INDEX DESCRIPTION

In accordance with the GRI Reporting Guidelines, numerous non-indicator standard disclosures are required for sustainability reporting, which are categorized under the following four topics:

  1. Strategy & Analysis
  2. Organizational Profile
  3. Reporting Parameters
  4. Governance, Commitments & Engagement
1. Strategy & Analysis
Profile Disclosure Required: Disclosure
1.1 Statement from the most senior decision-maker of the organization “President’s Message”
1.2 Description of key impacts, risks and opportunities

At IAMGOLD, we recognize environmental, social and safety issues as key business risks as well as opportunities. We manage these risks and opportunities closely through our HSS Management Framework, which has evolved over the past years with the introduction of more sophisticated systems, tools and standards as well as added rigour to the management of human rights and security.

Our ultimate goal is Zero Harm. To achieve this, it is our responsibility to make sure that our operations’ impacts are minimal and that we aim to restore the land to its natural state. We are constantly in active remediation, and to date we have restored over 440 ha of land in our mine sites.

For more information, please visit the following links:

2. Organizational Profile
Profile Disclosure Required: Disclosure
2.1 Name of the organization IAMGOLD Corporation
2.2 Primary brands, products and/or services “Inside Front Cover Page” – 2012 HSS Report
2.3 Operational structure of the organization, including main divisions, operating companies, subsidiaries and joint ventures Where are we:
  1. Corporate Offices:
    • Toronto, Ontario and Longueuil, Quebec
  2. Exploration Offices:
    • Peru, Columbia, Suriname, Brazil, Quebec (Rouyn-Noranda), Mali, Senegal, Burkina Faso
  3. Gold Mines:
    • Quebec (Rouyn-Noranda), Suriname, Burkina Faso
  4. Non-Gold Mines:
    • Quebec (Chicoutimi)
  5. Projects:
    • Côté Gold (Gogama, Ontario)
  6. Joint Ventures:
    • Mali (x2)
2.4 Location of organization headquarters Toronto, Ontario, Canada
2.5 Number of countries where organization operates, and names of countries that are either host to major operations or that are specifically relevant to the sustainability issues covered in the report “Inside Front Cover Page” – 2012 HSS Report
2.6 Nature of ownership and legal form IAMGOLD FORM 40-F FILED ON EDGAR; AIF FILED ON SEDAR

“The Company was incorporated under the Canada Business Corporations Act with the name “IAMGOLD International African Mining Gold Corporation” by articles of incorporation effective March 27, 1990. By articles of amendment effective June 23, 1995, the outstanding common shares of the Company ("Common Shares") were consolidated on a one-for-4.45 basis. By articles of amendment effective July 19, 1995, the authorized capital of the Company was increased by the creation of an unlimited number of first preference shares (“First Preference Shares”), issuable in series, and an unlimited number of second preference shares (“Second Preference Shares”), issuable in series, and the “private company” restrictions were deleted. By articles of amendment effective June 27, 1997, the name of the Company was changed to “IAMGOLD Corporation”. By articles of amalgamation effective April 11, 2000, the Company amalgamated with its then wholly-owned subsidiary, 3740781 Canada Ltd. (formerly 635931 Alberta Ltd.). By articles of amalgamation effective January 1, 2004, the Company amalgamated with its then wholly-owned subsidiary, Repadre Capital Corporation (“Repadre”). Effective March 22, 2006, the Company completed a business combination transaction with Gallery Gold Limited (“Gallery Gold”) and effective November 8, 2006, the Company acquired Cambior Inc. (“Cambior”) by amalgamating a wholly-owned subsidiary, IAMGOLD Quebec Management Inc. (“IMG-QC”), with Cambior pursuant to the terms of a court sanctioned arrangement (“Cambior Arrangement”). By articles of amalgamation effective January 1, 2011, the Company amalgamated with its then wholly-owned subsidiary, IAMGOLD Burkina Faso (“IMG-BF”). By articles of amalgamation effective March 1, 2011, the Company amalgamated with its then wholly-owned subsidiary, IMG-QC.

The registered and principal office of the Company is located at 401 Bay Street, Suite 3200, PO Box 153, Toronto, Ontario, Canada M5H 2Y4. The Company’s telephone number is (416) 360 4710 and its website address is www.iamgold.com.”

