GRI Index

For the period from January 1 - December 31st, 2016



GENERAL STANDARD DISCLOSURES
Standard Disclosure Standard Disclosure Title Comment

STRATEGY AND ANALYSIS

G4-1 CEO Statement See the 2016 Material Issues Report for the CEO statement.
G4-2 Risks and Impacts See Yamana's Management Information Circular the Annual Report and the Annual Information Form.

ORGANIZATIONAL PROFILE

G4-3 Name of the organization Yamana Gold Inc. 
G4-4 Primary brands, products, and services Gold, Silver, Copper
G4-5 Location of the organization’s headquarters Toronto, Ontario, Canada
G4-6 Number/name of countries where the organization operates Canada, Mexico, Brazil, Chile, Argentina
G4-7 Nature of ownership and legal form Yamana Gold Inc. is a publicly-traded corporation listed on the Toronto Stock Exchange and the New York Stock Exchange under the symbols YRI and AUY, respectively.
G4-8 Markets served  Based in Canada, we are a gold producer engaged in gold mining and related activities including exploration, extraction, processing and reclamation. We have significant precious metal properties and land positions throughout the Americas including in Argentina, Brazil, Chile, Mexico, and Canada.

Our Principal Product is gold, with its sale accounting for the majority of revenues. Yamana sells its precious metals into the worldwide commodities market at the spot price, and does not rely solely on one purchaser. We began producing gold-copper concentrate in 2007 at the Chapada mine, which significantly adds to the revenues and cash flows generated from our production. Yamana has contracts with a number of smelters, refineries and copper-trading companies to sell its gold-copper concentrate. 
G4-9 Scale of the organization Total number of Employees: 6553
Total number of Operations: 6 producing mines and 1 development project
Net Revenues in 2016: $ 1.78 million
Gold production in 2016: 1.27 million ounces
G4-10 Total Employees Full Time Permanent Employees:
Male: 5988
Female: 565
TOTAL: 6553

Supervisor level:
Male: 710
Female: 70
TOTAL: 780
General Employees:
M: 5278
F: 495
TOTAL: 5773

By region and gender:
Argentina: Male: 1096- 94% Female: 72- 6% TOTAL: 1168
Brazil: Male: 3000- 89% Female: 367- 11% TOTAL: 3367
Canada: Male: 88- 59% Female: 60- 41% TOTAL: 148
Chile: Male: 1814- 96% Female: 66- 4% TOTAL: 1880
% of Contract Workers: 52%
Seasonal Variations: N/A
G4-11  Percentage of total employees covered by collective bargaining agreements 81%
G4-12 Supply chain description Yamana has a global supply chain with a host of local, regional, national and international suppliers. Countries our suppliers are from include: Argentina, Brazil and Chile.
See table below:
Country Amount (USD)
Argentina 108,881,848
Brazil 620,890,964
Chile 233,533,286
Total 963,306,098
G4-13 Reporting changes from previous year On September 23, 2016, Yamana completed the sale of the Mercedes mine in Sonora, Mexico to Premier Gold Mines Limited.

On December 23, 2016, Brio Gold Inc., previously a subsidiary of Yamana became a standalone public company . Yamana holds approximately 85% of the issued and outstanding Brio shares. Mines under Brio Gold are Pilar, Fazenda Brasileiro, Riacho dos Machados and Santa Luz.

For more information, see our Annual Report.
G4-14 Precautionary approach / principle Mining can create significant environmental impacts, particularly if not managed adequately. For this reason, Yamana uses a precautionary approach in environmental and operational planning. We apply a hierarchy of environmental control/management when making decisions, with a constant aim to avoid, control, mitigate or offset any impacts and all issues.
G4-15 External charters, principles or initiatives All Yamana operations maintain external certification of:
- ISO 14001
- OHSAS 18000
- International Cyanide Management Code Standards
The company also uses the following guidelines in a non-required capacity:
- The IFC Performance Standards on social and environmental sustainability
- The Voluntary Principles on Security and Human Rights
G4-16 Memberships At an organization level, we are members of the following organizations:
• The Canadian Chamber of Commerce
• Ontario Mining Association
• Quebec Mining Association (l’Association minière du Québec )
• International Cyanide Management Code (ICMC)
• Prospectors and Developers Association of Canada (PDAC)
• World Gold Council
This list does not include professional associations such as the Canadian Bar Association or the Chartered Institute of Management Accountants, etc. 

IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES

G4-17 Overview of company entities a. See Yamana's Annual Report.
b. Canadian Malarctic is not covered by the report. See http://www.canadianmalartic.com/ for the company’s sustainability report.
G4-18 Approach and principles for defining report content Stakeholder inclusiveness: This report aims to provide content that is material to Yamana and all of its' stakeholders, while also recognizing that some groups of stakeholders will utilize the report more frequently and more thoroughly. When identifying and defining who our stakeholders are, we strongly believe that it is in our best interest to take a view that is as broad and holistic as possible. From the corporate level to the operations, we define stakeholders not only as those who are impacted by (or have an impact on) our company, but also those who have a general or specific interest in the company.

Materiality: The 2016 Material Issues Report covers the issues that are most significant to Yamana, and our stakeholders. These issues cover sustainbility aspects, including our economic, environmental and social performance. The information presented provides our stakeholders with clear information that allows for our performance to be analyzed.

Sustainability Context: The Report and this GRI index features Yamana's specific performance across a wide range of concepts. In some instances, the performance speaks for itself, but using our professional judgment, we have made efforts to contextualize the data where possible.

Completeness: We feel that the information contained in the Report and the GRI index provides a very complete overview of the company's sustainability performance. We have not had the report externally assured, but we continue to review the value of external assurance on a year-by-year basis.
G4-19 Material aspects identified  The 2016 Material Issues Report looks at the following material aspects, which were identified as the 'most material' to Yamana and its' stakeholders, with regards to issues of Health, Safety and Sustainability:
-Governance
-Health & Safety
-Community Relations/Social License
-Water
-Waste/Tailings Management
-Climate Change
G4-20 Aspect Boundary within the organization See G4-18 
G4-21 Aspect Boundary outside the organization See G4-18 

STAKEHOLDER ENGAGEMENT

G4-24 List of stakeholder groups engaged by the organization With multiple operations across four operating countries, the list of stakeholders that Yamana engages is far too large to list in terms of specifics. The following is an overview of the types of stakeholder groups we engage with on a regular basis:
- Employees and employee families
- Indigenous communities and traditional leaders
- Local citizens (as individuals, through multiple different engagement venues)
- Local municipalities and leaders
- Local citizens groups
- Civil society groups (NGOs)
- Religious and faith-based organizations
- Municipal, Regional and National authorities and planners
- Host governments
- Industry associations
- Academia
- Suppliers and contractors
- Investors and investment research organizations 
G4-25 Basis for identification and selection of stakeholders We take an inclusive approach to identifying stakeholders at Yamana. From the corporate level to operations, we define stakeholders not only as those who are impacted by (or have an impact on) our company, but also those who have a general or specific interest in the company. While each operation maintains a unique, culturally-specific approach to stakeholder engagement, we ensure that an appropriate and inclusive stakeholder mapping process is always at the foundation of an engagement strategy.
G4-26 Organization’s approach to stakeholder engagement Each operation maintains a unique approach to stakeholder engagement. The effort is to engage all stakeholders who are impacted by, or interested in our operations. Our engagement is guided by internal policies and standards around community and stakeholder engagement, specifically, our Social Responsibility Policy and our Standard for Communication with Stakeholders.

At the core of our approach to engagement is our belief that transparent, honest and meaningful dialogue with communities is central to establishing and maintaining a social license to operate. We also maintain both formal and informal active grievance mechanisms to ensure that there are multiple channels of dialogue available to communities and external stakeholders to express their concerns.
G4-27 Key topics and concerns raised through stakeholder engagement The key topics and concerns for our operations vary by operation and by country. The most common issues as they relate to feedback through stakeholder engagement processes are as follows:
- Jobs
- Contracts and local procurement
- Concerns around dust and/or vibration (very location specific)
- General environmental concerns (e.g. impacts on water quality or quantity)

REPORT PROFILE

G4-28 Reporting period 2016 year
G4-29 Most recent report 2015
G4-30 Reporting cycle Annual
G4-31 Contact point Aaron Steeghs, Director, Health, Safety & Sustainable Development (Aaron.Steeghs@yamana.com)
G4-32 In accordance option This report has been completed in accordance with the GRI G4 Guidelines - Comprehensive.
G4-33 External assurance This report is not externally assured. 

