ECONOMIC INDICATORS 
Economic Performance
103-1 Explanation of the material topic and its Boundary a. An explanation of why the topic is material.   Throughout uncertain economic times, the management of economic performance indicators has provided stability and security to IAMGOLD.
b. The Boundary for the material topic, which includes a description of:
i. where the impacts occur;
ii. the organization’s involvement with the impacts. For example, whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships.
Economic performance is caused by our operations and activities, along with those supporting these across our supply chain.
c. Any specific limitation regarding the topic Boundary. Disclosure of financial information is governed by our internal Disclosure Policy and Standard
103-2 The management approach and its components  a. An explanation of how the organization manages the topic.   A detailed explanation of how the organization manages our economic performance is outlined in the Annual Report 2017 (page 21).
b. A statement of the purpose of the management approach. The management of economic performance helps the organization maintain our strong liquidity and reduce our costs. Reduced expenses and improving productivity have helped cut costs by more than $175 M since 2013.
c. A description of the following, if the management approach includes that component:
i. Policies
ii. Commitments
iii. Goals and targets
iv. Responsibilities
v. Resources
vi. Grievance mechanisms
vii. Specific actions, such as processes, projects, programs and initiatives
Please see Annual Report 2017 (page 25).
103-3 Evaluation of the management approach For each material topic, the reporting organization shall report the following information:
a. An explanation of how the organization evaluates the management approach, including:
i. the mechanisms for evaluating the effectiveness of the management approach;
ii. the results of the evaluation of the management approach;
iii. any related adjustments to the management approach.
Please see Annual Report 2017 (page 25).


IAMGOLD's Internal Audit department is an appraisal function established to independently examine and evaluate systems, processes and activities of the Corporation as an assurance service to the Audit Committee of the Board. The department also provides risk management, controls assessment, investigations and other services to management.

KPMG LLP provides auditing services to IAMGOLD to ensure that our financial reporting is in accordance with IFRS and that we have proper internal controls in place over financial reporting.
201-1 Direct economic value generated and distributed DETAILS +
Disclosure Required Total Canada Suriname Burkina Faso
A. Direct Economic Value Generated:
Revenues (overall or by country in USD millions) 1,094.9 161.5 385.6 547.4
B. Economic Value Distributed (in USD millions)
Operating costs (e.g., property rental, licence fees, facilitation payments, royalties, payments for contract workers, training costs – overall or by country) (1,039.00) (152.70) (208.50) (476.80)
Employee wages and benefits (overall or by country) The consolidation system does not track employee wages and benefits. Value is embedded within operating costs.
Payments to providers of capital (equity shareholders, e.g., payments to providers of capital as dividends to all shareholders, plus interest payments made to providers of loans – overall or by country) (8.60)
Payments to governments (corporate, income, property, and mining taxes, royalties, VAT, etc.) – by country of operation (115.60) (4.60) (56.30) (42.90)
Community investments (overall or by country) (0.68) (0.58) (0.80) (4.10)
C. Economic Value Retained (A–B)
Where significant, report EVG&D separately at country, regional, or market levels, and the criteria used for defining significance (in USD millions) (68.98) 3.62 120 22.88
201-3 Defined benefit plan obligations and other retirement plans DETAILS +
Disclosure Required Rosebel Essakane Westwood Corporate Exploration
a. If the plan’s liabilities are met by the organization’s general resources, the estimated value of those liabilities Not applicable The retirement pension is managed by a national structure; the organization and the employee contribute monthly to this structure (CNSS). Not applicable Not applicable Not applicable
b. If a separate fund exists to pay the plan’s pension liabilities:
i. the extent to which the scheme’s liabilities are estimated to be covered by the assets that have been set aside to meet them;
ii. the basis on which that estimate has been arrived at;
iii. when that estimate was made
Not applicable
c If a fund set up to pay the plan’s pension liabilities is not fully covered, explain the strategy, if any, adopted by the employer to work towards full coverage, and the timescale, if any, by which the employer hopes to achieve full coverage Not applicable
d. Percentage of salary contributed by employee or employer 5% employee; optional 5% on top
5% employer