2.7 Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries) “Inside Front Cover Page” – 2012 HSS Report
2.8 Scale of the reporting organization “Economic Footprint” AND “About This Report” Sections – 2012 HSS Report
2.9 Significant changes during the reporting period regarding size, structure or ownership “About This Report” Section – 2012 HSS Report
2.10 Awards received in the reporting period “Awards” Section – HSS Website
3. Report Parameters
Profile Disclosure Required: Disclosure
3.1 Reporting period (e.g., fiscal/calendar year) for information provided 2014 Calendar Year
3.2 Date of most recent previous report, if any 2013 HSS Report (for 2013 Calendar Year)
3.3 Reporting cycle (annual, biennial, etc.) Annual
3.4 Contact point for questions regarding the report or its contents Benjamin Little, SVP, Corporate Affairs, HSS and People : 416-360-4710, info@iamgold.com.
3.5 Process for defining report content

IAMGOLD has presented information in this report that the Company regards as material to its operations and stakeholders. Material issues are those considered to be consistent with the IAMGOLD Statement of Safety, Sustainability and Social Values, its Health and Safety Policy and its Sustainability Policy. They also take into account the issues raised by our stakeholders.

At both the corporate and site level, IAMGOLD continually assesses what issues are material to its stakeholders. Included in this group are IAMGOLD employees, communities, governments and other impacted or interested parties.

Our management systems, including our risk management process, identify aspects that present a material risk to an operation or the Company. These are prioritized to prevent accidents, impacts on the environment, and incidents that may involve communities or other stakeholders.

The sustainability department within each IAMGOLD site undertakes its own materiality process in both formal and informal ways, but primarily through discussion with stakeholders, and continuous updating of risk registers, stakeholder maps, grievance registers and other consultation documents. Similar exercises are conducted at the corporate office and include strategic planning reviews of stakeholder comments to determine material issues on immediate, 5-year and 10-year bases.

3.6 Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers) “Inside Front Cover Page” AND “About This Report” Sections – 2012 HSS Report
3.7 Limitations on the scope or boundary of the report “About This Report” Section – 2012 HSS Report
3.8 Basis for reporting on joint venture “About This Report” Section – 2012 HSS Report
3.9 Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the indicators and other information in the report Unless otherwise indicated, the measurement and calculation of data in this report follows the GRI model.
3.10 Explanation of effects of any re-statements There are no re-statements from the previous 2012 report.
3.11 Significant changes in scope, boundary or measurement from previous reports “About This Report” Section – 2012 HSS Report
3.12 GRI Index This is the GRI Index
3.13 Policy and practice pertaining to external assurance This report is not externally assured.
4. Governance, Commitments and Engagements
Profile Disclosure Required: Disclosure
4.1 Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight The objective of the Health and Safety and Sustainability Committee (the “Committee”) of the Board of Directors (the “Board”) is to assist the Board in fulfilling its responsibilities in respect of health, safety, environment and community (“HSS”) matters at all projects and properties of IAMGOLD
4.2 Indicate whether the Chair of the highest governance body is also an executive officer Chair is not an executive officer.
4.3 For organizations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members Only non-independent Board member is the CEO. All members of the Board Audit Committee are independent.
4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body Audit Committee recommendations to Board of Directors
4.5 Linkage between compensation for members of the highest governance body, senior managers, and executives
Executive Compensation:

Executive compensation includes the following four components, all designed to align the interests of the executive officers with those of shareholders in the long-term creation and protection of shareholder value: base salary, short-term incentive plan (STIP), long-term incentive plan (LTIP) and executive share management.

Performance on health, safety and sustainability is valued through the STIP (i.e. bonus), with 15% of the Operating function performance criteria linked to health, safety and sustainability.

4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided The company has adopted a Code of Business Conduct and Ethics that, among other things, prohibits conflicts of interest. Employees and other service providers must abide by the code and annually acknowledge their adherence to it (further info can be taken from the “Conflict of Interest, Entertainment and Gifts” document.
4.7 Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization’s strategy on economic, environmental and social topics

Each year, the Board appoints the members of the Committee and its Chair. The Committee consists of at least three members, all of whom are independent directors. The Nominating and Corporate Governance Committee of the Board of Directors has been mandated with the task of nominating for directorship those candidates whose competencies, skills and experiences will best serve the successful implementation of the Company’s business strategy.

4.8 Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental and social performance and the status of their implementation “HSS Policies” and “Relevant Policies” Sections of the HSS Website
4.9 Procedures of the highest governance body for overseeing the organization’s identification and management of economic, environmental and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles

The Board of Directors is the highest level of oversight in any publicly traded company. To ensure that Health, Safety and Sustainability (HSS) is given full attention at the important level of management, an HSS subcommittee was created. The objective of the HSS Committee of the Board of Directors is to assist the Board in fulfilling its responsibilities with respect to health, safety, environmental and community matters at all projects and properties of the IAMGOLD Corporation.

