LABOUR AND DECENT WORK INDICATORS (LA)
Management Approach

IAMGOLD has a performance-based culture that facilitates personal growth, teamwork, continuous improvement and innovation. We work hard to create an environment that empowers employees to be their best. IAMGOLD reviews policies and protocols on a regular basis, to ensure appropriateness and that monitoring and follow-up take place as required. All employees are required to comply with the Compliance and Governance Framework and renew their commitment to our Code of Business Conduct and Ethics on an annual basis.

ASPECT: EMPLOYMENT
Disclosure of Management Approach The Corporate Human Resources department manages the process for new employee hires in support of the business strategy. New employees are covered by the policies and practices outlined in the Employee Handbook.
G4-LA1 Total number and rates of new employee hires and employee turnover by age group, gender and region DETAILS +
Disclosure Required 2016 Rosebel 2016 Essakane 2016 Westwood 2016 Corporate 2016 Exploration
a. Employee turnover

Total number of employees leaving employment during the reporting period, broken down by the following age groups:
i. Under 30 years old (A) 19 22 13 14 5
ii. 30–50 years old (B) 58 66 22 22 7
iii. Over 50 years old (C) 30 21 19 3 4
iv. Total number of employees leaving employment (= A+B+C) 107 109 54 39 16
Total number and rate of employees leaving employment during the reporting period, broken down by gender
i. Male employees leaving employment 101 (94.4%) 99 (90.8%) 47 (87%) 22 (56.4%) 12 (75%)
ii. Female employees leaving employment 6 (5.6%) 10 (9.2%) 7 (13%) 17 (43.6%) 4 (25%)
Total number and rate of employees leaving employment during the reporting period, broken down by region 107 (29 from Brokopondo) 109 54 Total: 39

Toronto: 21
(53.8%)
Longueuil: 18
(46.2%)
Total: 16

South America: 8 (50%)
Canada: 4 (25%)
West Africa: 4 (25%)
b. New employee hires

Total number and rate of new employee hires during the reporting period, broken down by the following age groups:
i. Under 30 years old (A) 5 59 43 5 8
ii. 30–50 years old (B) 5 86 50 24 4
iii. Over 50 years old (C) 2 10 9 3 3
iv. Total number of new employee hires
(= A+B+C)
12 155 102 32 15
Total number and rate of new employee hires during the reporting period, broken down by gender
i. Male employees starting employment 6 (50%) 138 (89%) 86 (84.3%) 17 (53.1%) 10 (66.7%)
ii. Female employees starting employment 6 (50%) 17 (11%) 16 (15.7%) 15 (46.9%) 5 (33.3%)
Total number and rate of new employee hires during the reporting period, broken down by region 12 (none from local region) 155 102 Total: 32

Toronto: 14
(43.7%)
Longueuil: 18
(56.3%)
15
ASPECT: LABOUR/MANAGEMENT RELATIONS
Disclosure of Management Approach All IAMGOLD operations follow the local labour codes and ensure compliance with national legislation, where applicable. Working conditions and other negotiated benefits are also outlined in collective agreements.
G4-LA4 Minimum notice period(s) regarding operational changes, including whether these are specified in collective agreements DETAILS +
2016 Rosebel 2016 Essakane 2016 Westwood 2016 Corporate 2016 Exploration
2–3 weeks 4 weeks 2 weeks N/A Depends on the local legislation, the type of change, etc. Minimum one month.
MM4 Number of strikes and lock-outs exceeding one week's duration, by country DETAILS +
2016 Rosebel 2016 Essakane 2016 Westwood 2016 Corporate 2016 Exploration
None None None None None
ASPECT: OCCUPATIONAL HEALTH AND SAFETY
Disclosure of Management Approach

The Health and Safety Program takes a risk-based approach, guided by our vision of Zero Harm. All of our material health and safety (H&S) risks are documented in risk registers for each of our sites and various departmental functions. These risk registers are used to make the overall risk register with ownership by the Chief Operating Officer (COO). Once risks are identified, prevention and mitigation controls are put in place to manage these risks if they cannot first be eliminated. Audits and inspections are performed to ensure the maintenance and performance of these controls.

These risks are considered to be material as they can have serious consequences to our stakeholders, both internally (IMG employees and contractors) and externally (host communities, governments, shareholders), if not managed effectively.

Compliance with company-wide H&S objectives is measured against a set of key performance indicators (KPIs), including both lagging and leading indicators, that are reviewed with the general managers and the COO on a monthly basis in order to apply lessons learned and continuously improve. The leading indicators provide insight into how to achieve our objectives, and the lagging indicators show where our systems have failed and where we can improve.

