workers. The Guatemalan Ministry of Health is responsible for staff, maintenance and operational costs.

PReSiDenTiAL PRAiSeCAP’s opening was attended by the nation’s Minister of Health, the Minister of Energy and Mines, and Guatemalan President Otto Pérez Molina, who said, “I have come to inaugurate the Medical Care Centre, which cost Q22 million, funded by the Marlin mine . . . It is equipped and is equal to or better than private hospitals found in the capital. This is a healthcare blessing for San Miguel Ixtahuacán and surrounding communities.”

The government officials then toured Marlin mine operations and reviewed Goldcorp’s industry-leading standards of work safety, environmental protection and sustainable community development.

A WORLD OF GOOD

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Addressing his citizens, President Molina said, “I have come to tell you that you have a government and a president who are willing to do their very best to ensure that companies uphold social and environmental responsibilities. They will be supported by the government, because we are also going to do our part . . . Here we have an example of how things can be done well, when a company acts responsibly, when international standards are

met . . . When you respect and work together with the local community and create jobs.”

OnGOinG CAReTo further demonstrate Goldcorp’s commitment to its host communities, as many staff as possible will be recruited locally, and both administrative and support training will be offered, similar to Company programs previously

implemented to reduce high illiteracy rates and increase educational opportunities.

“Goldcorp is proud to present CAP to the community of San Miguel Ixtahuacán and other municipalities that surround it,” says Eduardo Villacorta, Vice President, Central and South America. “This is concrete proof of our dedication and vision for sustainable prosperity here, and fulfillment of our promise to be a responsible corporate citizen.”

A WORLD OF GOOD

A healthier world

Goldcorp makes significant investments in community health and well-being the world over. Here are just a few examples:

HOnDuRASOnce San Martin mine closed, Goldcorp donated the staff medical centre to the community’s San Martin Foundation (SMF) to provide health care to families and dispense medications in areas where no pharmacies exist. SMF also helped minister medical, eye and dental services to more than 1,500 people in the Siria Valley region thanks to the assistance of doctors from MEDICO, a non-profit organization.

mexiCOHealth care, education, business and environmental conservation continue to be fostered and enhanced in host communities. The Company also built a medical clinic near Peñasquito mine and provided workshops on health and hygiene to over 1,000 people in the communities surrounding Los Filos mine.

1. Exterior view of the medical centre, CAP2. Goldcorp’s Vice President of Central and

South America, Eduardo Villacorta, and Guatemalan President Otto Pérez Molina tour the new medical facility

3. Guatemalan President Otto Pérez Molina checks in with a patient at the medical centre

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Best in ClassTop marks to Goldcorp Mexico for socially responsible initiatives that boost community amenities and opportunities.

F or five consecutive years, Goldcorp Mexico has won top honours as the Empresa Socialmente Responsable – Socially Responsible Company – in tribute to the many positive

programs and activities initiated in every community and region in which we operate.

A class leader is Peñasquito mine in Mexico’s Mazapil Valley. During its project development, Goldcorp President and CEO Chuck Jeannes made a promise to the people of the region – an area in serious decline as the population moved away in search of work, education and opportunities. “Providing jobs is just one of our goals,” he said. “Helping families and communities become self-sufficient for the long term is our ultimate aim.”

Today it’s clearly evident that Goldcorp has hit the mark.

In addition to creating 16,000 direct and related jobs, Peñasquito mine offers employees health benefits, adult education classes and career training. In the nearby town of Mazapil, residents now have modern medical clinics, a water purification plant, community amenities, and housing and training for teachers. Existing schools have been upgraded, remodelled and equipped with computers and sports fields.

ADDinG OPPORTuniTieS Another principal project to bring future progress and sustainable prosperity to youth and families in the region is the new National College of Technical Professional Education (CONALEP), built and equipped by Goldcorp in alliance with federal, state and municipal authorities, as well as regional suppliers and partners.

Until CONALEP opened in mid-2009, there were no local technical training opportunities and few career prospects in this mainly agricultural region. The only post-secondary educational option was a far-off city school, and for most families, travel and living expenses were financial impossibilities.

As instructor Saira Deyanira Gaona Mariscal says, “In this region, it is almost impossible to get a job. CONALEP gave me an opportunity for which I am most grateful. It fills me with pride belonging to this institution. Peñasquito mine really helped our progress, not just on campus, but whole families. Young people are benefiting from this project, and are motivated by possibilities without having to migrate to big cities.”

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CONALEP students


SPeCiAL FeATuRe

“ CONALEP gave me an opportunity for which I am most grateful. It fills me with pride

belonging to this institution. Peñasquito mine really helped our progress, not just on campus, but whole families.”

