Above Ground: Issue 2

Our World of Community Responsibility

issue 02 // Fall/WiNTeR 2010

p8 CaPe Crusaders p13

Watertight ideas p16

shania’s Town abuzz

Cultural DayCelebrating Diversity & Harmony p2

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Above & BeyondWelcome to another issue of Above Ground magazine, featuring more news and updates about Goldcorp’s work in creating Sustainable Prosperity where we operate. Our commitment to long-term environmental, economic and social progress for all of our employees, families and communities, is what we believe to be the bedrock of our ultimate goals.

Goldcorp employs more than 14,000 people worldwide, but jobs are just a small part of the big picture. Our aim is to provide communities with the resources and tools to become self-sufficient over time by developing new business ventures and running public services independent of Goldcorp.

Sustainable Prosperity is already evident in many of our approaches to protecting environmental conditions at our sites and programs that enhance lives and livelihoods. For example, Goldcorp is breaking new ground by producing and using clean, green alternative energy. We’re also going to great lengths – literally – to source, conserve and recycle fresh water wherever we operate.

Furthermore, we’re finalizing an alliance with First Nations in Canada that will set the bar high for the future. We’re taking safety and accident prevention to award-winning levels on worksites and in homes. As always, Goldcorp is on hand to help with emergency relief and supplies when natural disaster strikes – as it did this spring in Guatemala.

Behind the scenes, we’re busier than ever, ensuring that Corporate Social Responsibility (CSR) remains central to all that we do. Recently, our CSR team created Sustainable Community Development Investment Guidelines to ensure that we consistently take active roles to benefit the greatest number of people, now and in the future, and we are promoting these guidelines at CSR forums in the US and Mexico.

Additionally, our CSR training program will soon launch globally, including scheduled visits to each site and providing hands-on workshops for staff and community representatives to share best practices in safety, environmental preservation and socio-economic development. On a one-on-one basis, we are working to maximize our corporate capacity to be catalysts of positive change so that Goldcorp will continue to be responsible, respected and welcomed by all of our host countries.

This commitment to CSR is a personal as well as professional objective for each of us at Goldcorp. As caretakers of precious lands, resources and traditions, we’re honoured to lay the groundwork for Sustainable Prosperity all over the world.

I hope you enjoy this second issue of Above Ground.

Dina Aloi Vice President, Corporate Social Responsibility

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In This Issue:

p2 Forging Futures

Goose calling, moose calling, Walking Out and taking in a unique celebration of diversity, harmony and Aboriginal traditions etched in collaboration at Éléonore.

p6 safety Deposits

Goldcorp employees in Mexico raise the safety bar to become award-winning models for the country, the industry, local communities and the Company.

p8 a World of Good

From Canadian CAPE crusaders and Cree Nation collaborators to Guatemalan aid for tropical storm victims and new frontiers in Chile, Goldcorp sustains progress.

p13 special Feature

Innovative water initiatives are just a drop in the bucket of Goldcorp’s worldwide commitment to environmental and sustainable practices.

p16 second Nature

Shania Twain’s hometown is a hive of activity as Goldcorp does a clean sweep – enriching habitats, raising honeybees and creating trails.

p20 in Your element

Meet Mary – a future-changer and trailblazer.

issue 02 // Fall/WiNTeR 2010

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

eDiTOR: Tanya Todd // WRiTeR: Erin Smithson

aRT DiReCTiON & DesiGN: The Works www.worksdesign.com

PRiNTeR: Classic Printing Service Ltd.

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. László Götz at the rehabilitated Coniaurum site

2. Cultural Day craft display3. AMAC personnel take water samples

near the Marlin mine4. Wildlife at El Morro, Chile

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FORGiNG FuTuRes

Cultural DayGoose calling, moose calling, Walking Out and taking in a unique celebration of diversity, harmony and Aboriginal traditions etched in collaboration at Éléonore.

T here’s excitement in the air here in Wemindji, a community of 1,600 people in the James Bay region of northern Québec. Big-top tents are going up, costumes are being donned,

performers are tuning instruments and trophies on display are awaiting this year’s winners.

Today is the eagerly-awaited, much-anticipated Cultural Day at the Éléonore project, an annual event attracting hundreds of local residents, business people and VIP’s who come together for fun, festivities and camaraderie. Though the project is still in the exploration and construction phase, with production not slated to commence until 2015, Cultural Day is already an institution.

“It’s a celebration of our diversity as well as the cooperative spirit between the Cree, the French, local communities and Goldcorp,” says Daniel Guay, Human Resources Coordinator at Éléonore. “We keep it informal, fun and for the people. It’s their day – no serious work talk or lectures. Employees get off work early to enjoy family activities, contests and food in a festive setting where friendships are forged, similarities are shared and kinship develops.”

The idea for Cultural Day took seed in 2007 when Goldcorp managers and staff began planning an event to celebrate and pay tribute to Cree and Québecois customs, workplace accomplishments and solidarity with the entire community. Teams of Cree and non-Cree employees paired up to organize entertainment, performers and prizes.

The inaugural event took place in July 2008, and since then, has grown in scope and attendance to become a week-long lead-up to a full day of activities for over 200 Éléonore employees, contractors, families, friends and guests.


FORGiNG FuTuRes

WalkiNG OuT CeRemONY Cultural Day begins at dawn with a Cree Nations rite of passage.

A ceremonial tepee faces east to greet the morning sun, the ultimate source of life. Inside the tent is a child, almost two years old, who is able to walk but has not yet touched the ground outside. The youngster, dressed in traditional costume, is ready to embrace life and life is ready to embrace the child.

To drum beats and chants, the toddler emerges with replica hunting tools symbolizing survival and sustenance. A mock goose, pulled by a string, attracts the child who takes the first steps on the journey of life, on towards the woods to circle a tree, then back to the tent to hand the goose to elders as a sign of honour and respect.

Following the ceremony, the child is praised, the parents rejoice and the onlookers stand awed by the poignance of this sacred ritual. So begins a momentous day of shared spirit, joy and optimism celebrating future prosperity for all.

NO WORk, all PlaYOnce the Walking Out is done, it’s time to take part in all kinds of games, laughter and fun.

The most popular events by far are the moose- and goose-calling contests. In this crowd of life-long hunters and fishermen, dozens of hopefuls line up for a turn to bellow, honk and squawk for judges, who stand behind a partition, rating first, second and third place. Guay says, “The competition for the coveted title of champion is fierce. This moose-antler trophy is revered here as much as the Stanley Cup.”

