EX-99.1 2 d608361dex991.htm EX-99.1

Exhibit 99.1

Tomorrow, Together Eldorado Gold Year in Review 2017

About “Tomorrow, Together” “Tomorrow, Together” is a reflection of our belief that in mining the hard work of taking a project from exploration to reclamation can only be done with support from, and in partnership with, our employees, local communities and host governments. Our goal is to work with our stakeholders to build a stronger future. This 2017 Year in Review report (the “Report”) has been produced Table of Contents in accordance with the requirements of the “Core” Global Reporting Initiative (GRI) fourth generation (G4) Sustainability Reporting Guidelines, Eldorado Gold at a Glance 1 and includes data on Eldorado Gold Corporation’s (“Eldorado” or “the Letter from the President & CEO 2 Company”) four producing mines in 2017, as well as its construction and Our Business 4 development projects. However, the performance data focuses on our 2017 Key Outcomes 5 producing assets – Kıºladağ, Efemçukuru, Olympias and Stratoni. As our Creating Value Throughout the Mining Life Cycle 6 Lamaque site was acquired part way through 2017, its operations are not Our Products 10 included in this Report unless otherwise noted. Data represents the full 2017 calendar year and, unless otherwise noted, all costs are reported in Where We Operate 12 US dollars. Although we do not have the Year in Review Report externally Operating Mines 14 verified, the content has been prepared and reviewed internally. Kıladağ 14 Efemçukuru 15 Please note that, where applicable, restatements of prior year data have Stratoni 16 been highlighted throughout the Report. Restatements occur as a result of Olympias 17 updated or more accurate data becoming available after the release of our Construction Projects 18 previous Year in Review Report on June 8, 2017. Lamaque 18 Skouries 19 We welcome feedback from all stakeholders regarding our sustainability Development Projects 20 reporting. Please direct comments or requests for further information Tocantinzinho 20 to sustainability@eldoradogold.com. Certej 20 Perama Hill 20 Other In-Country Sustainability Reporting Exploration Highlights 21 In addition to this Report, our Greek subsidiary, Hellas Gold S.A., publishes Responsible Mining: Our Approach 22 an annual GRI aligned Corporate Social Responsibility Report, and our UN Sustainable Development Goals 24 Turkish subsidiary, Tüprag Metal Madencilik Sanayive Ticaret A.S., publishes Corporate Governance and Transparency 26 a biannual magazine Altin Sayfa (Golden Page) that includes articles, case Our Performance and Targets 27 studies and news relevant to our Turkish mines’ social and environmental Materiality 30 performance during the period. Analysis of Material Topics 32 Materiality Matrix 32 Materiality Results 33 Responsible Performance 34 Economic Performance 35 Responsible Corporate Citizenship 36 Providing Decent Work 42 Keeping Our People Safe 43 Providing Employment and Economic Growth 47 Cover image: Surveying in the open pit Working with Communities 56 at Kıºladağ, Turkey. Respecting Our Environment 62 Climate Change 65 Water Usage 69 Reserves and Resources 74 GRI G4 “Core” Content Index 76 Cautionary Note 82 Corporate Information 83 Glossary of Acronyms, Symbols and Abbreviations 84

Eldorado Gold at a Glance KEY FACTS AND FIGURES Eldorado is a Canadian mid-tier gold mining company, with shares trading on the Toronto (TSX: ELD) and New York (NYSE: EGO) stock exchanges. 4,951 Eldorado produced approximately 293,000 ounces of gold in 2017 and had proven and probable gold reserves of 17.3 million ounces at year end. Employees and Eldorado’s operations are global and the Company has assets in Brazil, contractors world-wide Canada, Greece, Romania, Serbia and Turkey. Eldorado’s activities involve all facets of mining, including exploration, development, production and reclamation. 6 Headquartered in Vancouver, the Company directly employs approximately Countries of operation 4,950 people world-wide. Eldorado operates as a decentralized business, with the majority of employees and management being nationals of the Brazil, Canada, Greece, Romania, Serbia and Turkey countries in which operations and offices are located. Eldorado’s approach to business is based on having a highly skilled and 4 dedicated workforce, safe and responsible operations, a portfolio of quality assets, and long-term partnerships with the communities in which Operating mines we operate. Kıºladağ, Efemçukuru, Olympias and Stratoni At year end, Eldorado had a market capitalization of approximately $1.1 billion and revenues of approximately $391.4 million. 2 For more information on Eldorado Gold, our entities and our performance, please see our 2017 Annual Information Form on our website: Construction projects eldoradogold.com/investors/. Lamaque and Skouries 3 Development projects Certej, Perama Hill and Tocantinzinho 292,971 oz Gold produced in 2017 17.3 Moz Gold reserves at year end 25 years Two employees underground Experience building and at Efemçukuru, Turkey. operating mines globally

Letter from the President & CEO Setting a positive precedent for responsible mineral extraction has been a priority for Eldorado since the Company was founded in 1992. Over the past two decades, Eldorado has brought leading safety and environmental standards to both new and existing mining jurisdictions, built relationships based on trust and respect, and worked together with local partners to create opportunities beyond our mines. TOMORROW, TOGETHER: OUR COMMITMENT TO SUSTAINABLE OPERATIONS Today, we continue to work with our stakeholders to build a stronger future. This includes working collaboratively with industry and peers to improve our sustainability performance, partnering with local communities to build long-term benefits, actively participating in several industry associations and applying world-class standards. We are proud of our certifications under the ISO 14001 Environmental Management System Standard, OHSAS 18001 Occupational Health and Safety Management System Standard, the International Cyanide Management Code (ICMC) and the World Gold Council’s Conflict-Free Gold Standard. We continue to seek ways in which our business activities can support the United Nations Sustainable Development Goals (SDGs), which are a universal call to action to end poverty, protect the planet and ensure that all people enjoy peace and prosperity. “Tomorrow, Together” is a reflection of our belief that in mining, the hard work of taking a project from exploration to reclamation can only be done with support from, and in partnership with, our employees, local communities and host governments. Mining is a complex, long-term industry and to continue to succeed, we must seek out ever safer and more sustainable ways to operate. George Burns President & Chief Executive Officer

2017 YEAR IN REVIEW WORKING TOGETHER TO SUCCEED TOGETHER The past year was a challenging one for the Company. Despite successfully Throughout 2017, we continued to work together with local stakeholders acquiring and advancing the Lamaque project, the technical challenges at to build opportunities in the communities near our mines. Numerous Kıºladağ and the political headwinds in Greece overshadowed the Eldorado initiatives improved educational opportunities and access to healthcare, value proposition. Although we faced headwinds, some of the year’s supported arts, cultural and sporting activities, and helped to develop other highlights included reaching commercial production at Olympias Phase II, industriessuchasagricultureandtourism. along with continued exploration success at Lamaque (Canada), Bolcana (Romania), Efemçukuru (Turkey) and Stratoni (Greece). We have improved our alignment with the Voluntary Principles on Security and Human Rights to ensure our sites’ security teams continue We ended the year in a strong financial position, with $485 million in to uphold and respect human rights. As we continue to embrace diversity cash, cash equivalents and term deposits, and $250 million in undrawn across our operations, we developed a formal Diversity Policy for our lines of credit; this positions us well for our path forward, provides us with Board and senior management team that recognizes the benefits of flexibility, and allows us to make the decisions needed to create value for diverse perspectives in delivering superior business performance. all our stakeholders. DEFINING OUR PATH FORWARD OUR SAFETY GOAL: ZERO HARM We can always do better and in 2018 we have committed to strengthening Working safely continues to underpin all that we do, with our ultimate goal and reinforcing our safety culture across all our operations. Our corporate being zero harm. At each site visit last year, I repeated the same message: objectives reflect the importance we place on safety, and our leadership if a job cannot be done safely, do not do it. We have work to do in this area team’s compensation is tied to Eldorado’s safety performance, compliance as our lost-time incidents increased in 2017. with safety and environmental standards, and creating a safety culture through felt leadership. Everyone is accountable for safety. During the year, we developed and began implementation of a Global Health and Safety Directive. This document provides our operations with Energy inputs represent our second-largest operating cost. As such, a common approach to achieving our safety objectives while allowing our it provides a significant area of opportunity for Eldorado to improve energy sites to develop systems that are best suited to their needs. We also recently efficiency and reduce our carbon footprint while also reducing costs. published Eldorado’s Golden Rules, a safety handbook that outlines critical We are developing a strategic energy management plan to drive short- and controls and mandatory actions related to higher risk activities. A copy long-term reduction goals for energy and emissions, which further illustrates must be carried by every employee while on site as a reminder to think of our commitment to efficient and environmentally responsible operations. safety first. By advancing the Lamaque project through the development phase and Despite rigorous safety protocols being in place, I am deeply saddened by into production, and with the proposed construction of a mill at Kıºladağ, the fatality at Skouries when an employee of a contractor was struck by a combined with gold production from our existing operations at Efemçukuru, branch from a falling tree. A full investigation occurred and findings were Olympias and the Kıºladağ leach pad, we plan to restore Eldorado’s annual acted upon. Such tragedy reminds us that we cannot let our focus on safety gold production to over 600,000 ounces by 2021. We will continue waiver and strengthens our resolve to achieve zero harm. to prioritize our development opportunities and prudently deploy our capital in a manner that will maximize the value of our portfolio for all our stakeholders. STRENGTHENING OUR ENVIRONMENTAL COMMITMENTS With multiple projects under development, our teams continue to seek ways Mining is a complex, long-term industry and we must continue to seek out to mitigate our environmental impacts from the outset. At Lamaque we are ever safer and more sustainable ways to operate. Working to meet these looking at options to reduce our energy use and greenhouse gas emissions. challenges requires the collaboration of a skilled and dedicated team – At Skouries we recently committed to using dry stack tailings, which, a team who partners with key stakeholders to find innovative solutions and if approved by the Government of Greece, reduces the project’s surface mutually beneficial opportunities. We believe we have this team in place. footprint by 40%. At Kıºladağ we honed the site’s water balance model to Guided by our values of honesty, openness and accountability, we will increase the recycling and reuse of contact water, minimize groundwater continue to measure our performance beyond the balance sheet in 2018 consumption, and reduce risks attributable to overflow and supply constraints. and in the years to come. At our operations, when areas are no longer needed for mining use, we begin rehabilitation efforts. In 2017, we restored 26 hectares across our global sites. We are also proud to report that we had no reportable spills Yours sincerely, last year. George Burns President & CEO

Our Business We find, mine, process and produce gold and byproduct metals. At each stage of the mining process, we aim to create value for all of our stakeholders while operating responsibly. For Eldorado, this means finding and developing world-class assets, growing our resources and reserves, delivering cost savings, responsibly managing our impacts and building opportunities for those in neighbouring communities. We are focused on driving forward our industry-leading growth projects under a disciplined capital framework to create long-term value for all our stakeholders. Kıºladağ open pit at dusk, Turkey.

(1) 2017 Key Outcomes oz oz oz M M M 398,158 312,299 292,971 Moz Moz Moz 21.4 19.3 17.3 $479.1 $432.7 $391.4 2015 2016 2017 2015 2016 2017 2015 2016 2017 292,971 oz of gold produced Year end proven and probable reserves $391.4 million in revenue of 17.3 Moz Gold production was lower in 2017 compared Revenue was lower due to reduced gold to 2016 due to lower recovery material being Proven and probable gold reserves were productionandattributablesales. placed on the pad and slower than expected lower by 10%, mainly due to depletion leach rates at Kıºladağ. from mining. sold sold sold M M TIFR TIFR TIFR L LL B 1.79 1.37 1.65 $838/oz $829/oz $922/oz $667.6 $1.1 $735.0 2015 2016 2017 2015 2016 2017 2015 2016 2017 1.65 lost-time injury frequency $922/oz all-in sustaining cost (AISC) $735 million in liquidity rate (LTIFR) Eldorado’s AISC rose slightly by 2% At the end of 2017, we had $485 million in Eldorado’s LTIFR increased 20% in 2017 due year over year due to lower ounces produced cash, cash equivalents and term deposits, and to a corresponding increase in the number in 2017. $250 million in unused lines of credit. of lost-time injuries across the Company. (1) 2015 and 2016 figures have been adjusted to reflect continuing operations only.

Creating Value Throughout the Mining Life Cycle Below we describe each stage of the mining life cycle, the roles of our dedicated teams and the average time frame for each phase. Eldorado’s Core Business 1. Inputs 2. Exploration 3. Evaluation & 4. Construction 5. Mining & 6. Outputs 7. Reclamation & Development Processing Closure Resources â– Brazil â– Lamaque â– Gold and â– Canada â– Certej â– Skouries (2) â– Kıºladağ â– Silver Relationships â– Greece â– Tocantinzinho â– Efemçukuru â– Lead â– Romania â– (1) â– Stratoni â– Zinc Perama Hill â– Serbia â– Olympias â– Turkey â– Vila Nova (1) Timeline: 3–5 years 5+ years 3–5 years 10–20+ years 2–5 years (1) Perama Hill and Vila Nova are currently under care and maintenance. (2) Eldorado announced on November 9, 2017 its intention to place Skouries under care and maintenance. INPUTS Resources and relationships are critical inputs to the mining life cycle. Various teams manage these inputs, including Operations, Exploration, Corporate Development, Administration & Legal, HumanResources, Engineering, InvestorRelationsand Finance.Effectivelymanagingour resources and relationships can lower operating costs, reduce site disruptions, secure mine licences and permits,andaccelerateCompanygrowthandexpansion. Resources Relationships â– Employees â– Services and suppliers â– Labour â– Local communities â– Contractors â– Plants and equipment â–Unions â– Investors â– Capital â– Energy â– Suppliers â– Industry associations â– Land â–Water â– Government â– Peers â–Public authorities â– Religious associations

EXPLORATION (3–5 YEARS) Eldorado’s Exploration and Corporate Development teams actively look for potential assets within our focus jurisdictions and in new regions. They assess early and advanced-stage exploration projects and conduct near-mine and grassroots exploration programs, with the primary goal of adding value through discovery in order to increase our resources and reserves. During grassroots exploration, our Exploration teams visit prospective areas to conduct geological surveys and sampling programs, and often partner with other companies to benefit from their local knowledge and experience. If results indicate a possible mineralized deposit, we drill exploration holes to determine whether economically viable concentrations of metals may exist. Advanced-stage exploration projects will include detailed drilling programs designed to define resources and reserves, and they provide the basis for the evaluation and development stage. During exploration, we initiate engagement with local communities to identify social and environmental concerns, and we consider these parts of the mine development plans. EVALUATION AND DEVELOPMENT (5+ YEARS) During the development stage, our Engineering, Technical Services and Metallurgy teams conduct feasibilitystudiestodetermine: â– Optimal mining methods and mineral recovery processes for each project â–Required infrastructure â– Optimal facility placement and design, based on thorough impact and mitigation assessments â– Required mine monitoring, closure and reclamation plans These studies give us a picture of the capital costs required for development and the longer-term economics of the project. We are then able to decide whether capital investment makes economic sense, in order to make a construction decision. We also build upon our initial environmental baseline studies and conduct extensive environmental testing to establish baseline data for air, water, soil and biodiversity. This information becomes part of the Environmental Impact Assessment (EIA), which must be completed and approved by the relevant authorities before a mine can be developed. Sustainability criteria are built into the EIA, and throughout the environmental permitting process we engage and consult with local communities, businesses and government to obtain input. This research and dialogue helps Eldorado develop innovative solutions for the social and environmental challenges that our projects face, including dust and air emissions, water and energy use, noise and waste. Site preparation work at Certej, Romania. Infrastructure development initiatives – such as improving roads, building sewage systems and drilling water wells – may also commence, according to project and local community needs.

CONSTRUCTION (3–5 YEARS) Once the project EIA and other relevant permits are approved by relevant government authorities, and we have received a positive decision from our Board of Directors to proceed, our Capital Projects team can begin construction. Explicit requirements described in the EIA guide our activities and help us manage key social and environmental risks. This construction phase requires the greatest proportion of capital and resource inputs invested over a project’s life cycle. During this phase we add significant value to local economies through local job growth and procurement. Eldorado focuses on local hiring and procurement everywhere we operate, and our aim is to train all employees and contractors in the industry’s leading environmental, health and safety practices, procedures and controls. Based on dialogue with local communities and businesses, we identify gaps in skills and capacity, provide on-the-job training and, where needed, support local technical schools and universities to enhance their mining-specific and trades programs, so that local residents and students can improve their prospects of employment with us. MINING AND PROCESSING (10–20+ YEARS) During production, our Operations team and site personnel are responsible for mining, extracting and processing ore from our mines. Any leftover materials generated by our mining activities – which typically include topsoil, waste rock and tailings – are either placed on site in engineered facilities for storage and treatment, or reused elsewhere on site as part of construction activities, rehabilitation or underground backfill. Rigorous environmental monitoring – to test air, water and soil quality, and noise, blast vibration and dust levels – allows us to assess our compliance with environmental regulations and the terms of our operating licences and permits. We add value during the production phase through a commitment to local employment and procurement, operational excellence, local investment and community engagement. New equipment and technologies, continuous improvement projects, low accident rates, a commitment to environmental stewardship, and effective controls and procedures all combine to deliver productivity benefits. Frequent consultation with local communities and businesses helps us identify where we can create new opportunities for sustainable economic development. Removing a rotor for refurbishment at the Sigma mill, Lamaque, Canada.