GOVERNANCE

G4-34 Governance structure  Our board and its committees are highly engaged, and committed to strong stewardship and our long-term success. For a current statement of Corporate Governance Practices, please refer to the most current Yamana Management Informational Circular on Sedar (www.sedar.com).

Committees responsible for decision-making on economic, environmental and social impacts are:
1) Audit Committee
2) Compensation Committee
3) Corporate Governance and Nominating Committee
4) Sustainability Committee
G4-35 Process for delegating authority There are issue-specific mechanisms for communication, but generally speaking, operations (General Managers) report to Country Managers, Regional SVPs and/or functional SVPs at the corporate office (e.g. SVP Health, Safety & Sustainable Development), depending on the issue. 
G4-36 Executive-level position(s) with responsibility for sustainability Appointed Executive-Level Positions:
Peter Marrone - Chairman and Chief Executive Officer
Daniel Racine - Executive Vice President and Chief Operating Officer
Darcy Marud - Executive Vice President, Enterprise Strategy
Greg McKnight - Executive Vice President, Business Development
G4-37 Process for consultation between stakeholders and the highest governance body For a current statement of Corporate Governance Practices, please refer to the most current Yamana Management Informational Circular on Sedar (www.sedar.com).
G4-38 Composition of the highest governance body  Yamana's Board of Directors is comprised of 11 Directors who possess diverse and complementary skillsets that are well suited to provide strategic oversight to the company. 9 of the directors are independent.
For more information, see Yamana's Management Information Circular.
G4-39 Board Chair as executive officer Our Chairman is Peter Marrone, who founded Yamana Gold in 2003 and also serves as CEO. A lead director is in place given that the roles of Chairman and Chief Executive Officer are combined, and we believe that the combined position does not detract from the effective functioning of the board. Our position is unique because our Chairman and CEO is also the founder of the company. The board believes that the passion, drive and leadership brought to bear by our founder have been instrumental in Yamana's success to date.
G4-40 Nomination and selection processes for the highest governance body and its committees See Yamana's Management Information Circular.
G4-41 Managing conflicts of interest The board takes steps to ensure that our directors, executives and employees use sound judgment and understand: our code of conduct, the rules of reporting conflicts of interest, and the need to receive direction from the Lead Director and the Chairman and Chief Executive Officer (CEO) about any potential conflicts of interest.
G4-42 Development, approval, and updating of the organization’s purpose, strategies, policies, etc. Our HSEC team, led by a Senior Vice President of Health, Safety and Sustainable Development (SVP HSSD), helps implement policy and strategy, as well as promoting dialogue on any mission/vision. The team collaborates with its operations to develop standards and procedures; though any new developments or modifications go through consultations across the General Managers of operations, regional directors, the senior executive team, and ultimately the Board of Directors. The SVP HSSD reports directly to the CEO, who reports directly to the Board of Directors. The Sustainability Committee of the Board of Directors contributes to additional in-depth insight into the management of HSEC matters.
G4-43 Highest governance body’s sustainability knowledge The highest governing body within the organization is the Board of Directors. The Board maintains a sustainability sub-committee, which meets every time the board meets, and is designed specifically to review issues from the corporate office to the field. Yamana's Senior Vice-President of Health, Safety and Sustainable Development is responsible for the communication from the management team to the Board of Directors, as well as advancing their knowledge on these issues.

The Sustainability Committee of the Board of Directors contributes to additional in-depth insight into the management of HSEC matters, which include: policies review, compliance issues and incidents, which ensures that the company continues to maintain its responsibilities and carries out actions to resolve such issues, while maintaining compliance.
G4-44 Evaluation of the highest governance body’s performance on sustainability Our governance practices meet the Canadian and United States requirements that apply to us, and best practices in general. We monitor governance developments to make sure our practices continue to be current and appropriate and support our high standards of governance and stewardship.
The board conducts a formal assessment of board and committee effectiveness, and the contribution of individual directors. The board also assesses the performance of the CEO and other named executives
G4-45 Highest governance body’s role in the identification and management of economic, environmental and social impacts, risks, and opportunities The Sustainability Committee of the Board of Directors assists the board in overseeing sustainability, environmental, health and safety matters in ways that include:
●Identifying the principal risks and impacts related to health, safety and the environment, and ensures that sufficient resources are allocated to address them
●Overseeing our corporate health, safety and environment policies and management systems to ensure compliance with applicable laws and best management practices
●Counsels management in developing policies and standards as appropriate
●Reviewing management's activities in maintaining appropriate internal and external operational, health, safety and environment audits
●Reviewing any compliance issues and incidents to determine that all necessary actions have been carried out with due diligence

For more information, see the Annual Management Circular.
G4-46 Reviewing the effectiveness of the organization’s risk management The board has overall responsibility for risk oversight and each board committee is responsible for overseeing risk in particular aspects of our business.

The board assesses the performance of the executives and other members of the senior management team throughout the year during specific business reviews and committee meetings. The board also provides regular updates on strategy development; safety, health and environmental results; business controls, and other areas that are critical to our general performance and sustainability

For more information, see the Annual Management Circular for specific details.
G4-47 Frequency of the highest governance body's review of economic, environmental and social impacts, risks, and opportunities The board's Sustainability Committee reviews sustainability, health, safety and environmental performance monthly and annually.
G4-48 Reviews and approval of sustainability report The board's Sustainability Committee formally reviews and approves Yamana's sustainability report, and ensures that all material aspects are covered.
G4-49 Communicating critical concerns to the highest body Yamana maintains multiple communication channels for communicating critical concerns to its senior executive team and board of directors, depending on the nature and severity of the concern.

At the center of our risk/incident control approach is the company's Risk Department (led by a Vice President of Risk Management). Upon review of a risk, concern or incident, the Risk function involves other relevant departments (Legal, HR, Internal Audit, Security, etc.) and may engage with external auditors, where necessary, to better evaluate a situation. For critical situations, senior management are notified immediately.
G4-50 Nature and total number of critical concerns There is no specific technical threshold within Yamana for communicating critical concerns to senior management. While we track each and every incident, we do not have specific data to indicate a precise number of 'critical concerns'. Rather, we take a precautionary approach, as senior management are typically advised of even non-critical risks, concerns or incidents.
G4-51 Remuneration policies Total Compensation at Yamana is comprised of a number of components, each contributing to a total package. Compensation programs include: base salary, short term incentive awards, long term incentive awards (Restricted Share Units, Performance Share Units, and Options) as well as pension, perquisites and benefits:

The compensation framework is analyzed on an annual basis to ensure it is aligned with Yamana’s business strategy and competitive against industry peers, similar in structure, size and type of business to ensure our compensation levels are appropriate.

Yamana benchmarks compensation at the market median for expected levels of performance. The majority of what we pay our executives is variable (at risk), and based on performance to promote the achievement of our annual and longer-term strategies, with caps in place to limit payout levels. The proportion of at risk compensation increases with each executive level, and a significant portion is equity-based to focus executives on creating long-term value and to align with the interests of our shareholders.

Performance is determined based on company and individual performance using pre-determined measures that are assessed at the end of the performance period for achievement results. The board of directors also has an opportunity to provide informed judgment to adjust the awards upwards or downwards in response to overall company performance and market conditions.

The compensation committee works with the independent advisor to review the compensation framework to make sure it reflects good business practices, is in line with regulatory expectations, and is structured so executives are not encouraged to take excessive risks.