Other activities include the fishing derby, which includes awards for landing the biggest sturgeon, northern pike and walleye, and the nail-driving competition, where each member of a relay team runs to a nail in a beam, takes one swing of a hammer, and runs back to hand the hammer to the next person to see who can first whack the nail all the way in.

1. Chief Rodney Mark2. Walking Out ceremony

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Throughout the day, people flock in and out of the tepee. Guy Belleau, Éléonore’s General Manager, says, “People gravitate here. Cree and Québecois performers and musicians play, and it has become a fascinating place for storytelling and sharing local legends, folklore and spirited tales.” Meanwhile, delicious aromas waft across the site, enticing everyone to taste authentic Aboriginal fare like bear, beaver, sturgeon and, of course, moose and goose.

mONumeNTal FRieNDsHiP Chief Rodney Mark is the head of the Cree Nation of Wemindji, and represents the history, legacy and integrity of his people, land and traditions. Michael Mayappo is the local Tallyman, the caretaker of this Cree Nation’s traditional territory. His collaboration is key to Goldcorp’s vision of progress and sustainability for everyone here today. As Belleau puts it, “If Michael is happy, his people are happy and vice versa.”

Mayappo’s wife, Louise, is the driving force behind Cultural Day, working tirelessly every year. “Louise is indispensible,” says Guay. “She is key to the day’s success, coordinating everything to do with the Cree Nation and ensuring everyone’s enjoyment. Make no mistake, Louise will get you in on the fun whether you want to or not! This is personally important to her. This year, she made a beautiful pair of mitts for [Goldcorp President and Chief Executive Officer] Chuck Jeannes. That tells you how close the relationship is.”

The presence of Jeannes, Executive Vice President and Chief Operations Officer Steve Reid, Senior Vice President of Canada and US Operations George Burns, and Senior Vice President of Project Development Barry Olson, all of whom flew in from Vancouver and Toronto, also attests to the significance of Cultural Day to Goldcorp.


FORGiNG FuTuRes

A very touching moment occurred when Goldcorp executives unveiled a commemorative tribute to the Cree Nation of Wemindji’s legacy. Says Belleau, “Michael was really touched, especially since it was placed as a monument at the old camp, which is close to where he was born. He became teary-eyed and was so obviously grateful.”

The mood was lightened later when both Mayappo and Belleau took to the stage to address the attendees. As Chief Mark recalls, “We have a big hockey culture here like so much of Canada. And Michael and Guy have a running rivalry – one is a fan of the Boston Bruins and the other the Montréal Canadiens (Habs). Michael told me that he was going to wear his Bruins jersey and make fun of Guy for having to wear a shirt and tie. But after Michael’s speech, Guy came out to join him wearing a Habs uniform. It was a very funny moment.”

CHieF aimsAs head of the Cree Nation of Wemindji and spokesperson of the Grand Council of the Cree, which sets the vision for economic development, health, education and essential progress, Chief Mark collaborates with Goldcorp to optimize sustainable training, employment and business potential on behalf of his people. The ultimate goal is a balance between retaining identity and embracing opportunity.

Chief Mark looks forward to mixing with people and sharing customs on Cultural Day every year. The diversity of people working at Éléonore has become more multicultural every year, reflecting the French, the Cree,

trappers, loggers and miners – people who have survived the ages and the climate, and adapted to conditions. So I hope one day it will be called “Multicultural Day” to encompass the humanity of us all.”

“I also look forward to even more community members attending in the future, and that will happen naturally as more local people are employed when mine operations actually begin.”

For Chief Mark, the highlight of this annual celebration is the traditional feast. “I love the food. I leave the moose- and goose-calling contests to the others,” he says. “Last fall, I tried calling a moose and it still hasn’t shown up.”

“ It’s a celebration of our diversity as well as the cooperative spirit between the Cree, the French, local communities and Goldcorp. We keep it informal, fun and for the people. It’s their day – no serious work talk or lectures. Employees get off work early to enjoy family activities, contests and food in a festive setting where friendships are forged, similarities are shared and kinship develops.”

Daniel Guay, Human Resources Coordinator, Éléonore project

NOTable NuGGeTsA “Tallyman” is the caretaker of a traditional territory and the traplines of that region. People must receive permission to hunt, fish and mine on the Tallyman’s land. Tallymen are informally called “beaver bosses” by the Cree.

and the winners are...

moose calling 2010 Benoît Germain

Goose calling 2010 Trent Georgekish-Mark

Fishing derby 2010 Hugo Deschênes

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i n countries where precautions like seatbelt use and electrical codes aren’t always the norm, how do you make safety top-of-mind at work and home? At Goldcorp, you call on your safety superstars to launch

proven employee programs, offer awesome family rewards and hit the message home with a cultural mainstay – a muy grande community fair.

Enter Juan Pineda, ace import from our former San Martin mine in Honduras, who teamed with Los Filos Operations Managers Bill Dodge and Francisco Ballesteros, under the leadership of General Manager Tomás Iturriaga, to entrench Goldcorp’s vision of making the site Safe Enough for Our Families.

Based on past success, Iturriaga spearheaded the rollout of a proven winner – the Safety Through Observation Program (STOP) – an intense training and awareness regimen that reinforces positive action and rewards personal involvement. “Our goal was to be systematic, aggressive and innovative,” says Pineda. “We wanted immediate results and lasting behavioural change to make safety a personal priority at work and a core family value at home.”

STOP is multi-faceted, with rigorous instructions, regular inspections, campaigns promoting a different safety focus for each department every month, worksite posters, calendars featuring safety tips and techniques, and daily meetings to discuss preventive measures – as many as 450 per month – for all employees and contractors.

saFeTY DePOsiTs

The Los Filos Safety Team

Crew Hits Awards Pay DirtGoldcorp employees in Mexico raise the safety bar to become award-winning models for the country, the industry, local communities and the Company.


At the heart of STOP is a scorecard system to observe, track and reward the practices of each employee. “96% of all accidents are caused by improper actions, not the work environment,” says Dodge. “People need to know that safety is a priority, and scorecards are excellent reminders of proper methods.” Points earned enable staff to win prizes like backpacks, t-shirts, work gear and coveted entry ballots into lottery draws for household items like TVs, fridges, washing machines, microwave ovens and computers.