When a negative event or a near miss occurs, the significant incident system is triggered. Identified personnel are notified as per the appropriate company procedure, and investigations are performed based on the severity of the event. Details about the event and lessons learned are shared with all sites and functions to avoid reoccurrence of the event.

In 2015, we reviewed our H&S vision, which states that “IAMGOLD will lead the mining industry in providing a secure, healthy and injury-free work environment. Our people are empowered and committed to embracing Zero Harm every day.” Following this, we reviewed and updated our H&S Policy and our H&S Strategic Priorities, and also implemented an H&S management framework to help us achieve our five Strategic Priorities, which are:

  1. Leadership: Develop our leaders with capabilities in – and a strong understanding of – health and safety risk management that supports a positive safety culture through visible leadership.
  2. People and Culture: Clearly define health, safety and operational expectations and competencies that promote behaviours consistent with good decision-making through a heightened sense of hazard and risk awareness.
  3. Risk Management: Develop and integrate risk capabilities across the organization to assess and responsibly manage our risks to ultimately reduce the exposure of our people to health and safety hazards.
  4. Performance: Develop and implement performance management approaches to monitor progress to plans, learn from our successes and failures, continually improve and build confidence in our systems, plans and programs.
  5. Process: Develop and implement well-designed and safe systems of work that promote the use of procedures and standard work instructions that are well understood and consistently applied.

The H&S function is decentralized to the sites and functions. Corporate H&S manages our global H&S Performance, but each site is responsible for managing its local H&S Performance in accordance with IMG’s Standards and Procedures. Financial resources are allocated at the corporate level to support the sites, and H&S professionals are situated at each of our sites.

The following specific actions support the achievement of our objectives:

  • H&S Performance monthly report and statistics (leading and lagging indicators): a systematic performance reporting process used by every site at IMG
  • Significant Incident Report (SIR) Procedure and reporting, which include sharing of lessons learned
  • Mind Body Achievement (MBA) Program: a behaviour-based program to reduce, report and eliminate at-risk situations and conditions and to encourage and improve safety leadership among workers
  • IAMTRAVELLING: a safe travel initiative to inform and protect our business travellers and expatriates travelling abroad
  • TSM: the Mining Association of Canada’s (MAC) Towards Sustainable Mining (TSM) program, which monitors health and safety initiatives, as well as crisis management and emergency response plans
  • OHSAS 18001: two sites out of three are OHSAS certified
  • Enterprise Risk Management: an initiative to identify and manage our internal H&S risks
  • Employee Assistance Program (EAP): an HR-managed initiative which provides professional health and well-being support to IMG employees and their families, such as psychological, nutritional and financial guidance

The following programs are in place to monitor the effectiveness of our management approach:

  • Internal auditing system: general planned inspections, work cards (Carte de travail and Carte MBA) to assess at-risk conditions and behaviours and risk-control audit led by Corporate
  • External auditing system: ISO 14001 and OHSAS 18001
  • Benchmarking with the Mining Safety Roundtable (MSRT) and the Association paritaire pour la santé et la sécurité du travail du secteur minier (APSM). IAMGOLD benchmarks its open pit sites (Essakane and Rosebel) against the Association paritaire pour la santé et la securité du travail du secteur minier (APSM) in Quebec, and its underground mine (Westwood) against the Mine Safety Roundtable (MSRT) in Ontario.
  • Stakeholder feedback
G4-LA5 Percentage of total workforce represented in formal joint management–worker health and safety committees that help monitor and advise on occupational health and safety programs DETAILS +
Disclosure Required 2016 Rosebel 2016 Essakane 2016 Westwood
Are there any formal health and safety committees that help monitor and advise on occupational safety programs at the facility level or higher with joint management–worker representation? If yes, describe. Formal department-level Health & Safety (H&S) committees within mine operations and Mine Technical Services departments with joint representation of management and workers. They help monitor and advise on H&S programs within their respective departments. Yes, the CSSE (Comité santé, sécurité, et environnement) Yes, Comité de santé et sécurité (H&S Committee). Monthly H&S meetings are performed with all employees and H&S concerns and issues are also addressed through another joint committee.
Percentage of the total workforce represented in formal joint management–worker health and safety committees Between 50% and 75% Over 75% 50%
Level(s) at which the committee(s) typically operate(s) (e.g., at the facility level and/or at multi-facility, region, group or company levels) Facility level (the JHSC operates only at the RGM mine site) Multi-facility level (the CSSE operates mainly at the mine site, but a smaller sub-committee is in place for Ouagadougou) Facility level
G4-LA6 Types of injury and rates of injury, occupational diseases, lost days and absenteeism, and total number of work-related fatalities, by region and by gender DETAILS +
Disclosure Required 2016 Rosebel 2016 Essakane 2016 Westwood 2016 Corporate 2016 Exploration
a. Rates for total workforce
Total workforce 1,671 (including department supervised contractors) 3,104 (including contractors and consultants) 958 (including contractors) 158 377
Types of injuries First aid, medical aid, restricted work injury (RWI) and lost time injury (LTI) First aid, medical aid, restricted work injury (RWI) and lost time injury (LTI) and fatality First aid, medical aid, restricted work injury (RWI) and lost time injury (LTI) Lost time injury (LTI) First aid, medical aid, restricted work injury (RWI) and lost time injury (LTI)
Injury rate (IR)