Strategies to manage risk in executive compensation include the following:
• Short-term incentives are based on corporate and individual performance. A balanced scorecard is used to assess corporate performance with pre-determined corporate performance measures and weightings, and threshold, target, stretch and maximum levels to cap the calculated scores and not encourage excessive risk-taking.
• Long-term incentive awards are based on a suite of leading performance to determine the size of grant. The award is allocated at least 50% to performance share units (PSUs) and the balance to restricted units and/or options so awards vest and pay out at different times.
• The board can use informed judgment to adjust the compensation awards up or down based on its review and assessment as it deems appropriate.
• All decisions about executive pay must be approved by the board. The Chairman and CEO recuses himself from any board discussions about CEO pay.
• Yamana directors, officers or employees are not allowed to hedge Yamana securities and does not re-price stock options or other equity incentive awards.
• Yamana requires senior vice presidents and above, including the named executives, to own at least two times their annual salary in Yamana equity to reinforce our focus on the long term and align business decisions with shareholders’ interests. The Chairman and CEO must hold three times his annual salary.
• While, Yamana does not currently have a clawback policy in place, regulatory developments are closely monitored for final guidelines as Yamana strongly believes in strong compliance of such requirements.

Executives are also eligible to participate in the company’s define contribution pension plan and are eligible for a perquisite allowance. In addition, executives are also provided with local market competitive benefits including coverage of health, dental, vision, disability, life insurance and availability of an employee assistance and counseling program.

Management reviews the competitiveness of the company’s benefit plans annually with an independent benefits advisor. There is considerable focus on ensuring benefit plans remain sustainable in an environment where benefit costs are on the rise. The executive benefits are consistent in approach with the non-executive benefits but do have an enhanced component to help executives mitigate health concerns, which in turn helps the company avoid unnecessary risks in the event of an executive impacted by health issues.

Termination payments are aligned to the market and are limited by specific clauses in each employment agreement. The employment agreements of some senior executives include provisions for termination or other triggering event in a change of control situation at 2 times compensation for senior executives and 3 times compensation for the CEO.
G4-52 Process for determining remuneration Compensation decisions for senior executives are made by the compensation committee to the board of directors. Yamana’s compensation decision-making process starts at the beginning of each year, when the compensation philosophy, program guidelines and structure is assessed and confirmed. Performance measures are determined and targets set for the short-term incentive plan that aligns with corporate strategy. At the end of each year, a rigorous process is applied to assess performance and award compensation, which includes reviewing corporate, mine site and individual performance. The compensation committee, in consultation with its independent advisor, carries out the review and presents its recommendations to the board for review and approval.

The committee retains an independent advisor to attend committee meetings and provide ongoing support, including research and analysis, insights into market and compensation trends, and executive compensation. The committee takes the advisor’s reports and recommendations into consideration when assessing compensation structure and awards, but makes its own decisions and recommendations to the board.

The independence of the committee is reviewed and confirmed every year. The compensation consultants do not have any other relationship with Yamana, with the exception of the employee engagement survey every three year period, for which the consultant was already engaged by HR management prior to the selection of the consultants as advisors to the board. The executive compensation consulting team is separate and distinct from the team that assists HR management with the employee engagement survey.
G4-53 Stakeholders’ views and remuneration Through the establishment of a remuneration total reward policy, available upon request, taking into account competitive market best practices and internal equity.

ETHICS AND INTEGRITY

G4-56 Values, Principles, standards and norms of behavior The core values of Yamana are: Tenacity, Entrepreneurial Spirit, Responsibility, Transparency, Care & Respect, Honesty, Operational Excellence, Safe Work Environment, Integrity and Drive for Excellence.

Yamana Gold is committed to the highest standards of corporate governance practices. The Company and the Board of Directors recognize the importance of corporate governance to the effective management of the Company and to the protection of its employees and shareholders.

Yamana's approach to significant issues of corporate governance is designed with a view to ensuring that the business and affairs of the Company are effectively managed so as to enhance shareholder value. For a current statement of Corporate Governance Practices, please refer to the most current Yamana Management Information Circular. Code of conduct: http://www.yamana.com/English/company/ethics-and-governance/default.aspx
G4-57 Mechanisms for seeking advice on ethical and lawful behavior Internal: Yamana maintains an ethics hotline that can be accessed by phone and by computer.

External: Each operation maintains an active grievance mechanism that is accessible through a range of options (context specific).
G4-58 Mechanisms for reporting concerns about unethical or unlawful behavior Yamana maintains an internal ethics/whistleblower hotline. 

ECONOMIC

ECONOMIC PERFORMANCE

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-EC1 Direct economic value generated and distributed See table below:

2016 Summary of Corporate Investments, Donations, Taxes and Royalties in USD

Direct Community Investments Donations & Sponsorship Tax & Royalties
Argentina $3,801,747 $473,505 $8,588,460
Brazil $442,519 $710,669 $42,039,560
Canada - $515,453 $800,964
Chile $358,125 $444,619 $57,672,388
Mexico $9,815 $36,355 $740,554
Other - - $1,007,647
Total $4,612,206 $2,180,601 $110,849,573
G4-EC2 Financial implications and other risks and opportunities for the organization's activities due to climate change See the climate change section of our 2016 Material Issues Report.
G4-EC3 Coverage of the organization's defined benefit plan obligations All full-time, permanent employees are eligible to participate in a Pension Plan. Yamana's Pension Plan helps employees to reach their income goals for retirement. Yamana makes defined contributions to the plan and employees are also able to make voluntary contributions. The plan is available in all regions and is designed to complement local government social security systems. The Company's contributions are based on the employee's gross annual base salary and in accordance with their years of service. Varies by region and by plan provider. Options are available for low, medium and high risk portfolios and employees have the ability to transition to different funds and manage their investment personally.
G4-EC4 Financial assistance received from government Yamana receives financial assistance in the form of tax stability agreements, tax holidays and various government incentive programs. During 2016, the tax stability agreement entered into with the Chilean government resulted in savings of $1,149,297. The tax holiday entered into with the Superintendência do Desenvolvimento do Nordeste in Brazil resulted in tax savings of $5,234,739 during 2016. The tax holiday was implemented to attract investments to the Northeastern area of Brazil. The Company has to meet certain employment and investment conditions in order to qualify for the incentive. In Brazil, there are also various tax incentives for exporters with the Federal and State governments that allows purchases to be made without incurring indirect taxes.

MARKET PRESENCE

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-EC5 Ratios of standard entry level wage by gender compared to local minimum wage at significant locations of operation Based on the compliance with local legislation and the application of a competitive compensation policy all regions compensate their employees, without gender distinction, above the minimum wage rules.
G4-EC6 Proportion of senior management hired from the local community at significant locations of operation Argentina: 75% of SR Management Hired from Local Region.
Brazil: 100% of SR Management Hired from Local Region.
Canada: 85% of Sr. Management hired from Local Region.
Chile: 70% of SR Management Hired from Local Region.

"SR Managers" includes any employee in a position of SR leadership. At Yamana, this includes any employee at superintendent level or above. For the purposes of this indicator, the term "local" is defined by the region or state where our operations are located. Preference is given to the town and surrounding towns located near the mine. "Significant Location of Operation" is defined as units where we operate.

INDIRECT ECONOMIC IMPACTS

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-EC7 Development and impact of infrastructure investments and services supported The financial figures for these types of contributions can be found in EC1. At this point, we do not have a detailed breakdown of each operation’s specific infrastructure contributions.
G4-EC8 Significant indirect economic impacts, including the extent of impacts Our operations have a range of direct and indirect impacts on the regions and the communities where they are located, specifically in the areas of local business development and local economic development.

Local Business Development: Beyond the direct jobs created by the mines and suppliers of our operations, local businesses experience the benefits of local economic growth through increased wages and spending capacities, particularly of families who benefit from direct wages from the operations.

Local procurement: 25%
Regional procurement: 49%
National procurement: 96%

Local Economic Development: Our operations provide direct contributions towards local economic development. Yamana's main pillars of community investment initiatives are called the Integrar Program and the Partnership Alliance initiative. Investing in 58 unique projects throughout our host communities, our Integrar programs reached over 22,000 people in 2016, focusing on support in areas of health, entrepreneurship, the environment and human rights.

Within the Integrar Program, most of our sites also host Integrar Days in conjunction with local authorities. This activity consists of one or two days where community members can receive free services which are not readily accessible in that community. In 2016, over 106,000 people attended Integrar Days, which focused largely on health services, but also offered programming in areas such as education, culture and the environment.

Community Investment Spending: In 2016, Yamana Gold contributed $6.4 million dollars to local communities.


For more information, see indicator EC1 for direct contributions and our 2016 Material Issues Report.

