Empowering People le, Ext xtraordin inary Performance l TSX: IMG - PowerPoint PPT Presentation

A Story of Transformation ROSEBEL GOLD MINES SURESH KA KALATHIL , , GENERAL MANAGER Empowering People le, Ext xtraordin inary Performance l TSX: IMG l NYSE: IAG l

Gold price 2013-2015: closure of Rosebel mine expected in 2018 Rosebel @ $1,100/oz Gold price three year low 3.5 operating years remaining as of Jan 1, 2016 – closure expected by 2019 1500 Significant mine staff reductions would be required in each operating year Gold down Rosebel @ $1,000/oz +30% 1300 2.5 operating years remaining as of Jan 1, 2016 – closure expected by 2018 Significant mine staff reductions would be required in each operating year 1100 The economic basis of the mine was simply not sustainable at these prices 900 Mar-13 Sep-13 Mar-14 Sep-14 Mar-15 Sep-15 Our response: Focus on cash returns, operational optimization, cost control and productivity increase to improving cash returns, costs evaluation for entire value chain, reduce operational risks, reduced investment 2 8 5

Rosebel Road Map 2019 - Saramacca = Benchmark for Industry 2017 - LOM > 15 years - Ensure long term future - Convert maximum amount of RGM - AISC < Gold price Resources to Reserves - Sustainable Cost control 2015 - >400koz annual - Resilience throughout cycle production - Stopped the Bleed - >$400 million NPV LOM - Create Reputation of - AISC = Gold - Keep our word – deliver delivery what is being promised - Move from short term - IAMGOLD’s Flagship survival mode to a longer, - Strong Governance mine 2013 6 year LOM - Engaged workforce - Employer of choice - Workforce rationalization - AISC > Gold - Positive Labor relations - Pit designs - LOM > $ 1,600/oz - Improved competency - Negative NPV LOM - Cost optimization - Negative CF - Working capital - Not delivering on management process guidance - Low empowerment - Poor labor relations - OWC > $75 million 3

Foundation of Rosebel Strategy Improving Operating Business Objectives efficiency and reducing unit Operating cost Achieving excellence through Operations & Improvement initiatives through optimization of key value drivers Life of Mine (LOM) Cost Optimization Zero Harm (HSE) Improvement Productivity Cash Flow Plan Zero Harm (HSE) Productivity Improvement Cost Optimization Life of Mine Foundation Elements: Continuous improvement Cash Flow People Process Systems Equipment Technology 6

Economic Value for Rep. of Suriname: 2004 – 2017  Cumulative Cashflows Rosebel Total Operating Cashflow approaching $2,000 million 2,000 1,824  1,673 Total Capital Investment in 1,750 Operating Cash Flow Suriname >$1,000 million 1,539 1,481 1,500 Capital Investment in Suriname 1,335  Contributions to Government Contributions to GoS 1,207 of Suriname approaching 1,250 1,141 $1,000 million Dividends to IMG 975 975 1,000 970  Dividends to IAMGOLD: 746 878 750 $504 million 492 514 500 361 504 485 348 211 250 141 231 263 112 188 (2) 19 - pre 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 - 2004 (250) 5

Local Content  Suriname Suppliers vs Non-Suriname Suppliers Continued focus to maximize local 2005-2017 purchasing 200  Total spent in 2017: 180 160 $260.6 million 140  Suriname Suppliers: $/Millions 120 $144.5 million ~ 55% 100  Non-Suriname Suppliers: 80 60 $116.1 million ~ 45% 40 20  Local expenditures are including 0 power costs 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Suriname Suppliers Non-Suriname Suppliers  Power costs 2017: $29 Million (PPA1 and PPA2) Business with over 350 Suriname Suppliers 6

Accomplishments since 2013  Reduce like-for-like AISC from > $1,500 to < $950/oz  Create foundation for long-term Rosebel future  Debottlenecking of the plant to improve hard rock throughput  Productivity improvements through Business Excellence  Improved cost structure  Workforce rationalization  Fundamental improvement in Labor relations  No strikes, Reduced absenteeism, Share successes through Performance based pay  Strict Capital Management  Increase Reserves by 80% and extend LOM till 2028  300% increase in NPV LOM since 2014 Issuance of Saramacca Concession – and Brokolonko Concession   Empowerment and talent development; Strong focus on Surinamese workforce 7

