Women in Mining Presentation May 12, 2010 Lisa Zangari Senior Vice - - PowerPoint PPT Presentation

Women in Mining Presentation

May 12, 2010 Lisa Zangari

Senior Vice President, Human Resources

Cautionary Statement

This presentation contains forward-looking statements. All statements, other than of historical fact, that address activities, events or developments that the Company believes, expects or anticipates will or may occur in the future (including, without limitation, statements regarding the estimation of mineral resources, exploration results, potential mineralization, potential mineral resources and mineral reserves) are forward-looking statements. Forward-looking statements are subject to a number of risks and uncertainties that may cause the actual results of the Company to differ materially from those discussed in the forward-looking statements. Factors that could cause actual results or events to differ materially from current expectations include, among other things, failure to establish estimated mineral resources, the possibility that future exploration results will not be consistent with the Company's expectations, changes in world gold markets and other risks disclosed in IAMGOLD’s most recent Form 40-F/Annual Information Form on file with the US Securities and Exchange Commission and Canadian provincial securities regulatory authorities. Any forward-looking statement speaks only as of the date on which it is made and, except as may be required by applicable securities laws, the Company disclaims any intent or obligation to update any forward-looking statement. The United States Securities and Exchange Commission (the "SEC") permits mining companies, in their filings with the SEC, to disclose only those mineral deposits that a company can economically and legally extract or produce. We use certain terms in this press release, such as "mineral resources" , that the SEC guidelines strictly prohibit us from including in our filings with the SEC. U.S. investors are urged to consider closely the disclosure in the IAMGOLD Annual Report on Form 40-F. A copy of the 2009 Form 40-F is available to shareholders, free of charge, upon written request addressed to the Investor Relations Department. * Total Resources includes all categories of resources unless indicated otherwise. All currency numbers are in US$ unless otherwise stated.

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Agenda

How to Position Yourself as a Successful Candidate

Overview of IAMGOLD § IAMGOLD at a Glance § Corporate Strategy § Operations and Growth § Zero Harm Sourcing & Selection Strategy § Key strategic considerations § External Issues Positioning Yourself as a Successful Candidate § What do organizations value in a candidate? § Preparing for an interview Q&A § Key Learnings?

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OVERVIEW OF IAMGOLD

OUR VISION

We will create a culture of pride through a committed and unique business approach that ensures delivery

• f superior value for all shareholders.

OUR VALUES

IAMACCOUNTABLE IAMRESPONSIBLE IAMTEAM IAMINNOVATION IAMEXCELLENCE

IAMGOLD at a Glance

Focus on Profitability

Grow Gold Production & Reserves § Successful development of existing projects § Aggressive exploration for organic growth § Accretive acquisitions Reduce Costs and Improve Efficiencies § Operations & development project optimization Maintain Financial Strength § Continue to increase cash flow § Leverage balance sheet strength for growth Mobile, Multi-Lingual Skilled Workforce Zero Harm § Committed to health, safety and sustainability § Becoming the ‘Miner of Choice

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TSX: IMG NYSE: IAG

Shares outstanding: 371 M Market Capitalization: $6.6B IAG 52-week high: $21.00 IAG 52-week low: $8.57 Closing Price (May 7, 2010): $17.67

IAMGOLD Profile

1 million oz gold producer Canadian company Focused portfolio in West Africa and the Americas Essakane mine start-up in June 2010 with further upside potential Commitment to organic growth

Health, Safety & Sustainability

Continuing Commitment to Zero Harm

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2009 HIGHLIGHTS SAFETY 31% decrease in both days away injury rate and total accident rate ENVIRONMENT “Toward Sustainable Mining” award for Rosebel Tailings Management COMMUNITY Successful village relocations at Essakane CERTIFICATION Seven Operations plus Head Office ISO 14001 certified SUSTAINABILITY Working Partnership with Plan Canada

2.6 1.86 1.29 1.64 2007 2008 2009 2010 Q1

TOTAL RECORDABLE INCIDENT RATE

1.27 0.78 0.54 0.63 2007 2008 2009 2010 Q1

DAYS AWAY ACCIDENT RATE

Global Operations & Growth FOCUS DISCIPLINE RESULTS

Longstanding Presence, Long Term Future

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NORTH AMERICA Toronto 79 Longueil 82 Doyon 153 Mouska 282 Niobec 313 SOUTH AMERICA Rosebel 1,425