PROCUREMENT PRACTICES

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-EC9 Proportion of spending on local suppliers at significant locations of operation Local and regional supply chains are an important way for our company to add direct and indirect value to our host communities and host governments.

- 96% of all of our purchasing was done within our host countries in 2016

- 44% of our purchasing was regional (includes local); and

-22% was local

We define regional as within the state/province of operation and we define local as our neighboring/host communities, which is defined uniquely by each operation. In some instances, our 'local' communities are those within 5-25km and in other instances, our 'local' communities are as far away as 100km.

ENVIRONMENTAL

MATERIALS

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-EN1 Materials used by weight or volume See tables below for a complete overview of materials used:
Data presented in tonnes
Fazenda Brasileiro MRDM Pilar Minera Florida Chapada Jacobina Mercedes El Peñon Gualcamayo
Caustic soda 227.14 181.28 64.86 6,698.42 0.00 713.87 193.00
Cyanide 2,634.57 1,407.85 764.10 1,704.00 570.98 272.00 1,445.00
Explosives (ANFO) 105.94 2,844.92 1,285.95 7,373.35 2,956.80 537.00 2,300.00 4,646.09
Flocculants 50.32 48,365.52 61.60 113.65 3.00 97.42 42.70
Grinding balls 908.80 1,361.40 1,222.20 1,832.24 11,755.00 3,409.30 764.63
HCL 136.22 46.15 110.11 29.79 846.00 223.56 1.19 190.00
Lime 2,061.96 1,406.60 1,478.91 537.41 1,993.00
Tires 20.00 12.60 214.00 364.05 26.56 29.10 1,993.00
Other reagents 1,318.08 3,093.54 18,708.00 836.00 168.78 550.00 13.99
Total materials used 6,145.00 56,931.80 5,329.01 30,586.05 21,177.40 9,646.17 549.75 2,300.00 17,186.81
G4-EN2 Percentage of materials used that are recycled input materials Chapada: 28%
Jacobina: 1%
Penon: 6%

ENERGY

G4-DMA Generic Disclosures on Management Approach Through our materiality process, Climate Change identified as one of the most material issues to Yamana and its stakeholders. This issue encompasses both energy and emissions. For a full outline of our disclosure on our management approach for this issue, see the 2016 Material Issues Report.

Our approach to climate change is three-fold. The first feature of our strategy is adaptation. We monitor existing climatic changes and extreme weather events that could affect our operations, and modify our facilities as required. With the possibility for more extreme weather events, we regularly monitor and examine our operations to ensure that they are prepared to withstand such events.

The second feature is mitigation, which involves the management of energy efficiency. We have energy efficiency programs across our operations that focus on decreasing fossil fuels use, and reducing our carbon footprint wherever possible. We recognize that focusing on decreasing fossil fuels use is important. However, aging trucks and equipment, as well as operations that require deeper and longer transport routes require more energy.

The third feature is preparedness, which is closely related to adaptation. Each of our operations has developed an emergency preparedness and response plan to address extreme weather events and other foreseeable crises and emergencies. This plan, which is periodically updated and tested, ensures that in the occurrence of extreme events, site personnel and local communities are aware of roles and responsibilities of all parties and are trained accordingly.
G4-EN3 Energy consumption within the organization Fuels include:
●Diesel
●Gasoline
●Propane
●Natural Gas
See table below:
Fazenda Brasileiro MRDM Pilar Minera Florida Chapada Jacobina Mercedes El Peñón Gualcamayo Cerro Moro Total
Fuels (MWh) 41,903 77,727 46,351 26,820 383,664 52,665 19,556 103,584 136,707 17,082 906,059
Electricity (MWh) 70,841 - 61,868 84,504 278,602 93,077 56,238 123,833 36,915 - 805,878
G4-EN4 Energy consumption outside of the organization We do not track this as it is not a material number for the organization.
G4-EN5 Energy intensity 16.29 kWh/tonnes moved
This was calculated by taking the total energy consumption in kWh, and dividing it by the total rock moved in ktonnes.
Types of energy included in the intensity are electricity and fuels.
The ratio uses energy consumed within the organization.
G4-EN6 Reduction of energy consumption Each site develops its own energy reduction program. Examples of site initiatives in 2016 include:

Chapada decreased its electrical energy use in two ways. Firstly, it increased the efficiency of its semi-autogenous grinding (SAG) mill by increasing the power of the mill to 12.5 Mwh, which allows more to be processed in a shorter amount of time, thereby decreasing the sites’ energy consumption. Secondly, the site has optimized the process plant by using certain materials and adopting a philosophy of process control, where processes are continuously observed and changed well before any potential issues may occur.

Pilar has a photovoltaic (or solar) plant installed at the site, with a maximum power generation of 8 kVAh, which involves the process of sunlight being absorbed into a grid, where it is directly converted into electricity. As a result, the site uses solar energy where possible, whilst minimizing its use of fossil fuels.
G4-EN7 Reductions in energy requirements of products and services N/A

WATER

G4-DMA Generic Disclosures on Management Approach Through our materiality process, water identified as one of the most material issues to Yamana and its stakeholders. As it is an integral part of the mining process, we also recognize that first and foremost, water is essential to the communities we operate in.

Our operations work continuously to minimize their freshwater consumption and use as much recycled water as possible. Given the wide range of geographic environments we operate in, all of our sites develop and maintain their own distinct water management strategy that includes matters on both water quality and quantity, which are based on that location’s specific concerns.

We continue to measure how much water we use, where we source that water from, and monitor our water use to ensure that we do not have an effect on water supplies and that there are no issues regarding the quantity or quality of water to other users and aquatic life.

For a full outline of our disclosure on our management approach for this issue, see the 2016 Material Issues Report.
G4-EN8 Total water withdrawal by source See table below:
Data presented in m3

Fazenda Brasileiro MRDM Pilar Minera Florida Chapada Jacobina Mercedes El Peñón Gualcamayo Total
Surface Water including water from wetlands, rivers, lakes and oceans - - 655,970.28 482,932.00 315,587.00 184,765.09 - - - 1,639,254.37
Groundwater 957,112.00 97,666.36 - 19,047.00 87,832.00 - 99,770.00 711,448.00 1,170,798.96 3,143,674.32
Precipitation - 1,452,551.35 23,873.00 - 8,609,182.00 153,768.48 0.30 - 61,008.00 10,300,383.13
Third-party water (municipal water, other) - - - - - - - 300.00 - 300.00
Total Water withdrawal 957,112.00 1,550,217.71 679,843.28 501,979.00 9,012,601.00 338,533.57 99,770.03 711,748.00 1,231,806.96 15,083,611.82
G4-EN9 Water sources significantly affected by withdrawal of water Jacobina: Cuia Dam
Chapada: Rio dos Bois
Fazenda Brasileiro: Water supply of the local communities in the municipality of Biritinga
G4-EN10 Percentage and total volume of water recycled and reused See table below:
Fazenda Brasileiro MRDM Pilar Minera Florida Chapada Jacobina Mercedes El Peñon Gualcamayo Total
Total water reused or recycled (m3) 221,286 1,452,551 1,624,464 2,815,360 33,703,356 2,917,560 211,858 4,752,682 6,763,680 54,462,798
Reused and recycled as percentage of water withdrawal 23% 94% 239% 561% 374% 862% 212% 668% 549% 229%
Reused and recycled as percentage of total water use 19% 48% 70% 85% 79% 90% 68% 87% 85% 70%

BIODIVERSITY

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-MM1 Amount of land (owned or leased, and managed for production activities or extractive use) disturbed or rehabilitated See table below:
Data presented in hectares
Fazenda Brasileiro Minera
Florida
Chapada Jacobina Mercedes Gualcamayo Total
Previous year disturbed and not yet rehabilitated 231.24 23.5 150 56 201.94 3.49 666.17
Newly disturbed land - - 37 14 136.7 - 187.7
Newly rehabilitated land 73 23.5 105 9 1 - 212
Current year disturbed and not yet rehabilitated 157.91 0 82 61 337.64 3.49 641.87
G4-MM2 The number and percentage of total sites identified as requiring biodiversity management plans according to stated criteria, and the number (percentage) of those sites with plans in place Five (55%) of our sites are located near high biodiversity value areas: Pilar, Florida, Chapada, Jacobina and Mercedes.

