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Reducing the environmental impact of mining - a promising practice study

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Reducing the environmental impact of mining - a promising practice study

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Content REDUCING THE ENVIRONMENTAL IMPACT OF MINING:
A PROMISING PRACTICE STUDY
By
Allen Todd Wilkes
A Dissertation Presented to the
FACULTY OF THE USC ROSSIER SCHOOL OF EDUCATION
UNIVERSITY OF SOUTHERN CALIFORNIA
In Partial Fulfillment of the
Requirements for the Degree
DOCTOR OF EDUCATION
December 2024

© Copyright by Allen Todd Wilkes 2024
All Rights Reserved

The Committee for Allen Todd Wilkes certifies the approval of this Dissertation
Cathy Krop
Eric Canny
Kim Hirabayashi, Committee Chair
Rossier School of Education
University of Southern California
2024

iv
Dedication
To my family for inspiring me to continue learning and leading change in the many roles
and causes I have pursued. They have encouraged me to extend my influence in business
ventures, religious and education nonprofits, particularly in Africa and Latin America’s
developing nations, all to make my personal influence and our organizational results more
sustainable, supporting the success of individuals, families, and communities.
To my parents, Kay and Pat Wilkes, for their dedication to learning and hard work, for
their personal sacrifices putting me and each of their children in a position to succeed
professionally and personally.

v
Acknowledgments
A special thank you to my advisory committee, Dr. Kim Hirabayashi, Dr. Cathy Krop,
Dr. Eric Canny, and Dr. Wayne Combs, for providing focus and encouragement, and to the
Rossier School of Education, the numerous instructors and advisors, for this platform to learn the
concepts and tools for effective, sustainable organizational change and lasting leadership.

vi
Table of Contents
Dedication................................................................................................................................. iv
Acknowledgments.......................................................................................................................v
List of Tables............................................................................................................................ ix
List of Figures........................................................................................................................... xi
Abstract ................................................................................................................................... xii
Chapter 1: Introduction to Problem of Practice............................................................................1
Organizational Context and Mission ..........................................................................2
Importance of Addressing the Problem ......................................................................3
Purpose of the Project and Questions.........................................................................3
Organizational Performance Status ............................................................................4
Organizational Performance Goal ..............................................................................5
Stakeholder Group of Focus.......................................................................................5
Chapter 2: Review of the Literature.............................................................................................6
Mining Company Environmental Performance Gap ...................................................6
Environmental Impact of Mining ...............................................................................7
Environmental Performance Gap ...............................................................................9
Best Practices to Improve Environmental Outcomes................................................11
Chapter 3: KMO Influences Framework....................................................................................17
Knowledge Influences .............................................................................................17
Conceptual Knowledge ............................................................................................17
Procedural Knowledge.............................................................................................20
Motivation Influences..............................................................................................23
Conceptual Framework: The Interaction of Stakeholders’ Knowledge and
Motivation and the Organizational Context..............................................................34

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Chapter 4: Research Methods....................................................................................................38
Qualitative Data Collection and Instrumentation ......................................................38
Data Analysis ..........................................................................................................40
Participating Stakeholders........................................................................................41
Chapter 5: Findings...................................................................................................................43
Promising Practice Findings From Document Analysis............................................43
Promising Practice Findings From Stakeholder Interviews.......................................46
Synthesis of Findings...............................................................................................72
Chapter 6: Solutions and Recommendations..............................................................................78
Knowledge Recommendations.................................................................................78
Motivation Recommendations .................................................................................81
Organization Recommendations ..............................................................................89
Chapter 7: Integrated Implementation and Evaluation Plan........................................................96
Implementation and Evaluation Framework.............................................................96
Organizational Purpose, Need, and Expectations......................................................97
Level 4: Results and Leading Indicators...................................................................99
Level 3: Behavior ..................................................................................................100
Level 2: Learning...................................................................................................109
Level 1: Reaction...................................................................................................118
Evaluation Tools....................................................................................................121
Data Analysis and Reporting..................................................................................123
Chapter 8: Conclusions ...........................................................................................................125
References ..............................................................................................................................127
Appendices .............................................................................................................................140
Appendix A: Participating Stakeholders With Sampling Criteria............................140

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Appendix B: Data Collection Protocols..................................................................147
Appendix C: Credibility and Trustworthiness.........................................................153
Appendix D: Ethics................................................................................................157
Appendix E: Postintervention Survey.....................................................................158
Appendix F: Delayed Feedback Survey .................................................................159
Appendix G: Example EEP Dashboard ..................................................................161
Appendix H: Example DICE Dashboard and Change Management Risk
Calculator ..............................................................................................................163

ix
List of Tables
Table 1: Organizational and Stakeholder Goals.........................................................................22
Table 2: Assumed Knowledge Influences..................................................................................22
Table 3: Assumed Motivation Influences ..................................................................................28
Table 4: Assumed Organizational Influences.............................................................................29
Table 5: Participant Characteristics ...........................................................................................42
Table 6: Procedural Knowledge: Sourcing and Sharing Environmental Solutions......................50
Table 7: Utility Value: Individual Views on the Value of Particular Environmental Outcomes..54
Table 8: Utility Value: What Motivates Environmental Managers to Reduce Environmental
Impacts? .....................................................................................................................55
Table 9: Motivating Values for Setting Environmental Goals Within the Organization..............58
Table 10: Group Efficacy: What Influenced Confidence While Working Toward Goals? ..........60
Table 11: Cultural Models—Descriptions of Goldcorp Culture .................................................63
Table 12: Cultural Models—Company Priorities, the Importance of Environmental Outcomes.66
Table 13: Cultural Models—Concerns About Meeting Goldcorp’s Environmental Objectives...68
Table 14: Cultural Models—Required Knowledge and Skills....................................................69
Table 15: Summary of Knowledge Influences and Recommendations.......................................79
Table 16: Summary of Motivation Influences and Recommendations: Utility Value .................83
Table 17: Summary of Motivation Influences and Recommendations: Self-Efficacy .................84
Table 18: Summary of Motivation Influences and Recommendations: Group Efficacy..............85
Table 19: Summary of Organization Influences and Recommendations.....................................90
Table 20: Outcomes, Metrics, and Methods for External and Internal Outcomes .......................99
Table 21: Critical Behaviors, Metrics, Methods, and Timing for Evaluation............................101
Table 22: Required Drivers to Support Critical Behaviors.......................................................107
Table 23: Evaluation of the Components of Learning for the Program.....................................113

x
Table 24: Components to Measure Reactions to the Program ..................................................119
Table A1: Document Sources..................................................................................................141
Table A2: Sampling Strategy and Timeline .............................................................................146
Table C1: Strategy for Qualitative Analysis.............................................................................155
Table G1: Example of Evaluation of Program Implementation Progress, 3 Months After
Implementation......................................................................................................161
Appendix H: Example DICE Dashboard and Change Management Risk Calculator ................163

xi
List of Figures
Figure 1: Reducing the Environmental Impact of Mining ..........................................................36
Figure 2: The New World Kirkpatrick Model............................................................................97
Figure G1: Example Environmental Excellence Program Dashboard.......................................162

xii
Abstract
For North American mines to have a sustainable future, innovative environmental solutions are
required to reduce impacts to the environment. To deliver those solutions and reduce
environmental impacts, organizations leaders must lead with that vision. In alignment with a
vision for reducing environmental impacts, employees require knowledge, motivation, and
organizational support (KMO) influences to effectively lead change and deliver those results.
This study utilized a version of the Clark and Estes gap analysis framework to evaluate the KMO
influences affecting managers’ and project leaders’ ability to reduce environmental impacts at a
large international mining company. Findings in this study indicate that managers and project
leaders possess high individual and group efficacy to deliver improved environmental outcomes.
This efficacy is supported by the group’s knowledge of new technologies and their
environmental impacts. These stakeholders are also highly motivated to meet the company’s
environmental and project goals. This motivation is evidenced by the structure in place for
annual goal setting and cascading of goals throughout the organization from a corporate
environmental vision to detailed project deliverables. This cascading of goals translated to each
level of the organization provides alignment with compensation impacts to motivate delivery on
environmental goals. As a presentation of best practices, this study concludes with successful
actions this company has taken that others could take to mitigate the environmental impacts of
mining. The efficacy of these KMO practices is demonstrated by environmental results
recognized in industry and government publications.

1
Chapter 1: Introduction to Problem of Practice
Mining and minerals industries operate under tremendous pressure to reduce their
environmental impact (Buxton, 2012; Delevingne et al., 2020). In the past, and today mining
companies continue to improve their productivity and environmental outcomes. This
improvement is not spread equally within all mining jurisdictions, countries, and environments;
many improvements have not translated to address smaller scale and often very damaging
artisanal mining operations. Mining operations continue to improve environmental outcomes by
adding goals to their communicated operating visions and translating those goals to action
through innovative solutions to mining’s environmental challenges (Kashan et al., 2022).
Leaders set the vision and operating objectives for their organization (Lewis et al., 2006).
Leaders also promote vision-supporting behaviors and organizational influences by modeling
those behaviors and promoting those influences (Lakhani & Marquard, 2014). Innovation has an
important role in mining’s future as organizations work to produce metals and materials with less
impact on the environment (Carvalho, 2017; R. M. Hughes et al., 2024; Klippel et al., 2008).
Reducing environmental impact can reduce production costs in several ways. Reducing the
energy consumed and reducing mining’s footprint in terms of land, water, wildlife, and air
impacts can reduce production costs. Typically, ideas and innovation do not translate directly to
profit, and consequently, many mining companies struggling to compete through mining’s
business cycles fail to sustain improvement long enough for the benefits to be realized (Filippou
& King, 2011; Sánchez & Hartlieb, 2020). According to Robinson and Stubberud (2014),
investment in environmental solutions come with risk and without guaranteed returns on that
investment. It can take years for the cost and environmental benefits of innovative solutions to be
realized, but those benefits can be realized and sustained most effectively when leadership

2
vision, organizational values, and sustained improvement actions are aligned (Filippou & King,
2011; Malan, 2021).
Organizational Context and Mission
This dissertation was a promising practice study to identify and recognize organizations
and the solutions they are applying to the environmental challenges inherent to mining
operations. Goldcorp is a gold-focused producer that operates mines throughout North and South
America, producing gold, silver, zinc, and other metals from both underground and surface
operations. Goldcorp’s published vision includes a focus on creating value in a sustainable
manner. This vision also includes environmental commitments that demonstrate respect for the
environment, to mitigate environmental impacts in every stage of the mining life cycle. “At
every stage of the mining life cycle, we work to avoid, reduce or mitigate any negative
environmental impacts” (Goldcorp, 2016, p. 127). Goldcorp leaders “believe in safe production,
acting ethically, respecting all our stakeholders, open communication, empowering others and
innovation” (Goldcorp, 2016, p. 3). Goldcorp has invested over $10 million in a range of startups and new technologies between 2017 and 2019. The Borden mine, for instance, is a new mine
with innovation planned and built into its original operating concepts. Located in Ontario,
Canada, Borden is Canada’s first underground mine to replace diesel mobile equipment with
battery powered electric vehicles (Mining Connection, 2019). Borden is a key part of Goldcorp’s
plan to increase production and has been commercial production since the second half of 2019.
As Goldcorp’s president and chief executive officer (CEO) stated,
We believe the days of diesel use for underground mining equipment are numbered and
electrification of our mobile fleet is a logical way to significantly reduce the mine’s
environmental footprint. We are partnering with like-minded technology suppliers . . . to
commercialize clean technologies, improve health and safety performance, and reduce
GHG [greenhouse gas] emissions with the aim of improving the viability, sustainability
and profitability of our mines. (as cited in Parizot, 2018, para. 6)

3
Importance of Addressing the Problem
There are few industries with more impetus to change than mining. For North American
mines to have a sustainable future, innovation will be required to reduce their environmental
impact, produce a profit from lower grade deposits at greater depths, and to compete on cost
against less accountable foreign producers. Mining companies in pursuit of energy savings and
regulatory compliance are compelled to become more environmentally friendly (Robinson &
Stubberud, 2014). This is particularly true in developed economies where environmental
regulation is also mature. Mineral resources will continue to be exploited in less mature
regulatory environments, exposing sensitive ecosystems to damage if promising practice
technical knowledge and organizational efficiencies are not applied to reduce environmental
impacts. The interaction of innovation and sustainability has become a “strategic priority for
theory and practice” (Dangelico & Pujari, 2010, p. 471). Technical knowledge in mining and
processing is no longer sufficient to secure success in the global commodity markets (Klippel et
al., 2008; Malan, 2021).
Purpose of the Project and Questions
The purpose of this project was to study Goldcorp’s performance related to a larger
problem of practice, reducing the environmental impact of mining. This project and analysis
focused on assets in the areas of knowledge and skill, motivation, and organizational resources
and influences applied to projects that reduce environmental impacts. Whereas a complete study
would focus on all stakeholders, for practical purposes the stakeholders of focus for this analysis
were mine managers, environmental managers, and project leaders. As such, the questions that
guided the promising practice study were the following:

4
1. What stakeholder knowledge and motivation are required to meet environmental
impact reduction goals?
2. What is the interaction between organizational culture and context and stakeholder
knowledge and motivation?
Organizational Performance Status
In 2018, the Government of Canada’s Clean Growth Program awarded Goldcorp’s
Borden mine $5 million in funding for clean technology research, development, and
demonstration projects. This award and attached funding were recognition for Borden putting
Canada’s first fleet of all-electric underground equipment into service. On awarding the funding,
Canada’s minister for the environment, Amarjeet Sohi, stated, “This project helps advance clean
technologies to commercial readiness, creates good, middle-class jobs and reduces greenhouse
gas emissions” (as cited in PR Newswire, 2018, para. 5).
As a member of the Mining Association of Canada and the International Council of
Mining and Metals (ICMM), Goldcorp has committed to meet environmental performance
standards. In 2017, its last year as an independent mining and business entity and its last year of
comparative environmental reporting before being acquired by Newmont, Goldcorp saved
100,000 tonnes of CO2e, reduced energy intensity by 5% through energy saving efforts,
reused/recycled 128% of all raw water withdrawn from the environment, and invested $24
million in progressive closure reclamation activities (Goldcorp, 2018).
Goldcorp has established and communicated goals to apply innovative policies and
practices to reduce energy use in projects and operations, reduce freshwater use, increase water
recycling, comply with the Tailings Stewardship Strategy, and follow its established biodiversity
management plan. In alignment with the Goldcorp’s company vision, all of the company’s mine

5
managers, environmental managers, and project leaders are engaged to deliver on these five
environmental impact reduction goals.
Organizational Performance Goal
Goldcorp will comply with its Sustainability Policy, meeting milestones on the Towards
Zero Water (H2Zero) initiative and will continue to reduce greenhouse gases and nonrenewable
energy use. Goldcorp will effectively develop and implement solutions that meet its energy
reduction and environmental impact reduction goals.
Stakeholder Group of Focus
The stakeholder group of focus for this study included mine managers, environmental
managers, and project leaders tasked with implementing programs and process changes that
reduce the environmental impact of mining operations. The employees who work in these roles
have influence on environmental project scope, schedule, work priorities, and project outcomes,
including what actions are taken to reduce the environmental impact of mining operations within
their budgetary and leadership control. This study gathered data and formed conclusions based
on how these stakeholders responded to the interview questions. Results detail the interaction
between knowledge, motivation, and organizational support (KMO) influences on the project
vision and resulting outcomes.

6
Chapter 2: Review of the Literature
This literature review identified and explored the organizational conditions within mining
organizations that ideate, innovate, collaborate and deliver results in response to mining’s
environmental challenges. This review correlated organizational and project challenges within
the KMO model evident at the study organization. Data for this review of promising practice
were collected from stakeholder interviews and document reviews including project summaries;
corporate communications; and external media such as industry, government, and regulatory
communications.
Mining Company Environmental Performance Gap
Mineral products are essential to modern societies and to local and expanding global
economies. Meeting market demand for mineral commodities is an expectation of industry, and
without mining, many basic needs cannot be met (International Institute for Environment and
Development [IIED, 2018). Mining has contributed significantly to human advancement and
national economies but also has produced ecological disasters, and the potential for serious
environmental degradation continues. This past half-century, the industry, led by government
regulations, and more recently, community and shareholder pressure, has moved to more
sustainable and environmentally friendly policies and results. Mining trends reveal that
production continues to increase with the commodities demanded in population growth,
urbanization, and industrialization.
Producing, using, and recycling minerals help society reach other goals. The mining
sector is an important contributor to achieving all 17 Sustainable Development Goals adopted by
United Nations Member States in 2015 (Pedro et al., 2017). Mining can directly impact the
global goals of poverty eradication, decent work and economic growth, clean water and

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sanitation, life on land, sustainable and affordable energy, climate action, industry, infrastructure,
as well as peace and justice (United Nations Sustainable Development Solutions Network, 2016).
Mining activities create a wide variety of professional and industrial occupations, generating
wealth for individuals and for nations. In the United States, mining accounts for over 1.4 million
direct and indirect jobs generating over $90 billion in salaries and $41 billion in tax revenue
(National Mining Association, 2023). During the last century, the comparative importance of
global mineral production in proportion of global gross domestic product has increased 27-fold,
while gross domestic product has increased 23-fold (United Nations Environment Programme,
2011). This comparison highlights the role of mining in global economic growth.
Even with this tremendous value creation, no industry needs to change more than mining.
As mines go to the corners and deeper into the earth, energy use and the environmental toll
increase. With the highest quality mining reserves already exploited, mined resources in the
future will be deeper and require more advanced scientific and organizational processes to
deliver increasing resource needs (Rogich & Matos, 2008; United Nations Environment
Programme, 2011). The transition now underway to a green economy will require natural
resources produced by mining, including minerals rarely explored or mined in the past. The
pursuit of these fuels and metals has started new land rushes on every continent, bringing
competitive mining ventures, investment opportunities, and potential environmental damage to
many less developed nations and communities (Gorman & Dzombak, 2018; Herrington, 2024).
Environmental Impact of Mining
A complete and proper assessment of environmental impacts of mining becomes
increasing important as mineral production increases globally. Generally, six areas of
environmental concern should be assessed as mining and mineral processing expands: (a) water

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quality and quantity, (b) air quality, (c) acid mine drainage, (d) ecological impacts, (e) land
impacts, and (f) economic impacts. These impacts are also closely related, as land, air, and water
disturbances or changes in balance impact local ecology, the economy, and human health (Jain et
al., 2016). Understanding the environmental impacts, their sources, and environmental and
ecological implications will be required to ensure mining sustainability.
Mining activities producing the variety of minerals and fuels are very diverse, and each
commodity or product or commodity leaves a different environmental footprint. Consider the
impact of mining diamonds: One year of diamond production consumes the power equal to 1
million U.S. households and the water consumption of 42 million people, the combined
population of California and Oregon. Annual diamond production also consumes enough fuel for
8,500 round trip flights from New York to London and produces the emissions of operating 1.5
million vehicles for a year (Better Diamond Initiative, 2014).
In 2018, global gold production totaled 3,282 metric tonnes (115 million ounces), with
China, Australia, Russia, the United States, and Canada leading production, each with distinct
environmental considerations and regulations (World Gold Council, 2019). This gold is
produced by scores of companies, each with unique environmental standards and practices
(World Gold Council, 2019). Each tonne of gold produced requires 200,000 gigajoules of energy
and 260,000 tonnes of water. This tonne of gold production also produces 18,000 tonnes of
greenhouse gases and 1,270,000 tonnes of waste solids requiring disposal or reclamation
(Norgate & Haque, 2012). Annual emissions from global gold production amount to 126 million
tonnes of carbon dioxide, with one third of these emissions coming from mining and smelting
processes (World Gold Council, 2019).

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For refractory gold ores, which require additional processing, the greenhouse gas
emissions and energy use are approximately 50% higher. Norgate and Hague’s (2012) analysis
of gold’s environmental impact provided context with production of other useful metals. The
entire environmental footprint of gold is small in comparison with copper, aluminum, steel, and
many other base metals that are produced in much greater quantities. Base metal production
represents the largest proportion of metals produced historically and across the globe. As mining
continues to deeper and lower grade deposits, the amount of waste removed increases to reach
the metal ores.
Environmental Performance Gap
Potential for environmental impacts increases as high-grade ores are mined closer to the
surface. As deposits are mined deeper, there is more waste, or overburden, to be removed, which
requires more energy and waste removal to expose the ore. The quantity of waste generated in
producing the 12 major metals and commodities are on average 4 times the weight of metals
extracted, and this average increases as ore grades decline and deeper deposits are exploited
(Carvalho, 2017; United Nations Environment Programme, 2023). Increasing commodity
demand is driving new mining developments around the world. For mining companies,
developing mining and mineral processing projects, while minimizing adverse environmental
impacts, poses a significant number of challenges.
Multinational mining corporations are embracing a wave of corporate social
responsibility, which includes a reduction to the environmental impact of mining operations.
Hilson (2012) has documented an evolutionary change from the economic fundamentals
purported by Milton Friedman from “the social responsibility of business is to increase profits”
(p. 131) to corporate social responsibility performance taking a prominent position in corporate

10
annual reports. De Bakker et al (2005) concluded that the field of corporate social responsibility
is “vibrant and developing” and that standard definitions are not common beyond “general
central concepts” (p. 310). Corporate social responsibility continues to emerge and mature in the
mining industry. Given stricter environmental policies and with regulatory pressures mounting, it
may prove more economic for minerals producers to become greener (Jain et al., 2016).
Utting’s (2005) analysis of corporate responsibility and the movement of business
included documentation of a gap between resource company rhetoric and reality. All resource
companies want to be perceived as responsible environmental stewards, regardless of their
environmental performance. Mining has been characterized as a faceless industry with
undifferentiated products feeding a commodity market where the source is not commonly known
by consumers (Visser, 2009). In this market environment, consumers have less leverage to take
action against unknown producers, even with the commonly known environmental externalities
of mining. There is opportunity for “free riding” on the corporate social responsibility or
environmental reduction activities of other firms in annual reports, even “greenwashing” by
projecting an image of action, mitigating environmental impacts while only making minor
changes to policy, practice, or performance (Utting, 2005, p. 377).
For any mining company seeking to improve its environmental performance, the
challenges to set and deliver on meaningful environmental goals, standardize measures, and
reduce environmental impacts are large and complex. Understanding the challenges of mining in
a variety of jurisdictions with varied standards, regulations, and environmental and stakeholder
concerns does provide context to the complexity of government, community, leadership, and
workforce change efforts (Ponce & McClintock, 2014).

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Imagine if mining companies could produce more and pollute less. The change required
is tremendous, with environmental and financial pressures ever increasing (IIED, 2018). Mining
corporations, particularly those operating in industrialized nations, either will change to meet
mounting regulation and stakeholder expectations, or production of materials, metals, and energy
will come exclusively from developing nations with lower labor costs and less accountability to
communities, governments, and environmental care (IIED, 2018). For North American mines to
have a sustainable future, new solutions will be required to reduce their environmental impact
(Klippel et al., 2008). Mines must produce a profit from lower grade deposits at greater depths
and compete on cost against less accountable foreign producers (Carvalho, 2017; IIED, 2018). At
a handful of mining companies, employees are generating and implementing effective
environmental solutions (PR Newswire, 2018). Through my research and interviews, I evaluated
and extended the promising practice of a mining company that is answering that challenge.
These companies plan to produce from North America’s future mineral deposits with less impact
on air, land, water, energy reserves, and animal and plant life.
Best Practices to Improve Environmental Outcomes
Effective Leadership Practices
During times of rapid and transformational change, vision has increased leverage on
organizational learning (Drucker, 2004). That is an accurate description of current mining
industry conditions. With multiple large-scale mergers, industry consolidations, disruptive and
constructive technologies, and ever-present market fluctuations, mining organizations must
continue to learn and execute more effectively (Nickless & Yakovleva, 2022). To learn and
execute under conditions of transformational change, the best of leadership is required, including
clear vision and values, messages, and actions that inspire and align the workforce. Lipton

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(1996) found that firms managing with a communicated vision, or visionary firms, experienced 6
times the stock growth than those that did not manage with a vision and 15 times more than the
general market. A vision enhances performance measures, promotes change, provides a basis for
strategic plans, motivates, and guides decision-making (Lipton, 1996).
Position power confers legitimate authority (Bolman & Deal, 2017). Authentic leaders
operate with internal motivational reserves, the positive psychological attributes of confidence,
hope, optimism, and resilience (Northouse, 2011). Moorman and Grover (2009) proposed that
attributing integrity to leaders provides decision-making, motivating information that reduces
uncertainty. A leader’s integrity gives followers more confidence in future outcomes. Integrity
increases follower confidence that completing the task will be rewarded as they expect and as
leaders state or infer with organizational vision, values, norms, and actions. Behavioral integrity
is required for the transformational leadership necessary to effectively lead change (Simons,
1999; Simons et al., 2015). When leaders invest in setting, communicating, and demonstrating
vision-directed leadership—when they walk their talk—they build trust. They also reduce
uncertainty and signal that the rewards detailed in the vision and mission will be delivered based
on group and individual effort in either contracted or discretionary forms (Moorman & Grover,
2009).
Organizational Learning
Profitability and growth in an ever-changing marketplace require organizations to
innovate to solve problems; this innovation requires organizational learning (Subramanian,
2008). Organizational learning can be strengthened by encouraging and enabling
conceptualization, experimentation, experiential learning, and reflection, all of which support
innovation and problem-solving (Ring & van de Ven, 1992). Conceptualization, experiential

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learning, and experimentation can create competencies in research, technology, and application
of technical solutions. Reflection can help an organization relate their experience with
technology and technical solutions back to first principles and science and draw lessons from
those relationships (Raelin, 1997). Subramanian’s (2008) research demonstrated that effective
conceptualization does not, on its own, lead to innovation success, but when combined with
application, experimentation and reflection technical competencies could lead to innovation
success. An organizational culture where learning, innovation, problem-solving, and
collaboration are necessary requires authentic and transformational leadership, consistency
between vision and leadership action.
Effective Environmental Practices
Just as a vision can guide decision-making and aligned actions, effective planning and
budgeting are part of the foundations for profitable and sustainable mining. To budget for
mining’s long-term impacts, a life-cycle management approach may serve stakeholder and
shareholder interests most effectively. Environmental impact assessments are completed for
review by government regulators and should include the entire project life cycle, including the
negative impacts, societal benefits, liabilities, and cost provisions for end-of-mine environmental
rehabilitation (Carvalho, 2017). Mines are financially justified based on the sum of cashflows
over the lifetime of the project. Capital requirements are extensive in the early years, as the mine
is built, equipment is acquired, laybacks are created, and ore is accessed. Ore processing
facilities are built at a high cost, and labor is brought from potentially distant communities, all
requiring extensive capital. With increasing regulation and mounting environmental and
community concerns, those cash outflows are substantial in the late years of the mining lifecycle,
when substantial capital is needed for environmental remediation and reclamation work.

