Above Ground Fall/Winter 2014

ISSUE 09 // FALL/WINTER 2014

WINNING IDEAS 2 TOP HONOURS FOR EMPLOYEE CREATIVITY

VIRTUALLY WHEEL 20TAkINg dRIVER SAFETY HI-TECH

SCATS SCAN 28INVENTIVE gOLd RETRIEVAL

Golden RewardsCERRO NEGRO AND ÉLÉONORE POUR FIRST GOLD

10

We are pleased to share (with you) another issue of Above Ground magazine. It’s been an exciting time at Goldcorp, with several milestones achieved, including first gold pours at Éléonore in Canada and Cerro Negro in Argentina.

In this edition, we share advances in safety, like simulators and site-issued drivers’ licenses, and our ongoing dedication to fostering the potential of

people with the launch of Goldcorp’s Growing Choices program and Global Excellence Awards.

We continue to work with our partners to create lasting community benefits, such as bringing reliable power to a small town in Argentina, and providing dental care and support for childhood-cancer charities in Mexico. We also continue to make strides in Operating for Excellence (O4E), becoming the first gold company with patent-pending efficiencies using waste material, and a new Tailings Stewardship Program that exceeds industry and government regulations.

We hope you enjoy these stories as much as we take pride in sharing them. And be sure to check our Above Ground blog online at www.goldcorp.com/blog/ for updates between issues.

Growing Excellence

Every story featured in this issue demonstrates our core commitment to Goldcorp’s Values and Six Pillars.

Goldcorp ValuesSafe Production Acting Ethically Respecting All Our Stakeholders Open Communication Empowering Others Innovation

Goldcorp's Six PillarsGrowing Safety Growing People Growing Partnerships Growing Safe Production Growing Margins Growing Reserves

Brent Bergeron Senior Vice President of Corporate Affairs

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

Editor: Virginia Morgan

Art Direction & Design: Red Rocket Creative Strategies RedRocketCreative.com

Printer: Hemlock Printers Hemlock.com

Contact: Goldcorp Inc. Park Place, Suite 3400 – 666 Burrard Street, Vancouver, BC V6C 2X8

T: 604.696.3000 F: 604.696.3001 E: [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 to [email protected]

goldcorp.com

Hi-tech simulators and specialized skills make improved safety an everyday reality.

SAFETY DEPOSITS 20

Goldcorp's Creating Choices program continues to grow and Dani Drewek proves that women are trailblazers and ground breakers.

FORGING FUTURES 15

Still going strong: meet this long-time employee who's trotted the Goldcorp globe.

IN YOUR ELEMENT 18

Cerro Negro and Éléonore mines set the bar for future success with first gold pours.

SPECIAL FEATURE 10

Our new Tailings Stewardship Program is the start of industry best practises.

SECOND NATURE 24

Funding Aboriginal entrepreneurs, helping kids with cancer, providing free dental care and electricity to Mexican communities: Goldcorp empowers people everywhere we operate.

WORLD OF GOOD 2

AbovE gRounD iSSue 092

When Cerro Negro employee Alejandro Allegrucci got the call that he and his wife would fly to Vancouver to celebrate operational excellence with Goldcorp’s executive team and fellow honourees, he was overcome with emotion. “I was so excited that I couldn’t contain my tears,” he says. Meanwhile Éric Dessureault from Éléonore mine thought at first it might be a prank. “I said, ‘Are you sure? Is this real?’”

Both real and emotional, Goldcorp’s inaugural Global Excellence Awards, hosted in June 2014, showcased outstanding projects proposed and implemented by employees to improve safety and Operating for Excellence (O4E) initiatives. Exceptional efforts worthy of recognition showed fresh thinking, ground-breaking innovation and collaborative effort, demonstrating the company’s

commitment to creating opportunities for personal and professional development, and helping people reach their full potential, while delivering operational efficiencies and safety improvements.

“The whole idea is to gather people from around the company who have made a difference at their sites, either through some initiative regarding safety or our O4E program, and then celebrate that success together,” says Chief Executive Officer Chuck Jeannes, who along with Chief Operating Officer George Burns, Russell Ball, Executive Vice President Capital Management, and Paul Farrow, Senior Vice President, People and Safety, personally welcomed the winners to the awards ceremony in Whistler, B.C., Canada. The group also toured local attractions, including Grouse Mountain and Stanley Park.

Alejandro Allegrucci from Cerro Negro mine said spending time with the executive team was

“the most interesting and moving part” of the trip. “Having Goldcorp executives alongside us employees who work in mines was great.”

Excellence RewardedGoldcorp’s Global excellence Awards honour outstanding employee efforts

winning moments

CEO Chuck Jeannes presents Josias Misael

de Leon from Marlin, Guatemala with a Global

Excellence Award.

AbovE gRounD iSSue 09 3

Joe Garito from Porcupine Gold Mines said this award gives employees extra incentive to share their ideas – big or small. “It kind of put everything into perspective - how important a project is and how successful it can be for the company.” Wharf mine winner Dan Axland agreed, noting: “This is just another way Goldcorp shows employees how valuable everybody is to their company.”

The Global Excellence Awards are a celebration of Goldcorp’s Values of Safe Production, Empowering Others and Innovation, which extend from the top down throughout the company. Jeannes says:

“We spend a lot of time looking at the sites and how they perform as an organization and that’s great. It is all about teamwork. But there are often individuals who deserve some special recognition for their efforts.”

One such deserving winner is Moises Santacruz Valencia from El Sauzal mine who believes the awards inspire employees not only to do good work, but also feel pride in the company they work for. “Like we say in Mexico, ‘Put on the shirt’

of the company. Continue working with a lot of enthusiasm because we know that they are looking after us and that good things will be rewarded. No idea is bad.”

