rlgm connections april 2016 - Worrall Photography and Design

Volume 4 Issue 2 | April 2016
Wabauskang youth
examining a sample
of visible gold from
underground
SUPPLY CHAIN IMPROVEMENTS 2
Operating for Excellence
MES PROJECT 4
Mobile Equipment Standardization
U/G COMMUNICATIONS 5
Keeping Underground Workers Safe
WABAUSKANG FIRST NATION
YOUTH TOUR RLGM 16
On February 29th, 16 representatives from Wabauskang
First Nation (WFN) participated in a tour of Red Lake
Gold Mines’ (RLGM) surface exploration drill operations
and the Red Lake core facilities.
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Improving communication, decreasing mass mail outs and helping the environment.
Do you have a story to tell?
If so, it’s time to GET CONNECTED!
IN THIS ISSUE
Operating for Excellence
We’re working on the next edition of the Connections newsletter and are
looking to hear from RLGM employees that have a story to tell. If you have
a story idea or a photo that you want to share with other employees please
contact us.
MES PROJECT 4
A large part of what makes this project a success are the stories and insights
from you, the people that work here.
SUPPLY CHAIN IMPROVEMENTS 2
Mobile Equipment Standardization
To submit your story ideas or to provide feedback on the Connections newsletter
please contact:
U/G COMMUNICATIONS 5
Keeping Underground Workers Safe
SAFETY OCCURRENCES 6
PFO / HIPO for February and March 2016
Dianna Parthenay (Goldcorp RLGM)
P: 807.735.8004
E: [email protected]
or
Gary Worrall (Connections Newsletter)
P: 807.727.0900
E: [email protected]
CARBON FINES INITIATIVE 12
Negotiations Nets Savings for Goldcorp
ENERGY SAVINGS PROGRAM 14
RLGM reduces electricity consumption
STRONGER SUSTAINABILITY 18
Sustainability Excellence Management System
STAY CONNECTED!
Join our family email list
Sign up to receive information about RLGM events,
functions and programs
It’s quick and easy, just email [email protected] and provide:
Name of the Employee and Payroll Number along with your Family Email
information. That’s it! Join today and stay connected!
Improving communication, decreasing mass mail outs and helping the environment.
NEW HIRES
FEBRUARY - MARCH 2016
Carlos Gaspar, Long-Hole Loader/Blaster
Aodhan Climie, Long-Hole Loader/Blaster
Jordan Maerz, Long-Hole Loader/Blaster
Kevin Lloyd, Long-Hole Loader/Blaster
Darren Toope, Long-Hole Loader/Blaster
Frank Squires, Long-Hole Loader/Blaster
Andrew Bryce, Long-Hole Loader/Blaster
William Hanton, Long-Hole Loader/Blaster
Riley Thompson, Long-Hole Loader/Blaster
Todd Lang, Long-Hole Loader/Blaster
Landon Campbell, Mill Operator
Trevor Pickard, Warehouse Technician
Alannah Setchell, Warehouse Technician
Cole Liedtke, Security Guard
Gregg Maisonneuve, Long-Hole Loader/Blaster
Benjamin Haney, Long-Hole Loader/Blaster
Andrew Haney, Long-Hole Loader/Blaster
Lyle Beuckx, Long-Hole Loader/Blaster
Kevin Tougas, Long-Hole Loader/Blaster
Ryan Fawcett, Metallurgical Technician
Andrew Quinlan, Exploration Geologist
www.goldcorp.com/careers
Supply chain improvements mean
savings and efficiencies
“We exceeded our target elimination goal by almost a million dollars, however realized early on
in the project that for the exercise to be sustainable we needed to do more than just delete
inventory. It was critical that we focus on optimizing the inventory and develop a management
program.” - Maria Forsythe, Supply Chain Coordinator
Keeping an adequate parts and materials inventory is
a big job for our organization that costs the company
more than $26 million a year. At least it used to.
Thanks to the Inventory Optimization project, started
in 2015, the company has been able to reduce the cost
of this inventory and create a more efficient inventory
system.
“It took more than just a wanton desire to decrease
our inventory,” says Supply Chain Coordinator Maria
Forsythe. “This project was a lot of hard work as we
had to analyze what we have now, what we use and
most importantly, identify what we don’t use in order
to remove it from our inventory and prevent reordering.”
Forsythe admits that in the beginning the task felt
insurmountable as inventory levels have continued to
increase every year with the addition of new machinery
and pieces of equipment to our job sites. The success
of this project became dependent on answering this
question: ‘how can we delete when we need to add?’
additional savings of $400,000. This activity did not
stop the acquisition of new parts, however, as close
to $600,000 in new inventory was brought in to
accommodate the company’s growing fleet.
With O4E’s assistance and with the full support of our
MGM and Administration Manager it was determined
that the best way to reach our goals and ensure success
was to make this a formal project and to form a team.
This team included representatives from Supply Chain,
Maintenance Department, Warehouse and Senior
management who brainstormed key tasks required to
be successful. Weekly meetings were held and progress
along with task due dates was communicated regularly
to keep everyone engaged.
At the end of 2015 the project reported a decrease of
$3.6 million in inventory, attributing much of the
decrease to the removal of obsolete or slow-moving
parts. Inventory that was misclassified as regular
inventory was transferred to capital spare for an
2
CONNECTIONS
Our inventory decreased by $3.6M,
surpassing our goal of $2.6M.