Saira Deyanira Gaona Mariscal, teacher

>muLTiPLYinG imPACTGoldcorp contributed C$1.08 million for construction of the building, furnishings, computer equipment and more. The college is operated by the Mexican government, staffed with 33 teachers and administrators, and sited on five hectares donated by the municipality of Mazapil.

CONALEP features three classrooms, two workshops, a laboratory, library, computer centre and sports courts for basketball and volleyball, as well as soccer and baseball fields. Goldcorp also purchased a school bus to transport students to and from 59 communities across north-central Mexico, and converted an existing town structure into a dormitory for 142 enrollees.

Isenia Deseri Guevara, 18, Joel Davila Santos, 17, and Jorge Hernadez Veloz, 17, live in residence while attending CONALEP and say their parents are relieved to know they are safely housed, fed and cared for in a comfortable setting for a small fee. Classmate Homero Martinez Rodriguez Martinez is grateful for the best of two worlds: “I can work here when I graduate and continue to study if I choose. I thank the people who built this school for students in town because we come out ahead.”

ADvAnCinG BY DeGReeSThis year, 254 students aged 15 to 19 are enrolled at CONALEP, taking a variety of courses such as computer sciences, English, human development, electromechanics and industrial engineering and extra-curricular pursuits like dance and music. More than 200 annual scholarships are offered by corporate donors, including 21 from Goldcorp worth about C$37,000, to support students pursuing mining careers.

In June 2012, the first graduating class of 74 – 56 men and 18 women – will earn degrees. It’s estimated all will find full-time employment within three months of graduation. Goldcorp hopes as many will join the Peñasquito team. Seventeen-year-old Ibrahim Gutiérrez Medina will graduate in June and says CONALEP has helped him immensely. “The school is an important factor for change. Here I gain the tools necessary for daily life. My family told me they felt pride in the change in me as a person and this happened in just a few months. I feel fortunate to be able to study and better myself in the place I was born.”

Class teacher – near Peñasquito School class activities, El Sauzal, Mexico


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mARkinG PROGReSS GLOBALLY Goldcorp makes significant investments in education and training for families, seniors, single mothers, youth and the underprivileged in host communities in which it operates the world over. A sampling includes:

Guatemala – In coordination with local and national educational institutions, Goldcorp works to strengthen and improve educational resources. Since 2004, the Company has paid the salaries of 20 teachers in the communities around Marlin mine and helped educate over 7,000 students. School enrollment rates in the eight communities surrounding the mine have increased by over 80% since 2002.

Honduras – Though San Martin mine ceased production in 2008, Goldcorp continues to support the community with social and environmental programs. Over the years, the Company has built and maintained educational facilities, provided teachers for local elementary schools and funded scholarships for over 45 students.

mexico – In addition to CONALEP in north-central Zacatecas, Goldcorp partners with government and authorities in Durango province to provide CONALEP post-secondary technical training to community members interested in the mining field. Currently 122 students are enrolled and 68 students to date have graduated from the program.

Through the Mexico National Institute for Adult Education (INEA), Goldcorp also helps host regions improve adult literacy and basic education in their communities.

Near our Los Filos site, since 2009 Goldcorp has built and equipped a kindergarten and a community computer centre, provided a variety of training programs and granted 96 student scholarships. To address social and family challenges in districts surrounding Los Filos and Peñasquito, Goldcorp offered educational seminars on “Spouse and Parent-Child Conflict Resolution.” Since 2009, over 285 people have attended these lectures.

Canada – To foster career and personal growth for employees, Goldcorp has created a program that encourages staff to temporarily relocate to other Company sites and operations and learn a range of roles and responsibilities, broadening their business skills and experiences. Read more on page 24.

Worldwide – Goldcorp’s Creating Choices initiative is a multi-faceted instructional program designed to advance the potential of women across all operations by building skills, knowledge, capabilities and opportunities to fulfill professional and personal aspirations.

1. CONALEP students2. Marlin scholarship recipients 3. School children near El Sauzal

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SPeCiAL FeATuRe

Wise words

I have great satisfaction because I know CONALEP has a positive impact on our society, on the Mazapilense people and the province of Zacatecas. Today students have opportunities many of us never had due to the lack of a local educational institution.

– Daniel Cervantes Guillermo Ordonez, CONALEP teacher

Since the beginning, Peñasquito mine has helped us. There are not many jobs here. When this project came, it was a source of employment for more of our people.

– Maria del Rosario Gonzalez Garcia, baker

Six years ago, Mazapil was really depressed, but now there has been a complete transformation. The mine has brought a lot of new life. I think that there is a great future here.