(IR rate = the frequency of injuries relative to the total time worked by the total workforce in the reporting period)
Total Recordable Incident Frequency Rate (TRIFR): 0.74 (based on 200,000 work hours)

Data not being tracked by gender
Total Recordable Incident Frequency Rate (TRIFR): 0.56 (based on 200,000 work hours)

Data not being tracked by gender
Total Recordable Incident Frequency Rate (TRIFR): 7.92 (based on 200,000 work hours)

Data not being tracked by gender
Total Recordable Incident Frequency Rate (TRIFR): 0.83 (based on 200,000 work hours)

Data not being tracked by gender
Total Recordable Incident Frequency Rate (TRIFR): 0.76 (based on 200,000 work hours)

Data not being tracked by gender
Occupational disease rate (ODR)

(ODR = the frequency of occupational diseases relative to the total time worked by the total workforce in the reporting period)
Data not being tracked Data not being tracked Data not being tracked Data not being tracked Data not being tracked
Lost day rate (LDR)

(Days Away, Restricted or Transferred Frequency Rate (DART FR)) = the impact of occupational accidents and diseases as reflected in time off work by the affected workers; it is expressed by comparing the total lost days to the total number of hours scheduled to be worked by the workforce in the reporting period)
Days Away, Restricted or Transferred Frequency Rate (DART FR) = 0.44 (based on 200,000 work hours)

Data not being tracked by gender
Days Away, Restricted or Transferred Frequency Rate (DART FR) = 0.22 (based on 200,000 work hours)

Data not being tracked by gender
Days Away, Restricted or Transferred Frequency Rate (DART FR) = 0.60 (based on 200,000 work hours)

Data not being tracked by gender
Days Away, Restricted or Transferred Frequency Rate (DART FR) = 0.83 (based on 200,000 work hours)

Data not being tracked by gender
Days Away, Restricted or Transferred Frequency Rate (DART FR) = 0.57 (based on 200,000 work hours)

Data not being tracked by gender
Absentee rate (AR)

(Absentee Rate (AR) = total absent days ÷ total days scheduled to be worked for the period)
4.10% Data not being tracked N/A N/A N/A
Total number of work-related fatalities None 1 (a contractor sustained fatal injuries while riding a bus that was part of a convoy to ferry a large number of employees back to the capital city after their work rotation) None None None
b. Rates for contractors
What is the total number of independent contractors working on site? 329 892 286
c. The system of rules applied in recording and reporting accident statistics OSHA OSHA APSM/OHSAS OSHA OSHA
G4-LA7 Workers with high incidence or high risk of diseases related to their occupation DETAILS +
Disclosure Required 2016 Rosebel 2016 Essakane 2016 Westwood
Are there workers involved in occupational activities who have a high incidence or high risk of specific diseases? Yes Yes Yes
If yes, please provide a brief description of the activities and risks involved. Operation and maintenance of mining and milling operations risks: exposure to silica, arsenic, cyanide, heat stress, vibration, noise Exposure to silica, arsenic in ore and concentrates, welding fumes, lead in metallurgical lab Exposure (mainly underground and in maintenance areas) to: silica (silicosis), diesel particulate (cancer), noise (hearing loss), heat stress, welding fumes containing heavy metals (cancer), vibration (Raynaud's disease), chemicals (cyanide, lead)
G4-LA8 Health and safety topics covered in formal agreements with trade unions DETAILS +
Disclosure Required 2016 Rosebel 2016 Essakane 2016 Westwood
Do formal agreements (either local or global) with trade unions cover health and safety? Yes Yes Yes
If yes, report the extent to which the following health and safety topics are covered by local and global agreements signed by the organization.
i. Personal protective equipment Yes – Local Yes – Local Yes – Local
ii. Joint management–worker health and safety committees Yes – Local No – Part of labour code Yes – Local
iii. Participation of worker representatives in health and safety inspections, audits and accident investigations Yes – Local No – Part of labour code Yes – Local
iv. Training and education Yes – Local No – Part of labour code Yes – Local
v. Complaints mechanism Yes – Local and global (Whistleblower Policy) Yes – Local Yes – Local and global (Whistleblower Policy)
vi. Right to refuse unsafe work Yes – Local Yes – Local Yes – Local
vii. Periodic inspections Yes – Local Yes – Local Yes – Local
viii. Compliance with the ILO Yes – Local Yes – Local Yes – Local and global
ix. Arrangements or structures for resolving problems Yes – Local and global (industrial hygiene) Yes – Local Yes – Local and global
ix. Commitments regarding target performance standards or level of practice to apply Yes – Local and global Yes – Local Yes – Local
ASPECT: TRAINING AND EDUCATION
Disclosure of Management Approach

