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Corporate Governance Video

AUY-NYSE $2.04 -0.02 -0.97% Volume: 9,576,994 June 14, 2019

YRI-TSX $2.74 +0.00 +0% Volume: 1,887,721 June 14, 2019

GRI Index

For the period from January 1 - December 31st, 2017

GENERAL STANDARD DISCLOSURES
Standard Disclosure	Standard Disclosure Title	Comment

STRATEGY AND ANALYSIS

G4-1	CEO Statement	See the 2017 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, 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 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: 4407
Total number of Operations: 5 producing mines, 1 Joint-Venture and 1 development project
Net Revenues in 2017: $ 1.80 billion
Total Gold production in 2017: 977 thousand ounces

G4-10

Total Employees

Full Time Permanent Employees:
Male: 4049 (92%)
Female: 358 (8%)
TOTAL: 4407

Supervisor level:
Male: 591
Female: 66
TOTAL: 657
General Employees:
M: 3458
F: 292
TOTAL: 3750

By region and gender:
Argentina: Male: 1018- 92% Female: 85- 8% TOTAL: 1103
Brazil: Male: 1293- 89% Female: 148- 11% TOTAL: 1441
Canada: Male: 75- 54% Female: 63- 46% TOTAL: 138
Chile: Male: 1663- 96% Female: 62- 4% TOTAL: 1725
% of Contract Workers: 45%
Seasonal Variations: N/A

G4-11

Percentage of total employees covered by collective bargaining agreements

80%

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	331,842,506
Brazil	412,680,678
Chile	366,342,558
Total	1,110,865,742

G4-13

Reporting changes from previous year

On December 23, 2016, Brio Gold Inc., previously a subsidiary of Yamana became a standalone public company . As of December 31, 2017, Yamana held approximately 53.6% of the issued and outstanding Brio shares. Mines under Brio Gold are Pilar, Fazenda Brasileiro, Riacho dos Machados and Santa Luz.

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 18001
- 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. Brio operations are not covered by the 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 2017 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 2017 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 -Business Ethics/ Human Rights -Health & Safety -Community Relations/Social License -Water -Waste/Tailings Management -Climate Change/Biodiversity -Closure
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, our HSEC Framework 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, noise and/or vibration (location specific) - General environmental concerns (e.g. impacts on water quality or quantity)

REPORT PROFILE

G4-28	Reporting period	2017 year
G4-29	Most recent report	2016
G4-30	Reporting cycle	Annual
G4-31	Contact point	Ross Gallinger, Senior Vice President, Health, Safety & Sustainable Development (Ross.Gallinger@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 Greg McKnight - Executive Vice President, Business Development Yohann Bouchard - Senior VP, Operations Richard Campbell - Senior VP, Human Resources Gerardo Fernandez - Senior VP, Operations Ross Gallinger - Senior VP, Health, Safety and Sustainable Development Barry Murphy - Senior VP, Technical Services Sofia Tsakos - Senior VP, General Counsel and Corporate Secretary Henry Marsden - Senior VP, Exploration"
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. 10 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.	The corporate HSEC team is in constant communication with sites and regional directors and reports to the Sr. Vice President of HSSD ( Health Safety and Sustainable Development). This team contributes to the strategy, development of standards & procedures and program design, with collaboration from sites as well as conducts company wide data analysis and reporting and provides support to sites, both in office as well as through ongoing site visits. In addition to leading the HSEC team, the SVP HSSD, helps to implement policy and strategy as well as promotes dialogue on Yamana’s mission/vision. Any new developments or modifications to standards go through consultations across the General Managers of operations, regional directors, the senior executive team and ultimately the Board of Directors. The SVP reports directly to the CEO, and provides quarterly, and ad hoc updates to the Board of Directors. The SVP HSSD is directly responsible for overseeing all aspects of community relations, human rights, environment, closure and health and safety aspects at Yamana, while the SVP Technical Services is responsible for overseeing the management of tailings.
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 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: • helps the board develop a corporate culture of environmental responsibility and awareness about the importance of health and safety • identifies the principal risks and impacts related to health, safety and the environment, and ensures sufficient resources are allocated to address them • oversees 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 • reviews management’s activities in maintaining appropriate internal and external operational, health, safety and environment audits and reviews the results • reviews any compliance issues and incidents to determine, on behalf of the board, that we are taking all necessary action and have been duly diligent in carrying out our responsibilities and activities • investigates or arranges an investigation of any unusual health, safety and environmental performance • reviews monthly and annual sustainability, health, safety and environment reports • reviews and approves annual disclosure relating to our sustainability, health, safety and environment policies and activities
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 indicators to determine the size of the 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 2017 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:
2017 Summary of Corporate Investments, Donations, Taxes and Royalties in USD