* The Surinamese government passed a law in 2014 obligating every company to provide a pension plan for their employees by transferring funds into a Pension Fund managed by the government. The employee contributes 2.25% (2018) of his/her base salary and the employer matches that. This percentage gets raised every year by the government and, as that happens, the percentage that goes to the Assuria savings plan gets lowered by the same amount (this is to prevent the employee from having a significant amount of his/her salary deducted for the public pension plan and the private pension plan).
In accordance with government legal provisions, retirement depends on the social security fund (National Social Security Fund – CNSS) at the rate of:
  • Employee share: 5.5% of the monthly salary
  • Employer share: 16%

Salaried Employees
Employee: 0% to 6%
Employer: 5% + 50% match of employee's contributions up to 3% (total max: 8%)

Unionized Employees
Employee: $500 to $1,000 per year for employer match (voluntary)
Employer: 4% + 50% match of employee's contributions ($250 to $500)

Employee: 0% to 6%
Employer: 5% + 50% match of employee's contributions up to 3% (total max: 8%)
Not applicable
e. Level of participation in retirement plans, such as participation in mandatory or voluntary schemes, regional, or country-based schemes, or those with financial impact WAP (state sponsored retirement plan) – 100%
Assuria savings plan – 92%
Not applicable Participation is mandatory (100%) Participation is mandatory (100%) Not applicable
201-4 Financial assistance received from government DETAILS +
Disclosure Required Rosebel Essakane Westwood Corporate
a. Total monetary value of financial assistance received by the organization from any government during the reporting period, including:
i. tax relief and tax credits;
ii. subsidies;
iii. investment grants, research & development grants, and other relevant types of grant;
iv. awards;
v. royalty holidays;
vi. financial assistance from Export Credit Agencies (ECAs);
vii. financial incentives;
viii. other financial benefits received or receivable from any government for any operation
Nil Nil 0.1 Nil
b. Total monetary value of financial assistance received by the organization from governments during the reporting period by country Nil Nil 0.1 Nil
c. Whether, and the extent to which, any government is present in the shareholding structure 5% government interest in Rosebel mine 10% government interest in Essakane mine Not applicable Not applicable
Market Presence
103-1 Explanation of the material topic and its Boundary a. An explanation of why the topic is material.   IAMGOLD has a large presence in the jurisdictions we operate in. IAMGOLD is one of the largest private employers in Burkina Faso and Suriname and has a significant economic impact in those jurisdictions.
b. The Boundary for the material topic, which includes a description of:
i. where the impacts occur;
ii. the organization’s involvement with the impacts. For example, whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships.
The boundary for this topic is limited to the jurisidictions of our mining operations.
c. Any specific limitation regarding the topic Boundary. Regional impacts of our operations are not accounted for.
103-2 The management approach and its components  a. An explanation of how the organization manages the topic.   All IAMGOLD operations conduct local hiring practices in compliance with relevant labour legislation and agreements signed with the government, where applicable.
b. A statement of the purpose of the management approach. We invest in our employees and strive to provide dynamic career paths with growth opportunities. Empowering people is an essential part of IAMGOLD’s mission and culture.
c. A description of the following, if the management approach includes that component:
i. Policies
ii. Commitments
iii. Goals and targets
iv. Responsibilities
v. Resources
vi. Grievance mechanisms
vii. Specific actions, such as processes, projects, programs and initiatives
Attracting, recruiting and selecting the right talent is of critical importance to the continued success of IAMGOLD Corporation and to support our culture of empowering people for extraordinary performance. The Talent Acquisition and Selection Standard sets out minimum standards to ensure that the best and most qualified talent is recruited for all available employment opportunities, and that the recruitment process is free from bias and discrimination.
103-3 Evaluation of the management approach For each material topic, the reporting organization shall report the following information:
a. An explanation of how the organization evaluates the management approach, including:
i. the mechanisms for evaluating the effectiveness of the management approach;
ii. the results of the evaluation of the management approach;
iii. any related adjustments to the management approach.
Please see Annual Report 2017 (page 25).


IAMGOLD's Internal Audit department is an appraisal function established to independently examine and evaluate systems, processes and activities of the Corporation as an assurance service to the Audit Committee of the Board. The department also provides risk management, controls assessment, investigations and other services to management.

