Getting It Right...GRI Index _____30 ABOUT US Detour Gold Corporation is a Canadian intermediate gold producer headquartered in Toronto, Ontario. The company owns and operates the

Getting It Right

2017 Sustainability Report

“ Detour Gold’s mission of Getting It Right is a commitment made by every employee to do each task the right way and to continuously improve as we go. It’s how we create value in our business and for our many stakeholders – both for today and for the long term.”

Paul Martin Chief Executive Officer

This summary report provides an overview of our 2016 sustainability performance, covering the period from January 1 to December 31, 2016. Please visit our website (sustainability.detourgold.com) for complete information. We invite you to leave comments and give feedback at [email protected].

For Graham, director and friend October 12, 1949 – January 8, 2017

http://sustainability.detourgold.com

mailto:info%40detourgold.com?subject=

TABLE OF CONTENTS

CEO Message ______________________________ 4

2017 Goals _________________________________ 6

Our Approach _____________________________ 12

Environment ______________________________ 14

Employees ________________________________ 22

Community ________________________________ 26

GRI Index _________________________________ 30

ABOUT USDetour Gold Corporation is a Canadian intermediate gold producer headquartered in Toronto, Ontario. The company owns and operates the Detour Lake mine, a long life, large-scale open pit operation in the mining-friendly jurisdiction of northern Ontario. In operation since 2013, Detour Lake is currently one of the largest gold-producing mines in Canada with gold reserves of over 16 million ounces. Located in the traditional territory of several Aboriginal communities, the company prioritizes its relationships with these communities and has Impact and Benefit Agreements with four Aboriginal groups. Detour Gold’s shares trade on the Toronto Stock Exchange under the trading symbol “DGC”.

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CEO MessageAs Detour Gold matures, our Corporate Social Responsibility reports do as well. It should come as no surprise that during the early growing stages of our company, we are establishing baselines in everything from water collection to employee turnover to environmental compliance. Using the Global Reporting Initiative framework, our annual sustainability report is evolving, looking less at past success and becoming more of a planning tool for future achievement.

2016 marked the launch of our Mission and Values. I am grateful to everyone who participated in the process to define our Mission and determine our Values. The goal of the exercise is to define and develop a common language to use as a company. Underlining who we are as a company is who we are as people and what we collectively stand behind. The Mission of Getting It Right and the Values of Respected, Engaged, Accountable, Committed and Honest (REACH) reflect who we are and allow us to speak to those values in how we work.

Getting It Right is our daily mission. It’s not a future-focused lofty goal that we might not achieve – but something that every employee can strive to achieve, day in and day out. Getting It Right means taking the time to work safely, to plan effectively, to avoid unnecessary risks. Getting It Right is the best expression of giving employees permission to do what is right – to align their work with our values.

This year’s report highlights our success in improving our safety record, discusses our intention to join the International Cyanide Management Code (ICMC) and details our engagement with impacted Aboriginal communities – with a case study examining how inclusive our dam safety review was.

On safety, I’m pleased to report that our efforts are being reflected in a decreasing total recordable injury frequency rate – which means fewer incidents and accidents. We are striving to REACH our goal of zero harm and this decrease in incidents and accidents shows that we may still have work to do, but we are moving in the right direction.

Detour Gold 2017 Sustainability Report

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Enrolling in the ICMC is a natural next step for a company poised to become the largest gold producer in Canada. As our operation matures, we have the additional management time to more actively participate in industry associations and mining-related educational initiatives.

Detour Gold strives to be respectful in all of its relationships. We prioritize and place an extra important focus on our relationship with the Aboriginal community. This is an area where we have to continue to strive to Get It Right – to create positive social change for all involved.

Our sustainability report is a snapshot, taken at a point in time, of our achievements to date and our commitments to the future. Please stay tuned as we continue to Get It Right.

Paul MartinChief Executive Officer

MISSION AND VALUESWe launched our Mission and Values company-wide in 2016 as a means of rallying our workforce around a common set of ideas that express what’s most important to us and how we want to work.

Each Value carries a specific meaning that we seek to uphold in our decision-making and interactions with one another and with our broad range of stakeholders, including shareholders and local communities.

VALUES: MISSION:

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2017 GOAL HOW WE’RE GOING TO GET IT RIGHT

ENVIRONMENT Manage Our Water BalanceSince our first year of operation in 2013, we have managed our water inventory to maximize recycling and maintain a zero-discharge condition. As our footprint grows and we collect more water, 2017 will be the first year we discharge naturally occurring water.

Our environment and engineering teams are working diligently to ensure that we are compliant with the strict guidelines in our permits and that we protect the receiving environment. Our goal is to discharge 1 million m3 of water from our inventory in 2017.

• Segregate water sources into two separate areas: • Water that has been used in our process plant will

continue to be recycled through our tailings management area.

• Water from rainfall and snowmelt that is collected in the pit or from the mine rock stockpiles will either be used in the process plant or discharged to the environment. This naturally occurring water meets our strict discharge permit limits.

• This recycling and reuse approach has two advantages: it reduces both the demand for water from surface/groundwater sources and the need for treatment to address potential impacts on the receiving environment.

Improve Our Environmental Management SystemAs our operation grows and matures, so do our management systems. In 2017, we will continue advancing the implementation of components of our environmental management system (EMS), which will support our journey to zero harm.

• Develop a work plan to become ISO 14001 certified in the future.

2017 Goals


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ENVIRONMENT Create GHG and Energy Targets We have developed a comprehensive five-year energy management plan that sets out clear goals and objectives to help minimize risk and maximize conservation opportunities associated with our energy consumption. 2017 marks the starting point for this plan.

• Hire an energy manager, who will be responsible for implementing our energy management plan.

• Update our energy baseline data to ensure we are working with the most accurate and current information.

• Develop and participate in a management energy workshop to set direction and clear, measurable targets.