WORLD OF GOODWORLD OF GOOD

heart feltA show of pride from Fransico Luna Gauna of Los Filos, Mexico.


AnD THE globAl ExCEllEnCE AwARD winnERS ARE...All teams, award winners and runners-up demonstrated Goldcorp’s guiding vision: Together, Creating Sustainable Value. Some of the highlighted initiatives include:

· Musselwhite’s ‘Tin Can Manway’ project virtually eliminated injury risks for miners ascending and descending levels of the mine

· Red Lake staff created an annual ‘Safety Training Day’ program that paces employees through eight varied and engaging safety and workplace-conduct practices in one day

· A new Preventative Safety Measures system at Cerro Negro reduced the frequency and severity of safety-related incidents, days lost to injury and equipment damage by 70%

· The annual Los Filos Safety Expo promoting workplace and community health burgeoned into a full two-day cultural event attracting 6,000 people

· The ventilation system in the assay lab at Wharf was completely overhauled to prevent potentially-harmful particles from circulating

· A small, simple braking device was invented at Éléonore, effectively safeguarding operators from possible ejections when high-velocity drills intersect high-pressure water veins

· Marlin reached full compliance with international OHSAS 18001 (Occupational Health & Safety Advisory Services) safety standards and lowered injury rates by 83%

· Demonstrating “creative capital,” $4.9 million in gold was recovered from decades-old piles of reject material at Porcupine Gold Mines grinding mills

· El Sauzal’s explosives teams found an innovative way to save significant fuel costs by substituting recycled motor oil for diesel fuel

· The ‘Ventilation On Demand’ system at Éléonore will save $1.6 million in electricity and propane costs through wifi-technology that tracks when and where fresh air is needed, or shut down when not required

· Los Filos nearly doubled a production growth target of 8% with improved maintenance practices and solutions to equipment failures and production jams

· Peñasquito increased fleet production by three weeks per year through safe but speedier truck hauling

· Marlin staff teamed up with haul truck operators to raise average daily tonnage by 40%.

laUDaBle laBworK

Bill Shand, Vice President Maintenance and

Operations Strategy, with award recipient Dan Axlund,

Lab Foreman at Wharf.

on toP of the worlD

Group photo in Whistler, B.C.


WORLD OF GOOD


Goldcorp’s participation in CAPe Fund gives Aboriginal entrepreneurs a foothold on the future

CAPE Kick Starts Success

When Sean McCormick sought financing for his startup footwear venture, he wanted an investor that would help build his business, and equally importantly, support Aboriginal culture.

“I wanted a partner that mirrored the philosophies I have and that our business has, which is kind of a double mandate,” says McCormick, CEO and founder of Manitobah Mukluks, a Winnipeg-based manufacturer of mukluks, moccasins and related fashion accessories.

McCormick found the perfect fit with the Capital for Aboriginal Prosperity and Entrepreneurship (CAPE) Fund, a $50 million private-sector investment fund capitalized by 21 investors, including Goldcorp, other leading Canadian corporations and individuals, as well as three international foundations.

“CAPE’s primary goal is to encourage the creation and growth of Aboriginal business and entrepreneurship in Canada by providing nurturing support and capacity-building, together with the

required equity capital to help ensure success. It hopes to create role models to inspire a new generation of aboriginal entrepreneurs, while simultaneously providing financial return to its investors,” says co-founder David Martin.

To date, CAPE has invested more than $30 million to assist First Nations, Metis and Inuit businesses and communities. The original vision was to act as a private equity fund, says Managing Director Peter Forton. “However, when we got into the market we found that the real demand was in development-stage companies. We’ve come to follow much more of a venture capital model, working in close partnership with our seven portfolio companies, both before and after our investment.”

STEPS To SuCCESSCAPE investment assessment focuses on long term economic sustainability; promising market opportunity supported by a well-articulated business plan; a platform for Aboriginal

Progressive stePs

CAPE Fund has helped Manitobah Mukluks

quadruple growth.


management support and training; potential to transfer the CAPE business equity interest back to the entrepreneur or community over time; and the ability to generate a reasonable financial return to CAPE on the maturity of its investment, generally six to seven years later.

Manitobah Mukluks met all these criteria and due diligence, receiving funding for business expansion, as well as invaluable mentorship from the CAPE management team and investment committee, including former Canadian Prime Minister, Paul Martin, and his son David, both co-founders of CAPE.

“They brought us another level of sophistication and governance. It’s been very helpful,” says

McCormick, whose company has quadrupled sales growth and employs nearly 60 Canadians, about half of whom are Aboriginal. It’s just as important to him that Manitobah Mukluks serves as an example of the vast potential of youth today and for generations to come.

“I’m proud of what we’ve accomplished so far, but that is secondary to the impact we are making in the community,” he says. “We don’t need a whole bunch of Aboriginal billionaires created by CAPE. What we need is a culture change, a bunch of good news stories. We need people to see what the possibilities are. That’s the value of working with CAPE.”

CAPE CrusadersCAPE Fund is one of Canada’s largest social finance funds providing key investments, as well as employment and training opportunities at all levels for Aboriginal companies across industries.

· Canadian Prairie garden Purees supplies a broad range of aseptic vegetable and fruit purees, produced with an innovative steam infusion technology, to customers in the food manufacturing and food service industries.

· Manitobah Mukluks (see adjacent article) is one of today’s fastest-growing Canadian footwear brands with global scope and international sales.

· one Earth Farms is a unique food product company offering healthy family food alternatives, from naturally-raised proteins to organic baby food.

· universal Helicopter newfoundland and labrador is amongst Canada’s most successful helicopter companies with 50 years of service to government, mining, utilities, construction, engineering, environment, tourism and film.

· MlTC industrial investments manages interests in lumber, transportation, fuel distribution and biomass energy.