IAMGOLD reviews our compensation structure on annual basis. No significant reviews were undertaken on our hiring practicies for 2017.
202-1 Ratios of standard entry level wage by gender compared to local minimum wage DETAILS +
Disclosure Required Rosebel Essakane Westwood Corporate Exploration
a. When a significant proportion of employees are compensated based on wages subject to minimum wage rules, report the relevant ratio of the entry level wage by gender at significant locations of operation to the minimum wage. Not applicable – all employees are being compensated higher than the minimum wage of 6.14 SRD per hour. Not applicable – all employees are being compensated higher than the minimum wage of 30,684 CFA per month. Not applicable – all employees are being compensated higher than the minimum wage of $12 CAD per hour. Not applicable – all employees are being compensated higher than the minimum wages in each province. Not applicable – all employees are being compensated higher than the minimum per jurisdiction.
b. When a significant proportion of other workers (excluding employees) performing the organization’s activities are compensated based on wages subject to minimum wage rules, describe the actions taken to determine whether these workers are paid above the minimum wage. Not applicable
c. Whether a local minimum wage is absent or variable at significant locations of operation, by gender. In circumstances in which different minimums can be used as a reference, report which minimum wage is being used. Not applicable
d. The definition used for ‘significant locations of operation’ Operating mine sites and corporate head office
202-2 Proportion of senior management hired from the local community DETAILS +
Disclosure Required Rosebel Essakane Westwood Corporate Exploration
Is there a global policy or common practices for granting preference to local residents when hiring in significant locations of operations? Adhere to local country legal requirements.
a. Percentage of senior management at significant locations of operation that are hired from the local community 41% 31% 100% 100% 33%
b. The definition used for ‘senior management’ Senior management is defined by job grades.
c. The organization’s geographical definition of ‘local’ Local is defined as from the country of operation.
d. The definition used for ‘significant locations of operation’ Operating mine sites and corporate head office
Indirect Economic Impacts
103-1 Explanation of the material topic and its Boundary a. An explanation of why the topic is material.   IAMGOLD recognizes that in the countries where we operate, our investments contribute significantly to the local, regional and national economies, which is particularly important in developing countries like Suriname or Burkina Faso.
b. The Boundary for the material topic, which includes a description of:
i. where the impacts occur;
ii. the organization’s involvement with the impacts. For example, whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships.
Indirect economic impacts occur up to the national level in countries where IAMGOLD operates, currently being Canada, Burkina Faso, and Suriname. The majority of tangible impacts occur in the latter two nations, as they are developing. IAMGOLD has provided direct contributions to indirect economic impacts in community development aspects such education and health, among others.
c. Any specific limitation regarding the topic Boundary. Regional impacts of our operations are not accounted for.
103-2 The management approach and its components  a. An explanation of how the organization manages the topic.   IAMGOLD manages indirect economic impacts by endorsing our Zero Harm commitment, which considers the health and well-being of the environment, individuals, and communities. All sites must demonstrate that the investment strategy is linked to both community and company objectives. Community investment strategies must include baseline information on health, education, and economic indicators; demonstration of a participatory approach to decision-making on community investment; identification of civil society, government, and community partners to help deliver community development objectives; and a project evaluation procedure and measured results.
b. A statement of the purpose of the management approach. The purpose of the management of indirect economic impacts is to ensure that our contributions support sustainable development within the communities where we operate
c. A description of the following, if the management approach includes that component:
i. Policies
ii. Commitments
iii. Goals and targets
iv. Responsibilities
v. Resources
vi. Grievance mechanisms
vii. Specific actions, such as processes, projects, programs and initiatives
According to IAMGOLD's Sustainability Standard, each site must prepare a Community Investment Strategy as part of their Environmental and Social Management System. The Investment Strategy will outline long-term goals for community investment, a breakdown of milestones required to achieve the envisioned end state, and annual plans and projects required to achieve said milestones.
103-3 Evaluation of the management approach For each material topic, the reporting organization shall report the following information:
a. An explanation of how the organization evaluates the management approach, including:
i. the mechanisms for evaluating the effectiveness of the management approach;
ii. the results of the evaluation of the management approach;
iii. any related adjustments to the management approach.
Please see Annual Report 2017 (page 25)


IAMGOLD's Internal Audit department is an appraisal function established to independently examine and evaluate systems, processes and activities of the Corporation as an assurance service to the Audit Committee of the Board. The department also provides risk management, controls assessment, investigations and other services to management.