OUTPUTS Our outputs comprise the products we produce, namely, gold, silver, lead and zinc. Our in-country Marketing teams are responsible for establishing working relationships and purchase agreements with downstream refineries. These agreements outline the terms and conditions of payment for our products, and specify parameters and penalties for the quantity, quality and chemical composition of our doré and concentrate. More details on our products can be found on page 10. RECLAMATION AND CLOSURE (2–5 YEARS, PLUS ONGOING MANAGEMENT) Restoring the land so it is compatible with the surrounding landscape is our responsibility and a priority for our communities. How we conduct our rehabilitation in one jurisdiction impacts our welcome in another. Therefore, prior to and throughout a mine’s operation, our Operations teams develop and continuously enhance plans for the mine’s future closure, in order to: â– Protect public health and safety â–Eliminate the potential for environmental damage â– Return the land to its original condition (or an acceptable and productive alternative) â– Provide for long-term socio-economic benefits Whenever possible, remediation and reclamation begin during the mine’s operation. When areas are no longer needed for mining, they are reclaimed in parallel with other work being carried out elsewhere. Topsoil removed from mining and construction areas is stored for later use in all reclamation activities. Some sites investigate different plants, shrubs and tree species suitable for local propagation, in studies taking place in on-site greenhouses. As a member of the Mining Association of Canada, we look to our sites to align with the requirements of the Towards Sustainable Mining (TSM) program, including the TSM Mine Closure Framework. The framework goes beyond legal compliance and seeks collaboration between mines and communities to develop closure plans and strategies to mitigate the socio-economic impacts of mine closure. Sometimes it is necessary to place a mine site under care and maintenance, such as at our Skouries, Perama Hill and Vila Nova mines. This means we temporarily halt construction and/or operational activities so that we may recommence development at a later date. This may occur when economic conditions or resource prices make the mine uneconomic to operate or, in the case of Skouries, when political challenges delay the issuance of key permits and licences required for construction. Environmental risks such as mine tailings and hazardous materials storage continue to be managed, while idle plant and machinery are maintained. All safety and environmental conditions continue The plant nursery at our Olympias site to apply under care and maintenance. in Greece. Over 250 plant species are grown here and will be used in our Once a mine site is permanently closed, we conduct further environmental monitoring and reclamation rehabilitation efforts. activities, as required by our EIA and mine licences, so that the environment can successfully transition to a productive ecosystem. All of Eldorado’s mine closure plans address: â–Decommissioning: dismantling project infrastructure such as facilities and buildings â–Reclamation: re-vegetating disturbed areas â– Ongoing monitoring: long-term monitoring of environmental parameters â–Closure costs: regularly reviewing and updating closure plan costs and making financial provisions

Our Products Eldorado is committed to responsibly producing gold and other metals that offer a wide range of uses. Our products are often essential elements in a variety of goods that advance sustainable development in other fields and contribute to economic growth around the world. We focus on producing all our products responsibly, and all of our gold-producing sites are certified to the World Gold Council’s Conflict-Free Gold Standard (CFGS). Product Responsibility Eldorado supports industry-wide efforts to steward the responsible production of gold and other precious and base metals. We acknowledge and believe that our licence to operate requires that all of our activities be conducted in a manner that do not cause, support or contribute to human rights abuses, unlawful conflict, or breaches of international humanitarian law. As a member in good standing of the World Gold Council (WGC), Euromines and the Mining Association of Canada (MAC), we are committed to operating at the forefront of social and environmental standards. Our operating mines adhere to the following: â–ISO 14001 Environmental Management System Standard â– OHSAS 18001 Occupational Health and Safety Management System Standard â– Conflict-Free Gold Standard â– International Cyanide Management Code Our primary operating cash flows derive from the sale of unrefined gold bullion bars (or doré), and gold, silver, lead and zinc concentrates. Product Handling All of Eldorado’s products are sold in bulk to downstream refineries for secondary treatment. We do not sell our products to the public and our products do not require packaging. At Kıºladağ and Efemçukuru, doré is sold and transported to precious metals refineries to be further processed into pure (99.9%) metals. At Efemçukuru, Olympias and Stratoni, metal concentrates are transported to offshore smelting facilities for further refinement. As 100% of Eldorado’s metal products are sold to downstream refineries for further processing, we do not undertake product recycling or reclamation. Our doré, which largely contains gold and silver, has no environmental or safety risks associated with handling or disposal, and it therefore requires no product service or labelling. As a result, beyond our product transport and security procedures, we have not developed detailed protocols, procedures or public labelling for product handling or responsibility. Our concentrates, which contain combinations of gold, silver, lead and zinc, are transported by conveyor to a local port facility (e.g. Stratoni) or loaded onto enclosed trucks and transported to sea ports for export to foreign smelters. The transport of concentrate is subject to numerous risks, mainly with respect to theft and environmental liabilities in the event of a spill. All road and marine shipments of concentrate from Efemçukuru, Olympias and Stratoni are performed under the European Agreement concerning the International Carriage of Dangerous Goods by Road and International Maritime Organization (IMO) regulations. Eldorado exclusively hires subcontractors certified and trained to follow the standards and procedures relevant to the aforementioned guidelines for emergency response with respect to transportationandsecurity. Gold bars at Kıºladağ, Turkey.

GOLD (AU) 6% Did you know Gold’s technological applications, such World Gold Demand as in health care, electronics, green 30% 10% Central bank net purchase The metals we produce, technologies and industrial uses, made including gold, silver, lead and up 10% of demand globally, while in Technology Jewelry zinc, comprise many of the 2017, central banks purchased 6% of Investment fundamental materials of which all gold produced.(1) Jewelry accounted our modern world is made. They for 54% of the global demand for are also critical components of gold in 2017. Investments, including 54% bars, coins, exchange-traded funds and green technologies such as wind other products, accounted for a further turbines, electric cars, solar cells 30% of demand. and major infrastructure that are advancing the global transition toalower-carboneconomy.Just SILVER (AG) as our products contribute to a Silver has a wide variety of uses due to World Silver Demand its malleability, reflectivity and lustre. It is better world, we are committed 17% 45% Industrial fabrication to producing them in a way commonly used in jewelry and silverware, Investments, coins and bars 4% and also in medical science, batteries, circuit Photography that creates positive social, 4% environmental and economic boards and photography. Photovoltaic Silverware Jewelry demand for silver also increased 34% from value for all our stakeholders. the previous year due to a 49% increase (2) 30% in global solar panel installation. LEAD (PB) The most common application of lead is in lead-acid batteries (e.g. car batteries), and this accounts for approximately 85% of world consumption. Due to 3% 6% lead’s malleable, dense and anti-corrosive 6% World Lead Demand properties, it is often used to line tanks Batteries that store corrosive liquids, to protect Technological applications power and communication cables, and to Chemical compounds shield against X- and gamma-ray radiation, Other making it an essential part of many modern technologies (5.8%) . Other uses include the manufacture of paints and pigments and 85% (3) other chemical compounds (5.5%) . ZINC (ZN) 4% Concentrate bags ready for export Zinc is the fourth most widely consumed 6% metal in the world, with most production World Zinc Demand (4) at Olympias, Greece. 6% 50% outputs being used in zinc-galvanizing Galvanizing to prevent the rusting of iron and steel. Zinc alloying Zinc is commonly used in alloys such as Brass and bronze 17% brass, nickel, silver and aluminum solder, Chemicals materials used in automobiles, electrical Zinc semi-manufacturers Miscellaneous components and household fixtures. It is 17% also important as a health supplement. (1) See gold.org/what-we-do/investing-in-gold/why-invest-in-gold. (2) See silverinstitute.org/wp-content/uploads/2017/08/WSS2017.pdf. (3) See ila-lead.org/lead-facts/lead-uses statistics. (4) See statista.com/statistics/240626/share-of-zinc-consumption-by-category/.

Where We Operate Lamaque Eldorado has a portfolio of high-quality assets in â– Commodities: Gold â–Ownership: 100% prospective jurisdictions including Turkey, Greece, â– 2P Reserves: 893 Koz Au Romania, Serbia, Canada and Brazil. Operating Mines ConstructionProjects Development Projects CANADA Care and Maintenance HEAD OFFICE Vancouver Underground at the Triangle deposit, Lamaque, Canada. BRAZIL Vila Nova Tocantinzinho â– Commodities: Iron Ore â– Commodities: Gold â–Ownership: 100% â– Ownership: 100% â– Currently under care â– 2P Reserves: 1.8 Moz Au and maintenance

Eldorado also holds 100% ownership of the Certej Perama Hill following asset: â– Commodities: Gold, Silver â– Commodities: Gold, Silver â– Sapes Deposit – A high-grade epithermal â– â– gold deposit located in northeastern Greece, Ownership: 81% Ownership: 95% near Eldorado’s Perama Hill project. We â– 2P Reserves: 2.4 Moz Au, 15.6 Moz Ag â– 2P Reserves: 975 Koz Au, 1.15 Moz Ag are currently assessing the project and will determine the optimal project scope after further drilling. Kıºladağ â–Commodities: Gold â– 2017 Production: 171,358 oz â– Ownership: 100% European Regional Office Amsterdam â– 2P Reserves: 3.1 Moz Au ROMANIA SERBIA GREECE TURKEY Efemçukuru â– Commodities: Gold â– 2017 Production: 96,080 oz â–Ownership: 100% â– 2P Reserves: 877 Koz Au Our in-country offices: KASSANDRA MINES â– Brazil: Belo Horizonte (1) â–Greece: Athens Stratoni Olympias Skouries â– Romania: Deva â– Commodities: â–Commodities: â– Commodities: Silver, Lead, Zinc Gold, Silver, Lead, Zinc Gold, Copper â– Serbia: Belgrade â–Turkey: Ankara â– 2017 Production: â– Achieved commercial â– Ownership: 95% 36,699 tonnes of production â– 2P Reserves: concentrate produced December 31, 2017 3.8 Moz Au, 779 Kt Cu â– Ownership: 95% â–Ownership: 95% â– 2P Reserves: 2.8 Moz Ag, â– 2P Reserves: 3.5 Moz Au, (1) On November 9, 2017 Eldorado announced its 35 Kt Pb, 42 Kt Zn 54.9 Moz Ag, 568 Kt Pb, intention to place the Skouries construction project 783 Kt Zn under care and maintenance. You can read more about Skouries on page 19 of this Report.

Operating Mines Kıºladağ Kıºladağ is the largest gold mine in Turkey. It is a low-grade, bulk-tonnage, open-pit operation that currently uses heap leaching for gold recovery. Doré produced at the site’s refinery is transported to Turkey’s capital, Istanbul, and sold on the Istanbul Gold Exchange. In early 2018, Eldorado announced that mill construction was identified as the preferred solution to optimize project value going forward, and the Company has elected to proceed with a feasibility study for the construction of a conventional carbon in pulp mill at Kıºladağ. 1997 2003 2005 2006 2013 2014 2018 Identified deposit Received Began Produced Certified Poured two Mill construction and began in-depth EIA approval construction first doré under the millionth identified as preferred exploration International ounce of gold solution to optimize Cyanide project value Management Code 2017Performance Quick Facts 2017 in Numbers Kıºladağreported a reductioninoretonnesto Location: Uºak Province, Turkey the leach pad year over year, with no lower grade Deposit: Gold porphyry 13,061,861 run of mine ore being placed on the pad in 2017. Tonnestoleachpad Gold production, sales and revenue were down Ownership: 100% Eldorado year over year due to reduced solution grade Mining/processing: from the leach pad as a result of lower recovery Open-pit/heap leach (current) 1.03 g/t material being placed on the pad later in the year Open-pit/CIP mill (planned) Averagegrade and slower leach kinetics being exhibited earlier in the year. Life of mine: 9 years, starting 2021, based on mining Cash costs during the year were negatively affected of 13 Mtpa (1) 171,358 oz by a write-down of 40,000 inventory ounces. Workforce: Gold produced Capital expenditures included capitalized waste 1,052 stripping, leach pad construction, equipment (747 employees and 305 contractors) 171,505 oz overhauls and various process improvements. Certifications: Gold sold 2017 Sustainability Highlights ISO 14001, OHSAS 18001, International â– Reduced the total number and rate Cyanide Management Code of recordable injuries $500/oz â– No major environmental incidents Cash operating costs or non-compliances â– Completed an external gap analysis $522/oz and audit in preparation for transition to and certification under the Total cash costs ISO 14001: 2015 Environmental Management Systems Standard $215.7 M Future Outlook Goldrevenues On March 21, 2018 the Company published a pre-feasibility study that identified the construction $27.9 M of a mill to be the preferred option in order to increase long-term recovery rates at Kıºladağ. The Sustaining capital expenditure Company will continue to work on a mill feasibility (1) Estimated based on current proven study to be presented to the Board of Directors for and probable reserves. a final investment decision in October 2018.

Efemçukuru Efemçukuru is a high-grade underground gold operation located southwest of Izmir, in western Turkey. It uses gravity circuits followed by flotation to produce a flotation concentrate and a gravity concentrate. 1992 2005 2008 2011 2014 2016 Deposit identified Received Began Produced first Increased mine Increased process positive EIA construction concentrate throughput to throughput to 472 ktpa certificate 435 ktpa 2017Performance Quick Facts 2017 in Numbers Gold production at Efemçukuru was reasonably Location: IzmirProvince,Turkey consistent year over year with slightly higher processed tonnage and improved recoveries Deposit: Epithermal vein 481,649 somewhat offsetting the lower head grade. Ownership: 100% Eldorado Tonnes milled Cash operating costs increased slightly, primarily Mining processing: because of the lower head grade. Capital Underground/flotation 7.01 g/t spending included costs related to capitalized underground development and various Life of mine: (1) 10 years Average grade process improvements. Workforce: 821 (465 employees and 356 contractors) 2017 Sustainability Highlights 96,080 oz â– No major environmental incidents Certifications: ISO 14001, OHSAS 18001 Gold produced or non-compliances â– Conducted a review of the site’s underground 92,575 oz mining procedures and pumping capacity, site storage effectiveness and increased water Gold sold treatment capability as a part of planned efforts to improve site water management $524/oz â–Conducted an independent review against Cash operating costs the TSM Tailings Management Protocol and developed a site Operation, Maintenance and Surveillance Manual for tailings $556/oz Total cash costs $117.6 M Goldrevenues $28.9 M Sustaining capital expenditure (1) Estimated based on current proven and probable reserves.

Stratoni Stratoni is an underground, silver–lead–zinc mine located in the Halkidiki Peninsula in northern Greece. It uses a multi-stage flotation process to extract a lead–silver concentrate and a zinc concentrate, which are then shipped from the Stratoni and Thessaloniki ports to overseas refineries. BCE 1996 2003 2004 2005 2011 2012 Gold was TVX Gold TVX Gold Operation EGU restarted Received EIA Acquired Stratoni discovered in purchased closed Stratoni passed to Greek operations at Stratoni from EGU this region Stratoni state and then during antiquity to European Goldfields (EGU) 2017Performance Quick Facts 2017 in Numbers Concentrate tonnes produced at Stratoni were Location: Halkidiki Peninsula, Greece lower year over year due to decreased mill throughput and lower lead and zinc grades. Deposit: Silver–lead–zinc carbonate 150,734 Decreased mill throughput was a result of replacement Tonnes of ore processed limited reserves and slower than expected Ownership: 95% Eldorado, 5% Aktor underground development to access the new Mining/processing: 5.8% areas. Major expenditures (capitalized and Underground/flotation expensed) of $12.8 million included underground Lead grade mine development, much of which focused Life of mine: 3 years (1) on expansion drilling to confirm the downdip Workforce: 492 9.4% continuity of the ore body from current resources. (362 employees and 130 contractors) Zinc grade 2017 Sustainability Highlights Certifications: ISO 14001, ISO 39001, â– Reduced the number of lost-time and ISO 50001, OHSAS 18001 36,699 recordableinjuries,includinginjury frequency rates Tonnes of concentrate produced â– No major environmental incidents or non-compliances 41,693 â– Re-certified under OHSAS 18001 and Tonnes of concentrate sold completed several safety initiatives, including improved risk management protocols, enhanced training on high-risk work activities, $1,062/t increased focus on near miss reporting and Cash costs hazard identification skills $51.2 M Concentraterevenues $0.6 M Sustaining capital expenditures (1) Estimated based on current proven and probable reserves.

Olympias (1) Olympias is a gold–silver–lead–zinc underground mine located in the Halkidiki Peninsula in northern Greece. It uses a flotation process to produce three concentrates (lead–silver, zinc and gold-bearing pyrite–arsenopyrite) that are sold and shipped to overseas refineries. Olympias has very high gold grades and an ore body that will allow for underground mining rates of up to 1 million tonnes per annum. Olympias achieved commercial production at the end of 2017. 2011 2012 2013 2015 2016 2017 Received EIA Acquired Began Phase I Began Phase I Completed Began Phase II Olympias tailings re-treatment refurbishment Phase I tailings commissioning of mill from EGU and clean-up of underground re-treatment and production from mine and underground existing mill 2017Performance Quick Facts 2017 in Numbers Olympias produced 18,472 pre-commercial Location: Halkidiki Peninsula, Greece ounces of gold in 2017. Phase II of Olympias achieved commercial production on Deposit: Gold–silver–lead–zinc carbonate 18,472 oz (2) December 31, 2017. replacement of gold produced Ownership: 95% Eldorado, 5% Aktor As part of the completion of Phase II, a new paste Mining processing: 7.5 g/t backfill plant and an additional tailings filter will be commissioned in 2018 to provide maximum Underground/flotation Gold grade operational flexibility. 25 years (3) Life of mine: 2017 Sustainability Highlights Workforce: 945 (494 employees and 451 contractors) 116 g/t â– Reduced the number of lost-time Silver grade (3) and recordable injuries, including injury Certifications: ISO 14001, ISO 39001, frequency rates ISO 50001, OHSAS 18001 â– 3.5% No major environmental incidents or non-compliances (3) Lead grade â– Completed a benchmarking exercise against the International Cyanide 4.8% Management Code; established (3) systems and compliant standard operating Zinc grade procedures for cyanide management (1) Olympias achieved commercial production on December 31, 2017. With this consideration, we have decided to report Olympias as an operating mine for 2017, though not all operational data was available for use in this Report. (2) Ounces produced includes pre-commercial production. (3) Estimated based on current proven and probable reserves.