Quimsacocha

81 Exploration 189 AFRICA Mupane 352 Essakane 3,235 Dakar 10 Exploration 54 TOTAL 6,249 Number of Employees by Continent*

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SOURCING & SELECTION STRATEGY

Key Strategic considerations for employers

Growing Challenges:

§ Demographic change (The McKinsey Quarterly –’08) : § Aging Workforce § Emerging markets are producing a surplus of young talent; more than twice as many

university-educated professionals as the developed world

§ GenY (approx 12% of US workforce) demand more flexibility, meaningful jobs,

professional freedom, higher rewards, and a better work-life balance

§ View career as a series of 2-3 year chapters § Globalization: § Mobile talent required § Talented local people with an international mindset § Knowledge Workers: § Fastest growing talent pool in the most organizations § Employees who create more profit than others do § Work requires minimal oversight

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External Issues –Aging Workforce

Median age in Canada, 1956 to 2006 (as of March 4, 2008)

§ According to the 2006 Census, the number of Canadians aged 65 and over increased 11.5% in the previous five

years, and the number of children under age 15 declined by 2.5% over the same period.

§ The 65-and-over population made up a record 13.7% of the total population of Canada in 2006. The proportion of the

under-15 population fell to 17.7%, its lowest level ever.

§ An increase in immigration since 2001 gave Canada a higher rate of population growth than in the previous

intercensal period, but it did not slow the aging of Canada's population.

§ The median age, which divides the population into two groups of equal size, has risen steadily since 1966, reaching

39.5 years in 2006. It is expected that the median age will rise in the future and could exceed 44 years by the year 2031.

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External Issues –Aging Workforce cont’d

2008 Canadian Census Data (Release no. 6: March 4, 2008)

§ Nearly two out of three persons aged 80 years and over were women, as women have a higher life

expectancy than men (82.5 years compared with 77.7 years, in 2004).

§ The number of people aged 55 to 64, many of whom are workers approaching retirement, has never been

so high in Canada, at 3.7 million in 2006.

§ Baby-boomers, people born between 1946 and 1965, were between 41 and 60 years of age in 2006.

Despite the fact that they are now older, they were still a very large group in the population: nearly one out of three Canadians was a baby-boomer in 2006.

§ The proportion of people aged 65 and over increased in every province and territory in the last five years,

while the percentage of children under age 15 continued to fall.

§ Between 2001 and 2006, employment in Canada increased 1.7% per year, on average, the fastest rate

among the Group of Seven (G7) nations.

§ Average annual employment growth between 2001 and 2006 was strongest in the mining, oil and gas

extraction (with an average annual increase of 7.5%) and construction (4.5%) industries.

§ The aging of Canada's labour force intensified, with 15.3% of its workers aged 55 and over in 2006,

compared to 11.7% in 2001.

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External Issues –Mining Specific

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Mining grads shortage High demand Aging workforce

External Issues: Aging Workforce

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§ Aging workforce

ü mining workforce older than average: over 50% in the mining industry are aged 40 to 54 (national average: 39%) ü 40% mining workers plan to retire over the next 10 years (employers’ estimates were

• nly 24.5%). The largest percentage of workers planning to retire is in the skilled

trades occupational group (44.6%)

External Issues: Shortage of Mining Grads

16 Fewer than 1,000 USA students are projected to graduate from engineering and geosciences programs in 2006. Research indicates that fewer students are enrolling in these programs for the following reasons: * Short-term jobs versus careers * Few attractive opportunities at junior levels * Tenure-based advancement versus meritocracy * Poor work/life balance

§ Oil and Gas Workforce Projections for USA

Source: Corporate Leadership Council

Labor Market in USA, Brazil and Russia

§ Number of Students Earning Degrees in Natural Science from 1990 to 2004

From 1990 to 2004, the number of students earning doctorate degrees decreased while the number of students earning master ’ s degrees increased slightly from 1990 to

• 2004. Moreover, the

number of students earning bachelor ’ s degrees peaked in the mid 90 ’ s and has since declined

External Issues: Shortage of Mining Grads cont’d

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Mining industry hiring demand vs. Mining related supply of grads (2005-2014)

1407 1330 1189 8197 5715 3647 1000 2000 3000 4000 5000 6000 7000 8000 9000 No Growth Scenario Low Growth Scenario High Growth Scenario Annual ind. demand Annual supply of univ. & college grads

Sources: Mining Industry Human Resources Council, Canada; Canadian Assoc. of University Teachers; Canadian Council of Professional Engineers

External Issues –High Demand

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§ High demand

ü Just the Canadian mining industry may have to hire over 81,000 employees over the next 10 years … this averages over 150 employees/week

Source: Mining Industry Human Resources Council, Canada

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SUCCESSFUL CANDIDACY

What do organizations value in a candidate?