April 2016
Supply chain
improvements mean
savings and efficiencies
Continued from page 2
“We exceeded our target elimination goal by almost
a million dollars, however realized early on in the project
that for the exercise to be sustainable we needed to
do more than just delete inventory. It was critical that
we focus on optimizing the inventory and develop a
management program. In the end we not only achieved
our goal but we learned a lot about inventory,” says
Forsythe.
Examples of this can be found in the stock levels of
drill and pump parts that were reviewed with
Maintenance to decrease stock levels from all-time
highs to a manageable level of $260,000 worth of
stock with a further decrease expected in 2016.
Changes to the method of issue of key items from
‘free issue’ to either ‘charged PPE’ or ‘with a supervisor’s
signed slip’ resulted in consumption being dropped
drastically. The company went from spending $37,000
per month to $13,000. The consumption of safety
glasses alone decreased from 2,800 per month to 600.
“Careful consideration was put into which parts we
removed from inventory and developing systems that
made sense. This initiative was long overdue and it
won’t just be something that is focused on for a year
and forgotten. We have made great strides and we
want to continue to optimize our inventory and provide
the best service that we can to our fellow colleagues.”
Forsythe notes it is important for the Red Lake Gold
Mines employees to understand that this was not an
activity in removing equipment and parts essential to
our day to day operations.
CONNECTIONS
April 2016
3
Finding Efficiencies | Creating Value
MES PROJECT
Mobile
Equipment
Standardization
Declining gold prices may have slowed an initiative
aimed at standardizing mobile equipment across Red
Lake Gold Mines, however, those involved say they
are committed to pushing forward to realize the longterm gain.
“We began this initiative in 2014 as an undertaking to
evaluate the extensive mobile equipment fleet that we
possessed,” says Maintenance Manager Brad Dahl.
“Our operation is comprised of different mining and
processing plants, which were brought together under
one company when the Campbell and Dickenson
operations were merged. Each complex was unique in
its equipment, methods, and processes. This means
that we have a plethora of maintenance procedures
and training requirements to suit each brand, style and
model. ”
Since its inception, the Mobile Equipment Standardization
(MES) project team has been working to develop plans
to rationalize the machinery we have, and to standardize
our fleet for a number of our equipment functional
types. These include scoops, trucks, jumbos and bolters.
reduced warehouse inventory requirements. Training
for operators and technicians can be streamlined and
there will ultimately be an improvement in the machine
and operator performance.
“With standardized mobile equipment, we will have
high equipment familiarity, resulting in increased
operator performance, along with reduced
troubleshooting time, which will improve availability
of the equipment. We are looking at reducing operating
costs long term and strengthening our partnerships
and purchasing power with suppliers,” says the
Maintenance Manager.
The MES is two years into its initial five-year outlook,
however, the decline in gold prices has forced a
reexamination capital spending and the deferral of some
non-priority one items.
“This reality has resulted in a slight shift in the timeline,
however, the plan for rationalization and removal of
equipment to right size the fleet is ongoing,” adds Dahl.
Standardization means the company benefits from
4
CONNECTIONS
April 2016
Keeping Underground workers
safe with connectivity upgrades
When a critical situation emerges here at the mine site
our telecommunication system needs to be at the ready.
Over the last few years this has meant looking at our
weaknesses and improving our systems in an effort to
ensure employees safety.
“RLGM’s telephone system has endured multiple
upgrades, add-ons and a lack of planned preventative
maintenance for the last five years,” explains Jeannine
Robitaille, ITT Superintendent. “A bunch of small fixes
and organizational growth resulted in a need to upgrade
our systems both on surface and underground.”
The Underground Phone Reliability Project came about
after a site wide telephone system upgrade was
completed at the beginning of 2015 that included
moving away from the traditional “bell” phone to a
modern IP based phone.
“The new digital telephone system change
uncovered that underground infrastructure needed
to be upgraded to increase its readiness,” says
Robitaille. “We need to be able to quickly and
safely bring our workforce to safety during an
incident and our technology was not current.”
To understand the extent of the upgrade corporate
consultant Trent Argent was brought in to conduct an
underground phone infrastructure audit last year. From
the audit’s findings a multi-level planning team was
created to look at overhauling the entire underground
phone system.
“The underground at RLGM is a huge expanse of shafts
and drifts covering many miles, all of which needed to
be re-cabled for Ethernet communications to support
the new system,” says Electrical Maintenance
Superintended Ed Majewski. “Communications and
planning were key to this project. Organizing manpower
on a daily basis required co-operation from the operations
and maintenance departments.”
Majewski adds that the addition of personnel who were
CONNECTIONS
experienced with this type of equipment helped with
the installation process ensuring a high quality installation
complete with proper record keeping and labeling.
The project’s main focus was fixing refuge station and
shaft station phone systems, however some out of
scope operational activities came under its umbrella,
including repairing #3 Shaft cables and introducing an
underground voice gateway (43L Winze) to reduce
cable length.
“Until now all voice gateways existed only on surface
at each complexes main wiring closet. This provides
more redundancy by giving us an ability to still fix
phones in the event that shaft cable is damaged,” says
Robitaille.
The team also assisted with the fiber splicing for the
AGS mining operations at 41-1 level and proactively
installed new pair cables from Campbell to Reid Station
to split these phone locations. Should Campbell shaft
be decommissioned ore body refuge phones can now
be back-fed from a Reid Shaft cable.
Despite the aggressive schedule of completing this
project in six months instead of nine months, the project
ended on schedule, on budget, and managers note all
risks were successfully mitigated. The project was also
completed with minimal interruptions to the operation.
