Sustainability Report 2014 TABLE of CONTENTS

Core Strengths Sustainability Report 2014 TABLE OF CONTENTS ABOUT US 3 SAFETY AND HEALTH 96 Message from the CEO 4 Management Approach 97 Key Performance Targets 6 Safety at Goldcorp 102 Map of Projects and Operations 8 Joint Safety and Health Committees 106 Our Company 9 Safety Performance 107 Our Culture 13 Occupational Health 109 Corporate Governance Hierarchy 16 Emergency Response 110 Commitment to External Initiatives 20 Safety and Health Case Studies 111 Awards and Recognitions 21 ENVIRONMENTAL STEWARDSHIP 113 ABOUT THE REPORT 22 Management Approach 114 Report Scope and Content 23 Materials 117 Boundary and Limitations 24 Energy Management and Data Measurement 25 Climate Change 119 GRI Content Index 27 Water Management 125 Assurance 28 Waste and Hazardous Materials MATERIALITY ANALYSIS 29 Management 128 Managing Biodiversity 131 Purpose and Methodology 30 Product Responsibility 134 Results: Key Material Topics 32 Transportation 136 STRATEGY AND GOVERNANCE 33 Environmental Expenditure 137 Management Approach 34 Mine Closure 138 Governance and Accountability 37 Environmental Stewardship Executive Compensation 40 Case Studies 139 Business Ethics and Compliance 42 STRENGTH IN OUR FUTURE 141 Public Policy Advocacy 45 Strategy and Governance 142 Enterprise Risk Management 46 Communities 143 Strategy and Governance Case Studies 48 People at Goldcorp 144 COMMUNITIES 51 Safety and Health 145 Management Approach 52 Environmental Stewardship 146 Sustainable Benefits for Communities 56 GRI INDEX 147 Community Engagement 62 Human Rights 67 GLOSSARY 154 Indigenous Rights and Engagement 72 FORWARD-LOOKING STATEMENTS 159 Land Acquisition, Resettlement and Compensation 76 CONTACT US 160 Communities Case Studies 77 PEOPLE AT GOLDCORP 80 Management Approach 81 Our Workforce, Our Core Strength 84 Employee Recruitment, Development and Retention 86 Diversity and Equal Opportunities 90 Labour and Management Relations 93 People at Goldcorp Case Studies 94 SUSTAINABILITYS USTAINABILITY REPORT 2014 GOLDCORP | 2 About Us At Goldcorp, responsible mining and sustainability excellence are company- wide commitments fully rooted in our values as an organization. We endeavour to create economic growth and positive impacts for all stakeholders, at every phase of the mining life cycle, from early exploration through to the mine’s eventual closure. We call our approach to doing business Together, Creating Sustainable Value. We believe in safe production, acting ethically, respecting all our stakeholders, open communications with stakeholders, innovation and empowering others. We are committed to being responsible stewards of the environment and to complying with the highest applicable health and safety standards. These are core values and strengths that guide our decision-making, everywhere we do business. SUSTAINABILITY REPORT 2014 GOLDCORP | 3 ABOUT US MESSAGE FROM THE CEO This was a record year for Goldcorp, which concluded with our best-ever quarterly production and overall production growth of 8% for the year to 2.87 million ounces. All-in sustaining costs (AISC) dropped by 8% to $949 per gold ounce. We also brought two new mines into production, signalling the beginning of a new phase of sustained low-cost gold production. However, the year was not without challenges. In fact, this was a year that put the entire gold industry to the test. Commodity prices remained low throughout the year, with an average price of $1,266 per ounce of gold.1 Mistrust and community opposition to mining activities persisted in many regions, while unstable global geopolitics made international headlines. Specific environmental incidents put a spotlight on the entire mining sector. Throughout this turbulent year, Goldcorp continued to be an industry leader. Our strategy, which emphasizes low-cost production in politically stable jurisdictions, and our vision of creating sustainable value for all stakeholders have never been more critical to our success. Validated through engagement with our stakeholders, this report highlights the significant strides made in our environmental stewardship, in our relationships with those affected by our operations, and in the policies and practices that ensure the health and safety of our workforce and neighbouring communities. Keeping Our Operations “Safe Enough for Our Families” Our primary goal, at all times, is to create a workplace culture that is “Safe Enough for Our Families”. This year, we emphasized a series of safety standards called the Golden Rules, which were introduced across the company in late 2013. I believe these, along with new training and reporting initiatives, were instrumental in achieving our primary Everywhere we objective of zero workplace fatalities. However, we saw an unacceptably high number do