	Direct Community Investment	Donations & Sponsorship	Tax & Royalties
Argentina	$3,404,979	$811,981	$8,514,257
Brazil	$288,706	$449,757	$116,166,715
Canada	$129,558	$367,392	$43,454
Chile	$2,260	$446,957	$13,653,328
Other	$-	$-	$1,999,704
Total	$3,825,504	$2,076,086	$140,377,458

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 2017 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. The tax holiday entered into with the Superintendência do Desenvolvimento do Nordeste in Brazil resulted in tax savings of R$18,475,385 during 2017. 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 2017 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: 66% of SR Management Hired from Local Region. Brazil: 87% of SR Management Hired from Local Region. Canada: 100% of Sr. Management hired from Local Region. Chile: 73% 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 2017 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: 16.1% Regional procurement: 51.8% National procurement: 94.9% 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 49 unique projects throughout our host communities, our Integrar programs reached over 19,000 people in 2017, focusing on support in areas of environment, human rights, health, education, entrepreneurship and culture. 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 2017, over 50,000 people attended Integrar Days, which focused on health services, education, environment, culture and quality of life. For more information, see indicator EC1 for direct contributions and our 2017 Material Issues Report.

PROCUREMENT PRACTICES

G4-DMA	Generic Disclosures on Management Approach	See our 2017 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. - 94.9% of all of our purchasing was done within our host countries in 2017 - 51.8% of our purchasing was regional (includes local); and - 16.1% 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 2017 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:

Materials used (t)

	Minera Florida	Chapada	Jacobina	El Peñón	Gualcamayo
Caustic soda	4,944	-	680	589	167
Cyanide	1,492	-	589	2,212	1,837
Explosives (ANFO)	1,418	14,594	2,595	1,946	4,237
Flocculants	64	4	63	19,806	-
Grinding balls	1,359	12,144	3,561	1,491	-
HCL	8	-	222	-	200
Lime	-	7,364	1,432	640	10,668
Tires	-	-	26	118	2,182
Other reagents	12,039	805	102	-	12
Total materials used	21,324	34,909	9,271	26,802	19,302

G4-EN2

Percentage of materials used that are recycled input materials

Chapada: 7%
Jacobina: 1%
Minera Florida: <1%
El Penon: 2%"

ENERGY

G4-DMA

Generic Disclosures on Management Approach

G4-EN3

Energy consumption within the organization

Our main fuels include:
●Diesel
●Gasoline
See table below:

	Minera Florida	Chapada	Jacobina	El Peñón	Gualcamayo	Total
Fuels (MWh)	45,582	424,136	55,603	72,976	114,071	712,368
Electricity (MWh)	68,549	303,737	100,394	103,381	46,831	622,892
	114,131	727,873	155,997	176,357	160,902

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

13.6 MWh/ thousand tonnes moved
This was calculated by taking the total energy consumption in MWh, and dividing it by the total rock moved in tonnes.
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 2017 include:

Minera Florida has 3 ongoing biodiersity projects, focused on rehabilitation, restoration and maintenance. These biodiversity focused topics have C02 reduction components that average 20 tonnes/year per project.

Jacobina installed 9 solar power poles at their site in 2017. These poles operated from January- August. The poles were removed in August due to construction in the area and will be re-installed upon completion of the construction.

Chapada decreased its electrical energy use in two ways. Firstly,in 2016 Chapada 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 this increased efficency. In 2017 the site continued to use the SAG mill in the more efficient method. Secondly, the site has optimized the plant through inclusion of new instruments such as cameras and vibration sensors which focused on plant optimization and stabilization.