• Seek opportunities and develop business cases for short-, medium- and long-term energy management, paying special attention to areas where we can reduce consumption.

Manage Waste EffectivelyIn an average week, we house roughly 400 employees at our permanent camp. To reduce the amount of waste created, Aramark, our camp services partner, is currently transitioning to a “Wipe Out Waste” program, and has been doing preliminary waste tracking.

Current estimates are that each camp kitchen staff will produce roughly 30–35 kilograms of organic waste per day (for food preparation) – we are looking for ways to reduce this number together.

• Raise employee and contractor awareness through regular tool box talks and other communications activities.

• Conduct weekly environmental audits.• Report to management on waste segregation success.• Identify potential corrective actions or opportunities

for improvement.

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2017 GOALS


EMPLOYEES Reduce Employee Turnover RatesWith over 20 years of mine life ahead of us, our people are as valuable as gold. In 2017, we are focusing on a reduction in voluntary turnover at the mine site (less than 10%) and in our corporate office (less than 7%).

• Increase employee-engagement activities, tracking progress formally through our biennial employee-engagement survey and informally through weekly Visible Felt Leadership (VFL) visits, monthly Joint Collaboration Committee meetings and quarterly town hall meetings.

• Improve recruitment practices to make sure we are hiring the right people for the right position.

• Improve pre-employment medical exams to ensure candidates are fit for work and able to participate fully.

• Revise our hiring procedure to ensure all prospective candidates visit our mine site so they experience site life first-hand and are fully informed.

• Improve camp life by installing a new gym and over the coming years build a new employee camp facility.

Advance Our Safety JourneyIn 2016, we formally declared our safety journey, Committed to Zero. We have worked hard throughout the year to build and strengthen our safety culture, and we’re going to continue to strive for zero injuries in 2017.

• Enhance training and development to enable our employees to continue to work safely every day.

• Continue our successful VFL program, where management and superintendents spend two hours per week visiting work areas and speaking with employees.

• Conduct area inspections to audit TASCards (Task Assessment Safety Cards) and personal protective equipment use for compliance.

• Create a Health and Safety Management System steering committee to guide the HSMS implementation.

Emphasize Aboriginal Culture and Support a Positive Experience for Our Aboriginal Employees

• Provide Aboriginal employees with access to resources that support their personal well-being while on site and ease their transition into camp life.

• Among our broader employee groups, continue cultural programming that fosters awareness of Aboriginal culture and traditions.

• Establish a working group to identify additional opportunities to enhance the Aboriginal employee experience and improve our Aboriginal employee retention rate.


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EMPLOYEES Align with the International Cyanide Management CodeAs part of our safety and environmental stewardship, we want to align our business with industry leaders in safety. Accordingly, we intend to become a signatory member of the International Cyanide Management Code (ICMC) in 2017. Signatory members are expected to follow the ICMC’s principles and standards; any operation must achieve specific goals and objectives in order to be certified in compliance.

• Register with the ICMC and become a signatory member.• Develop an action plan toward certification in ICMC compliance.• Targeting July signing.

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2017 GOALS


COMMUNITY Engage Meaningfully with Communities on Our Closure Plan Amendment Building on our efforts from the 2014 closure plan amendment engagement, we intend to further increase engagement with Aboriginal partner communities as we prepare a follow-up closure plan amendment. We want to ensure our Aboriginal partners have the opportunity to be meaningfully involved in the process.

• Conduct workshops with our Aboriginal partners to gain insight into their vision for land use following mine closure.

• Work with local land users on vegetation studies and incorporate relevant traditional ecological knowledge into the decision-making process.

• Disseminate a request for proposal to develop modelling and planning for test trials covering parts of the closure plan that require additional information and research.

• Update the format and content of the closure plan amendment to reflect our discussions with the community.

• Ensure the closure planning document is presented in an appropriate, clear and straightforward way.

• Submit the closure plan amendment to the Ministry of Northern Development and Mines.

Increase Aboriginal Employment Levels at the Detour Lake MineWe are focused on improving our employment rate for individuals from partner communities. By incorporating teachings from the past, we intend to use a more creative and collaborative approach to recruitment and retention. We plan to create more clarity around our working relationships while further empowering the Employment and Training Coordinators.

• Identify and address barriers to recruitment for Aboriginal community partners.• Continue our successful employment training programs (e.g., the Aboriginal

Women in Mining program).• Create opportunities within our partner communities for individuals to

be pre-screened for employment with Detour Gold. These prospective employees can be contacted as soon as we have a vacancy.

• Develop clear protocols with each of our Impact and Benefit Agreement (IBA) partners to govern our working relationships in the areas of employment, recruitment, retention, and employee communication and engagement.

• Increase our presence in IBA communities by attending job fairs and social gatherings where employment opportunities can be highlighted.

• Develop a more proactive relationship with Employment and Training Coordinators (ETCs), enabling them to address issues effectively as they arise.

• Create opportunities for greater discussion and more collaborative working relationships with ETCs, including developing and administering employment protocols.

• Increase the level of employment among our IBA partners.• Implement the Aboriginal supervisory training program for eligible IBA

partners and ensure the program is active in the first half of 2017.


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COMMUNITY Support Youth in Our Partner CommunitiesWe are committed to building bright futures for youth, and supporting the next generation of community leadership. In 2017, we plan to encourage the next generation by working with community leaders to deliver programs aimed at improving student success in education, athletics and cultural growth.

• Work with Taykwa Tagamou Nation on their summer student program by supporting costs and providing opportunities for career development and health and safety training.

• Continue our commitment to post-secondary education in the Métis community through our bursaries at Northern College and Collège Boréal in Timmins, Ontario.

• Continue support for youth athletics at events such as the Little NHL Hockey Tournament (to be hosted by Moose Cree First Nation in 2018).

• Continue support of annual community cultural events, including the New Year’s Eve Pow Wow in Cochrane, the Moose Factory Sun Dance and the Gathering of Our People (GOOP).