The Community Investment Strategy will be validated by the site team on an annual basis and updated with the same frequency as the site's closure plan to ensure action plans remain relevant and appropriate for outlined goals. The achievement of target milestones is an indicator of the effectiveness of the program in place.
203-1 Infrastructure investments and services supported DETAILS +
Disclosure Required Rosebel Essakane Westwood
a. Extent of development of significant infrastructure investments and services supported
i. What was the extent of the development?" No significant investments were made in the reporting period in either infrastructure or services.

Eau et Croissance Economique Durable au Sahel (ECED/Sahel): Significant investment to increase critical sanitation and access to safe drinking water.

Plan Communal de Développement et Plan Régional de Développement (PCD/PRD): 4 community and 1 regional project. 27 projects financed.

No significant investments were made in the reporting period in either infrastructure or services.
ii. What was the cost? Not applicable

ECED/Sahel: 5 year project currently at Phase 1 (funding sought for Phase 2); $7 million total with $1 million from IAMGOLD.

PCD/PRD: 2,77 billion CFAF

Not applicable
iii. What was the duration? Not applicable

PCD/PRD: indeterminate period

ECED/Sahel: 5 years, currently in Phase 1

Not applicable
b. Current or expected impacts on communities and local economies, including positive and negative impacts where relevant Not applicable

1. Regional/community development plans: Construction of sustainable infrastructures; support to production, local economies, and good governance.

2. Water and sustainable economic growth in the Sahel region: Supply in potable water for 45 people and access to means of production and sanitation facilities; capacity building.