· indigena Solutions an outsourcing service for software application and development, maintenance and testing, contact centre services, IT Help Desk and back-office business processing.

· Coastal Shellfish operates a vertically-integrated scallop aquaculture business incorporating a state-of-the-art hatchery, nursery and grow-out sites, as well as processing and distribution.

WORLD OF GOOD


G oldcorp's Peñasquito mine and Camino Rojo project combined efforts to raise money in support of children with cancer through the Juntos

los ayudamos a llegar (Together We Can Help) campaign, held at the 2014 Zacatecas Business Expo in August.

More than $103,550 Mexican pesos were raised during the two-day event, which invited the public to have photos taken at the Goldcorp booth. The company donated 50 Mexican pesos per photo to the Asociación Mexicana de Ayuda a Niños con Cáncer - AMANC (Mexican Association for Aid to Children with Cancer).

Camino Rojo Operations Manager, Isaías Rivera, presented the donation cheque at the AMANC office in Zacatecas, to the cheers of children, parents and regional Economic Minister Patricia Salinas Alatorre.

“Thank you to Goldcorp, a flagship company in the state of Zacatecas,” said Alatorre. “In addition to creating jobs and contributing to economic benefit, they have now set the standard for other companies to join in helping our communities that need it most.”

Founder and President of AMANC Zacatecas, Susan Cabral Bujdud, was especially grateful.

“With the support of the business community and Goldcorp, the association is receiving an important contribution. We thank Goldcorp for being a socially-responsible mining company that took the initiative to seek us out.”

AMANC will use the funding to continue providing vital treatment to childhood cancer patients, one of the many worthy causes Goldcorp supports worldwide as part of the company’s vision: ‘Together, Creating Sustainable Value.’

“Across the industry, Goldcorp strives to model and encourage good corporate citizenship,” says Rivera. "The mining industry has come a long way. Companies are more responsible and more engaged with all stakeholders. It is our pleasure to contribute to this noble cause as it supports two of our Six Pillars: Growing Partnerships and Growing People. I would like to take this opportunity to invite more companies to join these efforts to bring much-needed benefit to our communities.”

Fundraising Snapshot: MexicoSupporting children with cancer pictures prominently in a Goldcorp initiative

“In addition to creating jobs and contributing to economic benefit, they have now set the standard for other companies to join in helping our communities that need it most.” - Patricia Salinas Alatorre,

Zacatecas Economic Minister

family frame of minD

Goldcorp raises family cheer with a much-

appreciated donation.


Dentist Juan Carlos Avilés Rodríguez, Coordinator of the UNAM Social Service, says that 88% of the Mexican population has dental issues, often from a very early age, as access to professional care is very limited in rural areas.

The team that provided free care to local residents consisted of 20 dentists led by three specialists from the UNAM Foundation and Dentistry School. Also involved in this strategic alliance was the Health Ministry of Zacatecas.

Dental care stations with high-quality sterile instruments and technology were installed at

Goldcorp’s Peñasquito mining complex, where employees and local residents benefitted from professional cleanings, extractions, pediatric dentistry and oral hygiene education.

Rodríguez said this is the first time dental services were offered at a mine site in Mexico, clearly demonstrating Goldcorp’s outstanding commitment to helping local communities in many tangible, beneficial ways.

Goldcorp Brightens Smiles in CommunitiesEarlier this year, Goldcorp’s Peñasquito mine and the National Autonomous University of Mexico (UNAM) partnered to deliver free dental treatment to over 800 residents of the semi-desert region of Zacatecas.

sParKling cleanOne of many patients receiving free dental care at Peñasquito.

WORLD OF GOOD


Gold Milestones

Two first gold pours in three months, across two continents, adds up to an industry first.


Goldcorp recently achieved double milestones in operating regions that are geographically thousands of miles apart

and find any bottlenecks or other issues,” says Ball. The expected commercial production date for Cerro Negro is the end of 2014 and Éléonore in the first quarter of 2015.

FouR wEEkS AHEAD oF SCHEDulESuccess is on the fast track at Éléonore with first feed and first gold pour four weeks ahead of schedule. At Cerro Negro, the team is progressing towards commercial production and celebrating the feats accomplished to achieve the first pour. Designing, local sourcing and building a large-scale mine in an isolated region presents myriad geographical, political, cultural and logistical challenges. However, the teams at Cerro Negro and Éléonore have successfully managed those challenges and gold production has started at Goldcorp’s two newest operations.

On July 25, 2014 Cerro Negro in the south of Santa Cruz province, Argentina poured first gold, soon followed by first gold on October 1, 2014 at Éléonore in the James Bay region of northern Québec, Canada.

Executive Vice President of Capital Management, Russell Ball, heads up the project group responsible for the construction phase of Goldcorp's mining operations. “Two first gold pours within three months! It may be an industry first. It’s certainly something worth celebrating.”

“No other senior gold producer is delivering growth like Goldcorp,” says Ball. “Goldcorp had a vision for growth and acquired a pipeline of development properties. Here we are today, after years of dedication and effort, delivering on the promise.”

“The next milestone occurs when these projects reach commercial production. The period between first pour and commercial production is a busy time, in which the Projects team and the Operations team work closely together to examine processes

“No other senior gold producer is delivering growth like Goldcorp”

- Russell Ball, Executive Vice President of Capital Management

fireD UPÉléonore employees eagerly watch first gold pour.

SPECIAL FEATURE


As both Éléonore and Cerro Negro progress toward commercial production, each operation is undergoing a major workforce transformation. Construction crews are nearing project completion while mine employees are being hired and trained. According to Ball, “The head count remains roughly the same, but the ratio is changing. The majority of staff will now be employees, not contractors. Permanent residents, not temporary staff.”