– Luis Palomino Ruiz, store owner

Quick study

As well as formal schooling, Goldcorp funds a number of educational and entrepreneurial initiatives in Mexican communities to help people prosper, including:

• Funding for a women’s collective in Mesas to create and sell a line of botanical hair, skin and cleaning products

• Carving workshops to train Anahuac residents in how to transform mesquite wood cleared for mine construction into artistic creations bought by tourists and mine guests

• Equipment, administrative assistance and marketing expertise to help Guadalupe women start and succeed in a bakery business

• Domestic technology programs to teach single mothers, the elderly, disadvantaged and unemployed to start and sustain small businesses

• Ongoing workshops and programs to preserve local traditions and promote the making and marketing of handicrafts, ixtle spinning, sewing, pottery, embroidery, candies and confections, textiles, fibre crafts and marble and onyx art


Rooted in CommunitiesGrowing plants and trees for future generations comes naturally at Peñasquito mine in Mexico.

L ong before Peñasquito mine commenced production in 2010, Goldcorp was proving the

Company’s industry-leading commitment to community responsibility and environmental sustainability.

Since 2006, our personnel have carefully transplanted hundreds of thousands of cacti, palms and other native plants from high-activity areas to 10 designated replanting sites across 700 hectares in and around the mine.

In all, 559,499 specimens were relocated in this Goldcorp initiative – one of the country’s largest such conservation efforts. The targeted transplant survival rate was 88%. Goldcorp achieved 96% success. Nearly 25,000 of these plants are on the federal list of protected species.

GROunDWORk FOR THe FuTuRe During the process of digging and moving cacti, some weighing half a tonne, Goldcorp environmental teams also combed through forests to tag endangered tree species

with GPS locators to make future spotting easier for continued monitoring of health and growth. At the same time, seeds were collected for the Company’s next major eco-project: propagating saplings in the huge Peñasquito nursery specially built to replenish rare species in local communities and key regions of the nation.

“We are raising 15 types of trees, including mesquite, acacia, agave, pine and fresno,” says Armando Escarcega, Environmental and Community Relations Manager at Peñasquito. “We began in 2009 and grew 200,000 seedlings. In 2010 we increased our capacity and produced 520,000, and by the end of 2011, we will have reached 1.5 million. Our goal is to grow 5 million plants annually.”

According to Escarcega, about 55% of the yield is designated for post-mining reclamation of Peñasquito land in the future, and the remainder supports ProArbol, a federal reforestation program initiated by Mexican President Felipe Calderón. Goldcorp volunteered to partner with the government

to produce saplings for the semi-desert region of Zacatecas and other areas surrounding the mine.

GReen THumBSIn the nearby town of Mazapil, July 17, 2011 was declared Social Reforestation Day, when Goldcorp joined federal, state and municipal officials for ecological activities and celebrations. Peñasquito nursery supplied over 10,000 pine trees for the event. Citizens young and old, along with mine employees and their families, helped green the countryside and beautify community parks, squares and school grounds in a day-long plant-a-thon.

It was a proud achievement for greenhouse employees, who lovingly raise seedlings for the next generation, including their own grandchildren. As an equal-opportunity employer, Goldcorp hires local seniors to work at the nursery, who together have 500 years’ experience. Overseeing this talent is Supervisor Felipe Estrada Agüero, a 24-year-old university graduate.


SeCOnD nATuRe

Agüero and his team are working hard to expand the nursery’s environmental and social impact. A baseline study is currently underway to measure the output of carbon dioxide. 2.8 million cubic metres of organic soil is stored for eventual reclamation projects. Staff also conduct school tours and promote activities in water conservation, forest protection and anti-littering.

BRAnCHinG OuT “Plant rescue and relocation are only part of the many commitments made

by Goldcorp regarding the environment,” says Agüero. “We have brought Learning from the Tree, one of our educational programs, to 13 communities, providing training to preschool, primary and junior-high school teachers. Started in 2007, this initiative is designed to instil students with a greater respect for environmental matters.”

Like the Peñasquito nursery, the greener local landscapes and the popular eco-programs, Goldcorp’s standard-setting

responsibility for people and the planet keeps growing and growing.

nOTABLe nuGGeTSAll of Goldcorp operations worldwide have implemented biodiversity management plans to meet or exceed regulatory requirements.

Prickly characters

In Spanish they are called viejitos, meaning “old people”, and given their longevity, cacti, palms and other native Mexican plants live up to the name. Mature species as old as 300 years can weigh as much as 450 kilos. These ancient flora are protected federally, so as part of the Peñasquito mine planning phase, Goldcorp personnel began the arduous task of transplanting. The process was literally painstaking as these thorny rascals protrude needle-sharp three-inch barbs, making leather gloves and gaiters a must.