Looking forward those on the project team say it is
important for the organization to support the new hightech systems and ensure communication continues to
be at the forefront of our priorities.
“A new level of awareness has been uncovered as part
of lessons learned. New best practices to implement
is to design the building of an infrastructure from ground
up rather than developing incrementally with no holistic
plan, to implement new business processes, and to
develop sustainable habits such as training/preventive
maintenance/record keeping. The work in improving
our communication systems must never end and
continues to be at the forefront of our priorities,” adds
Robitaille.
April 2016
5
PFO / HIPO OCCURRENCES
February - March, 2016
Red Lake - February 7, 2016
HIPO - Vent Door Pulley Failure
WHAT HAPPENED:
On February 7th at approximately 7:15 am, five
workers arrived at 30L station and started walking
to their work area for the day. They proceeded
through the first set of vent doors. When the workers
entered the last set of doors to the ramp, they
opened the vent door and proceeded through. As
the first worker went through the vent door and
started to approach the ramp, the holding block plate
released from the cylinder pin. At the same moment
the second worker proceeded through the door he
noticed the holding block plate was swinging towards
him and he stepped back to avoid the block. At that
point the worker and his gear bag had become
wedged between the vent doors. No Injury reported.
LESSONS LEARNED:
•
•
•
Mechanically activated door systems must be
on a scheduled maintenance program.
Better signage at vent doors outlining hazards
in the area.
Better markings on personnel doors.
RECOMMENDATIONS:
•
WORKING AT HEIGHTS
Protect yourself and others against falls.
Make sure fall prevention equipment is in
place and in good working condition, Wear
fall protection when working at heights
Never work without approved fall protection equipment
when working at heights above 1.8 metres (6 feet).
Care – Many people are killed by falling at work, and our
industry is no different – 15% of fatalities on mining sites
result from falls.
Think – As soon as your feet leave the ground, you should
start thinking about whether you will be working at a height
requiring fall prevention equipment or fall protection. Ask
yourself – what is the best way of doing this work to
prevent you from falling, or to protect yourself in case you
do fall.
Act - Don’t put yourself in a position where you can fall
or be hit by falling objects. If you need to work at a
height, make sure you are using the right safety equipment
to prevent a fall, and have a plan to protect yourself in
case you do fall.
6
CONNECTIONS
•
•
•
Identify similar door/cylinder systems/for
maintenance and repair
PM schedule for mechanical doors
Develop a standard for all future vent door installations
New visible signage to go on all personnel entry ways
PERSONAL PROTECTIVE
EQUIPMENT (PPE)
Choose the appropriate Personal Protective
Equipment (PPE) for the task. Wear it and
take care of it.
Care – PPE only works if it controls exposure to the hazards
of the job you are doing and is in good shape. Wearing the
wrong PPE, or PPE in poor condition, can be like wearing no
protection at all, and can lead to permanent injury or death.
Think – Why do you wear PPR? PPE is “Personal” because
it is about you and is designed to protect your body.
Act – Wear your PPE as required. It is your last line of
defense against hazards.
April 2016
Red Lake - February 8, 2016
PFO - Conveyor Not Locked Out for Magnet Cleaning
WHAT HAPPENED:
Crusher Operator was observed cleaning magnet in
crusher and did not have the # 2 conveyor locked out
as per procedure. Operator was exposed to the head
pulley of an energized/operational conveyor.
LESSONS LEARNED:
•
•
Take time and focus on the task, the risks involved
and what safety measures are to be followed
Worker had worked 13 days straight with no break
RECOMMENDATIONS:
•
•
•
•
•
•
Relocate the start/stop or field disconnect so they are in the same location.
Install a magnetic interlock on access door to #2 conveyor head pulley.
Conduct an audit for potential electrical interlocks to prevent exposure to moving parts.
Audit the mill signage and install high quality signs.
Standards for days work to be communicated to all supervision across site.
Review standards for PPE in the mills areas.
Red Lake - February 13, 2016
HIPO - Diamond Drill
Intersected Borehole with
De-Energized Cable in it
WHAT HAPPENED:
Diamond drillers realized they had intersected an
electrical cable when they emptied a core tube.
They immediately contacted their shifter, which
shut down the drill and froze the scene.
LESSONS LEARNED:
RECOMMENDATIONS:
•
•
•
•
Systems are in place to identify known service holes.
However, for unknown holes, the system will fail.
Current diamond drilling (DDH) database is not
reliable in identifying all existing electrical holes.
(68 years of historic data, some holes could be missing
or improperly flagged)
Supervisors need a refresher with respect to timing for
when to communicate incidents up and when to freeze
a scene when an incident occurs.
CONNECTIONS
•
•
•
Re-query the DDH database for hole id
anomalies
Assess the work required to develop a
3D electrical network database (live cables)
Check process followed by other sites for
tracking and communicating where
electrical holes exist in the mine
Review Process with Supervisors in
Communicating Incidents and freezing the
scene
April 2016
7
Red Lake - February 16, 2016
HIPO - Rock Burst 52 Ramp
52-2 Sub Intersection
LESSONS LEARNED:
•
•
Our current practices were able to mitigate
the severity of rock bursts and exposure to
personnel.
Current re-entry times after a blast may not
be sufficient in high seismically active areas
and further analysis is required.