No
c. Whether these investments and services are commercial, in-kind, or pro bono engagements None of the services we supported were of significance and they were all in kind. Voluntary financial commitments (CSR) None of the services we supported were of significance and they were all in kind.
203-2 Significant indirect economic impacts DETAILS +
Disclosure Required Rosebel Essakane Westwood
a. Examples of significant identified indirect economic impacts of the organization, including positive and negative impacts (e.g., changes in productivity, economic development in areas of high poverty, addressing social/environmental conditions, enhanced skills and knowledge, number of jobs supported in supply chain) Through the Community Investment program, certain initiatives within education, health and capacity building contribute to the development of the communities of impact and beyond. In 2017, as the year before, the number of locals is approximately around 23%, which contributes to economic viability of these commuities. But also through local procurement opportunities, there has been sharing of environmental and safety concepts that locals use in everyday households. Increased agricultural and animal husbandry productivity due to support programs and shared improved seeding; increased access to potable water (54% in 2009 vs. 99% in 2017, INSUCO and DREP studies); local supplier capacity development; increased revenue due to financing and micro-credit programs; approximately 1,000 indirect jobs created by local suppliers; improved health thanks to the program against HIV/AIDS, tuberculosis, and malaria; ambulances donated for evacuations, etc. Information is unavailable in terms of number of jobs supported by supply chain partners.
b. Significance of the indirect economic impacts in the context of external benchmarks and stakeholder priorities, such as national and international standards, protocols, and policy agendas The investment with regards to Saramacca is the 2nd largest one in the country done by a company nation-wide and created labour opportunities for an average of 70 people throughout the reporting year. These impacts significantly contribute to the achievement of objectives: PNDES (National Economic and Social Development Program), national and international potable water access standards, health and education services, Burkina Faso’s Sustainable Development Objectives. Data is currently not being tracked.
Procurement Practices
103-1 Explanation of the material topic and its Boundary a. An explanation of why the topic is material.   This topic is material as the procurement of certain goods and services is essential to processes within IAMGOLD operations. It also has a large impact for communities we operate in.
b. The Boundary for the material topic, which includes a description of:
i. where the impacts occur;
ii. the organization’s involvement with the impacts. For example, whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships.
Procurement occurs at all levels of IAMGOLD operations, from production at sites to activities within corporate. The impacts of procurement occur both directly from the corporation as well as through our business relationships.
c. Any specific limitation regarding the topic Boundary. Formalized local procurement and business development programs are being developed at sites in an effort to maximize the shared economic benefits of company-wide local procurement practices. Our company-wide policy on the purchase of goods and services encourages mine sites to give priority to local suppliers, provided they are competitive. “Competitive” refers to the total cost, delivery, and quality of the good or service. Where two suppliers are considered equal, the local supplier should prevail.
103-2 The management approach and its components  a. An explanation of how the organization manages the topic.   Formalized local procurement and business development programs are being developed at sites in an effort to maximize the shared economic benefits of company-wide local procurement practices. Our company-wide policy on the purchase of goods and services encourages mine sites to give priority to local suppliers, provided they are competitive. “Competitive” refers to the total cost, delivery, and quality of the good or service. Where two suppliers are considered equal, the local supplier should prevail.
b. A statement of the purpose of the management approach. IAMGOLD is committed to providing opportunities for communities associated with our operations and to sharing in the benefits which flow from our activities. The purpose of this management system is to fulfill said commitment.
c. A description of the following, if the management approach includes that component:
i. Policies
ii. Commitments
iii. Goals and targets
iv. Responsibilities
v. Resources
vi. Grievance mechanisms
vii. Specific actions, such as processes, projects, programs and initiatives
Section 7.2 of the Code of Business Conduct and Ethics
103-3 Evaluation of the management approach For each material topic, the reporting organization shall report the following information:
a. An explanation of how the organization evaluates the management approach, including:
i. the mechanisms for evaluating the effectiveness of the management approach;
ii. the results of the evaluation of the management approach;
iii. any related adjustments to the management approach.
Audits and verification of the effectiveness of management of this topic are conducted on a site-level basis. No significant changes were made in 2017.
204-1 Proportion of spending on local suppliers DETAILS +
Disclosure Required Rosebel Essakane Westwood
a. Percentage of the procurement budget used for significant locations of operation that is spent on suppliers local to that operation (such as percentage of products and services purchased locally) Total amount of $4,861,014 USD was spent on local suppliers during the reporting year. In 2017, purchases in Burkina Faso: 110 billion CFAF, i.e. $200 million, including purchases in the Sahel region: 3.2 billion CFAF, i.e. approx. $6 million. Most significant purchases in Burkina Faso: Fuel and lubrication (46%), machinery and equipment rental (16%), explosives and blasting material (13%). 70%
i. Percentage of total procurement spent on local suppliers (community/local vendors) The percentage of all national spendings that went to local suppliers is about 3.5%. Purchases in Burkina Faso: 110 billion CFAF, and purchases in the Sahel region: 3.2 billion CFAF, or 3% vs Burkina Faso. 70%