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Our Approach OUR APPROACH TO SUSTAINABILITY IS GUIDED BY

OUR MISSION AND VALUES, AND ROOTED IN OUR

DEEP RESPECT FOR THE COMMUNITIES AND LAND

THAT HOST OUR OPERATIONS.

Detour Gold’s future depends on our ability to operate in a socially and environmentally responsible manner, creating value and sustainable benefits for our shareholders, employees and local communities.

Sustainability is fully integrated into our business strategy, risk management and planning processes. While laws and regulations governing our operations play a key part in helping us be a responsible operator, we aim to go beyond compliance. We have put in place policies, processes and programs to continuously improve our social, economic and environmental performance, in keeping with the expectations of our shareholders and communities – and ourselves.

TOPIC HOW WE RESPONDED

Closure Plan After three years of commercial production, operational experience and a greater understanding our environmental success to date, we sat down with our Aboriginal partners to review and update the existing mine closure plan. In response to their concerns about waste rock and water management, we created a work plan and are addressing issues through joint discussions with provincial regulators and our partners.

Efforts to date have included workshops on water quality targets, sharing our water balance data/model and site visits. As part of the West Detour environmental assessment and closure plan amendment process, we have also committed to addressing the concerns in a consolidated closure plan.

STAKEHOLDER ENGAGEMENTEngaging openly, honestly and regularly with our stakeholders is an essential part of our approach to sustainability. Through dialogue, we build trust and mutual understanding, and are better able to make decisions that create shared value.

Detour Gold’s stakeholders include investors, employees, Aboriginal communities within the Detour Lake area, the Town of Cochrane, local businesses/suppliers and local land users. We have formal Impact and Benefit Agreements (IBAs) with Moose Cree First Nation, Taykwa Tagamou Nation, Wahgoshig First Nation and the Métis Nation of Ontario.

Our closure plan, the in-development West Detour Project and our water discharge plans were key topics of discussion in 2016.


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TOPIC HOW WE RESPONDED

West Detour Project In 2015 and 2016, we worked closely with our Aboriginal partners to ensure the proposed West Detour Project draft environmental study report (ESR) would reflect their input.

During the community pre-consultation stage, a First Nation expressed concerns about the increased footprint of our main pit and, in late 2016, requested a federal environmental assessment. We filed the ESR with the Province of Ontario in early 2017 and are continuing our dialogue with Aboriginal partners on material topics as part of the formal ESR review. We remain committed to completing the permitting process collaboratively.

Water Discharge Detour Gold has successfully maintained a closed-loop, zero-discharge operation since beginning production. In 2016, monitoring indicated that in order to maintain our water balance, we would have to discharge naturally occurring water into East Creek. Any discharge would have to comply with strict guidelines outlined in our permit. Since this water is collected and kept separate from our process water, it is suitable for discharge.

We are working with regulators and the local communities to ensure we select an appropriate discharge location and that the water-quality guidelines used protect aquatic life. See the full story on page 17.

OUR GRI JOURNEYIn our 2016 Sustainability Report, published in August 2016 and referencing data from 2015, we committed to aligning our future reporting with the Global Reporting Initiative (GRI) Guidelines. As a first step, we focused on the GRI Aspects (topics) that we deemed to be most important and applicable to our operation.

For this year’s report, we conducted a peer review to help us better understand reporting trends and best practices in our industry. We have also improved disclosures on certain material Aspects. All GRI-related information can be found in the GRI Index on page 30.

Our journey continues in 2017 as we develop a deeper understanding of our stakeholders and the material issues that are important to them. We will document our materiality assessment process with the objective of providing meaningful, relevant and transparent information on our performance to stakeholders, rights-holders, community members and our employees.

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ENVIRONMENTAL STEWARDSHIP IS AN

IMPERATIVE SHARED ACROSS THE

ORGANIZATION. THROUGH SOUND

ENVIRONMENTAL PRACTICES, WE

STRIVE TO MINIMIZE ANY HARMFUL

EFFECTS FROM OUR ACTIVITIES AND

MAXIMIZE THE RESTORATION OF THE

ECOSYSTEM, BOTH PROGRESSIVELY

AND ALSO ONCE MINING ENDS.

As a mining company, we are aware that our activities have an environmental impact. Our job is to constantly challenge ourselves to prevent or otherwise minimize, mitigate and remediate these effects. In addition to complying with all applicable laws and regulations, we strive to create a culture that promotes excellence in environmental performance where every employee works toward our mission of Getting It Right. We see it as essential to maintaining community support for our business, securing regulatory approvals

and protecting our shared environment.

Environment


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ENERGY AND GHG EMISSIONSGold production is an energy-intensive process, using fuel to extract ore in the open pit and electricity to run the mill. Most of our greenhouse gas (GHG) emissions come from the combustion of diesel in mining equipment. To minimize our output, we use high-efficiency hybrid (diesel/electric) equipment. We also track energy and GHG performance and have put in place an energy management plan to track and monitor consumption.

Most of the power used by the mill is obtained from the Ontario electricity grid. As such, we participate in the provincial Independent Electricity System Operator’s (IESO) Industrial Electricity Incentive Program, which recognizes Detour Gold’s position as a long-term employer committed to northern Ontario and that encourages electricity consumption within the province. The program requires us to have an ongoing management plan that illustrates our conservation efforts – it is updated and submitted to the IESO annually.

To demonstrate transparency, Detour Gold began reporting to the Carbon Disclosure Project (CDP) (Climate) in 2015 and continues to do so. Our submissions are posted on the CDP website at cdp.net.

** Gases included in the calculation: carbon dioxide (CO2), methane (CH4), nitrous oxide (N2O), hydrofluorocarbons (HFCs), perfluorochemicals (PFCs), sulfur hexafluoride (SF6) and nitrogen trifluoride (NF3).