Mercedes has a biodiversity management plan in place that involves a monthly monitoring program of bats and seasonal wildlife to understand the behaviour of the bats in the protected areas of the site; as well as to understand what other species habitat the areas of the mine and to identify any that may be at risk.
G4-EN11 Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas See MM2
G4-EN12 Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas See MM2
G4-EN13 Habitats protected or restored See table below:
Fazenda Brasileiro MRDM Pilar Minera Florida Chapada Jacobina
Size & location of all habitat protected areas or restored areas (ha), & whether the success of the restoration measure was or is approved by independent external professionals Protected areas: 251
Restored areas: 109
The state environmental agency evaluated restoration activities. Every 2 years, a consulting firm is contracted to review & evaluate recovery plans for degraded areas.
Protected areas: 299.83 Protected areas: 410 ha Protected areas: 205,000 ha 1958 ha Protected areas: 2,821 ha of the Sete Passagens State Park. A proposed management plan is awaiting approval.
Partnerships with third parties to protect or restore habitat areas distinct from where the organization has overseen and implemented restoration or protection measures - - - Between 2014 and 2016, a voluntary project, Biodiversity Conservation Plan was developed and carried out with the University of Chile. Hired consultants to plant seeds of the Cerrado in 105 ha -
Status of each area based on its condition The protected areas are in good condition. Vegetation enrichment was carried out in 2 of the 4 areas of legal Reserve that make up 246 ha of the protected areas. There is approximately 5ha of the Ciliary forest that was enriched. Protected areas are free of fencing to permit open access to livestock and other large domestic animals to such areas All hectares are in a state of preservation The protected area is in good condition. The areas are in a good state of preservation. -
Standards, methodologies & assumptions used Standards and methodologies used are from the Recovery Plan for Degraded Areas (PRAD) - - Based on Law N° 19.300 of the General Basis of the Environment of Chile - -
G4-EN14 Total number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk See table below:

IUCN Red List Species

MRDM Pilar Minera Florida Chapada Jacobina Mercedes Total
Critically endangered - - - - 1 - 1
Endangered - - - 3 3 - 6
Vulnerable 4 2 19 8 4 3 40
Near threatened 7 3 1 - 7 3 21
Least concern - 3 7 - 30 - 40

EMISSIONS

G4-DMA Generic Disclosures on Management Approach Through our materiality process, Climate Change identified as one of the most material issues to Yamana and its stakeholders. This issue encompasses both energy and emissions. For a full outline of our disclosure on our management approach for this issue, see the 2016 Material Issues Report.

Our approach to climate change is three-fold. The first feature of our strategy is adaptation. We monitor existing climatic changes and extreme weather events that could affect our operations, and modify our facilities as required. With the possibility for more extreme weather events, we regularly monitor and examine our operations to ensure that they are prepared to withstand such events.

The second feature is mitigation, which involves the management of energy efficiency. We have energy efficiency programs across our operations that focus on decreasing fossil fuels use, and reducing our carbon footprint wherever possible. We recognize that focusing on decreasing fossil fuels use is important. However, aging trucks and equipment, as well as operations that require deeper and longer transport routes require more energy.

The third feature is preparedness, which is closely related to adaptation. Each of our operations has developed an emergency preparedness and response plan to address extreme weather events and other foreseeable crises and emergencies. This plan, which is periodically updated and tested, ensures that in the occurrence of extreme events, site personnel and local communities are aware of roles and responsibilities of all parties and are trained accordingly.
G4-EN15 Direct greenhouse gas (GHG) emissions (Scope 1) See table below:
Site tCO2e
Chapada 104,845
Jacobina 15,223
Mercedes 4,953
Gualcamayo 38,102
El Peñon 29,362
Minera Florida 8,041
Fazenda Brasileiro 11,513
Pilar 12,649
MRDM 21,408
Cerro Morro 4,595
Total 250,691
G4-EN16 Energy indirect greenhouse gas (GHG) emissions (Scope 2) See table below:
Site tCO2e
Chapada 22,849
Jacobina 7,634
Mercedes 28,542
Gualcamayo 13,717
El Peñon 59,911
Minera Florida 40,883
Fazenda Brasileiro 5,810
Pilar 5,074
MRDM 0
Cerro Morro -
Total 184,420
G4-EN17 Other indirect greenhouse gas (GHG) emissions (Scope 3) We do not capture scope 3 in our reporting.
G4-EN18 Greenhouse gas (GHG) emissions intensity The types of GHG emissions included in the intensity ratio are direct (scope 1) and indirect (scope 2).
Site Intensity (tCO2e/k tonnes moved)
Chapada 1.74
Jacobina 8.97
Mercedes 49.8
Gualcamayo 2.72
El Peñon 25.6
Minera Florida 29.1
Fazenda Brasileiro 4.67
Pilar 8.71
MRDM 1.74
Cerro Morro -
Total 4.14
G4-EN19 Reduction of greenhouse gas (GHG) emissions The following site initiatives in 2016 were aimed at reducing energy, which in turn reduced GHG emissions as well:

Chapada reduced its electrical energy use in two ways. Firstly, it increased the efficiency of its semi-autogenous grinding (SAG) mill by increasing the power of the mill to 12.5 Mwh, which allows more to be processed in a shorter amount of time, decreasing the sites’ energy consumption and further reducing GHG emissions. Secondly, the site has optimized the process plant by using certain materials and adopting a philosophy of process control, where processes are continuously observed and changed well before any potential issues may occur.

Pilar has a photovoltaic (or solar) plant installed at the site, with a maximum power generation of 8 kVAh, which involves the process of sunlight being absorbed into a grid, where it is directly converted into electricity. As a result, the site uses solar energy where possible, whilst minimizing its' use of fossil fuels, thereby decreasing its' GHG emissions.
G4-EN20 Emissions of ozone-depleting substances (ODS) 0
G4-EN21 NOX, SOX, and other significant air emissions Data is not currently available

EFFLUENTS AND WASTE

G4-DMA Generic Disclosures on Management Approach The management of waste, especially tailings, is one of the most material issues for the mining industry. Our tailings management facilities (TMFs) are managed by a robust internal management and reporting system.

Yamana maintains a unique, best-practice tailings management and reporting system, that allows the operations and the corporate office to maintain regular vigilance over the management of each operation’s tailings-related risks. The management system focuses on the following 6 points:
• Standards for design and construction, and use of design reviews
• Constant TMF monitoring and the development of site-specific key performance indicator (KPI) and performance management
• Periodic safety inspections
• Documentation and monthly reporting
• Training and continuous improvement
• Emergency response plans with dam failure analysis

Yamana has a senior level, dedicated corporate manager whose sole responsibility is the governance of this tailings management system, including supporting our operations in ensuring compliance. Specifically, this includes working with management and executives to make sure that we carry out ongoing reviews of our TMFs to ensure their safety and reliability; monthly progress reporting to senior management on major issues; and having zero tolerance for any risk.

Our TMFs are regularly reviewed and modified as needed, with the construction of new dams or additions to existing facilities and other operational features. These ongoing assessments are intended to ensure that we have a strong approach to our tailings management, and that it incorporates the most up-to-date environmental data.

In addition to adhering to our internal tailings management system, in 2016, our TMFs underwent independent reviews. A third party, global expert performed the reviews which included assessments of the design, construction and operation of the tailings facilities, as well as an assessment of our policies, procedures and management approaches.