Soon after STOP debuted, an inspired group of trainees formed a steering committee, which further bolstered the program’s participation. “These people took initiative and came up with some great ideas,” adds Dodge. “I was impressed because one person can only do so much, whereas a group can accomplish a lot when leading by example. I tell my crews, ‘I’ve never been saved by my seatbelt, but that doesn’t mean I don’t need to wear it.’ When everyone sets the example, it catches on.”

The committee introduced program elements, like instruction in the use of fire extinguishers, first aid and defensive driving, and created emergency and rescue brigades trained in fire fighting and hazardous-material handling. They also set up an in-house radio station that broadcasts live to workers 24/7/365 to stave off the lethargic effects of hot weather, demanding underground work and night shifts.

Ballesteros says, “99.1 FM plays music, safety tips, interviews with employees, environmental messages, health and hygiene information and special announcements to keep our workers alert, informed and entertained. Our local communities also tune in to listen and request their favourite songs.”

He adds that involving families at home is key to making safety a priority at work. “Once you get the family on board it extends into work and all aspects of life. So we provide households with activity calendars, t-shirts, sticker albums and puzzles for the kids.”

STOP even has an official mascot – a pint-sized, eight-sided character who attends special events, like the eagerly-anticipated Community Safety Fair in November. Launched in 2009, the fair proved

to be such a popular cultural draw that it is now an annual week-long event, attracting more than 2,000 people from surrounding regions, including school groups and local organizations.

Each day features a different line-up of safety-themed family festivities, games, sports competitions, contests, exhibits, supplier kiosks, equipment demonstrations, environmental forums, health information sessions, artisans, live performers, music, dancing and, of course, culinary delights. A popular attraction is the big roulette wheel showcasing safety gear and apparel to be won with a lucky spin.

For Pineda, Ballesteros and Dodge, the first Community Safety Fair marked two years of intensive work culminating in an impressive win of both of Goldcorp’s major safety awards: Most Improved Safety Performance and Best Safety Performance. Los Filos underground mine also earned the 2009 Silver Helmet award from the Mexican Mining Chamber for the best safety record in the industry.

For Dodge, these accolades increase motivation to raise the bar even higher. “When I arrived at the end of 2007, there was no formal safety training in place and, today, it is model calibre because of a commitment that comes all the way from the corporate head office.”

Ballesteros looks back and sees how far Los Filos has come and how far they can go with the next level of success as they get set to roll out the DELTA safety leadership program in time for this November’s Community Safety Fair. “We have witnessed progress first hand. We started with a site that had a poor safety record and created an outstanding program and performance that will get even better with DELTA.”

For Pineda, the real pay dirt is the new sense of pride and honour in every employee. “Awards are great, but my ultimate goal is to impact a person’s life and family values. Success, to me, is the worker who went to the city to buy something and later realized that the cashier gave him too much change. He was so upset that he drove all the way back to return the money. He told me his safety training also taught him honesty and integrity. To me, that is the biggest win.”

NOTable NuGGeTs“Los Filos” means “sharp edges” in Spanish, and often refers to the crests of mountains. Staff have dubbed their radio station “99.1 The Edge”.

sTOP training is three tiered:

1 iNDuCTiON

2 ReiNFORCemeNT

3 ReFResHeR COuRse

2,916 workers trained in 2009:

2,054 contractors

602 partners

260 employees

saFeTY DePOsiTs

“ We started with a site that had a poor safety record and created

an outstanding program and performance which will get even better with DELTA.”

Francisco Ballesteros, Los Filos Operations Manager

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montréal, Canada – Superman has nothing on these corporate good guys.

Shortly after former Prime Minister Paul Martin and his son David created the Capital for Aboriginal Prosperity Entrepreneurship (CAPE) Fund to groom future Aboriginal entrepreneurs, business executives and managers, 21 of Canada’s leading companies and foundations contributed to the Fund, including Goldcorp, which invested $2.5 million.

CAPE is a private-sector investment pool suited to Goldcorp’s goals, says President and Chief Executive Officer Chuck Jeannes. “CAPE fits

well with our mandate of Sustainable Prosperity and our way of conducting business to ensure lasting social progress and economic growth for individuals, families and communities.”

According to CAPE Managing Director Peter Forton, companies like Goldcorp are prime examples of conscientious corporate citizenship. “CAPE Fund reflects an emerging era of socially responsible investing, wherein knowledgeable investors realize the goals of generating financial returns while concurrently generating positive social impact through business investment.”

While CAPE contributors may seek a return on investment, the aim is bigger than mere profits. The Fund’s mission is to provide Aboriginal communities across Canada – both on and off reserves – with tangible, lasting social benefits by encouraging and enabling an enterprising spirit, entrepreneurship and economic independence, as well as fostering management and executive skills. The ultimate

goal is to guide and mentor an increased Aboriginal presence in Canada’s economy.

CAPE will invest in diverse industries and regions, assisting enterprises with strong potential for growth, profitability and ability to produce social returns, as well as:

• The potential for long-term sustainability,

• A clear and defined market opportunity,

• A complete business plan, and

• The ability to provide CAPE with an appropriate return on investment.

First Nations Chief Arthur Moore says, “Although it takes time to build that entrepreneurial capacity, this could be a great thing... We need all the opportunities we can to foster self-sufficiency and self-reliance to create a better, healthier community.” Moore speaks from experience – his Constance Lake reserve operates a successful hauling

Funding & Helping From Canadian CAPE crusaders and Cree Nation collaborators to Guatemalan aid for tropical storm victims and new frontiers in Chile, Goldcorp sustains progress.


a WORlD OF GOOD

Guatemala City, Guatemala – Goldcorp came to the aid of thousands of people after Tropical Storm Agatha slammed into Guatemala on May 29, 2010, bringing torrential rain, high winds and deadly mudslides that killed 113 people and forced the evacuation of another 112,000 in cities and villages.

The storm came on the heels of a volcanic eruption days earlier, which covered the area in a blanket of ash and closed Guatemala City’s international airport. The residue from the Pacaya volcano blocked drains and sewers, which worsened flooding after Agatha dumped more than three feet of rain.

The combination of ash and rain also created a huge sinkhole at a downtown intersection in Guatemala City, which opened and instantly swallowed up a three-storey building.