Indirect Direct

Total: 5,154,428

Total: 5,286,111

0 1 2 3 4 5

2016

2015

ENERGY USE (GJ)

2,656,581

2,534,898

2,629,530

2,619,530

Indirect emissions (from purchased electricity)

Direct emissions (from fuel, processing, blasting)

GREENHOUSE GAS EMISSIONS* (tCO2e)

44 88 132 176 220

Total: 218,3392015 181,443 36,896

Total: 215,959 2016 35,206180,753

Energy consumption and related GHG emissions rose in 2016 primarily due to an increased number of trucks in the pit, and long hauling waste rock to further distances for stockpiling.

http://cdp.net

ENVIRONMENT

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WATERDetour Lake Mine is surrounded by many creeks, ponds and lakes within the Detour River watershed. As one of the main industries in the watershed, and a significant user of water for exploration, mining, mineral processing and domestic purposes, we are very conscious of our potential impacts on local water bodies.

Although numerous, many of the surrounding sub-watersheds are small, with limited supply and capacity. Our water management strategy takes this into account, focusing on four key areas: • Minimizing our intake of fresh water;• Balancing demand, so we don’t use more water

than needed;• Maximizing water recycling; and• Discharging water, if needed, under rigorous

Ontario Ministry of the Environment and Climate Change permit conditions that protect aquatic life.

From the start of operation, we developed and have continually improved a comprehensive water balance tool for the entire property. By diligently managing this balance, we achieved our goal of running a zero-discharge operation for the first four years of operation. Water balance tracking is a key operational tool – it helps us ensure that sufficient water is available for

process supply and that our storage facilities have adequate capacity while avoiding excess storage. Although permitted to do so under strict guidelines, in 2016, we did not discharge process water and instead recycled it back through the process plant, minimizing our need for fresh water.

As part of our environmental protection strategy, and in consultation with our Aboriginal partners, we have implemented one of the most comprehensive surface and groundwater monitoring programs in the province. We have more than 50 surface water stations and 90 groundwater wells monitored for quality, water level and flow. Provincial environment permits require regular reporting of the results. We also involve our Aboriginal partners in environmental monitoring and provide annual reports to them.

As expected, water consumption increased in 2016 as our production, site footprint and workforce grew. Detailed water use from individual sources is reported to the Ministry of the Environment and Climate Change through its online Water Taking Reporting System, further to the conditions of our water permits.

TOTAL PROCESS WATER USE, 2015–2016 (Mm3)

97% (16.5 Mm3) of the water used in processing in 2016 was recycled from the tailings management area. The remaining 3% was fresh water sourced from East Lake.

0

5

10

15

20

2015 2016

16.417.1


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From the start of production, we’ve maintained a closed-loop water management system, which means that we recycle our process water from the tailings management area to supply the plant. For the first four years of operation, no process water has been discharged.

Currently, our permit from the Ontario Ministry of the Environment and Climate Change allows us to discharge naturally occurring water collected from the open pit and runoff collection ponds into East Creek, if necessary. The water that would be discharged would not have been used in the process plant or come into contact with tailings. While we did not release any water in 2016, we will need to start in the near future, given heavy rainfall and compounded by our gradually increasing footprint. This will help us to maintain the water balance it takes to run our operation safely.

To accommodate a larger volume of contact water, we embarked on a project in 2016 to identify an alternate discharge location. Using a collaborative approach, the project involved field studies and a review of alternatives as well as consultations with our regulators and Aboriginal partners. The consultation process is ongoing as we work together to find the most appropriate location – one that balances operational needs while minimizing impact on aquatic life and the environment.

Every Drop of Water Counts

CASE STUDY

ENVIRONMENT

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BIODIVERSITY AND LANDWe recognize that our operation affects the environment we share with local wildlife and their habitats. Our environmental planning processes help us identify, understand and assess biodiversity risks and develop plans to reduce them. We also seek early and regular input from regulatory agencies, governments and Aboriginal communities to refine plans and incorporate effective conservation measures.

Where land is disturbed by our activities, we will reclaim as much of it as possible while we are still operating, and will then complete the reclamation once the mine closes.

Woodland caribou are considered a threatened species in Ontario and are therefore one of the main species of concern for Detour Gold. In 2016, we worked with the Ministry of Natural Resources and Forestry (MNRF) to implement a GPS tracking program to better understand the caribou’s use of the habitat surrounding the mine property. The information collected has helped us adjust our exploration, operation and growth planning. We have also engaged in discussion with the MNRF on ways to improve the habitat in the Kesagami region and areas near the mine site.

During our ongoing closure planning work, we have continued to keep biodiversity in mind by developing specific objectives for the reclaimed areas of the mine. Using traditional ecological knowledge and our current understanding of the biodiversity in the area, we are ensuring the types of vegetation planted will be able to sustain a variety of species and ecosystems.

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In 2016, we partnered with local Aboriginal land users and the University of Guelph to study the impact of dust on locally harvested country food sources around our mine site. Country food is food that is harvested through hunting, fishing and gathering activities, and eaten by both humans and animals. For this study, we tested donated samples of beaver, blueberries, lichen (a popular food source for caribou) and several other plant species for toxic metals, including mercury, lead and cadmium, at a facility in Waterloo, Ontario. While these metals occur naturally in both vegetation and animals, all of the test results indicated samples were well below the “estimated and tolerable daily intake” guidelines for adults and toddlers as described by Health Canada, and therefore a low risk to human health. The impact of dust on locally harvested food continues to be an area of concern for local land users who hunt, trap, fish and collect berries in the vicinity of the mine. We are encouraged by these preliminary results and will continue our monitoring programs.

Blueberries and Beaver: Studying Country Food

CASE STUDY


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ENVIRONMENT

WASTEDetour Gold recognizes the importance of managing the waste generated by our operations in ways that protect human health and the environment. We have comprehensive waste and hazardous materials management programs. Safely managing tailings and waste rock are primary concerns for us – as they are for the mining industry overall – and we aim to be industry leaders in managing them.