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 was 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 2017 Material Issues Report.

G4-EN8

Total water withdrawal by source

See table below:
Data presented in m³

	Minera Florida	Chapada	Jacobina	El Peñón	Gualcamayo	Total
Surface Water including water from wetlands, rivers, lakes and oceans	486,294	4,747,803	132,118	-	-	5,366,215
Groundwater	18,644	79,919	-	623,890	1,426,208	2,148,661
Third-party water (municipal water, other)	-	-	-	240	-	240
Mine Water	378,432	6,688,102	956,530	333,699	-	8,356,764
Total Water Withdrawal by Source (m^³)	883,370	11,515,823	1,088,648	957,829	1,426,208	15,871,880

G4-EN9

Water sources significantly affected by withdrawal of water

Jacobina: Cuia Dam
Chapada: Rio dos Bois

G4-EN10

Percentage and total volume of water recycled and reused

See table below:

	Minera Florida	Chapada	Jacobina	El Peñón	Gualcamayo	Total
Total water withdrawal (m³)	883,370	11,515,823	1,088,648	957,829	1,426,208	15,871,880
Total water reused or recycled (m³)	504,576	39,141,637	2,870,773	4,414,803	10,495,840	57,427,629
Reused and recycled as percentage of water withdrawal	57%	340%	264%	461%	736%	362%
Reused and recycled as percentage of total water use	36%	77%	73%	82%	88%	78%

BIODIVERSITY

G4-DMA

Generic Disclosures on Management Approach

See our 2017 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 (ha)

See table below:
Data presented in hectares

	Minera Florida	Chapada	Jacobina	El Peñón	Gualcamayo	Total
Previous year disturbed and not yet rehabilitated	0.0	82.0	56.0	0.0	0.9	138.9
Newly disturbed land	0.0	15.8	17.4	0.0	0.0	33.2
Newly rehabilitated land	100.0	24.0	9.0	0.0	0.0	133.0
Current year disturbed and not yet rehabilitated	0.0	73.8	64.4	0.0	0.9	139.1

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

Three of our sites (60%) are located near high biodiversity value areas and have management plans in place: Minera Florida, Chapada and Jacobina.

The biodiversity areas located near Chapada and Jacobina are managed and regulated by the Brazilian Forest Code.

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:

	Minera Florida	Chapada	Jacobina	El Peñón	Gualcamayo
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	Reforestation of 77 hectares in the El Membrillo estate, with an establishment of more than 75% species.	1,958 hectares of Legal Reserve and Permanent Protection Areas	"Jacobina has a legal reserve of 56.73 hectares and 20 hectares of restoration at a Tailings Dam, this specific area was reshaped for planting in 2018. Protected Area: 2821 ha - State Park of Sete Passagens. 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.	Hiring of specialized consultancy to carry out planting with native seedlings on 105 hectares.	-	-	-
Status of each area based on its condition	The reforestation areas are protected, isolated, fenced and with access control.	The areas of Legal Reserve and Areas of Permanent Protection are characterized for the most part by the vegetal typology. The areas are in a good state of preservation.	Tailings Dam in process of restoration	-	-
Standards, methodologies & assumptions used	Based on Law N° 19.300 of the General Basis of the Environment of Chile & the Native Forest Law	-	-	-	-

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:

	Minera Florida	Chapada	Jacobina	El Peñón	Gualcamayo	Total
Critically endangered	-	-	-	-	-	0
Endangered	1	3	1	-	-	5
Vulnerable	6	8	2	-	-	16
Near threatened	-	-	2	-	-	2
Least concern	-	-	23	-	-	23

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 2017 Material Issues Report.