Construction Projects Lamaque In July 2017, Eldorado acquired the remaining shares of Integra Gold Corp and its principal asset, Lamaque. Lamaque is an orogenic lode gold deposit located in the Abitibi–Témiscamingue region of Québec, Canada. Construction had been under way since 2015, and extensive drilling took place throughout 2017. Lamaque will operate as an underground mine for approximately 10 years. 1923 1935 2011 2014 2015 2016 2017 2018 Gold Operations The Triangle Integra Surface Triangle’s Eldorado Pre-feasibility discovered at Sigma Mill gold deposit consolidated development underground acquired Integra study published in the region began was discovered the Sigma at Triangle development Gold and its and maiden and Lamaque began began Lamaque project reserve of mines with the ~900 Koz Lamaque South declared property Quick Facts 2017 Review Since acquiring Lamaque, development has Location: Eastern Abitibi region, focused on infill drilling the upper portion of the Québec, Canada Triangle deposit (one of three currently identified Deposit: Orogenic lode gold deposits at Lamaque) to quantify and declare Ownership: 100% Eldorado maiden reserves. Work also commenced on refurbishing the existing Sigma Mill. Mining/processing: Underground Life of mine: 8 years (1) In 2017 test mining extracted 47,750 tonnes of ore with an average head grade of 8.6 grams per Workforce: 186 tonne gold, with approximately 35,400 tonnes (90 employees and 96 contractors) processed at a nearby custom milling facility. Results from the first two batches (32,000 tonnes) indicate a gold grade of 7.35 grams per tonne, which was in line with expectations, and recoveries were slightly higher than anticipated at an average 95.4% for the toll treatment. In 2017, the Company spent $35.8 million in development Aerial overview of the Lamaque capital at Lamaque. mine site, Canada. On March 21, 2018 Eldorado published a pre- feasibility study declaring a maiden reserve of 893,000 ounces of gold at the Triangle deposit. (1) Estimated based on current proven and probable reserves.

Skouries Skouries is a high-grade gold–copper porphyry deposit located in the Halkidiki Peninsula in northern Greece. It is currently 50% constructed and is being moved under care and maintenance. Skouries will operate initially as an open-pit and underground mine, later followed by only underground mining. 2006 2011 2012 2013 2015 2016 2017 EGU Received Acquired Began Began pre-feasibility Conducted ongoing Announced prepared EIA Skouries construction study of underground pre-feasibility and intention to feasibility from EGU mine basic engineering move Skouries study studies of under care and underground mine, maintenance tailings facilities and LOM mining options Quick Facts 2017 Review Project development was slowed considerably Location: Halkidiki Peninsula, Greece in 2017, due to continued permitting delays throughout the year. The Company announced Deposit: Gold–copper porphyry its intention to begin moving Skouries under care Ownership: 95% Eldorado, 5% Aktor and maintenance in November 2017. The ramp Mining/processing: down to care and maintenance is expected in the Open-pit and underground/gravity second quarter of 2018. circuit and flotation Capital expenditure at Skouries in 2017 totalled (1) Life of mine: Approximately 23 years $73.2 million excluding capitalized interest. Workforce: 451 Eldorado will reassess its investment in (45 employees and 406 contractors) Skouries upon approval and receipt of outstanding permits, coupled with supportive dialogue between the Company and the Government of Greece regarding the use and implementationofbestavailabletechnologies. Skouries project site, Greece. (1) Estimated based on current proven and probable reserves.

Development Projects Tocantinzinho Certej Perama Hill Tocantinzinho is a non-refractory intrusion- Certej is an epithermal gold–silver project Perama Hill is an epithermal gold–silver related gold deposit located in the prolific located in the Apuseni Mountains of deposit located in the Thrace region of Tapajós region of Pará State in northern Brazil. Transylvania in western Romania. northern Greece. 2017 Review 2017 Review 2017 Review Throughout 2017, Eldorado completed At Certej, Eldorado focused on geotechnical Perama Hill remains under care and detailed engineering for the tailings dam, and metallurgical testing, site preparation and maintenance pending receipt of the CIP tails pond and waste rock dump. engineering studies, allowing us to further necessary permits. Installation licences for the project site advance permitting and the construction of including the mine, process plant and off-site infrastructure in 2018. infrastructure were received in 2017. Capital spending was $9.9 million. Quick Facts Quick Facts Quick Facts 2008 – Formed option agreement 2000 – EGU acquired stake 1995 – Deposit identified 2010 – Acquired Tocantinzinho project 2012– Acquired project via EGU 2008 – Acquired Perama Hill via Frontier Pacific 2012– Approval of preliminary EIA 2013– 10% increase in gold resources 2012 – Received approval 2015 – Positive Feasibility Study 2014– Updated technical report of preliminary EIA 2015 – Positive Feasibility Study 2013– Submitted EIA Ownership: 100% Eldorado Mining/processing: Open-pit/flotation 2016– Put under care and maintenance Carbon in pulp Ownership: 80.5% Eldorado, 19.25% Minvest S.A., 0.25% minority 10 years (1) shareholder Ownership: 100% Eldorado Life of mine: Workforce: 82 Mining/processing: Open-pit/flotation Mining/processing: Open-pit/whole ore, (10 employees and 72 contractors) oxidation, Carbon in leach Carbon in leach (1) mine: (1) Life of mine: 15 years Life of 8 years Workforce: 316 Workforce: 10 employees, 0 contractors (263 employees and 53 contractors) (1) Estimated based on current proven and probable reserves.

Exploration Highlights We invested a total of $42 million in exploration activity in 2017. Exploration drilling totalled 114,900 metres and included early-stage, brownfields and in-mine programs in Turkey, Greece, Canada, Romania, Serbia and Brazil. ~115,000 m $42 M 90,000 m drilled by Eldorado in 2017 exploration budget in 2017 planned drilling for 2018 TURKEY GREECE CANADA At the Efemçukuru mine, 20,000 metres of At the Stratoni mine, continued development Since the July 2017 acquisition of the Lamaque exploration drilling during 2017 included resource of the hangingwall exploration drift provided project, over 44,000 metres of resource conversion drilling on the Kestane Beleni vein new underground platforms for 6,000 metres conversion and resource expansion drilling were and resource expansion drilling on the nearby of resource expansion drilling. The new drilling completed on the Triangle and Plug 4 deposits. Kokarpinar vein system. The resource conversion confirmed the continuation of the Mavres Petres Drilling at Triangle consisted of both infill holes drilling targeted Inferred Resources downdip from orebody downdip from and along strike from focused on resource conversion in the C2 and the current production levels in the South Ore current production levels. This program will C4 zones, and testing the resource potential of Shoot, in the transition zone between the South continue with another 10,000 metres of drilling shear zones deeper in the deposit. The resource and Middle Ore Shoots and at the Kestane Beleni scheduled for 2018. conversion drilling was incorporated in the Northwest zone. Meanwhile resource expansion NI 43-101 compliant Lamaque Technical Report drilling at Kokarpinar tested the central and Approximately 4,400 metres of drilling was filed by the Company in late March 2018, northern parts of the vein system, identifying completed at the Tsikara prospect area during where a maiden Reserve of 893,000 ounces several zones with vein widths and grades 2017, testing porphyry targets located just south was declared for the Triangle Zone, within comparable to parts of the Kestane Beleni system. of the Skouries development project. Measured and Indicated Resources of 1.3 million ounces with a further 1.3 million ounces of Our regional exploration team focused on early- Inferred Resources. At Plug 4, drilling provided stage projects and project generation activities further definition of both the shear-vein hosted targeting prospective porphyry and epithermal mineralized zones similar to the C zones systems associated with Tertiary volcanic centres at Lamaque and of peripheral vein-swarm in western Turkey. hosted zones. An additional 34,000 metres of exploration is planned for 2018. ROMANIA BRAZIL SERBIA In Romania, exploration focused on the Bolcana Exploration in Brazil focused on grassroots Approximately 18,500 metres of drilling porphyry prospect, located approximately programs at the Borborema, Mara Rosa and was completed in 2017 at the Karavansalija six kilometres west of the Company’s Certej Nazareno project areas, with regional sampling Mineralized Center (KMC) project, testing targets epithermal gold–silver development project. programs, drill target definition and drill testing at the Shanac, Copper Canyon, Gradina and Drilling at Bolcana totalled over 23,000 metres of multiple targets completed at all three projects. Medenovac prospects. Initial stream sediment, in 25 holes and tested an area measuring soil and rock chip sampling programs were 1,200 metres by 900 metres. Results confirmed completed at new licences surrounding KMC and the presence of a large, gold-rich porphyry elsewhere in Serbia and Kosovo. system with a higher grade core extending to a depth of over 1,000 metres from surface. A further 20,000 metres of drilling is planned for 2018, which will complete drill hole coverage over the porphyry system to a 150-metre drill hole spacing.

Responsible Mining: Our Approach For us responsible mining means protecting the environment, providing safe workplaces for our employees, maintaining good relationships with our stakeholders and investing in the communities in which we operate. We understand that mining has a significant impact on the social and environmental well-being of all our stakeholders; our goal is to ensure that through each phase of the mining process, we are able to generate social, environmental, and economic value.

Our Guiding Frameworks and Commitments Transparency and accountability are fundamental to our relationships with all stakeholders. Adoption of, and certification to, leading international standards and guidelines allow us to support our internal policies with the assistance of frameworks that have been developed in consultation with non-governmental organizations (NGOs), academics, regulators, and other stakeholders. We seek to incorporate the leadership and expertise that these frameworks provide into our business operations, to raise our standards of practice and provide a means by which all stakeholders can verify, measure and report on our performance. The certifications, standards, commitments and organizations we recognize are detailed below. Certifications, Standards and Commitments We report under the following: We are certified to the: We are guided by the following: â– Carbon Disclosure Project’s (CDP) Climate â– International Cyanide Management Code â– Voluntary Principles on Security and Change Report â– ISO 14001 Environmental Management Human Rights (“Voluntary Principles”) â– CDP’s Water Report System Standard â– United Nations Global Compact â–GRI’s G4 Sustainability Reporting Guidelines â– ISO 50001 Energy Management â– United Nations Guiding Principles System Standard on Business and Human Rights â– WGC’s Conflict-Free Gold Standard â– MAC’s Towards Sustainable â– OHSAS 18001 Occupational Health and Mining Framework Safety Management Standard Memberships Eldorado is also a member of several industry associations that assist in developing best practices and international standards. These associations include: â– European Association of Mining Industries, â– Mining Association of British Columbia â– Prospectors & Developers Association Metal Ores & Industrial Minerals â– Mining Association of Canada of Canada (Euromines) â– World Gold Council â– International Cyanide Management Institute OUR GUIDING PRINCIPLES Our guiding principles underpin all that we do. Operate Safely Enrich Lives People come first. We We aim to create real, lasting implement industry best practices, and tangible benefits for the adhere to all safety regulations and people whose lives our have strict management systems operations touch. in place to promote a culture of safety wherever we operate. Behave Act with Integrity Engage Openly Responsibly We are committed to being We believe that clear, We strive to demonstrate that honest, straightforward comprehensive disclosure, mining can be done responsibly. and accountable in all our high standards of corporate We do this by emphasizing business practices. governance and ethical environmental stewardship business practices are the at every stage of the only ways to do business. project life cycle. Efemçukuru vineyard, Turkey.

Although our business UN Sustainable Development Goals has direct and indirect We take pride in the strong connections we build with the communities and countries that host us. relationships with As a global company, we also recognize that our business and our stakeholders extend far beyond all17SDGs,wehave the communities in which we operate. Fulfilling our local, national and international responsibilities is fundamental to the well-being and health of all our stakeholders. chosen to focus on Together with the assistance and guidance given to us by industry associations and the United those that relate Nations (UN) frameworks and standards of practice, Eldorado is able to provide value to most to our business communities, governments and broader stakeholders. This year, Eldorado has continued to advance its commitments as a global citizen by focusing on the United Nations Sustainable Development operations around Goals (SDGs). the world. ByconsideringtheSDGsaswegrowandmakeeverydaybusinessdecisions,wearesupportingthe communities and countries in which we work. We are also contributing to Canada’s own commitment to advance the SDGs and build a more prosperous and sustainable world. The mining industry must continue to uphold the SDGs and work with governments to achieve tangible benefits that advance human and environmental progress. GOOD HEALTH AND WELL-BEING GENDER EQUALITY The industrial nature of mining can pose Gender inequality within mining companies and health and safety risks to workers and nearby within mining communities means that men communities. Further inherent challenges – such often receive greater benefits from mining than as operating in remote locations and exposure women do. to tropical diseases, with limited access to health care – can also pose risks to workers and the Eldorado works to promote gender equality community’s well-being. and empower women and girls through the following measures: Employees at Kıºladağ, Turkey. Eldorado addresses these challenges by promoting a strong, Company-wide workplace â– Promoting a workplace free from gender- health and safety culture. All of our producing based discrimination or harassment In September 2015, UN member mines have certified Occupational Health and â– Upholding our Diversity Policy and Corporate states adopted a set of Sustainable Safety Management Systems in place to drive Code of Business Conduct and Ethics safety performance. Workers are provided healthy DevelopmentGoals(SDGs)that â–Ensuring that training and sign-off against the food options, annual on-site health check-ups, Code for all employees is mandatory represent a plan of action for and regular health and safety training. Eldorado equitable, socially inclusive also conducts drug and alcohol tests to maintain â–Offering equal compensation for men and and environmentally sustainable women based on their roles, responsibilities a safe working environment. economic development. and work experience The SDGs provide a common We work to improve road safety on and off site, â– Where possible, allowing for flexible work framework that addresses the certify Environmental Management Systems at schedules to support childcare all producing mines, and invest in community most urgent socio-economic health programs and infrastructure to extend â– Offering educational scholarships to women and environmental challenges the benefits of our operations to some of our of our generation, including the closeststakeholders. respective roles for government and industry in achieving sustainable development.

CLEAN WATER AND SANITATION DECENT WORK AND ECONOMIC GROWTH CLIMATE ACTION Water can be a source of conflict between mining Mining provides decent work and economic Climate change is both a local and global issue, companies and communities, particularly if it is growth. However, the presence of mining cannot as international challenges have direct effects scarce. However, mining can help bring clean on its own guarantee that these sustainable on local communities. We recognize that our water to communities in remote areas. benefits will be created. operations consume energy and produce greenhouse gas (GHG) emissions. Our focus Eldoradorecognizesthataccesstowateris Eldorado actively builds the conditions under is on mitigating the effects of climate change essential to human health and well-being. which sustainable economic growth can occur by undertaking energy-efficient projects and We work to minimize our water consumption by providing well-paid jobs, supporting local reducing our emissions. while collaborating with local communities and businesses and collaborating with local chambers governments to improve access to clean water. of commerce to diversify economic growth. In addition to the measures taken by Eldorado to These activities include: measure, report and reduce the Company’s direct As we work with local businesses, suppliers, (scope 1) and indirect (scope 2) GHG emissions, â– Recycling water at our sites contractors and employees, we provide training we work actively with governments to improve and capacity-building assistance to help them â–Treating contact water prior to discharge environmental performance and, through our develop skills that can be transferred to other membership with the Mining Association of â–Conducting research and engineering projects opportunities and grow local economies. Canada, to publicly support a price on carbon. to improve water efficiency and reduce water consumption Although governments and industry have â– Conducting comprehensive monitoring of begun work to limit emissions and stem the rise water sources (upstream and downstream) in global temperatures, the effects of climate at all sites change are already evident, necessitating â–Collaborating with community and adaptation by communities and businesses. government representatives to monitor water In response, Eldorado has implemented Crisis at sites Management Plans in accordance with MAC’s INDUSTRY, INNOVATION AND Towards Sustainable Mining (TSM) program to â–Publicly disclosing annual water reporting INFRASTRUCTURE improve our response to severe weather incidents (e.g. the CDP’s Water Survey) Mining requires immense investments in and to protect our workers and communities. â– Publishing Eldorado’s Environmental Policy, infrastructure to transport materials, water, which sets out a commitment to reduce energy and information to remote locations water use, recycle and reuse water wherever world-wide. By prioritizing local procurement possible, and discharge water in accordance and training, Eldorado is able to assist in with water quality standards building infrastructure, innovation and industry. We proudly partner with local businesses and universities to promote research and development, and invest in local infrastructure such as public roads and irrigation systems that Local electricians work at Efemçukuru, Turkey. are fundamental to economic growth. Look for the SDG icons throughout this Report to see how Eldorado contributes to sustainable development across our operations. The SDG wheel is used in this Report to highlight areas that correspond to all six SDGs mentioned on this and the previous page of this Report.

