Can you provide an update on Côté Gold and its performance in 2024?

At the start of 2024, we set goals to achieve initial production in March, commercial production in the third quarter, and exit the year at 90% throughput. We were able to hit the first two of these milestones, with total production at Côté from March 31st, 2024 onwards of 199,000 oz. In September, we completed a comprehensive mill shutdown to deploy key improvements to stabilize the crushing circuit and attend to areas of high wear in the plant.

Ramp-up progress continued to gain positive momentum through the year. In December, the plant averaged 1,593 t/h, or effectively 106% of nameplate, with a record daily throughput of 42,635 t/d. In November and December, Côté produced 37,000 oz per month.

As we see continuous improvements at Côté, we are confident in the capability of the mine to potentially double the gold production in 2025, towards the target of achieving the steady-state nameplate throughput rate of 36,000 t/d by the end of this year.

On a whole, IAMGOLD is positioned for a very strong 2025, as the Company is rapidly moving closer to the goal of becoming a leading, modern Canadian gold producer while strengthening its balance sheet with assets that are poised to generate significant value for our stakeholders and partners. We will investigate options to bring into the mine plan the full resource base estimate of the Côté and Gosselin zones - which combine for over 16.5 million oz of measured and indicated and 4.2 million oz of inferred resources - to define Côté Gold among Canada’s top gold mines for years to come. What is the outlook for Côté Gold in 2025?

Côté Gold is expected to nearly double production this year to 360,000 to 400,000 oz/y. Open pit mining activities are expected to be relatively stable through the year, as our autonomous fleet continues to perform beyond our expectations. We have now commissioned 21 autonomous haul trucks, and we are seeing improvements to operating efficiencies and safety.

Meanwhile we will be aggressively drilling and infilling the Gosselin zone in 2025, as we look to incorporate Gosselin into a larger, more robust, mine plan in 2026. What is IAMGOLD’s philosophy regarding acquisitions and portfolio diversification?

Our strategy centers around maximizing the potential of our existing gold assets, particularly in Ontario and Québec, where we have significant resources. What innovations are you implementing in your operations?

We are extremely proud of the autonomous haulage strategy we have implemented from day one, which is performing exceptionally well. Additionally, we have introduced automation around drilling, a practice less common in the industry but with significant health and safety advantages. We see AI as an opportunity rather than a threat, and I believe many interesting advancements could enhance our mining operations, making them more dynamic in decision-making and planning. What is your relationship like with the Ontario government?

Working in Ontario has been a pleasure as the province recognizes the importance of mining. We feel welcomed and are actively engaged in conversations that support mining development. Our relationship with First Nations partners has also been very positive, allowing us to benefit from collaboration and mutual understanding. How have security challenges affected your operations in Burkina Faso, and what is the outlook for the region?

Over the past 15 months, we have avoided disruptions in our supply chain despite ongoing security challenges in Burkina Faso, primarily focusing on ensuring the safe delivery of supplies to the mine site through close collaboration with the government. While this approach has proven effective, it has increased the cost environment for operating in the country with enhanced security measures. Looking ahead, we acknowledge the security situation; however, our strong relationship with the government and solid social license to operate provide us with a foundation to manage these challenges. Have the challenges in West Africa influenced your strategic direction?

The challenges in West Africa and investor sentiment of the region have been a consideration in our pivot towards Canada. The sale of our West African exploration assets was largely driven by financial needs rather than solely by the current security landscape.