Detour Lake mine’s tailings contain trace levels of cyanide, cyanide decomposition products and trace metals produced during mining and gold processing. Our main objectives are to confine the tailings in containment ponds, reuse water from the ponds in our operations and minimize the risk of discharging contaminants into the natural environment.

Our tailings management area (TMA) will ultimately consist of three separate ponds (or “cells”) built over the mine life. Each cell will be built as the mine evolves, and each will have about six to seven years of planned use. To date, there is one cell constructed where we actively deposit tailings and another area has been cleared in preparation for construction. Tailings are pumped into the pond as slurry (half water, half solids). The solids settle over time, and we use a decant system to reclaim the water for reuse in our operations.

In 2017, we will start the construction of our second cell in the TMA. Experience of the past five years and the recommendations from our 2016 dam safety review have been incorporated into the design of this second cell.

ANNUAL TAILINGS VOLUME INTO TAILINGS CELL 1 (Mt)

20.8 2016

19.8 2015

69.5 Total disposed to date

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Our tailings management area (TMA) is the largest engineered feature at the Detour Gold site. In simple terms, the TMA is an earth and rock dam built to hold tailings and water. Our TMA touches all aspects of our operation and it is imperative that we design, build and operate it correctly.

The TMA was designed and built and is operated in keeping with the guidelines and technical bulletins of the Ontario Ministry of Natural Resources and Forestry and the Canadian Dam Association. Initially, an independent licensed engineer designed the TMA; Aboriginal communities had the opportunity to provide input and to question both regulators and Detour Gold. The plans were then submitted to the government for final review and approval.

Since the start of construction, the dam has been subject to daily, weekly, monthly and annual

inspections by Detour Gold staff and third-party inspectors. Annually, a dam safety report measuring our compliance with the original design and operation plans is produced by a third-party engineer and circulated to government and Aboriginal partners.

In 2015–2016, we elected to tender for an independent dam safety review (DSR) of the TMA facility. Knowing that we would be building the second cell of our TMA in 2017, this was intended to ensure that the design features, operation and assessment of human and nature risks identified at the start of the mine reflected current conditions.

We knew that it was important to include our Aboriginal partners in the DSR process in the interests of transparency and building trust. Our partners helped us craft the terms of reference for the study and shortlist a qualified consultant for the work.

We also shared with them the engineer’s final report, which validated our operating practices and dam safety management system.

According to Golder Associates, the engineering firm that conducted the review, “The dam[s] are being maintained and the site is being operated in a safe manner in accordance with the existing protocols. There is a comprehensive dam safety management system encompassing all aspects of operation, surveillance and maintenance.”

All in all, it was a positive result with good learnings that we can apply to the TMA expansion and future projects.

Safety First: Our Approach to Tailings Management

CASE STUDY

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EMPLOYEES

OUR PEOPLE ARE THE FOUNDATION

OF OUR SUCCESS – WE NEED

TO CREATE A CULTURE AND

OPPORTUNITIES THAT REWARD,

FULFILL AND INSPIRE THEM. THE

LONGER OUR PEOPLE STAY WITH

US, THE MORE THEY LEARN AND

THE MORE MEANINGFULLY THEY

CAN CONTRIBUTE TO OUR

BUSINESS AND TO THE FUTURE

OF NORTHERN COMMUNITIES.

The company employed 867 full-time people as of December 31, 2016 – they worked side by side with 391 contractors. We prioritize hiring locally and developing local talent and skills. Our efforts have resulted in more than 80% of our workforce coming from the Cochrane area, Timmins and other northern Ontario communities. Through IBAs with our four Aboriginal partners, we also have firm commitments to maximize Aboriginal employment at our operations. In 2016, we remained committed to hiring locally while expanding our work schedule offering to accommodate employees coming to work from outside the region.

EmployeesEMPLOYEE HOME BASE, 2016

Northern Ontario23%

Cochrane area43%

Balance of Ontario5%Other 4%

GTA7%

Quebec2%

Cochrane15%


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SAFETY Committed to Zero is the goal of our safety journey, which was formally adopted in 2016. It means a personal commitment by every employee and contractor to make the right choices so everyone goes home safe at the end of each day. We believe that all injuries are preventable and no job is so urgent or so routine that it cannot be done safely.

Our 2016 total recordable injury frequency rate (TRIFR) of 1.7 was an improvement over the last two years’ results. We attribute this strong performance to the ongoing commitment of employees and the implementation of recommendations made by our safety consultant, DuPont Safety Systems, in early 2016.

We strengthened the Visible Felt Leadership (VFL) program, in which senior managers and superintendents dedicate two hours a week to visiting their own and other areas of operations to talk about safety and a variety of other thoughts, ideas and concerns employees may have. In 2016, our leaders conducted 788 VFL tours across the mine site. We also established leading safety indicators for managers to provide early feedback on actions that could result in unsafe workplace conditions or lead to injury.

* The total recordable injury frequency rate measures the number of medical treatment, restricted work (injured worker cannot return to his or her regular duties) and lost-time (worker cannot return to work and collects compensation benefits) injuries per 200,000 hours worked by employees and contractors on our sites.

2.5

2.0

1.52014 2015 2016

2.5 2.3

1.7

TOTAL RECORDABLE INJURY FREQUENCY RATE*

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EMPLOYEES

We implemented a number of initiatives in 2016 to strengthen our safety culture and drive performance improvements. A lot of work was focused on job-related safety training and safety leadership. We also needed, however, to improve safety-related communications so employees across the organization would understand the importance placed on safety at the highest levels of our organization, be reminded that safety is worth the extra effort and attention, and feel comfortable speaking up or stopping work if something seemed unsafe. Among the steps taken to bring safety to life in new and different ways:

• Committed to Zero was launched as a rallying cry and reminder of our commitment. Along with it, employees were given personal first aid kits, gloves and safety glasses to take home, because safety at home is just as important as safety at work.