To create a sustainable, enjoyable community in which to live and work for years to come, Goldcorp is building an ice rink and key lifestyle amenities at Éléonore. At Cerro Negro, a soccer pitch has been built and the company has initiated a training program to build a local pool of skilled labour and diverse career potential. Significant investments in local workforces across all Goldcorp operations also underscore several of the company’s Six Pillars: Growing People, Safety and Community, while simultaneously increasing value for shareholders.

DECADES oF SuSTAinAbiliTy“In the construction phase, we often have to import skilled workers,” says Ball. “At the same time, we’re working to train locals to become miners once the site is operational."

First Gold Pour DefinedA ceremonial moment, first gold pour is the inaugural casting of dóre (a mixture of silver and gold) into a bar. Having been mined, processed and refined on site, the first doré is a landmark achievement given that the time span from exploration and permitting to construction and production can take decades.

In partnership with other companies operating within the surrounding community, Goldcorp’s Cerro Negro project recently donated an electrical generator to the Municipality of Perito Moreno to help improve quality of life for residents.

The farming town of about 7,500 inhabitants has recently doubled its population and was frequently experiencing power outages due to the increased

energy demand. With winter approaching the town needed a solution. So Cerro Negro contributed 40% of the $4,451,285 cost in Argentine pesos to purchase a Caterpillar generator, with the remaining 60% donated by three other mining operations and services companies. The generator will enhance energy capacity supplied by the Society of the State Public Utilities to provide the region with consistent, reliable power year round.

Power for people


PoUr it onThe Éléonore team celebrates casting the first doré in October.

As in every Goldcorp operation, safety is foremost for Alastair Still, former Project Director for Cerro Negro, who remains proud of the culture entrenched at the mine. “Many people had limited or no experience with large-scale construction or underground mining. But thanks to our safety department and a focus on continual improvements we made great strides. It was very gratifying when we received the Goldcorp Safety Bear award in 2013 for Most Improved Operation. Also earlier this year, we passed over 5,000,000 hours without a lost-time incident. Pouring first gold is an important milestone, but ensuring people go home safely is our cornerstone for safe production.”

Ball cites a prime example of this commitment seen just before Éléonore’s first pour. Everyone was keen to achieve the feat before the end of the third quarter. But on September 30, some issues were identified that had to be resolved first. “The team was eager to press on but we decided to do the pour the next day on October 1, after the issues were resolved and the team was able to get some rest. It’s a credit to the Goldcorp culture that the team at Éléonore stood by their claims that people come first, and safety comes before production.”

Today, both mines are on track to become core assets for Goldcorp. Cerro Negro is currently undergoing a $20 million drilling program to extend minable reserves and resources. At Éléonore, the plant is complete and development of the mine continues to ensure increased capacity from 3,500 tonnes a day to 7,000 tonnes a day.

SPECIAL FEATURE

liQUiD golDFirst gold pour at Cerro Negro


Argentina's Mining Company of the YearOn November 19, 2014 in Buenos Aires, Argentina, Goldcorp's Cerro Negro mine received the 2014 Mining Company of the Year Award from Panorama Minero and the Fundación para el Desarrollo de la Minería Argentina (FUNDAMIN).

“We appreciate this award that Panorama Minero and FUNDAMIN have given us, and we feel that it recognizes the effort that the company has been making in recent years to develop the Cerro Negro project, along with the partnerships that we have built with our suppliers and the entire community of Perito Moreno and Santa Cruz,” Eduardo Villacorta Haddad, Senior Vice President for Central and South America Goldcorp, stated in his acceptance speech. Eduardo then dedicated the award to the entire project team at Cerro Negro, given that without their valuable contribution this achievement could not have been earned.


Women working at Goldcorp now have even more opportunities to develop leadership skills and advance their careers, thanks to a new Creating Choices module called Growing Choices.

Goldcorp is proud to launch the second component of Creating Choices, Goldcorp’s training, development, and mentoring program designed specifically for women employed by the company.

Growing Choices teaches techniques such as developing personal brands, creating plans to achieve better work/life balance, building a structured career plan, and networking effectively to build professional relationships.

“One of Goldcorp’s Values is Empowering Others,” says Anna Tudela, Vice President Regulatory Affairs and Corporate Secretary at Goldcorp.

“We do this by investing in people and their development and providing opportunities so they can reach their maximum potential. After the success of Creating Choices, it brings me great pleasure to launch the next phase of our program to further develop Goldcorp’s women leaders.”

The new program will start in January 2015 and is open to all female employees at Goldcorp who have graduated from the Creating Choices program. It will be delivered at each Goldcorp operation by trained facilitators. More than 1,200 women have graduated from Creating Choices so far, and Goldcorp expects many of its female employees will be interested in the second stage of the program aimed at continuing their personal and professional development.

Graduates of Creating Choices and Growing Choices can then move on to the third stage of the program: Mentoring. Women will be matched with a formal Goldcorp mentor (man or woman) who will help them continue to develop and achieve their professional goals.

Growing Choices

DoUBling sUccessAnna Tudela, Vice President Regulatory Affairs & Corporate Secretary, spearheaded the Creating Choices programs.

FORGING FUTURESFORGING FUTURES


When Dani Drewek applied for the physically demanding job as cage tender at Goldcorp’s Red Lake Gold Mines (RLGM), Shaft Supervisor Albert Sandberg was surprised.

Challenging Traditions Head-on

“There were a lot of questions,” says Sandberg. “A female applying for a job as a cage tender? We never had a female cage tender here before. Who is she, and why would she want to do it?”

A cage tender is responsible for transporting workers and equipment into an underground mine and back up to the surface. The position requires a lot of heavy lifting, and pushing or pulling tramcars and cage doors.