Attributes / Capabilities / Characteristics

§ Presence / appearance particular to the position – first impressions § Self-confident; someone who is able to inspire others; ability to effectively relate to others § Education/Knowledge /Experience relevant to the industry / Position § Critical thinking skills; see obstacles as challenges rather than ‘problems’ § Energy / Enthusiasm / Passion for what you do and the benefit it brings others § Stability and dependability; strong work ethic § Adaptability; ability to handle change, to cherish it and use it for growth § Team orientation; collaboration § Agreement and alignment with the organization’s goals, objectives , values § Effective oral/written communication skills; active ‘listening’ skills § One who naturally challenges “status quo" or mediocrity; seeks improvement § Self-Starter; demonstrates initiative; motivated to learn § Integrity / Sincerity in thought and action

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Preparing for your Interview

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Practice! Practice! Practice!

Question Type Description Behavioral Questions

• Research suggests that past performance both in and out of the

workplace accurately predicts a candidate’s future performance, therefore behavioral questions can help recruiters and hiring managers select candidates with the right skills.

• Critics of behavioral questions note that applicants can distort

their responses; however, research has found that using descriptive rating scales helps interviewers achieve valid answers from applicants.

Situational Questions

• Hypothetical situation-based questions allow applicants with

varied work experience to respond to questions they may have never faced in the workplace. These questions help recruiters to benchmark applicant’s job knowledge against standardized criteria.

Job Knowledge Questions

• These questions assess applicants’ basic or technical

knowledge needed to perform the position. Organizations can adjust questions’ difficulty level based on a job’s skill requirements.

What do organizations value in a candidate?

Adaptability

Overcomes resistance to change; maintains effectiveness despite changing tasks, responsibilities, coworkers, and environments; works changes in priorities and team composition into work processes. Questions: (a) Describe an instance when you had to think on your feet to extricate yourself from a difficult situation. How did those involved react? (b) Provide an example of a time your team or organization shifted their goals or resources. What affect did it have on your work? How did you respond? (c) Provide an example of difficulties you faced during a transitional period (from college to the professional world, or from one job to another) and how you overcame them. How did the experience affect your coping skills? (d) Recall a time from your work experience when your manager or supervisor was unavailable when a problem arose. What was the nature of the problem? How did you handle that situation? How did that make you feel? Response: Candidate's examples should show they are able to absorb new information and situations quickly and with ease. Situations that indicate difficulty in adapting should be accompanied by the specific steps used to overcome them.

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What do organizations value in a candidate?

Analysis and Problem-solving:

Applies a systematic approach to problem solving; relates and compares data from different sources, identifies issues, secures relevant information, and spots connections in the data before developing strategic plans for solving problems. Questions: (a) Provide an example of a time you identified a small problem and took action to fix it before it became a major

• problem. What were the potential pitfalls you were trying to avoid?

(b) Provide an example of how you applied knowledge from a previous project (or class in the case of a recent graduate) to a later, perhaps more complex project. Did you recognize you were doing so at the time? (c) Provide a specific example of a time when you used good judgment and logic to solve a problem. What steps did you take? (d) Provide an example of a time when you used your fact-finding skills to locate data from different sources to solve a

• problem. How did you filter the data after it was collected?

Response: Candidate should describe times where they had to use reason and logic to resolve a problem. They should show they analyzed all the relevant information and created an effective solution. Candidate should demonstrate they have a balanced thinking process and are not hasty in making decisions.

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What do organizations value in a candidate?

Communication

Articulates ideas and instructions both written and orally; initiates communication in difficult situations or with unreceptive individuals and groups; helps to create and facilitate open communication in a team environment. Questions: (a) Describe a situation in which you had to collect information from several people. How did you organize and filter the information you collected? (b) Provide an example of a time when you were working on a project and had difficulty getting cooperation from a group

• utside of your team that was vital to the completion of the project. How did you go about requesting the assistance?