A national state of emergency was declared by President Alvaro Colom but rescuers could not reach several regions to help. “The road network is badly damaged,” said Colom. “Many places are cut off.” A mudslide in the town of San Antonio Palopo wiped out homes, trees and everything in its path, and a boulder crushed a house, killing a family of four in Quetzaltenango.

Rescue workers hauled stones and tree trunks from razed homes, trying to reach wounded people and find dozens who were missing. ”We just have shovels and picks. We don’t have any machinery to dig,” said firefighter Mario Cruz.

Goldcorp rushed in to help, deploying workers from the Marlin mine to help the hard-hit areas of San Miguel, El Chupadero, Chapas and Las Tunas. Industrial firefighters took up posts at the local fire station and assisted with rescue operations, while the Community Relations team and Human Resources and Geology departments mobilized to help with other aid efforts.

The teams quickly assessed damages and priorities with local authorities and distributed a slew of emergency supplies to families, including corn, beans, rice, bottled water, protein drinks, candles, matches, 1,000 beds and 500 tents.

The offices of Goldcorp’s subsidiary, Montana Exploradora, served as the public relations and administrative outpost to purchase and coordinate relief supplies with Guatemala’s Ministry of Energy and Mining. In all, Goldcorp donated approximately US$300,000 to help more than 1,500 people affected by the storm.

In the weeks following Agatha, Christian Roldan, General Manager of the Cerro Blanco project in Guatemala, sent Goldcorp-donated supplies and manpower to help with infrastructure repairs. “We helped one community rebuild a bridge that had collapsed, and in another our crews repaired a water system that had been badly damaged. We also removed mudslide debris and muck and fixed roadways.”

It’s a good thing Goldcorp has trained emergency and rescue teams in place – ready and equipped with a plan to assist in any natural disaster.

and logging company, and the community generates up to $6 million annually through various business endeavours.

CAPE directors and contributors also hope the Fund will help counter the current and rising lack of skilled labour in the nation.

“The Aboriginal population is the fastest-growing segment of the Canadian population, and this growth is happening at the same time that labour shortages are expected in any number of industries. There’s a great opportunity to address that here, and if we can help train people to be great entrepreneurs and managers, this will help to alleviate the shortage,” says Forton.

He adds that his phone has been ringing off the hook with calls from groups seeking funding. Forton and his team have met with several groups and are considering a variety of proposals, including requests from resort, mining and agricultural projects. “There’s tremendous potential there if that energy and capability can be channelled.”

NOTable NuGGeTsSinkholes can appear suddenly, but are thousands of years in the making, geologists say. Rainwater gradually erodes porous rock, weakening it and creating a honeycomb of caves below the surface which collapses when floodwaters rush in.

1,000,000 skilled workers by 2020 is the shortage forecast to the detriment of Canada’s economic vitality.

50% under 25 Half of Canada’s Aboriginal population of more than a million people is currently under 25 years old.

1 in 4 workers in 2020 will be of Aboriginal ancestry, despite comprising only 4% of Canada’s population.

170% rise in Aboriginal self-employment between 1981 and 1996 vs. just 65% for all Canadians.

57% vs. 33% The success rate for Aboriginal businesses created with financial support far exceeds the Canadian average.


PaRTNeRiNG & PiONeeRiNGWemindji, Québec – In a typical boardroom where serious negotiations are taking place, there’s tension in the air. So why is everyone here so friendly and at ease? Well, these talks are between the Québec Cree Nation and Goldcorp to finalize the terms of a collaboration agreement, and the operative word is collaborative. The atmosphere is comfortable rather than stressful.

At the helm on one side of the table are Chief Rodney Mark of the Cree Nation of Wemindji, and Abel Bossum, chief negotiator for the Grand Council of the Cree (Eeyou Istchee). Chief Mark represents the interests of 1,600 people who live in the community closest to Goldcorp’s Éléonore project. Goldcorp is represented by George Burns, Senior Vice President, Canada and US Operations; Guy Belleau, General Manager, Éléonore; and Andrew Moshoian, General Counsel, Canada and US.

The purpose of the talks is straightforward: to align the interests of Goldcorp with the community and agree on ways in which the operations of the mine will be of mutual benefit for the sustainable prosperity of all. It’s more of a brainstorming session than a bargaining process, which comes as a bit of a surprise to Chief Mark.

“This is the first time I’ve dealt with a mining company,” he says. “I know corporations are out to make a profit and profit is not part of our tradition, so my initial concerns were that we would have to fight for every little thing. The vibe could have been conflictive – we were prepared for that. But the discussions were open and sincere and it was evident early on that we were building one team. Negotiations are very comfortable and productive.”

Moshoian agrees. “We’re the first major mining project in Cree territory, so it’s a learning process on both sides. I‘ve learned more and had more fun than in any other negotiation. It’s a pleasure and an honour.”

Both the community and Goldcorp are working to establish long-term training programs, employment, transferable skills, related business

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a WORlD OF GOOD

1. Daniel Guay and two of our Cree partners2. Chief Rodney Mark

“ We’re the first major mining project in Cree territory, so it’s a learning process on both sides. I‘ve learned more and had more fun than in any other negotiation. It’s a pleasure and an honour.”

Andrew Moshoian, General Counsel, Canada and US

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opportunities, environmental policies, scholarships, cultural funds and health programs that will become a legacy of this collaboration. “Goldcorp is not giving us contracts just because we are here, but because of a genuine belief in our ability to add real value to the future,” says Chief Mark.

The biggest challenge to date, he says, is convincing skeptics that things really are going well. “We have our moments, of course, but people who have dealt with other developers don’t believe that this process can be as smooth as it is. There is such a good rapport that Goldcorp will often consider effects or community reactions that we didn’t even think of.”

Moshoian says this amazes him as well. “We will be sitting in a room and negotiating an important point and it’s not clear who’s on whose side. The Cree Nations will say something on behalf of the interests of Goldcorp and vice versa. It’s almost strangely collaborative.”

So why are these talks, which began in 2007, still going on today? Chief Mark says that all the major principles are agreed upon and just need fine tuning. Moshoian further explains that pioneering efforts take time. “Three years is certainly a long negotiation, but this is, in essence, a perpetual relationship agreement. It feels like the whole world is watching – what we accomplish here will set the precedent for how other companies and Aboriginal groups partner together far into the future.”