For a full outline of our disclosure on our management approach for this issue, see the 2016 Material Issues Report.
G4-EN22 Total water discharge by quality and destination See table below:
Jacobina Mercedes Pilar Gualcamayo
Total volume of planned water discharges (m³) 189,153 23,724 15,768 76,723
Destination of water discharged Santo Antônio stream, reused for irrigation at the site’s environmental complex, Canavieiras River Ground (Evaporation) Vermelho River Gallery of infiltration and reused in the irrigation of the vegetal species of the forestation
Treatment method for water discharge and quality of the water pH treatment, coagulants and flocculants Biological methods and chlorination Compact domestic effluent treatment plant, with aerobic and anaerobic reactors Sewage treatment plants (aerobic)
G4-EN23 Total weight of waste by type and disposal method See table below:
Data presented in tonnes
Fazenda Brasileiro MRDM Pilar Minera Florida Chapada Jacobina Mercedes El Peñón Gualcamayo Total
Reused 9.60 - - 121.60 - - 29.10 - - 160.30
Recycled 19.90 281.98 141.40 - 1,324.00 376.71 83.40 454.00 259.00 2,940.39
Composted - 33.89 - - - 2.28 - - - 36.17
Recovered - - 83.80 - - - - - - 83.80
Incinerated 130.90 170.23 60.30 - 145.00 - - - 1,656.00 2,162.43
Landfill 330.00 - 84.30 432.00 113.00 741.86 - 1,556.00 642.00 3,899.16
On-site storage 152.00 - - - - - - 705.00 - 857.00
Other - 791.65 - - 476.00 226.85 - 1,690.00 - 3,184.50
Total Waste (hazardous and non-hazardous) 642.40 1,277.75 369.80 553.60 2,058.00 1,347.70 112.50 4,405.00 2,557.00 13,323.75
G4-EN24 Total number and volume of significant spills We had no significant spills in 2016.

A significant spill is determined to be any spill that extends beyond the site boundary and where recovery or remediation would take over a year to complete.
G4-MM3 Total amount of overburden, rock, tailings, and sludges and their associated risks See table below:

Fazenda Brasileiro MRDM Pilar Minera Florida Chapada Jacobina Mercedes El Peñon Gualcamayo Total
Overburden(Waste Rock) (t) 2,497,439 6,883,779 860,468 816,843 46,774,702 745,623 195,459 2,187,162 10,650,620 71,612,096
Tailings (t) 1,258,599 850,029 1,174,584 1,662,161 19,779,013 1,802,914 513,279 1,421,241 7,570,007 36,031,828
G4-EN25 Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped internationally See table below:
Data presented in tonnes

Fazenda Brasileiro MRDM Pilar Minera Florida Chapada Jacobina Mercedes El Peñón Gualcamayo Total
Transported 121.3 - 178.3 - 785.0 100.8 161.1 1,689.0 - 3,035.5
Imported - - - - - - - - 1,656.0 1,656.0
Exported - - - - - - - - - -
Treated - - - 265.0 - - - - - 265.0
Total 121.3 - 178.3 265.0 785.0 100.8 161.1 1,689.0 1,656.0 4,956.5
G4-EN26 Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the organization's discharges of water and runoff At our Jacobina mine, water discharge affects the Itapicuru River and Canavieiras River, which are designated as permanent preservations areas.

Itapicuru River: Average flow of 74.55 m³/h
Canavieiras River: Average flow of 212.24 m³/h

PRODUCTS AND SERVICES

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-EN27 Extent of impact mitigation of environmental impacts of products and services N/A
G4-EN28 Percentage of products sold and their packaging materials that are reclaimed by category N/A

COMPLIANCE

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-EN29 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations See table below:
MRDM Jacobina Total
Monetary value of significant fines ($ USD) $2,255 $10,000 $12,255
Number of non-monetary sanctions 0 0 0

TRANSPORT

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-EN30 Significant environmental impacts of transporting products and other goods and materials for the organization's operations, and transporting members of the workforce We did not have any significant negative environmental impacts from transportation.

OVERALL

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-EN31 Total environmental protection expenditures and investments by type See table below:
Data presented in US Dollars
Fazenda Brasileiro MRDM Pilar Minera Florida Chapada Jacobina Mercedes El Peñón Gualcamayo Total
Treatment and Disposal of Waste $214,707.90 $2,190.86 $147,382.69 $71,543.18 $165,641.61 $15,113.11 $79,111.89 $149,969.00 $176,650.00 $1,022,310.24
Treatment of emissions (expenditures for filters, agents) - - - $25,198.16 - $6,225.33 - - $1,228,718.86 $1,260,142.35
Expenditures on equipment, maintenance and operating materials and sercvices, and related personnel costs $37,758.31 $213,735.58 - $340,855.65 $251,760.53 $1,960.09 - $565,910.68 - $1,411,980.84
Environmental Education and training $22,578.36 $9,679.95 $8,722.05 $5,995.28 - $4,092.48 - $158,077.89 $113,378.63 $322,524.64
External Services for environmental management $11,712.66 - - $111,636.61 $377,731.79 $33,484.99 $7,911.19 $82,740.89 - $625,218.13
Research and Development - $178,205.98 - $5,995.28 $20,908.68 - - - - $205,109.94
Extra expenditures to install cleaner tech - - - $89,929.20 - - - - - $89,929.20
Other environmental management costs $115,137.99 $460,215.92 $211,369.98 $1,618,725.60 $79,922.23 $310,734.43 $67,508.81 - - $2,863,614.96
Total $401,895.22 $864,028.29 $367,474.72 $2,269,878.96 $895,964.84 $371,610.43 $154,531.89 $956,698.46 $1,518,747.49 $7,800,830.30

SUPPLIER ENVIRONMENTAL ASSESSMENT

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-EN32 Percentage of new suppliers that were screened using environmental criteria Faz: 7.2%
Chapada: 100%
Mercedes: 100%
We did not receive information on this indicator from all our sites.
G4-EN33 Significant actual and potential negative environmental impacts in the supply chain and actions taken Fazenda Brasileiro: 7.2%

ENVIRONMENTAL GRIEVANCE MECHANISMS

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-EN34 Number of grievances about environmental impacts filled, addressed, and resolved through formal grievance mechanisms See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.

SOCIAL

SUB-CATEGORY: LABOR PRACTICES AND DECENT WORK

EMPLOYMENT

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-MM4 Number of strikes and lock-outs exceeding one week's duration, by country Strikes: 1
Country: Chile
-Florida Mine
-10 days duration
- No lockouts observed
G4-LA1 Total number and rates of new employee hires and employee turnover by age group, gender and region See table below:
Argentina Brazil Canada/USA Chile
  • New HiresMF
  • < 20:00
  • 21 - 30:704
  • 31 - 40:1228
  • 41 - 50:382
  • > 51:121
  • New HiresMF
  • < 20:5357
  • 21 - 30:31271
  • 31 - 40:22212
  • 41 - 50:543
  • > 51:122
  • New HiresMF
  • < 20:20
  • 21 - 30:88
  • 31 - 40:178
  • 41 - 50:76
  • > 51:81
  • New Hires MF
  • < 20:00
  • 21 - 30:685
  • 31 - 40:884
  • 41 - 50:560
  • > 51:341
  • TerminationsMF
  • < 20:00
  • 21 - 30:251
  • 31 - 40:371
  • 41 - 50:181
  • > 51:111
  • TerminationsMF
  • < 20:1511
  • 21 - 30:9136
  • 31 - 40:10011
  • 41 - 50:322
  • > 51:151
  • TerminationMF
  • < 20:20
  • 21 - 30:71
  • 31 - 40:85
  • 41 - 50:45
  • > 51:83
  • TerminationsMF
  • <20:00
  • 21 - 30:685
  • 31 - 40:884
  • 41 - 50:560
  • > 51:341
G4-LA2 Benefits provided to full-time employees that are not provided to temporary or part-time employees, by significant locations of operation Benefits provided to full time employees include:
- life insurance,
- short and long-term disability coverage,
- healthcare (including such things as medical, dental, vision, hospital and pharmaceutical, etc.).

Each operation designs its benefit plans in accordance with the needs of their employees and in line with local market best practices. 
G4-LA3 Return to work and retention rates after parental leave, by gender Apply to all employees.
Female: 34
26 employees returned to work after parental leave.

LABOR/MANAGEMENT RELATIONS

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-LA4 Minimum notice periods regarding operational changes, including whether these are specified in collective agreements In accordance to jurisdictional labour legislation and dependable to business circumstances and magnitude of the change.

OCCUPATIONAL HEALTH AND SAFETY

G4-DMA Generic Disclosures on Management Approach Health and safety (H&S) is one of the most material issues at Yamana, especially since our employees are our most important stakeholder.

All of our operations maintain extensive H&S teams, which report under the General Manager of that operation. Our General Managers are actively involved in all matters related to H&S. We recognize that this level of engagement and shared management across our organization is an efficient way of ensuring all employees understand that H&S is all of our responsibility.