14
A new type of budgeting may benefit the industry, a longer term budgeting approach that
accompanies a productive mining vision with reduced environmental impact. This approach may
require investment in new greener technologies and processes with an understanding that this
investment will reduce the costs of remediation and reclamation in the final years of the project,
as ores are depleted, and reclamation of land and water becomes the most significant cost.
Budgeting is a science that endures, and changes come slowly (Wildavsky, 1978). Preserving
financial trends and justifying long-term investment, budgeting in the mining industry has been
consistent rather than innovative. The successful mining companies of the future may challenge
those norms and long-held beliefs that remediation and reclamation are late-year costs that can
be postponed; an investment in reducing environmental impacts in early years may prove more
cost effective (Delevingne et al., 2020; Levin & Belfield, 2015).
With the large impact mining has on the environment, it is increasingly important for
mining companies to take responsibility for disturbances and energy impacts. The world’s largest
mining companies are leading the way with large-scale changes to their operating and
reclamation practices (Buxton, 2012). Most have implemented environmental care standards or
environmental management systems, and others certify as International Standards Organization
(ISO) 14001. This international standard, developed in response to the 1992 Earth Summit, sets
out criteria for an effective environmental management system (IIED, 2002). This standard
provides a framework for organizations to follow as they reduce and sustain improvements in
their environmental stewardship. ISO 14001 is the internationally accepted environmental
management standard that certifies that an organization is committed to reducing the
environmental impact of its products and operations. Successful certification demonstrates that
an organization is constantly monitoring, identifying, and taking to action environmental impact

15
reduction programs (ISO, 2018). Environmental management for mining companies includes
care for natural resources, energy consumption, and the handling and treatment of waste to
reduce the operational and product impact on land, water, air and wildlife (Azevedo et al., 2021;
National Mining Association, 2023). In and around more sensitive environments and
communities or in compliance with local regulations, environmental management also can
include mitigation or control of dust, noise, and clean water runoff. Environmental management
systems help businesses achieve their objectives to reduce environmental impacts and waste by
developing, implementing, managing, coordinating, and monitoring environmental policies and
performance (ISO, 2018). As of 2014, 35% of diamond miners were ISO 14001 compliant, but
that proportion has increased as companies see the value in accepting and implementing these
changes and benefiting from a greener public image (Better Diamond Initiative, 2014).
Those structural and life-cycle management approaches now being employed by many
mining companies to reduce environmental impacts, producing more while polluting less, also
must be applied in more exposed, less mature mining jurisdictions. Some nations are lacking
protective regulations, allowing mining’s economic benefits to be pursued without the
protections afforded by regulatory or government bodies. Elevated prices for many commodities
and the increased demand for green economy minerals have expanded the search for
economically viable mineral deposits, leading to larger, deeper mines and expanded fleets of
equipment (Herrington, 2024). Centuries of innovation and technical advances have refined
mining practice. In this last century, networked digitization and specialized and more durable
equipment have increased productivity and reduced environmental impacts. These technical and
management innovations now allow the exploitation of mineral resources without requiring

16
decades of clean up to repair the scars to waterways and habitats (Beckett & Keeling, 2018;
Worlanyo & Jiangfeng, 2021).

17
Chapter 3: KMO Influences Framework
Success in reducing the environmental impacts of mining requires the organization have
knowledge of mining’s impacts and the motivation to take improvement or mitigating actions.
For an organization to be effective at this environmental mitigation, it must operate with a vision
for environmental success and demonstrate actions that will deliver on that vision.
Knowledge Influences
Knowledge is a critical ingredient for an organization to successfully meet its goals
(Clark & Estes, 2008). Technical knowledge in mining and processing is no longer sufficient to
secure success in the global market (Klippel et al., 2008). Subramanian (2008) proposed that to
innovate and problem-solve, organizations employ conceptual, experimentation, experience, and
reflective learning. Understanding associations and interrelationships is important to creative
problem-solving (Dyer et al., 2011). Aguinis and Kraiger (2009) explained that training and
behavior modeling can effect changes in the mental models individuals use to solve problems.
To effectively address knowledge gaps, four knowledge types should be considered:
factual, conceptual, procedural, and metacognitive (Rueda, 2011). Factual, conceptual and
procedural type of knowledge provide a foundation for management and environmental project
leaders to problem-solve and effectively lead change. Although all types of knowledge
contribute to innovative environmental solutions and improvement efforts, this study focused
specifically on the contribution of conceptual and procedural knowledge to the success of
environmental projects.
Conceptual Knowledge
The leaders of mining organizations need to know the impact their vision and
organizational influences can have on reducing environmental impacts. Successful

18
transformation efforts require a guiding vision from leadership of what the successful future will
look like (Kotter, 2007; Kotter et al., 2021). That picture should serve as a guide to success; be
easy to communicate; and appeal to stakeholders, including customers, investors, and employees
(Kotter, 2007). A consistent engaging vision for environmental performance is a powerful
starting point, as it provides direction for improvement actions. The importance of leading with a
vision is demonstrated in the following five ways: A vision (a) enhances a wide range of
performance measures, (b) promotes change, (c) provides the basis for a strategic plan, (d)
motivates individuals and facilitates the recruitment of talent, and (e) helps keep decisionmaking in context (Lipton, 1996). Knowledge of these concepts—the importance of an aligned
vision, leadership expectations, and actions—is foundational for successful change (Eisenstat et
al., 1990).
Conceptual knowledge is also applied at an operational level by project leaders to support
idea generation and environmental problem-solving. Mining relies heavily on engineered
solutions to mitigate the risks of environmental impacts. These solutions reduce uncertainty and
have been proven through consistent application (Klippel et al., 2008). Although new
opportunities may be generated from team members with varied industry and organizational
knowledge, those new opportunities or innovations may be constrained by an organization’s
inability to perceive alternatives (Agócs, 1997). Solutions to the environmental challenges of
mining may come from new technology or science applied to new contexts, new associations,
observations, or experiments (Carvalho, 2017; R. M. Hughes et al., 2024). Understanding
patterns, relationships, and associations is part of conceptual knowledge (Krathwohl, 2002).
Conceptual knowledge is used to comprehend, evaluate, and create, which are all integral for
project leaders and change agents who work to understand how solutions can be planned,

19
applied, assessed, and valued (Baartman & de Bruijn, 2011; Krathwohl, 2002). Generating,
evaluating, and testing those solutions as individual leaders or as teams also build acceptance for
those solutions (Bessant & Möslein, 2011; Smith & Kouchaki, 2023). Idea generation and
iterative problem-solving are concepts not commonly used in the mining industry. This gap may
provide opportunity for new discoveries, employee involvement, and engagement from sources
beyond engineering and metallurgy (Bessant & Möslein, 2011; Smith & Kouchaki, 2023).
Environmental project leaders need to have the conceptual knowledge to recognize the
relationship of discovery skills used by disruptive innovators and problem solvers, including
associating, questioning, observing, networking, and experimenting (Dyer et al., 2011).
Innovative solutions are often sourced through association with other industries, sciences,
cultures, or languages, from asking questions, challenging the current state, observing
alternatives, networking with others, and testing boundaries and processes (Capozzi et al., 2011).
These discovery skills and activities are not common in highly capitalized, heavy industries
steeped in physical risks and lacking in agility. There is opportunity here to close a performance
gap through knowledge of these concepts applied to discovering solutions. Collaboration,
networking, and exposure to new industries and environments can support creative solutions
(Dyer et al., 2011). This science of creativity and innovation can be learned and practiced
(Puccio & Cabra, 2012; Weir, 2022). With this conceptual understanding of effective discovery
skills, mining companies can develop and promote innovation infrastructure. This includes using
technology tools, documenting good practices, recognizing the contribution innovation has in the
industry, and benchmarking companies and industries that effectively discover and deliver
innovative environmental solutions.

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Procedural Knowledge
Leaders need to know how to communicate their vision for reducing environmental
impacts. Procedural knowledge provides the “how” of communicating a vision. Senge (1990)
advised that effective leaders build a vision that is shared in order to surface and challenge
prevailing norms and to enable systematic patterns of thinking. By creating and communicating a
collective vision, leaders create a learning organization responsive to industry challenges and
enable a culture of problem-solving (Schein, 2004). These iterations of building consensus
among stakeholders focus leaders and followers on the collective mission as the shared vision is
realized.
Action mapping is an effective means of putting a vision into action while engaging the
teams and individuals challenged to deliver on the leadership vision. Matsui (1997) explained
that engaging the leadership team and even the extended workforce in mapping out the highlevel actions to achieve a vision is an effective means of providing procedural knowledge
specific to the change required to achieve that vision.
According to Krathwohl (2002), procedural knowledge is knowing how to apply tools to
deliver consistent and repeatable results, which is a key function of project managers. With an
appreciation of the “how” of project delivery, these skills become accepted in organizations. In
this environment, questions and analysis, for instance, are valued and welcomed rather than
perceived as threats. Procedural knowledge is required to problem-solve and effectively apply
the delivery skills of disruptive innovators: analyzing, planning, detail-oriented implementing,
and disciplined executing (Dyer et al., 2011). This is a performance gap that could be reduced by
integrating these delivery skills with project management training, learning from benchmarked
organizations, and reinforcing these changes with an innovation scorecard. An individual’s or

21
organization’s ability to implement solutions can be developed and strengthened by investing in
the process and developing that process through repeated application (Hunter et al., 2012).
Project leaders contribute significantly to the organization’s innovation goals by guiding process
owners and project teams in the “how” of process transformation. Understanding how skills are
applied and how behaviors influence outcomes is procedural knowledge (Aguinis & Kraiger,
2009). Procedural knowledge of project delivery skills can reduce risk aversion in organizations,
creating more opportunities through the five skills of associating, questioning, observing,
networking, and experimenting, followed by more effective solutions being delivered (Dyer et
al., 2011).
Project leaders tasked to apply new solutions to environmental outcomes must prepare for
institutionalized resistance to change and innovative ideas (Agcs, 1997; Kotter et al., 2021).
Knowledge is a foundational, critical ingredient for an organization to successfully meet its goals
(Clark & Estes, 2008). Lawler et al. (2001) indicated that employee involvement, in a
collaborative management approach, can lead to sharing of conceptual and procedural
knowledge, resulting in more informed decisions. The transfer of conceptual knowledge,
procedural best practices, and team effectiveness tools, all applied to problem-solving, is key to
many successful project implementations (Ankli & Palliam, 2012). Table 1 presents
organizational and stakeholder missions and goals in this study. Table 2 presents assumed
knowledge influences.

22
Table 1
Organizational and Stakeholder Goals
Type Description
Organizational
mission
Goldcorp leadership, mine managers, and environmental and project
teams engage employees in reducing the environmental impact of
mining, making activities more sustainable long-term.
Organizational
global goal
Goldcorp would implement strategies to reduce its environmental
impact.
Stakeholder goal Within a promising practice dissertation model, stakeholder goals will
be developed after collecting data and in collaboration with
stakeholders. Example goals for mine managers, environmental
managers, and project leaders might include compliance with
Goldcorp’s sustainability policy, meeting milestones on the Towards
Zero Water (H2Zero) initiative, and continued reduction in
greenhouse gases and energy savings.
Table 2
Assumed Knowledge Influences
Knowledge
type
Assumed knowledge
influence
Knowledge influence assessment
(interview questions)
Conceptual Leaders know the impact
their vision and
organizational
influences can have on
reducing environmental
impact.
What is Goldcorp’s vision for reducing
environmental impacts?
If you see that the corporate vision for
environmental care is aligned with your team’s
vision, how are those visions communicated
and aligned?
Procedural Leaders need to know
how to communicate
their vision for reducing
environmental impact
How is the vision to reduce environmental
impacts communicated and updated?
How is that vision consistently communicated
throughout the organization?
How does Goldcorp find and share their solutions
to environmental challenges?

23
Motivation Influences
Leaders need to see the value of implementing strategies to reduce environmental
impacts. For leadership to be motivated by environmental stewardship and improved
environmental outcomes, they must see that environmental results are worth the organization’s
collective effort in delivering that result. Effective managers and environmental project leaders
are change agents, standard bearers in developing an operating culture of high-performance
individual contributors and collaborative teams. The cognitive elements that comprise motivation
include choice, persistence, and mental effort (Clark & Estes, 2008). Leaders and project
managers must demonstrate active choice, persistence, and mental effort in acquiring technical
skills, demonstrating mastery, applying change concepts, and taking tactical actions. When these
elements are applied to a task, they translate to an individual’s ability to start, persist, and finish a
task (Rueda, 2011).
To deliver sustainable improved environmental outcomes, managers and project leaders
must demonstrate the motivation to complete project activities, meet timelines, budget
commitments, and push through barriers to achievement. Motivation is typically making choices
and directing activity in the pursuit of a goal (Pintrich & Schunk, 2002). Clark and Estes (2008)
proposed that motivation at work is a result of an individual’s beliefs about self, coworkers, and
the likelihood that the individual will be effective, all of which are informed by experience.
Applying a foundation of relevant knowledge, group efficacy, and self-efficacy can create a path
to creativity when a challenge or opportunity develops (Tierney & Farmer, 2002). Motivating
change agents with group efficacy and self-efficacy, leaders and project managers who see the
value of improved environmental outcomes are key to organizations effectively promoting,
delivering, and sustaining reductions to mining’s environmental impacts.

24
Expectancy Value Theory
Mining companies must see the value that mitigation strategies and actions have in
reducing environmental impacts. Mining organizations invest tremendous capital, planning, and
effort over years to find and develop an ore body into an operating mine. Operating mines
generate wealth for shareholders, employees, vendors, but also for the government and
communities that provide the organization a license to operate, based on an expectation that
regulatory, environmental and community impacts will be managed and mitigated.
Expectancy value theory teaches that for leadership of mining organizations to be
motivated, they need to have an expectation of success and see the value of implementing
strategies to reduce their environmental impact. Individual leaders may perceive attainment
value, have a personal interest in the specific task, or see the utility of the task in accomplishing
the larger goal (Wigfield & Eccles, 2000). A successful long-term vision for modern mining
includes care for the environment and mitigating the environmental impacts of mining; it is a
vision of sustainable long-term success. This vision requires effective development,
communication, support, and sustaining actions. Developing and delivering on such a vision
require confidence this investment will attain value to the organization, strengthening its license
to operate according to the plans submitted to regulators, governments, and community leaders.
In this way, environmental care and the investment required to deliver that vision provide a value
proposition with an expected financial and reputational return.
A basic understanding of motivation can help managers create and sustain a work
environment that enables project leaders to start, persist, and achieve their goals. An individual’s
motivation may change over time as it is impacted by intrinsic and extrinsic influences. Intrinsic
motivation derived from overcoming a challenge or enjoyment of a task is essential to problem-

25
solving, but extrinsic motivation, typically in the form of compensation or recognition, also can
motivate employees to meet their commitments or achieve their goals (Amabile, 1993). This
study focused on the value leadership vision and tactical strategies can have on motivating
effective environmental stewardship at mining companies. Included in this study are promising
practices that improve the self-efficacy and group efficacy environmental managers and project
leaders apply in generating, implementing, and sustaining actions to reduce the environmental
impacts of mining.
Self-Efficacy Theory
Leaders of mining companies must have self-efficacy, or confidence in job mastery and
their ability to reduce environmental impacts. When there is an expectation of success, individual
contributors will put forward more effort, persist, and perform better (Pintrich & Schunk, 2002).
Self-efficacy with job mastery as a change leader and problem solver is the strongest predictor of
an individual’s creative self-efficacy, a stronger indicator than supervisor support or job
complexity (Tierney & Farmer, 2002). Research has demonstrated the importance of effective
training and relevant experience as support for job mastery (Tierney & Farmer, 2002). Without
job mastery, creative products and solutions are less likely.
A foundational belief is that views of positive self-efficacy motivate contributors to
achieve the performance they are targeting (Bandura, 1986). Personal accomplishment, such as
effective performance in project roles, is a powerful source of self-efficacy (Bandura, 1986).
Understanding the role of employee self-efficacy is key to organizations effectively promoting
change. For individuals operating in a professional organizational context, strong self-efficacy is
needed to generate and promote new knowledge (Bandura, 1977). Self-efficacy calls on

26
psychological resources, convictions and confidence, as well as the ability to motivate and take
the action necessary to deliver results (Jose & Mampilly, 2017).
Tams (2008) concluded after 145 qualitative interviews that employee coaching and
training can raise mindfulness of self-efficacy’s impact on work performance. Tams concluded
that self-efficacy can be viewed in terms of internal and external locus of control. In work
settings, Tams recommended improvements to performance reviews, 360-degree feedback
sessions, and the opportunity for coconstructing relevant self-efficacy improvement
opportunities.
Having a foundation of relevant knowledge and the self-efficacy to apply that knowledge
creates a path to creativity when a challenge or opportunity develops. Tierney and Farmer (2002)
indicated that without a self-demonstrated foundation in job skills, creativity is constrained, as
mental effort is focused on being competent not necessarily creative. Self-efficacy can be
developed through individual performance because achievement builds self-efficacy. Vicarious
learning is another effective means of developing self-efficacy towards mastery of concepts and
application of solutions to deliver specific results (Bandura, 1977). Bandura (1977) proposed that
with vicarious learning, the modeling of processes or tasks can generate expectations for when
those actions are taken personally. Bandura’s (1977) research indicated that experiences and
observations provide indications of potential success, but personal accomplishments are more
dependable sources of self-efficacy than vicarious experiences. Training completion and
professional project management and technology certifications are great indicators of a manager
or project leader’s readiness to apply project and change tools effectively, but the repeated
demonstration of knowledge and skill is an even stronger indicator of future project success.

27
Group Efficacy
Mine managers and environmental project leaders may have the self-efficacy to deliver
effective and sustainable environmental outcomes when they are given the resources they
require. There may be a gap, however, in relation to the group-efficacy of their organization at
the management and corporate levels. Improvement and innovation projects have an inherent
uncertainty of project continuance, with budget constraints and common ownership changes that
are part of mining’s cyclical nature. Employee engagement is often an investment of
discretionary effort, and uncertainty is a major deterrent to any investment (Chen & Funke,
2010). Uncertainty of outcomes, such as project continuance, can reduce mental, emotional, and
even physical engagement of employees to complete a task or project (Glimcher & Rustichini,
2004). Commitment to environmental goals, consistent communication of the environmental
vision, and powerful supporting actions will reduce this uncertainty (Schein, 2004). These
leadership actions will build commitment and help to close the group-efficacy gap that mine and
environmental managers and project leaders may experience. To close the group-efficacy
performance gap, for environmental and mine managers to persist through organizational and
team uncertainty, the organization’s environmental goals should take a consistently prominent
position in corporate, community, and team communications (Clark & Estes, 2008). Reinforcing
behaviors should be supported, including long-term budget allocations and feedback on
environmental and project team performance (Clark & Estes, 2008).
Hardin et al. (2007) studied group efficacy among distributed teams to examine
exogenous and endogenous measures for the impact of group efficacy on performance outcomes.
In their study of 52 dispersed or virtual project teams, group efficacy was a strong indicator of
project team performance. Those teams scoring the highest in group-efficacy self-assessments

28
were also rated the highest in group potency, effort, team efficacy, and group outcome
perceptions. The Hardin et al. study also supported actions organizations can take to improve and
intervene in team dynamics to build group efficacy and resulting performance results.
Table 3 presents assumed motivational influences for the current study. The three
motivation types are presented as well as related interview questions.
Table 3
Assumed Motivation Influences
Motivation
type
Assumed motivation influence Motivation influence assessment
(interview questions)
Value Leaders need to see the value of
implementing strategies to
reduce environmental impact.
How do you know the work you are
doing will improve environmental
outcomes? What does that mean to you
and your organization?
Self-efficacy Leaders and team members need
to feel confident in their ability
to implement strategies to
reduce environmental impact.
How confident are you in your abilities
to contribute to project outcomes, that
your work and effort will reduce
environmental impacts?
Group efficacy Leaders need to feel confident in
their organization and team’s
ability to implement strategies
to reduce environmental
impact.
Do you have confidence in Goldcorp’s
future environmental performance?
What if any, concerns do you have about
achieving those 2020 environmental
objectives?
Through analysis of project, industry, organizational communications and interview data,
this study was designed to determine the influence of cultural models and settings. Table 4
presents the assumed organizational influences on performance affecting Goldcorp managers,
environmental managers, and project leaders reaching their performance goals in delivering on

29
Goldcorp’s stated environmental vision. Each assumed organizational influence is discussed
further in the following sections.
Table 4
Assumed Organizational Influences
Influence
type
Assumed organizational
influence
Organizational influence assessment
Cultural
settings
Organizations need to allocate
appropriate resources for
reducing environmental
impact.
Interview question: What resources do you
need to deliver on your team’s
commitments to reducing environmental
impacts? Do you have those resources?
Document analysis: What is the budgetary
trend for environmental projects and
how has it been impacted by upturns and
downturns in the commodity market?
Cultural
model
The organization needs to have a
vision aligned to strategies that
reduce environmental impact
Interview question: Are strategies to reduce
environmental impact prominent in
leadership communications? Describe
what value the strategies bring to the
organization.
Mining organizations need to
create an environment that
values innovation.
Interview question: How does the
organization source its best ideas for
environmental stewardship?
Interview question: Are you encouraged to
bring new ideas from other industries
and organizations and apply them to
your organization’s needs?
Communicate Vision and Strategies That Support Environmental Goals
Mining organizations need to see the importance of strategies to reduce the
environmental impact of mining operations. Leadership vision together with values that support

30
environmental stewardship, knowledge sharing, and collaboration can deliver improved
environmental results. Vision followed by aligned actions helps to create a work environment
where those activities are valued and promoted (Schein, 2004). Ideals, values, and aspirations
provide leaders effective leverage to promote the artifacts, espoused beliefs, values, and
underlying assumptions that comprise organizational culture (Schein, 2004). As stakeholders
gain more access to leaders through online sources, corporate websites, news releases,
shareholder meetings, and streaming communications, there is also a matter of managing leader
communications, perceptions, and reputations for their consistency with stated values and
demonstrated behaviors (Hogan, 2010). Lipton (1996) proposed that a company vision with
targeted values can be the most significant tool to lead an organization from bureaucratic to
adaptive.
Mining companies face many challenges to produce materials and metals to meet global
demand. If environmental care is a major objective for the organization, a culture that supports
reducing the environmental impact of operations needs to be explicitly developed and supported.
In a study of 10 best-in-class companies, Burton et al. (2013) found an emphasis on culture and
communications. Success factors from that study included an organization structure that
connected the organization effectively, a shared believe that communication was worth
investment, and an emphasis on listening in addition to messaging. Environmental stewardship
can be a source of pride or a differentiator in the industry as an employer and environmental
steward of choice for employees and project teams. This stewardship is evidenced by the
prominence environmental outcomes take in corporate communications, at the operation board,
conferences, meetings, and break rooms. Setting out an organizational vision with values
supporting environmental stewardship, best practices, knowledge sharing, and collaboration to

31
improve environmental results helps to create a work environment where those activities are
valued and promoted. This process begins with an effectively crafted and communicated vision
from leadership. “The use of narrative to instruct and lead” is one of the “most powerful tools for
achieving astonishing results” (Guber, 2007, p. 55). This vision, potentially in narrative form,
should convey urgency to change and a view to the future that other leaders and employees can
buy into. This leadership vision can contain or at the least convey in the early stages of
transformation three of Kotter and Cohen’s (2002) eight steps for successful large-scale change:
(a) a well-crafted, aligned leadership vision of the future; (b) communicated to increase urgency
to action; and (c) presented in a way that resonates for stakeholder buy-in.
Develop an Environment That Values Innovation
Mining organizations need to create an environment that values innovation, innovative
problem-solving, collaboration, and knowledge sharing. Soriano de Alencar’s (2012) research
concluded that rigid, hierarchical, and centralized organizations were less receptive to new
employee ideas and products, averse to risk-taking, and had a greater fear of mistakes. Agócs
(1997) uncovered many factors, strongly influenced by leadership, that contribute to an
organization’s resistance to change, including inertia, loss of power, fear of the unknown future
state, and lack of efficacy or confidence in the skills required to succeed in the future state.
Organizations with these characteristics distrusted new ideas and did not encourage employees to
innovate (Soriano de Alencar, 2012). Argyris and Schön (1996) described theories-in-use as
assumptions implicit in an organization’s culture. These assumptions guide thinking and feelings
and are difficult to change once they are well established.
Innovative solutions succeed as ideas are sourced and developed in collaboration and
openness (Belenzon & Schankerman, 2015). Understanding associations and interrelationships is

32
very important to creative problem-solving (Dyer et al., 2011). These organizational traits can be
developed to the point of organizational culture. Mining companies, like technology companies
in Silicon Valley, could all contribute to a body of shared knowledge while also protecting their
differentiated intellectual property. In the case of Google Inc., Steiber and Alange (2013)
concluded that innovativeness was ever evolving, part of an open and flexible system where
knowledge was shared and innovations were facilitated, promoted, and celebrated. Belenzon and
Schankerman’s (2015) research demonstrated that intrinsic motivation is the driver for the
discretionary effort so important to seeking alternative solutions and sustaining innovative
problem-solving.
Intrinsic motivators and the organizational traits that sustain them can be developed,
promoted, and sustained as part of environmental projects. Science-oriented professions, such as
engineering and geology, typically include autonomy, a degree of choice or agency about how
projects are designed, time is spent, and thoughts are applied to work (Sauermann & Cohen,
2010). Manso (2011) explained that experimentation, or exploring untested alternatives, when
failure could lead to a loss in rewards may serve to reduce innovative ideas, as such ideas may be
perceived as a risk. Without an incentive or a culture that promotes experimentation, alternatives
that require trial and error will not be chosen over tested alternatives. Individuals and teams will
choose the proven alternative rather than testing an unknown alternative (Roberts, 2010). For
success bringing innovative solutions to reducing environmental impacts, the leaders of mining
organizations will need to create a culture where ideas are generated, sourced from other
industries, and applied in new ways.