Sandberg was a bit skeptical at first, but had witnessed Drewek’s work on a Spyder during her first year on the job at Goldcorp in 2012 and was impressed.

“I saw that she was a good worker,” Sandberg said. Still, he warned her when she applied for the cage tender job in 2013 that it would be tough.

“I explained that the cage tender job was very demanding, with a lot of responsibility to safely move people and material. She would have to learn the cage call system and follow the shaft procedures,” he said. “She seemed confident and didn’t seem fazed about it.”

Sandberg took a chance and hired Drewek. The results so far have been positive.

“She has done well in her job since then and continues to learn more,” he said.

Drewek’s unprecedented move at RLGM helped earn her the title of Tradeswoman of the Year at the

“I proved that it was possible for a female to do a position that had been completely male-dominated without the need for the workforce to change their ways for a female.”

- Dani Drewek, Tradeswoman of the Year

UnleasheD Potential

Dani Drewek, Influential Woman of

Northern Ontario's Tradeswoman of the Year.


FORGING FUTURESFORGING FUTURES

17th annual Influential Women of Northern Ontario Awards held in June 2014 in Thunder Bay. It was a new award category added this year, which included honours for 13 women from different industries across Northern Ontario.

Drewek was thrilled to receive the award.

“I have worked very hard to get where I am in the mining industry and am proud of the acknowledgement,” said the 22-year-old from Atikokan, Ontario. “RLGM took a chance on me for hiring the first female cage tender. I believe I was a great choice for the position. I proved that it was possible for a female to do a position that had been completely male-dominated without the need for the workforce to change their ways for a female.”

Drewek first became interested in working for Goldcorp while employed as a labourer in aviation maintenance at Wasaya Airways, which runs charters to Goldcorp's Musselwhite Mine.

Drewek told the Influential Women of Northern Ontario organization that she was inspired to work in the industry after reading a newspaper article about Barb Courte Elinesky, the trailblazing boss of two Thunder Bay exploration-drilling companies.

Drewek messaged Elinesky through Facebook and the two began an instant friendship. Within months, Drewek had received her hard rock common core training in Sudbury and was off to Red Lake.

Drewek said she isn’t intimidated working in a male-dominated industry. "You've got to have a positive attitude and be thick-skinned to be around there,” she said.

Still, being a woman in a position traditionally held by men was a challenge at first. Drewek felt like she was regularly tested.

“It was hard to be taken seriously when I wanted to move up in mining, especially as a girl who wanted to achieve more than being put on a truck or in a rock breaker. I wanted to show what I can do,” she said. “I still have to prove myself almost every day, but I wouldn’t change a thing.”

Her goal is to get a position operating a jumbo, jackleg or stopper drill and eventually move into a supervisory role.

Drewek’s job—and the recent recognition she has received—demonstrates how Goldcorp is working to empower its employees and encourage them to pursue their career goals, no matter how daunting that may appear at first.

“When Dani got nominated for her award, I felt she deserved it because she was breaking new ground,” said Sandberg. “She is a quick learner and does good work. Congratulations to her.”

Applause AlleyThe following employees have earned external accolades for their work at Goldcorp in 2014. Congratulations to all of you.

· Lindsay Hall, Chief Financial Officer – Business in Vancouver 2014 British Columbia's CFO of the Year Award

· Eduardo Villacorta Haddad, Senior Vice President, Goldcorp Central and South America (pictured above) - Panorama Minero and Fundación para el Desarrollo de la Minería Argentina (FUNDAMIN) 2014 Mining Businessman of the Year Award

· Luis Canepari, Vice President Information Systems – Business in Vancouver Forty Under 40 Award

· Dani Drewek, Cage Tender RLGM – Influential Women of Northern Ontario Tradeswomen of the Year


“Cerro Negro’s first gold pour in July 2014 was the culmination of a very long journey,” says Alastair Still, the Project Director who guided Cerro Negro through its acquisition, construction and development. "But it's only one step in a long process," he adds.

The Cerro Negro milestone marked an end, and a new beginning, in a Goldcorp career that was launched when Still was a student with a passion for geology. Undergraduate studies at the University of New Brunswick were followed by a Master’s degree in Structural Geology at Queen's University. His Master’s thesis work brought him to the Macassa gold mine in Kirkland Lake, in northern Ontario. He stayed on as a project and production geologist. That was 1996. In a few short years he was promoted to Chief Geologist.

When the Kirkland Lake operations were suspended in 1999, Still and his wife transferred to Porcupine Gold Mines in Timmins, Ontario.

There, his career continued its upward path: he was promoted to Strategic Development Superintendent and then to Technical Services Manager.

His strategy for career success is simple. “Keep your mind open. Don’t be afraid to try new opportunities within the company. I've always sought positions where I could keep learning and developing new skills. I think it’s a good recipe for all employees: it helps the company grow while supporting your personal development. We are fortunate to work for a company that values people as a number one asset and encourages and supports career development.”

In 2007, Still’s career took another turn: Chuck Jeannes (then Goldcorp's Executive Vice President Corporate Development, now CEO) invited him to join the Corporate Development Group. “This was a small, tight team, focused on growing the company through mergers and acquisitions,”

From First Job to First Pour: Alastair Still’s Golden Path

waves of PriDe Still visiting Tierra del Fuego

National Park in Argentina.


IN YOUR ELEMENT

said Still. “It gave me the opportunity to apply my knowledge of operations, and my technical background, to corporate development.” So he and his wife—and, by then, two young daughters—packed up and moved to the Vancouver area.

It was a fascinating and intense experience. In a very short period, the team acquired several key growth properties that have been pivotal to Goldcorp’s future, including Cochenour, El Morro, Cerro Negro and Camino Rojo. “It’s been very rewarding,” he says, “to evaluate projects, and then have the opportunity to see them shape the future of our company.”