RECOMMENDATIONS:
•
•
•
WHAT HAPPENED:
A 0.7 magnitude seismic event occurred at 15:08 on
February 16, 2016 approx. 20-30 minutes after the
scoop operator finished mucking out the slash. The
area had been barricaded for Unsupported Ground prior
to event. The operator’s were instructed by Rock
Mechanics to ensure area remained barricaded on N/S
until inspections pending further seismicity.
•
•
•
Red Lake - February 18, 2016
PFO - Concrete Truck Roll Away
Condemnation Holes for Geological Complex
Area
Review procedures for approaching
unsupported ground, Remote Mucking
(Consider using remote/tele-remote mucking
for areas of high burst potential) and Blasting
Standards (for areas with highly stressed
ground.)
Review Possible Seismic Monitoring Software
to provide additional monitoring capabilities
during the shift.
Further Back Analysis of rock burst statistics
Example: Time of day Plots Vs Mining Activity
Evaluate long yielding Ground support options
(e.g., yielding spin cables, connectable Dbolts, etc.)
Look at possibilities of incorporating the
Newtrax warning system with SeisAlert
RECOMMENDATIONS:
•
WHAT HAPPENED:
A cement truck was exiting through Security Gate at Balmer
Complex. The driver exited the truck and proceeded to the
gatehouse. The driver then noticed his truck started to roll
away. Worker attempted to catch up with rolling vehicle
and slipped, right foot may have made contact with the rear
tire causing minor injury to right ankle.
•
•
•
LESSONS LEARNED:
•
•
•
8
Wheel chocks not being used at the gatehouse
on entering and exiting the property.
Always cross-reference the “Golden Guide” when
performing a task to help eliminate the probability of
risk, prior to starting any task or during.
As a good practice, always re-test your brake system
when washing down equipment in cold weather
conditions.
CONNECTIONS
•
•
•
Implement the use of wheel chocks at all
entrances to the mine site. Assess these
same areas for more permanent
methods of preventing vehicle run away.
Have covers installed under drum on all
cement trucks are used on RLGM property.
Implement a program pertaining to keeping
vendors, contractors updated on site
standard changes.
Brake test to be done after equipment
wash. This will be updated in our service
vehicle operation procedure.
Vehicle coming to site must meet worthy
road safety standards. This will include
adding to contract.
Random checks of contract vehicle safety
inspection to be conducted by all.
Sign development to be posted at all mine
entrances pertaining to new site wheel
chock standards.
April 2016
Red Lake - March 8, 2016
HIPO - Ice fell off roof breaking
office window
WHAT HAPPENED:
Large pieces of ice fell off the roof hit the storage shed
and deflected into the office window where worker was
working, worker was not injured.
LESSONS LEARNED:
RECOMMENDATIONS:
•
•
•
•
Unseasonable weather being experienced
(warmer temperatures mixed with rain and sleet)
Buildup of snow and ice slid off roof
Shed was positioned right in front of the window
•
•
Final one page PowerPoint to inform
workers
Audit of surface buildings to ensure there
are no other locations where this could
occur
Relocate the shed and repair the window
Red Lake - March 10, 2016
HIPO - Damage to Reid Waste
Bin Wall
WHAT HAPPENED:
During the task of skipping slime waste from 40 L/P
to waste bin, a partial splash of slime waste hit the
bin-house wall. This caused Muck and slime fines to
strike the walls window and created a hole, some of
the waste slimes fell outside the headframe. No
injuries were reported and the area was shut down
immediately for investigation.
RECOMMENDATIONS:
•
LESSONS LEARNED:
•
•
•
All Protective guarding throughout process shall
be inspected routinely and report damage when
detected.
Considerations of speed control when dumping
skips must be considered during slime skipping
process.
Risk assessment shall be done during Non-routine
Hazardous Task Development.
CONNECTIONS
•
•
•
Modify the NRHT to reflect that skips are
dumped in manual mode at no more than
30 ft. per minute when skipping slime
waste.
Redesign and repair the waste dump bin
by installing protective barriers.
Look at ways to control slimes coming
from 3600 Haulage Drift before reaching
shaft bottom.
Look at completing the new sumps
on 3900 level to assist in Dewatering
Sump Materials.
April 2016
9
Red Lake - March 15, 2016
HIPO - Fractured Arm RLC Mill
WHAT HAPPENED:
An operator was removing an oxygen sparger out
from #1 leach tank when he lost balance and fell off
the ladder and fractured his arm.
LESSONS LEARNED:
•
•
Not best practice to work off ladders
Lack of utilization of a FLRA (field level risk
assessment)
RECOMMENDATIONS:
•
CALL TO ACTION:
•
•
Deemed a critical injury and the area was secured
and the Ministry of Labor was contacted.
Investigation was carried out.
•
•
•
Investigate means of accessing all spargers
in the leach circuit
Draft procedure for working on oxygen
spargers
Safety contact regarding FLRA (field level
risk assessment)
Identifying tasks/areas in the mill that
potentially working off ladders
SAFE
ENOUGHFOR
FOROUR FAMILIES
SAFE ENOUGH
OUR FAMILIES
These tools come
with no spare parts
PROTECTIVE DEVICES
Make sure protective devices are in
place and used. Never modify,
bypass or remove a protective
device without authorization.
Care – There is equipment that can help protect
us from hazards in our work space. We use these
protective devices to control hazards known to
cause serious injury or death.
Think – What protective devices are in use in your
work area? Why are they there?
Act – Make sure you know the purpose of protective
devices being used in your work area. Do not work
in an area unless you’re sure required protective
devices are in place and will protect you and others.