33
Provide the Resources Necessary to Reduce Environmental Impacts
Mining organizations need to allocate appropriate resources for reducing the
environmental impact of their operations and energy consumption. Investment in training,
development, and organizational support is required for employees to develop new solutions to
environmental challenges. Aguinis and Kraiger (2009) concluded from their research that
training and development activities have a positive impact on job performance, organizational
capabilities, and the results they generate. Training may improve procedural and strategic
knowledge, knowing when knowledge and skill should be applied to problems (Aguinis &
Kraiger, 2009; Baartman & de Bruijn, 2011). Individuals trained for tasks produce more
consistent, repeatable results, which are excellent conditions for continuous improvement.
Training is an important enabler and, when combined with other retention tools, can help
organizations keep their most talented individual contributors. When environmental project
managers and teams are not appropriately trained and supported, the best contributors and
innovators may be motivated to leave the firm to pursue the idea as an entrepreneurial external
venture where their ideas and effort may be better compensated (Barros & Lazzarini, 2012).
Mining organizations that create a favorable climate for those who are trained, including
opportunities to apply what they have learned and receive peer support, have shown better return
on training expectations (Martin, 2010; A. M. Hughes et al., 2020). Hawley and Barnard (2005)
found that supervisory support is a powerful predictor of training effectiveness and transfer of
new knowledge and skills to applied tasks.
In this study, qualitative data from study interviews and project documents were analyzed
to identify environmental team goals and milestones for indications of goal setting and
performance feedback. The data could indicate a gap in mine and environmental manager

34
understanding and prioritization of production goals versus environmental goals. Severo et al.
(2018) concluded that the anticipation and receipt of performance feedback affected meeting
performance goals. Kerr (1995) highlighted a common gap in feedback and organizational
reward systems in his oft-cited article entitled, “On the Folly of Rewarding A, While Hoping for
B.” In Kerr’s assessment, behaviors, even the least tangible or quantifiable, have great impact on
organizational models and individual behaviors. The perceived importance of the goal in relation
to the tasks and the nature of the feedback participants received impact participant performance
(Severo et al., 2018).
Conceptual Framework: The Interaction of Stakeholders’ Knowledge and Motivation and
the Organizational Context
The conceptual framework for this promising practice study followed a modified version
of the Clark and Estes (2008) gap analysis, providing a systematic, analytical method to help
understand organizational goal achievement. The methodological framework was a qualitative
case study with descriptive statistics and qualitative analysis. Assumed KMO assets were
generated based on personal knowledge of the industry and related literature. These influences
were assessed using document analysis, literature review, stakeholder interviews, project
summaries, and data and content analysis. Research-based recommendations are documented,
evaluated, and presented in a comprehensive manner as a promising practice case for learning
and application to the environmental challenges mining companies encounter.
Conceptual Framework for Reducing the Environmental Impact of Mining
Conceptual frameworks provide, in either graphical or narrative form, a system or
connection of the concepts, variables, factors, beliefs, and theories that inform research and
direct studies (Maxwell, 2013). A researcher’s disciplinary orientation, personal interest,

35
education, or career focus may influence the research approach, sampling, and interpretation of
data (Merriam & Tisdell, 2016). Maxwell (2013) recommended four main sources of information
for effective conceptual frameworks: (a) experiential knowledge, (b) existing theory or research,
(c) exploratory research, and (d) thought experiments. This research study included data from
each of these sources for the purpose of determining the KMO influences that enable promising
environmental practices by mining companies.
This research study addressed a problem of practice within mining organizations to learn
how environmental impacts are reduced through innovative solutions, application of promising
practices, or problem-solving. As presented in Figure 1, this research focused on organizational
influences and motivating behaviors that support project teams, innovative solutions, and
creative problem-solving. The outside boundary of Figure 1 depicts influences working together
to produce solutions to the stakeholder (environmental project managers) and organizational
(mining company) goals. The Clark and Estes (2008) framework was used to identify the gap
between current organizational performance and the desired future state where stakeholder goals
of reduced environmental impacts are met. The framework helps illustrate the change required in
terms of stakeholder KMO influence required to close that performance gap (Clark & Estes,
2008).

36
Figure 1
Reducing the Environmental Impact of Mining
KMO Influences
From the four knowledge categories presented by Rueda (2011), the dimensions depicted
across the top of Figure 1 include the categories most relevant to this study, conceptual and
procedural knowledge. The organizational influences, shown in Figure 1 as a yellow banner at
the center of the conceptual framework, include organizational model and settings. These
influences strengthen or weaken an individual’s application of knowledge in pursuit of the
organization’s environmental goals. Communicated standards, encouraged behaviors, resources,
and all influences on workplace culture can contribute to an organization’s ability to enact and
sustain the change necessary to close performance gaps (Clark & Estes, 2008). In the right
organizational environment, knowledge and new learning can transform managers and project
leaders into excellent problem solvers and energized change agents.
The dimensions of motivation depicted across the bottom of Figure 1 include selfefficacy, group (collective) efficacy, and expectancy value, all of which impact the strength,

37
duration, and intensity of motivation elements of active choice, persistence, and mental effort.
This study focused on the roles individual self-efficacy, group efficacy, and expectancy value
have in generating, implementing, and sustaining programs and projects that mitigate the
environmental impacts of mining.
As shown in conceptual framework Figure 1, organizational models and settings
influence how knowledge is applied to solving problems, managing operations, and reducing
environmental impacts. Interview data from this study could uncover inconsistencies in the
environmental vision communicated and understood at various levels in the study organization.
This might be an indication that policy messages are unclear, unevenly distributed, or lacking the
behaviors and other organizational influences to reinforce their message. Each of these could
impact the group and self-efficacy of project teams. Oakley and Krug (1994) concluded that an
effectively communicated vision can inspire and energize people to a purpose. Enlightened
leaders know how to focus the workforce to their mission and purpose (Oakley & Krug, 1994).

38
Chapter 4: Research Methods
This qualitative study involved documents as well as interviews. Data collection
instruments are explained, followed by a discussion of the data analysis. The participating
stakeholders are described as well.
Qualitative Data Collection and Instrumentation
Documents and Artifacts
The first stage of qualitative data collection included document analysis from online
sources including industry association, government, and regulatory agency websites and project
summaries posted by mining companies detailing environmental projects and awards given to
recognize, promote, and propagate environmental successes. The documents I reviewed were
digital records, public documents, or in some cases corporate publications meant to highlight
project, team, or technical successes. Appendix A details the multiple sources for relevant
mining operations and projects providing detail of their environmental impacts and mitigating
actions. These sources, approximately 40 publications, articles, or project profiles, were
reviewed, and 15 provided relevant details to projects that have been effective in reducing
environmental impacts. Appendix A includes sampling criteria and rationale for these sources
and date ranges for the review. This document analysis provided technical detail of the
environmental project scope, schedule, budget, processes followed, and project milestones and
an understanding of the knowledge and technical solutions applied to projects in those specific
mining organizations. Document and artifact protocols are detailed in Appendix B.
Interviews
With project details collected and analyzed from the publications or websites listed in
Appendix A, I contacted the management teams and environmental project leaders with an

39
optional invitation to connect or refer me to others in the organization through LinkedIn
messages. This second stage in acquiring qualitative data was semistructured interviews. I
scheduled 12 interviews of 40 minutes each on Zoom and Skype platforms with the targeted
individuals over 3 weeks. Participating stakeholders and interview sampling criteria are detailed
in Appendix A. These include the sampling recruitment strategy and accompanying rationale.
Data collected from analyzing relevant mining project summaries provided a participant pool of
over 20 relevant interview candidates from this stakeholder population. Data collected from
interviews and conversations are categorized as qualitative data (Merriam & Tisdell, 2016).
I purposefully selected 12 participants who would have insight into KMO influences at
Goldcorp. These participants included current and former Goldcorp executives, directors,
managers, and environmental project leaders. I added an additional interview with Goldcorp’s
former CEO when another executive recommended his insight and provided his contact details.
Using an inductive interview strategy, I was able to narrow the scope of my interview to the
KMO influences and the role they played in driving successful environmental outcomes.
Inductive interview approaches typically provide qualitative or descriptive data rather than
quantitative data (Maxwell, 2013). Appendix B includes interview protocols, procedures, and
detailed interview questions that I asked these participants. Following the Clark and Estes (2008)
KMO framework and in alignment with my research conceptual framework, my interview
objective was to learn more of the KMO influences that reduce the environmental impacts of
mining. I also inquired of environmental team members KMO influences used to lead change in
their respective roles. Influences evident from management reviews, project status reports,
internal articles, and other resources applied or invested in the projects gave an indication of how
important these projects are to the future of the organization. I compared this assessment of

40
priorities with the organizational influences indicated from the project deliverables and
stakeholder interviews.
Appendix B includes data collection and analysis protocols for documents and
interviews. Interview questions targeted for the selected participants are provided in Appendix B.
These 15 interview questions were designed to collect detail from participants about how
Goldcorp leaders provided a vision for environmental care, how that vision is communicated,
and whether and how this vision motivates improvement actions and influences the culture of the
organization. A strategy for analysis of this qualitative interview data is included in Appendix C,
which includes detail of how the document summaries were analyzed, how interview data were
transcribed, and how conclusions were drawn from these sources. Appendix C gives an overview
of each phase of qualitative analysis, as well as the data sources and analysis timeline. Finally,
Appendix D details the researcher’s approach to ethical data collection including integrity,
transparent communications, and the role of the Institutional Review Board to ensure the
trustworthiness of the inquiry, data, and conclusions. On application of the research guidelines, I
analyzed and consolidated the resulting qualitative interview data to form a summary of
promising practices, particularly the design and implementation practices where KMO
influenced reduce the environmental impact of mining operations.
Data Analysis
Using an inductive approach with the examples and statements provided in stakeholder
interviews, I consolidated the interview findings to generate recommended best practices. Corbin
and Strauss (2008) presented analytical tools for an inductive approach to reach conclusions. I
then categorized these conclusions into recommendations, in the form of best practices, for

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effective leadership vision setting, communications, motivation, and organizational influences
that may improve environmental outcomes.
Participating Stakeholders
This study of promising practices included interviews with 12 former members of the
stakeholder organization, Goldcorp, most of which are now employees of the combined entity,
Newmont Corporation, which currently operates the subject projects and mines. Participant
interviews were conducted from June 14, 2020, through August 30, 2020. Each of the 12
participants had over 6 years of mining industry experience, with the majority having more than
8 years of Goldcorp experience and over 4 years of experience in their current role, as detailed in
Table 5. Interviewees included a broad cross-section of functional and project leaders who
contributed to mining and environmental outcomes. Targeted interviews were concluded with
sustainability directors, environmental project leaders, mine general managers, vice presidents of
corporate functions, and the former CEO. These interviews represented a target sampling of
those responsible for successful and promising practice environmental stewardship at Goldcorp’s
operations. Each of these participants was selected due to their individual involvement in
delivering successful environmental outcomes at a currently operating large-scale mine. Table 5
details the role each interviewed participant had with Goldcorp environmental programs and the
relevant years of experience each had leading, contributing, and influencing the environmental
outcomes in Northern Ontario and the award-winning Borden hydroelectric underground mine, a
promising practice. Participants are referred to by number as well as letter, with E representing
executive, D representing director, and M representing manager.

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Table 5
Participant Characteristics
ID Role Years of experience in role Education/background
E1 Executive 4 Finance
E2 Executive 7 Environmental science
E3 Executive 5 Engineering
E4 Executive 8 Environmental science
D1 Director 12 Environmental tech
D2 Director 5 Environment, statistics
D3 Director 9 Environmental science
M1 Manager 5 Environmental tech
M2 Manager 5 Environmental science
M3 Manager 8 Geologic science
M4 Manager 5 Mine engineering
M5 Manager 7 Environmental science

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Chapter 5: Findings
The findings of this study are based on document analysis and interviews detailing
promising organizational practices with mining company leaders involved in delivering
successful environmental outcomes. Document analysis included multiple industry publications,
government environmental project assessments, announcements of funding and award
distributions, and environmental project summaries. These documents were analyzed to select
environmental project successes that also spoke to promising organizational practices that
resulted in successful environmental outcomes and to provide context for the subsequent
interview data presented later in this dissertation.
Promising Practice Findings From Document Analysis
As a founding member of the ICMM, Goldcorp committed “to the responsible
stewardship of environmental resources, balancing the needs of communities, conservation
interests and the requirements of other stakeholders. In short, they commit to be part of the
solution to climate change” (ICMM, n.d.-a, para. 1). Goldcorp is the recipient of industry
recognition and the focus of this promising practice study. Goldcorp’s leadership,
communication, and organizational practices contributed to successful results and government
support for environmentally beneficial mining technologies and projects. Document analysis
described in the sampling strategy and qualitative data collection sections of this dissertation
resulted in promising KMO practices that reduce the environmental impacts of mining.
Corporate Responsibility Magazine listed Goldcorp 20th among the 100 most responsible
corporate citizens in 2019. Goldcorp was the top mining company and one of only two miners
listed in the top 100. The combined Newmont-Goldcorp has now been named the top mining
company on the Dow Jones Sustainability World Index (Brightmore, 2020b).

44
Reducing mining’s impact on air, water, and energy resources is key to the sustainable
production of metals. Within Goldcorp’s environmental successes is the Borden underground
mine, a high-profile project that provides a case study for an effective, clearly communicated
environmental vision and large-scale mine delivery on time and on budget. Like many other
mining projects with important environmental outcomes, Goldcorp planned, prepared, and
resourced Borden, a first-time innovation in underground mining with a 100% electric equipment
fleet. This study of promising KMO practices is directed to Goldcorp’s meeting environmental
stewardship goals and achieving of environmental mitigation actions, including putting the 100%
electric Borden underground mine into operation (Mining Connection, 2019).
Reductions in Green House Gas Emissions
Goldcorp mines reduced their carbon footprint with a long-term emissions reduction
approach and investment in fuel switching to lower carbon fuels and renewable energy. Among
the actions to reduce greenhouse gas production, Goldcorp continues to switch to more efficient
engines and to source a higher proportion of their energy from renewable sources. Building from
prior-year energy and emission reductions, in 2018 Goldcorp continued to reduce its greenhouse
gas intensity, defined as tonnes of carbon dioxide emitted per gold equivalent ounce produced.
This reduction accelerated in 2019, achieving a 13.7% reduction from the 2013 baseline
(Newmont, 2020). In 2020, the greenhouse gas intensity target was reduced further to 16.5%
lower than the 2013 baseline (Newmont, 2020).
Reductions in Energy Intensity
The energy-efficient Borden underground mine achieved commercial production safely,
on schedule and within budget in October 2019. This mine is now fully operational at a depth of
800 meters below surface, a production capacity of 4,000 tonnes of ore processed per day

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generating 120,000 ounces of gold annually (Impact Assessment Agency of Canada, 2016).
Borden’s all-electric underground fleet requires half the energy for ventilation compared to a
similar mine with a diesel equipment fleet. Located in Northern Ontario, 96% of Borden mine’s
electrical power is from zero-carbon emitting sources with nuclear and hydroelectricity
accounting for 86% of required electricity. In recognition of Borden’s contribution to the future
of safe and sustainable mining, the Canadian and Ontario governments each granted C$5 million
towards the electrification of the mine (Brightmore, 2020a).
Reductions in Water Intensity
Stewardship of water resources at Goldcorp operations follows a strategy, governance,
and reporting that align with commitments the company has made to the ICMM, the United
Nations Sustainable Development Goals, and transparency in reporting (ICMM, n.d.-b). In 2020,
Goldcorp operations continued to reduce their total water consumed, increasing their water
recycled and the percentage of water recycled. Water use is calculated as water intensity, or kL
of water consumed per gold equivalent ounce produced. The Goldcorp operating portfolio
reduced water consumption and increased water recycled as the mines continued to reduce water
draw and freshwater usage. The published target for 2019 was a 5% reduction in overall water
consumption from the 2016 baseline (Newmont, 2019). The 2019 measured result was a 7.6%
reduction, demonstrating achievement of water use reduction goals. Calculated water intensity
was reduced from 19 in 2016 to 16.8 in 2019. Achievement of these public targets demonstrates
Goldcorp’s commitment to improving efficiencies, managing water use, and progressing toward
best practice water stewardship (Newmont, 2019).

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Promising Practice Findings From Stakeholder Interviews
Goldcorp’s 2016 sustainability report included the following statement: “At every state of
the mining lifecycle, we work to avoid, reduce or mitigate any negative environmental impacts”
(Goldcorp, 2016, p. 127). The findings of this study include the KMO influences that contributed
to effectively reducing those environmental impact of mining activities. The KMO influences
presented in this study are grounded in a KMO framework for the study and documentation of
findings. A summary of promising KMO promising practices is then presented in response to the
study research questions.
Knowledge Findings
Conceptual Knowledge. Putting concepts into context, conceptual knowledge is the
knowledge of interrelationships and their dependencies. Understanding patterns, relationships,
and associations is part of conceptual knowledge (Krathwohl, 2002). This study’s stakeholders of
interest were all mature leaders and managers at Goldcorp, each with more than 8 years of
professional (postdegree) work experience. The study interview results demonstrated a strong
awareness of Goldcorp’s environmental vision, operation-specific environmental goals, and a
consistent understanding of their individual and team performance expectations as they relate to
environmental outcomes. Although conceptual knowledge is a foundation required for
sustainable mining operations, it was implied and integrated into study participant responses.
Participants did not emphasize conceptual knowledge as a central strategy to achieve
organizational goals. As a result, the findings discussed here focus more robustly on procedural
knowledge, motivational, and organizational influences.
Procedural Knowledge. Related to procedural knowledge, leaders must know how to
communicate a vision that reduces environmental impacts. Many Goldcorp employees have

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performance goals aligned to specific environmental outcomes, to meet water, energy, and
green-house gas reductions. Understanding how skills are applied and how behaviors influence
outcomes is procedural knowledge (Aguinis & Kraiger, 2009). Through repeated recall and use,
procedural knowledge can become automatized, which then requires less awareness to apply
(Schunk, 2012). Repeated use, vicarious learning, and observation reinforce procedural
knowledge and in the right organizational environment can improve problem-solving, deliver
improved results, and contribute to organizational knowledge.
To understand the process that Goldcorp employed to design, communicate, and
reinforce environmental care, study participants were asked, “How has Goldcorp communicated
its leadership vision for environmental care?” Responses followed three themes. The first theme
included references to slogans or phrases that reinforced compliance to environmental standards
and a culture of environmental care. These responses included references to successful
environmental programs such as the Ripple Effect engagement program, a 2013 competition to
put a slogan on Goldcorp’s environmental vision. Employees drafted environmental slogans and
a winner emerged: “Our Planet, Our Choices, Our Legacy.” This winning slogan was voluntarily
quoted, characterized as a unifying vision, by five of the 12 study participants, indicating the
lasting impact this communication program had by engaging Goldcorp employees in improved
environmental stewardship. Other participant responses referred to the Towards Zero Water
initiative, the Sustainability Excellence Management System (SEMS) corporate leadership
communications in town hall meetings, an annual environmental summit, and site as well as
individual environmental performance goals. Most study participants referred to these
memorable environmental slogans or programs that were a key part of communicating
Goldcorp’s environmental vision. E2 stated, “The Ripple Effect communication program, and

48
the slogan that came from it, ‘Our Planet, Our Choices, Our Legacy,’ really is creative and
compelling. That gave us a true north I suppose, something to shoot for.” E3 explained, “We had
environmental programs going back many years, but more recently the best-known programs are
from ‘Our Planet, Our Choices, Our Legacy’; Towards Zero Water; even compliance with
SEMS.”
A second theme from respondents focused on the leader and employee buy-in generated
with a broad-based engagement approach to designing, establishing, and communicating
Goldcorp’s environmental vision. Several managers referenced effective communication as one
way the company achieved buy-in from employees. According to E2, “In communicating the
vision, we sought a lot of advice and engaged the Board [of Directors], leadership, and mine
general managers.” The engagement included in the goal-setting process inspired managers. M3
stated, “I’m proud of our successes here. Our water stewardship strategy became our Towards
Zero Water goals.” M2 added, “We have a lot of input to the environmental goals. The specific
feedback received from leadership gives more focus or weight to the other annual objectives.”
The third theme in participant responses focused on specific methods and media used to
communicate the vision for environmental care. E2 stated,
They’re communicated in corporate and community write-ups, the sustainability report,
and our site monthly reports. We have the goals listed, and we measure and report our
performance against them. These goals are also part of our individual performance
reviews, so it’s a vision, goals, and reinforced with our personal and team measures.
These responses indicate that Goldcorp’s success mitigating the environmental impacts of
mining included promising practice development of an environmental vision, supporting
programs, measurable goals, and employee and leadership engagement. This vision included
broad-based involvement in its development and goals all tied together with specific
performance incentives at each level to motivate delivery of specific results. The environmental

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vision was communicated internally through engaging employee-focused slogans; leadership
reviews at operations; presentations to government, First Nation, and industry entities; project
status updates; and the ever-important midyear and year-end site, team, and personal
performance evaluations.
To better understand the procedural knowledge required to then apply a leadership
environmental vision effectively, I asked participants, “How is that leadership vision consistently
applied throughout the organization?” The major theme of responses to this question included
consistent adoption and application of Goldcorp’s SEMS, including audits at operations and
department performance in adopting SEMS and meeting the SEMS objectives. E2 stated,
We’ve been successful applying the vision. Goldcorp’s Sustainability Committee has
oversight for environmental aspects and activities. From there, we worked to engage
people at all levels in the organization, to get their input on the vision and the actions that
will take us there. We put structure in place for the Sustainability Excellence
Management System (SEMS), including audits of site and department performance
adopting the SEMS and meeting our SEMS objectives.
The second most common answer referenced alignment of the environmental vision with
performance goals. For example, D2 said, “A key to applying that vision is ensuring our
evolving SEMS programs are adopted by our environmental, mining, and processing leaders.
Having performance goals aligned with the environmental vision helps to apply the vision and
sustain improvement.” M3 stated,
I see consistent alignment with performance expectations being cascaded from our
regional directors to our GM [general manager] and then to Mine Operations to the frontline crews. That ensures consistent application of the vision. This feedback loop keeps
goals aligned.
A third theme included the involvement environmental and general managers had in
building Goldcorp’s environmental vision together with Goldcorp’s Sustainability Committee
and other senior leaders. D3 described this process:

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The environmental vision has been built in connection with our environmental director,
the CEO, sustainability leads, and the workforce at mines and projects. Reducing the
impact on water, land, air, and energy use and then later the water accountability and
Zero H2O programs. Seems we have evolved but stayed in alignment.
Review of respondent themes provides an understanding that the Goldcorp environmental
vision is supported by process knowledge required to effectively implement that vision.
Operative leadership and communication of vision to be functional in this industry require
organizational structures including engagement programs, structural alignment for more
consistent results, incentives, and compliance programs.
Where does Goldcorp source, and how do they share solutions to environmental
challenges? This is a discussion of the procedural knowledge required to acquire and propagate
environmental solutions, ideas, and technology. Table 6 displays the interviewed participants
who mentioned each idea source or sharing process.
Table 6
Procedural Knowledge: Sourcing and Sharing Environmental Solutions
Idea source or sharing process Participants
University/environmental science E2, D2
Industry conferences E2, M3
“Hackathons” E4, D2, M2
Contractors/consultants D1, D4, M2, M4
Shared solutions within Goldcorp E1, E3, D1, D2, M1, M4, M5
Equipment/technology vendors E1, E2, D1, D2, D3, D4, M1, M2, M5
In their responses, study participants emphasized the considerable role equipment and
technology vendors have in developing more efficient and sustainable mining solutions.