Our sites maintain a number of external commitments and certifications, including the internationally recognized OHSAS 18001 Occupational Health and Safety Management System. All of our sites have been audited to certify to OHSAS 18001. These audits are carried out by a third party, which ensures that our sites have control over, and knowledge of H&S hazards.

Further to managing safety risks, we support our employees and communities through extensive health campaigns.

In 2016 we developed an Integrated Management Framework to guide our sites on our general approach to H&S (as well as environmental and community relations) management and help improve performance.

A Significant Incident Reporting (SIR) procedure was developed and implemented at all of our sites with the aim to raise awareness of high potential incidents (HPIs). Reporting these HPIs is strongly encouraged as it is vital to preventing similar incidents and ensuring that practices and procedures are in place and implemented. The reporting for each SIR is shared across our sites and with our management to increase awareness of the types of risks present at operations.

We also began a process of developing leading indicators that are proactive activities which will be measured in order to improve HSEC performance. While each site has established their own unique set of leading indicators and targets specific for that location, some common indicators have been adopted across the organization.

For more information, see our 2016 Material Issues Report.
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 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 100% of our employees are represented by formal joint management-worker health and safety committees, including at our corporate office.

The H&S committees are made up of senior, mid and lower level employees and report to the highest levels of management at each operation.
G4-LA6 Type of injury and rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities, by region and by gender See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-LA7 Workers with high incidence or high risk of diseases related to their occupation All workers are monitored by medical examiners according to their risk exposure. Where there are specific risks identified, appropriate precautions are taken.
G4-LA8 Health and safety topics covered in formal agreements with trade unions All agreements cover aspects of health and safety. These vary from site-to-site and from country-to-country.

TRAINING AND EDUCATION

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-LA9 Average hours of training per year per employee by gender, and by employee category Availability Average - Training hour per Level, there are no gender differentiations.
Manager & Above: 11 hours
Supervisor/ Sr Technical/Professionals: 26 hours
Operators/ General Positions: 72 hours
G4-LA10 Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings An Employee Learning Management System is available to all employees. Main training includes compliance, health and safety, employee development, language courses and leadership skills. Employees at all levels and in all regions have access to training. All employees go through mandatory employee compliance training at the time of hire, including but not limited to: Code of Conduct and Corporate Governance Policies and Health & Safety Onboarding. Additional training is also held at each site.
G4-LA11 Percentage of employees receiving regular performance and career development reviews, by gender and by employee category All employees are evaluated through a performance review taking into account the accomplishment of corporate, business unit, area and individual objectives as applicable. Performance criteria must be determined prior to the start of the performance period. All scorecards used must be forwarded to Corporate HR for record keeping.

DIVERSITY AND EQUAL OPPORTUNITY

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
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 Executive Committee:
(Sr. VP and above)
Number of Members: 12
Gender: M - 11 F-1
Age groups: 30-40: (0) 40-50:(4) Over 50:(8)
Minority Groups: 2

Board of Directors:
Number of Board Members: 11
Gender: M - 8 F-3
Age groups: Over 50 (91%)
Minority Groups: 3

EQUAL REMUNERATION FOR WOMEN AND MEN

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-LA13 Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation Argentina
Manager & Above: -23%
Sup./Professional: -13%
General Positions: -2%

Brazil
Manager & Above: -16%
Sup./Professional: 22%
General Positions: 3%

Canada
Manager & Above: -17%
Sup./Professional: -9%
General Positions: -5%

Chile
Manager & Above: -24%
Sup./Professional: -19%
General Positions: 17.5%

SUPPLIER ASSESSMENT FOR LABOR PRACTICES

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-LA14 Percentage of new suppliers that were screened using labor practices criteria See SO-9
G4-LA15 Significant actual and potential negative impacts for labor practices in the supply chain and actions taken See SO-9

LABOR PRACTICES GRIEVANCE MECHANISMS

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-LA16 Number of grievances about labor practices filed, addressed, and resolved through formal grievance mechanisms All grievances received have been resolved.

SUB-CATEGORY: HUMAN RIGHTS

INVESTMENT

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-HR1 Total number and percentage of significant investment agreements and contracts that include human rights clauses or that underwent human rights screening All of our investments undergo rigorous due diligence, which, depending on the jurisdiction, typically include various reviews around: environment, health and safety, community relations, labour practices, and other areas of concern which encompass human rights. Many of our operations require suppliers and contractors to signoff on Yamana's code of conduct. Yamana is in the process of adopting and refining a Health, Safety, Sustainability & Human Rights Due Diligence Tool.
G4-HR2 Total hours of employee training on human rights policies or procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained To date, we have not conducted human-rights specific training for our employees beyond small, targeted groups within Yamana, such as our security and community relations teams.

100% of employees must complete an annual review and signoff on Yamana's Code of Conduct, which includes aspects on human rights.

NON-DISCRIMINATION

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-HR3 Total number of incidents of discrimination and corrective actions taken No discrimination incidents registered in the period.

FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-HR4 Operations and suppliers identified in which the right to exercise freedom of association and collective bargaining may be violated or at significant risk, and measures taken to support these rights None

CHILD LABOR

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-HR5 Operations and suppliers identified as having significant risk for incidents of child labor, and measures taken to contribute to the effective abolition of child labor None

FORCED OR COMPULSORY LABOR

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-HR6 Operations and suppliers identified as having significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of all forms of forced or compulsory labor None

SECURITY PRACTICES

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-HR7 Percentage of security personnel trained in the organization's human rights policies or procedures that are relevant to operations Training on human rights policies and procedures has been provided to 275 of our security personnel, or 98%, any time in the past 5 years.

INDIGENOUS RIGHTS

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-MM5 Total number of operations taking place in or adjacent to indigenous people's territories, and number and percentage of operations or sites where there are formal agreements with indigenous peoples' communities None

In Canada, three of our exploration projects are in the traditional territories of indigenous communities. In each instance, we have (or are working towards) formal exploration agreements. There are no disputes under any of these agreements.
G4-HR8 Total number of incidents of violations involving rights of indigenous peoples and actions taken None

ASSESSMENT

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-HR9 Total number and percentage of operations that have been subject to human rights reviews or impact assessments Our operations have been evaluated internally from a risk and human rights perspective and none are deemed to be in a high or significant risk zone from this perspective. For this reason, our operations have not conducted comprehensive, standalone human rights impact assessments. However, many of the site's Environmental and Social Impact Assessments have aspects of human rights within their assessments, which were subsequently incorporated into management plans.

SUPPLIER HUMAN RIGHTS ASSESSMENT

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-HR10 Percentage of new suppliers that were screened using human rights criteria A supplier's human rights performance/record is included in the majority of contracts at all of our operations. At this time, we do not have accurate accounting of the % that were effectively screened.
G4-HR11 Significant actual and potential negative human rights impacts in the supply chain and actions taken See HR10.

HUMAN RIGHTS GRIEVANCE MECHANISMS

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-HR12 Number of grievances about human rights impacts filled, addressed, and resolved through formal grievance mechanisms None

SUB-CATEGORY: SOCIETY

LOCAL COMMUNITIES

G4-DMA Generic Disclosures on Management Approach Maintaining strong, positive relationships with our communities is one of Yamana’s top priorities. We recognize that without strong relationships with communities, we put our operations at risk and can compromise people’s well-being.

The focus of our community relations management consists of managing impacts such as noise, dust, vibration or concerns about the environment and managing benefits, such as jobs, local contracts and community development through fair and transparent processes. Effective community engagement is the mechanism that underlines all of these discussions and to us, effective engagement means transparency and responsive dialogue where we not only listen to stakeholder concerns, but where possible, involve them in decision-making processes.

Each of our operations has a Community Relations team that frequently engages with our communities through both formal and informal mechanisms. Examples of these include open houses such as our Open Doors program, community meetings, such as our Citizen Meetings program, and formal grievance mechanisms. Through these multiple platforms of engagement, we are able to understand what our communities consider most material, and what their concerns are. In turn, this can help us address any issues and mitigate potential risks through participatory processes, where all parties are held accountable. These programs also allow communities to ask and learn about our operations, including our facilities, internal processes, environmental care, work safety and social activities. While our operations benefit the areas we operate in, we understand that the nature of mining may have some negative effects on the communities near our sites. Through engagement activities such as our Citizen Meetings and formal grievance mechanisms, we are able to become aware of, and resolve any issues.