Corporate Governance and Transparency CORPORATE DISCLOSURES AND TRANSPARENCY Central to Eldorado’s record as a trusted operator is its commitment to Our governance systems are designed to help us consistently evaluate and ethical business practices and high standards of corporate governance. effectively manage our risks; this, in turn, helps us stay focused on our We recognize the importance of having an integrated approach to long-term planning, decision-making and communication. We believe that managing our operations, risks and relationships. clear and comprehensive disclosure and open communication with our stakeholders will continue to encourage confidence in the legitimacy and BOARD OF DIRECTORS honesty of our business practices. Eldorado’s Board of Directors is responsible for overseeing corporate GOVERNANCE POLICIES governance. Their Terms of Reference explicitly require the Chair of the Our Code of Business Conduct and Ethics, Anti-Bribery and Corruption Board and all members of our Board Committees to be independent. Policy, Human Rights Policy, Insider Trading Policy and Disclosure Policy The Board works with senior management to set long-term goals, develop reinforce our standards and values and outline our expectation that all strategy and monitor Eldorado’s progress toward achieving its goals, employees and suppliers operate in accordance with the highest standards while providing independent and objective advice. They regularly evaluate of legal and ethical behaviour. We also outline our commitments to our principal business risks and monitor the effectiveness of our risk protecting the environment and the safety of our people and neighbours in management process. our Environmental and Health and Safety Policies. All of our policies were Our Board is composed of the following four committees: reviewed and updated in 2017. In early 2018, Eldorado also adopted a Diversity Policy, the first policy of its kind for the Company and a significant â– Audit step towards advancing gender equality across the Company’s Board and â– Compensation leadership team. â– Corporate Governance & Nominating For more information, visit â– Sustainability eldoradogold.com/about-us/governance. SUSTAINABILITY COMMITTEE SUSTAINABILITY FACTORS IN COMPENSATION The Sustainability Committee oversees our policies, programs and practices in the areas of environment, health, safety, community relations Regular employee performance reviews are performed at all our sites, and security. The Committee seeks assurance that Eldorado consistently typically on an annual basis, although some sites conduct monthly promotes ethical, transparent and responsible behaviour, and meaningfully performance reviews. Health, safety and environmental performance engages its stakeholders. indicators and social performance measures are embedded in performance reviews that are linked to our senior management compensation. In 2018, The Sustainability Committee receives detailed quarterly reports for all we revisited the sustainability factors tied to Eldorado’s senior management sites and works with Eldorado leadership to suggest directives for senior compensation. We also set new targets and key performance indicators management to pursue. The Committee receives a briefing within 24 hours aligned with promoting compliance with Eldorado’s Global Health & Safety Directive and our recently released Golden Rules Handbook. (1) if a fatality, serious lost-time injury, significant environmental incident or anything that is material or legally reportable occurs. The Board of Directors, including members of the Committee, periodically visit our sites for first- hand validation and interaction with our operations personnel. For more information on our Board committees, visit eldoradogold.com/ about-us/leadership/board-committees. GLOBAL HEALTH & SAFETY DIRECTIVE Corporation Eldorado Gold SENIOR MANAGEMENT OVERSIGHT Eldorado operates with a decentralized yet coordinated approach to operations. Our senior management team in Vancouver works closely with Version 1.0 management teams in each of our operating jurisdictions, providing a clear October, 2017 Approved 1st line of sight to each operation. Golden Rules Handbook, which was Ultimate accountability for social and environmental performance rests with rolled out across sites globally in 2018. our President & Chief Executive Officer (CEO) while day-to-day oversight is shared at the corporate level by the Chief Operating Officer (COO) and the Senior Vice President, External Relations & Sustainability. In addition to frequent site visits, our senior management team aims for open communication and appropriate oversight through weekly reporting on safety, health, environment and community performance from mine General Managers and country Vice President & General Managers. (1) Please see page 44 for more details on Eldorado’s Global Health & Safety Directive and Golden Rules Handbook.

Our Performance and Targets Eldorado sets annual goals to drive performance towards meeting the Company’s strategic, operational and sustainability objectives. The tables below place our progress towards our goals for 2017 and set our goals for 2018. We review our targets annually as we move forward with a strategic focus on advancing our long-term business performance. Achieved Partially achieved Not achieved ECONOMIC AND OPERATIONAL PERFORMANCE Goal Why is this important? Outcome Explanation Produce 365,000–400,000 ounces Gold ounces produced is a key Gold production: 292,971 oz of gold; revised Q3 guidance to indicator of operational performance Due to technical issues at Kıºladağ 280,000–310,000 ounces of gold andpermittingissuesinGreece, this production target was not met. However, we met revised guidance Deliver cash operating costs Cash operating costs reflect the direct Cash operating costs: of $485–$535 per ounce cost of mining an ounce of gold and $509/oz is an indicator of operational efficiency Average cash operating costs per ounce for 2017 met Eldorado’s target Maintain gold reserves between Gold reserves provide an indication Gold reserves: 17.3 M 20 and 25 times the production rate of mine size and asset quality; With 17.3 million ounces of gold in Eldorado’s mineral reserves and reserves and a 2017 production rate resource base supports our of 292,971 ounces, gold reserves growth pipeline were 59.1 times the production rate Maintain a debt-to-capital ratio Indicates the proportion of our Debt-to-capital ratio: 13.8% of less than 30% total capital that is debt; a lower debt- With debt of $593.8 million versus to-capital ratio is a positive indicator total capital of $4.3 billion, Eldorado of the Company’s financial health maintained a debt-to-capital ratio of 13.8% as at December 31, 2017 HEALTH AND SAFETY Goal Why is this important? Outcome Explanation Zero fatalities The health and safety of our workforce Fatalities: 1 is our highest priority; we strive to In August 2016, we were sad to provide decent work that is free of report the fatality of an employee hazards, risks and accidents, which is in of a contractor during tree-cutting alignment with the UN Sustainable operations at our Skouries mine Development Goals in Greece Achieve a minimum 10% year over This provides a measure of our health TRIFR: 6.61 (-8%) year improvement in the total and safety performance; the TRIFR Decrease in TRIFR from 7.18 to 6.61, recordable injury frequency rate (TRIFR) and LTIFR indicate how many events representing an 8% improvement in happened over a given period the TRIFR but slightly behind target Achieve a minimum 5% year over Provides a measure of our health and TRIFR: 1.65 (+21%) year improvement in lost-time injury safety performance. The LTIFR shows Increase from 1.37 to 1.65, frequency rate (LTIFR) how many lost-time injuries happened representing a 21% increase per million man-hours worked to the LTIFR

Achieved Partially achieved Not achieved ENVIRONMENT Goal Why is this important? Outcome Explanation Have no reportable The number of fines and penalties Fines and penalties: 0 environmental incidents Eldorado receives is an indication of our There were no reportable environmental mines’ success and adherence to all legal incidents at our sites in 2017 that resulted in permitting and licensing requirements fines or penalties against Eldorado Maintain adherence to the Eldorado’s compliance with the Maintained ICMC compliance International Cyanide Management ICMC reflects our commitment to manage Kıºladağ was recertified under the ICMC Code (ICMC) at all sites that use cyanide in a safe and responsible manner on January 11, 2017 cyanide, and design projects to ICMC standards upon start-up EstablishenergyandGHGemission Having energy and GHG emission targets No energy or GHG emission targets targets at operating sites allow us to be transparent and proactive Site feedback encouraged Eldorado to focus in identifying areas for improvement instead on developing an energy management and reducing our emissions to increase plan in an effort to integrate energy efficiency efficiency and meet global climate into day-to-day operations. Eldorado has change objectives retained a consultant to facilitate preparation of a Corporate Energy Management Plan and associated reduction targets GOVERNANCE Goal Why is this important? Outcome Explanation Publish Eldorado’s first public The publication of this Report is Published ESTMA report report, in accordance with the fundamental to adhering to regulatory On May 30, 2017 Eldorado submitted its first ESTMA, by May 31, 2017 requirements, and it provides additional ESTMA report to Natural Resources Canada. transparency and legitimacy to our A copy can be downloaded within the Investors operations within Canada and abroad sectionofEldorado’swebsite Establish and implement a Global Establishing effective security controls, Drafted a Global Security Directive Security Directive, which outlines standards, policies and procedures In 2017, Eldorado drafted a Global Security the minimum expectations for contribute to the safety and protection of Directive and received input from its global security risk assessment, control our employees, assets and reputation as well security teams. However, we delayed measures and incident response in as the communities in which we operate implementation of the Directive until an line with the Voluntary Principles independent gap assessment under the Voluntary Principles was completed in order to identify further improvements. Introduce human rights training for Human rights education and training Conducted human rights training all employees and contractors who promotes values, beliefs and attitudes that A human rights training video was distributed work at our sites encourage our employees to uphold their to all of Eldorado’s sites for use in employee own rights and those of others and contractor induction and refresher training Conduct training for all armed Adequate and effective training allows Began security training in accordance with security personnel in accordance Eldorado to communicate its policies on the Voluntary Principles with the Voluntary Principles ethical conduct and human rights, and Training for armed security personnel in ensures that security personnel are familiar accordance with the Voluntary Principles was with the requirements of the Voluntary completed in Q1 2018 at two of the three sites Principles in order to respect the rights of where Eldorado has armed security personnel our employees and community members

Achieved Partially achieved Not achieved COMMUNITY Goal Why is this important? Outcome Explanation Complete implementation of Eldorado’s Grievance mechanisms serve as a key Progressed implementation formal grievance mechanism at our tool for developing feedback loops and of Eldorado’s formal operating mines and development providing a formal basis on which to be grievance mechanism projects, and publicly report on the heard, for people close to or affected by our The grievance mechanism at select number and types of grievances raised mining activities. It helps Eldorado manage sites remains subject to ongoing in 2017 risks and foster a positive relationship implementation steps. Informal with stakeholders grievance channels and stakeholder engagement practices continue across all Eldorado locations 2018 GOALS Area 2018 Goal Economic/Operations â– Produce at least 313,00 ounces of gold and gold equivalent â– Deliver all-in sustaining costs of $1,073/oz or lower â– Deliver cash flow from operations of $0.11 per share â– Secure appropriate funding to support the Company’s growth plans â– Progress or resolve permitting challenges in Greece â–Maintain disciplined capital allocation in accordance with Eldorado’s Capital Investment Framework â–Develop and implement a robust business plan â– Develop capital projects that are fit for purpose, on schedule and within budget â–Maintain gold reserves at 2017 levels Health and Safety â– Zero fatalities â–Reduce LTIFR and TRIFR by 10% Children enjoy getting their faces â– FullimplementationofEldorado’sGolden Rules and Health painted at the annual Lamaque BBQ in & Safety Directive the city of Val d’Or, Québec, Canada. â– (1) Environment Zero major environmental incidents â– Reduce impacts of development projects to a viable minimum Governance â– Advance alignment with the Voluntary Principles on Security and Human Rights â– Develop a corporate strategic energy management plan â– Develop a corporate sustainability strategy to integrate a sustainability vision into Eldorado’s long-term strategic planning Community â– Complete implementation of Eldorado’s formal grievance mechanism at all sites (1) We define major environmental incidents as adverse environmental impacts that result in fines or penalties to Eldorado.

Materiality This Report provides an opportunity for Eldorado to take a broad view of the issues and topics that are most material to the Company. Although we have a strong understanding of material issues as they evolve, a formal assessment allows us to map the topics most important to our stakeholders and connect what may be material in one of our operating regions to similar circumstances across our global operations. This broad view provides valuable internal insights into our business, and is the foundation of this Report.

DEFINING MATERIALITY the regions and communities in which we operate. Senior management has taken time to review the material topics presented in this Report with In accordance with the GRI Principles, we define a “material topic” as a consideration to our business and our stakeholders. matter that reflects the Company’s significant economic, environmental and social impacts, or a matter that could substantively influence the This materiality exercise creates additional value for Eldorado by: assessments and decisions of our stakeholders. The importance of a material topic may vary from region to region or among different stakeholder groups. â– Adding purpose and structure to our internal and external engagement initiatives DETERMINING MATERIALITY â–Encouraging new levels of collaboration among our senior management and stakeholders on topics that matter most to them Each year we conduct a materiality assessment to identify those key topics and aspects that should receive attention in this Report. Although we have â– Providing direction to and validation of the importance of new a clear understanding of our relationships from an internal perspective, sustainability initiatives and strategies we adopt the annual materiality assessment process allows us to consider issues â– Improving our understanding of and responses to stakeholder needs throughout the mining industry and topics that are most important to and concerns HOW WE DETERMINE MATERIAL TOPICS Step 1 Step 2 Identifying materiality topics Designing material assessment Conducting the materiality assessment begins with defining its purpose and objective. We then select the sources from which we gathered This year we sought to focus on environmental materiality. Once the purpose of the our information, select the stakeholders involved, and assessment is determined, we consider which topics best address our objectives. We take design interview questions for internal and external our prior year materiality assessment results as a starting point, and then review peer stakeholders to address a range of material topics. reports, industry reports and internal documents to refine our selected topics. As material topics remain relatively stable year to year, this year’s assessment was conducted internally with the assistance of previously collected external data. Step 3 Step 4 Step 5 Prioritizing material topics internally Engaging stakeholders Reporting our final results We conduct online questionnaires with senior executives to review our results We review the results of our and management across corporate, regional and site We review the results of our internal materiality assessment with offices, including professionals responsible for overseeing assessments with a selection of Eldorado’s leadership, and then social, environmental and economic performance at Eldorado’s external stakeholders; prioritize the material topics to each site. Respondents are asked to rank the material this allows us to reassess the be included in this Report. topics and priorities during the previous year, based on importance of each topic from their relevance, level of importance and impact on our a diverse range of perspectives. stakeholders and the Company. Efemçukuru processing plant, Turkey.

Analysis of Material Topics Responsible Performance Respecting Our Environment Working with Communities Operational costs Water use and management Community and government support Metal production Waste management Stakeholder engagement Permits and licences Climate change adaptation and mitigation Community investment Bribery and corruption Corporate reputation Transparency of payments to governments Complaints and grievances Political climate in countries of operation Human rights Security standards Providing Decent Work Sustainable Development Goals Health and safety performance Training and skills development Emergency preparedness Relationships with labour unions Regional economic development Local employment and procurement MATERIALITYMATRIX After subjecting each of the above data points to our materiality assessment processes, we developed the materiality matrix on the next page. This matrix identifies each topic in relation to its importance to our stakeholders (vertical axis) and its influence on our business (horizontal axis). Topics that fall within our reporting threshold of moderate to higher materiality form the main areas of focus in this Report. For each topic that surpasses the threshold, we describe our management approach and provide performance data and analysis. For topics that do not pass the threshold, we provide information on our management approach, but have chosen not to provide data or analysis. Environmental testing at Efemçukuru, Turkey.

MATERIALITY RESULTS The results of our 2017 materiality assessment are outlined in the following Following the 2017 materiality assessment, a number of additional topics materiality matrix. and priorities were identified; however, given they were of lower materiality we did not include them in this Report. These topics are: Following our assessment, we ascribed increased importance to the following topics, in comparison to our 2016 results: â– Biodiversity & reclamation â– Land acquisition & use â–Political climate in countries of operation â– Supply chain management â– Community and government support â– Capital allocations & budgets â– Metal production Energy use, greenhouse gas emissions, climate change and cyanide Similarly, the following topic was deemed less important in comparison management were also identified as lesser material topics, but due to to the 2016 results: the social salience of these issues, they are discussed in the Respecting â– Complaints and grievances Our Environment section of this Report. In response to internal and external considerations, we have also added to our 2017 materiality matrix the following topics to this Report: climate change adaptation and mitigation, and Sustainable Development Goals. Figure 1: Material Topics/Aspects I H ER GH Health and Safety Community & Government Support Permits & Licences IMPORTANCE Stakeholder Engagement Local Employment & Procurement Water Use & Management TO STAKEHOLDERS Political Climate in Waste Management Countries of Operation (including Tailings) Climate Change Adaptation & Mitigation Human Rights Regional Economic Training & Skills Development Development EmergencyPreparedness Sustainable Development Goals Complaints & Grievances Metal Production Community Investment Operational Costs Corporate Reputation Bribery & Corruption Transparency of Payments to Government O L Relationships with Labour Unions W R E LOWER INFLUENCE ON BUSINESS HIGHER

Responsible Performance Our strategy of discovering, acquiring and developing high-quality assets in prospective regions has remained consistent for the past 25 years. Our disciplined and strategic approach will allow us to create value for our stakeholders and contribute to the sustainable development of economies around the world as we work to build tomorrow, together.

Economic Performance SUSTAINING LONG-TERM ECONOMIC ACCOUNTABILITY FOR ECONOMIC AND At Eldorado’s Corporate Office, the Executive GROWTH AND PERFORMANCE OPERATIONAL PERFORMANCE Vice President, Strategy & Corporate Development and the Executive Vice President Our goal is to create value for all those invested At each site, local operations teams are & General Counsel are responsible for in us – from our employees and communities responsible for the day-to-day oversight, to host countries and shareholders. We do this management and operations of our assets. overseeing activities related to the acquisition or sale of assets by the Company. by discovering, acquiring and developing quality Operations teams report directly to their mine gold assets in prospective jurisdictions. This has General Manager and country Vice President Eldorado’s President & CEO is ultimately been our strategy for the past 25 years, and it is & General Manager, who in turn report to accountable for our economic and operational fundamental to our future as a sustainable, high- Eldorado’s COO. The COO oversees annual performance. The President & CEO is responsible quality business in the gold sector. operational objectives and targets, is responsible for reviewing annual objectives, targets, budgets for overseeing development projects, and reviews and plans, while working with the Board of By focusing on productivity and operational operational performance on a weekly basis. Directors. The President & CEO and Board success, we maintain long-term economic oversee the Company’s Officers and management growth, create value for all of our stakeholders A finance team is responsible for overseeing team, the members of which are responsible for and make meaningful contributions to economic performance and working with sites the daily operations of the business. sustainable development. to ensure that production and development activities follow mine plans and budgets; one For more details on Eldorado’s economic such team is assigned to each of our operating and operational performance, please see regions. Regional finance teams report to our 2017 Annual Report available here: Eldorado’s Corporate Controller, who in turn eldoradogold.com/investors/financial-information/ annual-reports to Eldorado’s Chief Financial Officer reports/. (CFO). The CFO oversees annual financial objectives and targets, and reviews progress against plans and budgets on a monthly basis. ELDORADO’S STRATEGIC PRIORITIES In order to build a competitive business that is economically, socially and environmentally sustainable, our decisions are guided by four strategic principles: Quality Assets OperationalExcellence Our business is based on a portfolio of long-life assets in prospective Maintaining a level of excellence across our operations requires jurisdictions. The quality of our asset base allows us to achieve investing in new technologies and investing in our employees. long-term growth with solid margins, and this enhances our ability These investments allow us to work safer, smarter and more to generate free cash flows and earnings per share. Quality, long-life efficiently, so that we can increase our productivity, reduce assets are also critical to the communities and countries in which risk and operate to guidance while improving environmental we operate, as they create stable employment and opportunities to performance year over year. partner with governments to achieve Sustainable Development Goals. Capital Discipline Accountability Capital discipline underpins every business decision we make. We are accountable to all of our stakeholders and are committed Eldorado prioritizes capital for sustaining our operations and to conducting our business with the transparency, honesty and developing our key projects. We strive to maintain a solid balance respect these relationships deserve. This means keeping our people sheet that enables us to develop our assets, take advantage of safe, minimizing our environmental impacts and working with our opportunitiesandwithstandexternalmarketpressures. neighbours to create inclusive and sustainable development. Underground at Efemçukuru, Turkey.