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a WORlD OF GOOD

Huasco valley, Chile – It’s like the arrival of the new kid in town who looks a little different, wears unfamiliar clothes and talks with an accent. Reactions are mixed – some locals are curious while others take the defensive. Everyone is waiting to see what the stranger will do.

The scenario is similar when Goldcorp arrives in a new country and region. So a great deal of homework is done to gain an understanding of the local customs, history, perspectives, environment, lives and livelihoods, and what hopes and aspirations the community shares.

From the moment Goldcorp arrives, the mission is to meet face-to-face with people to learn what they need, want and expect. Sometimes it’s visible on the surface. Other times it takes a little digging.

When Goldcorp acquired the El Morro project in the Atacama Desert region of the Chilean Andes in early 2010, the former owners had made inroads, but significant work remained to be done. Barry Olson, Senior Vice President of Project Development, says, “It was like

we were handed a box of parts and pieces. Some of them were familiar, others weren’t, and no assembly instructions were included. Yet from this we had to build mutual trust and strong relationships.”

So he and his Community Relations team hit the ground running, visiting cities, towns, government officials and local leaders, and going door to door to introduce the Company, inviting people to open houses and encouraging community input. It’s a unique, two-way approach the Chileans have dubbed “codiseños” – Spanish for “co-designing” – which gives everyone a hand in shaping future progress.

Olson says, “When a corporation comes in and says, ‘we’re planning to build in the area,’ people feel strongly. Some immediately think of jobs and opportunities, others are skeptical. We want to hear from all of them and answer questions directly,” says Olson.

A member of Olson’s team, who can field queries from the heart, is Frank Sanchez, El Morro’s Manager of Project Development and a veteran of mining life and culture.

“I speak to people from my experience as a peer, colleague and employer. I was born and raised in mining communities – my father was a smelter worker – so I understand the different perspectives of indigenous people as well as workers. I recall how my neighbours and my family felt, and I draw from that. I’ve also worked with many other companies and I know Goldcorp is refreshingly different in both attitude and action.”


The person in charge of ensuring that the Goldcorp standard of corporate citizenship and mutual prosperity informs every aspect of the process is Valerie Pascale, Director of Corporate Social Responsibility (CSR) at El Morro. She helped create Goldcorp’s CSR policy and now puts it into practice at the grass roots level.

“We work to put plans in place that will sustain future generations. It’s not enough to just build a school, stock it with books and walk away. We work in partnership with governments, Non-Governmental Organizations, and local communities to ensure that development plans and projects are sustainable over the long term. When various groups take joint responsibility for maintaining and supporting a project, it is more effective for ongoing function and success. Our goal is to benefit the most people for the longest time possible.”

Once the Goldcorp team collects feedback on community needs and priorities, action is swift. The El Morro team has already worked with a local community to build a much-desired library and is launching a water monitoring program to gauge and maintain water quality and environmental

health. Locals also expressed concern over precious fresh water supplies in the desert, so Goldcorp has committed to pumping and desalinating sea water for mine usage (see Water Works feature story).

At this early stage, 30 jobs have already been created, with projections for as many as 5,000 during the construction phase and 2,000 permanent positions once operations ramp up.

For Sanchez, the best part is still to come. “I realize people fear the unknown, but I also know that mining boosts local economies and provides employment, and the infrastructure we build becomes public amenities and conveniences that jump-start others. As roads are built, little stands and businesses pop up. People learn to drive. Wages increase opportunities for families. This will happen here over the next few years to enhance lives.”

Pascale has enjoyed supporting the local CSR team at El Morro. “We are working together to develop a world-class project, using international best practices, open dialogue and transparency.”

NOTable NuGGeTsA “green field” mining project like El Morro is one that has no existing infrastructure – access roads, power lines, water and septic systems must all be built. “Brown field” means there is a small operation already in place or facilities nearby.

a WORlD OF GOOD

Goldcorp’s Corporate Social Responsibility workshops are a series of sessions

demonstrating how to live and apply the Company’s CSR values in the field. Employees can choose any aspect of operations and present creative ideas for improvement.

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sPeCial FeaTuRe

Water Works Innovative water initiatives are just a drop in the bucket of Goldcorp’s worldwide commitment to environmental and sustainable practices.

We’re making significant advances in the way the mining industry sources, utilizes, recycles, treats and tests this precious global resource.

Cerro blanco, Guatemala – When the Cerro Blanco team found themselves in hot water at the project in southwestern Guatemala, they knew just what to do: use it as a source of power to accomplish sustainable good.

Located in the famous Ring of Fire volcanic region, this mine is a classic hot springs gold deposit, which creates both problems and positive potential.

Underground excavation and construction is extremely hot, with temperatures around 80°C. State-of-the-art ventilation systems are required to keep conditions safely cool for workers. However, these sweltering conditions enable the mine to self-produce electricity.

Geothermal energy has been used by Romans and Native Americans for thousands of years, but today’s environmental focus has renewed interest in producing heat and electricity by digging deep wells and pumping the hot

underground water or steam to the surface. Geothermal power plants have a smaller environmental footprint than other power plants and the energy is clean, reliable and renewable.

Studies into Cerro Blanco’s capabilities for geothermal power generation were conducted in 2008. And according to Christian Roldan, General Manager of Cerro Blanco, by the end of 2010, “four production wells will enable generation of 15 MW of electricity for underground cooling. A power plant is slated for construction next year with expansion to a 50 MW capacity.”

The two basic methods for creating geothermal electricity are a flash technique, which emits water vapour into the environment, and a binary process, which produces zero emissions. Goldcorp uses the latter, explains Roldan. “Underground water is pumped up into a heat exchanger to create vapours that produce enough pressure to drive a turbine, which spins

to generate electricity. After vaporization, the water goes back underground so we can repeat the process sustainably.”

Geothermal plants are intensive in construction, requiring about 250 contractors, mostly locals, as Guatemala progresses to become a world leader in geothermal energy. The country operates several plants and is expert at designing highly efficient power generation.

NOTable NuGGeTs“Hydrothermal” (water [hydro] + heat [thermal]) energy is also called “geothermal” (earth + heat). The first power plant was built in 1904 in Larderello, Italy, and is still in operation today.

1. Water sampling at Marlin mine

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marlin, Guatemala – Situated in two sub-watersheds, which ultimately drain into the Gulf of Mexico, Marlin mine is committed to environmental stewardship.