If you have to temporarily remove or change a
protective device, secure the hazard in other ways.
10
See yours
last a lifetime!
CONNECTIONS
April 2016
CONNECTIONS
April 2016
11
Global Excellence Awards Nominee
Carbon Fines Initiative
Negotiations nets savings for Goldcorp
RLGM milling operations utilize carbon-in-pulp (CIP)
and carbon-in-leach (CIL) extraction techniques for the
recovery of gold which has been dissolved into solution
as part of the gold cyanidation processes. This part of
the milling process represents approximately 40 per
cent of gold production from RLGM mills.
Once stripped of its gold content, the carbon is then
reactivated (recycled) for reuse in the system using a
process of acid washing the carbon and then heating
the carbon in a kiln which burns off the solids and
opens the pours of the carbon which optimizes it for
the adsorption of gold.
Within these processes carbon acts like a sponge into
which the gold dissolved solution is adsorbed until it
comes into equilibrium with (same concentration as)
the surrounding solution. Once saturated, the carbon
is separated from the slurry and “stripped” of
concentrated gold solution for further processing using
electrowinning.
And while the majority of carbon is process (stripped)
and reactivated for reuse, a portion is too small (worn
out) to be reused and must be removed from the
process. These carbon fines are then sent to a third
party where the carbon is smelted to remove residual
gold content.
Carbon Process Tanks - Campbell Complex
12
CONNECTIONS
April 2016
Negotiations nets savings
for Goldcorp
Carbon Kiln - Campbell Complex
Continued from page 12
In recent years the cost of processing the fines by the
company who is contracted to smelt carbon fines from
all Goldcorp sites increased resulting in a reduced
payable from gold recovered from 94-95% to just 87%
in 2014 when Goldcorp was charged more than $2
million in processing fees.
“We need to think about best practices and
improving our process on each site,” says RLGM
Surface Operations Manager Nuri Hmidi. “New
innovation is the way to go involving operators,
supervisors, coordinators and management. We
need to work as a team to be efficient at what
we do, working together we create a value.”
So when the contract between Goldcorp and the
smelting company came up for renewal in 2015 it was
seen as an opportunity to either renegotiate a better
contract, or start processing the carbon fines in-house
at Musslewhite by investing capital into a new furnace.
With options for reducing costs identified, Nuri reached
out to Chris Woodall, Senior VP of Operations, Canada
and US who suggested Nuri work with Regional Supply
Chain to negotiate a better contract.
and the result will be to net more profits,” says Hmidi.
“The focus should be to constantly look for opportunities
to improve all of the gold process elements.”
The next step is to follow up on finding new methods
of processing our carbon fines at one of our Goldcorp
sites.
“It is important to acknowledge the contributions that
I received from our team at Red Lake Gold Mines and
from other Canadian Goldcorp mining sites,” added
Hmidi. “This project is a win for all Goldcorp, and
everyone involved is deserving of special thanks. Enjoy
warm weather and keep safe!”
Nuri provided all the necessary information to Regional
Supply Chain to negotiate a better contract and in April
2015 they began negotiating with the smelting company.
By mid-July negotiations were finalized on a new
contract resulting in a USD 535,000 savings per year
for Goldcorp which could potentially save the company
more than USD 2.7 million over the five year contract.
The carbon fines collected usually take a long time to
dry or to drain enough to be shipped. This usually
results in some carbon fines not making it to smelter
on time before the end of the year otherwise the savings
will be at USD 600,000 to USD 700,000 which could
potentially save the company more than USD 3.0 to
USD 3.5 million over the five year contract.
“The goal of safe process management is to grow a
work force into engaged and motivated employees,
CONNECTIONS
April 2016
13
Energy Conservation
at Red Lake Gold Mines
Energy usage savings a
big win for RLGM
Energy management strategies are yielding results two years into the program. RLGM started fixing air leaks
underground in June 2015. Energy Management Coordinator Matthew Curtis says the results speak for themselves.
“The first six months of the repairs resulted in a savings of over $500,000,” Curtis
reported earlier this month. “We are only four months into the current year and we
have exceeded that amount reporting $522,000 in savings. We are now able to shut
off compressors that were working overtime before just to keep up with the leaks
underground. This is a huge win!”
Here are some examples comparing 2015 when we started the repairs. The Blue line is historically showing
the compressors running before the repairs and the red line after the repairs. At Campbell, we went from running
close to 2MW down to 1.2 MW which is a 800kw reduction of operating power. This is equivalent of almost
80 homes!!
The same goes for the 6 – 450 HP Balmer Complex Compressors that ran 100 per cent of the\ time just to
keep up with the air and now they are shutting down because we are fixing the leaks. Look at 2015 and 2016
repairs comparison.
At the end of 2015 we were dropping down in usage (red) from what they were previously (blue). We were
running at 1.4 MW in 2015 and dropping down to 1 MW and almost down to a 600kW drop in the afternoon
(after everyone is done drilling!!)
Now in 2016 with the efforts of the underground crews we have dropped our running energy usage from 1.4
MW to 1.1 MW - That’s a 300kW reduction in standard usage..300kW is the equivalent of 30 houses!!
14
CONNECTIONS
April 2016
Continued from page 14
Due to the dedicated efforts of the underground crews we have achieved this amazing reduction and we will
continue to identify and repair leaks as we move forward. This shows great operating best practices and shows
the dedication RLGM employees have for reducing our costs.