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Together with contractors and consultants, equipment, and technology vendors, all of which are
external to Goldcorp, are the most prominent source for impact mitigating environmental
solutions. Mining technology solutions and companies that provide battery technologies,
communications technologies, and remote or autonomous equipment technologies were
mentioned by name for their role in Borden mine’s electric underground mining success.
D4 said, “We are networked to solve problems together. We have contractor and vendor
visits and they speak to us about new equipment innovations, advances in technology and
communications. Those are the strongest sources of ideas.” M1 stated,
A lot of new ideas come from our equipment and technology vendors, [names omitted],
as safety-focused technology or communication systems. We couldn’t achieve the 100%
electric goal without the equipment and battery technology to make it possible. That led
to a redesign of our underground operations to fit the technology and newly electric and
sometimes tele remote equipment which fit the goal we set, knowing at the start that it
was tested, that it would work.
M2 responded,
Our equipment vendors succeed by bringing us technologies and solutions that work. The
100% electric goal is only being achieved because the technology is available for
batteries, safe, lighter weight units that mine as we need. Now we have built a mine
around those capabilities.
Another common response showed the importance of internal benchmarking, solutions
shared between Goldcorp mine operators, managers, and technical teams. This is where
knowledge is shared, and experience is leveraged to address challenges in collaboration with
other Goldcorp managers and operations. Environmental and energy conferences were
referenced by respondents as venues for this internal networking and collaboration.
E3 said, “We have a good network of sustainability and environmental managers that are
constantly working together, building those solutions together.” E1 explained,
Often with our biggest problems, environmental challenges even, we share across the
management teams and get many good ideas or get industry contacts that we can make or
companies to contract that bring us technical solutions to our technology challenges,

52
water problems, community problems, good solutions that have worked at other
operations or conditions.
Finally, Goldcorp’s Disrupt Mining idea hackathon was mentioned by three respondents.
Disrupt Mining events brought industry innovators, equipment, technology, environmental
vendors, students, industry and Goldcorp leadership, and mining and technology media together
to evaluate innovative ideas in a “Shark Tank” style environment where technology, mining and
environmental solutions were presented, evaluated, recognized, and rewarded. The last of these
hackathons was held in Toronto in 2018 with a session titled Reduce Environmental Footprint
and another called Enhance Productivity, Efficiency and Automation, both very relevant to the
development and operation of a 100% underground electric gold mine. E4 stated, “The idea
hackathons that we have hosted are a great source of new ideas and connections, particularly for
tailings management and reducing the risk of failures.”
In conclusion, Goldcorp has effectively applied procedural knowledge in developing,
communicating, and applying an environmental vision. The company has supported that vision
with organizational structures and incentive and compliance programs. The organization has
effectively sourced and shared solutions to environmental challenges.
There was no mention of in-house idea generation or more internal iterative processes. As
M4 said, “There aren’t many great implemented ideas that come from our workforce or
management team. . . . We don’t invest as much or take a lot of risks that way, it seems.”
Although several interview responses included examples of shared solutions and benchmarking,
increased investment in idea labs, innovation, iterative processes, and controlled risk-taking may
be a development opportunity for Goldcorp.

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Motivation Findings
Utility value, self-efficacy, and group efficacy are motivational influences that contribute
to achieving a goal (Eccles & Wigfield, 2020). The approach of this promising practice study
was to determine what motivational influences contributed to Goldcorp meeting its
environmental goals and achieving an operable and economically feasible 100% electric
underground mine.
Utility Value: Leaders Need to See the Value of Implementing Strategies to Reduce
Environmental Impacts. The utility value of a task is determined by how that task fulfills basic
psychological needs and supports achievement of individual or group plans and goals (Wigfield,
1994). Study participants were asked, “What environmental outcomes mean the most to you
personally?” Participant responses, shown in Table 7, indicated that environmental results on the
company’s reputation in the industry and communities were considered important.
Goldcorp’s legacy, as one participant stated, is second only to clean water. Care for water
in and around Goldcorp operations and the objectives of Goldcorp’s Towards Zero Water
program was highlighted by nine of the 12 participants. One environmental director, D2, stated,
To me personally, it is the reputation of our company with local communities. A good
reputation requires transparency and trust, which we have to develop with results. Caring
for water and air for local lakes and fisheries is important to me. Also, our reputation as
an employer.

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Table 7
Utility Value: Individual Views on the Value of Particular Environmental Outcomes
Why reduce environmental impacts? Participants
Community/sustainability D2, M2
Energy use/recycling E4, M5
Wildlife E4, M2
Clean air E4, D1, D2, M1
Company/industry legacy E2, D1, D2, D4, M3
Clean water E1, E2, E3, E4, D1, D2, D4, M2, M3, M4, M5
The response from Goldcorp’s former CEO was likely informed by the conflict he has
seen with host countries and communities where project progress, timelines, and cost outcomes
can be strongly impacted by community and legal action if water resources are not managed
appropriately for the benefit of all stakeholders. E1, the former CEO, stated, “Water
management, the scarcity of water, is the source of all of our social conflict and stress around the
mine sites. When water sources are impacted or water volumes reduced, conflict increases.
You’ve got to slay that dragon!”
The third most prominent theme in responses was the importance of clean air in the
nearby northern communities but also the reduction of diesel particulates within the mines,
which is a major goal of electric mining operations. Mining’s impact on air is also linked with
company reputation and was prominent in the interview responses. An environmental director,
D4, said,
Our reputation in Canada and within our local communities means the most, I guess.
We’ve got to maintain trust that we are excellent in environmental care, maintaining and
meeting high standards. We’ve done well with wildlife. Other areas that are very visible
are reducing air impacts, dust, GHGs [greenhouse gases], and water. Those mean a lot to
me also.

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To understand the motivating value Goldcorp employees, specifically environmental
managers, find in reducing environmental impacts, study participants were asked what motivates
them. Table 8 shows the participant responses to that question, after which several themes and
supporting quotes are explored.
Table 8
Utility Value: What Motivates Environmental Managers to Reduce Environmental Impacts?
Motivation to reduce environmental impacts Participants
Company/team commitments E1, D3, M3
Community/sustainability D2, M1, M2, M5
Company/team reputation D1, D3, M3, M4
Professional competence E2, E3, D2, M1
Meet company objectives E1, E2, E4, D3, M2, M5
Care for the environment E1, E2, E3, D1, D2, M4
Compensation/bonus E2, E4, D1, D2, D3, M1, M3
Nine of the 12 participants spoke of environmental goals and company objectives
motivating the environmental managers. Half of the responses referred to environmental care
specifically and its connection to company reputation and professional pride as environmental
managers. Participants were motivated to provide care for the environment, preserve it, maintain
their personal and company reputation for environmental stewardship, and maintain and build
upon their personal or company legacy. D2 stated,
Most of the environmental managers I’ve worked with for years and respect them. They
care about the environment and reducing our impacts. They are also paid to perform and
achieve their goals for Zero Water, reducing dust, community complaints, all those things
that allow us to continue to produce gold in a sustainable way.

56
Even more respondents, seven participants, spoke to compensation and bonuses as they
apply to environmental outcomes. D3 said,
I think that our alignment to company environmental goals and having that tied to
compensation is what motivates many of us, my team members. We like being on a
positive change side of the industry, but getting quantified goals that are reviewed with
rigor and tied to bonuses creates urgency to deliver on them.
In support of that connection between meeting environmental goals, personal performance
expectations, and compensation, E2 said,
Environmental managers, they are degreed typically in environmental sciences, and that
foundation in first principles, understanding environmental impacts, the interrelationships
motivate them. To meet our company objectives, producing while caring for the
environment, that drives their compensation as well.
Goldcorp’s former CEO, E1, reflected on the motivation environmental managers and
team members have in mitigating environmental impacts when he shared the following.
Environmental professionals know the science, and we rely on them to measure and
reduce our environmental impacts. They are committed to our success and motivated to
find solutions to our challenges. It’s my job to get them the resources they need.
As nine of 12 respondents indicated, setting and communicating environmental
performance goals clearly added motivational value for Goldcorp leadership and those who lead
and contribute to Goldcorp’s environmental results. Interviewees provided valuable insight when
asked if other organizations should set similar goals and why. All respondents agreed that other
organizations should; it was a unanimous yes. Participants responded consistently that setting
similar goals would benefit other organizations by providing, more than anything, organizational
alignment to shared targets. These well-communicated goals, with underlying supporting
structures and compensation attached to achieving the outcomes demonstrated value to the study
participants and served as motivators to execute on commitments and mitigate environmental
impacts. E1 said,

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Because without a goal to direct your efforts, you can’t expect success. A vision to work
toward helps us mobilize. So, there’s a lot of coordination required, a lot of agreement, a
lot of buy-in at many levels. Clearly communicating what is required of us is the only
way to expect performance and reward performance. Oh yes, setting the goals and
building buy-in with leaders and employees was very successful for us.
Engaging leaders and operational and environmental managers to develop, communicate,
and deliver on goals to reduce environmental impacts is a Goldcorp promising practice that other
mining companies can learn from. As D1 explained, “Shared goals allows you to share
resources, solutions, people, and capital. Yes, without those environmental goals, the Ripple
Effect, our sustainability performance index measures, we would not have moved forward at the
pace that we did.” Engaging, effective, clearly communicated goals will be a key component of
this study’s recommendations. Goldcorp, and what is now Newmont Mining, can learn from this
success to see that these motivation practices are sustained as the company produces in the
Americas, where Goldcorp mines continue to operate, and overseas into new markets where
Newmont continues to expand. As these former Goldcorp executives, directors, and managers
recommended, other mining organizations should take a similar approach.
The responses to this interview question were the strongest and most consistent. Table 9
details the participant responses, where they observed or identified value or the benefits of
leadership setting goals for achievement. Interviewees were eager to discuss and share what they
perceive to be successes.

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Table 9
Motivating Values for Setting Environmental Goals Within the Organization
Motivating value/benefit of goals Participants
Engagement and buy-in to define and deploy E2, M1, M3, M5
Provides alignment E3, E4, D3, M1, M3, M4
Sets expectation for success E1, E2, D3, M2
Provides a shared target E3, E4, M2, M4
Helps to build capacity D1, M1
Focused execution, mobilization, action E2, E3, E4, D1, D2, D3, M3, M5
Provides standards, structure, resources, ideas E1, E3, D1, D2, D3
Self-Efficacy: Leaders Must Feel Confident in Their Ability to Implement Strategies
to Reduce Environmental Impacts. A foundational belief is that views of positive self-efficacy
motivate contributors to achieve the performance they are targeting (Bandura, 1986). Selfefficacy can be developed through individual performance since achievement builds self-efficacy
(Schunk & DiBenedetto, 2021).
Study participants representing a cross-section of Goldcorp environmental, operations,
and project leaders were confident in their team’s contributions and ability to meet the
environmental objectives, although several of them mentioned the size of the task and the
considerable work involved. All study participants expressed confidence in their ability to meet
their operation’s environmental goals individually and that their personal contributions would
improve results. When asked, “Do you have confidence in Goldcorp’s future environmental
performance?” responses were concise and consistent. All participants responded yes, they had
confidence in Goldcorp’s future environmental performance.

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Group Efficacy: Leaders Need Confidence That as a Group They Can Implement
Strategies to Reduce Environmental Impacts. Participant concerns for meeting environmental
objectives, including the 100% electric underground mine, were exclusively “we” or “team”
statements. This evidence indicates group efficacy over self-efficacy. E3 demonstrated group
efficacy when he said,
We’ve learned from some past setbacks that we can’t move faster on our projects than
our community engagement. We can’t move faster than the speed of trust. If we get
ahead of First Nations or host communities, they will slow or stop our progress, so we
need to meet our environmental permit dates, communicate, and engage fully to meet our
2020 and future objectives.
A few qualifying statements were made, in addition. D2 said, “We’re not perfect, we
have spills, we still have dust issues in Mexico, drought in Mexico that stresses us, exasperates
us, but I do have confidence we will meet our Zero Water goals and all the electric Borden goals.
Yes.” M1 said, “I’m confident we’ll perform well. We take it one step at a time and, as long as
we are not faced with some ecological failure or natural disaster, our containments will hold and
we’ll perform well.” M3 responded, “I’m very confident. We have a good record. Of course,
there are mistakes made, but they have been minor exceedances that we have to report on. Our
leaders are committed to these goals also.” Finally, M2 stated, “Environmental performance is
very broad, but I’m confident we will perform well. In the case of all electric, we can meet it, we
will meet it. The challenge is to make it economical as well.”
As a follow-up question, I asked what influenced their confidence as they worked toward
achieving environmental goals. Themes or key words in participant responses are shown in Table
10.

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Table 10
Group Efficacy: What Influenced Confidence While Working Toward Goals?
What influenced confidence Participants
High standards E2, M1
Supporting systems E2, E3, D2
Track record of success E2, E3, D2, M1, M4
Strong team E1, E3, D1, D3, M3
Committed resources and management E3, E4, D1, D2, M2, M4, M5
In summarizing the factors that influenced participant’s confidence of success as they
worked toward achieving environmental goals, seven responses included the clear commitment
the company and leaders must have to meet the environmental objectives. For example, D2 said,
We have succeeded in the past meeting most of our environmental goals. The Borden
mine is a real showcase for environmental success. That visibility to the company gives
me confidence that everyone cares enough to do it right. The fact that we were doing
things right from the beginning. That the environmental outcomes were set at the start.
That the electric equipment was in the original plan and never questioned.
Five respondents drew upon past performance to give them confidence in future
outcomes. For example, E2 said,
I’m confident because we set it up to succeed. The Borden underground will succeed
because the mine’s been designed in that unique way, with the infrastructure to make it
possible. We have strong underlying structures and environmental standards, supporting
systems in place to build on past performance, to meet our high expectations.
Five respondents mentioned the strength and technical ability of the project and
environmental professionals leading the work. D1 cited “the fact that tighter environmental
regulation is on our side. That the company requires these improvements to compete. We also
have a strong team, some of the best, most experienced and educated in the industry.”

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Finally, three of the most senior respondents also referred to underlying systems that
support the environmental objectives, including management systems and reporting structures.
E3 stated,
We have been watching the score but also watching the game. I have a personal
relationship with each and every general manager, with each environmental leader. I
speak with each site environmental leader each week. We have strong communications in
a flat organization keeping us engaged and building our personal confidence. If we see
performance slipping, we intervene, hold site sessions, evaluate the problem, the incident,
always leading with good intentions.
Another demonstration of confidence that the team will meet its objectives is
preparedness for uncertainty and agility to respond to challenges or concerns. Participants were
asked, “What concerns, if any, do you have about achieving the 2020 environmental objectives
and the 100% electric underground mine goal?” In response, study participants pointed to
confidence shared within the team and the group and responded in those terms. In most cases,
participants spoke to the confidence they had in Goldcorp meeting their environmental objectives
and delivering a operable 100% electric underground mine. They personally spoke to that
confidence in the organization and the team, not their self-efficacy. Interviewee M4 responded as
follows:
As a strategic priority, our environmental performance is something we constantly
recommit to. As we continue to invest in our environmental solutions, budget for and
implement new proven solutions and technologies, we will deliver against them. I don’t
have concerns about meeting them.
This is a strong “I” statement, but even this statement says more about the group efficacy
and cultural influences than self-efficacy of study participants. Participants spoke directly about
“the team,” “the department,” and “the company” achievement of objectives. This provided a
view to the Goldcorp culture and understanding that one individual or team cannot achieve the
environmental objectives individually and will not take responsibility for them directly. This is
clearly a team effort. With these interview findings, I attributed the remaining participant

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responses to group efficacy and cultural models rather than self-efficacy. These responses are
attributed to motivation and organizational influences and are discussed in the findings that
follow.
Group efficacy among study participants is strong, influenced by several factors,
including the commitment of human and capital resources to deliver on environmental
commitments. Goldcorp leaders have confidence that their individual contributions make a
difference directly and that, as a group, they can implement strategies to reduce environmental
impacts. This confidence comes from many factors, including the motivation and efficacy
enabled by committed resources, a track record of environmental successes, and a strong
technical and leadership team.
Organizational Findings
The organizational influences included in this study are the cultural models and cultural
settings that interact and impact efforts to reduce the environmental impacts of mining.
Operating assumptions are implicit in an organization’s culture, such as the theories-in-use
described by Argyris and Schön (1996). These assumptions guide thinking and feelings and are
difficult to change once they are well established. Gallimore and Goldenberg (2001) described
cultural models in this context as shared mental schema or normative understandings of how the
world works, or ought to work. Cultural settings occur “whenever two or more people come
together, over time, to accomplish something” (Gallimore & Goldenberg, 2001, p. 47).
Cultural Models. Cultural models influence the interpretation of environments and
events; what is embraced, accepted, valued, promoted, discouraged, and avoided; who should
participate; and the rules and purpose for interactions (Shore, 1996). Cultural models could be
thought of as attributes that are built into an organization through recruitment, development,

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reinforced messages, and behaviors. These models have long-term implications that can be
adapted, influenced, and changed over time with sustaining efforts, supporting behaviors, and
modeling of those behaviors by influential members or leadership. A cultural model can be
described as a shared belief about how an organization should perform (Gallimore &
Goldenberg, 2001).
Study participants were asked to describe Goldcorp’s culture. Their responses indicated a
lack of consensus. The most common descriptors were “results focused,” including adjectives
such as “driven,” “top down,” or “competitive.” Others described it as people focused with
descriptors such as “teamwork” or “collaborative.” Many interviewees used multiple terms to
describe the company culture, and I recorded each adjective they expressed. The adjectives used
less often included “insular,” “siloed,” “accountable,” and “compliance focused.” The cultural
descriptors participants used are shown in Table 11.
Table 11
Cultural Models—Descriptions of Goldcorp Culture
Goldcorp culture Participants
Agile/entrepreneurial D1
Technical focused E2, M3
Accountable/compliant E1, D3, M5
Change averse/risk averse E2, D3, M5
Collaborative/cooperative E3, D2, M1
Insular/siloed E2, D3, M3, M4
People focused E3, D2, M1, M2
Results focused E1, E2, E4, D2, M2, M3, M5

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The study participants have experience working in a variety of Goldcorp offices, mines,
and project offices. These varied results may indicate that Goldcorp has not focused on building
a unique company culture but allowed it to evolve over time and across the geography of mining
operations and corporate offices. Mining organizations typically are strongly influenced by
technical trades and engineering organizations that respect organizational hierarchy. These
cultures are less influenced by customers, who in the gold business, as with most mining
commodities, they will never meet. According to E2, Goldcorp is “a driven organization, inward
looking.” E2 continued, “We rely on contractors and vendor a lot for technology solutions,
which adds flexibility to our workforce, allows us to mobilize, but it doesn’t build our
organization for the future.” The response from M3 provided insight:
Goldcorp culture values technical answers to problems. We look mostly to equipment
vendors and consultants for new technology and innovation. We are then pretty accepting
of those ideas. There isn’t much front-line engagement but instead a focus on results first
over creativity or teamwork or support.
To learn more of Goldcorp’s organizational influence, possible promising practice
organizational models, or settings, I asked participants how the culture they just described
contributed to achieving environmental goals. Participant quotes provide examples of how being
“results focused” influences the achievement of environmental goals. According to E4, Goldcorp
“is very results focused. Setting and achieving goals and meeting our budgets on projects is how
we define success and that is cultural, I think.” M3 stated, “Culture does impact outcomes.” M5
said, “Being results focused and pragmatic helps keep our work aligned.”
Within these responses are indications that developing internal talent and generating
ideas from within the workforce may be secondary to delivering project success through
technical solutions and contracted sources. Mining companies are under tremendous pressure to
satisfy stakeholder interests to deliver value, to profitably produce in all kinds of economic and

65
political environments. Add to that the rigor of environmental and community standards, and it is
evident that mining companies are being required to change at a pace that many organizations
are not built for. Even without a consensus on cultural descriptors, at Goldcorp, the company’s
pragmatic ability to adapt and respond to external pressures, even leading by many
environmental measures, is a promising practice.
To understand the Goldcorp’s priorities, the cultural models at work in relation to the
importance placed on environmental stewardship, and the mitigation of environmental impacts, I
asked study participants how they know environmental outcomes are important to Goldcorp.
Their responses indicated evidence of and interaction between cultural models and cultural
settings. I recorded the responses by participant in Table 12 and provide relevant quotes in the
narrative that follows.
Responses to this “how do you know?” question established the prominence
environmental outcomes have in individual, team, and operating unit performance goals. Nine
interviewees demonstrated in their responses a strong or direct connection between Goldcorp’s
results and environmental outcomes. They did not believe Goldcorp could succeed without
environmental success. As E3 expressed, “You can’t have mining or company success without
environmental success. We’ve got to care for the environment, and these outcomes are all
interconnected.”

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Table 12
Cultural Models—Company Priorities, the Importance of Environmental Outcomes
Knowing that environmental outcomes are important Participants
Goldcorp results are environmental results E1, E3, E4, D1, D2, M1, M3, M4, M5
Formal communications E1, E2, E4, D1, D2, D3, M1, M3, M4
In performance goals E2, D1, D2, D3, M2, M3, M4
Protect Goldcorp/industry reputation E1, E2, D1, D3, M2, M3, M4
Care for my environment D2, D3, M1, M2, M3, M5
Informal communications E2, D1, D3, M1, M2
Care for my livelihood E3, D3, M1, M2, M5
Provides “license to operate” E3, D1, D2, M3
Opens door to new opportunities D2, M2
The “cascading” performance goals from “above” were referenced as one cultural and
motivating means by which Goldcorp communicates the importance of environmental outcomes.
This first theme was explained in comments such as the following. E2 said, “Our short- and
long-term incentives are tied to the environmental outcomes. Our performance on protecting air
and water, reducing our energy and water use, incidents and spills are also tracked.” M3
responded,
They are important since environmental goals dominate my annual performance goals
each year. I know that the GM [general manager] has environmental goals as maybe 30%
for him also. We’re focused on achieving 100% electric at Borden and will all be
compensated to meet that goal and reduce energy use and improve the air in the mine.
D3 said, “Personally, I know they are important and as a company they are important.
Stewardship of water, air, land, and employee health are a big part of performance goals.”
Goldcorp’s interest in positive environmental outcomes is based on the idea that
environmental success is required to maintain Goldcorp’s “license to operate.” Yet, even beyond
simply a license to operate, environmental success will lead to opportunity. E3 explained,

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“Positive environmental outcomes make our work sustainable, that license to operate in northern
regions near northern communities. Our environmental commitments aren’t negotiable, so
they’ve got to be met. We are also setting an industry standard.” D2 responded, “Goldcorp has a
reputation to protect. That leadership reputation of environmental excellence opens new doors to
our exploration and mining teams. Environmental care is expected of us and is not
compromised.” M2 stated,
Our environmental outcomes really make our company reputation, it is one of the most
visible, impactful measures that we have or stories that we tell as a company. If we
succeed with environmental results, it opens doors. We all know this.
The prominence of environmental goals and results in department and corporate
communications indicated that environmental outcomes are a top priority. Nearly all the
participants mentioned corporate or informal communications stressing the importance of
environmental outcomes. For example, M1 stated, “Environmental outcomes are prominent in
our corporate communications. They’re a big part of our company and my professional
reputation.” M4 explained, “This is all shown in our company and industry publications, as we
do promote our successes, and that’s why you’re connecting with us, that’s why we are getting
attention, even awards, for our work at Borden.”
Participant responses indicated strong confidence in meeting environmental objectives.
All respondents felt the objectives were achievable, including the all-electric mine. A few
mentioned tight project timelines and tightening environmental regulation as a motivation or
“push” for the company to meet objectives; one mentioned contingency plans that may be
necessary. Although a few concerns were mentioned, they did not have much impact on group
confidence in meeting the overarching goal, as shown in Table 13.

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Table 13
Cultural Models—Concerns About Meeting Goldcorp’s Environmental Objectives
Concerns about meeting environmental objectives Participants
No concerns E1, D3, M3
Project timelines D2, M1, M2, M5
Stakeholder engagement E1, E2, E4, D3, M2, M5
Permitting timelines E1, E2, E3, D1, D2, M4
Adequate resources E2, E4, D1, D2, D3, M1, M3
The concerns shown in Table 13 support the findings documented in the group efficacy
section. The finding also speaks to the cultural models within Goldcorp, a culture of gap
assessment and collaborative problem-solving that exists within the environmental departments
from the corporate organization to the mine operators and project teams.
To understand unique cultural models and settings that may contribute to Goldcorp’s
success delivering and operating the first 100% electric underground mine, I asked study
participants what unique skill sets, technical qualifications, and knowledge were evident in their
professional team members. Table 14 presents several knowledge areas and skill sets required to
mitigate the environmental impacts of mining.