Goldcorp’s monitoring program here entails measurement of ambient air quality, ambient noise levels, forest cover, ground water elevation and quality, surface water quantity and quality, and terrestrial biology (whatever is not in the water). Independent specialists also conduct aquatic biology surveys twice a year in both dry and rainy seasons, collecting data on fish, macro invertebrates and habitats.

In the mine’s open pit area, stringent sediment controls, like drainage systems, diversion ditches and sump pumps, prevent watershed impact. Goldcorp tests ground water and surface water at both upstream and downstream points to ensure early indication of any water quality problems resulting from mining. To date, all water quality data indicates that the environmental management plans are all functioning as expected.

This diligence is confirmed externally by the Asociación de Monitoreo Ambiental Comunitario (AMAC), an independent community group that conducts environmental checks with the assistance of third-party experts, including a civil engineer/geologist and chemist from the Faculty of Engineering at the University of San Carlos in Guatemala.

AMAC samples water around the mine, along river drainage basins and at well sites, sending samples to an independent lab for testing. The Guatemalan Ministry of Environment and Natural Resources (MARN)

and Ministry of Energy and Mines (MEM) also perform random inspections and sampling.

Lab results from all tests conducted by AMAC, MEM and MARN remain consistent with the mine’s own data and show no negative impact related to Marlin operations.

Goldcorp meticulously monitors water consumption. The process plant requires fresh water, but most of this is recycled, and, every year, Goldcorp strives to increase the percentage of recycled water and decrease fresh water use.

The Water Treatment Plant (WTP) at Marlin was designed to guarantee compliance with all Guatemalan and World Bank standards and guidelines. The WTP operates as needed, using oxidation, clarification, and filtration to achieve these standards. The treated water can either be piped back to the tailings impoundment for recycled use, or be discharged to the environment after the water quality has been verified. A second WTP was installed in 2010 to optimize treatment and recycling capabilities.

Efficiency rates at Marlin are an impressive 89%, which means 89% of all water consumed is recycled back into operations. The same tailings water is treated and reused over and over. Better yet, Goldcorp believes it can achieve higher levels of conservation and is looking to improve water use efficiency to recover more water and continue to increase the water recycling rate to even higher than 89%.

el morro, Chile – High in the Andes, Goldcorp’s El Morro mine overlooks the rugged Atacama Desert, dotted with goat and cattle farms, rare pockets of vegetation and the hardy communities of the Huasco Valley. Rainfall is scarce here – averaging less than 0.004 inches per year – so just as gold resources are precious, fresh water is too. Despite mountain snowfall and glaciers, more water is lost through evaporation than is gained.

Hence Goldcorp’s quest for alternate sources, and there, directly west, lay the Pacific Ocean.

The answer was as clear as brine.

Explains Lisa Wade, Director of Environment, “We decided the best option would be to

build a deep-sea water plant on the coast and pump desalinated ocean water 200 kilometres to the mine so as not to impact the farmers and the region’s groundwater levels.”

Led by Senior Vice President of Project Development Barry Olson, Goldcorp is embarking on this major initiative to build a pumping plant miles away at sea level, install and operate complex salt-extraction equipment and processes, and build extensive pipelines to move the water through the valley and 4,000 metres up the mountain. “This project will be expensive and labour intensive, but it’s the right thing to do,” says Olson.

Wade says that Goldcorp will implement revolutionary technology that decreases

the impact on marine life. “The pumps are specially engineered with several smaller intake points with less intense suction so as not to harm vulnerable sea creatures. Our understanding is that even shrimp and small aquatic life will be able to swim by without getting drawn in.”

The intent is to reduce operational impact above ground as well, says Olson. “We will need a lengthy network of piping to transport the water from the coast up to the mine site. But we have to build roads up the mountain anyway, so we will design the pipe system along the roadway. It’s the cost of doing environmentally sound business.”


sPeCial FeaTuRe

Red lake, Canada – The Cochenour mine is less than eight kilometres from Goldcorp’s Red Lake mine, the largest gold mine in Canada and the richest in the world. When Goldcorp acquired the Cochenour property in the late 90s, one of the first priorities was to address how the water was being treated.

To filter out solids, sludge and other potential contaminants from tailings water, an advanced biological treatment plant was built. It proved to be highly efficient through spring and summer, but come winter, it was evident that the extreme hot and cold of Canadian seasons dramatically changed the water chemistry throughout the year, resulting in inconsistency. It was a time- and cost-consuming setback.

“We essentially had to change direction,” says David Gelderland, Environmental Manager at Red Lake. “We were still probably several years away from effectively having a proven biological treatment facility.”

Back at the drawing board, Goldcorp investigated several state-of-the-art technologies before pilot testing a sand-ballasted flocculation and clarification process. In plain words, this system uses sand as a bottom weight while solids are suspended and

clotted in the water for easy removal. The sand is cleaned and re-injected after every cycle.

The trials were a success, eliminating solids and contaminants while clarifying water beyond Goldcorp’s objectives and exceeding environmental requirements. So, once again, Goldcorp overhauled the tailings facility and installed two of these systems for optimal treatment capacity and recycling capabilities.

An added bonus is the equipment’s small footprint – the units are five to 20 times smaller than normal yet work at rapid speed and top efficiency. “We built the entire treatment plant in half of the existing building,” says Gelderland. The space remaining allowed for the addition of a new contact tank for pre-conditioning water before it enters the clarification process.

This enhancement refined the procedure to such an impressive extent that two of the same systems are in the works for the Red Lake mine.

Best of all, today, water is treated so thoroughly it consistently meets all regulations and is given the green light to be released back into the environment.

Wharf, united states – Goldcorp’s South Dakota operations are award-winning in the areas of water and environmental stewardship.

No less than seven mountain streams orginate in, or pass through, the property, so aggressive monitoring programs are routine practice. These include air quality, water quality, aquatic habitats and wildlife.

The aptly named Ron Waterland, Wharf Environmental Manager, says that over 40 surface and groundwater locations are sampled on a regular basis. “We measure stream bed and riverbank parameters and conduct detailed surveys on fish, benthic (insects) and periphyton (microscopic plants). We also monitor pH levels during low flow.”

All data is compared to previous measurements and cross-referenced with results from independent consultants who also perform additional checks on the aquatic health of the rivers.

Inside operations are equally thorough. The sophisticated treatment plant clarifies water to meet or exceed state requirements and has been certified as safe for direct release into Annie Creek, a cold water trout fishery.