Responsible Corporate Citizenship Political Climate Our operations and projects aim to make positive, long-lasting contributions to the sustainable in Countries of development of the communities and countries in which they are located. But we are only able to Operations do so with the cooperation of our stakeholders, particularly those found in local communities and host country governments. Our operations are subject to Mining is a complex industry and we must increasingly demonstrate how we manage risks and changing political conditions, geopolitical environments, host mitigate impacts affecting our environmental and social performance. As we continue to improve our governments and regulatory transparency and disclosures, we aim to show that the controls that we have in place protect and requirements in the countries where respect human rights, address and respond to community concerns, provide a safe and respectful we do business. Changes, if any, in working environment, and minimize harm to the environment, while ultimately leaving a positive and lasting legacy. mining or investment policies, or shifts in political attitudes in these Even with the best due diligence, political risks can never be entirely mitigated. Our due diligence jurisdictions may adversely affect reports assess the host country’s political climate, governance structures, legal system, transparency our operations or profitability. of doing business, history of foreign investment, and tax and royalty regimes. However, political climates can change abruptly and without warning, and as a mine can operate for over 20 years, In 2017, the continued delay in receiving the the political context of any given country can change substantially within the life cycle of a mine. necessary permits to develop our Skouries To further mitigate the risks associated with political instability, Eldorado advocates for clear, fair and Olympias mines negatively impacted and transparent regulations and proactively shares its experiences as a global operator to help host our project schedules and costs and hindered governments develop and maintain appropriate legislation. We recognize that advancing sustainable our ability to effectively advance development and building strong political institutions in host countries is critical to creating social and development and operation of these assets. political stability, and continuously work with governments to achieve sustainable development goals. We received the outstanding operating permit for the Olympias Phase II processing plant in September 2017, allowing PERMITS AND LICENCES commencement of commercial production in December 2017. However, in November Obtaining permits and licences is critical to our project development and ongoing operations. It is our 2017, due to the non-issuance of permits, responsibility to meet relevant environmental and commercial regulations and it is the host governments’ we announced our intention to begin responsibility to grant permits and licences in a timely fashion when those regulations are met. moving the Skouries project under care and During construction and development, Eldorado’s Engineering and Capital Projects teams are maintenance. We expect to complete the responsible for preparing our applications and submitting these to governments to obtain the permits ramp down into care and maintenance by and licences we require to operate. These teams report to Eldorado’s Senior Vice President, Engineering the end of the second quarter 2018. & Capital Projects, who in turn reports to Eldorado’s COO. Throughout the permitting process, our Also in 2017, our Greek subsidiary, teams are supported by country Vice President & General Managers who frequently engage with local Hellas Gold, received formal notice from governments to address questions or concerns. Greece’s Ministry of Finance and Ministry During production, our mines must maintain adherence to the operating requirements prescribed within of Environment and Energy initiating our permits and licences. These generally include explicit social or environmental conditions, such as domestic Greek arbitration. The arbitration targets for local employment or air quality and emission thresholds. Our various mine departments – notice alleged that the Technical Study including Environmental, Health and Safety, Community Relations and Corporate Social Responsibility – are for the Madem Lakkos Metallurgical responsible for monitoring and adhering to these requirements. Mine General Managers are ultimately Plant for treating Olympias and Skouries accountable for compliance with our permits and licences, and report directly to Eldorado’s COO. concentrates, submitted in December 2014, was deficient and thereby in violation of the Transfer Contract between the Company and the Greek state. In early April 2018, the Olympias processing plant arbitration panel in Greece issued a positive at night, Greece. ruling, rejecting the Greek state’s motion that the Technical Study was in breach of the provisions of the Transfer Contract. Despite Turkey experiencing continued heightened levels of political, economic and regional geopolitical instability in 2017, our operations experienced no significant disruptions and continued to operate under normal business conditions.

HUMAN RIGHTS In the past two decades, the mining industry has attracted international attention for failures relating to human rights. While operating in complex social and political environments can pose inherent human rights-related challenges, prioritizing human rights through clear policies and due diligence procedures often leads to better outcomes for all stakeholders. Eldorado believes that respecting and supporting human rights begins with the fundamental recognition of the equality and dignity of all people. These values are in a number of international documents recognized by Eldorado, including the International Bill of Human Rights, the Voluntary Principles on Security and Human Rights, the Ten Principles of the UN Global Compact, and the International Labour Organization’s Declaration on the Fundamental Principles and Rights at Work. These values guide our respect for human rights across our sites and communities, and across all aspects of our operations, from developing a workplace culture that values safety and diversity to assisting local communities achieve socially inclusive development goals. We require our employees and contractors to comply with Eldorado’s Human Rights Policy, which was updated and signed by Eldorado’s President & CEO in 2017. The Policy outlines our requirements for upholding and respecting the human rights of our employees, contractors, supply chain workers, local community members, and other stakeholders who may be impacted by our activities. As stated in the Policy, Eldorado supports the global elimination of child and forced labour, as well as the elimination of workplace discrimination on the basis of race, gender, religion, age, social status, sexual orientation or any other arbitrary characteristic unrelated to an individual’s job performance. As a significant economic actor in our host communities, Eldorado has a particular responsibility to respect and advance human rights. Although this influence enables us to make positive contributions to human rights in local communities, governments hold primary responsibility for protecting and upholding the human rights of their citizens. Alignment with the Voluntary Principles on Security and Human Rights Created in 2000, the Voluntary Principles on Security and Human Rights (VPs) are a set of principles designed to guide extractive sector companies in maintaining the safety and security of their operations within an operating framework that encourages respect for human rights. The Government of Canada identified the VPs as one of six leading standards in Canada’s CSR Strategy for the Extractive Sector. In March 2017, the Mining Association of Canada (MAC) announced a membership commitment to implement the VPs. Member companies, including Eldorado Gold, that rely upon private or public security forces must commit to implementing a human rights and security approach consistent with the VPs and based on a determination of risk at mining facilities that they control. Eldorado retained an independent consultant to conduct a long-term project to review existing Employee at Efemçukuru, Turkey. security arrangements and to develop a plan to address performance gaps and training needs in accordance with the VPs. The assessment included a review of management policies, site actions, and stakeholder perceptions related to security and human rights. In November 2017, training on the VPs was provided to Eldorado’s leadership team including Officers, country Vice Presidents and mine managers, and in early 2018 a pilot project was undertaken at Eldorado’s Tocantinzinho project in Brazil. Key gaps and recommendations from the review will inform the development of security and human rights training materials that will be adopted, adapted and applied across all Eldorado sites.

PRINCIPLES AND STANDARDS OF RESPONSIBILITY United Nations Global Compact Eldorado is a signatory to the UN Global Compact (UNGC), the world’s largest corporate responsibility initiative. The UNGC’s Ten Principles provide fundamental guidance for our business in the areas of human rights, labour standards, the environment and anti-corruption. We have considered the UNGC’s Principles in the development of our Code of Business Conduct and Ethics, Anti-Bribery and Anti- Corruption Policy, Human Rights Policy, Diversity Policy and our Environmental Policy, with the goal of being a welcome and trusted partner everywhere we operate. Voluntary Principles on Security and Human Rights The Voluntary Principles comprise a “set of principles designed to guide companies in maintaining the safety and security of their operations within an operating framework that encourages respect for human rights.” The Voluntary Principles were established in 2000 and are considered the standard for best practice in managing security for extractive industry operations. Eldorado’s Human Rights Policy, which was updated in 2017, states that all of our mine sites are required to align their security practices with the Voluntary Principles and follow all laws in the jurisdiction of operation when engaging with private or public security forces. Through 2017, all Eldorado country Vice Presidents and mine managers attended training sessions on the Gold pour at Kıºladağ, Turkey. Voluntary Principles, and they were given the opportunity to review and discuss Eldorado’s enterprise- wide alignment with the Voluntary Principles. As we work to advance cross-Company alignment with the Voluntary Principles, Eldorado is also working with the MAC, which announced on March 2, 2017 its commitment to the Voluntary Principles, to formalize alignment. MAC members, including Eldorado, will now report on progress towards the Voluntary Principles in the MAC’s annual Towards Sustainable Mining Progress Report. The Voluntary Principles are an important part of our commitment to protecting and respecting the human rights and safety of all our stakeholders while maintaining the security of our employees, contractors and assets. Conflict-Free Gold Standard The World Gold Council published the CFGS in 2012, following extensive consultation with governments, civil society, external auditors and supply chain participants. The standard creates a framework for assurance that the production of gold by a company does not contribute to unlawful armed conflict or human rights abuses. The CFGS is based on a recognition across much of the mining industry that the value created by gold-producing activities has the potential to cause or contribute to conflicts within communities and countries, and that companies should mitigate the potential for their activities and products to contribute to conflict. The CFGS also serves to operationalize the Organisation for Economic Cooperation and Development’s (OECD’s) Due Diligence for Responsible Supply Chains for Minerals from Conflict-Affected and High-Risk Areas. Eldorado’s operations are not located in conflict-affected areas, but we nonetheless chose to adopt the CFGS in 2013, to provide assurance that the gold we produce does not cause, support or benefit armed conflict or contribute to human rights abuses or breaches of international humanitarian law. In 2017, we published our fourth annual Conflict-Free Gold Report. The Report details our findings that Eldorado’s operations, and all gold and gold-bearing material produced by our operations, conform to the CFGS. Conformance with the Standard was subject to independent assurance. A copy of our report and independent assurance statement can be found here: eldoradogold.com/responsibility/our-approach/accountability/.

WORKING WITH GOVERNMENTS Government authorities are some of our most important stakeholders and essential partners Contributing throughout the mining life cycle. Governments in all of our operating jurisdictions play an important role by instituting laws and regulations that provide a clear and stable framework for responsible to Sustainable business operations. Stable regulation provides guidance and clarity for our business, and helps us Development mitigate risks when making investment decisions. All of our operations are required to abide by the laws and regulations of the countries in which we operate. Taxes and other legally required payments to governments To better understand government objectives and policies, provide information about our projects, discuss relevant issues and advance our permits, Eldorado maintains frequent dialogue with are important ways in which government authorities at the local, regional and national levels through our in-country teams. Eldorado contributes to economic At the corporate level, we work with ministerial offices and diplomats, both in Canada and abroad. growth and social development The knowledge we derive from these communications helps guide our decision-making processes in the countries in which we while keeping our government stakeholders aware of our development successes and challenges. operate. In addition to our community investments, we Appropriate regulation, accompanied by strong and stable judicial and political institutions, allows rely on capable government us to develop operations capable of generating value for all our stakeholders. Strong government institutions to distribute tax institutions are also important to the legitimacy, inclusivity and accountability of our operations among many of our other stakeholders, particularly local communities. For this reason, Eldorado encourages revenue towards inclusive and the development of effective, accountable and inclusive institutions at all levels of government in sustainable development that accordance with the UN SDGs. supports the well-being of our host communities. Eldorado does not participate in any party politics or make donations to political parties. TAXES AND ROYALTIES Following a commitment stated in Eldorado’s 2016 Year in Review Report – namely, to incorporate a tax strategy into our overall business strategy – we finalized our corporate tax strategy in 2017. The strategy focuses on adhering to all tax obligations and understanding tax risks in the jurisdictions in which we operate. Paying taxes is an important part of our contribution to the economic growth and social development of the communities and countries in which we operate. Our tax requirements are not only legal obligations, but also reflect the relationships we have with our stakeholders. We focus on meeting all tax obligations while managing taxes and tax risks to provide sustainable outcomes within the parametersofEldorado’sstrategicandcommercialobjectives.Eldoradoexpectstopaytaxesinthe countries in which activities occur, and believes double taxation of the same activity by different jurisdictions should be avoided. We are transparent about our profit-generating activities and tax payments in the countries where we operate. Maintaining an open dialogue with governments and tax authorities is an important part of our socially and economically responsible business operations. Transactions in lower taxed jurisdictions do occur but are minor, and our objective is not to shift profits to such jurisdictions to reduce our tax burden or limit the transparency of our transactions. Responsibility for Taxes In-country teams that have expertise in navigating and understanding the legislative, cultural and political circumstances of their home countries manage day-to-day tax-related issues. We also work closely with reputable tax advisors to comply with local tax legislation. Eldorado’s Global Tax Manager is responsible for global tax planning, the maintenance of tax records and the oversight of tax matters world-wide, and reports to the CFO. Introduction of the Golden Rules Handbook to employees in Greece.

OUR TAX STRATEGY Accountability Alignment with Decentralization Business Strategy â– We observe all applicable laws and â–Local teams manage day-to-day tax issues disclosure requirements in the countries â– in which we operate â– Our tax strategy supports and is consistent The Global Tax Manager is responsible with our business strategy for tax matters world-wide â– Paying taxes is an important social â– Transactions are only performed if they have â– We work with reputable tax advisors and economic contribution to our a business purpose and are never tax driven in all countries of operation host countries Efficiency Transparency Risk Management â– We undertake the most tax-efficient â– We seek to establish and maintain approach in compliance with all â–We apply diligent professional care and reciprocally cooperative relationships relevant laws judgment when interpreting tax laws and assessing tax risks, particularly when laws are with tax authorities unclear or subject to interpretation â– We intend to provide clear communication of main tax items â– We consider Eldorado’s reputation, brand, forallstakeholders and corporate and social responsibilities when making tax decisions TRANSPARENCY OF PAYMENTS TO GOVERNMENTS On May 29, 2018, Eldorado filed its second report under ESTMA, which covers payments made in 2017 to all levels of foreign and domestic Transparent and fairly collected tax revenues and other royalties are governments. This report summarizes Eldorado’s payments of taxes, fundamental resources through which governments are able to build stable royalties, fees, bonuses, production entitlements, dividends and other political institutions capable of creating lasting peace and sustainable categories of payment as prescribed by ESTMA. This year we undertook development. Revenue transparency is also an important part of maintaining an additional step to have our 2017 ESTMA report independently audited honest relationships with our investors and other stakeholders. To this end, by KPMG. The report is publicly available on our website: eldoradogold.com/ we aspire to further increase the level of disclosure we make with respect to investors/financial-information/ESTMA/. payments made to governments as part of a broader industry mandate to fight corruption. Under the EU Directives, member states were required to adopt the requirements into domestic law in 2015 and they became effective We recognize the importance of initiatives such as the Extractive Industries on January 1, 2016. Romania and Greece have both implemented this Transparency Initiative (EITI) in improving revenue transparency, as well legislation. As we do not have mining operations in the Netherlands, as in strengthening government and Company systems, informing public our Dutch subsidiaries fall outside the scope of the EU Directives. debate and enhancing stakeholder trust. While we do not operate in any EITI signatory countries, both Canada and the European Union (EU) have passed laws that require mandatory public reporting of payments to governments by the extractive sector. The respective laws are: â– Canada’s Extractive Sector Transparency Measures Act (ESTMA), which came into force on June 1, 2015 â– EU’s Transparency and Accounting Directives (EU Directives), introduced in 2013

(1) Table 1: Payments to Government ($ millions) Brazil Canada Greece Romania Turkey 2017 Total 2016 Total (2) 11.41 Taxes – 0.13 0.18 – 11.10 40.64 Royalties – – 0.15 – 7.57 7.72 6.96 Fees 0.22 – – 0.23 20.10 20.55 4.86 Infrastructure improvement payments – – – – – – 0.73 Total 0.22 0.13 0.33 0.23 38.77 39.68 53.19 (1) Payments to government have been calculated on a cash basis and in accordance with the Extractive Sector Transparency Measures Act (ESTMA). Eldorado’s 2017 ESTMA report was published on May 30, 2018. (2) Forcomparativepurposes,2016ESTMApaymentshavebeenadjustedtoexcludecontributionsto the Government of China due to Eldorado not holding assets in China in 2017. BRIBERY AND CORRUPTION Eldorado and its subsidiaries comply with all applicable anti-bribery and anti-corruption laws and regulations. Our Anti-Bribery and Anti-Corruption Policy has been in place since 2015 and is designed to educate our employees and contractors on their responsibility to comply with applicable anti-bribery and anti-corruption laws. It also encourages staff to be alert to potential violations of applicable laws by any of Eldorado’s personnel or independent representatives, distributors, consultants or agents. All employees participated in anti-bribery and anti-corruption workshops in 2017. Company officers, leadership and key staff also attended in-person anti-corruption training at the corporate, regional and site levels. Company leadership, key management and employees are also required to sign an annual declaration affirming that they have read and understood Eldorado’s Anti-Bribery and Anti-Corruption Policy, as well our Code of Business Conduct and Ethics. Copies of these policies are posted at each of our sites, in communal work areas and on noticeboards. The policies are overseen by Eldorado’s Corporate Secretary and Global Internal Controls Manager. Team meeting at Efemçukuru, Turkey.

Providing Decent Work People are at the core of our business, and our primary concern is the safety and well-being of our employees and contractors. Working in the mining industry has inherent safety risks, and it is our job to mitigate those risks by training all employees and contractors to follow safety protocols and procedures. By keeping our people safe and providing well-paid jobs, our operations contribute to the socio-economic development of the communities in which we work.