His enthusiasm for the Cerro Negro acquisition was rewarded: in early 2011, he took over as Project Director, responsible for guiding its construction through to first production. Still’s Goldcorp-style of interactive management was new to some, he

says. “I like to empower people, to encourage their input and help them to find solutions, by working with them instead of simply telling them what to do.”

As Cerro Negro ramps up to full commercial production, Still has handed the reins to its new General Manager, Xavier Ochoa. “It's been over five years since my first site visit and evaluation, and three-and-a-half years as director,” says Still,

“It's been quite a journey.”

Back in Vancouver with his family, he is hard at work, dedicated to special projects in Corporate Development. This new phase in Still’s career is—like the first gold pour at Cerro Negro—one more step in a very productive career.

PiPing hotStill bagpiped with Buenos Aires musicians and plays in a British Columbia-based pipe band today.

real team PlayerJust a regular guy on the Cerro Negro employee soccer team, Still received an Argentine jersey as a farewell gift.

“It’s been very rewarding to evaluate projects, and then have the opportunity to see them shape the future of our company.” - Alastair Still


“We have an experienced workforce here at Red Lake, but that doesn’t mean the simulator is not a useful tool,” said Joel Campbell, Training Coordinator at Red Lake. “New operators are required to train on the simulator before they operate real equipment underground. The two-day training gives them a chance to familiarize themselves with the controls and learn correct operating procedures. The qualified operators come back for remedial training and to re-certify every two years.”

Training for both seasoned and new workers includes simulating emergency situations, such as a fire. These emergency drills evaluate how an operator will react, and provides them with an opportunity to practice using the fire suppression system.

The simulators also help reduce costs by teaching operators how to prevent inefficiencies, such as premature wearing of the tires, which cost

Driving Safety FirstEnsuring safe production and being Safe Enough for Our Families is not just about making the work environment and the equipment safe; it’s also about offering the workers the best and most up to date training and licensing to equip them with the knowledge to be safer.

SiMulATing SAFETy AT RED lAkE In 2013, Goldcorp’s Red Lake Gold Mines invested in a fourth-generation CYBERMINE simulator, manufactured by global training provider ThoroughTec Simulation. In addition to increasing safety and productivity, the simulator is now a valuable evaluation tool and an innovative way to save costs.

The CYBERMINE currently simulates a CAT R1600G LHD scoop, used underground for loading and hauling. By the end of year, another simulator cab will be added for the Sandvik EJC417 underground trucks.

virtUally realSimulators prevent

incidents and improve efficiencies at Goldcorp.


thousands of dollars each. Campbell said: “Some scoop operators spin the wheels as they drive the bucket into the muck pile, which decreases tire life. The CYBERMINE system shows operators how to avoid this.”

CYBERMINE simulators are also in use at Goldcorp’s Cerro Negro site in Argentina.

liCEnSing bEyonD REgulATion AT CERRo nEgRoGoldcorp’s commitment to safety extends to instances where the company must regulate above and beyond local standards and laws in the best interests of workers. In Argentina, there are inconsistent standards for obtaining and maintaining provincially issued driver’s licenses. Following a high number of accidents involving light vehicles at Cerro Negro, in early 2014 the team implemented a standard that requires everyone driving a vehicle on the property to have a

site-issued driver’s license (a photo license valid for two years) obtainable only by passing a defensive driving theoretical course and a hands-on exam on a specialized surface training track.

Additionally, Cerro Negro has expanded the initiative to require a specialized version for driving vehicles in the underground mine. This initiative also exceeds existing regulatory standards. To receive an Internal Underground Driver's License, workers must pass the requirements of the site driver’s license and also pass a hands-on driving test in the underground mine.

These licenses will increase the number of people who are trained and skilled at driving, improve traffic and reduce the number of incidents, especially up and down the underground ramp access.

These examples from Red Lake and Cerro Negro are just some of the initiatives that support two of Goldcorp’s Six Pillars: Growing People and Growing Safety.

SAFETY DEPOSITS

oPerating safelyUnderground scoop with a 6-yard bucket drives productivity at Porcupine Gold Mines.


Congratulations for upholding the high standards of safety and health shared by all Goldcorp employees.

Foreman Trophy AwardsEach year the Association Minière du Quebec (AMQ) honours mine supervisors at the annual Health and Safety Conference for reaching between 50,000 and 150,000 cumulative career work hours without a recorded incident by the workers under their supervision. At this year’s 50th conference, held on September 23 and 24 in Rouyn-Noranda, nine supervisors from Goldcorp’s Éléonore mine were awarded the 2014 Foreman Trophy.

Awards were granted in three categories: Mine Development, Mine Production and Surface Services.

The winners for reaching 50,000 hours are Érick Savard, Stéphane Torgeon, Stanley Twardy, Marco Cadrin and Réal East; Jacques Héroux and Éric Devin achieved 100,000 hours; and Normand Charette and Jean-Marc St-Amant achieved 150,000 hours.

toP honoUrsAbove and right: Éléonore award winners and team

members proudly represent Goldcorp's Six Pillars

and Values.


It Takes a Village to Raise a ChildIn May 2009 I entered Wharf’s Summer Student program. I had just graduated from high school and was experiencing one of the most carefree times in my life. I was young, naïve and completely blind to the idea of acting safely not only for yourself but also for the sake of everyone around you. In retrospect, my life was changed for the better the day I stepped into Wharf’s training room and was introduced to the concept of Duty of Care.