business, our of Potentially Fatal Occurrences (PFOs), which are serious near-miss or injury incidents that, had circumstances been different, could have resulted in a much worse outcome. approach is to demonstrate mutual In order to put safety front of mind in all we do, and in recognition of lives lost over the years in the mining industry, we observed our second Day of Remembrance in respect. We partner October 2014. This is a company-wide safety-focused event in which all work halts to with stakeholders to raise awareness and focus on minimizing the inherent risks of mining. We take past fatalities and potential fatalities very seriously. For 2015 and beyond, our safety goal is understand and to maintain zero workplace fatalities, reduce the number of PFOs and lower the address their concerns. all-injury rate. We strive to support SEMS: Promoting Excellence in Safety and Health, Environment, CSR strong and vibrant and Security The Goldcorp Sustainability Excellence Management System (SEMS) – our integrated communities. management system for Safety and Health, Environment, Corporate Social Responsibility (CSR) and Security – was finalized and rolled out internally in 2014. It integrates best practices, internationally accepted standards and benchmarks. SEMS is the golden standard in sustainability management that we expect each site to follow. In many jurisdictions, our SEMS standards far exceed local requirements. Above all, SEMS is about holding ourselves accountable to our core values. It ensures all of our sites have consistent benchmarks to meet our external commitments and obligations, and creates key drivers for improved performance across the organization. 1 Average London spot gold price (per ounce). SUSTAINABILITY REPORT 2014 GOLDCORP | 4 ABOUT US The SEMS rollout included site audits and self-assessments, as well as broader socialization across the company. In 2015, our objective will be to ensure that the SEMS standards are being used effectively across sites by conducting internal assurance and self-assessments. Holding Ourselves Accountable to National and International Organizations At Goldcorp we want to be an international leader in our field, and in line with this objective, we participate in, and measure ourselves against, national and international organizations. We remain a signatory member of the United Nations Global Compact and the International Council on Mining and Minerals, and in 2014, we joined the Mining Association of Canada. We also worked with our peers in the industry to advance the global sustainability agenda at The World Economic Forum and as a member of the World Gold Council. These organizations provide a forum for accountability in our sustainability performance. Partnering with Local Communities We recognize that mining operations impact the surrounding regions, and that these impacts bring both opportunities and issues of concern. In every country and community in which we operate, our approach is to demonstrate mutual respect. We partner with local stakeholders to understand their needs and address their concerns. We strive to conduct our business in a way that supports strong, vibrant and sustainable communities. Strategic priorities for 2014 included improving our transparency and efficiency in communication, and in developing mutually beneficial relationships with all of our stakeholders. Our achievements this year were significant: years of negotiations culminated in a Resource Development Agreement with the four First Nations whose lands surround, or are affected by, Porcupine mining operations: the Mattagami First Nation, Wahgoshig First Nation, Matachewan First Nation and Flying Post First Nation. We also signed a Cooperation Agreement with the Mishkeegogamang Ojibway First Nation, whose lands are located near our Musselwhite mine. These agreements complement those signed with our other mines in Canada. In 2015, we will focus on ensuring that we meet the commitments and objectives within our new agreements, and that we continue to build on the firm foundations we have built with our partners. We also launched an integrated incident and grievance reporting system that will facilitate accountability for actionable grievances. This in turn will help us communicate more effectively with our local communities during the resolutions of concerns, including those that potentially relate to human rights. Our goal moving forward is to continue building up the use of this system at all sites to ensure all complaints and concerns are dealt with in a transparent and timely manner. A Year of Accomplishment I’m proud of our accomplishments in 2014 and the continued commitment to excellence displayed by our employees every day. In 2015 and beyond, we will continue to focus on

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