Keeping Our People Safe Health and safety in the workplace matters to everyone at Eldorado, particularly given the high risks of working in heavy industry that are inherent across all of our sites. Protecting the health and safety of our employees, contractors and communities is therefore our biggest priority and a cornerstone of our operating philosophy. High-risk and safety-sensitive activities include but are not limited to: working at heights, handling and using explosives, exposure to hazardous chemicals, working in confined spaces, operating with or near heavy equipment and driving vehicles. Protecting the health and safety of our employees, contractors and communities is critical to fulfilling our role of providing sustainable, responsible value to stakeholders. Health and safety risks such as disease and injury related to working in natural environments are addressed in our health and safety planning. Climate change may also affect the health and safety of our workers and communities, which we consider later on in the environmental section of this Report. STRENGTHENING OUR SAFETY CULTURE Safety begins Building a healthy and safe work environment requires employees to have the skills and knowledge to with every Eldorado identify hazards and avoid risks. Individuals must also value health and safety in order to make the right decisions, while strong policies, procedures and systems must be in place to safeguard workplaces. employee. We continuously strengthen our safety culture by taking a holistic view towards safety leadership. We understand that how our people feel, what our people do, and how our policies, procedures and systems address health and safety are all interdependent. A culture of safety means that each individual values their safety and the safety of those around them; having this culture allows for our policies, procedures and systems to be implemented effectively and leads to safety-conscious behaviour. RESPONSIBILITY FOR SAFETY Safety begins with every Eldorado employee. Everyone is responsible for their own and their colleagues’ safety. At each of our sites, Health and Safety teams and site management are responsible for the day-to-day oversight, implementation and management of our Health and Safety policies, programs and activities. Each team reports directly to its mine General Manager, who in turn reports tothecountryVicePresident&GeneralManagerandEldorado’sCOO.TheCOOannuallyoversees safetyobjectivesandtargets,andreviewssafetyperformanceonaweek-to-weekbasis. Eldorado’s President & CEO is ultimately accountable for our safety performance. At the Board level, the Sustainability Committee has oversight of all health and safety activities. HEALTH AND SAFETY MANAGEMENT SYSTEMS Each of our operations follows Eldorado’s corporate Health and Safety Policy, which establishes George Burns, President & CEO, requirements to monitor and report lead and lag indicators. Site-specific health and safety presenting the Golden Rules Handbook at Stratoni, Greece. targets are defined annually as part of the management review element of our health and safety management systems. To complement our internal systems, we use the internationally recognized OHSAS 18001 Occupational Health and Safety Management System Standard to help us better identify and manage safety risks and improve our safety performance. Our Kıºladağ and Efemçukuru mines in Turkey and our Halkidiki assets in Greece are all independently certified to OHSAS 18001. On site at Kıºladağ, Turkey.

TRAINING AND SKILLS DEVELOPMENT Developing workforce capacity and conducting regular training across all of our sites is an ongoing priority. The majority of our workforce comes from local communities and the regions surrounding our mines, and they often have no prior mining experience. We believe there are significant socio- economic benefits to building a local workforce and economy, and we invest in relevant training and development initiatives to improve the productivity and safety of our employees. All new recruits and interns at our facilities undergo training on safety, accident prevention, environmental issues and Company procedures, among other topics. Ongoing training priorities are defined based on job requirements, performance evaluation notes and legal requirements. Even at sites with a long mining history and a well-established workforce, such as Kıºladağ, we see the benefits of refresher training to improve employee capacity, productivity, and health and safety performance. Table 2: Total Hours of Employee Training by Region and Gender Brazil Greece Romania Turkey Total Female Male Female Male Female Male Female Male Female Male 6,901 107,492 Employees – 1,960 3,360 18,172 1,059 6,937 2,482 80,423 Supervisors – 346 398 4,016 – 121 264 5,668 662 10,151 Executives – – 332 827 30 161 75 2,322 437 3,310 Contractors 401 12,681 329 7,488 – 384 438 18,790 1,168 39,343 Total 169,464 Table 3: Total Hours of Employee and Contractor Safety Training by Region Brazil Greece Romania Turkey Total 40,060 Employee 2,306 9,035 7,956 20,763 training hours Contractor 13,082 6,298 384 7,321 27,085 training hours Creating a Culture of Safety Across Our Operations In 2017, Eldorado launched its Global Health & Safety Every worker across the Company must have a copy of the Directive, designed to create and sustain injury-free Golden Rules and carry it with them while on site as part and healthy work environments for our employees and of their personal protective equipment. contractors. The Directive recognizes the importance of strong leadership in creating a culture of safety By integrating health & safety awareness throughout the Company. into our day-to-day activities, the Golden Rules and the Global Health & Safety To further advance the objectives of our Global Health Directive provide a foundation from & Safety Directive, we have developed the Golden Rules which we can work to continuously Health & Safety Handbook. The Golden Rules outline improve health & safety performance specific health & safety risks and risk-mitigation procedures and accomplish our most important that must be followed across all of our operations. task: the prevention of harm.

HEALTH AND SAFETY PERFORMANCE Table 4: Safety Performance Turkey Greece Brazil Romania Eldorado Global (1) 2017 2016 Efemçukuru Kıºladağ Olympias Stratoni Skouries Tocantinzinho Certej 1 1 Fatalities – – – – 1 – – LTIFR (2) (3) 3.0 1.7 1.0 2.1 1.1 – 1.6 1.65 1.37 (2) (4) TRIFR 14.3 2.6 5.0 7.3 5.6 3.1 1.6 6.61 7.18 (1) Eldorado Global includes all injuries incurred across Brazil, Canada, Greece, Romania, Turkey and exploration activities. (2) The frequency rate is the number of injuries that occurred per one million man-hours worked. (3) The 2016 LTIFR was adjusted to exclude injuries and man-hours worked attributable to Eldorado’s formerly owned Chinese assets, increasing from 0.93 to 1.37. (4) The 2016 TRIFR was adjusted to exclude injuries and man-hours worked attributable to Eldorado’s formerly owned Chinese assets, increasing from 5.47 to 7.18. Eldorado’s total number of injuries, particularly LTIs, increased in 2017 compared to the previous year. Unfortunately we also experienced a fatality at our Skouries project in August. A woodcutter employed by our contractor was struck by a large branch from a diseased tree located behind him while he was cutting another tree. The incident was investigated separately by the external authorities and the Company’s own health and safety staff. We are waiting on the inspector’s final report; however, our internal investigation resulted in a number of additional administrative control measures and training opportunities that have been implemented to increase hazard awareness and surveillance during logging and vegetation clearance. Our Greek subsidiary, Hellas Gold SA, is required to follow Department of Forestry vegetation clearance protocols which prohibit the use of mechanical tree-removal equipment. We are disappointed by our safety performance in 2017 and are committed to strengthening and reinforcing a strong safety culture across the Company to drive improved performance. A number of new safety initiatives were introduced during the year partly in response to this, including Eldorado’s Health and Safety Directive. In 2018 we also introduced Eldorado’s Golden Rules to our workforce and celebrated our inaugural International Safety Week by hosting safety training, presentations, competitions and other activities to remind ourselves of the importance of working safely. Weekly health and safety incident reports are prepared by each site and region and outline weekly, month-to-date and year-to-date statistics including: Near Misses First Aid Incidents Medical Treatment Injuries An incident which, in different circumstances, Care is provided to a person who is injured An injury or disease that resulted in basic could have resulted in harm to people, or who suddenly becomes ill (e.g. disinfecting treatment (not first aid treatment) given damage to property or loss to a process a cut, applying a bandage, treating a by a physician or other medical personnel sunburn, etc.) (e.g. prescription medication, sutures, therapeutic treatment, etc.) Restricted Work Injuries Lost-Time Injuries Fatalities An injury or disease that results in a person A work-related injury or disease that resulted Death resulting from a work-related accident being unable to perform their normal duties, in lost time from scheduled work of at least including temporary or permanent transfer one day or shift, a permanent disability or to another job a fatality

ENSURING CONTRACTOR SAFETY We communicate our minimum expectations regarding contractor health and safety rules as a component of the tender notice and project assignments at our mining facilities. These expectations form an integral part of the agreements Eldorado signs with each contractor and they: â– Educate contractors on how to carry out work safely and in line with Eldorado’s standards â– Prevent accidents among their staff, our staff or third parties â– Avoid damage or harm to facilities and equipment belonging to the contractor, Eldorado or third parties If contractors do not follow safe practices, we require them to cease work until remedial actions have been taken. This may include implementing written procedures for high-risk tasks within the contractor’s scope, documenting training for all personnel, conducting fit-for-purpose audits of machinery,materials,PPEandemergencyequipmentused by the contractor, and re-inducting their employees to Eldorado’s site safety requirements. SAFETY BEYOND THE MINE Our commitment to health and safety does not end with our employees and contractors. We also consider local stakeholders’ health and safety in our activities. As we transport materials to and from mine sites, the safety of our workers relates directly to the safety of local communities and neighbours. Our workers and contractors follow strict transportation safety guidelines and must adhere to all local transportation laws and regulations. An important part of being a responsible operator and a good neighbour is respecting common areas outside of our mining sites (such as roadways), and Eldorado is committed to transportation safety. To promote health and safety in the communities near our operations, our sites have both informal and formal aid-assistance programs in which Eldorado’s emergency response teams help in community emergencies, if needed. Health programs at our sites provide basic medical treatments and services for employees and contractors, including immunizations and medical checkups. EMERGENCYPREPAREDNESS By planning for emergencies, we identify, prioritize and implement controls for potential hazards at our sites, which helps minimize their impact while safeguarding our employees, the environment and local communities. Emergency response programs are in place at all our operations. Our emergency response teams comprise employees with additional training in emergency protocols, procedures and equipment. The emergency response programs include extensive emergency drills and training, such as mine rescue drills, fire drills, CPR first aid training, and training in the use of hazardous materials suits and other safety equipment. Our emergency response teams also maintain close working relationships with community-based emergency responders, and provide additional support and resources to local responders in the event of a serious off-site incident. In cases of natural disaster and irregular weather events such as floods and forest fires – which may become more frequent due to climate change – our emergency responders are prepared to assist community-based response teams to protect our workers, assets and neighbours. Our operating regions and corporate head office also have crisis management plans in place that are consistent with the MAC’s TSM Crisis Management and Communications Planning protocol. One of our mine rescue responders in training at the Kassandra Mines in Greece.

Providing Employment and Economic Growth Mining can be an incredible source of value for communities and countries, as it generates employment and investment by producing the raw materials that have become integral to modern life. However, mining is able to generate value for all stakeholders only when companies are able to work with communities and governments. We recognize our responsibilities to the communities in which we operate, and believe that providing decent work is one of the most meaningful ways that we can work together with our stakeholders. Everywhere we operate, we take pride in the relationships we build with our workforce and their communities. LOCAL EMPLOYMENT AND PROCUREMENT Wherever possible, we prioritize hiring local employees and working with local suppliers. We are proud of the contributions we are able to make to communities through direct and indirect employment. Some of the benefits of local employment include skills development, increased income levels and economic diversification. While we do not have a formal policy, we encourage the purchasing department at each site to hire locally, use local suppliers, and work with local businesses to improve their capacity and ability to work with us. This strategy helps build strong working relationships with local communities and industry, brings about operating efficiencies and lowers long-term costs by having an educated and experienced workforce near our sites. Conversely, negative impacts can include inflated local prices for goods and services, as well as income disparity between the mining and non-mining workforce. Our community- based investments, detailed in the next section, help to mitigate these negative effects and distribute value across a broader range of stakeholders. Our broad target is to increase every year the percentage of materials purchased from companies near our sites. This enables local suppliers to develop their businesses and increases their capabilities with Local contractors at Kokinolakas tailings regards to providing a larger proportion of products and services. facility, Greece. Domestic suppliers of goods and services are the biggest recipients of our supplier expenditure, accounting for 89% and 79% of our host-country investment in 2017 and 2016, respectively. Our local procurement practices centre on: â– Promoting an open and shared culture across all our workplaces â– Providing ongoing training and education â– Upholding equal opportunities, diversity and anti-discriminatory practices â– Hiring employees, contractors and suppliers from the local community (1) Table 5: Payments to Suppliers ($ millions) Brazil Canada Greece Romania Turkey 2017 Total 2016 Total 459.12 Payments to domestic suppliers 11.00 65.80 177.29 19.09 185.95 358.40 Payments to international suppliers – – 23.85 3.32 31.78 58.95 92.60 Total 11.00 65.80 201.14 22.41 217.73 518.07 451.00 % spend on domestic versus 100% 100% 88% 85% 85% 89% 79% international suppliers (1) We define “local” as procurement from contractors and suppliers located within the neighbouring villages and communities of our sites. However, for data-reporting purposes, we report on “payments to suppliers” within the categories of domestic and international suppliers only. Domestic suppliers are those where the payment recipient is located in the same jurisdiction. Payments to commercial enterprises are considered “domestic” if the commercial enterprise is registered in the same jurisdiction for tax purposes.

OUR WORKFORCE Our success is a result of the dedicated employees and contractors who work for us and our global In early 2018, Eldorado adopted subsidiaries. It is our people’s motivation and commitment to excellence that drives our performance its first Diversity Policy intended and helps us achieve our corporate objectives. to promote and maintain diversity Across the organization, 99% of our employees and contractors are nationals of the country in which within the Board of Directors they work. We believe in recruiting local employees whenever possible, and for senior roles. Turkish, and among senior management. Greek, Brazilian, Canadian and Romanian employees form the majority of our management teams The Policy follows our belief that working in their respective home countries, alongside a small number of expatriate employees. diversity facilitates a broader exchange of perspectives and In accordance with the relevant laws and regulations, we uphold strong and fair labour practices. We encourage equal opportunities and base our hiring practices on skills and experience as stated leads to greater organizational in our Diversity Policy. Male and female employees are paid equally for equivalent jobs. strength. You can read more about our Diversity Policy at As outlined in our Code of Business Conduct and Ethics, everyone at Eldorado is expected eldoradogold.com/about-us/ to maintain a safe and healthy work environment and promote a workplace that is free from governance/. discrimination and harassment on any basis, including race, colour, religion, gender, age, national origin, disability or sexual orientation. Please see the tables below for a detailed breakdown of our employee and contractor data. All breakdowns are based on data collected as of December 31, 2017. Table 6: Our Workforce Country Site Description Employees Contractors Total 1,052 Turkey Kıºladağ OperatingMine 747 305 Efemçukuru Operating Mine 465 356 821 Other Offices, Quarries and Laboratory 59 – 59 Greece Stratoni & Mavres Petres Operating Mine 362 130 492 Olympias Operating Mine 494 451 945 Skouries Construction Project (1) 451 45 406 Kassandra Mines Offices Offices and Medical Clinic 124 127 251 Perama Hill & Sapes Development Project 14 – 14 Other Offices and Exploration 49 77 126 Brazil Tocantinzinho Development Project 10 72 82 Vila Nova Care and Maintenance 19 8 27 Other Offices and Exploration 27 35 62 Romania Certej & Deva Construction Project and Office 263 53 316 Canada Lamaque Site Construction Project 55 96 151 Lamaque Other Office 35 35 Vancouver Corporate Office 49 – 49 Netherlands Amsterdam Office 6 – 6 Serbia – Exploration 9 – 9 China – Office – 2 2 Barbados Bridgetown Office 1 – 1 2,833 2,118 4,951 (1) Eldorado announced on November 9, 2017 its intention to place Skouries under care and maintenance.

Table 7: Total Workforce and Composition Local (%) National (%) Expatriate (%) Total 2,833 Employees 77 99 1 Contractors 48 99 1 2,118 Total 64 99 1 4,951 Table 8: Employees by Gender and Region Region Percentage female (%) Percentage male (%) Total employees 56 Brazil 16 84 Canada 32 68 139 Greece 11 89 1,088 Underground core logging at the Triangle deposit, Lamaque, Canada. Romania 13 87 263 Turkey 5 95 1,271 Other 43 57 16 Total 10 90 2,833 Table 9: Employees by Age Group, Gender and Region Region % Under 30 % 30–50 % Over 50 Brazil 2 63 36 Canada 19 47 34 Greece 12 70 18 Romania 11 52 37 Turkey 14 78 8 Other 33 47 25 Total female 25 64 11 Total male 12 71 17 Total Eldorado 13 71 16

Table 10: Employees by National Representation Region Local (%) National (%) Expatriate (%) Brazil 73 100 – Canada 60 88 9 Greece 89 99 1 Romania 98 100 – Turkey 67 99 1 Other 37 62 6 Average 77 99 1 Table 11: Employees by Employment Type and Gender Brazil Canada Greece Romania Turkey Other Total Female Male Employees Female Male Female Male Female Male Female Male Female Male Female Male Full-time 9 47 45 92 113 972 34 227 69 1,201 7 9 277 2,548 Part-time – – – 2 2 1 1 1 1 – – – 4 4 Total 9 47 45 94 115 973 35 228 70 1,201 7 9 281 2,552 Permanent 9 47 44 93 102 952 34 204 70 1,173 6 8 265 2,477 Fixed-term – – 1 1 13 21 1 24 – 28 1 1 16 75 Total 9 47 45 94 115 973 35 228 70 1,201 7 9 281 2,552 Table 12: Employee Hire and Turnover Rates by Region and Gender (1) Female Female employee Male Male employee Total Total Region hire rate (%) turnover (%) hire rate (%) turnover (%) hire rate (%) turnover rate (%) 9 9 Brazil 40 – 11 11 Canada 40 9 35 12 37 14 Greece (2) 144 133 15 18 28 30 Romania – 6 14 9 13 8 Turkey 6 10 7 7 40 8 (3) Other 129 71 138 125 133 100 Total 70 61 12 12 18 17 (1) Rates are calculated by dividing the total number of new employee hires (or total employee turnover) during the reporting period, by the total number of employees at the end of the reporting period. (2) Due to the Skouries project being placed under care and maintenance and further political instability in Greece, both turnover and hire rates at our Greek operations vary significantly from averages across other operations. (3) Employee hire and turnover rates increased significantly in 2017 across Eldorado’s non-mining regions due to the use of short-term contract employees during the ramp-up and completion of planned exploration drilling at Serbia’s KMC Project.