• We introduced Safety Shares as a new corporate meeting standard. These are brief safety talks about specific subjects at the beginning of each meeting. They serve as a reminder that safety must be our first thought before anything else. It’s one way we’re showing how safety applies across all aspects of our operations, not just the mine or process plant.

• At our annual Family Day event, where employees bring their families to the site, we asked a number of people why they work safely and why they’re committed to zero. Their answers were captured on video and tell a heartfelt story about why safety really matters. The video was later shown at employee town hall meetings.

Watch the video, Committed to Zero, by visiting www.detourgold.com.

Committed to Zero

CASE STUDY

https://vimeo.com/186423063

https://vimeo.com/186423063


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TRAINING AND EDUCATION We want to promote long and fulfilling careers with Detour Gold, not just jobs. As a young company with a long projected mine life, we offer employees both the time and opportunity to grow their careers. In return, the company benefits from a capable, stable and enthusiastic workforce.

We recognize the importance of continued education and professional development for retaining top talent. Learning is seen as a shared responsibility – employees have the obligation to assume responsibility for their own development, while the company has a duty to create an environment that is supportive of their efforts and aspirations. In addition to internal training opportunities, financial support for external courses, conferences, workshops and seminars is available.

In 2016, we established the centralized Training and Development Department within Human Resources to oversee all training and development activities at the Detour Lake mine site. This has enabled us to ensure a coordinated effort on employee progression plans, the implementation of standardized training delivery methods and the application of a global perspective on employee development.

Through the use of progression plans, employees are able to develop knowledge, skills and abilities in their position while also being compensated at higher rates of pay based on specific performance criteria. In 2016, more than 100 employees were promoted within a progression plan.

DIVERSITY Detour Gold values the diverse experiences and perspectives of our employees and commits to providing them with a safe and respectful work environment, free from discrimination and characterized by openness, diversity and equal opportunity.

We achieved our 2016 goal of increasing female participation within the Mine Operations Department to 10%. In addition, our Aboriginal Affairs Department hosted numerous cultural events to teach staff, in a fun and engaging atmosphere, about the importance of indigenous culture. Events included dream catcher workshops; hand drum workshops and socials; sweat lodge ceremonies; and National Aboriginal Day festivities with dancers, drummers and traditional cuisine.

26

MINING CAN PLAY A SIGNIFICANT

ROLE IN HELPING BUILD STRONG,

RESILIENT COMMUNITIES. WE

RECOGNIZE THE IMPORTANCE OF

CREATING CONDITIONS IN WHICH

BOTH THE COMMUNITY AND OUR

BUSINESS CAN FLOURISH, AND

COMMIT TO ENGAGING WITH LOCAL

STAKEHOLDERS AND SUPPORTING

THEIR SOCIAL, ECONOMIC AND

ENVIRONMENTAL PRIORITIES.

Detour Gold respects the cultures, lifestyles and heritage of the communities that host our operation and strives to build mutually beneficial relationships based on openness, honesty and trust. We create value through local employment, procurement, training and skills development, as well as taxes paid. We invest in health, education and social programs that contribute to vibrant, sustainable community life.

Community


27

IN 2016, OUR ECONOMIC CONTRIBUTIONS* INCLUDED:

817full-time, permanent jobs, 50 full-time temporary jobs, and 391 contract positions

$83million paid in wages and $2.9 million paid in benefits

$4.1million paid to the company pension plan

$155.7million spent on goods and services purchased from northern Ontario businesses

$674,000 in grants and donations to community initiatives corporately and through the Detour Gold Foundation

* This does not include specific educational, cultural or other funds provided to our Aboriginal partners.

ABORIGINAL COMMUNITIESOur operations are located in the traditional territory of several Aboriginal communities. The Detour Lake mine itself is located within Treaty 9, an area that has been continually used by Métis people. We have Impact and Benefit Agreements with four Aboriginal partners, which detail our commitments to employment, contracting, environmental stewardship and community engagement.

We work closely with our Aboriginal partners through their Employment and Training Coordinators to achieve employment commitments specified in our agreements. The coordinators support Detour Gold’s community-based recruitment efforts and give advice to prospective employees. They also meet regularly with Detour Gold’s Aboriginal employees to provide additional assistance. In 2016, we worked closely with Moose Cree First Nation to help job candidates from their community prepare for interviews, get early record checks and build resumés.

The company supports job-readiness programs that provide Aboriginal candidates with opportunities for training and skills development as well as work experience. For example, we continue to participate in a program led by Aboriginal Women in Mining that places women at our site for training or work.

Our collective efforts resulted in hiring 138 employees from our Aboriginal partner communities in 2016, increasing our participation rate from 17% to 23%. These employees work in nearly every area, from IT and general administrative to haul truck operations in the mine and metallurgical technical work in our process plant.

We buy supplies and services from a large number of suppliers and contractors. In 2016, the mine achieved an Aboriginal business participation rate of 82% of our new, available contracts. These contracts included tree clearing, structural repairs, TMA construction and crushing services.

28

2016 WORKFORCE BREAKDOWN

7%Moose Cree

4%Taykwa Tagamou

2%Wahgoshig

4%

Métis

6%Other First Nations

77%Balance of workforce

COMMUNITY

ABORIGINAL PARTICIPATION IN OUR WORKFORCE

ABORIGINAL BUSINESS PARTICIPATION IN NEW, AVAILABLE CONTRACTS

17%

23%

66%

82%

2015 20160

20

40

60

80

100

2015 20160

20

40

60

80

100


29

COMMUNITY INVESTMENTWe have developed our community investment strategy around our belief in building better futures, together. Our donations are focused in three areas: health, athletics and local community programs. Corporate donations totalled $118,224 in 2016. Our employees are committed to healthy communities as well, raising $89,836 for the Ride to Conquer Cancer in 2016.