What does fixing the leaks mean for you?
1. One of the calculations for your bonus is
sustainability and decreasing energy usage
is a major part of that!
2. Increased production by ensuring more air supply!
3. Reliable system when we need it!
Great work all and let’s continue to improve our
systems and reduce our All-in sustainable costs!!
Maintain a physical and mental
state that allows you to
perform your job without risk
to yourself or others.
FIT FOR WORK
Never work if impaired from the
use of drugs or alcohol.
Refer to the Golden Guide for more information on “Fit for Work”
CONNECTIONS
April 2016
15
COMMUNITY AND
SOCIAL RESPONSIBILITY
Wabauskang First Nation Youth
Tour Red Lake Gold Mines
On February 29th, 16 representatives from Wabauskang
First Nation (WFN) participated in a tour of Red Lake
Gold Mines’ (RLGM) surface exploration drill operations
and the Red Lake core facilities.
The tour group was made up of several WFN youth
members and adults and was organized by
Wabauskang’s Resource Office Manager, Ryan Haines,
in conjunction with the RLGM Sustainability Department
employees. Visitors were escorted by James Russell,
Sustainability Manager; Terry Bursey, Aboriginal &
Community Affairs Coordinator; Haley Anderson, CSR
Support; and guided by Stephen Brooking, Exploration
Geologist; Ashley Moncrief, Environmental Technician;
and Timothy Szaflik, Environmental Technician.
For most of the group, it was the first time that any
of them had a chance to tour a mine site and surface
operations. The tour was part of the on-going
collaboration between RLGM and WFN. “Our
Agreements with local communities go beyond the
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Wabauskang youth examining a sample of visible gold from
underground
written obligations. We have built a relationship with
WFN, and continue to look for ways to educate the
band members about our operations and communicate
what opportunities there are for youth as they think
about their future career options,” stated Terry Bursey,
Aboriginal and Community Relations.
April 2016
Wabauskang First Nation
Youth Tour Red Lake Gold
Mines
Continued from page 16
Marshall Moore, one of the WFN youth who had the
opportunity to job shadow within the Environmental
Departments at RLGM in 2015 added, "My favourite
part of the tour was looking at the core samples. It
was really interesting to see all of the different types
of rock that they find when they are drilling."
Ashley Moncrief, “I thoroughly enjoyed being able to
participate in such an educational tour, following the
path of core from the drill to the coreshack.”
Getting to witness the surface operations first-hand
helped the group realize just how much is involved in
the exploration process, from planning the drill holes,
extracting the core from the ground, logging the core,
sampling for gold and then interpreting the results to
build a 3D interpretation of the gold-bearing geology.
Timothy adds: “I knew there was a lot of drilling going
on with the HG Young project, but to see exactly how
many drill holes there are digitally in a 3D model truly
amazed me.”
Major Drilling foreman explaining how the core is drilled
Steve Brooking describing the core at the Red Lake facilities
CONNECTIONS
April 2016
17
Together, Working to Build
Stronger Sustainability Practices
was introduced as a concept. Fast forward two years
and the SEMS framework has been rolled out companywide and selected mine sites have already successfully
passed SEMS audits. SEMS standards and practices
are being adopted “at the face” and are becoming
integral to the way Goldcorp conducts business every
day.
In March 2016, members of Goldcorp’s global team
convened for the company’s bi-annual Sustainability
Summit to further our sustainability journey. Teams
from Sustainability, including CSR, Environment and
Security; Technical Services; Human Resources;
Communications; Operations and Safety and Health,
as well as all members of the Board’s Sustainability,
Environment, Health & Safety (SEH&S) Committee
were in attendance for three days of learning, dialogue
and knowledge sharing.
Goldcorp was also pleased to welcome guest speakers
who challenged, provoked and inspired our thinking,
including: Paul Gilding, former executive director of
Greenpeace International and author of The Great
Disruption: How the climate crisis will transform the
global economy; Craig Sexton Creative Director at
DuPont Sustainability Solutions; Felipe Calderon, former
President of Mexico; and John Ruggie, pastUNSpecial
Representative on business & human rightsand Professor
in Human Rights and International Affairs at Harvard's
Kennedy School of Government. As Mr. Calderon
participated in the inauguration of our Penasquito mine
in 2010, it was gratifying to gain his unique perspective
on Goldcorp’s sustainability journey over the years.
Goldcorp’s Senior Vice President, Sustainability, Jerry
Danni kicked off the plenary sessions by reviewing the
company’s implementation and rollout of Goldcorp’s
Sustainability Excellence Management System (SEMS).
At the company’s 2014 Sustainability Summit, SEMS
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Following a full day of plenary sessions, attendees
attended in-depth sessions in each of the four SEMS
functional areas: Safety and Health, CSR, Environment
and Security. The three-day session ended with closing
remarks, where annual safety awards were presented
and key takeaways in each functional area were
summarized.
Penasquito won the 2015 Safety Bear award for
improved transparency and accountability and Marlin
won for best Safety Performance in 2015, having the
lowest All Injury Frequency Rate (AIFR) and most
improved Lost Time Injury Rate (LTIR).
These were some key takeaways for each of the areas:
•
CSR stressed the importance of social risk as an
economic risk if not managed properly; the need
for local employment and procurement to start from
the earliest beginnings of a project to build
relationships and help communities build capacity;
and for continued and proactive stakeholder
engagement through the entire mine life.