ii. Percentage of total procurement spent on national vendors (i.e., vendors based in Ouaga or Paramaribo) The total amount spent on national suppliers is $144,475,233 USD. Purchases in Burkina Faso: 113,547 billion CFAF. 98%
b. The organization’s geographical definition of ‘local’ Any individual or entity based in the district of the operation – Brokopondo – or has direct traceable, historical or cultural linkage with the district. Local refers to purchases made in Burkina Faso (World Bank), and purchases made in the Sahel region (the mine’s host region) specifically recorded. Abitibi-Témiscamingue = local
i. Where are the “local” suppliers located? What regions/villages/towns? They are situated in the district of operation primarily from 6 out of the 7 Communities of Interest: Klaaskreek, Nieuw Lombe, Marshallkreek, Nieuw Koffiekamp, Brownsweg, Balingsoela. Throughout Burkina Faso, mainly in Ouagadougou. For the Sahel region, they are mostly from the towns and villages of Essakane site, Falagountou, Gorom-Gorom, Dori, Seytenga, Djibo, Yalgho. Rouyn-Noranda, Val-d'Or, Amos, La Sarre
c. The definition used for ‘significant locations of operation’ Any project operated by IAMGOLD situated in the district with a district-wide impact on the economical and social structure. A local supplier is a supplier that is registered nationally, with a majority of national employees, and with a point of service in Burkina Faso. Westwood mine
Anti-corruption
103-1 Explanation of the material topic and its Boundary a. An explanation of why the topic is material.   As a corporation with global operations, it is increasingly important to ensure a comprehensive program is in place which considers a broad scope of environments, communities, and individuals and protects them from the adverse effects of corruptive behaviour.
b. The Boundary for the material topic, which includes a description of:
i. where the impacts occur;
ii. the organization’s involvement with the impacts. For example, whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships.
IAMGOLD ensures all directors, employees, contractors and representatives of the Company adhere to IAMGOLD's Anti-Bribery and Anti-Corruption Standard and Policy.
c. Any specific limitation regarding the topic Boundary. Limited to IAMGOLD's and our suppliers’ activities.
103-2 The management approach and its components  a. An explanation of how the organization manages the topic.   IAMGOLD manages anti-corruption by ensuring all directors, employees, contractors, and representatives of the company worldwide operate in alignment with the Code of Business Conduct and Ethics. Furthermore, the corporation requires all of the aforementioned stakeholders to report violations of said Code.
b. A statement of the purpose of the management approach. IAMGOLD is committed to mitigating corruption in every level of company activity. As outlined in our Business Conduct and Ethics Standard, the corporation aims to eradicate instances of discrimination, harassment, substance abuse, employment inequality, violations of privacy, conflicts of interest and theft, while encouraging protection of the environment, safe working conditions, fair competition, and professional relationships.
c. A description of the following, if the management approach includes that component:
i. Policies
ii. Commitments
iii. Goals and targets
iv. Responsibilities
v. Resources
vi. Grievance mechanisms
vii. Specific actions, such as processes, projects, programs and initiatives
See Code of Business Conduct and Ethics.
103-3 Evaluation of the management approach For each material topic, the reporting organization shall report the following information:
a. An explanation of how the organization evaluates the management approach, including:
i. the mechanisms for evaluating the effectiveness of the management approach;
ii. the results of the evaluation of the management approach;
iii. any related adjustments to the management approach.
Audits and verification of the effectiveness of management of this topic are conducted on a site-level basis. No significant changes were made in 2017.
205-1 Operations assessed for risks related to corruption DETAILS +
Disclosure Required Rosebel Essakane Westwood Corporate Exploration
a. Total number and percentage of operations assessed for risks related to corruption. IAMGOLD assesses risk related to corruption for all business units.
b. Significant risks related to corruption identified through the risk assessment. There are no signficant risks related to corruption identified through the risk assessment.
205-2 Communication and training about anti-corruption policies and procedures DETAILS +
Disclosure Required Rosebel Essakane Westwood Corporate Exploration
a. Total number and percentage of governance body members that the organization’s anti-corruption policies and procedures have been communicated to, broken down by region. Not tracked Not tracked Not tracked 13 (100%) Not tracked
b. Total number and percentage of employees that the organization’s anti-corruption policies and procedures have been communicated to, broken down by employee category and region. Management: 47 (100%)
Non-management: 448 (40%)
Management: 42 (100%)
Non-management: 257 (11%)
Management: 14 (100%)
Non-management: 195 (28%)
Management: 62 (100%)
Non-management: 85 (100%)
Management: 15 (100%)
Non-management: 117 (58%)
c. Total number and percentage of business partners that the organization’s anti-corruption policies and procedures have been communicated to, broken down by type of business partner and region. Describe if the organization’s anti-corruption policies and procedures have been communicated to any other persons or organizations. Code of conduct is read and signed by all contractors. Not tracked Not tracked Code of conduct is read and signed by all contractors. Not tracked
d. Total number and percentage of governance body members that have received training on anti-corruption, broken down by region. Not tracked Not tracked Not tracked 13 (100%) Not tracked
e. Total number and percentage of employees that have received training on anti-corruption, broken down by employee category and region. Management: 47 (100%)
Non-management: 448 (40%)
Management: 42 (100%)
Non-management: 257 (11%)
Management: 14 (100%)
Non-management: 195 (28%)
Management: 62 (100%)
Non-management: 85 (100%)
Management: 15 (100%)
Non-management: 117 (58%)