During my four summers up at Wharf I’ve had the opportunity to work with quite a number of people. I’ve experienced acts of Duty of Care every day I’ve been here. Like the hot summer day I was working in the bottom of the overflow pond, when Tim Nash made me take a water break. I was so mad because I felt like I had something to prove, and I didn’t want to look like a wimp in front of my new coworkers, but that break saved me from heat exhaustion that day. Or in the old Trojan schoolhouse when Barry Van Sickle taught the utility crew the proper way to lift a heavy box. I’ve seen these Duty of Care acts every single morning when people honk as they leave the ready lines.

To step into an environment that requires every employee to be on their A-game, all day, every day, is a lot to ask of an inexperienced, carefree high school graduate. I had no idea about the risks my new colleagues face every day. These simple acts have “taught me the way” and have created a community and an environment at Wharf that truly is Safe Enough for Our Families.

I have taken the concept of Duty of Care with me to college and gladly apply it to my everyday actions. For example, I currently have an escape ladder under my bed in case of fire. Duty of Care is something I will carry with me every day into my future. I thank every single Wharf employee for showing me the way Duty of Care works and for keeping me safe these past four summers. It truly does take a village to raise a child. Thank you!

SAFETY DEPOSITS

By: Kirstie Bakke, Wharf Resources

DUty BoUnDBakke (3rd from front right) with Wharf team members.


introducing new, improved industry safeguards

Tailings Stewardship Never Ends

While the mining process yields valuable ore, it also produces tailings. These can be more than just an eyesore: for many communities they are perceived as a cause for concern. That’s why Goldcorp is creating the Tailings Stewardship Program, an initiative that will set new standards in environmental, human and community safety that exceed existing industry and government regulations.

Mike Jacobs, Goldcorp’s Water and Tailings Director, explains that tailings are often the most visible part of mining. “Our mines are underground, or in deep holes that are far from the general public’s view. But the tailings dam is often right there on the edge of the property, and it keeps getting higher as mining operations progress over time. To many of our surrounding communities, tailings are the face of mining.”

The amount of water used in mineral processing can be considerable, so recycling water is

important. It also means tailings ponds can be large, which leads to public concerns. The solution, says Jacobs, is a combination of community awareness, employee training and above all, innovative safety-first design.

CuSToM DESignED FoR SAFETy AnD PERFoRMAnCEGoldcorp’s tailings facilities are each custom designed to ensure optimal safety and performance in every specific geography and climate. At Éléonore, Marlin and El Sauzal for example, tailings are filtered at the plant, removing much of the liquid before the tailings are placed into storage.

“Because tailings ponds can contain chemicals, we go to great lengths—with liners and drains and other systems—to control water that tries to seep out.” - Mike Jacobs,

Director of Water and Tailings

DeeP commitment

(Above left) Marlin Mine tailings pond.

(Above right)

Marlin’s rehabilitation of its open pit using filtered,

compacted tailings (featured in Above Ground Spring/Summer 2014 Issue 8).


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Dams and ponds are also built to prevent day-to-day incidents. Each undergoes regular inspections and is equipped with water level sensors. Minor seepage is also continually monitored, says Jacobs. “Because tailings ponds can contain chemicals, we go to great lengths—with liners and drains and other systems—to control water that tries to seep out.”

PlAnning FoR EvERy PoSSibiliTyMarlin mine in Guatemala is an example of a tailings facility that has been designed for a challenging environment. The open pit, no longer in use, is being backfilled with filtered, compacted mine tailings to restore the landscape to a natural profile, while mining continues in the underground mine.

To dry and compact the tailings, the closed-circuit tailings processing facility removes almost every drop of water for recycling and reuse. The water is only released once stringent quality standards are met.

This region is also prone to seasonal flash floods and potential earthquakes. So the facility and dam are designed for every meteorological eventuality.

“In the case of floods, we have a spillway to control any overflow,” says Jacobs. “The dam was built to withstand an earthquake, and an automated alarm system alerts workers and nearby communities if the water level drops. We have gone through the various disaster preparedness scenarios with staff

and the villages surrounding our site. Our design is robust but nonetheless, we have a comprehensive Emergency Preparedness Plan in place.”

THE TAilingS STEwARDSHiP PRogRAMNext year, the safeguard bar will be raised even further with the launch of the Goldcorp Tailings Stewardship Program, which embeds additional precautions such as detailed dam evaluations and innovation sharing. “We’ll be reviewing our operator training, including things like cross-training operators at different mine sites, so people can learn how tailings are managed in different sites under different operating conditions and bring new ideas back,” says Jacobs. “We will require an Engineer of Record for every site, and scheduled third-party reviews. We already require most of these across our operations, but this will ensure consistency at each site. It will be a great step forward.”

What are tailings?Tailings are the waste that is left after the mined mineral has been removed from the ore. Tailings generally leave the processing plant in liquid form, which flows into tailings ponds, where the solid material settles to the bottom. Once the water has been safely removed, the muddy or sand-like material remains.

What is a spillway?A spillway controls emergency overflow of the tailings dam, typically after very heavy rainfall. At Marlin (shown above), an energy dissipater slows the flow of filtered water before it enters the natural channel. Goldcorp routinely releases water during wet seasons so adjacent rivers can accommodate levels naturally. A spillway would only overflow if the entire surrounding region was flooded.


Patented Innovation

“At Peñasquito, we have a rich deposit of gold, silver, zinc and lead, but the ore body is considered to be extremely complex,” said Simon Hille, Vice President of Metallurgy and Processing at Goldcorp, who was part of the team that developed the CEP process.

It all started when employees discovered that the lead being mined had complex copper sulphosalts (where sulphur is combined with one or more metals), along with elevated levels of arsenic and antimony.

“The problem is that the presence of arsenic and antimony in our concentrate are considered deleterious elements, which result in lower prices

CEP, developed at the Peñasquito mine in Mexico by a group of employees, is a four-step process that takes contaminated lead concentrate and removes the copper, antimony and arsenic, allowing Goldcorp to produce marketable concentrates in a more environmentally-responsible way.