•
Safety reiterated the positive safety effect of daily
employee engagements with the rollout of the
company’s new StepIn management training
program. When leaders meaningfully touch people
at the heart, the impact on safety is notable, as
seen at both of the winning Safety Bear Award
sites. Learnings from the 2015 fatality at
Musselwhite mine were reviewed in depth to ensure
all other mine sites can avoid similar future tragedies.
April 2016
Jacques withwife Karen
EMPLOYEE SPOTLIGHT
Jacques
Rheaume
Production
Jacques Rheaume
(Production) has been a
fixture in Red Lake’s
underground mining
operation for more than three decades. He has spent
the last 36 years working below surface mucking and
blasting miles and miles of ore and he’s made a reputation
for himself.
Coworkers say Jacques is one of the best track miners
around. He is also credited with having a great attitude
and a positive influence on the morale of everyone he
works with.
Rheaume says he enjoys coming to work every day
and has had the opportunity in the last number of years
to work with young miners to train them on procedures
and show them the ropes.
“I have been helping out by training coworkers. I like
helping the young guys out,” he says enthusiastically.
Despite putting in 36 years for the Campbell operation
Continued from page18
•
•
Water management and the company’s need to
use and treat less water is of paramount importance,
as is the need to use alternative renewable sources
to increase energy management, especially as each
mine site works to better understand the effect of
carbon pricing
Our Security team came away from the conference
with a strategic plan including three year objectives
built from the ground up with input from all the
sites and regions, the creation of a self-assessment
tool to track trends on governance and adherence
to internationally-accepted standards, and the
application of the company’s enterprise risk
management assessment tool to security.
CONNECTIONS
Rheaume says he isn’t close to hanging up his overalls
and hard hat yet.
“I am not ready to retire. I still have my good years
ahead.”
We asked Rheaume…
How did you come to work
at Goldcorp?
I heard about the money when I was young and headed
north. I grew up in Quebec where my father had a
farm. My brother was already working up here and
followed him to the district.
What is the most rewarding part of your job?
I have always enjoyed mining but I would say the part
I enjoy the most is blasting – blowing things up.
And the most challenging?
Pretty much the same – it’s the blasting. I try to blast
every day to hit my targets.
What would you be doing if you hadn’t decided to
follow this career path?
No idea – I can’t see me doing anything else but if I
had to do something else I think it would be farming.
How do you relax when you are not at work?
I like being at home in my garage. I also enjoy getting
out fishing.
Most importantly, senior executives and mine general
managers committed to incorporating these key
takeaways to practices at our mine sites, as input for
actionable deliverables.
On behalf of SEHS committee of the Board, John Bell
and Clem Pelletier expressed pride for the passion and
dedication of the company’s teams and individuals
working towards advancing our sustainability journey.
Mr. Bell announced that he will be retiring from the
Board of Directors in April and handing the reigns as
Chairman of the Sustainability, Environment, Health &
Safety Committee to Clem Pelletier.
Expect to see more information, as we continue our
journey of continuous improvement, creating sustainable
value, and living up to our sustainability vision: Our
Planet. Our Choices. Our Legacy.
April 2016
19
EMPLOYEE SPOTLIGHT
Ross Jenner (Warehouse) grew up with a view of the
Balmertown headframes, however it wasn’t until recently
has he found a career at Red Lake Gold Mines.
Ross
Jenner
Warehouse
“My wife and I are both from Red lake and five years
ago we moved ‘back home’,” says Jenner. “We were
on our way back to Southern Ontario after a trip back
to Red Lake for a visit that we decided we wanted to
raise our family here. We got home, gave notice, packed
our stuff, and moved to Red Lake.”
Jenner has a degree in Marketing and Business
Administration and began working for Xtivity Inc. right
out of school. Xtivity provides inventory optimization
solutions to large mining, pharmaceutical, pulp and
paper, and manufacturing organizations. He says he
started out as the Marketing manager and took on a
number of responsibilities during the six years he was
there.
“For the last two years at Xtivity I was the Senior
Account Executive in charge of Sales, Marketing, and
managed all of our major corporate accounts with some
of the largest organizations in the world.
Since moving back to the district Jenner took a position
at Multicrete systems where he helped automate a
number of their processes to improve customer service
and improve their overall offering. He and his wife
Jaclyn settled into the community and added to their
family.
We asked Jenner…
How did you come to work at Goldcorp?
I was approached by a couple of people from within
the company about the Warehouse Supervisor position
and figured I would put my name in. I had originally
intended on applying at Goldcorp as soon as we moved
back to Red Lake but didn’t want to take the first thing
that came up. I worked underground as a summer
student for four years and although I loved my time
working underground, I wanted to find a career I felt
passionate about. Having worked in the inventory
optimization field at Xtivity, I learned a great deal from
some of the world leading experts in the industry and
felt that I could have a stronger impact at Goldcorp
doing something I am well versed in. When I learned
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about the position I applied as soon as I could and have
been here since October 19, 2015.
What is the most rewarding part of your job?
The people – I love working with everyone on the
warehouse team. They are a great group of people that
have been incredibly helpful and accommodating as I
learn the ropes. There is a great deal of knowledge
within the warehouse walls and I intend on absorbing
as much of it as possible. The days are incredibly busy,
challenging and go by very fast, which I love.
And the most challenging?
The most challenging part of this job is getting 16
hours’ worth of work done in a 9 hour day. Managing
and prioritising all the projects, tasks, and end user
requests is definitely a challenge in a place where the
people are spread across numerous locations.
What would you be doing if you hadn't decided to
follow this career path?
