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background." In addition to these programs, there is leadership development training for supervisors, managers and directors. "Groups of about 20 supervisors meet for a week, several times per year, over 18 months, cumulating in a graduation and project presentation to the executive team," Farrow said. "And for managers and directors there is the Arts and Science Program, in which they meet for two weeks over six months to discuss the art of leadership and the science of management. To be successful at Goldcorp, leadership and management need to be in balance; you can't have one without the other." Goldcorp has six internal strategy pillars – grow people, grow safety, grow partnerships, grow margins, grow reserves and grow production. "People and safety are together at the head of the list, because they're related and strategically important to Goldcorp," Farrow said. "In order to be a safe company, you need to focus on your people." Farrow says "Our recordable injury rate has improved quarter over quarter for the last six years," he said. "Fatalities are rare, but they still happen, and we're working to eliminate them entirely." Farrow says the company has improved greatly on the technical side of safety – regulations and procedures – but there is still room to do better. "We need to go beyond regulations and improve our behavior, attitudes and habits," he said. "Our safety vision for Goldcorp is 'Safe Enough for Our Families.' In addition to its focus on people and safety, Goldcorp strives to deliver long-term value and high returns to its shareholders. There are four elements to its strategy: Steady Growth: In just a few years Goldcorp has grown to become one of the mining world's largest gold producers. In the next five years production is expected to increase by 70%. Low-cost Production: In 2012, the company produced 2.4 million ounces of gold at a total by-product cash cost of approximately $300 per ounce. The company expects its costs to stay relatively low as new, low-cost mines come on-line. Political Stability: Its asset portfolio is located in politically stable, low-risk jurisdictions in the Americas. The company says it conducts its business in a socially and environmentally responsible manner, and shares the benefits of its operations with local communities and authorities to ensure that it is welcome wherever it operates. Strong Balance Sheet: Goldcorp ended 2012 with cash and cash equivalents of approximately $918 million and an undrawn credit facility of $2.0 billion. Goldcorp forecasts average annual operating cash flow of $3.7 billion over the next five years, which will provide it with significant financial flexibility for new opportunities. Goldcorp says its investors have benefited over time from growth in such financial measures as cash flow and earnings per share. In addition, it says, successful exploration and portfolio management have increased the number of gold reserves represented by each of its common shares. n Booking Stories for BTV! "The exposure we've had has been phenomenal, lots of feedback from our shareholders and other investors." – Charles Page, CEO Queenston Mining TMI:TSX TELL YOUR STORY TO OVER 100 MILLION HOUSEHOLDS! www.b-tv.com www.ceoclips.com 38 www.resourceworld.com Profiling Publicly Traded Companies on TV and Financial Portals M AY 2 0 1 3