Through the Detour Gold Foundation, we contributed $541,000 to life-saving programs to hospitals in the Cochrane and Timmins areas, of which $41,000 went to Lady Minto Hospital and $500,000 went to the Timmins and District Hospital Foundation. Since its inception, the Detour Gold Foundation has provided more than $1 million to these hospitals.

0

100

200

300

400

500

600

2015 2016 2014 2015 20162011 2012 20130

30

60

90

120

150

GENERAL CORPORATE DONATIONS TO THE COMMUNITY

DETOUR GOLD FOUNDATION DONATIONS

RIDE TO CONQUER CANCER FUNDRAISINGGOAL: $1M

0

20

40

60

80

100

120

2015 2016

$84,025

$118,224

$109,500

$556,000

$33,910

$124,406

$124,712

$92,616

$140,401

$89,836

30

We intend to align our sustainability reporting with the Core level option of the Global Reporting Initiative (GRI) G4 Sustainability Reporting Guidelines in future reports. This will enable us to compare our performance to that of industry peers and provide a clear indication to our stakeholders of the sustainability of the Detour Lake mine operations. As a first step toward that objective, we are providing an index of where key reported GRI information, including mining and metals sector supplement information, can be found.

GRI IndexGENERAL STANDARD DISCLOSURES

General Standard Disclosures Standard Disclosure Title


Detour Gold Sustainability Website

STRATEGY AND ANALYSIS

G4-1 Statement from the most senior decision-maker of the organization CEO Message –

ORGANIZATIONAL PROFILE

G4-3 Name of the organization About Us –

G4-4 Primary brands, products, and services – –

G4-5 Location of the organization’s headquarters About Us –

G4-6 Number of countries where the organization operates, and names of countries where either the organization has significant operations or that are specifically relevant to the sustainability topics covered in the report

About Us –

G4-7 Nature of ownership and legal form – –

G4-8 Markets served – –

G4-9 Scale of the organization Community –

G4-10 Employee/workforce details Employee Home Base 2016 Employees – Employment

G4-11 Percentage of total employees covered by collective bargaining agreements – Employees – Employment

G4-12 Describe the organization’s supply chain – Governance, Ethics and Transparency – Supply Chain

G4-13 Significant changes during the reporting period regarding the organization’s size, structure, ownership, or its supply chain – –

G4-14 Whether and how the precautionary approach or principle is addressed by the organization – –

G4-15 Externally developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes or which it endorses

– –

G4-16 Memberships of associations and national or international advocacy organizations – Engagement – Associations

IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES

G4-17 Entities included in the organization’s consolidated financial statements About Us –

G4-18 Process for defining report content Our GRI Journey Our GRI Journey

G4-19 Priorities identified – –

G4-20 Boundaries – Internal – –


31

GENERAL STANDARD DISCLOSURES

General Standard Disclosures Standard Disclosure Title



G4-21 Boundaries – External – –

G4-22 Effect of any restatement of information in previous reports – –

G4-23 Significant changes from previous reporting in scope of priorities – –

STAKEHOLDER ENGAGEMENT

G4-24 List of stakeholder groups Our Approach – Stakeholder Engagement Engagement

G4-25 Basis for identifying and selecting stakeholders About Us Engagement

G4-26 Approach to stakeholder engagement Our Approach – Stakeholder Engagement Engagement

G4-27 Topics raised through stakeholder engagement and response Our Approach – Stakeholder Engagement Engagement

REPORT PROFILE

G4-28 Reporting period Inside front cover Reporting

G4-29 Date of most recent report 2017 Reporting

G4-30 Reporting cycle Inside front cover Reporting

G4-31 Contact Back cover Reporting

G4-32 In accordance option – –

G4-33 External assurance policy – –

GOVERNANCE

G4-34 Governance structure – Governance, Ethics and Transparency

ETHICS AND INTEGRITY

G4-56 Organization’s values, principles, standards and norms of behaviour Mission and Values Mission and Values

32

GRI INDEX


Specific Standard Disclosures Standard Disclosure Title



CATEGORY: ECONOMIC

MATERIAL ASPECT: ECONOMIC PERFORMANCE

G4-DMA Disclosure of Management Approach Community Community

G4-EC1 Direct economic value generated and distributed Community Community

G4-EC2 Financial implications and other risks and opportunities for the organization’s activities due to climate change – Environment – Energy and GHG Emissions – A Note on the Government of Ontario’s Climate Change Strategy

MATERIAL ASPECT: INDIRECT ECONOMIC IMPACTS


G4-EC8 Significant indirect economic impacts, including the extent of impacts Community Community

CATEGORY: ENVIRONMENTAL

MATERIAL ASPECT: ENERGY

G4-DMA Disclosure of Management Approach Environment – Energy and GHG Emissions Environment – Energy and GHG Emissions

G4-EN3 Energy consumption within the organization Environment – Energy Use Environment – 2016 Performance – Energy Use

G4-EN5 Energy intensity – Environment – 2016 Performance – Energy and GHG Intensity 2015–2016

MATERIAL ASPECT: WATER

G4-DMA Disclosure of Management Approach Environment – Water Environment – Water

G4-EN8 Total water withdrawal by source – Environment – Water – 2016 Performance – Water Withdrawal by Source

G4-EN9 Water sources significantly affected by withdrawal of water Environment – Water Environment – Water – 2016 Performance – Water Withdrawal by Source

G4-EN10 Percentage and total volume of water recycled and reused Environment – Water Environment – Water – 2016 Performance

MATERIAL ASPECT: BIODIVERSITY

G4-DMA Disclosure of Management Approach Environment – Biodiversity and Land Environment – Biodiversity and Land

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

Environment – Biodiversity and Land Environment – Biodiversity and Land – 2016 Performance