That is a tough question. Had we not decided to move
back to Red Lake I have no doubt I would still be at
Xtivity Inc, providing optimization consulting. It was
a very rewarding career that allowed me to travel the
world and visit numerous warehouse operations and
work with some of the world leading experts in the
field of MRO Optimization.
In the end, mining is in my blood and I think I would
have ended up at Goldcorp one way or another. My
father, step-father, uncles, cousins, brother, and
numerous friends have been involved in the mining
industry in Red Lake for many years.
How do you relax when you are not at work?
I have a three year old and a 10 month old so I haven’t
relaxed in a little over three years … Once summer
arrives I like to spend as much time at our cabin at
Rahill with my wife and boys. I also enjoy golf, softball,
camping/fishing, and anything that gets me outside.
April 2016
Phone: 807-735-8914
GOLDCORP
Recreation Centre News
HOURS OF OPERATION
Monday to Friday - 5:30am to 9:00pm,
Saturdays - 11:00am to 9:00pm
& Sundays - 11:00 to 9:00pm
NEW THIS SESSION
FITNESS PUNCH PASSES - AN ALL-ACCESS
PASS THAT ALLOWS YOU TO USE THE
PASSES YOU'VE PURCHASED TO ATTEND
ANY OF OUR FITNESS CLASSES.
PUNCH PASSES NEVER EXPIRE!!
REGISTRATIONS MUST BE DONE IN PERSON
AT THE POOL FRONT DESK. PAYMENT IS
REQUIRED AT TIME OF REGISTRATION.
360 SCUPT EXPRESS - MON TO THUR 5:45AM - 20MIN
AQUAFIT - MON & WED 9:00AM / TUE 6:30PM
BOOT CAMP - SATURDAY 10:00AM
TOTAL BODY BLAST - MON, WED & FRI NOON - 60MIN
CROSS SWIM - TUESDAY 7:30 / SAT 3:00PM
360 SCUPT - MON & WED 4:45PM - 45MIN
ZUMBA - TUE & THUR 4:45PM - 45MIN
YOGA - MON TO THUR 5:30PM - 60MIN
BUILD AND BURN - MON & WED 7:30PM 60MIN
Our facility houses a full-sized swimming pool and we offer a wide
range of programming options, including lessons for all levels, a
variety of water fitness classes and several open swim times. Our
qualified Lifeguards and Instructors are trained to offer the highest
level of service. Whether you are looking to introduce your infant
to the water, have your child learn to swim, improve your stroke,
keep fit with a low-impact water fitness or experience a highintensity workout, we have a class to suit your needs. Please
contact the Pool Front Desk at 807-735-8914 to inquire about any
of our programs.
WEIGHTROOM
Our facility houses a full service weightroom, with both cardio and
strength equipment. We offer monthly, 3-month, 6-month and one year
memberships. We also accept drop-ins. Weightroom Memberships
include use of our Sauna too!
Weightroom Hours:
Monday to Friday - 5:30am to 9:00pm
Saturdays - 11:00am to 9:00pm
Sundays - 11:00pm to 9:00pm
FITNESS CLASSES
FACILITY RENTALS
Our facility offers a fully-licensed lounge and kitchen facilities for
fucntions, with a capacity of 245 people. Our lounge also converts to
a meeting facility that can accommodate up to 150 people, with computer
access, projector and food services. Our "party room" is the perfect
venue for both birthday parties and small meetings of up to 15 people.
Our kitchen staff can accommodate your meal requirements. Whatever
your meeting or function requirements might be, our helpful and friendly
staff will be happy to accommodate.
For facility rental rates and reservations, please contact the Recreation
Centre Coordinator at 807-735-8707 or by email at
[email protected].
FITNESS CLASSES
We are excited to announce we now have even more instructional
fitness options to suit your needs. So, whether you are looking for a
quick workout to fit into your busy schedule, a relaxing yoga for flexibility
and strength, a fun and high energy Zumba class, a fun, low-impact
fitness, water fitness or a high intensity workout, our knowledgeable
Fitness Instructors will make sure you get fit and have fun doing it!
Refer to the Programs at www.rlgmrecreation for dates and times.
Our 4 lane, 5-pin bowling alley is the perfect spot for a
child's birthday party or an evening out with friends. An
adjoining party room is available and the Bowling alley is
fully licensed. The Bowling Alley is open Friday from
6:00pm to midnight and Saturday 1:00pm to 4:00pm and
6:00pm to midnight. There is an active bowling league for
children and adults, that meets Monday through Thursday.
During the summer months, the lanes are open Sunday
through Thursday by reservation.
BOWLING
GAME (PER PERSON) ............................... $3.50
GLOW BOWL (PER PERSON) ..................... $4.50
SHOE RENTAL .........................................$2.50
LANE RENTAL ......................................... $15/HOUR
www.rlgmrecreation.com
WE INVEST
in the communities where we are located. We
support education, health and economic well-being
through financial contributions, community
involvement and a deep-rooted desire to leave a
legacy of positive benefits everywhere we operate.
For community related inquires,
concerns or donations please contact:
Terry Bursey, P.Geo.
James Russell
Sustainability Manager
OR
T: 1.807.735.8780
M: 1.807.727.0200
[email protected]
Aboriginal and Community
Affairs Coordinator
T: 1.807.735.8722
M: 1.807.728.1967
[email protected]
Environmental On Call phone line 1.807.727.0437
together creating sustainable value
GOLDCORP