Table 13: Employee Hire and Turnover Rates by Age and Gender Age Female Female turnover Male Maleturnover category hire rate (%) rate (%) hire rate (%) rate (%) <30 250 230 63 51 30–50 10 3 5 5 >50 6 25 7 15 Table 14: Board of Directors Gender Composition Female Male Total Board of Directors 1 7 8 Audit Committee 1 3 4 Eldorado’s Board of Directors, May 2018. Compensation Committee – 3 3 Corporate Governance 1 2 3 and Nominating Committee Sustainability Committee – 4 4 Table 15: Officers and Management Gender Composition (1) Female (%) Male (%) Officers 20 80 Management 22 78 (1) For more information on Eldorado’s Officers and Management, please see eldoradogold.com/about-us/leadership/officers-and-management/.

Our Contractors We regularly partner with contractors, particularly during the construction of new projects (such as Skouries) and for ongoing project development (such as Olympias Phase II). These partnerships enable us to draw on short-term labour and leverage specific construction expertise that may not be readily available within our own workforce. Doing so also allows us to focus on our core business, while supplementing expertise, experience and labour. All contractors that work on our sites must adhere to Eldorado’s governance policies, including our Code of Business Conduct and Ethics, and our Environmental, and Health and Safety policies. Contractor companies are required to implement systems or procedures that, at a minimum, meet our requirements for social and environmental performance. Examplesofourcontractoractivitiesinclude: Activity Description Examples One-off major Significant capital-intensive Mine construction at Skouries projects projects, where short-term contract and Lamaque labour is hired for the duration of MinedevelopmentatTocantinzinho the project and Certej Specialized Minor to major projects, using Construction of the Kokkinolakkas projects skills, equipment and/or labour tailings facility at Stratoni not typically available in the Diamond drilling at exploration sites mine workforce Major support Full-time services for important Catering and employee transportation services non-mining work services at Kıºladağ and Efemçukuru Private security services at all sites Minor support Part-time support services Office cleaning services Ad hoc professional services (auditors, lawyers, consultants, etc.) Contractor transport services at Efemçukuru, Turkey.

Table 16: Contractors by Gender and Region Percentage Percentage Total Region female (%) male (%) contractors 115 Brazil 2 98 Canada – 100 96 Greece 10 90 1,191 Romania – 100 53 Turkey 4 96 661 Other 100 – 2 Total 7 93 2,118 Table 17: Contractors by National Representation Training of security team Region Local (%) National (%) at Tocantinzinho, Brazil. Brazil 89 100 Canada 86 100 Greece 37 100 Romania 99 99 ~100% Turkey 50 100 Other 100 100 of Contractors Total 48 99.9 are local nationals

Relationships with Labour Unions The majority of our employees are unionized, with employment terms and conditions negotiated through collective bargaining agreements. In 2017, we renewed each of our agreements in Romania and Brazil, while in Greece we agreed to operate under status quo while we negotiate a new agreement. Existing agreements were extended for one additional year in Brazil and Turkey, and until January 29, 2020 in Romania. There were no significant changes made in 2017 to the terms of our agreements. We also welcomed a new unionized workforce to the Company through our acquisition of Integra Gold’s Lamaque project. In early 2018, the union members at our Lamaque site voted to dissolve their union. As shown by our ability to form agreements with our unions – as well as the trust placed in the Company by our workers in Lamaque, who are no longer unionized – we believe we have good relations with both our unionized and non-unionized employees. We are committed to resolving employee relations matters promptly and to mutually beneficial outcomes. Eldorado’s labour agreementsare over seen by our mine General Managers and country Vice President & General Managers. Table 18: Percentage of Employees Covered by Collective Bargaining Agreements (%) Kıºladağ Efemçukuru Stratoni Olympias Skouries Tocantinzinho Vila Nova Certej Lamaque Percentage of 73 66 71 100 100 98 9 employees covered Employees finishing a work day at Efemçukuru, Turkey. REGIONAL ECONOMIC DEVELOPMENT By investing in local, regional and national economies, our mining projects create employment opportunities wherever they are located. Direct jobs are created at the mine itself, while indirect jobs are created throughout the industry supply chain. These immediate jobs in turn create employment throughout the broader economy as demands for local services (such as shops, restaurants, hotels, schools and hospitals) increase. The International Council on Mining and Metals (ICMM) estimates that for every one direct mining employee, three to five people may be employed indirectly elsewhere in the host country’s economy. Furthermore, studies by the ICMM indicate that for every $1 of economic activity invested by a mining project, an additional $3 or more is generated elsewhere in the host economy. The infographic on the opposite page shows the direct, indirect and induced impacts of a mining project.

Economic Impacts of a Mining Project Cash dividends Share price appreciation Lodging for mine Government taxes Payments to suppliers personnel (personal and corporate) DIRECT Payments for land use Sales of metals Royalties impacts result from Community projects Skills development Export revenues the development and operation of a mine. Job creation (mining site) Salaries Infrastructure development (installation of power, water, roads) INDIRECT Mining fleet (trucks and loaders) impacts result from Utilities suppliers purchasing goods (wider economy) and services to meet mine demand. Job creation (supply chain) Accounting and Industrial materials legal services Transport Engineering and Parts,equipment environmental and machinery services INDUCED impacts result from employees of both the Development of mine and the supply chain municipal facilities relocating to, and spending (schools, universities, their wages in, the local hospitals, sport centres) community. Development of local Increased needs for goods and services Job creation (shops, grocers, restaurants, municipal services (wider economy) leisure activities) (police, fire, transport)

Working with Communities We are deeply connected to the communities where we operate. Partnering with our neighbours and local suppliers to improve health, education and infrastructure is crucial to creating long-lasting, inclusive and sustainable value beyond the life of our mines.

Mining is an inherently social venture. From the initial stages of exploration to the eventual reclamation Community and restoration of a mine site post-operations, Eldorado relies on its partnerships with local communities to build long-lasting socio-economic development. The relationships we have with our Engagement in Turkey stakeholders are critical to our mutual success, and to ensuring that the opportunities created by our operations produce socially inclusive and sustainable development for the communities in which we The cultural, social and economic work. By providing competitive wages and benefits, prioritizing local procurement, contributing our fair backgrounds of the communities share of taxes and royalties, and investing in community programs and infrastructure, we work hard to that surround our sites are support the development goals of our host communities and governments. incredibly diverse. Engaging with Trust, honesty and transparency are fundamental to every relationship we have with our stakeholders, this broad range of communities and these relationships enable us to follow through on our promises and operate responsibly. requires that we approach our Building and maintaining these relationships requires us to listen to our stakeholders and work to conversations with openness and identify mutually agreeable solutions. Our reputation is built by our actions, and our sound record respect, and in environments of responsible operations helps us foster trust, strengthen relationships and continue to create where our neighbours stakeholder value. naturally gather. In Turkey, coffee and tea houses RESPONSIBILITY FOR OUR COMMUNITIES are hubs of public life, where Community and/or Public Relations teams are located at each of our sites and lead our stakeholder people connect to discuss engagement and community relations activities, with specific accountability assigned to our mine life issues and family, their General Managers and country Vice President & General Managers. More broadly, government community and current affairs. relations are led by each of our country Vice President & General Managers for their respective The conversations we have with operating jurisdictions, our Vice President Government Relations Europe, and supported by Eldorado’s Senior Vice President, External Relations & Sustainability. our neighbours in these informal settings allow us to engage with Eldorado’s President & CEO is ultimately accountable for the success of our community and stakeholder local communities in a way that engagement. At the Board level, the Sustainability Committee has oversight of all policies and respects their traditions and builds programs with respect to community relations. strong relationships. In Turkey, working with our neighbours ENGAGEMENT begins with these fundamental We aim to build trust through our ongoing collaboration with a broad range of stakeholders, acts of community. including communities and governments, which involves listening and responding to stakeholder needs and concerns. We broadly define our core group of stakeholders as employees, contractors, suppliers, shareholders, local community members, governments, NGOs and industry groups. When determining how and with whom we engage, we consider the type of stakeholder and their concerns to develop a suitable engagement strategy. Each stakeholder group has unique expectations and we therefore tailor our engagement practices to meet their needs. UNDERSTANDING AND ENGAGING Effective two-way communication with our local stakeholders is essential to our continued success, and it has been an integral part of our business practices for over 25 years. To build stakeholder value, we begin with understanding our local communities as best as we can, through meetings, consultations and socio-economic impact assessments (SIAs). SIAs constitute a best-practice approach to identifying the social, cultural and economic characteristics of a community and working with locals to better understand the role of mining in relation to their socio-economic well-being. An SIA will also assist in determining how we can mitigate any negative aspects of mining development in a community. Engagement with local stakeholders is an ongoing process through which we are able to understand and address the concerns of our host communities. We have developed a number of methods through School children near Kıºladağ, Turkey. which we can engage in two-way dialogue, and have instituted anonymous feedback mechanisms to enhance the accessibility of our engagement processes. Please see the table on how we interact with stakeholders on the next page. Children from the town of Efemçukuru, Turkey.

Table 19: How We Interact with Stakeholders Stakeholder Ways we interact Employees â– Corporate, regional and site personnel engagement â– Employee newsletters, social media and email â– Workplace health and safety committees â– Performance and development reviews â– Training sessions Shareholders â– Annual shareholder meeting â– Quarterly conference calls to discuss results â– Frequent one-on-one or group meetings Government â– Ongoing communication and dialogue with government officials at the municipal, regional and national levels â– Communication with supporting international governmental associations (International Monetary Fund, European Bank for Reconstruction and Development, Export Development Canada, etc.) Suppliers and contractors â–Ongoing communication and dialogue between representatives â– Performance reviews Industry associations â– Membership in industry associations such as the International Cyanide Management Institute, the World Gold Council, the Mining Association of Canada, and the Canadian Mining Innovation Council; we also participate in several working committees, such as MAC’s International Social Responsibility Committee and Public Affairs Committee NGOs â– Meetings and collaborations with NGOs at both the corporate and regional levels â– At Kıºladağ, we established an independent environmental committee that includes representatives from NGOs Communities â– Ongoing community engagement activities, including collaborative community projects â– Neighbourhood meetings â– Site tours for local residents and students â– Regional newsletters, local media and social media â–Formal community consultation meetings, such as Lamaque’s Follow-Up Committee Speaking with a Turkish delegation at our PDAC booth, March 2018.

Table 20: Local Impact Assessment and Management Tools Brazil Greece Romania Turkey Tocantinzinho Vila Nova Stratoni Olympias Skouries Certej Kıºladağ Efemçukuru Formalized stakeholder Awaiting permitting No Yes Yes Yes Yes Yes Yes mapping Social impact assessment Awaiting permitting No Yes Yes Yes Yes Yes Yes Public disclosure of impact Yes Yes Yes Yes Yes Yes Yes Yes assessments Local community Yes Yes Yes Yes Yes Yes Yes Yes development programs COMPLAINTS AND GRIEVANCES We believe that conducting business honestly and respectfully requires open communication between our sites and stakeholders. This is essential when managing disputes regarding our activities and relationships. When grievances are raised, we act and respond with due diligence, and effective grievance mechanisms play an important role in governing and remediating any impacts. As part of our Code of Business Conduct and Ethics, we have a whistleblower policy so that any stakeholder – internal or external – can confidentially report any concerns about our financial statements, accounting practices, internal controls or any suspected or known illegal behaviour that violates laws, government regulations or our Code. Concerns can be submitted anonymously and are managed by an external whistleblower reporting agency. All submissions and investigations are overseen by Eldorado’s Audit Committee Chair and Corporate Secretary. In addition, each of our operations has established various mechanisms for receiving and responding to external grievances. However, as part of Eldorado’s commitment to implement a framework consistent with the Voluntary Principles, we are refining our approach to monitoring, documenting and reporting on community feedback – including grievances – in order to improve the way we track and respond to stakeholder concerns. In 2016, we finalized our global Grievance Mechanism Directive, which outlines Eldorado’s minimum expectations for identifying, classifying, responding to and reporting grievances. In 2017, our sites and regions worked towards adopting and aligning existing grievance mechanisms to this Directive. (1) Table 21: Requests and Complaints Received at Site Brazil Greece Romania Turkey Tocantinzinho Vila Nova Stratoni Olympias Skouries Certej Kıºladağ Efemçukuru Predominant No complaints received No complaints Requests for employment, Requests for Hazardous Dust topics due to remote location received due concerns regarding environmental employment, local road to remote safety, requests for community infrastructure conditions, location event participation and development noise, dust sponsorship, concerns regarding and planning, delayed permitting community event participation and sponsorship (1) Grievances received through Eldorado’s external whistleblower reporting agency are not included in Table 21. Whistleblower reports are treated with confidentiality to every extent possible.

COMMUNITY INVESTMENT Our assets are located in diverse jurisdictions, each with their own unique cultural and social characteristics. Our approach to community investment is therefore developed to be site-specific, while maintaining the core principles of inclusion and transparency. The stakeholder engagement practices we described on page 58 are essential to identifying community investment projects. (1) Table 22: Payments to Communities and Community Investments ($ millions) Brazil Canada Greece Romania Turkey 2017 Total 2016 Total 4.18 Payments to communities and 0.90 0.37 1.88 0.16 0.87 3.11 community investments (1) Where the recipient entity is a government organization, relevant community investments have been reported as a “payment to government” in accordance with the Extractive Sector Transparency Measures Act (ESTMA). Eldorado’s total payments to government are reported within Table 1. Payments relate to infrastructure, health and well-being, education and training, scholarships, donations, and investments in preserving or rehabilitating the local environment. They also include support to civil society organizations (excluding expenditures related to advertising or publicity). ELDORADO’S COMMUNITY INVESTMENT FALLS BROADLY UNDER THE FOLLOWING CATEGORIES: Education Employment Environment Childhood, youth and adult continuing Programs and projects that are proven The protection and preservation of the studies initiatives, as well as research to generate long-term and sustained natural environment around our mines and education initiatives relevant to the employment for local communities, together mining sector with socio-economic benefits for the area Health and Sport Community Development Arts and Culture Improved quality and access to local Capacity-building and physical The culture and diversity of local health care services that can operate infrastructure that support community communities, including the preservation independently and sustainably, and needs and a post-mine economy of heritage and the promotion of local supporting recreational projects traditions and practices and sport clubs that promote healthy and active lifestyles

2017 COMMUNITY INVESTMENT HIGHLIGHTS The Kassandra Mines – Halkidiki, Greece The Kassandra Mines – Olympias, Skouries and Stratoni – are located We are proud to partner with our neighbouring communities to invest on the Halkidiki peninsula of northern Greece, near many socially and in their social, economic and cultural well-being and contribute to the culturally vibrant communities. Eldorado’s community investments in this achievementoftheirsustainabledevelopmentgoals.Belowaresome region are driven by our connection to the area’s centuries-old mining examples of our investments in 2017. tradition, as well as supporting the sustainable development of other Efemçukuru – Turkey industries such as agriculture and tourism. In 2017, much of our investment was focused on health and education. In 2017, our investments in Greece contributed to a number of ongoing We supported a local health clinic that provides medical services to villagers, community projects throughout Halkidiki, as well as improvements to and worked to extend health and safety beyond the mine for our workers. local infrastructure and cultural facilities. Eldorado is proud to support We also provided supplies to local schools, and this past year sponsored education in Halkidiki by providing equipment and educational materials renovations to the Çatalca Primary School. to local schools, and we frequently open up our mining facilities for tours Our broader efforts to increase education opportunities in the region for secondary and post-secondary students. have been highly successful. When we started our education program at We also contributed to the construction of sporting, religious and historical Efemçukuru, there was one enrolled high school student in the village. facilities in the Halkidiki region in 2017. We have continued to promote In 2017, 57 students were enrolled in secondary education. Many of the tourism as a pillar of economic activity. The discovery of historic shipwrecks students who have attended secondary and post-secondary education with off the coast of Halkidiki and the seahorse population near Stratoni led us the assistance of our programs now work at the Efemçukuru mine, and to prioritize investments in aquatic tourism. The success of our plant nursery many others have used their education to continue advancing sustainable at Olympias has contributed to the natural beauty and biodiversity of the development in their communities. region, further creating value for tourism and other industries. Kıºladağ – Turkey Over the past year, we worked with our neighbours near Kıºladağ to invest INVESTING WHERE WE EXPLORE in projects valued by surrounding communities. In the village of Bekiºli, we supported the construction of a 400 m2 outdoor community centre with Our development and exploration projects around the world present a roof. The facility provides a large space for community meetings and excellent opportunities for us to work with host communities and build cultural events such as weddings. It also functions as a vehicle inspection strong social and economic foundations that continue throughout the station operated by a local company. The facility’s proximity to our Kıºladağ mining life cycle. site eliminates the need for our vehicles to travel 55 km to the nearest city At our Perama Hill project in Greece, we have been supporting the Perama for inspection, reducing our fuel consumption and GHG emissions. Hill Vineyard, which has produced wine since 2015. Wine-making in the We were also happy to support cultural and educational programs near Thrace region of Greece has existed for centuries, and we are proud to Kıºladağ. Each year, Eldorado proudly sponsors the Eºme Kilim (tapestry) support the economic and cultural vitality of our neighbouring communities festival, one of the largest of such festivals in Turkey, in which the with this project. community celebrates its long history of tapestry production. In 2017, we In Romania, Eldorado’s Certej project invested over $150,000 in surrounding also invested in repairing the roof of the Ahmetler Village Secondary School, communities through the development of roads, repairs to churches and donated educational materials to school children and sponsored field trips community centres, and cultural activities that contribute to the sustainable for approximately 50 students who would not have otherwise been able to development and social well-being of nearby communities. afford to participate in such activities. Our community investments at our Tocantinzinho project in Brazil have provided over $900,000 of support for community development, education and environmental protection in 2017. We contributed funds for the construction of a new police station in Jardim do Ouro, worked with the Simineral Union to distribute books to schools throughout the region, and invested in cleaning Lake Bologna to restore damage done by unregulated industries and make the area more appealing to visitors. In addition to these projects, we have worked to improve infrastructure in the region to allow for improved access for workers and to markets. Planting new trees with students from the Ahmetler Village School near Kıºladağ, Turkey.