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Table 14
Cultural Models—Required Knowledge and Skills
Required knowledge and skills Participants
Management skills D1, D2
Project management E3, E4, D2, M3
Industrial health/hygiene E1, E2, D2, M3
Engineering E2, E4, D1, D3, M2, M3
Energy technology/systems E1, D2, D3, M1, M2, M4
Leadership/people skills E1, E2, D1, D2, D3, M1, M5
Environmental sciences E1, E2, E3, E4, D1, D2, D3, M1, M3, M5
The skill sets and knowledge areas presented in Table 14 were provided by the
participants experienced in mitigating the environmental impacts of mining and meeting
Goldcorp’s environmental care objectives. E2 stated,
A foundation in technical skills, mine engineering, environmental engineering,
hydrology, geology something related, that translates to this work. We have health
sciences, a nurse, statisticians, industrial hygienists measuring and monitoring our
progress. People skills to motivate people and develop and retain talent also.
M3 said, “Our operations have such a broad base of talent, functional experts in industrial
hygiene, environmental science, safety, engineering, project management, all skills required to
meet Borden’s energy savings and industrial hygiene goals.” D1 responded, “We have leaders up
and down this organization. It really is remarkable. Most roles require a foundation in science,
but we also need drivers, organizers to deliver results and motivate people.”
Leadership is another key element for a modern multinational company to develop the
organizational acuity to meet complex commitments that require vision and collaboration to
deliver an innovative engineering triumph in a very remote location with complex stakeholder

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interests. Goldcorp is an organization that effectively applied their results-focused culture to the
physical, organizational, and environmental challenges that had to be met, delivering the world’s
first 100% electric mine.
Cultural Settings. Leaders must promote and model a stable organizational culture and
work processes that align with desired cultural settings (Clark & Estes, 2008). Cultural settings
influence work outcomes. Perceived organizational support is a way of communicating how
organizations value employee efforts, which helps them with their needs for esteem and
approval. According to Eisenberger et al. (2020), these cultural settings promote the employees’
interest and engagement in their work. Organizational support as demonstrated in cultural
settings influences behavioral outcomes such as engagement and execution of tasks. Cultural
settings also may contribute to motivation, self-efficacy and the use of higher level skills, thus
increasing the intrinsic value of employees’ work (Eisenberger & Stinglhamber, 2011).
Team and project-level interactions referred to in participant responses indicated that for
general managers and project leaders, environmental outcomes are an important part of Goldcorp
cultural settings. Environmental targets, constraints, regulations, goals, project progress, and
achievements are prominent subjects in project and team communications. These are the details,
the results at various operating levels, for which these individuals and teams are accountable.
Stakeholders must see the connection between strategies to reduce environmental impact
and environmental successes. E3 explained, “The goals and actions came after the environmental
strategy. So, the value of the strategies is very high, integral to delivering the results.” D2 stated,
We couldn’t have developed Borden mine without Goldcorp’s goals to reduce energy
consumption and create a mine with cleaner air and less GHGs [greenhouse gases].
Without those strategies, there would be no purpose for Borden, really, it would have
been just like any other underground mine.
D4 said,

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By strategy I think it’s summarized by setting an environmental vision for the
organization, setting achievable goals, engaging our stakeholders, community, NGOs
[nongovernment organizations], employees, and then leveraging the organization’s
resources to deliver the result. Each of those components are necessary for our success.
M1 responded, “I don’t think we would have many successes without the environmental vision
and commitment from the top. Our strategies include several years of planning, actions, building
to a larger environmental program and physical actions to mitigate risks and environmental
damage.” D1 said, “This strategy is contained in the Sustainability Excellence programs that are
achieved following standards in a systematic way. We don’t leave anything to chance. We plan
our work and work our plan.” Finally, D3 said,
We’re committed to follow performance standards meet our annual performance goals
for our site, and projects and individuals are all part of the communicated and aligned
strategy to achieve those standards. Without the strategy to support that work, each site
would be on their own and be left to various interpretations and wasteful approaches that
would not give us much confidence in achieving the goal.
Strategies to reduce environmental impacts must be prominent in leadership
communications. For insight to the importance of environmental goals within Goldcorp’s
cultural settings, participants were asked to describe the prominence of environmental impact
reducing strategies within leadership communications. All study participants found value in
communicating a company environmental vision and setting underlying measurable performance
goals to deliver on that vision, as exemplified by the following quotes from senior environmental
leadership, detailing keys to Goldcorp’s environmental success. E2 said, “We have certainly
messaged our environmental priorities prominently. Strategies as well to an extent with our focus
on three trends in mining, water stewardship, climate change risks and our management of
mining wastes and other mining legacy impacts.” D1 stated, “Our environmental focus, and
efforts to reduce our footprint are very prominent in both external and internal communications.
Some of those are very extensive and detail our approach, progress, and planned work.” D3 said,

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Our priorities are communicated by leaders in all our quarterly and annual updates
especially and with the sustainability report, our Sustainability Performance Index results,
and actions. As a signatory on the UN [United Nations] Sustainability Pact, we have also
been nominated for awards based on our Sustainable Development Goals for the UN.
In conclusion, the CEO also referred to the prominence of sustainability reporting to
inform employees, investors and regulators about progress and plans for mitigating the
environmental impacts of Goldcorp’s mining activities, stating,
Our annual sustainability report demonstrates our commitment to transparent reporting of
our environmental commitments. That report goes back to 2005 I believe, long before I
came to Goldcorp. It’s our intention to report fully and transparently, to make our
environmental stewardship goals a very prominent part of our employee and investor
communications.
Synthesis of Findings
Successful mining companies are built by driven and visionary leaders, geologists,
engineers, metallurgists, and technicians with the knowledge and motivation to design a mine
and deliver to that design in a safe and profitable manner. These professionals with mining
technical knowledge are found throughout the industry and on every continent. What is less
common are leaders who can communicate a vision for exceptional environmental care and the
drive to create supporting structures and organizational practices to deliver on that vision. In my
pursuit of promising practice environmental stewardship, I found that Goldcorp, a major gold
mining company, had presented a compelling, motivating vision that contributed to their
achievements in mine development, production, and care for the environment. Study participant
responses to my questions and award-winning project results are proof of the planned and
communicated connection between Goldcorp’s environmental vision and the company’s actions
to reduce the impacts of mining. Goldcorp’s commitment to environmental excellence is clear.
The connection of vision to results is evident in the analysis of project documents, media
communications, and responses from study participants. Environmental care is a very high

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priority for Goldcorp. Environmental success is Goldcorp success, and they cannot have
financial or reputational success by damaging the environment. Goldcorp operations, many of
which are near pristine waterways and sensitive ecosystems, are meeting the strictest standards
for environmental care.
In general terms, a review of study participant responses demonstrated Goldcorp’s
environmental vision was understood consistently through the organization, from project
managers to environmental and operation directors to mine general managers. This vision is well
documented and referenced in project summaries and industry award publications that recognize
Goldcorp’s environmental successes.
This study’s conceptual framework explores the influence that conceptual and procedural
knowledge have on Goldcorp’s leadership vision and how that vision translates to actions that
reduce the environmental impact of Goldcorp mining operations. The study framework also
explores the influence self, group, and value motivation contribute to outcomes. Knowledge and
motivation both contribute to the cultural model and settings, which in turn impact the
effectiveness and force of the leadership vision. This study also concluded that Goldcorp used
supportive organizational influences, communications, and compensation levers to drive
environmental results. Supporting infrastructure such as long-term budgets, project plans, and
performance objectives all contribute to Goldcorp’s reductions in energy use and greenhouse
gasses emitted by mining and transport equipment. This result is most evident in Goldcorp’s
development and operation of the world’s first 100% electric mine, the Borden gold mine in
northern Ontario.

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Research Question 1
The first research question asked, “What stakeholder knowledge and motivation are
required to meet environmental impact reduction goals?” Evidence from study participant
interviews demonstrated that Goldcorp’s environmental vision is consistently understood. This
vision is effectively reinforced in leadership communications in various internal and external
media. The environmental vision is prominent in operational and environmental structures and
programs. This conceptual knowledge begins with an awareness that a shared environmental
vision exists and that the vision translates to coordinated, supported, and resourced actions, for
which leaders and managers will be accountable, evaluated and compensated. Evidence of the
structure Goldcorp established to guide achievement in environmental stewardship exists within
the SEMS providing measures, guidelines, and goals to ensure operating decisions are guided by
environmental impacts. Study participant responses representing leaders and managers who are
integral to Goldcorp’s environmental outcomes are evidence that the alignment between
environmental vision, communications, and demonstrated actions provides motivation to achieve
that shared success. In addition, interviewees demonstrated an awareness that environmental
successes require collaboration from professionals with various backgrounds, skill sets, and
technical expertise. According to the leaders and managers surveyed, the most prominent and
relevant knowledge and skills include environmental sciences, leadership, project management
and people skills, energy technologies, systems, and engineering.
Varied stakeholder interests are addressed in the environmental vision, providing shared
targets that motivate individuals, teams, departments, and operations to reduce the environmental
impacts of their mining operations. This reduction to mining impacts, in the form of a
hydroelectric underground mine, eliminates the transport of fossil fuels and emission of diesel

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particulates dangerous to employee and environmental health. Goldcorp’s past environmental
successes, and putting a budget where their vision is, provides leaders with the group efficacy
that the vision and underlying goals will be achieved and that meeting their environmental
performance commitments will be compensated.
Research Question 2
The second research question asked, “What is the interaction between organizational
culture and context and stakeholder knowledge and motivation?” Study participants were
unanimous in their agreement that other mining organizations should set similar goals to reduce
environmental impacts. There was no consensus from participants in their description of
Goldcorp’s culture. The company culture was described as results focused, people focused,
technically focused, siloed, and collaborative as well. These leaders and managers selected for
their involvement in setting, communicating, and leading environmental programs and mining
operations did assert that this culture, however characterized, had strong influence on the
achievement of environmental goals. Employees see culture distinctly based on their individual
operating environment and experience. Managing environmental programs and mitigating
environmental impact are collaborative efforts requiring action and accountability of all technical
and nontechnical professionals from environmental scientists to industrial hygienists, equipment
operators to project managers.
Strategies to reduce environmental impacts are prominent in Goldcorp leader
communications. These strategies are founded broadly, vetted by leaders and managers, and
supported by a workforce that has achieved buy-in. Goldcorp’s environmental vision was set and
accompanied with a workforce-generated slogan, “Our Planet, Our Choices, Our Legacy,” which
served as an effective vision, a “true north,” supported by systems and structures including

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SEMS, the water stewardship strategy, Towards Zero Water, compliance audits, environmental
management systems, energy reduction, water use reduction, noise reductions, dust reduction,
and other focused environmental impact reductions. In its commitment to collaborate with the
Mining Association of Canada, the ICMM, and as an early adopter of the United Nation’s
Sustainable Development Goals, Goldcorp has taken accountability for its environmental results.
Accountabilities have been set for individuals through internal performance commitments.
Environmental performance objectives are also set and reported externally to communities, First
Nations, other governmental bodies, and nongovernment organizations and suppliers, all in a
continued effort to generate new ideas for and approaches to reduce the environmental impact of
mining and metals production.
In summary, the study found consistent support for the integration of a leadership vision
for environmental care communicated through various internal and external media. This vision
accompanied far-reaching program communications and the consistent provision of budgetary
resources. The vision provided a shared target translated to departmental goals. This
collaboration in planning and cascading of performance expectations is evidenced in the annual
review of employee commitments. These recommendations provide effective procedural
knowledge that leaders and individuals can employ as they deliver to the shared vision. In caring
for Goldcorp’s environmental legacy, leaders communicated the value of reducing
environmental impacts. The conceptualization and communication of the Ripple Effect linking a
focus on the planet, company legacy and actions all stakeholders take was a powerful enabler
and motivator. The slogan “Our Planet, Our Choices, Our Legacy” resonated with study
participants. Goldcorp’s diverse results, people, and technical culture characterized by
successfully resourcing, achieving, and rewarding environmental successes motivate more of the

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same. This is an organization that has provided the KMO resources to achieve year on year
environmental success, as demonstrated by an increase in metals production combined with
reductions in per unit (ounce or pound) energy and water use. Goldcorp’s Borden mine in
northern Ontario is not a large producer of gold, but it is the world’s first underground mine
fueled 100% by hydroelectric power. The Bordon mine, by delivering on this mining milestone,
demonstrates Goldcorp’s commitment to a production and environmental vision, a decisive and
replicable delivery on commitments to reduce the environmental impact of mining.

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Chapter 6: Solutions and Recommendations
The intent of this promising practices study was to document and confirm KMO
influence practices of a leading mining company, which has been successful mitigating the
environmental impact of their mining activities. Although this study contains no documented
gaps in Goldcorp’s environmental performance, there are many leadership and KMO actions that
Goldcorp should continue to sustain and expand in scope to further their environmental success.
Goldcorp’s promising practice environmental vision and leading KMO actions, combined with
others identified in study research, form the basis of this study’s recommendations detailed in the
sections that follow.
Knowledge Recommendations
Knowledge is a critical ingredient for an organization to successfully meet its goals,
acting as an engine and transmission system (Clark & Estes, 2008). Technical knowledge in
mining and processing is no longer sufficient to secure success in the global market (DurrantWhyte et al., 2015). Although all types of knowledge contribute to environmental performance
and improvement actions, this study’s findings focused on the contribution procedural
knowledge has on the success of environmental projects. Factual, conceptual, and procedural
knowledge provide a foundation for management and environmental project leaders to problemsolve and effectively lead change. Applying the factual and conceptual knowledge built into
engineered environmental solutions requires an understanding of process and procedural
knowledge. Applying procedural knowledge effectively, aligning multiple departments and
stakeholders, should include an inspiring vision, communicated effectively from leaders (Nutt &
Backoff, 1997). See Table 15.

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Table 15
Summary of Knowledge Influences and Recommendations
Knowledge
influence
Knowledge
type
Principle and citation Context-specific
recommendation
Leaders must know
how to
communicate a
vision that
reduces
environmental
impacts.
Procedural Effective leaders set
vision of the future and
strategy to produce the
necessary change to
accomplish that vision
(Kotter & Cohen,
2002).
Effective leaders apply
their knowledge about
the use of effective
communication to lead
and facilitate change,
which enhances
organizational capacity
(Lewis, 2011).
As change involves risk
and an uncertain future,
a motivating vision can
be a compass for
employees to move
forward successfully
(Mayfield et al., 2015).
Provide successful
organizational change case
studies, which include
leadership visions
effectively communicated,
as prereading and
facilitated tabletop
discussion during
semiannual strategic
business planning
meetings.
Recommend a Leading
Organizational Change
module be integrated with
project management
training.
Note. Sources: “Creative Ways to Empower Action to Change the Organization: Cases in Point,”
by J. P. Kotter and D. S. Cohen, 2002, Journal of Organizational Excellence, 22(1), 73–82;
Organizational Change: Creating Change Through Strategic Communication, by L. K. Lewis,
2011, Wiley; “Strategic Vision and Values in Top Leaders’ Communications: Motivating
Language at a Higher Level,” by J. Mayfield, M. Mayfield, and W. C. Sharbrough, III, 2015,
International Journal of Business Communication, 52(1), 97–121.
Leaders must know how to communicate a vision of reducing environmental impacts.
Understanding how skills are applied and how behaviors influence outcomes is procedural
knowledge (Aguinis & Kraiger, 2009). Procedural knowledge is required to effectively apply the
delivery skills of disruptive innovators, including analyzing, planning, detail-oriented
implementing, and disciplined executing (Dyer et al., 2011). Goldcorp effectively communicated

80
the leadership vision for environmental care through an environmental engagement program, a
commonly referenced environmental slogan, “Our Planet, Our Choices, Our Legacy.” This
vision was then supported with investment in water, air, wildlife, and energy-focused programs,
each with measures aligned and included in performance criteria and compensation outcomes at
all organizational levels. This environmental slogan, a vision high in imagery, can cause
affective reactions and be motivationally effective (Kehr et al., 2022).
An individual’s or organization’s ability to implement solutions can be developed and
strengthened by investing in the process, developing that process, and then repeatedly applying it
(Hunter et al., 2012). Procedural knowledge provides the “how” of problem-solving,
improvement actions, and innovation. According to Krathwohl (2002), procedural knowledge is
knowing how to apply tools to deliver consistent and repeatable results, a key function of process
improvement. With this appreciation for the “how” of delivering results, these skills become
accepted in organizations. For instance, the questions asked and analysis completed as part of
regulatory or environmental reviews could be valued and welcomed rather than avoided or
disparaged as a threat to status quo operations (Hartge et al., 2019).
This promising practice study found that general managers, environmental managers, and
environmental project leaders contribute significantly to an organization’s environmental goals
by guiding process owners and project teams in the process of mitigating environmental impacts.
Goldcorp demonstrated the effective application of procedural knowledge in communicating and
aligning its leadership vision to positive environmental outcomes. Integrating this procedural
knowledge influences organizational culture and improves the efficiency and effectiveness of
programs and practices designed to reduce the environmental impacts of mining.

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There are organizations with well-developed iterative problem-solving processes and a
history of problem-solving success. The participants in this study shared experiences of “learning
from others” and “adjusting our plans” based on problems they encounter. That is the essence of
capturing and applying promising practices. Many organizations, like Goldcorp, demonstrate
these traits found within effective and innovative project teams (Park et al., 2021). Therefore, it
is recommended that mining organizations increase their awareness of the value of sharing
procedural knowledge and the benefits of iterative problem-solving to meet environmental
challenges. Mining companies will benefit from this awareness and learning from others who
have solved similar environmental challenges in both similar and different contexts (Lehmann et
al., 2017).
Motivation Recommendations
By applying a foundation of relevant knowledge, leaders of each mining organization
need to see the value of implementing strategies directed at reducing environmental impacts. To
deliver improved and sustainable environmental outcomes, managers and project leaders must
demonstrate their motivation to meet project commitments and push through the barriers to
achievement (Crane, 2017). Motivation is defined as “the process whereby goal directed activity
is instigated and sustained” (Schunk et al., 2013, p. 4). Motivational factors include active
choice, persistence, and effort (Rueda, 2011). Clark and Estes (2008) proposed that an
individual’s motivation at work is a result of beliefs about the self, coworkers, and the likelihood
that the individual will be effective, all of which is informed by experience. Motivating action
with a focus on value from the stakeholder’s viewpoint is required to reduce the environmental
impacts of mining (Suarez-Perales et al., 2017).

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Study participants demonstrated that meeting Goldcorp’s environmental goals had utility
value, that their achievements met psychological needs and were further reinforced by the
compensation they received. Participant interviews showed the importance of clean water, clean
air, and care for the environment to protect Goldcorp’s and the mining industry’s reputation.
Self-efficacy and group efficacy can motivate action and create a path to creativity when a
challenge or opportunity develops (Kim & Shin, 2015; Tierney & Farmer, 2011). Understanding
the role of manager and project leader self-efficacy and group efficacy is key to organizations
effectively promoting, delivering, and sustaining environmental impact reductions. See Tables
16–18 for motivation influences and recommendations related to utility value, self-efficacy, and
group efficacy, respectively.

83
Table 16
Summary of Motivation Influences and Recommendations: Utility Value
Motivation type and
influence
Principle and citation Context-specific recommendation
Utility value: Leaders
need to see the
value of
implementing
strategies to reduce
environmental
impacts. They need
to communicate
and reinforce the
value to be
delivered through
environmental
programs, goal
achievement and
reducing
environmental
impacts.
Motivation to complete
individual or contribute to
team tasks is strongly
influenced by the task’s
correlation to psychological
needs and meeting
achievement goals (Dysvik
& Kuvaas, 2013).
Communication that includes a
discussion of the importance
and utility value of
environmental outcomes
increases their task value
and motivation to
successfully complete tasks
(Eccles & Wigfield, 2020;
Pintrich, 2003).
Incentives have been identified
as encouragement to redirect
effort from existing
activities to new or
additional activities (Chng et
al., 2012).
Providing individuals with
choice and control over
tasks and outcomes can
increase motivation (Eccles,
2006).
Recommend that leaders set
environmental performance goals
at all levels in the mining
organization. Including
environmental goals within all
levels in the organization draws a
direct line to environmental
outcomes, reinforcing
environmental success being
synonymous with company
success.
Recommend quality goal-setting
and performance discussions to
include (a) setting and
communicating high
expectations, (b) referencing past
successes, and (c) recognizing
and reinforcing the utility value
of the individual and team effort
in meeting the objectives.
Recommend leaders and managers,
when choice is feasible, set or
select goals that align to the
environmental outcomes they
value most.
Counteract industry and company
turnover and loss of
organizational knowledge by
building a virtual library of
success stories highlighting the
long-term value achieved to
company reputation and
operational sustainability by
reducing environmental impacts.
Note. Sources: “When Does Incentive Compensation Motivate Managerial Behaviors?” by D. H.
M. Chng, M. S. Rodgers, E. Shih, and X.-B. Song, 2012, Strategic Management Journal, 33(12),
1343–1362; “Intrinsic and Extrinsic Motivation as Predictors of Work Effort: The Moderating
Role of Achievement Goals,” by A. Dysvik and B. Kuvaas, 2013, British Journal of Social
Psychology, 52(3), 412–430; “From Expectancy-Value Theory to Situated Expectancy-Value

84
Theory,” by J. S. Eccles and A. Wigfield, Contemporary Educational Psychology, 61, Article
101859; “A Motivational Science Perspective on the Role of Student Motivation in Learning and
Teaching Context,” by P. R. Pintrich, 2003, Journal of Educational Psychology, 95(4), 667–686.
Table 17
Summary of Motivation Influences and Recommendations: Self-Efficacy
Motivation type and
influence
Principle and citation Context-specific
recommendation
Self-efficacy:
Leaders must feel
confident in their
ability to
implement
strategies to
reduce
environmental
impacts. Having
confidence in
personal ability or
demonstrated job
mastery makes
project managers
more capable and
effective in
delivering results.
Project leaders require self-efficacy to generate
and promote new knowledge (Bandura, 1977).
High self-efficacy can improve motivation
(Bandura, 1977). Self-efficacy calls on
psychological resources, convictions,
confidence, and ability to motivate and take the
action necessary to deliver results (Jose &
Mampilly, 2017).
Competence beliefs are motivators (Rueda,
2011).
A group’s ability to perform effectively is
moderated by many contingencies. When task
uncertainty is reduced, more collaboration and
group efficacy results (Cordery et al, 2010).
Uncertainty for the future can be reduced by
communicating and modeling a leader’s vision
for the future and allocating resources
consistent with that vision (Schein, 2004).
Self-efficacy with job mastery as a change leader
and problem solver is the strongest predictor of
an individual’s creative self-efficacy, a stronger
indicator than supervisor support or job
complexity (Tierney & Farmer, 2002).
Positive self-efficacy motivates contributors to
achieve the performance they are targeting
(Bandura, 1977).
Personal accomplishment in the role and context
are more powerful sources of self-efficacy than
observation or vicarious learning (Bandura,
1977).
Recommend a job
mastery
mentorship
program for the
newest project
leaders to learn
from the most
experienced.
This
recommendation
is offered as a
way to sustain
best practice
environmental
performance at
Goldcorp in its
transition to new
leadership. This
program will
allow for
feedback
sessions based
on project
scorecards and
manager
feedback to
build efficacy
through guided
personal
accomplishment.
Note. Sources: “Self-Efficacy: Toward a Unifying Theory of Behavioral Change,” by A.
Bandura, 1977, Psychological Review, 84(2), 191–215; “The Impact of Autonomy and Task
Uncertainty on Team Performance,” by J. L. Cordery, D. Morrison, B. M. Wright, and T. D.

85
Wall, 2010, Journal of Organizational Behavior, 31(2–3), 240–258; “Innovative Work
Behavior,” by S. Jose and S. R. Mampilly, 2017, Asia-Pacific Journal of Management Research
and Innovation, 12(3–4), 232–237; The 3 Dimensions of Improving Student Performance, by R.
Rueda, 2011, Teachers College Press; Organizational Culture and Leadership (5th ed.), by E. H.
Schein, 2004, John Wiley & Sons.
Table 18
Summary of Motivation Influences and Recommendations: Group Efficacy
Motivation type and
influence
Principle and citation Context-specific recommendation
Group efficacy:
Leaders need
confidence that their
organization and team
will effectively deliver
on environmental
project outcomes.
Performance feedback
and past success on
challenging tasks
positively influences
one’s perception of
competence (Borgogni
et al., 2011).
Recommended that leaders articulate
and consistently reinforce, with
budgeted resources,
communications, behaviors, and
actions, their vision for
environmental care and mitigating
environmental impacts.
Note. Sources: “The Relationship of Employee Perceptions of the Immediate Supervisor and Top
Management With Collective Efficacy,” by L. Borgogni, S. Dullo Russo, and G. P. Latham,
2011, Journal of Leadership & Organizational Studies, 18(1), 5–13.
Increase the Utility Value of Environmental Programs Reducing Environmental Impacts
Stakeholder interviews indicated that Goldcorp’s leaders, environmental managers, and
environmental project teams see the value of implementing strategies to reduce environmental
impacts. Goldcorp’s setting and cascading of environmental objectives, performance
commitments, and aligned compensation for environmental performance are applied promising
practices. Interview responses confirmed that environmental stakeholders value the results they
are delivering to reduce the environmental impacts of mining in the communities where they live
and work. Motivation is enhanced when team members value the task (Carton, 2018; Eccles &
Wigfield, 2020). Leadership commitment and communications that support the environmental
programs demonstrate their value to the organization and external stakeholder communities. This

86
commitment adds to the value employees have attributed to Goldcorp’s environmental
stewardship. It also strengthens the company’s reputation as a responsible miner.
Manganelli et al. (2018) concluded that employee autonomous regulation should be
assessed by managers to determine individual motivators, which then can be built into the work
environment. Findings from this study concluded that Goldcorp environmental managers and
project leaders identified strongly with their company and team environmental objectives to be
responsible stewards of the land, air and water surrounding their mining operations. Goldcorp
employees interviewed found utility value in the company’s sustainability programs as a means
of preserving natural habitats and maintaining their reputations as Goldcorp employees and
environmental professionals. That understanding also contributed to the strong group efficacy
participants had toward achieving environmental program goals.
Providing employees with choice and control over tasks and outcomes enhances the value
of those tasks and can motivate employees to achieve (Eccles & Wigfield, 2020; Manzoor et al.,
2021). Elements that individual employees should participate in or contribute to include job
design, interpersonal relationships, leadership, goal setting, and compensation to satisfy their
autonomy, competence, and relatedness needs (Grant, 2012; Langfred & Moye, 2004). This
approach will provide more ownership of environmental programs and subsequent
environmental outcomes.
Increase Group Efficacy of Meeting Environmental Goals and Environmental Program
Success
In their interview responses, Goldcorp mine managers and environmental project leaders
attested to their self-efficacy and group efficacy in delivering effective and sustainable
environmental outcomes when they are given the resources required. This confidence comes

87
from committed resources, a track record of environmental success, and demonstrated
knowledge and skills. To support the efficacy required to meet environmental goals and mitigate
the environmental impacts of their mining operations, Goldcorp employed promising
motivational practices over successive years, resulting in efficacious corporate and operational
teams able to meet and sustain their environmental goals and mitigate adverse impacts.
An efficacy gap may exist in cyclical or extractive industries where uncertainty for
project continuance due to potential budgetary constraints or ownership changes is common.
Employee engagement is often an investment of discretionary effort, and uncertainty is a major
deterrent to any investment, employee investment of discretionary effort included (Chen &
Funke, 2010). Uncertainty of outcomes, project continuance for instance, can reduce mental,
emotional, and even physical employee engagement (Belscak et al, 2020). Commitment to
environmental goals, consistent communication of the environmental vision, and powerful
supporting actions may reduce the uncertainty that comes from operating in cyclical industries
where project outcomes are influenced by uncontrollable market forces (Schein, 2004).
Leadership communications, goal setting, and action build stakeholder commitment and help to
close the group efficacy gap that mine, environmental, and project leaders may experience. To
close the group efficacy gap and help teams persist through organizational and team uncertainty,
it is recommended that the organization’s environmental goals take a consistently prominent
position in corporate, community and team communications (Grant, 2012). Prominent
environmental goals should be matched with long-term budget allocations and leadership
feedback on environmental and project team performance (Clark & Estes, 2008). For the years
covered in this study, from the announcement of Borden mine’s all-electric ambitions to this

88
study’s 2020 stakeholder interviews, the prominence and communication consistency of
Goldcorp’s environmental goals were a promising practice.
Hardin et al. (2007) studied group efficacy among distributed teams to examine
exogenous and endogenous measures for group efficacy impact on performance outcomes. In
their study of 52 project dispersed or virtual teams, group efficacy was a strong indicator of
project team performance. Those teams scoring the highest in group efficacy self-assessments
were also rated the highest in group potency, effort, team efficacy, and group outcome
perceptions. The Hardin et al. study also supported actions organizations can take to improve and
intervene in team dynamics to build group efficacy and resulting performance results.
Increase Self-Efficacy of Meeting Environmental Goals and Environmental Program Success
This research study demonstrates the importance of mine manager and project leader selfefficacy in determining their effectiveness as change leaders and environmental project
stakeholders. Self-efficacy with job mastery as a change leader and problem solver is the
strongest predictor of an individual’s creative self-efficacy, a stronger indicator than supervisor
support or job complexity (Tierney & Farmer, 2002).
Study interviews indicated that participant efficacy is strengthened by past individual and
group successes, supporting cultural values and systems. Bandura’s (1986) research indicated
that personal accomplishment, such as effective performance in project roles, is a powerful
source of self-efficacy.
Tams (2008) concluded after 145 qualitative interviews that employee coaching and
training can raise mindfulness of self-efficacy’s impact on work performance. Tam concluded
that self-efficacy can be viewed in terms of internal and external locus of control. In work
settings, Tams recommended improvements to performance reviews, 360-degree feedback

89
sessions, and the opportunity for coconstructing relevant self-efficacy improvement
opportunities. Clark and Estes (2008) stated, “Beliefs are (almost) everything” (p. 79),
suggesting that when individuals have positive beliefs about their ability to do something, they
are more likely to pursue the goal and improve performance. Although Goldcorp study
participants did not mention a mentorship program, participants did speak to environmental
practices being shared in the context of environmental reviews and functional meetings. An
environmental mentorship program may be a good means of sustaining Goldcorp’s momentum,
to develop job-mastery in specific skills, and to sustain and extend the company’s environmental
successes.
Organization Recommendations
Visible policies, plans, and resources are examples of cultural settings that build and
shape operational and organizational decisions (Schein, 2004). The invisible cultural models also
have tremendous impact, as the values and beliefs from leadership to the front-line become a
way of thinking at the organization (Gallimore & Goldenberg, 2001). Organizational values have
a commanding position in the organizational culture found in large mining organizations. Data
from this study indicated strong alignment between stated environmental values and objectives
and the behaviors promoted within operations. Alignment of environmental objectives,
measurement and reporting of environmental program progress, and demonstrated reduction to
environmental impacts shows organizational commitment throughout Goldcorp. The findings of
this study of Goldcorp’s alignment of vision to environmental values and objectives indicate
there is no gap to close; instead, there are practices to be sustained into the future acquisition and
recommended to other mining organizations. Ideals, values, and aspirations provide effective
leverage to leaders to promote the artifacts, espoused beliefs, values, and underlying assumptions

90
that comprise organizational culture (Schein & Schein, 2017). As Rueda (2011) surmised,
leaders within organizations must build a culture of trust and transparency to earn the trust of
employees. Table 19 details opportunities to improve the organizational influence required for
mining companies to perform in accordance with their stated environmental or sustainability
vision.
Table 19
Summary of Organization Influences and Recommendations
Organization
influence
Principle and citation Context-specific
recommendation
Cultural model:
The
organization
needs to
communicate
the importance
of
environmental
stewardship
Articulate the organization’s vision for
environmental stewardship and
specific environmental impact goals
(Schein & Schein, 2017).
Clear communicated vision can have a
profound impact (Lipton, 1996).
Recommend an environmental
vision be communicated with
goals and milestones
prominently in press releases,
annual reports, and
sustainability reporting,
within the public spaces,
conference rooms, and
electronic messaging at
mines. This study did not find
a gap in Goldcorp’s practice;
instead, this is a
recommendation to sustain
effective practices for
continued environmental
performance.