The mandate of the Committee is to oversee the development and implementation of policies and best practices of the Company relating to HSS matters and compliance with applicable laws and regulations in different jurisdictions around the world.

In order to meet the objective of operating at a best practice level and meeting all legal requirements, the Committee reports and, where considered appropriate, makes recommendations to the Board with respect to the following:

  1. Reviews HSS policies;
  2. Reviews HSS compliance systems, plans or programs;
  3. Reviews and monitors HSS performance of the Company;
  4. Reviews reports from management on HSS matters of the Company;
  5. Reviews the HSS audit results and action plans;
  6. Reviews benchmarking reports of the Company’s HSS policies, systems and performance against industry best practices and performance;
  7. Assesses the effectiveness of the HSS programs;
  8. Where the Company holds a joint venture interest in a property operated by a partner, periodically reviews pertinent HSS policies and the performance of the operator; and
  9. Reviews such other related matters and issues which may be determined, from time to time, by the Board or submitted to the Committee’s attention by management.

The role, responsibility, authority and power of the Committee also includes, but is not limited to:

  1. Demonstrating their commitment to the Health, Safety and Sustainability policies and assisting the Board in their commitment;
  2. Retaining, at the expense of the Company, an independent advisor, and setting and approving the terms and conditions of any such retainer, as it deems appropriate, without seeking approval of the Board or management;
  3. Performing an annual evaluation of the performance of the Committee, the results of which shall be submitted to the Board for review;
  4. Previewing and assessing annually the adequacy of this mandate and recommending any proposed changes to the Board for approval.

4.10 Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental and social performance Executives are evaluated on three performance criteria: Corporate, Operating, and Functional, which are weighted according to their respected areas of focus. Performance on HSS is valued through the STIP (i.e., bonus), with 15% of the Operating function performance criteria linked to HSS.
4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organization

Our approach to emergency response is a precautionary approach. Since over-responding to an issue is infinitely better than under-responding, the IAMGOLD policy is to encourage site personnel to invoke emergency response measures when needed.

Crisis Management Plans (CMPs) have been readied throughout the organization to define roles and provide guidelines for the successful and professional management of crises affecting IAMGOLD, its employees and their families, contractors and communities.

4.12 Externally developed economic, environmental and social charters, principles or other initiatives to which the organization subscribes or endorses “Industry Participation” – HSS Website
4.13 Memberships in associations (such as industry associations) and/or national/international advocacy organizations “Industry Participation” – HSS Website
4.14 List of stakeholder groups engaged by the organization IAMGOLD has thousands of stakeholders. At our projects and operations, our priority stakeholders include, but are not limited to, our employees, our host communities, civil society organizations and both local and national governments. At the corporate level, we share many of the same types of stakeholders, but we also interact regularly with shareholders and our own Board of Directors.
4.15 Basis for identification and selection of stakeholders with whom to engage We encourage our sites to take an inclusive approach to stakeholder identification, and to cast as wide a net as possible to avoid missing anyone. The identification process is an ongoing exercise in which stakeholders are directly involved. We also encourage our sites to pay extra attention to vulnerable groups that may be excluded from traditional forms of engagement. Each year we engage with thousands of local, regional and national level stakeholders in the countries where we operate, the majority of which are in our host communities. In 2012, we held over 300 unique stakeholder meetings, including town halls, consultation committees, focus groups, women’s groups and individual discussions.
4.16 Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group

Our engagement approach is unique to every site. The frequency and intensity of our meetings depend on the local, regional and national stakeholder context. While each site has the flexibility to design their own engagement program, guidance is provided at various levels, which includes:

  1. The Sustainability Policy;
  2. The Sustainability Framework;
  3. The Community Relations Handbook;
  4. The Community Relations Audit Tool.

Overall, our engagement is guided by principles of honesty, transparency and the construction of meaningful relationships. Engagement is done on both an ad hoc and systematic basis. We respond to incoming questions from communities, civil society, investment firms and others, but we also have management systems that set out ongoing engagement schedules, track meetings and measure the general satisfaction of our engagement. We meet with stakeholders in formal settings, like the Annual General Meeting, community open houses or in scheduled meetings with community consultation committees. We also take advantage of less formal opportunities such as individual consultations and community “walk abouts”, which also give stakeholders the opportunity to voice any concerns or interest they may have in the Company.

4.17 Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting "Defining Report Content through Stakeholder Engagement – Key Issues of 2012" Section – 2012 HSS Report