IAMGOLD provides on-the-job training and support for career development through action learning, special projects, job rotation, professional memberships and conferences. We are committed to providing the necessary support, education and training to ensure effective performance and maintenance of necessary professional licences and designations among all employees.

Annual performance evaluations are managed through our Performance Management Process, which includes objective setting as well as mid-year and year-end reviews. Employees and their managers jointly determine individual performance objectives that support achieving business priorities.

G4-LA9 Average hours of training per year per employee, by gender and by employee category DETAILS +
Disclosure Required 2016 Rosebel 2016 Essakane 2016 Westwood 2016 Corporate 2016 Exploration
Average hours of training that employees have undertaken during the reporting period, by gender 74

Not tracked by gender
Male: 0.35
Female: 0.04
Staff
Male Female
Technical 3.98 3.17
Management 5.18 4.65
General 3.33 1.55
Health and Safety 4.75 3.53
Hourly
Male Female
Technical 5.29 3.06
Management
General 1.32
Health and Safety 3.49 3.45
Contractors
Male Female
Technical 4.00 2.67
Management 0.93
General 2.60
Health and Safety 1.14 1.60
Data not being tracked Male: 2,233.5
Female: 664.5
Average hours of training that employees have undertaken during the reporting period, by employee category Not tracked Employees: 0.4
Others (contractors, visitors, hourly): 0.46
Staff Hourly Contractors
Technical 3.80 5.27 3.97
Management 5.11 1.32 0.93
General 2.26 2.06
Health and Safety 4.57 3.49 1.15
Data not being tracked Professionals: 2,984
Technical: 1,015
Admin: 678
G4-LA10 Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings DETAILS +
Disclosure Required 2016 Rosebel 2016 Essakane 2016 Westwood 2016 Corporate 2016 Exploration
Do employee training or assistance programs to upgrade skills provide any of the following?
i. Internal training courses Yes, the Company provides a range of Safety, Technical, Leadership and Operational Training. The Mine Operations, Mine Maintenance and Mill departments have a training department and provides specialized training to enhance the skills of the employees. A technical skills development program is available for all technical field employees. For management, there is the Succession Development Plan (PDR), the Development Program for Managerial Skills of Managers (PDHMC), the Leadership Development Program for Supervisors (PDLS) and Lean Six Sigma (LSS) program for all employees. Employees have access to company programs such as the Supervisor Leadership Development Program, Tool Box, Coaching in Supervision, Workshop Rosebel and FMTM. Yes Yes (mainly HSS)
ii. Funding support for external training or education Yes, IAMGOLD provides funding if external training is directly connected to current position and necessary for the professional development of the employee. Funding for external training is subject to the discretion of managers and based on an employee's individual development plan, the department's needs and human resource needs analysis. Funding is provided for the following training and education: Green Belt, Mine Backfill – Design & Operational Integration, AMQ annual convention, English classes, industrial hygiene courses, management coaching. Yes Yes
iii. The provision of sabbatical periods with guaranteed return to employment Sabbatical is granted under exceptional circumstances (no specific periods defined). No No No No (except in exceptional circumstances)
Do transition assistance programs to support employees who are retiring or who have been terminated provide any of the following:
i. Pre-retirement planning for intended retiree No No Yes Yes No
ii. Retraining for those intending to continue working No No No Yes No
iii. Severance pay Yes Yes, there is a special retirement allowance. Yes, for union employees Yes Yes
iv. If severance pay is provided, does it take into account employee age and years of service? Yes Yes, it takes into account years of service. Yes, it takes into account years of service. Yes Yes
v. Job placement services No No Yes – Consulting services Yes No
vi. Assistance (e.g., training, counselling) on transitioning to a non-working life No No Yes – Consulting services Yes No
G4-LA11 Percentage of employees receiving regular performance and career development reviews, by gender and by employee category DETAILS +
Disclosure Required 2016 Rosebel 2016 Essakane 2016 Westwood 2016 Corporate 2016 Exploration
Percentage of total employees by gender who received a regular performance and career development review during the reporting period Female: 16%
Male: 84%
Male: 100%
Female: 100%
Male: 100%
Female: 100%
Male: 100%
Female: 100%
Male: 100%
Female: 100%
Percentage of total employees by employee category who received a regular performance and career development review during the reporting period 42%
Monthly employees only (no performance appraisal for hourly employees)
100%
Data not being tracked by employee category
100%
Data not being tracked by employee category
100%
Data not being tracked by employee category
FL, SL, Professional, Technician, Administrative: 100%
ASPECT: DIVERSITY AND EQUAL OPPORTUNITY
Disclosure of Management Approach