MM1 Amount of land disturbed or rehabilitated – Environment – Biodiversity and Land – 2016 Performance

MATERIAL ASPECT: EMISSIONS

G4-DMA Disclosure of Management Approach Environment – Energy and GHG Emissions Environment – Energy and GHG Emissions Environment – Air Emissions

G4-EN15 Direct greenhouse gas (GHG) emissions (Scope 1) Environment – Energy and GHG Emissions – Greenhouse Gas Emissions

Environment – Energy and GHG Emissions – 2016 Performance


33





G4-EN16 Indirect greenhouse gas (GHG) emissions (Scope 2) Environment – Energy and GHG Emissions – Greenhouse Gas Emissions

Environment – Energy and GHG Emissions – 2016 Performance

G4-EN18 Greenhouse gas (GHG) emissions intensity – Environment – Energy and GHG Intensity 2015–2016

MATERIAL ASPECT: EFFLUENTS AND WASTE

G4-DMA Disclosure of Management Approach Environment – Waste Environment – Waste

G4-EN22 Total water discharge by quality and destination – Environment – Water – Water Discharges (Effluents)

G4-EN23 Total weight of waste by type and disposal method – Environment – Waste – Domestic and Other Wastes

G4-EN24 Total number and volume of significant spills – Environment – Waste – Spills and Compliance Management

MM3 Total amount of overburden, rock, tailings and sludges, and their associated risks Environment – Waste – Annual Tailings Volume into Tailings Cell 1

Environment – Waste – Tailings Management Environment – Waste – Waste Rock Management

MATERIAL ASPECT: COMPLIANCE

G4-DMA Disclosure of Management Approach – Governance, Ethics and Transparency

G4-EN29 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations

– Environment

MATERIAL ASPECT: OVERALL

G4-DMA Disclosure of Management Approach – Environment

G4-EN31 Total environmental protection expenditures and investments by type – Environment

MATERIAL ASPECT: ENVIRONMENTAL GRIEVANCE MECHANISMS

G4-EN34 Number of grievances about environmental impacts filed, addressed, and resolved through formal grievance mechanisms – Engagement – Complaints and Grievances

CATEGORY: SOCIALSUB-CATEGORY: LABOUR PRACTICES AND DECENT WORK

MATERIAL ASPECT: EMPLOYMENT

G4-DMA Disclosure of Management Approach Employees Employees

G4-LA1 Total number and rates of new employee hires and employee turnover by age group, gender and region – Employment – Employee Turnover Rates

G4-LA2 Benefits provided to full-time employees that are not provided to temporary or part-time employees, by significant locations of operation

– Employment – Pay and Benefits

MATERIAL ASPECT: OCCUPATIONAL HEALTH AND SAFETY

G4-DMA Disclosure of Management Approach Employees – Safety Employees – Safety

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

– Employees – Safety

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

Employees – Safety – Total Recordable Injury Frequency Rate

Employees – Safety – 2016 Performance

34

GRI INDEX





MATERIAL ASPECT: TRAINING AND EDUCATION

G4-DMA Disclosure of Management Approach Employees – Training and Education Employees – Training and Education

G4-LA10 Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings

Employees – Training and Education Employees – Training and Education

MATERIAL ASPECT: DIVERSITY AND EQUAL OPPORTUNITY

G4-DMA Disclosure of Management Approach Employees – Diversity Employees – Diversity and Inclusion

G4-LA12 Composition of governance bodies and breakdown of employees per employee category – –

MATERIAL ASPECT: LABOUR PRACTICES GRIEVANCE MECHANISMS

G4-LA16 Number of grievances about labour practices filed, addressed, and resolved through formal grievance mechanisms – Engagement – Complaints and Grievances

MATERIAL ASPECT: INDIGENOUS RIGHTS

G4-DMA Disclosure of Management Approach Community – Aboriginal Communities Community – Aboriginal Communities

G4-HR8 Total number of incidents of violations involving rights of indigenous peoples and actions taken – –

MM5 Total number of operations taking place in or adjacent to Indigenous peoples’ territories, and number and percentage of operations or sites where there are formal agreements with Indigenous peoples’ communities

Community – Aboriginal Communities Community – Aboriginal Communities

MATERIAL ASPECT: HUMAN RIGHTS GRIEVANCE MECHANISMS

G4-DMA Disclosure of Management Approach – –

G4-HR12 Number of grievances about human rights impacts filed, addressed, and resolved through formal grievance mechanisms – Engagement – Complaints and Grievances

SUB-CATEGORY: SOCIETY

MATERIAL ASPECT: LOCAL COMMUNITIES


G4-SO1 Percentage of operations with implemented local community engagement, impact assessments, and development programs

Community – Aboriginal Communities Engagement

MM6 Number and description of significant disputes relating to land use, customary rights of local communities and Indigenous peoples

– Engagement – Complaints and Grievances

MM7 The extent to which grievance mechanisms were used to resolve disputes relating to land use, customary rights of local communities and Indigenous peoples, and the outcomes

– Engagement – Complaints and Grievances

MATERIAL ASPECT: CLOSURE PLANNING

G4-DMA Disclosure of Management Approach – Environment – Closure Planning

MM10 Number and percentage of operations with closure plans – Environment – Closure Planning

MATERIAL ASPECT: GRIEVANCE MECHANISMS FOR IMPACTS ON SOCIETY

G4-SO11 Number of grievances about impacts on society filed, addressed, and resolved through formal grievance mechanisms – Engagement – Complaints and Grievances


35

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Commerce Court West199 Bay Street, Suite 4100Toronto, Ontario M5L 1E2 CanadaTelephone: 416.304.0800

FPO

Documents

Getting It Right...GRI Index _____30 ABOUT US Detour Gold Corporation is a Canadian intermediate gold producer headquartered in Toronto, Ontario. The company owns and operates the