ROSEBEL’s 2017 Highlights • 80% increase in Reserves resulting from improved cost structure extending Mine Life to 2028. • Highest % of Hard and Transition rock on record (83%, of the total ore feed in 2017) • Lowest $ t/ mined in five years • Lowest G&A costs in five years • Lowest Sustaining Capital spent since 2010 Results in: • AISC well below $ 950/oz, first time in five years 8

2018 Production and Cost Guidance Full Year Guidance 1 Essakane (000s oz.) 3 80 80 – 395 95 Rosebel (000s oz.) 295 295 – 310 310 Westwood (000s oz.) 1 2 5 – 13 5 800 – 840 Total owner-operated production (000s oz.) Joint ventures (000s oz.) 50 50 – 60 60 850 – 900 Total attributable production (000s oz.) Cost of sales 2 ($/oz.) $765 – $815 Total cash costs 3,4 – owner-operator ($/oz.) $750 – $800 Total cash costs 3,5 ($/oz.) $750 – $800 All-in sustaining costs 3,4 – owner-operator ($/oz.) $990 $990 – $1 $1,070 All-in sustaining costs 3,5 ($/oz.) $990 $990 – $1 $1,070 Notes: 1. Guidance for 2018 is based on the following assumptions: Average gold price per ounce of $1,250; Average crude oil price per barrel of $54; U.S. dollar value of the Euro of $1.18; and Canadian dollar value of the U.S. dollar of $1.26. 2. Cost of sales, excluding depreciation, is on an attributable ounce sold basis (excluding the non-controlling interest of 10% at Essakane and 5% at Rosebel) and does not include the Joint Ventures which are accounted for on an equity basis. 3. Non-GAAP measure. 4. Consists of Rosebel, Essakane, Westwood on an attributable basis. 5. Consists of Rosebel, Essakane, Westwood, and the Sadiola joint venture on an attributable basis. 9

RGM Supply Chain Department - Vision and Mission statement Vision ion & Mission ion State teme ment nt: To To be be : Zer Zero harm, harm, highly highly co compe mpetent tent and and moti motivated ted de depar partme tment, nt, contin continuously uously inno innovating ting to to deliv deliver er right right produc pr oducts ts and and ser servic vices es at at right right time time of of ri right ght quality quality and and at at right pric right price in in a mann manner er tha that ref eflects lects our our princi principles ples of of transpar ansparenc ency, fairness rness, honesty nesty, integrity rity and and respect spect. 10

Key Objectives - 2018 • Review & Audit critical controls • Review & Audit JHAs, Maintenance schedules and plans, operating practices (internal & external stake holders) • Zero tolerance to unsafe acts and behaviors – consequence management Zero Harm • Assign Accountability & Disciplines across – RACI Matrix with zero tolerance to deviations • Automated, Digitalized and simplified (interconnected and intelligent) processes Improve • Reduce repetitiveness and eliminate waste from the processes (improve cycle times) Efficiency & • Effective & prompt communication – Clear line of communication (internal & external stake holders) Service Levels • New projects / opportunities for cost savings and production improvement initiatives • Market Intelligence, Industry best practices and benchmarking with global standards • Good procurement practice with due regard to sustainability, ethical purchasing standards and whole life costing Cost • Stake holders participation in cost optimization projects for RGM Optimization • Maximize written agreements and contracts • Maximize system driven agreements (blanket agreements) • Vendor Management (Pre-screening, KPIs and TCO based agreements, Periodic Reviews of performance, Documented evaluations and awards) Strong • Transparency in process through documents and audit trails Governance 11

CATEGORY MANAGEMENT - 2018 FOCAL POINTS Value in USD (m) 200.00 m • All Major spends under long term Agreements 180.00 m 172.40 m • Measurable KPIs to be included in contracts 160.00 m • contractor’s Periodic monitoring of 140.00 m performances including but not limited to HSE 120.00 m • Month end reports from all key suppliers 100.00 m and contractors • Cost saving and other efficiency related 80.00 m projects from all major contractors 58.36 m • Annual procurement plans for major 60.00 m recurring services for mills and mine 40.00 m maintenance • Revised and improved standard terms and 20.00 m conditions in Purchase orders and 0.00 m agreements Spend under contract Spend outside contract • Blanket agreements in Oracle system (ad-hoc buying) 12