IAMGOLD’s Code of Business Conduct and Ethics embodies our commitment to respect the right of all employees to fair treatment, equal opportunity and a working environment free from discrimination or harassment of any sort. Our internal diversity policy codifies the importance of a diverse workforce where the rights and differences among our employees are maintained and respected. At IAMGOLD, each employee is responsible for maintaining a work environment that is free from discrimination and harassment. The organization reinforces practices surrounding talent attraction, retention, development and engagement that facilitate equitable employment opportunities based on ability and experience. The policy also provides specific guidelines that outlines the organization's commitment to increasing diversity of our leadership management team and the Board of Directors. As part of IAMGOLD's commitment to diversity and equal opportunity, we regularly measure and monitor the effectiveness of our efforts to create and promote a fair hiring process and a diverse workforce. Annually, all employees are required to complete an online training module on the Code of Business Conduct.

G4-LA12 Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity DETAILS +
Disclosure Required 2016 Rosebel 2016 Essakane 2016 Westwood 2016 Corporate 2016 Exploration
Provide the percentage of individuals within the organization’s governance bodies in the categories below.
a. Gender Executive Team + Board of Directors + Audit and Finance Committee
i. Male N/A (represented by governance bodies at the corporate level) 22
Percentage: 91.66%
N/A (represented by governance bodies at the corporate level) 13 (81.3%) N/A
ii. Female N/A (represented by governance bodies at the corporate level) 2
Percentage: 8.33%
N/A (represented by governance bodies at the corporate level) 3 (18.8%) N/A
b. Age group Executive Team only
i. Under 30 years old N/A (represented by governance bodies at the corporate level) N/A N/A (represented by governance bodies at the corporate level) 0 N/A
ii. 30–50 years old N/A (represented by governance bodies at the corporate level) 19
Percentage: 79.16%
N/A (represented by governance bodies at the corporate level) 1 (17%) N/A
iii. Over 50 years old N/A (represented by governance bodies at the corporate level) 5
20.83%
N/A (represented by governance bodies at the corporate level) 5 (83%) N/A
c. Minority groups N/A (represented by governance bodies at the corporate level) N/A N/A (represented by governance bodies at the corporate level) N/A N/A
ASPECT: LABOUR PRACTICES GRIEVANCE MECHANISMS
Disclosure of Management Approach

IAMGOLD conducts its business based on the principles of transparency, fairness, honesty, integrity and respect, and strives to ensure that any employee, contractor, representative or member of the public can report perceived misconduct without the risk of retaliation. These values are reflected in the IAMGOLD Whistleblower Policy and Code of Business Conduct and Ethics.

G4-LA16 Number of grievances about labour practices filed, addressed and resolved through formal grievance mechanisms DETAILS +
Disclosure Required 2016 Rosebel 2016 Essakane 2016 Westwood 2016 Corporate 2016 Exploration
a. Total number of grievances about labour practices that were filed during the reporting period through formal grievance mechanisms 4 5 7 N/A 0
b. For the identified grievances, please provide the following information:
How many were addressed? 4 5 7 N/A N/A
How many were resolved? 4 5 6 N/A N/A
c. Number of grievances about labour practices filed prior to the reporting period that were resolved during the reporting period N/A N/A N/A N/A N/A