91
Organization
influence
Principle and citation Context-specific
recommendation
Cultural model:
The
organization
needs to
promote
skillsets and
behaviors that
reduce
environmental
impact
Consider ideas from the outside
including best practices for
environmental care (Dyer et al.,
2011).
When words and actions are consistent,
leader integrity is a strong motivator,
reducing uncertainty and promoting
employee engagement (Lewis et al.,
2006).
During change, employees seek out
supervisors and ask about change. It
is important that messages are
consistent in support of change
(Argote, 2012).
Project progress towards desired
outcomes should be assessed
periodically. A duration, integrity,
commitment, and effort (DICE)
review provides a useful framework
as a measure of project health,
likelihood of meeting project
objectives and acceptance for the
change (Sirkin et al., 2005).
Recommend the promotion of a
chief sustainability officer
(CSO) tasked to proactively
lead environmental
outcomes.
Environmental vision and
milestones to be posted,
dated, signed, and updated
annually with C-suite,
general manager, and
environmental manager
signature commitments.
As demonstrated by Goldcorp,
environmental goals should
be cascaded, agreed to, and
added to organizational
knowledge so agreements are
aligned and consistent from
chief executive officer and
CSO to front-line workforce.
An opportunity to sustain
strong environmental
performance includes
effective change leadership.
Environmental projects
should have a semiannual
DICE review with a
scorecard including selfassessment and annual
external assessment.

92
Organization
influence
Principle and citation Context-specific
recommendation
Cultural settings:
The
organization
needs to train
and develop
organizational
knowledge in
environmental
care and
promote
knowledge
sharing
Organizational learning describes how
organizations adapt over time to new
environments and challenges (Rueda,
2011). The leader’s new work is
developing a learning organization
(Senge, 1990).
Leadership and trust impact knowledge
sharing and team performance
(Friedman, 2024).
Knowledge sharing can be built into
organizational infrastructure and
culture to discover, deliver, support,
and sustain innovative solutions
(Dyer et al., 2011).
Recommend organization’s
leadership meet with and hear
environmental managers’
challenges in meeting local
regulations and global
environmental management
system goals.
Recommend (a) joining
networks of mining, other
industry professionals in
gathering, evaluating, and
replicating best
environmental practices, and
(b) reporting which of these
best practices each mine will
implement, in what capacity,
and when. This is a
sustaining practice that
Goldcorp could build upon,
while also serving as a
recommendation to other
mining organizations.
Note. Sources: Organizational Learning (2nd ed.), by L. Argote, 2012, Springer; Innovator’s
DNA: Mastering the Five Skills of Disruptive Innovators, by J. Dyer, H. Gregersen, and C.
Christensen, 2011, Harvard Business School Press; “How High-Performing Teams Build Trust,”
by R. Friedman, 2024, January 10, Harvard Business Review; “Advice on Communicating During
Organizational Change: The Content of Popular Press Books,” by L. K. Lewis, A. M.
Schmisseur, K. K. Stephens, and K. E. Weir, 2006, Journal of Business Communication, 43(2),
113–137; “Demystifying the Development of an Organizational Vision,” by M. Lipton, 1996,
Sloan Management Review, 37(4), 83–92; The 3 Dimensions of Improving Student Performance,
by R. Rueda, 2011, Teachers College Press; The Fifth Discipline, by P. Senge, 1990, Doubleday;
Organizational Culture and Leadership (5th ed.), by E. H. Schein and P. A. Schein, 2017, Wiley
& Sons; “The Hard Side of Change Management, by H. L. Sirkin, P. Keenan, and A. Jackson,
2005, Harvard Business Review, 83(1), 108–118.
Policies
Oakley and Krug (1994) concluded that an effectively communicated vision can inspire
and energize people to a purpose. Enlightened leaders know how to focus the workforce to their
mission and purpose (Oakley & Krug, 1994). Interview data from this study demonstrated

93
consistency in the environmental vision communicated and understood at various levels in the
organization. Study participants demonstrated strong group efficacy in meeting the
organization’s environmental goals. Messaging of Goldcorp environmental policies was
consistent and effective. One example is the creation and implementation of the SEMS, which
required the commitment and signature of each general and environmental manager.
Other organizations can learn from this promising practice for clear consistent
communication of an environmental vision. For organizations to follow this practice, it is
recommended that leaders consistently communicate the organization’s environmental vision for
reducing environmental impact in sustainability reporting, press releases, annual reports,
electronic messaging, and leadership modeling at operating sites and offices. To enable
consistent action and make clear the importance of this vision, leaders will communicate the
commitment that each operation meets the environmental quality standards established, agreed
upon, and in compliance at operations globally. Local environmental standards should be met,
and even where those regulatory standards are lower than North American standards for
environmental care, the North American standard will be extended to all operations globally.
Processes
Qualitative data from study interviews indicated that the environmental stakeholders at
Goldcorp understand the relationship between environmental goals and long-term organizational
success. Leaders can use motivating language to effectively transmit a workforce vision and
supporting values to multiple levels both internally and externally (Mayfield et al., 2015). As
demonstrated by Goldcorp’s promising practices for establishing and communicating a
compelling environmental vision that motivated their employees, it is recommended that annual
environmental goals be generated, with milestones to achieving them cascaded from CEO and

94
CSO to mine general manager, mine environmental manager, and environmental project leaders.
These goals should be aligned and feasible for achievement to produce the organization’s annual
environmental impact reduction goals. Leaders motivate to accomplish great things (Grant,
2012). The CEO and CSO will provide feedback on the goals, sending a message that all levels
are necessary to achieving the organizational goal to reduce environmental impact.
Severo et al. (2018) concluded that the anticipation of performance feedback and receipt
of feedback had impact on meeting performance goals. During their study, 64 participants were
given go/no-go tasks to complete while being monitored and receiving performance feedback.
The perceived importance of the goal in relation to the tasks and the nature of the feedback
participants received impacted participant performance (Severo et al., 2018).
Interview results from this study highlighted inconsistencies in project outcomes and
organizational acceptance for the change. It is therefore recommended that the organization
employ a DICE evaluation of each major environmental project (Sirkin et al., 2005). This
evaluation would provide a scorecard based on a self-assessment by the project team, followed
by an external assessment from colleagues, management, or subject matter experts engaged in
similar work. The DICE score will be considered as evaluation of leadership, resourcing,
communication, acceptance and other project elements and allow for midcourse corrections to
improve project outcomes (Sirkin et al., 2005).
Cultural Models
I recommend that mining organizations build on Goldcorp’s culture of rewarding
environmental care by putting increased human resource emphasis on creating a meritocracy
where behaviors that promote, deliver, and sustain reduced environmental impact are recognized
and rewarded more explicitly and consistently. Environmental goals must be included in

95
management goals and key performance indicators (KPIs) to promote improved and sustained
results. Future promotion decisions for roles in management should include consideration for
environmental stewardship and environmental outcomes. Kerr (1995) highlighted a common gap
in organizational reward systems where promoted behaviors, even the least tangible or
quantifiable, have great impact on organizational models and culture.
Cultural Settings
Through interviews and observation, this study indicated that environmental stewardship
is a “point of pride” for Goldcorp employees and project teams. Positive cultures often boost
performance (Dizik, 2016). It is recommended that environmental stewardship and improving
environmental outcomes become a source of pride for mining organizations, a differentiator in
the industry as an employer and environmental steward of choice. This stewardship will be
evidenced by the prominence environmental outcomes have in corporate communications, in
public spaces and break rooms at the operations and in frequent electronic messaging.
In a study of 10 best-in-class companies, Burton et al. (2013) found an emphasis on
culture and communications. Success factors from that study included an organization structure
that connected the organization effectively, a shared belief that communication was worth
investment, and an emphasis on listening in addition to messaging. Setting out an organizational
vision together with values that support environmental stewardship, best practices, knowledge
sharing, and collaboration to deliver improved environmental results helps to create a work
environment where those activities are valued and promoted.

96
Chapter 7: Integrated Implementation and Evaluation Plan
Implementation and Evaluation Framework
Implementation of recommended change initiatives will be organized into three phases:
planning, execution, and demonstration of value. First, planning includes postimplementation
support for implemented solutions as well as monitoring and accountability for critical behaviors
and the drivers that sustain them. Second, execution includes relevant actions and resulting
benefits with support and accountability. Finally, demonstration of value refers to measures of
impact, including financial results, through a data dashboard developed to pull results from
relevant and required drivers.
This study will integrate the New World Kirkpatrick Model (Kirkpatrick & Kirkpatrick,
2016) of intervention effectiveness on four levels (see Figure 2). As recommended by Covey
(2004), the plan will begin with the end in mind, building expected outcomes into the plan and
pulling the supporting behaviors needed to produce those outcomes directly from the
organization. Kirkpatrick and Kirkpatrick (2016) also recommended evaluation plans begin at
Level 4, thus establishing a focus on leading indicators, levers for sustainable change, and
program outcomes, the most important aspect of any improvement plan. Level 3 of study
analysis will include the behaviors introduced or supported, which build to the desired outcomes
as measured by leading indicators.

97
Figure 2
The New World Kirkpatrick Model
Note. Reprinted with permission from Kirkpatrick’s Four Levels of Training Evaluation (p. 11),
by J. D. Kirkpatrick and W. K. Kirkpatrick, 2016, Association for Talent Development
Publications. Copyright 2016 by Kirkpatrick Partners, LLC.
Taking the analysis further back to Level 2, the learning level, where change agents and
training recipients will evaluate the knowledge, skills, attitude, confidence, and commitment
generated by the implemented change. Finally, Level 1 includes an evaluation of reaction to the
change, its relevance, level of engagement and customer satisfaction (Kirkpatrick & Kirkpatrick,
2016).
Organizational Purpose, Need, and Expectations
The mining industry has a pivotal role to play in the world’s green transition. While the
industry faces significant challenges to fill that role in a sustainable responsible manner, minerals
will be required to deliver a prosperous and greener future. Mining companies in pursuit of
energy savings and regulatory compliance are compelled to become more environmentally

98
friendly (Robinson & Stubberud, 2014). According to Nickless and Yakovleva (2022), two
policy imperatives will control the future of global mineral production. These form a vision with
constraints for global economic development, including decarbonization and sustainable
development (Nickless & Yakovleva, 2022). Technical knowledge in mining and processing is
no longer sufficient to secure success in global commodity markets (Klippel et al., 2008; Olvera,
2021). Innovation is gaining a larger role in mining’s future as organizations work to produce
metals and materials with less impact on the environment (Klippel et al., 2008). Furthermore, the
interaction between modern innovation and future sustainability has become a strategic priority
in both theory and practice (Dangelico & Pujari, 2010).
As mines go to the corners and deeper into the earth, energy use and environmental
impacts are increasing. With the highest quality mining reserves already exploited, mined
resources in the future will be deeper and require more advanced scientific and organizational
processes to meet ever-increasing resource needs (Olvera, 2021). Future mine operators will
profit from lower grade deposits at greater depths and compete on cost against potentially less
accountable foreign producers (Olvera, 2021). Mining companies will continue to leverage their
culture and KMO systems to generate and implement solutions that reduce environmental
impacts. Through my research and study interviews, I evaluated and plan to extend the
documented promising practices of a mining company answering that challenge.
Goldcorp has established and communicated goals that apply innovative policies and
practices to reduce energy use in projects and operations, reduce the use of freshwater, increase
water recycling, comply with a tailings stewardship strategy, and follow its established
biodiversity management plan. In alignment with the Goldcorp company vision, all the
company’s mine managers, environmental managers, and project leaders are engaged to deliver

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on these five environmental impact reduction goals. As Goldcorp complies with this
sustainability policy, it continues to meet milestones on the Towards Zero Water (H2Zero)
initiative and continues to reduce greenhouse gases and nonrenewable energy use.
Level 4: Results and Leading Indicators
Level 4 in Kirkpatrick and the Kirkpatrick (2016) model involves the short-term
observations and measurements that would indicate that the stakeholder is achieving the desired
outcomes or results. See Table 20 for external and internal outcomes.
Table 20
Outcomes, Metrics, and Methods for External and Internal Outcomes
Outcome Metrics Methods to measure outcome
External outcomes (as viewed from outside the organization)
Reduced energy
consumption
Increased energy
efficiency
Reduced energy
consumption per ounce
of metal produced
Energy use/ounce metal produced
reported monthly by energy
coordinator for regional and corporate
consolidation & reporting
Reduced air pollution Reduced greenhouse gas
produced per ounce of
metal produced
Greenhouse gas reductions calculated
and reported monthly by energy
coordinator for regional and corporate
consolidation & reporting
Reduced water
consumed
Reduced water consumed
per ounce of metal
produced
% of water recycled
Water consumption/ounce produced and
% water recycled reported monthly by
site environmental team
Reduced wildlife
impacts
Reduced wildlife fatalities Wildlife fatalities will be reported
monthly by site environmental team
Reduced plant
destruction
Acres of land disturbed
less acres of land
reclaimed
Acres of land disturbed less acres of
land reclaimed calculated and
reported annually by site
environmental team

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Outcome Metrics Methods to measure outcome
Internal outcomes (as viewed from inside the organization)
Increased awareness of
environmental
stewardship goals
Interview responses
Survey responses
Semiannual knowledge, motivation, and
organization (KMO) scorecard selfassessment score
Annual external assessment scorecard
results
Inclusion in annual manager
performance reviews
Improved
communication of
environmental
stewardship goals
Interview responses
Survey responses
Semiannual KMO scorecard selfassessment score
Annual external assessment scorecard
results
Inclusion in annual manager
performance reviews
Increased awareness
and impact of
organization’s
environmental vision
Interview responses
Survey responses
KMO scorecard self-assessment score
External assessment scorecard results
Inclusion in manager performance
reviews
More sustained
environmental
benefits from
improvement
projects
Duration, integrity,
commitment, and
energy (DICE) project
evaluation scores
Annual self and external assessment of
project deliverables and processes via
evaluation of project DICE applied to
project outcomes.
Level 3: Behavior
Critical Behaviors
To develop accountability, critical behaviors that promote decisions and actions reducing
environmental impacts and improved environmental project outcomes will be measured,
reported, recognized, and rewarded. In addition to behaviors, supporting infrastructure, policies,
and practices will be established to create and sustain improved environmental outcomes. These
include self-established KPIs, dashboards, and work reviews. Behaviors to support and sustain
progress will be established to reinforce change; encourage, reward, and motivate supporting

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actions; and create a performance culture of environmental care. Employee awareness and
engagement in environmental stewardship will be self-assessed and externally assessed to
measure and report progress to a performance culture that meets expectations through
environmental KPIs and improved environmental outcomes at mining operations. See Table 21.
Table 21
Critical Behaviors, Metrics, Methods, and Timing for Evaluation
Critical behavior Metrics Methods of
measurement
Timing
1. Environmental
goals will be orally
expressed by
corporate
management on
visits to sites, in
management
meetings, and in
supporting visit
slides. Objectives
and messages will
be shared during
each quarterly visit
to operations,
frequently and
concisely to take a
more prominent role
in corporate and
leadership
communications.
# of corporate
environmental
objective messages
% increase over
previous year
Self-reporting by
corporate
communications
Employee survey as
part of scorecard
self-assessments
Measure monthly
Evaluate
semiannually
2. Executives and
general managers
will inquire about
specific site
environmental
performance (water
used, greenhouse
gas emitted, energy
savings, etc.).
# management-led
town hall meetings
# management-led
front-line crew
meetings
Executives report in
environmental
scorecard and
performance
reviews
Measured and
reported
monthly
Included in
semiannual
performance
discussions and
documented
annual review

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Critical behavior Metrics Methods of
measurement
Timing
3. Executives and
general managers
will offer support
for improved
environmental
outcomes during
visits to operations.
Added to agenda for
quarterly site visits
with site
environmental team
Check
budgeted/planned
vs. delivered
performance
Executives report in
environmental
scorecard,
performance vs.
budget/planned and
performance
reviews
Measured and
reported
monthly
Included in
semiannual
performance
discussions and
documented
annual review
4. Environmental
managers will
present
environmental
management
programs with
commitment and
sign off from all
management
personnel.
# of promising
environmental
practices in
community library
Engagements
reported by
regional
environmental
leadership
Creation of an
environmental care
promising practices
library managed by
regional
environmental
leadership
Regional
environmental
management
will report
progress on
these goals
(activity of
environmental
community of
practice and
additions to
community
library)
monthly in
Year 1,
semiannually in
subsequent
years
5. Environmental
managers will
promote and
monitor
environmental
knowledge with
general managers,
regional and
corporate leaders,
and site
management teams.
Survey results
Measure results in
environmental
awareness through
all levels of the
organization
A survey of managers
and project leaders
who want coaching
to improve
awareness,
understanding of
environmental
performance and
improvement to
environmental
outcomes
Measure baseline
expectation and
current state vs.
future state gap
at start of
program.
Measure progress
to closing
expectation gap
at 90, 180, and
360 days.

103
Critical behavior Metrics Methods of
measurement
Timing
6. With support from
the chief executive
officer and chief
sustainability
officer,
environmental
knowledge will be
built within
corporate and site
leadership teams
through
environmental
impacts training and
review of
environmental
scorecards (baseline
measures and
annual assessment).
Wave 1: 100%
completion of
training by corporate
leadership
Wave 2: 100% of site
leadership,
environmental and
project teams trained
Wave 3: 50% of site
employees trained in
Year 1, remainder in
Year 2
List submitted to
corporate
environmental
leadership for
monthly reporting
of training progress
(# participants and
% complete) and
feedback from
participants
2 months: training
content
determined
4 months: training
material
prepared, and
facilitators
selected
6 months:
corporate
leaders trained
8 months:
feedback from
corporate
integrated into
material
10 months: site
leadership
trained and
Wave 3
underway
Year 2: all
employees
trained
Monthly reporting
of training
participant #
and % complete

104
Critical behavior Metrics Methods of
measurement
Timing
7. Environmental
managers will
recognize,
document, and
duplicate successful
environmental
outcomes.
# of documented
project or success
summaries
submitted for
recognition
# formal recognitions
at each operation
and across
company
Recognition to
include calculated
impacts to
greenhouse gas,
energy, water,
wildlife, cost
savings
Include
environmental
awards in
annual regional
recognitions.
Include
environmental
recognitions in
monthly
community of
practice
publications
and ongoing
library of
promising
environmental
practices.
8. Environmental
successes will be
rewarded with
compensation or
development
opportunities.
Budget funds for this
purpose
Supporting
infrastructure
# rewards placed
# of development
opportunities (paid
courses, conferences
completed)
Alignment of actions
(modeling,
community
engagement scores,
mentoring, meeting
key performance
indicators [KPIs],
work reviews) with
environmental
outcomes in
performance
reviews and salary
increase/bonus
payment
Inclusion of
environmental
outcomes in
performance
reviews
Formally included
and
documented in
semiannual
performance
discussions and
annual formal
performance
review, salary
increase, and/or
bonus
calculation

105
Critical behavior Metrics Methods of
measurement
Timing
9. Site environmental
management team
will measure and
report performance
against impact
reduction goals.
Measured results to
include the
behaviors and
actions listed above
% reduction in water
use
% reduction in
greenhouse gas
% reduction in energy
use
% reduction in wildlife
impacts
As is current practice,
site environmental
management team
will measure
performance
against impact
reduction goals.
The new behavior
will be making
these results much
more visible to
workforce,
management, and
corporate leaders.
Measure and
report monthly
Formal review of
results
semiannually
10. General managers
with environmental
managers will
publish
environmental
performance results
in site newsletters
(writing), town hall
meetings (orally),
corporate
communications
(webpages)
Published results to
include a summary
of progress to KPIs
above and site
environmental goals.
% complete (measure
progress toward
dashboard
completion in
standard format
across all
operations)
% quality sustained
(accurate
dashboard
reporting)
Dashboard
installed with
KPIs reporting
Dashboard
maintained at
all sites with
semiannual
quality check
by site
environmental
team
11. Regional
environmental
management will
evaluate
environmental
projects for quality
project delivery.
Self- and external
assessment of
environmental
project management
quality including
duration, integrity,
commitment, and
energy (DICE) and
compliance with
project scope,
schedule, budget
and deliverables
To establish a
standard scorecard
of project
management
quality and DICE
evaluation
components
Environmental and
site management
teams will assess
project
performance
semiannually and
include external
review annually.
Semiannual site
scorecard selfassessment
including DICE
project score
Annual site
scorecard
external
assessment by
corporate
and/or external
team

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Recommended organizational actions provide support and improved accountability for
changes in behavior. The actions selected to support and reinforce behaviors include training and
environmental program reminders, executive modeling, and an environmental community of
practice to share knowledge of environmental solutions and successes. Additional recommended
actions aimed at sustaining successful environmental mitigations include a mentoring program.
This supporting behavior will strengthen awareness and alignment of environmental goals with
environmental managers and corporate leaders serving as mentors to managers interested in
improving their understanding and performance. To create pull for environmental successes,
recognition and incentives also should be developed and implemented.
To develop accountability for environmental care behaviors, standard environmental
impact reduction and project quality KPIs will be defined, measured, and communicated at each
operation. These KPIs will reinforce accountability through dashboards at operating sites to
communicate environmental and environmental project results. Finally, work reviews will be
implemented to ensure quality environmental project outcomes and sustainable results. In Table
22, recommended actions, or drivers, are categorized as reinforcing, encouraging, rewarding, and
monitoring with details of recommended timing and reference to the critical behavior supported
by each driver.

107
Table 22
Required Drivers to Support Critical Behaviors
Method Timing Critical behaviors
supported
Monitoring
Environmental impact
reduction key performance
indicators (KPIs)
As is current practice, site
environmental management
team will measure
performance against these
KPIs.
The new behavior will be
making these results much
more visible to workforce,
management and corporate
leaders.
1, 2, 6, 7, 8, 9, 10
Gain broad
organizational support
to reduce
environmental
impacts.
Environmental performance
KPI dashboard
Dashboard installed with
KPIs reporting
Dashboard maintained at all
sites with semiannual
quality check by site
environmental team
1, 2, 7, 8, 9
Gain broad
organizational support
to reduce
environmental
impacts.
Quality work review on
environmental impact
reduction projects
Semiannual site scorecard
self-assessment including
duration, integrity,
commitment, and energy
(DICE) project score
Annual site scorecard
external assessment by
corporate and/or external
team
10
Improve quality of
environmental project
results.
Reinforcing
Reminders of environmental
objectives and their
importance will be reinforced
in communications.
Measure monthly
Evaluate semiannually
1, 5, 6, 9, 10
Extend awareness of
important
environmental impact
reduction goals.