(c) Provide an example of a time when you gave a presentation where it was important to influence someone's opinion. What was the outcome? (d) Provide an example of a time when your active listening skills really paid off for you, maybe a time when other people missed the key idea being expressed. Were you able to communicate these details to those who may have missed them? Response: Candidate should provide examples that display an ability to both receive and relay information effectively. Candidate should have confidence in their oral and written communication skills indicated by the ability to describe aspects of a project or process in a manner people can understand.

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What do organizations value in a candidate?

Creativity & Innovation

Seeks innovative and new ways to deal with challenges; introduces creative methods to improve group performance; builds on the suggestions and ideas of others to lead to new approaches and improvements. Questions: (a) Describe a work-related project you have completed that required your creativity to accomplish. What was different or unique about your ideas or processes? (b) Give an example of an innovative idea that you used to overcome an obstacle you faced in completing a project. How did the idea differ from the norm? (c) Recall a time when you were involved in a brainstorming session. What were your contributions? How receptive were you to the ideas of others? Did any useful ideas come out of the session? Response: Candidate's response should show they are willing to discuss innovative solutions to extraordinary challenges. Examples should contain specifics of unique work processes that were developed or employed to overcome problems.

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What do organizations value in a candidate?

Customer Service Orientation

Candidate should show that they are able to keep balance between company policy and interest of customers. Candidate's answer should show they are accommodating and eager to assist customer needs while being cautious enough not to promise more than they can deliver. Questions: (a) Can you tell me about a time when you did something outside of the routine activities assigned to you for the benefit

• f the customer? What was their reaction? Did they appreciate your efforts?

(b) Describe a time you initiated contact with a customer with whom you had no previous contact? What methods did you find effective or ineffective? (c) Describe a time you had to turn down a request from a valued client. What were the reasons you had to turn down the request? How did you attempt to resolve the situation? (d) Describe a recent situation in which you had to deal with a very upset customer or client. Were you able to retain their business? Response: Candidate should show that they are able to keep balance between company policy and interest of customers. Candidate's answer should show they are accommodating and eager to assist customer needs while being cautious enough not to promise more than they can deliver.

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What do organizations value in a candidate?

Impact & Influence

Impacts the company through appropriate behavior and manner and by responding positively to others; uses facts to support arguments and presents information in a logical way; is able to persuade others to adopt his/her position. Questions: (a) Describe a project or idea that was implemented or carried out successfully primarily because of your efforts. Did

• thers recognize your contributions?

(b) Describe a situation in which you were able to use persuasion to successfully convince someone to see things your

• way. Were you able to maintain others' confidence in your point of view?

(c) Provide an example of a time when you felt you led by example. Were you assertive? How did others react? Response: Candidate should display a knowledge of where their skills work best. They should have examples of how their unique skill set has assisted in the completion of a project in a team environment.

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What do organizations value in a candidate?

Initiative

Makes active attempts to influence events to achieve goals; self-starting rather than passively accepting; takes action to achieve goals beyond standard expectations. Questions: (a) Describe a time when you were unmotivated to get a job done. How did you complete the project? (b) Prove an example of a time when you had to be relatively quick in coming to a decision involving work. Did others approve of your plan of action? (c) Provide an example of a difficult decision you've made in the last year. How did you weigh your options? (d) Describe a time when you did more than was expected of you. Were your extraordinary efforts noticed by your managers or peers? (e) What is your first reaction when your senior manager assigns a task that you think is impossible? What steps do you take in developing a plan of action? Response: Candidates answer should show consistency in initiating positive actions. Candidate should provide examples where they were able to start projects on their own or motivate others to do so without the prompting of managers.

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What do organizations value in a candidate?

Integrity & Ethics

Stays within legal and ethical guidelines when dealing with workplace challenges; shows reliability, consistency and demonstrates respect for others; understands how the impact of their actions could affect the company. Questions: (a) Provide a specific example of a policy you conformed to with which you did not agree. Did you end up regretting your decision? (b) Have you ever faced a situation at work or in school where you believed that actions of an individual or team you were involved with were not in compliance with that institution's ethics? What actions did you take? (c) Have you ever faced a situation when you had to take a longer way of doing something in order to adhere to proper professional standards? Did others disagree with your assessment of the situation? (d) Describe a time when you had to make an uncertain decision where there was a possibility of an adverse public

• reaction. How did you manage the situation?

Response: Candidate should provide examples that show an understanding of the significance of work standards, ethical standards, and laws relating to the business. Candidate should be able to integrate these areas into their work processes.

