|2015 TARGETS||AT A GLANCE||2015 STATUS|
|10% reduction from 2014 in Total Recordable Incident (TRI) rate* (target of 1.42)||Despite significant year over year improvements, we missed our reduction target with a 2015 TRI rate of 1.56.|
|10% reduction of the average value from 2013 and 2014 in the rate of incidents resulting in Days Away, Restricted or Transferred Duty (DART)** (target of 0.69)||
With a 2015 DART rate of 0.68, we beat our target (0.69) by 1%.
We consider this year’s rate to be a significant accomplishment, representing a 79.76% reduction since 2006.
|Launch our partnership with Department of Foreign Affairs, Trade and Development (DFATD), the Government of Burkina Faso and Canadian company Cowater to provide clean drinking water to over 100,000 people in the Sahel||Extensive work was done in 2015 to further define design parameters and finalize plans for Eau et Croissance Économique Durable au Sahel, a four-year development project in Burkina Faso that responds to increased water scarcity in the northern Sahel region. Due to the federal election held in Canada in October of 2015, the official project launch was postponed to early 2016. In February 2016, a highly successful launch ceremony was held in Burkina Faso, hosted by project partners IAMGOLD, Cowater International and the Government of Canada.|
|Pilot the Beyond Zero Harm Framework in Burkina Faso||The Beyond Zero Harm (BZH) Framework is a participatory process for the measurement of community well-being. IAMGOLD led the development of this Framework with a working group that comprised mining companies, NGOs and academics.|
|Implement IAMGOLD’s Social Performance Standards||Across all our operations, IAMGOLD strives to ensure alignment between investments and material community and business issues. This promotes community investments that are locally and culturally relevant, have exit strategies and, where possible, align with local/regional development planning and social closure planning. At both of our international sites, we have evaluated ongoing and new projects against this new criteria and prioritized projects accordingly. Key gaps we are looking to close include working towards aligning mid-term community investment plans with social closure plans at our two international operations, as well as improving the tracking and reporting on changes in community well-being.|
|Advance Local Procurement practices across our operations||Both Essakane and Rosebel made significant progress on establishing strong dialogue with local suppliers, adjusting internal procurement procedures, facilitating greater market access and finding appropriate partners to build capacity throughout the local supply chain. Work to formalize local procurement programs across operations continued.|
|Achieve a minimum Towards Sustainable Mining (TSM)*** Level A for all TSM indicators||In 2015, our three operating mines, Westwood, Essakane and Rosebel, met or exceeded a Level A ranking in their results across all of the six protocols of TSM: Aboriginal and community outreach, crisis management, safety and health, tailings management, biodiversity conservation management, and energy and greenhouse gas emissions management.|
|Maximize identified opportunities to reduce energy use and improve efficiency (each operation to achieve site-specific targets on energy intensity)||In 2013, we developed and implemented a company-wide standard on energy and greenhouse gas emissions management. In 2014, we completed construction of the five-megawatt solar project at our Rosebel Mine, an investment in renewable energy. Other, even larger, solar initiatives are under study.|
|Define site-specific performance indicators for water use reduction||We have mature water quality management and water recycling systems built into our operations wherever possible. In 2014, we implemented a global Water Management Standard that includes requirements for water use reduction strategies.|
|Complete environmental assessments for Côté Gold Project in northern Ontario||Through the environmental assessment process for the Côté Gold Project, IAMGOLD has initiated proactive and ongoing consultation and engagement with local stakeholders to serve as the foundation for strong relationships going forward. This work continued throughout 2015 and, as a result, in early 2016, the federal Minister of Environment and Climate Change determined that the Project would not result in significant adverse environmental effects. We anticipate completing the environmental assessment at the provincial level in 2016.|
* The TRI (Total Recordable Incident) rate reflects injuries and illnesses resulting in DART plus all medical cases excluding first aid.
** DART (Days Away, Restricted or Transferred Duty) reflects injuries and illnesses resulting in days away, restricted duty or job transfer.
*** TSM (Towards Sustainable Mining) refers to a set of mandatory protocols for responsible mining developed by the Mining Association of Canada (MAC) for its membership. As members of MAC, we adhere to the TSM protocols and standards.
|10% reduction from 2015 in Total Recordable Incident (TRI)** rate (target of 1.28)|
|10% reduction of the average value from 2014 and 2015 in the rate of incidents resulting in Days Away, Restricted or Transferred Duty (DART)* (target of 0.62)|
|Launch our partnership with Department of Foreign Affairs, Trade and Development (DFATD), the Government of Burkina Faso and Canadian company Cowater|
|Advance Local Procurement practices across our operations|
|Achieve a minimum Towards Sustainable Mining (TSM)*** Level A for all TSM indicators|
|Maximize identified opportunities to reduce energy use and improve efficiency|
|Advance mine reclamation and closure planning at our operations and legacy sites|
|Complete environmental assessments for the Côté Gold Project in northern Ontario|
|Coordinate global conference for IAMGOLD’s global Health, Safety, and Sustainability team and further define company-wide priorities and associated action plans|