108
Method Timing Critical behaviors
supported
Executive modeling:
environmental messages
delivered at operations
Measured and reported
monthly
Included in semiannual
performance discussions
and documented annual
review
1, 2, 3, 6, 7, 8, 10
Create an active environmental
community of practice
Regional environmental
management will report
progress on these goals
(activity of environmental
community of practice and
additions to community
library) monthly in Year 1,
semiannually in subsequent
years
1, 6, 7, 9
Duplicate and extend
benefits from
environmental
management
successes.
Encouraging
Create Environmental
Mentoring Program between
senior management,
environmental managers, and
middle managers to increase
awareness of environmental
impacts and potential
improvement actions.
Measure baseline expectation
and current state vs. future
state gap at start of
program.
Measure progress to closing
expectation gap at 90, 180,
and 360 days.
4, 5, 6
Extend environmental
awareness beyond
environmental
management team to
general managers and
workforce.
Rewarding
Create a recognition program
for outstanding
environmental outcomes,
projects, and teams.
Include environmental awards
in annual regional
recognitions.
Include environmental
recognitions in community
of practice publications and
library of promising
practices.
5, 7, 8
Extend environmental
awareness through
organization. Promote
quality project
delivery and
responsible
environmental
management.
Include site and regional
environmental impact
reductions pay/develop for
performance.
Formally included and
documented in semiannual
performance discussions
and annual formal
performance review, salary
increase, and/or bonus
calculation
5, 7, 8
Promote and extend the
benefits from
environmental
successes.

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Organizational Support
Organizations can support stakeholders with enablers to guide their business decisions
and empower their workforce. Articulating a compelling vision, expressed with optimism and
confidence, referencing core values and ideals does motivate but must be resourced and
supported to be more seen as more than simple rhetoric (Grant, 2012). As a demonstrated
promising practice, Goldcorp environmental goals have taken a prominent role in corporate
communications, leadership messages, and modeling. To sustain Goldcorp’s environmental
progress, and improve environmental performance at other mining companies, Environmental
Excellence Training (EET) is recommended at corporate, regional, and operational sites to
support and communicate the environmental vision, raise awareness of successes, provide
feedback on local initiatives, and increase knowledge in support of critical behaviors. Critical
behaviors should be explicitly recognized in performance reviews, and this begins with setting
individual environmental expectations, aligning environmental KPIs with the levers individual
leaders have to those environmental outcomes. Formal inclusion of environmental project
outcomes in leader performance reviews will contribute to career advancement and
compensation decisions. This transparent and direct alignment will support environmental
excellence where many mining organization performance discussions are focused on the
priorities of safety, production, and profit (Kerr, 1995).
Level 2: Learning
Level 2 of the Kirkpatrick model (Kirkpatrick & Kirkpatrick, 2016) focuses on the extent
to which participants learn from program activities or trainings. By following this study
recommendations, mine general managers will understand how to motivate their workforce,
environmental managers, and project managers specifically to reduce the environmental impact

110
of mining operations. With knowledge taken from EET and promising environmental practices,
general managers will know the messages, modeling, and motivating actions that reduce the
environmental impact of mining operations. In turn, environmental managers will understand the
KPIs they are directly accountable for and the contributions they can expect other managers and
employees to make in reducing the environmental impact of mining. Finally, environmental
project leaders will understand the alignment of leadership environmental KPIs and
environmental project KPIs. Project leaders will understand the connection between project
promising practices and environmental outcomes. The first step in closing the knowledge gaps
will be the EET, where company leaders and employees at mine sites will learn the value of
environmental care, promising practices, and case studies detailing the cost benefit of reducing
the environmental impact of mining operations.
Learning Goals
Mining companies will benefit, reducing environmental impacts, by developing and
implementing a program of learning and development in support of leaders, general managers,
environmental managers, and project leaders tasked to deliver improved environmental
outcomes. Through these learning goals, those key stakeholders will be able to do the following:
• Communicate a vision that reduces environmental impacts (procedural knowledge).
• Understand the value of implementing strategies to reduce environmental impacts
(utility value).
• Know concepts supporting idea generation and benchmarking to build their
environmental solutions and create stakeholder buy-in (conceptual and procedural
knowledge).

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• Articulate the value of reducing environmental impacts, including long-term costbenefit analysis concepts (utility value).
• Develop the group efficacy and confidence that, as a group, they can implement
strategies to reduce environmental impacts (group efficacy).
• Develop the group efficacy required for confident project delivery knowing that their
team is capable of reducing the environmental impacts of mining (group efficacy).
• Implement strategies to reduce environmental impacts (self-efficacy).
Program
To support environmental, general, and environmental project managers in achieving the
learning goals detailed above, supporting activities are recommended to promote, implement,
and sustain promising environmental practices that will reduce the environmental impacts of
mining. It is not enough for environmental project managers to learn and apply new knowledge;
to be effective, they must be motivated to achieve environmental goals independently. For a
mining organization to problem-solve, develop and share knowledge, and effectively reduce
environmental impacts, leaders must be aligned to, motivated by, and compensated for delivering
with environmental vision, action, and outcomes. These leaders include organizational leaders
(CEO and CSO), operational leaders (general managers), environmental leaders (environmental
managers), and project leaders (environmental project managers).
Program implementation will begin in January 2025 based on a current state assessment
and beginning with the recommended actions that leaders determine will provide the most value
to the organization. Study recommendations will be scheduled for implementation beginning in
December 2024 with EET to be offered to all employees, with corporate leadership, general
managers, and environmental managers to be trained by May 2025. The next actions, supporting

112
critical drivers, will be integrated with general manager and environmental department
development plans and procedures. These include performance reviews and gap-closing
recommendations from the initial DICE project assessment. Leaders, managers, and
environmental project leaders will commit to agreed implementation actions with an
accompanying schedule for completion of Phase 1 by September 30, 2024. On November 30,
2024, the improvement actions will be integrated into 2025 work plans and performance
commitments.
Evaluating the Components of Learning
To assess program success and the extent to which learning goals are achieved, a process
of evaluating the learning components has been created. Table 23 provides an evaluation guide
of knowledge, procedures, attitudes, confidence, and commitment to improved environmental
outcomes.

113
Table 23
Evaluation of the Components of Learning for the Program
Method or activity Timing
Declarative knowledge: “I know
it.”
Leadership knows the impact of
aligning communicating,
reinforcing, aligning
environmental goals at all
levels of the organization
Oct. 2024: Baseline measures complete
Nov. 2024: Assessment of engagement and preliminary
progress (goals are agreed)
Dec. 2024: Integrated with leadership/manager
commitments.
June & Dec. 2025: Included in semiannual performance
discussions
Included in annual environmental best practices
assessment, gap analysis, action planning
Leadership knows the impact of
modeling behaviors that
make environmental results a
priority
Oct. 2024: Baseline measures complete
Nov. 2024: Assessment of engagement and preliminary
progress (goals are agreed)
Dec 2024: Integrated with leadership/manager
commitments
June & Dec. 2025: Included in semiannual performance
discussions
Included in annual environmental best practices
assessment, gap analysis, action planning
Leadership knows the value of
idea generation and
knowledge sharing to
improve environmental
outcomes
Nov. 2024: assessment of engagement and preliminary
progress (goals are agreed)
Dec. 2024: Integrated with leadership/manager
commitments
June & Dec. 2025: Included in semiannual performance
discussions
Included in annual environmental best practices
assessment, gap analysis, action planning

114
Method or activity Timing
Leadership and mine based
employees know the
effectiveness and long-term
cost/benefit of applying
environmental promising
practices to reduce the impact
of mining
Nov. 2024: Baseline measures complete
Dec. 2024: Assessment of engagement and preliminary
progress (goals are agreed)
Jan. 2025: Environmental Excellence Training (EET)
begins
Feb. 2025: Environmental commitments integrated with
leadership and manager year-end (YE) 2025
performance commitments
June 2025: EET complete for corporate and site leadership
Oct. & Dec. 2025: Included in semiannual performance
discussions
May 2026: EET complete for all employees
Procedural skills: “I can do it right
now.”
Leadership can create and
communicate aligned, clear,
concise, environmental goals
in an engaging way
Oct. 2024: Baseline measures complete
Dec. 2024: Assessment of engagement and preliminary
progress (goals are agreed)
Feb. 2025: EET begins
Apr. 2025: Environmental commitments integrated with
leadership and manager YE 2025 performance
commitments
June & Dec. 2025: Included in semiannual performance
discussions
Included in annual environmental best practices
assessment, gap analysis, action planning
Leadership can model
behaviors that make
environmental results a
priority
Sept. 2024: Baseline measures complete
Dec. 2024: Assessment of engagement and preliminary
progress (goals are agreed)
Jan. 2025: EET begins
Feb. 2025: Environmental commitments integrated with
leadership and manager YE 2025 performance
commitments
June & Dec. 2025: Included in semiannual performance
discussions
Included in annual environmental best practices
assessment, gap analysis, action planning

115
Method or activity Timing
Leadership can promote
discovery skills, idea
generation and knowledge
sharing for improved
environmental outcomes
Aug. 2024: Baseline measures complete
Dec. 2025: Assessment of engagement and preliminary
progress (goals are agreed)
Jan. 2025: EET begins
Feb. 2025: Environmental commitments integrated with
leadership and manager YE 2025 performance
commitments
June & Dec. 2025: Included in semiannual performance
discussions
Included in annual environmental best practices
assessment, gap analysis, action planning
Attitude: “I believe this is
worthwhile.”
Leadership believes effectively
communicating
environmental goals can
reduce environmental
impacts
Oct. 2024: Baseline measures complete
Nov. 2024: assessment of engagement and preliminary
progress (goals are agreed)
Feb. 2025: Environmental commitments integrated with
leadership and manager YE 2025 performance
commitments
June & Dec. 2025: Included in semiannual performance
discussions
Included in annual environmental best practices
assessment, gap analysis, action planning
The right leadership behaviors
can drive improved
environmental results
Dec. 2024: Baseline measures complete
Dec. 2024: Assessment of engagement and preliminary
progress (goals are agreed)
Feb. 2025: Environmental commitments integrated with
leadership and manager YE 2025 performance
commitments
June & Dec. 2025: Included in semiannual performance
discussions
Included in annual environmental best practices
assessment, gap analysis, action planning

116
Method or activity Timing
Leadership, mine and
environmental management
believes the benefit of
environmental excellence,
the value of reducing
environmental impacts can
be greater than the cost of
environmental care and
impact mitigation
Oct. 2024: Baseline measures complete
Dec. 2024: Assessment of engagement and preliminary
progress (goals are agreed)
Dec. 2024: EET begins
Feb. 2025: Environmental commitments integrated with
leadership and manager YE 2025 performance
commitments
June & Dec 2025: Included in semiannual performance
discussions
Included in annual environmental best practices
assessment, gap analysis, action planning
May 2025: EET complete for all employees
Confidence: “I think I can do it on
the job.”
Leadership can effectively
communicate environmental
goals
Nov. 2024: Baseline measures complete
Dec. 2025: Assessment of engagement and preliminary
progress (goals are agreed)
Feb. 2025: Environmental commitments integrated with
leadership and manager YE 2025 performance
commitments
June & Dec. 2025: Included in semiannual performance
discussions
Included in annual environmental best practices
assessment, gap analysis, action planning
Leadership can model
environmental priorities
Oct. 2024: Baseline measures complete
Dec. 2024: Assessment of engagement and preliminary
progress (goals are agreed)
Feb. 2025: Environmental commitments integrated with
leadership and manager YE 2025 performance
commitments
July & Dec. 2025: Included in semiannual performance
discussions
Included in annual environmental best practices
assessment, gap analysis, action planning

117
Method or activity Timing
Leadership can rely upon and
promote both internally and
externally generated ideas,
including industry
benchmarking for improved
environmental outcomes
Dec. 2024: Baseline measures complete
Dec. 2024: assessment of engagement and preliminary
progress (goals are agreed)
Feb. 2025: Environmental commitments integrated with
leadership & manager YE 2025 performance
commitments.
June & Dec. 2025: Included in semi-annual performance
discussions
Included in annual environmental best practices
assessment, gap analysis, action planning
Commitment: “I will do it on the
job.”
Leadership will effectively
communicate environmental
goals
Dec. 2024: Baseline measures complete
Dec. 2024: Assessment of engagement and preliminary
progress (goals are agreed)
Feb. 2025: Environmental commitments integrated with
leadership and manager YE 2025 performance
commitments
June & Dec. 2025: Included in semiannual performance
discussions
Included in annual environmental best practices
assessment, gap analysis, action planning
Leaders will model
environmental priorities,
demonstrating the importance
of reducing the
environmental impacts
Dec. 2024: Baseline measures complete
Dec. 2024: Assessment of engagement and preliminary
progress (goals are agreed)
Feb. 2025: Environmental commitments integrated with
leadership and manager YE 2025 performance
commitments
June & Dec. 2025: Included in semiannual performance
discussions
Included in annual environmental best practices
assessment, gap analysis, action planning

118
Method or activity Timing
Leadership will use
environmental solutions
generated and in-use at other
mining companies and
industries
Dec. 2024: Baseline measures complete
Dec. 2024: Assessment of engagement and preliminary
progress (goals are agreed)
Feb. 2025: Environmental commitments integrated with
leadership and manager YE 2025 performance
commitments
June & Dec. 2025: Included in semiannual performance
discussions.
Included in annual environmental best practices
assessment, gap analysis, action planning
Level 1: Reaction
Level 1 of the New World Kirkpatrick Model provides measures that demonstrate
stakeholder engagement, relevance to work and satisfaction with the interventions, such as
training or other stakeholder development actions (Kirkpatrick & Kirkpatrick, 2016). To build
engagement and leadership commitment to the environmental vision, Level 1 reactions to
training will be measured using formative assessments during training events. Measures of
engagement, work relevance, and trainee satisfaction will be taken for improvement action. What
is learned during the formative assessments will be actioned to improve the training impact and
value as it proceeds through each level of the organization. Summative assessments will be taken
after the training is complete to improve the training relevance and alignment with training
objectives and environmental vision. These assessments will be useful for program integration
with performance assessments, development plans, and further revision and use in other regions.
Table 24 lists the measurement methods and timing to be used in both formative and summative
assessments of training engagement, training content relevance, and satisfaction in meeting
stakeholder needs and expectations. These assessments will provide useful feedback from

119
participating stakeholders including corporate leadership, general managers, environmental
managers, and project leaders to improve and realign training and other program activities.
Table 24
Components to Measure Reactions to the Program
Method or tool Timing
Engagement
Environmental
communications
engaged leadership
in improved
environmental
outcomes.
Dec. 2024: At program initiation (baseline measure)
Jan. 2025: Assessment of engagement and preliminary progress
(goals are agreed)
Feb.–Mar. 2025: Assessment of Environmental Excellence
Training (EET) feedback and improvement actions
Sept. 2025: At program completion (summative measure)
Feb. 2025: Included in annual environmental practices
expectations
Nov. 2025: Annual assessment of engagement
Clear leadership
environmental
metrics give focus to
improvement
actions.
Dec. 2024: At program initiation (baseline measure)
Jan. 2025: Assessment of engagement and preliminary progress
(goals are agreed)
Feb.–Mar. 2025: Assessment of EET feedback and improvement
actions
Sept. 2025: At program completion (summative measure)
Feb. 2025: Included in annual environmental practices
expectations
Nov. 2025: Annual assessment of engagement
Including
environmental
actions in
performance
discussions
accelerated or
improved
environmental
performance.
Dec. 2024: At program initiation (baseline measure)
Jan. 2025: Assessment of engagement and preliminary progress
(goals are agreed)
Feb.–Mar. 2025: Assessment of EET feedback and improvement
actions
Sep. 2025: At program completion (summative measure)
Feb. 2025: Included in annual environmental practices
expectations
Nov. 2025: Annual assessment of engagement

120
Method or tool Timing
Relevance
Improved leadership
communication of
environmental
objectives will lead
to improved
environmental
outcomes.
Dec. 2024: At program initiation (baseline measure)
Jan. 2025: Assessment of engagement and preliminary progress
(goals are agreed)
Feb.–Mar. 2025: Assessment of EET feedback and improvement
actions
Sept. 2025: At program completion (summative measure)
Feb. 2025: Included in annual environmental practices
expectations
Nov. 2025: Annual assessment of relevance
Improved leadership
modeling of
environmental
outcome priorities
will reduce the
environmental
impacts of mining.
Dec. 2024: At program initiation (baseline measure)
Jan. 2025: Assessment of engagement and preliminary progress
(goals are agreed)
Feb.–Mar. 2025: Assessment of EET feedback and improvement
actions
Sept. 2025: At program completion (summative measure)
Feb. 2025: Included in annual environmental practices
expectations
Nov. 2025: Annual assessment of relevance
Idea generation,
knowledge sharing,
and industry
benchmarking is
reducing the
environmental
impacts of mining.
Dec. 2024: At program initiation (baseline measure)
Jan. 2025: Assessment of engagement and preliminary progress
(goals are agreed)
Feb.–Mar. 2025: Assessment of EET feedback and improvement
actions
Sept. 2025: At program completion (summative measure)
Feb. 2025: Included in annual environmental practices
expectations
Nov. 2025: Annual assessment of relevance
Customer satisfaction
Leadership believes the
recommended
actions will/have
reduced
environmental
impacts.
Dec. 2024: At program initiation (baseline measure)
Jan. 2025: Assessment of engagement and preliminary progress
(goals are agreed)
Feb.–Mar. 2025: Assessment of EET feedback and improvement
actions
Sept. 2025: At program completion (summative measure)
Feb. 2025: Included in annual environmental practices
expectations
Nov. 2025: Annual assessment of satisfaction

121
Method or tool Timing
Leadership believes the
recommended
actions benefit their
career development.
Dec. 2024: At program initiation (baseline measure)
Jan. 2025: Assessment of engagement and preliminary progress
(goals are agreed)
Feb.–Mar. 2025: Assessment of EET feedback and improvement
actions
Sept. 2025: At program completion (summative measure)
Feb. 2025: Included in annual environmental practices
expectations
Nov. 2025: Annual assessment of satisfaction
Evaluation Tools
Immediately Following the Program Implementation
Training facilitators, supported by environmental managers and their teams, will use
knowledge checks during training events and post event feedback sessions to gather assessment
data on evaluation forms. These forms will be completed by all training participants for general
feedback. The assessment will collect general feedback from all participants. As a measure of
engagement, relevance, and satisfaction from key stakeholders, training and program feedback
will be collected from leadership and those most accountable for environmental stewardship,
including general managers, environmental managers, and environmental project leaders.
The summarized and coded posttraining assessment results (examples are provided in
Appendices E and F) will be reviewed by facilitators, environmental managers, and leadership as
an assessment of the knowledge transfer, participant motivation, and the impact of the
company’s investment in supportive organizational influences. Completed training assessments
will be collected through the training roll-out from February 2025 to training completion in July
2025. This will allow the learnings to be applied to the 2025 training cycle and then referenced
and reinforced in performance review discussion and development plans.

122
Delayed for a Period After the Program Implementation
In support of program objectives and sustainable outcomes, a measurement of Level 3
critical behaviors will be taken after program implementation. To gather program effectiveness
data, a survey will be requested of key stakeholders detailing learning outcomes, learning
application, and potential for program improvement. The survey will provide feedback on critical
behaviors and the implemented program interventions, including the development and
communication of the environmental vision and leadership expectations, environmental KPIs,
and environmental knowledge based on the fundamentals communicated and reinforced during
EET sessions. Other survey items will assess the effectiveness of compensation and development
programs promoting environmental excellence.
In the mining industry, organizations are valued based on the results they deliver. The 4
Ps that determine long-term success are people (safety), production (pounds or ounces
produced), property (assets and environmental care), and profit (earnings and cost control). Any
program to improve industry outcomes will be measured against those 4 Ps. Level 4 evaluation
from the New World Kirkpatrick Model (Kirkpatrick & Kirkpatrick, 2016) focuses on results.
Kirkpatrick and Kirkpatrick (2016) also recommended formative assessments of leading
indicators from the viewpoint of key stakeholders. The formative assessments, some taken
informally during training sessions, will allow training facilitators and environmental leaders to
influence outcomes and maximize program results. Finally, more tangible critical behaviors will
be assessed, including reduction to environmental impacts; improved measurement;
communication; and evaluation of quality environmental projects, both the effectiveness of
processes being followed and the results they deliver. Foundation Principle 4 within Kirkpatrick
and Kirkpatrick’s (2016) Four Levels of Training Evaluation states that “value must be created

123
before it can be demonstrated,” and Principle 5 states that “a compelling chain of evidence
demonstrates bottom-line value” (p. 33). By these means, the relevance and value of this
promising practices study and implementation of recommended actions will be assessed and
directed to deliver on each mining organization’s sustainability commitments.
Data Analysis and Reporting
Evaluation findings will demonstrate the value to the organization and environmental
outcomes gained from implementing the promising practice actions. Promising practice actions
include the critical KMO driver required to improve and sustain improved environmental
outcomes at mining operations. As results from recommended program actions are collected and
evaluated, they will form part of an improvement plan to extend the results further into the
organization and to other operations. In alignment with Kirkpatrick and Kirkpatrick (2016)
recommendations, for data to be of actionable value to the organization, it must be accessible and
understandable.
Environmental Excellence Program Dashboard. To communicate the Environmental
Excellence Program effectiveness at Kirkpatrick’s four levels of assessment, a program
dashboard will be maintained by program leaders and environmental managers. Feedback will be
layered to collect and communicate program progress as assessed by organizational leadership
and the organization’s mine site workforce. Having this detailed breakdown helps to target
improvement actions and to determine if the assessment results reflect the program results or
awareness of those results. As program feedback is collected and aggregated, the dashboard
visual will be updated and presented live in the environmental program office. An example EEP
dashboard is included in Appendix G.

124
DICE Dashboard. In support of critical drivers and supporting behaviors, an additional
dashboard will be developed by the regional environmental management team to evaluate and
present environmental project quality. Environmental projects will undergo a DICE selfassessment and external assessment. This project quality assessment, designed by the Boston
Consulting Group, gives a good indication of project success on the measures of project duration,
team performance integrity, leadership commitment, and team effort (Sirkin et al., 2005). The
gap assessment of this study determined that project quality was inconsistent, and some projects
were started without organizational support or lost resources before their value could be
delivered. This assessment process will be implemented to improve project results so that when
95% of project deliverables is attainable, the organization does not settle for 70% results. An
example DICE assessment dashboard is included in Appendix H.

125
Chapter 8: Conclusions
Finding and delivering sustainable solutions across the mining lifecycle and delivering
effective environmental outcomes are key to safeguarding the future of all industries that rely on
natural resources. There is increased urgency to produce more minerals to meet the demand of
population and economic growth, in addition to the mineral demands of the transition to a
greener economy, yet mining companies must meet requirements to become cleaner, more
environmentally responsible, and ever more sustainable. To maintain the social and
environmental license to operate mines on every continent, and within diverse and sensitive
ecosystems, higher standards of environmental stewardship must be expected and delivered
upon. The needs of the present cannot come with immense compromise to the needs of future
generations. The purpose of this study was to evaluate the promising practices applied by
Goldcorp, a leading gold producer, in their achievement of environmental objectives. Goldcorp’s
environmental vision was summarized in an employee-generated slogan, “Our Planet, Our
Choices, Our Legacy.” The vision was accompanied by supporting structures, measures, and
programs including incentives that effectively targeted and reduced greenhouse gas emissions
and reduced freshwater use while also building effective sustainability programs in water
recycling, biodiversity, and mine tailings. Participants in this study spoke of the effect that these
programs generated to motivate impact mitigating behaviors and improve environmental
outcomes throughout Goldcorp’s operational footprint.
This study concluded with recommendations, grounded in Goldcorp promising practices
and KMO research, that other mining companies should apply to reduce the environmental
impacts of mining. Kirkpatrick and Kirkpatrick (2016) stated that “value must be created before
it can be demonstrated” and that “a compelling chain of evidence demonstrates bottom-line

126
value” (p. 33). This chain of evidence, from leadership vision to sustainable mining actions,
serves as a guide to other mining companies required to close the critical gap between minerals
demand, their sustainability vision, and their environmental impacts. The value of Goldcorp’s
promising practices and this study’s recommended actions will be evidenced by modern mining
organizations meeting their sustainability commitments. Adherence to this change model,
applying Goldcorp’s demonstrated promising practice leadership and communication strategies,
will provide a compelling chain of evidence that links bottom-line value with a decisive return
on environmental expectations.