We believe a 3-fold strategy to climate change is our best chance at mitigating and managing the associated risks. The first feature of our strategy is adaptation. We believe it is important to know where our facilities are most vulnerable and therefore monitor existing climactic changes and extreme weather events in the jurisdictions we operate in. Based on this we can modify our existing facilities, where appropriate, to ensure they are best prepared to withstand events that could arise due to a changing climate. In addition to this, we regularly monitor and examine the operations to ensure the programs and systems are working effectively in the case that such an event should occur. An example of this would be the practices surrounding our tailings management facilities. We continuously review our TMFs, and modify them as required, to ensure that they can withstand any potential incidents, and that they incorporate the most up-to-date environmental data. For more information on our tailings management system, please see the tailings and waste section of this report.

The second feature is mitigation, which involves the management of energy efficiency and emissions reduction. Yamana recognizes that we each have a role to play in reducing our contributions to climate change, and as such, we are continually working to determine how we can best implement existing industry strategies to help play our part. Our energy efficiency programs focus on decreasing fossil fuel use, and reducing our carbon footprint wherever possible. These are developed by each site, with corporate oversight, to ensure that the targets and strategies are relevant. Due to the energy intense nature of mining we recognize that focusing on decreasing fossil fuel use is important.

The third feature is preparedness, which is closely related to adaptation. In order for our sites to address extreme weather events and other foreseeable crises and emergencies, each of our operations has developed an emergency preparedness and response plan. 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 and are trained accordingly.

G4-EN15

Direct greenhouse gas (GHG) emissions (Scope 1)

See table below:

Site	tCO2e
Chapada	116,788
Jacobina	16,050
Gualcamayo	34,734
El Peñon	20,481
Minera Florida	12,805
Total	200,859

G4-EN16

Energy indirect greenhouse gas (GHG) emissions (Scope 2)

See table below:

Site	tCO2e
Chapada	28,249
Jacobina	9,337
Gualcamayo	17,854
El Peñon	47,304
Minera Florida	31,366
Total	134,110

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	1.99
Jacobina	11.9
Gualcamayo	2.6
El Peñon	33.4
Minera Florida	45.0
Cerro Morro	-
Total	3.4

G4-EN19

Reduction of greenhouse gas (GHG) emissions

The following site initatives in 2017 were aimed at reducing energy, which in turn reduced GHG emissions as well:

Minera Florida has 3 ongoing biodiersity projects, focused on rehabilitation, restoration and maintenance. These biodiversity focused topics have C02 reduction components that average 20 tonnes/year per project.

Jacobina installed 9 solar power poles at their site in 2017. These poles operated from January- August. The poles were removed in August due to construction in the area and will be re-installed upon completion of the construction.

Chapada decreased its electrical energy use in two ways. Firstly, in 2016 Chapada 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 this increased efficency. In 2017 the site continued to use the SAG mill in the more efficient method. Secondly, the site has optimized the plant through inclusion of new instruments such as cameras and vibration sensors which focused on plant optimization and stabilization.

G4-EN20

Emissions of ozone-depleting substances (ODS)

G4-EN21

NOX, SOX, and other significant air emissions

We do not currently measure these.

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 2017 Material Issues Report.

G4-EN22

Total water discharge by quality and destination

See table below:

	Minera Florida	Chapada	Jacobina	El Peñón	Gualcamayo
Total volume of planned water discharges (m³)	N/A	N/A	N/A	N/A	54,851
Destination of water discharged	N/A	N/A	N/A	N/A	Infiltration system for treated wastewater and use for irrigation
Treatment method for water discharge and quality of the water	N/A	N/A	N/A	N/A	Sewage treatment plant (aerobic)

G4-EN23

Total weight of waste by type and disposal method

See table below:
Data presented in tonnes

	Minera Florida	Chapada	Jacobina	El Peñón	Gualcamayo	Total
Reused	66	-	-	-	-	66
Recycled	241	863	251	782	50	2,186
Composted	-	-	1	-	-	1
Recovered	-	295	39	-	-	334
Incinerated	-	178	-	-	1,436	1,614
Landfill	686	197	234	1,457	-	2,574
On-site storage	-	-	-	675	-	675
Other	-	532	132	1,824	1,214	3,703
Total Waste (hazardous and non-hazardous)	993	2,066	657	4,737	2,699	11,152

G4-EN24

Total number and volume of significant spills

We had no significant spills in 2017.