Our social activities are guided by a set of Community Relations standards that are covered in our internal management system, the Yamana Management System. These standards are based on social policies, such as our Human Rights, Stakeholder Relations and Social Responsibility policies. In 2016, all of our operations conducted thorough social-risk review processes, which included the participation of leadership from all functions of the mine site, in order to more fully integrate the responsibilities and accountabilities of social risk management into each operation. In other words, to make the management of our social license a site-wide responsibility, not only the responsibility of a community relations team.

For more information, see our 2016 Material Issues Report.
G4-MM6 Number and description of significant disputes relating to land use, customary rights of local communities and indigenous peoples None
G4-MM7 The extent to which grievance mechanisms were used to resolve disputes relating to land use, customary rights of local communities and indigenous peoples, and the outcomes None
G4-SO1 Percentage of operations with implemented local community engagement, impact assessments, and development programs 100% of our operations have:
- Community Engagement Plans
- Community Development programs
- Social diagnosis (every 2 years)

We had 110 formal citizen meetings with community stakeholders, where we reached over 1,800 people. Through a total of 122 site visits, we also hosted over 2,700 visitors directly at our mines. These Open Doors programs hosted community members, students, employee family members, press, government officials and others.

We have active grievance mechanisms in place for our communities to voice their concerns.

For more information on our community development initiatives, see section EC8.
G4-SO2 Operations with significant actual and potential negative impacts on local communities None. The majority of our operations are located anywhere from 10s to 100s of KMs from communities. The major impact on these communities is the creation of jobs through direct and indirect employment, as well as the company's direct contribution to social development. Two of our operations are located in close proximity to host communities (Minera Florida in Chile and Jacobina in Brazil), which encounter some negative impacts related to noise, dust, vibration and increased vehicle traffic. We work with local communities to ensure these nuisances are minimal.

ANTI-CORRUPTION

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-SO3 Total number and percentage of operations assessed for risks related to corruption and the significant risks identified 100% of our operations have been assessed for anti-bribery and corruption risks. This includes ongoing audit reviews, along with testing and monitoring.
G4-SO4 Communication and training on anti-corruption policies and procedures All of Yamana's senior executives have received training around anti-bribery and corruption risks from a third party.

100% of our operations have been assessed for anti-bribery and corruption risks by a third party. In conjunction with that assessment, higher-risk departments at all operations (such as Government Relations, Procurement and Accounts Payable) as well as operational managers have received training. To date, we have not tracked the precise number of individuals who have received that training.

All Yamana employees must complete annual training and testing to confirm they have read and understand the Code of Conduct, which lays out our strict guidelines around:
- Fair Competition;
- Conflicts of Interest;
- Gifts, Meals and Entertainment (and illegal facilitation payments);
- Working with Suppliers ;
- Anti-Corruption; and
- Community and Political Involvement.

Anti-bribery and corruption clauses have been added to contracts and purchase orders to ensure that vendors and contractors are aware of their responsibilities and obligations.
G4-SO5 Confirmed incidents of corruption and actions taken None

PUBLIC POLICY

G4-DMA Generic Disclsoures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-SO6 Total value of political contributions by country and recipient/beneficiary None

ANTI-COMPETITIVE BEHAVIOR

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-SO7 Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly practices and their outcomes None

COMPLIANCE

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-SO8 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations None

SUPPLIER ASSESSMENT FOR IMPACTS ON SOCIETY

G4-DMA Generic Disclosures on Management Approach See our 2016 Material Issues Report for a full overview of aspects deemed as most material to Yamana and its stakeholders.
G4-SO9 Percentage of new suppliers that were screened using criteria for impacts on society A supplier's general record with regards to impacts on society is considered in many contracts at our operations. At this time, we do not have accurate accounting of the % that were effectively screened.

While this has not been a material concern for our stakeholders, many of our operations do require contractors and suppliers to sign Yamana's Code of Conduct.
G4-SO10 Significant actual and potential negative impacts on society in the supply chain and actions taken None observed.

GRIEVANCE MECHANISMS FOR IMPACTS ON SOCIETY

G4-DMA Generic Disclosures on Management Approach Maintaining strong, positive relationships with our communities is one of Yamana’s top priorities. We recognize that without strong relationships with communities, we put our operations at risk and can compromise people’s well-being.

Each of our operations has a Community Relations team that frequently engages with our communities through various mechanisms, which includes formal grievance mechanisms. This allows us to understand what our communities consider to be most material, and what their concerns are.

For more information, see our 2016 Material Issues Report.
G4-SO11 Number of grievances about impacts on society filled, addressed, and resolved through formal grievance mechanisms See table below:

Grievances Resolved
MRDM 17 17
Minera Florida 2 2
Pilar 1 1
Chapada 5 5
Jacobina 7 7
Peñon 0 0
Total 32 32
Information for Fazenda is not currently available.

ARTISANAL AND SMALL-SCALE MINING

G4-MM8 Number (and percentage) of company operating sites where artisanal and small-scale mining (asm) take place on, or adjacent to, the site; the associated risks and the actions taken to manage and mitigate these risks Our Jacobina site has a small scale mining operation in the general vicinity of the mine site, but not directly adjacent to it.

RESETTLEMENT

G4-MM9 Sites where resettlements took place, the number of households resettled in each, and how their livelihoods were affected in the process.  23 households were resettled at our C1 Santa Luz operation in Brazil. A compensation package was provided for each relocated household. More households are expected to be relocated in 2017.

CLOSURE PLANNING

G4-MM10 Number and percentage of operations with closure plans All our operations have active closure plans with appropriately allocated financial provisions (asset retirement obligation), which total $235.6 M for the company as of December 31, 2016.

EMERGENCY PREPAREDNESS

G4-DMA Generic Disclosures on Management Approach All of our operations maintain emergency response plans and teams, which conduct both desktop and live scenario training on a regular basis. These teams receive special training for a range of different scenarios.

For example, Emergency Response Plans have been developed for all of our tailings managment facilities. ERPs are developed to deal with worst case scenarios, (such as dam failures), and involve three main steps: Documentation preparation, which includes a dam break analysis, communication plan and a downstream survey. The second step includes stakeholder mapping and internal training where employees are trained on risk prevention and what to do in the event an incident takes place. The final step consists of external training on the procedures to carry out if an emergency were to take place, as well as a simulation process involving the participation of communities. Simulations will ensure that employees understand their role, communities feel reassured that emergencies are taken seriously and that plans are adjusted to reflect a constantly changing environment. Procedures for the following are covered under these steps: protecting our communities and employees; notifying emergency services and resource management agencies; and carrying out long-term remediation activities.

For more information, see our 2016 Material Issues Report.

Disclaimer

You are now leaving the Yamana Gold Inc. website to go to an independent third party website. Yamana has no control over information at third party sites hyperlinked to this one. These links are being provided for the convenience of the users of this website and Yamana does not endorse and is not responsible or liable for the content, nature or reliability of any linked website or any link contained in a linked website. Yamana takes no responsibility for monitoring, updating, supplementing or correcting any information on any linked website and makes no representation or warranties regarding such information.

NON-GAAP INFORMATION

Yamana discloses certain non-GAAP measures including Cash costs per ounce of gold, Cash costs per ounce of silver, Co-product cash costs per ounce of gold, Co-product cash costs per ounce of silver, Co-product cash costs per pound of copper, All-in sustaining costs per ounce of gold, All-in sustaining costs per ounce of silver, All-in sustaining co-product costs per ounce of gold, and All-in sustaining co-product costs per ounce of silver to supplement its Consolidated Financial Statements, which are presented in accordance with IFRS. The term IFRS and generally accepted accounting principles (“GAAP”) are used interchangeably. The Company believes that these measures, together with measures determined in accordance with IFRS, provide investors with an improved ability to evaluate the underlying performance of the Company. Non-GAAP measures do not have any standardized meaning prescribed under IFRS, and therefore they may not be comparable to similar measures employed by other companies. The data is intended to provide additional information and should not be considered in isolation or as a substitute for measures of performance prepared in accordance with IFRS.

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