For these and many other industry-leading initiatives, Waterland and his team received a prestigious award for Excellence in Maintaining Surface Water, recognizing the mine’s excellence in protecting water quality, aquatic life and habitats.


seCOND NaTuRe

A Community AbuzzShania Twain’s hometown is a hive of activity as Goldcorp does a clean sweep – enriching habitat, raising honeybees and creating trails.

i n the 100-year-old city of Timmins, Ontario (the “City with a Heart of Gold”), resides another centenarian – Goldcorp’s Porcupine Gold Mines (PGM). Since its discovery in 1910, PGM is North America’s

longest continually operating gold mine – a testament to the mineral richness of this region.

Hence the allure to companies over the century – some digging in then ducking out, others going bankrupt and too many leaving unsafe lands behind. Over 20 abandoned mines blighted the PGM site for decades, until Goldcorp acquired the complex in 2006 and committed to resurrecting the lands as wildlife habitats, nature trails, green fields and even a new and improved sliding hill.

“We are not just here to take the resources and not give back,” says Dave Bucar, Strategic Development Manager for PGM. “In the past three years, we’ve spent upwards of $24 million just on reclamation of properties that we may never mine again... but it’s our duty to go in and clean these up.”

PGM Environmental Manager László Götz agrees. “We don’t operate the way the old mining companies used to, which is to pack up and leave sites as is. We’ve committed to extensive rehabilitation across the city.”

The first of these major projects was the historical Coniaurum mine, which now features a bee-keeping operation and habitat creation. The work continues today with major reclamation of the old Hollinger tailings and mine site.


seCOND NaTuRe

In a letter to the local newspaper, Timmins resident William Litchfield expressed thanks on behalf of his community and praised Goldcorp as a corporate citizen that cares. “The Company... is making a genuine effort to remove any blights inherited from properties that have been closed for years... and the effects of Goldcorp’s aims and objectives will be felt for generations to come.”

THe PROs & CONiauRumLatin for “constant gold”, Coniaurum was mined for decades and then abandoned in 1961, long before Goldcorp came on the scene. But as part of the Porcupine portfolio, Coniaurum was the first site to be reclaimed, serving as a learning ground for projects to come.

Götz says his team made a list of environmental and public priorities, and then formulated a plan to eliminate metallic seepage into the Porcupine River. “Coniaurum looked like a mini Grand Canyon, posing public danger to four-wheelers and cyclists who frequented the area.”

“We blasted bedrock, contoured the site by piling tailings to create slopes and valleys, and constructed storm drains. We also partnered

with AbitibiBowater Pulp & Paper Co. to recycle wood-fibre waste and put it to good use as topcover for vegetation.”

Today, the site features hills, trees, wildflowers and fields supporting thousands of species – completely different from the barren landscape it was a few years ago, says Götz. “We invited the elders of the nearby First Nations to view the site, and one woman got very excited and said ‘There are medicinal plants growing here that I have not seen since I was a little girl.’ Once the growth is more mature, we will create trails here for walkers and hikers to enjoy.”

Winner of the 2008 Nova Award for outstanding reclamation, Coniaurum remains an off-road favourite of local outdoor enthusiasts. The site is safer, but there are snags, says Bucar. “This is a large land mass, much of which is open and inviting to four-wheelers. Wood-fibre biomass is mucky and spongy for the first few years, making it easy to get stuck. We can’t patrol 24/7, so sometimes riders are mired for a while before we arrive to help them out.”

This is just another community service courtesy of Goldcorp.


seCOND NaTuRe

THe bees kNees To diversify the Coniaurum ecosystem further, PGM and the Porcupine Watchful Eye, a community group partnering with Goldcorp to create positive change, resurrected a bee program originally initiated ten years ago at another old PGM site. The goal then was to enhance the area’s plants and flowers through pollination. Now there is another critical aim – replenish the

dwindling bee population across North America.

A decade ago, the first colony got off to a great start, but never reached fruition because bears got in, destroyed the hives and ate the honey. This time around, an eco-friendly, solar-panelled electric fence was erected. A local beekeeper supplied hives, equipment and the know-how to run the operation.

Months later, says Bucar, “We harvested over 50 pounds of premium honey in time for PGM’s 100th anniversary. We called it “Liquid Gold” and had it pasteurized and bottled by Ivyridge Honey Farm in Consecon, Ontario. The yield filled 96 jars which needed labels, so we held a staff contest for design ideas. The winner was Rod Turnbull, whose wife is a PGM exploration geologist.”

The other big winner is the Coniaurum habitat. Götz explains, “The effect of the bees was a huge diversification in the ecosystem in just one year. We proved that we could successfully return these lands to nature and enhance the bee population for environmental sustainability.”

To benefit other wildlife, Porcupine Watchful Eye and PGM started a duckbox program to create a seasonal habitat. Local high school students built nesting boxes and placed them in wetland areas adjacent to Coniaurum.

To benefit creatures and citizens alike, a batbox program is also in place. Again, students built roosts to boost the number of these friendly fliers who eat millions of mosquitoes – now that’s a great “batting” average.

eCO-TObOGGaNiNG Bucar remembers the sliding hill in Timmins as a heap of winter fun.

At the turn of the century, mining technology was basic at best, so companies simply piled tailings into the nearest valley. Over the years, the heap grew and when snow covered the mound, children descended.

But in spring, summer and fall, residents complained that the hill was an eyesore. The remaining metallic content was rusting, turning it an ugly orange colour, and nothing grew on or around the mound. Goldcorp’s concern was the environmental impact – without vegetation, the hill would continue to erode and could pose safety hazards.

“So while we were reclaiming the areas around here, Goldcorp offered to clean and revegetate the hill for the city and the residents,” says Götz. “We scraped it clean, covered it with organic soil and planted it, and now it’s a nicely sloped grassy spot that complements the adjacent Gillies Lake Recreational Area.”

Bucar adds, “Being able to create a safe and fun family attraction in the city far outweighs the cost involved for Goldcorp. It’s a positive investment in the community.”

HaPPY HOlliNGeR TRailsSimilar to the success of Coniaurum, a project of greater magnitude is Hollinger... Once again PGM will turn deserted and neglected land into a lush, green, productive habitat. – William Russell, Chairman, Porcupine Watchful Eye

An underground operation from 1910 to 1968, Hollinger mine’s tailings area was a complex clean-up, but a priority for Goldcorp because the site spans the headwaters of the town creek, which flows through Timmins.