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:

	Minera Florida	Chapada	Jacobina	El Peñón	Gualcamayo	Total
Overburden(Waste Rock) (t)	595,155	42,210,887	695,548	1,532,260	12,306,516	57,340,366
Tailings (t)	1,033,295	23,000,557	1,978,409	1,041,200	N/A (Heap Leach)	27,053,461

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

	Minera Florida	Chapada	Jacobina	El Peñón	Gualcamayo	Total
Transported	-	514.2	66.0	2,067.7	2,699.3	5,347.1
Imported	-	-	-	-	-	-
Exported	-	-	-	-	-	-
Treated	317.8	-	39.1	-	-	356.9
Total	317.8	514.2	105.1	2,067.7	2,699.3	5,704.0

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

None of our sites had effluent discharge to the environment.

PRODUCTS AND SERVICES

G4-DMA	Generic Disclosures on Management Approach	See our 2017 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 2017 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:

	Minera Florida	Chapada	Jacobina	El Peñón	Gualcamayo	Total
Monetary value of significant fines ($ USD)	N/A	N/A	N/A	N/A	N/A	$
Number of non-monetary sanctions	N/A	N/A	21	N/A	N/A	21

All non-monetary sanctions at our Jacobina operation were answered and resolved by the site upon notification from the governing agency within the alloted timeframe.

TRANSPORT

G4-DMA	Generic Disclosures on Management Approach	See our 2017 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 2017 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

	Minera Florida	Chapada	Jacobina	El Peñón	Gualcamayo	Total
Treatment and Disposal of Waste	$118,336	$267,640	$677,836	$108,054	$1,016,773	$2,188,639
Treatment of emissions (expenditures for filters, agents)	$-	$-	$4,583	$-	$-	$4,583
Expenditures on equipment, maintenance and operating materials and services, and related personnel costs	$345,146	$187,119	$254,622	$271,912	$120,535	$1,179,335
Environmental Education and training	$4,622	$-	$5,235	$11,123	$-	$20,981
External Services for environmental management	$211,094	$211,126	$13,685	$7,927	$-	$443,833
Research and Development	$4,622	$-	$43,515	$-	$-	$48,138
Extra expenditures to install cleaner tech	$-	$-	$1,881	$-	$-	$1,881
Other environmental management costs	$15,408	$54,298	$1,267,613	$388,664	$341,787	$2,067,770
Total	$699,230	$720,183	$2,268,970	$787,681	$1,479,096	$5,955,160

SUPPLIER ENVIRONMENTAL ASSESSMENT

G4-DMA	Generic Disclosures on Management Approach	See our 2017 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	Chapada: 100% Jacobina: 100% Minera Florida: 7% We did not receive information on this indicator from all sites.
G4-EN33	Significant actual and potential negative environmental impacts in the supply chain and actions taken	We do not collect data on this indicator.

ENVIRONMENTAL GRIEVANCE MECHANISMS

G4-DMA

Generic Disclosures on Management Approach

See our 2017 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

3 sites (Minera Florida, Chapada and Jacobina) had a total of 41 environmental grievances this year. All grievances were related to dust and vibration with the exception of 4 water use related grievances at the Chapada operation. All grievances were resolved and closed in a timely manner. (Yamana considers a closeout period to be 7-14 days)

Environmental Grievances

	Grievances	Resolved
Minera Florida	4	4
El Penon	-	-
Gualcamayo	-	-
Chapada	9	9
Jacobina	28	28
Cerro Moro	0	0
Total	41	41

SOCIAL

SUB-CATEGORY: LABOR PRACTICES AND DECENT WORK

EMPLOYMENT

G4-DMA

Generic Disclosures on Management Approach

See our 2017 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:
- El Peñon Mine (Chile): 12 days duration
- Minera Florida (Chile): 10 days duration

2017 marked the completion and renegotiation of our Collective Bargaining Agreements in Chile. It is common for Chilean mining operations to have strikes coinciding with collective bargaining renegotiations as was witnessed with multiple other Chilean companies last year. We were pleased that our strikes were relatively short in duration and had a minimal impact on operations.