127
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Appendix A: Participating Stakeholders With Sampling Criteria
Documents were gathered for the study. Additionally, individuals were recruited and
interviewed. The procedures and protocols for selecting and analyzing document data are
described, followed by sampling procedures for individuals.
Document Analysis
With a research goal of documenting environmental promising practices that reduce the
environmental impact of mining, data collection began with evidence of the promising practices.
External recognition from government entities, environmental regulatory bodies, and industry
publications was used to confirm the existence and success of the promising practices. Selection
of stakeholder mining companies, leadership, and managers was based on studies, articles
published, and awards given through mining industry, environmental agency, or government
agency publications and announcements. Analysis of these publications directed research and
provided data on environmental project performance that successfully reduces the environmental
impacts of mining operations.
Document Sampling (Recruitment) and Analysis Strategy and Rationale
Qualitative data were gathered from mining industry association, government, and
regulatory group publications documenting environmental promising practices. This purposeful
sampling of successes informed and directed my selection of companies, projects, and their
leadership and managers responsible for delivering successful environmental results.
Explanation for Choices
Merriam and Tisdell (2016) discussed the role purposeful sampling can have in
discovering and understanding what occurs and why. Analysis of internal and external
publications, documented awards, and recognition communications narrowed the study selection

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of mining companies generating improved environmental outcomes and reducing the
environmental impact of mining operations.
Document Analysis Sampling Criteria and Rationale
• Publications including promising practices in mining
• Publications that include project process information and data on environmental
performance outcomes
• Publications that include supporting research in their selection of article and award
publications
A review of government, industry, and association entities that publish and recognize
environmental promising practices provided the sources for research listed in Table A1. From
these publications, I selected promising practice project summaries and documented reductions
to the environmental impact of mining operations.
Table A1
Document Sources
Document source Data collected Dissertation research decision
support
The International Institute
for Environment and
Development:
www.iied.org
Promising environmental
practices, sustainable
practices, agendas for
change
What constitutes a promising
environmental practice
Mining: www.mining.com Environmental project
technical detail
Some information on
organizational influences
Criteria for selecting and
examples of promising
environmental practices

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Document source Data collected Dissertation research decision
support
Natural Resources Canada:
www.nrcan.gc.ca
Environmental project
technical detail
Some information on
organizational influences
Criteria for selecting and
examples of promising
environmental practices
Environmental project awards
The Mining Association of
Canada: www.mining.ca
Environmental project
technical detail
Some information on
organizational influences
Criteria for selecting and
examples of promising
environmental practice
Awards given for reduction in
environmental impacts and
energy savings
The National Mining
Association:
www.nma.org
Environmental project
technical detail
Some information on
organizational influences
Criteria for selecting and
examples of promising
environmental practice
Environmental project awards
Industry contacts, award
winner contacts
Mining Magazine:
www.miningmagazine.co
m
Innovations in mining
efficiency, safety, energy
use reduction
Project summaries and data
on “mines of the future”
programs
Criteria for selecting and
examples of promising
environmental practice
Environmental project awards
Australia Future of Mining:
www.australia.future-ofmining-awards.com
Innovations in mining
efficiency safety, energy
use reduction,
environmental impact
reduction
Project summaries of award
winning companies and
work
Criteria for selecting and
examples of promising
environmental practice
Environmental project awards
Industry contacts
Disrupt Mining:
www.disruptmining.com
Environmental project
technical detail
Additions to my knowledge
network for innovation and
environmental care
Mining innovation awards
Environmental project awards
Industry contacts

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Document source Data collected Dissertation research decision
support
Government of South
Australia Energy Awards:
http://www.energymining.
sa.gov.au/
Energy innovations
Environmental impact
reduction programs
Government incentives
Environmental project awards
American Exploration and
Mining Association:
www.miningamerica.org
Environmental project
technical detail
Some information on
organizational influences
Criteria for selecting and
examples of promising
environmental practice
Prospectors and Developers
Association of Canada
Environmental Awards:
https://www.pdac.ca/about
-pdac/awards/
Environmental project
technical detail
Some information on
organizational influences
Criteria for selecting and
examples of promising
environmental practice
Environmental project awards
Industry contacts
Interviews
Clark and Estes (2008) pointed to three main causes of performance gaps: (a) the
necessary knowledge and skills, (b) the motivation to achieve goals, and (c) the organizational
barriers that consume resources and push against performance. To understand the potential for
mining companies to close the performance gap between current environmental performance and
future environmental performance I needed to collect project and KMO data from purposely
selected mining companies. My research goal was to identify and document the promising
practices employed by mining companies in generating their most successful environmental
impact reductions.
Participating Stakeholders
Effective business organizations operate in alignment with an operating vision to meet
profit and sustainability goals, and organizational leadership also demonstrate behaviors that

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promote the vision. This study included an analysis of the KMO influences that enable
successful mining operators to close the environmental performance gap between their past
environmental performance and current environmental performance, thus creating a blueprint of
best practices applied to their environmental stewardship and environmental outcomes.
Mining organizations commonly have a portion of the workforce dedicated to
environmental stewardship, management, and reduction of the environmental impact of
operations. These environmental and project management professionals are trained to deliver
project results that avoid, mitigate, or improve environmental results. The stakeholders of focus
for this study were general managers, environmental managers, and environmental project
leaders at Goldcorp, a North America based mining corporation. These three roles are common
to all Goldcorp mining operations. Specific participants were purposefully selected based on
their involvement in successful projects that reduce the environmental impacts of mining.
External recognition from government entities, environmental regulatory bodies, and industry
publications was used to confirm the environmental promising practices. Leadership and
employee involvement in those project practices formed the stakeholder selection criteria.
Interview Sampling (Recruitment) Strategy and Rationale
Qualitative data were gathered from this differentiated group of participants through
open-ended interview questions to obtain information from key stakeholders (Johnson &
Christensen, 2014). This sample population of managers and environmental project
professionals, purposefully sampled, was interviewed to collect qualitative data on the KMO
influences relevant to their organization’s environmental performance. The managers and
environmental project professionals interviewed have personal experience facilitating change.
They know the supporting organizational influences within their mining organizations, those

145
issues, influences, and behaviors that contribute to the established environmental goals.
Interviews were conducted by video conferencing and telephone.
Explanation for Choices
Documentation of promising environmental practices and award-winning companies and
projects directed the research to the study population of mining company general managers,
environmental managers, and project professionals. These stakeholders were aware of company
environmental programs and the KMO influences to reduce the environmental impact of mining.
Interview Sampling Criteria and Rationale
• Full-time general managers working at a mining operation recognized for promising
practices in reducing mining’s environmental impacts are the first group.
• Full-time environmental managers working at a mining organization recognized by an
external entity or publication for promising practices in reducing mining’s
environmental impacts are the second group. These managers have extensive
experience in environmental management, access to corporate leadership, and
awareness of KMO influences that contribute to or detract from reducing the
environmental impact of mining.
• Full-time environmental project leaders working at a mining organization recognized
by an external entity or publication for promising practices in reducing mining’s
environmental impacts are the third group. These managers have experience in
project management and environmental impact reductions, as well as awareness of
KMO influences that contribute to or detract from reducing the environmental impact
of mining.
Table A2 presents the sampling strategy and timeline for the documents as well as interviews.

146
Table A2
Sampling Strategy and Timeline
Data Sampling strategy # in
stakeholder
population
# proposed
participants from
population
Start & end
date for data
collection
Documents Purposeful selection
of published
articles or awards
35–40 20 Nov. 2019
Dec. 2019
Five project
summaries of
award-winning or
externally
recognized
environmental
impact reduction
projects
N/A N/A Dec. 2019
Feb. 2020
Interviews Purposeful selection 25–30 10–12 Skype
interviews
June 2020
Aug. 2020

147
Appendix B: Data Collection Protocols
Documents as well as interviews provided data for the study. The procedures and
protocols for gathering documents are presented. Then, the protocol, procedures, and details on
interviewing data collection are described.
Documents and Artifacts
Industry associations and corporate websites detail the environmental project successes of
their respective mining organizations, divisions, teams, and individuals. Government and
regulatory groups also recognize promising practices and award-winning environmental
achievement, including, in some cases, government grants or promotional funding. In selecting
study participants and promising practice environmental processes and results, I reviewed and
evaluated publications, project summaries, case studies, internet pages, photographs, and videos
that detailed the efforts mining companies have sustained to reduce their environmental impacts.
Most of these documents were available on industry websites and within mining publications.
Others, such as project summaries, might require a request to the company for detail in support
of their implemented environmental projects. I intended to use public sources of information and
to have informed consent from the company and study participants to include their project data
in my research. These visual documents generally contain project and implementation summaries
detailing the impact of technical or organizational solutions applied to environmental challenges.
These documents are stable and nonreactive, and their authenticity was confirmed through
interviews with study participants selected from the source organizations.
There was also potential to use researcher-generated documents from mining associations
or environmental studies where mining case studies exist. Such data would be generated, and
analysis completed, in the process of evaluating environmental solutions and assessing their

148
candidacy to receive industry, innovation, or environmental awards. I reviewed these secondary
source data with an open mind, as Merriam and Tisdell (2016) recommended, remaining aware
the data I uncovered might lead me in new directions and to new conclusions. On review of the
document dates and authors, I determined the authenticity and accuracy of these source
documents (Merriam & Tisdell, 2016). These data directed me to the companies, project
examples, and ultimately environmental team leaders I interviewed to know the KMO influences
behind each promising practice.
The document analysis protocol sheet first listed the document reviewed, with the date
and time. The location was provided. Evidence of the conceptual framework was noted. Finally,
other notes or influences were noted on the protocol sheet.
Interviews
Interview Protocol
I used a semistructured and combination strategy in qualitative interviews, beginning
with a standardized interview format followed by informal conversational questions at the end
allowing me to pursue details directly relevant to my research. Merriam and Tisdell (2016)
recommended semistructured, open-ended, standardized questions aligned to the study’s research
questions to provide structure to the interviews and the consequent data analysis. These
interviews can be characterized as conversations with a purpose, which allow the interviewer to
enter the perspective of the stakeholder of focus (Merriam & Tisdell, 2016). The standardized
open-ended questions allowed for efficient analysis and comparison of manager and
environmental project team member responses. According to Patton (2002), efficient analysis
and effective comparison are some of the most compelling reasons for standardized questions.

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This approach also allowed for probes to clarify responses and to follow leads I found in
those team member responses that aligned with my research focus. The sensitizing concept
proposed by Patton (2002) interested me for the engagement it creates as interviewees reflect in
their own words on what knowledge they apply and what motivates them and their organization
to contribute energy, creativity, and discretionary effort to reduce the environmental impact of
mining operations. As an experienced project manager with many years of relevant industry
experience, I built rapport with the interviewees through a combination of presupposition lead-in
questions. If the interviews were taken forward effectively, I expected rich and honest responses
to my interview questions, given the industry knowledge and experience I share with the study
participants. This combination strategy balanced the structure and consistency provided by
standardized open-ended interview questions with the situational flexibility to learn more when I
identified that opportunity. A KMO research focus aligned well with two varieties of interview
questions identified by Patton, experience/behavior questions and opinions/values questions. The
data I collected from these questions were most relevant to KMO influences that support
environmental project success.
Interview Procedures
Upon evaluating communications that recognized promising environmental practices, I
organized a list of stakeholders to be interviewed, with corresponding interview dates and times.
These interviews were formal in structure and purpose but flexible to provide for the realities of
work schedules and geography. The purpose of interviews was to gather descriptive data in the
participants’ own words to develop insight on their thought and actions (Bogdan & Biklen,
2007). Given the distances between researcher and the stakeholders of interest, I found
participants most accessible through telephone or video conference. I interviewed 12 participants

150
with an interview duration of 40–45 minutes, to learn the details of their environmental impact
reduction projects and the KMO influences that contribute to them. With the permission of
interview participants, I recorded each entire interview using audio software. The audio
recording of interviews allowed me to concentrate on the information being gathered and prepare
relevant probing questions (Weiss, 1994).
Interview Questions
KMO influences that drive/support reductions to mining’s environmental impact were
assessed based on stakeholder interviews with those most responsible for delivering
environmental project results and reducing the environmental impact of operations. The
interviews began with questions to better understand the role of the stakeholders chosen to
confirm their understanding and involvement in projects to reduce environmental impacts.
First, demographic questions were asked to build rapport:
• How long have you worked in your current role?
• How long have you been a Goldcorp employee?
• Tell me briefly about your current role and experience with environmental
management.
Goldcorp’s environmental vision states, “at every stage of the mining lifecycle, we work
to avoid, reduce or mitigate any negative environmental impacts.”
“I’m here to learn from Goldcorp’s environmental successes. I’m interested in how
Goldcorp promotes an effective environmental vision. Specifically, I’d like to learn and
document how Goldcorp and your project teams deliver environmental project successes and
mitigate environmental impacts.”

151
Next, questions were asked to assess the KMO performance gap (current state vs.
successful performance) as related to reducing the environmental impacts of mining.
Knowledge Influence Questions
1. How has Goldcorp communicated its leadership’s vision for environmental care?
(procedural)
2. How is that vision consistently applied throughout the organization? (procedural)
3. How does Goldcorp source and how do they share solutions to environmental
challenges? (procedural)
Motivational Influence Questions
4. What environmental outcomes mean the most to you personally? (value)
5. What motivates you to reduce environmental impacts? (value)
6. Should other organizations set similar goals, and why? (value)
7. What concerns, if any, do you have about achieving the 2020 environmental
objectives and the 100% electric underground mine goal? (self-efficacy, group
efficacy)
8. Do you have confidence in Goldcorp’s future environmental performance? (group
efficacy)
9. What influenced your confidence as you were working towards this goal? (selfefficacy, group efficacy)
Organizational Influence Questions
10. How would you describe Goldcorp’s culture? (cultural models)
11. How does the culture you just described contribute to achieving environmental goals?
(cultural models)

152
12. How do you know that environmental outcomes are important to Goldcorp? (cultural
models)
13. What knowledge and skills do you think were necessary and important for leaders
and managers to have to achieve the 100% electric underground mine goal? (cultural
models)
14. Describe what value these strategies have had in delivering your environmental
successes. (cultural settings)
15. Describe for me, how prominent are the strategies to reduce environmental impacts in
leadership communications? (cultural settings)

153
Appendix C: Credibility and Trustworthiness
Organizational best practices in knowledge acquisition and sharing, along with the
motivation that underlies and leads to environmental performance success were the focus of my
inquiry and research. I documented the KMO contexts for environmental successes at mining
companies. To increase and maintain the credibility and trustworthiness of my study, I focused
on rich data beginning with analysis of project summaries and written descriptions. This research
began with a review of published industry media, trade organization, and corporate publications
that highlight successful approaches to mining’s environmental challenges. Data from these
static sources received respondent validation through video conference interviews. These rich
data from distinct sources provided triangulation and thorough comparison sufficient to support a
conclusion that environmental promising practices and the KMO influences that support them
are worthy of learning and industry transference. Maxwell (2013) concluded that rich data,
respondent validations, triangulation, and comparison all strengthen the data collected and
improve the credibility and trustworthiness of the research conclusions.
Furthermore, Merriam and Tisdell (2016) recommended adequate engagement in the data
collection to fully understand what a researcher documents and observes. I took this work
forward while purposefully looking for variation in the data, in the process and results that I
researched and observed. The thematic responses I received from video interviews gave an
indication of the KMO contexts under which these individuals operate in their organization and
what KMO influences are unique to the individual, and the organization. Through this process, I
ensured the credibility and trustworthiness of the data and findings.

154
Researcher Bias
Merriam and Tisdell (2016) cautioned researchers to account for predispositions and
biases that could impact the validity and credibility of research conclusions. As an improvement
professional with a long and diverse work history in the mining industry, I am aware of the profit
engine that motivates mining companies to pursue change initiatives. There are motives to be
excellent cash flow engines and environmental stewards but also to be characterized as such. I
want to see that environmental awards are given for actual performance not just published goals
or unsubstantiated, unsustained results. I applied this skepticism as I focused on environmental
promising practices, those practices that are broadly applicable, transferable, and provide
solutions or innovations that protect the environment while generating the physical and economic
resources economies require. I used memos to document my impressions and conclusions, with
my background and knowledge of mining as comparison, to identify award-winning
environmental outcomes and data on what distinctive KMO influences engender successful
environmental outcomes.
Reactivity
As I triangulated data from award-winning project summaries with environmental project
leader and team member interviews, I was mindful of the influence my presence and questions
could have on the resulting data and conclusions. As Maxwell (2013) recommended, I intended
to understand my influence and use it to improve my data collection and conclusions. I made my
objectives clear to study participants, specifically, that I was researching promising practices in
environmental care along with the KMO influences that promote their development and
implementation.

155
Qualitative Analysis
Coding strategies followed Saldaña’s (2021) suggestions, as shown in Table C1. Table
C1 lists the data sources, timeline, and literature basis for the steps in analysis.
Table C1
Strategy for Qualitative Analysis
Data source Phase of analysis Timeline Notes/resources/references
Document
review
Review and analysis of
award summaries,
industry media of
innovation successes
for environmental
benefit
Memos, coding, data
clean
5 days
Target: Nov.
20
Types of coding (Saldaña,
2021):
• open, axial, selective
• descriptive, topic,
analytical
• a priori and empirical
Document
review
Coding of award
summaries, industry
media of innovation
successes for
environmental benefit
Memos, coding, data
clean
3 days
Target: Dec. 1
Types of coding:
• open, axial, selective
• descriptive, topic,
analytical
• a priori and empirical
(Bogdan & Biklen, 2007;
Merriam & Tisdell, 2016;
Saldaña, 2021)
10–12 video
conference
interviews
Transcribe recordings,
memos, clean up data
10 days
Target: 30 Dec
Conversational partnership
(Rubin & Rubin, 2012)
Effective interview approaches,
avoiding bias, probing (Corbin
& Strauss, 2008); cleaning
methods:
• Spot-checking
• Eye-balling
• Logic checks

156
Data source Phase of analysis Timeline Notes/resources/references
10–12 video
conference
interviews
Coding of interview
transcripts, memos
and data
6 days
Target: Jan. 10
Types of coding:
• open, axial, selective
• descriptive, topic, analytical
• a priori and empirical
Most often a code is “a word or
short phrase that symbolically
assigns a summative, salient,
essence-capturing, and/ or
evocative attribute for a
portion of language-based or
visual data” (Saldaña, 2021, p.
3).
10–12 video
interviews
Analytic memo on
emergent themes
2 days
Target: Jan. 15
Document
review
Review and analysis of
project plans,
valuation documents
Memos, coding, data
cleans
5 days
Target: Nov.
15
Corbin & Strauss, 2008
Document
review
Coding of project plans,
valuation documents
Memos, coding, data
clean
5 days
Target: Nov.
22
Types of coding:
• open, axial, selective
• descriptive, topic, analytical
• a priori and empirical
(Bogdan & Biklen, 2007;
Merriam & Tisdell, 2016;
Saldaña, 2021)
Note. Sources: Qualitative Research for Education: An Introduction to Theories and Methods
(5th ed.), by R. C. Bogdan and S. K. Biklen, 2007, Allyn & Bacon; Basics of Qualitative
Research (3rd ed.), by J. Corbin and A. L. Strauss, 2008, SAGE; Qualitative Research: A Guide
to Design and Implementation (4th ed.), by S. B. Merriam and E. J. Tisdell, 2016, Jossey-Bass;
The Coding Manual for Qualitative Researchers (4th ed.), by J. Saldaña, 2021, SAGE.

157
Appendix D: Ethics
Organizational best practices in knowledge and motivation that underlie and lead to
environmental success were the focus of my research and inquiry. It is the responsibility of the
researcher to use integrity for trustworthy data collection, analysis, and dissemination of study
participant research contributions and results (Glesne, 2011). The study proposal was submitted
to and approved by the University of Southern California Institutional Review Board to ensure
sound ethical design and researcher integrity. I ensured the physical and organizational welfare
of study participants by abiding by rules and guidelines established to respect and protect the
rights and dignity of study participants. Participation in this research study was voluntary and
followed ethical principles of informed consent; participant and data confidentiality; right to
withdraw without penalty; and permissions to record, store and secure data (Krueger & Casey,
2009). I used the Ethical Issues Checklist provided by Merriam and Tisdell (2016, pp. 264–265)
as a guide to ethical research behaviors.
Glesne (2011) recommended study participants have full knowledge to make informed
decisions about their participation in research studies. As investigator in my study, I ensured all
study participants were clear on my role as an investigator, researcher, and analyst in gathering
organizational and individual promising practices related to mining environmental performance.
Participants received explanations regarding study objectives, purposes, conclusions, and future
uses of the interview data (Glesne, 2011). All study participants participated as they chose, with
the ability to withdraw at any time, with no coercive activities. Study participants received an
opportunity to review their responses before inclusion in the study results. Interview recordings
were used for the express purpose of this study and were permanently deleted from all devices
and data storage at the conclusion of this study.

158
Appendix E: Postintervention Survey
Role (circle one): General Manager Environmental Manager Project Leader other
Dates:
Rate each item using this scale:
Strongly Agree = SA, Agree =A, Disagree =D, Strongly Disagree = SD
1. I was interested in today’s Environmental Excellence Training (EET). SA A D SD
2. I believe what I learned today will help me contribute to environmental
successes, to reduce the company’s environmental impacts.
SA A D SD
3. The organization’s environmental vision is clear to me. SA A D SD
4. The organization’s environmental vision motivates my actions to reduce
the impact of mining.
SA A D SD
5. I believe what I learned in EET helped me understand my role in reducing
environmental impacts.
SA A D SD
6 What my team learned in EET will lead to more effective environmental
projects.
SA A D SD
7. I am confident I can effectively contribute in the role I have to reduce the
environmental impacts of mining.
SA A D SD
8. I know where to find ideas, shared solutions, or benchmark data to
improve the company’s environmental results.
SA A D SD
9. The EET training was relevant and useful in demonstrating the
importance of environmental care to the company’s future.
SA A D SD
10. The EET training met my expectations. SA A D SD

159
Appendix F: Delayed Feedback Survey
Delayed Feedback Survey: 1 month delayed
Role (circle one): General Manager Environmental Manager Project Leader other
Dates:
Rate Items 1–5 using this scale:
Strongly Agree = SA, Agree =A, Disagree =D, Strongly Disagree = SD
1. The training provided increased my awareness of environmental issues
and mining’s environmental impacts.
SA A D SD
2. The Environmental Excellence Training (EET) was a good use of my
time.
SA A D SD
3. I have a better understanding of the company’s environmental impact
reduction goals.
SA A D SD
4. I have been able to effectively apply what I learned in the training to
share the company’s environmental vision with others.
SA A D SD
5. I have been able to effectively apply what I learned to improve
environmental outcomes.
SA A D SD
Rate Items 6–11 with the following scale, circling the rating that best describes your current
confidence in meeting the expectations of your current role:
1 = little confidence, 2 = some confidence, 3 = moderate confidence, 4 = strong confidence
6. Communicate the company’s environmental vision 1 2 3 4
7. Support the company in achieving our environmental goals 1 2 3 4
8. Demonstrate what I learned about environmental costs and the benefits of
reducing their impact
1 2 3 4
9. Effectively contribute to or lead environmental projects 1 2 3 4
10. Add one or more environmental-focused goals to my performance
commitments
1 2 3 4
11. Include environmental impacts as part of my personal and team
performance assessments
1 2 3 4

160
12. Reflecting on the EET, what was the most important thing that you learned?
13. What challenges have you faced in applying what you learned in the EET?
14. Please share an example of new behaviors or activities you think were influenced by the
EET.
15. Please list other areas of training that would be helpful in reducing the environmental
impacts of mining.

161
Appendix G: Example EEP Dashboard
Table G1 shows an example chart for evaluation of the EEP, 3 months after
implementation. The plan will begin with the end in mind, results, with the other three levels
indicating learning, reaction, and engagement. Figure G1 shows a sample chart of ratings.
Table G1
Example of Evaluation of Program Implementation Progress, 3 Months After Implementation
Action/result Target % Actual % Rating
Level 4: Leadership assessment of program results 90 79 B
Level 4: Workforce assessment of program results 90 68 C+
Level 3: Leadership assessment of learning 90 85 B
Level 3: Workforce assessment of learning 90 88 B+
Level 2: Leadership assessment of reaction 90 72 BLevel 2: Workforce assessment of reaction 90 68 C+
Level 1: Leadership assessment of engagement 90 78 B
Level 1: Workforce assessment of engagement 90 86 B+

162
Figure G1
Example Environmental Excellence Program Dashboard

163
Appendix H: Example DICE Dashboard and Change Management Risk Calculator
DICE aspect Score (1–4) DICE scoring criteria
Duration < 2 months = 1
2–6 months = 2,
6–9 months = 3
9+ months = 4
Team performance integrity strong = 1
good = 2
average = 3
weak = 4
Senior management commitment strong = 1
positive = 2
neutral = 3
reluctant = 4
Local commitment leading = 1
participating = 2
attending = 3
drifting = 4
Additional effort < 10% more = 1
10%–20% more = 2
20%–40% more = 3
40% + more = 4
DICE total score Add the five scores
DICE change acceptance zone Total score:
7–14 = win zone
15–17 = worry zone
17+ = woe zone

Abstract (if available)

Abstract For North American mines to have a sustainable future, innovative environmental solutions are required to reduce impacts to the environment. To deliver those solutions and reduce environmental impacts, organizations leaders must lead with that vision. In alignment with a vision for reducing environmental impacts, employees require knowledge, motivation, and organizational support (KMO) influences to effectively lead change and deliver those results. This study utilized a version of the Clark and Estes gap analysis framework to evaluate the KMO influences affecting managers’ and project leaders’ ability to reduce environmental impacts at a large international mining company. Findings in this study indicate that managers and project leaders possess high individual and group efficacy to deliver improved environmental outcomes. This efficacy is supported by the group’s knowledge of new technologies and their environmental impacts. These stakeholders are also highly motivated to meet the company’s environmental and project goals. This motivation is evidenced by the structure in place for annual goal setting and cascading of goals throughout the organization from a corporate environmental vision to detailed project deliverables. This cascading of goals translated to each level of the organization provides alignment with compensation impacts to motivate delivery on environmental goals. As a presentation of best practices, this study concludes with successful actions this company has taken that others could take to mitigate the environmental impacts of mining. The efficacy of these KMO practices is demonstrated by environmental results recognized in industry and government publications

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Asset Metadata

Creator Wilkes, Allen Todd (author)

Core Title Reducing the environmental impact of mining - a promising practice study

School Rossier School of Education

Degree Doctor of Education

Degree Program Organizational Change and Leadership (On Line)

Degree Conferral Date 2024-08

Publication Date 10/08/2024

Defense Date 10/06/2024

Publisher Los Angeles, California (original), University of Southern California (original), University of Southern California. Libraries (digital)

Tag environmental impact,expectancy theory,gold production,knowledge,Mining,motivation,motivational best practices,OAI-PMH Harvest,organizational best practices,organizational influences

Format theses (aat)

Language English

Contributor Electronically uploaded by the author (provenance)

Advisor Hirabayashi, Kim (committee chair), Canny, Eric (committee member), Krop, Cathy (committee member)

Creator Email allen.wilkes@futurestate.biz,atwilkes@usc.edu

Permanent Link (DOI) https://doi.org/10.25549/usctheses-oUC11399C88Z

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