Peñasquito is already one of Goldcorp’s cornerstone assets and this new patented process has the potential to extend mine life and improve lead concentrate quality.

Goldcorp has achieved an industry first with the filing of a patent for its revolutionary Concentrate Enrichment Process (CEP).

“[I see] this unique challenge as an opportunity.”

- Teodoro Martinez, Metallurgical Superintendant at Peñasquito

waste notImpurities are removed

from the lead concentrate in Stage 1 of the CEP

process, resulting in copper sulfosalts concentrate.


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for our product due to additional costs at the lead smelters,” Hille said.

He added that Teodoro Martinez, Metallurgical Superintendent at the Concentration Plant, saw

“this unique challenge as an opportunity.” From there, the team went on to develop the CEP process and registered a patent.

For now, the patent is provisional, which means Goldcorp can own the process and start looking into developing it beyond the lab while the patent review process is underway.

The prefeasibility study for CEP is advancing and expected to be complete later this year. There is also an additional study underway to assess the

viability of leaching a pyrite concentrate from the zinc flotation tailings.

“Successful implementation of Peñasquito's CEP and Pyrite Leach projects has the potential to significantly improve the overall economics and add to its reserves and resources through the addition of another saleable product, and increasing

gold and silver recoveries, respectively,” Goldcorp reported in its second-quarter release.

“The team is looking forward to seeing the results from the lab evolve into an operating plant that will generate future revenue for Goldcorp and set

us apart as a leading innovator in our industry,” said Todd White, Senior Vice President Business Excellence. “Congratulations to the team for their quest for technical excellence, for finding ways of doing things better and smarter and for serving as a brilliant example of Goldcorp’s innovative culture in action.”

CEP ExplainedConcentrate Enrichment Process (CEP) is a four-stage method that takes contaminated lead and removes the copper, antimony and arsenic. It allows Goldcorp to produce marketable lead concentrate, copper concentrate, and antimony by-products with remaining environmentally-stable arsenic residue that can be safely disposed in the existing tailings.

Stage 1 - Concentrate Enrichment Flotation: The lead is separated from the copper. The remaining copper is then put through an enrichment leach.

Stage 2 - Concentrate Enrichment Leach: Arsenic and antimony are removed from the copper concentrate, which is cleaned and turned into a saleable product. The remaining arsenic and antimony are then moved to leach recovery.

Stage 3 - Leach Solution Recovery: The arsenic and antimony removed from copper in Stage 2 are separated, resulting in a potentially-saleable antimony by-product called sodium antimonite, which is used to make fire-retardant materials.

Stage 4 - Leach Tailings Stabilization: The remaining arsenic is stabilized so it can safely be added to the existing tailings.

“The team is looking forward to seeing the results from the lab evolve into an operating plant that will generate future revenue for Goldcorp...”

- Todd White, Senior Vice President Business Excellence


Mining Scats for Gold at Porcupine

“We knew that there was a lot of potential in that material,” said Lori Smith, Operating for Excellence (O4E) Project General Foreman at PGM. “In the past there had been attempts to process the scats but the risk was always pretty high. When we started seeing the assay results, the project took off. Everyone was really excited.”

As it turned out, years of exposure to the elements had washed the slurry away from the scats. Gold had even settled into the dirt underneath.

The team struck on the idea of using a mobile magnet—the kind you would find working in a scrapyard—to draw the steel rods and other pieces out of the scats. A recycling company agreed to buy the scrap steel. An aggregate producer was contracted to carry out the screening.

Eventually, the mill was able to process 11,400 tonnes of scats material, and recovered 4,100 ounces of gold. At $1,200 per ounce, the project generated $4.9 million in revenue in 2013.

The steel recycling initiative also turned a modest profit from scrap sales.

The scats processing campaign at PGM continued in 2014, generating three times more revenue than the previous year. The total net revenue of this initiative to date is $20 million, or 5% of PGM's 2013 revenues.

Reject material from grinding mills, commonly referred to as ‘scats,’ had been accumulating in piles at Goldcorp’s Porcupine Gold Mines' (PGM) Dome Mine site for decades. Mine operators always knew there was gold in there. But past attempts to screen and process the scats to recover the gold had been frustrated by the presence of large amounts of steel.

Pieces of steel break away or chip off during grinding, including arms-length sections of rods and fragments from two- and three-inch balls, which can plug chutes, tear conveyor belts and damage crushers during reprocessing.

There are magnets and metal detectors to capture fugitive pieces but even with these safeguards, some steel makes it as far as the screening process. Everything that’s too big to flow through the screens falls into a crusher. Bits of gold in the slurry clinging to the steel were long considered too challenging to retrieve.

Joe Garito, Mill Projects Supervisor, and Gerry Stinson, Mill Manager, decided it was time to take action. They assembled a multi-departmental team. Geologists took samples and worked out a survey. The assay lab figured out how to work around the steel contaminating the samples in order to measure the gold content.

The ensuing report caught everyone’s attention. There was an average of 8.6 grams per tonne of gold buried in approximately 12,000 tonnes of material in three areas by the reclaim pond.

A fresh look at an old problem yielded a golden solution for a team at Porcupine Gold Mines and earned a Global Excellence Award.

“In the past there had been attempts to process the scats but the risk was always pretty high. When we started seeing the assay results, the project took off. Everyone was really excited.”

- Lori Smith, O4E Project General Foreman at PGM

scats scanLarge magnets remove steel from the scats to

be further processed for leftover gold.

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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/responsiblemining

Above Ground Blog:

www.goldcorp.com/blog

Geologists at Wharf Resources explain the leaching pads to young employees in our Graduate Development Program.

Documents

Above Ground Fall/Winter 2014