G4-LA1

Total number and rates of new employee hires and employee turnover by age group, gender and region

Argentina
New Hires	M	F	Terminations	M	F
< 20:	3	1	< 20:	0	0
21 - 30:	59	18	21-30:	17	5
31 - 40:	93	11	31-40:	55	5
41-50:	48	4	41-50:	22	3
> 51:	14	0	>51:	11	0
Brazil
New Hires	M	F	Terminations	M	F
< 20:	22	37	>20:	10	24
21 - 30:	9	6	21-30:	49	31
31 - 40:	36	9	31-40:	62	13
41 - 50:	25	4	41-50:	14	1
>51:	9	0	>51:	15	2
Canada
New Hires	M	F	Terminations	M	F
< 20:	4	4	< 20:	3	4
21 - 30:	8	9	21-30:	7	6
31 - 40:	12	4	31-40:	8	6
41 - 50:	7	6	41-50:	8	4
> 51:	8	1	>51:	5	3
Chile
New Hires	M	F	Terminations	M	F
< 20:	1	0	< 20:	0	0
21 - 30:	57	8	21-30:	28	4
31 - 40:	79	6	31-40:	110	5
41 - 50:	40	1	41-50:	79	2
>51:	27	0	>51:	70	0

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: 17
10 out of 10 employees returned to work after parental leave.

LABOR/MANAGEMENT RELATIONS

G4-DMA	Generic Disclosures on Management Approach	See our 2017 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. For more information, see our 2017 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 2017 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 2017 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: 12 hrs Supervisor/ Sr Technical/Professionals: 30 hours Operators/ General Positions: 75 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 2017 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: 13 Gender: M - 12 F-1 Age groups: 30-40: (0) 40-50:(5) Over 50:(8) Minority Groups: 2 Board of Directors: Number of Board Members: 11 Gender: M - 7 F-4 Age groups: Over 50 (91%) Minority Groups: 4

EQUAL REMUNERATION FOR WOMEN AND MEN

G4-DMA	Generic Disclsoures on Management Approach	See our 2017 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: -36% Sup./Professional: -11% General Positions: -25% Brazil Manager & Above: -13% Sup./Professional: 17% General Positions: -3% Canada Manager & Above: -33% Sup./Professional: 4% General Positions: -3% Chile Manager & Above: -21% Sup./Professional: -6% General Positions: 22%

SUPPLIER ASSESSMENT FOR LABOR PRACTICES

G4-DMA	Generic Disclosures on Management Approach	See our 2017 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 2017 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 greivances received have been resolved.

SUB-CATEGORY: HUMAN RIGHTS

INVESTMENT

G4-DMA	Generic Disclosures on Management Approach	See our 2017 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 2017 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 2017 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 2017 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 2017 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 contribue to the elimination of all forms of forced or compulsory labor	None

SECURITY PRACTICES

G4-DMA	Generic Disclosures on Management Approach	See our 2017 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	100%.