Götz says, “When we were characterizing all the old Porcupine properties, we saw here that the surface rocks had turned into craters like the surface of the moon. The earth was badly damaged. But we learned a lot from Coniaurum, so we knew what we could do.”

The tailings area had to be contoured to promote proper drainage from the property, but first, the overlying acidic tailings were scraped down to bedrock and relocated to a containment area to prevent ongoing seepage into the environment. Acidic residue was covered with lime – a precaution proven in previous reclamation projects.

“ A big part of being sustainable is continuing to learn.

The other part is to use what we have learned to ensure a better future for all.” Chris Cormier, General Manager, Porcupine Gold Mines

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seCOND NaTuRe

PGM also rerouted the hiking and biking trails that run from the hospital to Hersey Lake to ensure safety during construction. To thoroughly clean the area, the whole downstream area was dug up, hundreds of thousands of tonnes of tailings were moved out, and clean earth was moved back in to allow for revegetation.

Bucar says that Goldcorp also extended trail sections and enhanced the entire network as a result of community feedback. “We held several meetings and an open house and, based on that input, we incorporated more emphasis on safety and conservation with well-marked pathways and interpretive signposts.”

In total, Goldcorp spent nearly $9 million last year alone rehabilitating former mine sites to create clean and safe city recreational areas.

sHaNia TOuRsMining tours have always been popular in this gold-rich area and while the focus used to be open pit activities and heavy-duty equipment, today there is growing interest in environmental stewardship.

Bucar says, “People have always seen the front end of our operations. Now we also showcase the backyard we’ve created. Groups can see the before and after and visit various sites which demonstrate all the stages of our ongoing projects.”

Götz conducts guided tours of rehabilitated mine sites for groups of school students, technical professionals, engineers and Shania Twain

fans. Last year, the famous singer’s followers represented fan clubs from the US, Sweden, Denmark and other European nations, all curious to learn about the superstar’s hometown.

Another tour group was curious about the biomass PGM uses to jump-start growth, says Götz. “Several scientists visited and were sceptical about the realism of the lush landscape. They said it looked like sci-fi terrain. I had to explain that the wood-fibre topping we spread is so nutrient rich that, for the first few years, the vegetation is ultra verdant but eventually fades once all the nutrients are absorbed.”

The scientists departed, green with envy.

NOTable NuGGeTsTailings are crushed rock residue left over from the process of extracting gold from ore.

Porcupine Gold Mines sponsored the creation of a book called Veins of Gold by author Karen Bachmann to commemorate the 100th anniversary of Timmins.

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1. Coniaurum Reclamation

“ We don’t operate the way the old mining companies used to, which is to pack up

and leave sites as is. We’ve committed to extensive rehabilitation across the city.”

László Götz, Environmental Manager, Porcupine Gold Mines

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iN YOuR elemeNT

From Underground to Above Ground Meet Mary – a future-changer and trailblazer.

T he day of our interview, Mary Boyden cancels due to an unfortunate encounter with a moose on the road. She’s fine, but her truck is not.

When we reconnect, I learn that Boyden, Aboriginal Affairs Manager for Goldcorp’s Porcupine Gold Mines near Timmins, Ontario, is aptly chosen for this role and embraces it with gusto.

Aboriginal by birth, Boyden was born and raised in Toronto. After marrying, she moved to Elliot Lake for her husband’s mining job. Although a young mother, she remained intent on building a career outside the home, but the only course open at the local college was mine ventilation technician training. Undaunted, she earned her credentials and, when the family moved to Timmins, she became the first woman to work underground at the mine.

Boyden later joined the faculty of Northern College. Giving a student a ride home to an Aboriginal community one day, she met the locals, began reconnecting with her heritage and took on a new job as the Mining Initiatives Development Officer for the Wahgoshig First Nations. That role primed Boyden for her Goldcorp position.

1. Mary Boyden, Aboriginal Affairs Manager, with Chief Walter Naveau of the Mattagami First Nation and László Götz

2. Employees of Porcupine Gold Mines

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With both industry experience and Native roots, Boyden is in her element. “Growing up in the city, I was disconnected from my Aboriginal culture. Living rurally, I know how people can feel cut off from mainstream society. All of this helps me do my job.”

Boyden cultivates partnerships and mutual goals with and between the Cree, Ojibwe and Algonquin communities around Porcupine Gold Mines. “I collaborate with our neighbours, help them connect with each other to become stronger, and leverage the ways that Goldcorp can help create economic independence and develop transferable skills, especially for the youth who are our future. Everybody benefits.”

She also supports a new movement called “cultural reclamation”. Just as Goldcorp is committed to site reclamation instead of leaving lands barren like others did in the past, First Nations are turning the tide on former times when they were told to forget their culture and move on. “Elders seek to reclaim their lost identity and legacy. I’m helping them find ways of merging traditional practices with new mining science and technology to create the best of both worlds.”

Until then, small steps can be giant strides. Says Boyden, “We visited a chief who hoped to start a youth program to instill pride in First Nations land and history. So László Götz, Porcupine Environmental Manager, arranged for Goldcorp to buy ten canoes, paddles and life vests, which we donated for eco-adventures. The Chief was ecstatic.”

As the interview ends, I ask the fate of the stricken moose. Boyden was leaving a First Nations town when the collision happened, and she rushed back and found a man to put the animal out of its misery. “Afterwards, he told me his grandmother had recently died and his family had yet to host the community feast in her honour. He looked at the moose, looked at me and then I got it. So, in the end, I helped a family fulfill a traditional rite and the poor moose did not die in vain.”

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Bionic BiomassGoldcorp’s secret to speed lush new growth on reclaimed sites is not pulp fiction; it’s pulp fact.

“Biomass”, also known as “biosolid”, is a super-potent soil substitute recycled from a by-product cast off from pulp and paper mills. Made up of wood chips, beneficial bacteria, water and fibre, biomass is spongy when wet, like peat moss when dry and 10 times better than compost, producing an initial intense green tinge to new vegetation that fades to normal with time and weather.

By recycling a waste product to reclaim former wasteland, Goldcorp remains tops in environmental responsibility.

OuR baCkYaRD

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/corporate_responsibility

Above Ground: Issue 2

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