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What do organizations value in a candidate?

Leadership & Management

Manages team through efficient delegation of tasks, conflict management, and thoughtful leadership; keeps reports and team focused on key objectives that drive performance and competitive advantage; develops an environment conducive to developing strong working relationships. Questions: (a) Describe a decision you made while in a leadership position that was unpopular and how you handled implementing

• it. How did your team react?

(b) Provide an example of when you showed initiative and took the lead in a professional (or academic for recent graduates) setting when others were not. How were your actions received by other? (c) Have you had to convince a team to work on a project they weren't enthusiastic about? How did you do it? (d) In a supervisory or group leader role, have you ever had to discipline or counsel an employee or group member? What was the nature of the discipline? What steps did you take? How did that make you feel? How did you prepare yourself? Response: Candidate should enjoy assisting others in their personal development towards achieving common goals. They should provide examples of times they were able to effectively delegate tasks to complete projects. They should be able to resolve disputes among team members and assign unpopular jobs without raising significant dissent.

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What do organizations value in a candidate?

Teamwork

Addresses conflicts and disagreements proactively that affect team cohesiveness; works effectively with others in the

• rganization and outside the formal lines of authority (i.e., peers, other units, senior management) to accomplish
• rganizational goals; considers the impact of their decisions on others and shares credit with others for team

accomplishments. Questions: (a) Describe a situation in which you had to arrive at a compromise or guide others to a compromise as part of a team in

• rder to accomplish a project on time. Was there fallout after the project was over?

(b) Provide an example of when you had to work with someone who was difficult to get along with. Why was this person difficult? How did you handle interactions with that person? (c) Who is the best supervisor you have worked for? What about their managing style appealed to you? (d) Provide an example of a time you had to approach a member of another team or function within your company for assistance on a project. How did you go about making the request? Response: Candidate should value working relationships, understand how important working relationships are for the company, and be prepared to work at making relationships function well.

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What do organizations value in a candidate?

Planning & Organization

Establishes a course of action for self to accomplish specific goals; plans proper assignments for personnel and appropriately allocates resources; manages time, resources and agenda effectively to avoid waste. Questions: (a) Recall a time when you were assigned what you considered to be a complex project. Specifically, what steps did you take to prepare for and finish the project? Were you happy with the outcome? What one step would you have done differently if given the chance? (b) Describe a time when you delegated a complex project effectively. What were your personnel and resource constraints? (c) What steps do you follow in studying a project before making a decision on how to approach that project? Do you apply this process to all projects, or does it vary from task to task? (d) Describe a time at work where you had to juggle several projects at the same time. How did you organize your time? Response: Candidate's answer should show that he/she knows how to plan ahead, make good decisions, analyze different possibilities, and effectively accomplish the maximum workload.

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What do organizations value in a candidate?

Understanding of Organization & Industry

Chooses educational and professional path relevant to position and industry; understands the organization's goals and is able to integrate into personal goals. Questions: (a) Discuss the decisions you have made that have led you to seek a job at this company. How have your work and education experiences affected your decisions? (b) Discuss the decisions you have made that have led you to seek a job in this industry. How have your work and education experiences affected your decisions? Response: Candidate should be able to definitively explain the decisions they made that have led them to seek a job in this industry and organization. They should have done their research professionally and have a clear understanding of what working in the industry and organization entails.

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What do organizations value in a candidate?

Work Standards

Sets high goals or standards of performance for self, subordinates, others and the organization; experiences dissatisfaction with average performance; addresses others when their standards are affecting team performance. Questions: (a) Describe a situation in which you found that your work product was not up to your professor's or supervisor's

• expectations. What happened? What action did you take?

(b) Describe a time when you were not very satisfied or pleased with your performance. What did you do about it? (c) Describe an occasion when you had to give an explanation of what you could realistically deliver to a manager. Why was it important to articulate your capabilities? (d) Describe a time when you worked with a colleague who was not completing their share of the work. Who, if anyone, did you tell or talk to about it? Did the manager take any steps to correct your colleague? Did you agree or disagree with the manager's actions? Response: Candidate's answer should show planning, ability to prioritize, productive amount of energy, company commitment, and a high personal standards for his or her work.

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Q&A Key Learnings?

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WIM PRESENTATION

May 12, 2010

Lisa Zangari Senior Vice President, Human Resources T: 416 360 3443 E: lisa_zangari@iamgold.com