INDIGENOUS RIGHTS

G4-DMA	Generic Disclosures on Management Approach	See our 2017 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, our exploration project is in the traditional territories of indigenous communities. We are working towards a formal exploration agreement. 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 2017 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 2017 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 2017 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	At Yamana, we recognize that having strong, positive relationships with communities is integral to our operations and as such, maintaining these relationships remains one of our top priorities. We recognize that mining brings both benefits as well as impacts to communities, and that without positive relationships and careful management of those impacts, people’s rights and well-being, as well as our operations can be at risk. Our community relations management aims to maintain effective, fair and transparent processes that assist in community development and impact management through creating local jobs and contracts as well as community assistance programs. We also strive to mitigate impacts, such as noise, dust, vibration or other concerns about the environment. Effective community engagement is the mechanism that underlies all of these discussions. To Yamana, effective engagement means transparent and responsive dialogue where we don’t just listen to stakeholder concerns, but where possible, involve them in decision-making processes. Each of our operations has a Community Relations team which reports directly to the site’s General Manager, as well as back to the corporate team, that includes the Senior Vice President of Health, Safety, and Sustainable Development. These teams frequently engage with our communities through both formal and informal mechanisms, including open houses such as our Open Doors program, community meetings, such as our Citizen Meetings program, as well as formal grievance mechanisms. We believe that through these multiple platforms of engagement we are able to better mitigate future risks by understanding community concerns prior to them becoming grievances. These participatory processes allow parties to come to a mutually beneficial understanding while allowing communities to learn about our operations, including our facilities, internal processes, environmental care, work safety and social activities. Our social activities are guided by a set of Community Relations standards that are covered in our internal management system, the Yamana Management System (YMS) as well as the guidance in our HSEC Management Framework. These policies and standards are not only the responsibility of the Community Relations team but also that of location management and all employees of the site. By ensuring that everyone is aware of and understands these strategies, we continue to build a culture of site–wide responsibility to HSEC and community relations activities. For more information, see our 2017 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 people, 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 64 formal citizen meetings with community stakeholders, where we reached over 1,700 people. Through a total of 78 site visits, we also hosted over 1,600 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. Three of our operations are located in close proximity to host communities (Minera Florida in Chile, Chapada and Jacobina in Brazil), where a small number of individuals have encountered some negative impacts related to noise, dust, vibration and increased vehicle traffic. We work directly with these local stakeholder to ensure these nuisances are mitigated or minimized, and when appropriate stakeholders are compensated.

ANTI-CORRUPTION

G4-DMA	Generic Disclosures on Management Approach	See our 2017 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 2017 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 2017 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 2017 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 2017 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 impacts on society 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. 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 2017 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
Minera Florida	4	4
El Penon	0	-
Gualcamayo	0	-
Chapada	10	10
Jacobina	30	30
Cerro Moro	2	2
Total	46	46

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.

None.

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 $274.3 M for the company as of December 31, 2017.

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 2017 Material Issues Report.

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GRI Index

STRATEGY AND ANALYSIS

ORGANIZATIONAL PROFILE

IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES

STAKEHOLDER ENGAGEMENT

REPORT PROFILE

GOVERNANCE

ETHICS AND INTEGRITY

ECONOMIC

ECONOMIC PERFORMANCE

MARKET PRESENCE

INDIRECT ECONOMIC IMPACTS

PROCUREMENT PRACTICES

ENVIRONMENTAL

MATERIALS

ENERGY

WATER

BIODIVERSITY

EMISSIONS

EFFLUENTS AND WASTE

PRODUCTS AND SERVICES

COMPLIANCE

TRANSPORT

OVERALL

SUPPLIER ENVIRONMENTAL ASSESSMENT

ENVIRONMENTAL GRIEVANCE MECHANISMS

SOCIAL

SUB-CATEGORY: LABOR PRACTICES AND DECENT WORK

EMPLOYMENT

LABOR/MANAGEMENT RELATIONS

OCCUPATIONAL HEALTH AND SAFETY

TRAINING AND EDUCATION

DIVERSITY AND EQUAL OPPORTUNITY

EQUAL REMUNERATION FOR WOMEN AND MEN

SUPPLIER ASSESSMENT FOR LABOR PRACTICES

LABOR PRACTICES GRIEVANCE MECHANISMS

SUB-CATEGORY: HUMAN RIGHTS

INVESTMENT

NON-DISCRIMINATION

FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING

CHILD LABOR

FORCED OR COMPULSORY LABOR

SECURITY PRACTICES

INDIGENOUS RIGHTS

ASSESSMENT

SUPPLIER HUMAN RIGHTS ASSESSMENT

HUMAN RIGHTS GRIEVANCE MECHANISMS

SUB-CATEGORY: SOCIETY

LOCAL COMMUNITIES

ANTI-CORRUPTION

PUBLIC POLICY

ANTI-COMPETITIVE BEHAVIOR

COMPLIANCE

SUPPLIER ASSESSMENT FOR IMPACTS ON SOCIETY

GRIEVANCE MECHANISMS FOR IMPACTS ON SOCIETY

ARTISANAL AND SMALL-SCALE MINING

RESETTLEMENT

CLOSURE PLANNING

EMERGENCY PREPAREDNESS

NON-GAAP INFORMATION