In all, 559,499 specimens were relocated in this Goldcorp initiative – one of the country’s largest such conservation efforts. The targeted transplant survival rate was

88%. Goldcorp achieved 96% success. >

1. Transplanting cacti at Peñasquito 2. Peñasquito nursery employee

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Engineering Career GrowthA chat with this Goldcorp employee makes it crystal clear: the future of our Company is rock solid with young professionals of this calibre.

B oi Linh Van often works 2,000 metres underground, but she’s got what it takes to climb up the corporate ladder.

Born in Vietnam, raised in Toronto and a whiz at math and science, she earned an Applied Science degree majoring in Mineral Engineering. Through a classmate, Boi Linh heard of Goldcorp’s working philosophy and corporate commitment to employee growth. She was especially impressed by a program at the Red Lake mine that offered job rotation in diverse engineering roles.

Boi Linh joined the Red Lake team in 2003 and progressed through several planning and technical positions, including Ground Control Engineer. Last year, her colleagues encouraged her to apply for another Goldcorp opportunity: a term as Technical Assistant to the Chief Operating Officer (COO), Steve Reid.

The 12- to 18-month tenure is one of the latest Goldcorp initiatives to offer employees dynamic new challenges, skills and insight across business operations. The role offers potential to:

• Gain exposure to key leaders and teams throughout the organization

• Become involved in strategic projects and processes

• Travel to the global sites and development projects

• Participate in corporate programs and functions

GOinG PLACeSBoi Linh was selected and settled in Vancouver to fill the posting in March 2011. Since then, she has helped John Allan, Vice President, Sustainable Development, implement software throughout the Company for sustainability reporting, assisted in developing the corporate crisis management plan, taken part in the budgeting and strategic business planning processes and often sits in on operational and strategy meetings. She has also been able to visit many mine sites in Canada, the US and internationally, including Peñasquito in Mexico, Marlin in Guatemala and San Martin in Honduras.

The last was a highlight because she had the opportunity to participate in the global launch of Goldcorp’s Creating Choices program, an initiative spearheaded by Anna Tudela, Vice President, Regulatory Affairs and Corporate Secretary, designed to advance the potential of women through knowledge, capabilities and opportunities to fulfill professional and personal aspirations.

“Creating Choices was one of the first things I got involved in. I went with Anna to conduct the initial information sessions in Guatemala and Mexico and recently Toronto. I took the training modules in Honduras with 31 other Goldcorp women who are strong and capable, and who want to make a real difference in the Company and in their communities. I am so excited to see how it will positively affect so many people in the future.”

Boi Linh is also enjoying working at corporate headquarters. “I’ve spent my career to date at the mine site, so to be able to come to head office and gain insight into the focus and perspectives here and compare these to what we do in the field and how it affects the Company as a whole, is fantastic. You learn what’s important for each operation, what’s key for the Company and how these are different yet much the same and how it all fits together.”

uPWARD mOBiLiTY Boi Linh says her long-term objective is to grow, develop and take advantage of all that Goldcorp empowers her to do. Does that mean her ultimate aim is to someday fill the COO’s shoes?

“This opportunity has allowed me to see what exemplary leadership is all about and has definitely motivated me to want to be a great leader; but when it comes to my career, I have never been one to focus on the destination. For me, it’s the journey to get there that is important.”

in YOuR eLemenT

Boi Linh Van at the Goldcorp offices in Vancouver

Dressed for success

Boi Linh’s first challenge in her new role caught her by surprise.

“I suddenly realized I had no office attire. At the mine, my work wardrobe generally consisted of jeans, t-shirts and steel-toed boots. I had just a few nice pieces. After a week or so, on my way home, I went into one of the stores along Robson Street to buy ‘just a few things’ and before I knew it, I had spent more than I had ever expected to. Needless to say, I now try to avoid walking along that street home.”

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Greening the WorldGuatemala – Through Goldcorp’s Environmental Department and Fundacion Sierra Madre, the Company reforests between 10 and 20 hectares annually – far in excess of federal requirements.

Honduras – Goldcorp’s San Martin Foundation supports a number of projects to provide sustainable business opportunities for community members, including bean, plantain and corn production, as well as an ecology centre and hotel, featuring interpretive trails, wildlife habitat and outdoor adventures.

Canada – Employees planted cattail seeds across 8.5 hectares of wetlands around our Campbell and Red Lake mines as part of a long-term strategy to improve water quality. Porcupine mine was presented the Tom Peters Memorial Mine Reclamation Award in 2011 for its work on the Coniaurum property in Timmins. The historic mine site and tailings area have been cleaned up and transformed into a flourishing habitat for the bears and bees.

Our World of Community ResponsibilityContact us at [email protected]

For more information on Goldcorp’s responsible mining initiatives around the globe, visit: www.goldcorp.com/Responsible-mining