Respecting Our Environment We carefully plan, design and build operations to minimize our environmental footprint, and work with host communities to ensure that our operations meet acceptable standards of practice and adhere to regulations. By investing in best-available technologies and implementing leading environmental practices, we seek to minimize our energy use and air emissions, protect the ecosystems surrounding our sites, and minimize our physical footprint on the natural landscape.

Mining, by its very nature, impacts the natural environment. Wherever possible, we work to avoid, Environmental Impact minimize or, at the very least, manage the environmental effects of our operations throughout the life cycle of our mines. We recognize the benefits to human health, social well-being, environmental Assessments (EIAs) sustainability, and economic development that come from placing nature at the forefront of business decisions, and continue to build our relationships based on shared environmental protection beliefs. EIAs are conducted to evaluate the potential impacts a proposed RESPONSIBILITY FOR ENVIRONMENTAL STEWARDSHIP project may have on the Environment teams located at each of our sites are responsible for the day-to-day oversight, environment and the people implementation and management of our environmental policies, programs and activities. Each team who depend on it. As part reports directly to its mine General Manager and country Vice President & General Manager, who of permitting during project in turn report to Eldorado’s COO. The COO annually sets environmental objectives and targets, and development, we identify reviews environmental performance on a weekly basis. potential environmental impacts and submit mitigation plans to Eldorado’s President & CEO is ultimately accountable for our environmental performance. At the Board level, the Sustainability Committee has oversight of all environmental activities. regulators. Once completed, EIAs are comprehensive documents that include baseline studies used PRINCIPLES FOR ENVIRONMENTAL EXCELLENCE to assess the current state of the From development to operations to mine closure, we prioritize environmental protection through our environment at the proposed guiding principles for environmental responsibility: mine site. They also identify the potential effects of our planned â– Protect human health and the natural environment while benefits are derived from socio-economic development activities and outline steps to minimize any identified risks. EIAs â– Provide training on environmental matters to contribute to greater environmental awareness in our operating jurisdictions require extensive consultation with local communities, as well as â– Protect social and cultural assets within our project area considerable input from technical â– Strictly observe and comply with environmental legislation and environmental experts. â–Inform the public, relevant government institutions and other stakeholders of our environmental performance, in a fully transparent manner In 2017, we updated Eldorado’s Environmental Policy to reaffirm our commitment to environmental protection; we also aligned our policies to the requirements of the MAC’s TSM framework. This Policy reinforces Eldorado’s commitment to protect natural habitats, safeguard sources of clean water, responsibly manage mine waste materials and reduce our absolute carbon footprint, by working with communities, training our workforce, and abiding by all applicable environmental laws and best practices. You can view the full policy at eldoradogold.com/responsibility/our-environment/. Oleanders grow on rehabilitated areas of our Olympias mine site in Greece.

ENVIRONMENTAL MANAGEMENT SYSTEMS We have achieved certification under the ISO 14001 Environmental Management System Standard Independent at our Kıºladağ and Efemçukuru mines in Turkey and at our Halkidiki assets in Greece. The overall aim of ISO 14001 is to support environmental protection and prevent pollution. ISO 14001 represents Monitoring a stringent guideline created to help organizations achieve environmental goals, using a structured Committees approach that enables consistent environmental performance over time. We continuously improve performance through training and oversight, and demonstrate our As part of our commitment to performance through regular audits and reporting. Every newly recruited employee, including transparency and accountability, the personnel of suppliers and contractors, must complete environmental training, and existing our operating sites have employees are provided with ongoing environmental training to keep their environmental knowledge established independent up to date. environmental committees. These external committees ENVIRONMENTAL MONITORING include academics, scientists andrepresentativesfromlocal To maintain our compliance with international best practices, environmental management systems, and authorities. Committee members environmental regulations, Eldorado regularly monitors air, soil and water quality as well as noise levels and energy use at our projects and operations. Our extensive environmental monitoring allows us to collect environmental data from constantly evaluate the effectiveness of our practices and establish benchmarks against which further the site and submit it to third- technical and technological improvements can be measured. party laboratories for testing, to confirm independence and We are proud to inform all of our stakeholders that Eldorado had no reportable spills, or spills that accuracy. This approach has resulted in fines or penalties, in 2017. helped strengthen our credibility by providing our stakeholders with additional and accredited third-party information. Environmental Monitoring in Greece In the Halkidiki region of northern Greece – where our Stratoni and Olympias mines and the Skouries development projects are located – we have developed one of the most thorough environmental monitoring programs in Europe. The program makes use of over 320 separate data points collected around our sites, to provide a comprehensive ongoing assessment of our environmental performance. The data is reported both quarterly and annually to the Government of Greece and the European Union, and it is used by our operations and environmental teams to make adjustments and improve performance. Data is also collected and validated by third parties and is publicly accessible through our online database. The collection of comprehensive environmental data allows us to monitor our environmental protection processes, and it is an important part of building relationships based on transparency, accountability and scientific fact. Eldorado’s Greek operation’s environmental database can be accessed by visiting environmental.hellas-gold.com/. Water monitoring in Greece.

Climate Change Climate change is an issue of global concern that has the ability to impact our operations, stakeholders, and the communities in which we operate. The ongoing rise in global average temperatures has created, and will continue to create, varying weather patterns that pose risks to all of our stakeholders, from employees exposed to extreme heat, to communities subject to drought, or investors impacted by flooding in low-lying coastal cities. As the mining industry is a contributor to GHG emissions and a consumer of resources that can be affected by climate change and climate-related policies, it is incumbent upon Eldorado to take action The Diverse Effects to reduce GHG emissions and prevent further increases in global average temperatures. (1) of Climate Change CLIMATE MATERIALITY The effects of rising global According to the United Nations SDGs, the effects of climate change include changing weather temperaturesvarybyregion, patterns, rising sea levels, and the increased frequency and intensity of extreme weather events such resulting in the desertification of as floods, droughts, hurricanes, heatwaves, tornados and wildfires. certain areas while simultaneously causing increased precipitation Rising Temperatures and flooding in others. As Rising temperatures pose significant risks to workers, infrastructure, and equipment, and may result Eldorado’s operations are situated in increased operating costs. Regions at risk of extreme heat such as Uºak Province (Kıºladağ, Turkey), in geographically disparate areas, Halkidiki (Kassandra Mines, Greece) and Pará State (Tocantinzinho, Brazil) may require more energy for the effects of climate change cooling, while equipment malfunctions may increase in frequency. As the number of warm weather vary by location, but all of our days per year increases, both the intensity and duration of heat poses financial and safety risks. Heat- related health risks – such as heat exhaustion or exposure to hot climate diseases such as yellow fever operations and stakeholders are and the zika virus – are particularly salient to our Brazilian sites, and we consider heat-related health exposed to climate change risks. risks within our larger health and safety protocols. Climate change may affect many aspects of ecological and socio- Longer summer seasons may however offer a positive opportunity for Eldorado’s Canadian asset economic life related both directly (Lamaque), by reducing safety and equipment risks associated with cold winter temperatures, while and indirectly to mining. also reducing energy costs attributable to heating. Precipitation Regions that may experience increases in precipitation – such as the Halkidiki region of northern Greece and Pará State in Brazil – are subject to greater risks of flooding and infrastructure damage. Tailings dams, mine pits and shafts, roadways and processing equipment are at risk of damage due to heavy rainfall and flooding, potentially culminating with significant environmental contamination in the event of a tailings dam breach or overflow. Roadways washed out by flooding may result in disruptions to worker and supply transportation and cause operational disruptions as a result. Investments in flood prevention infrastructure and equipment may be necessary. Flooding can also negatively affect local communities and suppliers, meaning that our stakeholders may require our emergency response assistance. Both flooding and droughts have the ability to impact our stakeholders – especially communities that rely on agriculture as a source of economic activity. Droughts, in combination with warmer temperatures, also increase the probability of wildfires. As precipitation patterns become more extreme, sites such as Kıºladağ are exposed to greater risks due to their already-arid locations. However, variations in precipitation within our operation regions may be increasing, meaning that rainy seasons become more flood-prone, while dry seasons are simultaneously at greater risk of featuring drought and wildfires. Ensuring we do our part to use water responsibly is an important way we respect our neighbours and continue to work towards sustainable development. You can read more about our water usage practices on page 69. (1) In this Report, we have chosen to highlight climate change as a material topic unto itself, even though the wide-ranging effects of climate change across all socio-economic and ecological activities mean that it cannot be treated as an isolated material topic. For this reason, references to challenges posed by climate change appear throughout the Report.

Regulation As governments and societies respond to climate change, more jurisdictions are implementing policies intended to reduce GHG emissions. Many of the countries in which Eldorado operates have signed the 2015 Paris Climate Agreement and are therefore seeking to reduce GHG emissions with the goal of preventing the global average temperature from rising above 2 degrees centigrade. For example, Eldorado’s Lamaque development project is already subject to the Province of Quebec’s Regulation respecting a cap-and-trade system for greenhouse gas emission allowances. Governments may also enact other regulatory measures designed to incentivize energy efficiency, water conservation or other methods of environmental protection, potentially increasing operating costs. Eldorado believes that consistent and clear regulation has a role to play in addressing climate change solutions, while individual actors responsible for GHG emissions should work together to advance new technologies and practices that contribute to sustainable development. ENERGY Although energy use was not identified by our stakeholders as a material topic, energy use represents a significant proportion of our operating costs and is responsible for the vast majority of the GHG emissions produced by our operations. Our energy consumption is also the primary determinant of our ability to contribute to global climate change goals. We source our energy mainly from fossil fuels such as diesel, liquefied petroleum gas (LPG), gasoline and natural gas, as well as electricity. Our heavy vehicle fleet, portable light towers and emergency backup generators operate on diesel fuel, while our light-vehicle fleet uses LPG and gasoline. Electricity is primarily used by our electric excavators, as well as for mining and milling operations. We also use some natural gas for building heating. Electricity is primarily sourced from the national grid, though the Skouries and Tocantinzinho projects will continue to use diesel generators until the construction of site transmission lines and transformers is complete. Part of our electric mine fleet in Kıºladağ, Turkey.

Figure 2: 2017 Energy Sources Diesel 57.4% Electricity 42.4% Natural Gas 0.02% Gasoline 0.00% 0% 10% 20% 30% 40% 50% 60% 70% Table 23: Total Direct and Indirect Energy Use by Source (GJ) Diesel % Change Site Diesel (mobile) (stationary) Natural gas Electricity 2017 Total 2016 Total since 2016 1,099,400 Kıºladağ 740,390 11,162 3,740 344,108 1,082,056 2% Efemçukuru 92,871 – – 196,526 289,397 278,971 4% Stratoni 37,579 – – 79,104 116,683 126,920 -8% Olympias 39,730 – – 107,469 147,199 101,673 45% Skouries – 45,188 – – 45,188 26,670 69% Total 910,570 56,350 3,740 727,207 1,697,867 1,616,290 5% Table 24: Energy Intensity (GJ/oz Au Produced) Year Kıºladağ Efemçukuru Total % Change since 2016 5.19 2017 6.41 3.01 18% 2016 5.12 2.84 4.40 Monitoring Wildfires in Halkidiki, Greece As global average temperatures rise, weather-related natural disasters such as forest fires have become more frequent and severe. Ecosystems that are already susceptible to fires, such as the tree-covered hills of northern Greece, are at specific risk of wildfire damage. In an effort to reduce the risks of wildfires in Halkidiki, Eldorado has partnered with the Thessaloniki Aeroclub, a local aviation organization, to detect fires from the air and prevent them from spreading. By providing supplies and fuel for wildfire surveillance activities, we have worked with local pilots to identify and prevent the spread of several forest fires since 2015. We have also outfitted aircraft owned by the Aeroclub with air pollution monitoring equipment, allowing us to collect air quality data around our sites and throughout the region. Throughuniquepartnershipssuchasthis,weare Airplane used for monitoring and working to improve the safety of our communities preventing wildfires in Halkidiki, Greece. and our workforce, and mitigate the human and environmental risks caused by climate change.

GREENHOUSE GAS EMISSIONS GHG emissions are the key driver of human-made climate change. As a large portion of our operations rely on fossil fuel-generated energy, Eldorado is a contributor to global GHG emissions. As we work to reduce our GHG emissions, we are also motivated by the contributions our products make to green technologies around the world. Our calculated GHG emissions are attributable to all of Eldorado’s operating mines and construction and development projects, with the exception of Perama Hill (no on-site activity) and our Lamaque project (which was acquired mid-way through 2017). According to GRI requirements for measuring carbon dioxide (CO2) emission equivalents, we classify our GHG emissions as follows. Activity Scope 1 (direct) emissions Scope 2 (indirect) emissions Scope 3 emissions Scope definition GHG emissions produced by the GHG emissions from the consumption GHG emissions produced by third combustion of energy sources that are of purchased electricity parties from which Eldorado has owned or controlled by Eldorado purchased a service How we generate The majority of our scope 1 emissions Our scope 2 emissions are primarily Scope3emissionsattributableto these emissions are attributable to diesel consumption generated by energy we buy from air travel, electricity transmission by our fleet vehicles public energy grids that rely on a and distribution, and well-to-tank number of fuel sources (natural emissions attributable to electricity gas, coal, hydroelectricity, etc.) generation, transmission and for energy production distributionhavebeenincluded in this Report Table 25: Greenhouse Gas Emissions (1) (tCO e) 2 Year Scope 1 Scope 2 Scope 3 (2) Total % Change since 2016 212,020 2017 69,151 107,130 35,739 7% 2016 67,268 98,366 33,154 198,788 (1) Emissions have been calculated in accordance with the Greenhouse Gas Protocol developed by the World Resources Institute and the World Business Council on Sustainable Development. Conversion factors were obtained from the National Energy Board’s Energy Conversion Tables, while emission factors were obtained using the relevant year DEFRA Conversion Factors, applying Global Warming Potential factors from the Intergovernmental Panel on Climate Change’s fourth assessment report. Scope 3 emission totals were independently calculated by Eldorado’s travel agent. (2) Scope 3 totals for 2016 have been updated from prior year reporting to include emissions attributable to electricity transmission and distribution losses, and well-to-tank emissions attributable to electricity generation, transmission and distribution. For more detailed information on our energy use, energy efficiency, emissions and air quality, please see our annual responses to the CDP’s Climate Change Survey, available on the CDP website: cdp.net.

Water Usage Access to water is critical to our mining operations and the communities in which we operate. Clean and readily available water is vital to human life, as well as the well-being of ecosystems and agriculture that support sustainable development. Given water’s vital importance, access to water can be an issue for communities near our sites. Using water responsibly is a key area of focus for Eldorado’s operations, and it is essential to our environmental stewardship and relationships with local stakeholders. WATER USE AT OUR MINES Availability and access to water is critical for our mining operations. We use water for mineral Water Balancing processing, dust suppression, slurry transport and personal consumption, and so the responsible at Kıºladağ management of water resources is essential to our long-term sustainable development. Effective Managing water at a mine site water management and recycling practices help limit our reliance on water sources, and effective governance ensures that water discharges fall within the parameters of our permits and licences. is more complex than simply While we do not set quantitative targets regarding water consumption, we strictly control water collecting enough water to use across all of our sites, and each operation has implemented practices that reduce, reuse and operate machinery and process recycle water. materials. Sometimes mine sites can have too much water, and we Across our operations, we withdrew nearly 9.4 million m3 of water in 2017. This includes water must remove it from site or store removed from our sites following precipitation as well as groundwater that must be continuously it for later use. In wet seasons, pumped out from our underground mines. Overall, we experienced a 14% increase in total water excess water can cause challenges withdrawals in 2017 compared to 2016 volumes, largely attributable to a decrease of groundwater flows and subsequent mine dewatering at our Greek sites. Water use is continuously monitored for operations, just as a lack of using flow meters, and we regularly take water quality samples from groundwater and surface water water can cause challenges at sources within and around our sites. We compare water quality results with the limit values set out other times of the year. in pertinent regulations and our operating permits, and we share these detailed results with regulators and government, typically on a quarterly basis. Because of water’s importance to our operations and to Water availability varies by site. At Stratoni, Olympias and Skouries in Greece, groundwater flowing surrounding communities, we into our underground mines provides the majority of water we require to operate, with small work to collect continuous data additional volumes collected via rainwater and municipal supplies. For our operations that have limited on water in and around our access to water, such as Kıºladağ in Turkey, we have implemented an extensive water conservation and sites. At our Kıºladağ mine, we recycling program to reduce our need to withdraw water. The Kıºladağ water treatment plant treats up make use of a site-wide water to 5,000 m3 of surface water per day from the waste rock dump and groundwater from the open pit. balance model to monitor Recycled water makes up the majority of our water use, particularly at those sites where we have our water reserves, adjust our zero water discharge requirements, such as Skouries. Recycled water is used for mineral processing, consumption of water from dust suppression and slurry transport, as well as throughout our leach pad areas and adsorption, different sources, and identify desorption, recovery (ADR) carbon plants. when we may need to discharge excess water. In coordination with All water that comes into contact with our sites is treated and tested before being used or discharged back into the environment (e.g. rivers, lakes and reinjection into groundwater) where regulations allow. our water processing facilities at Kıºladağ, water balancing models help us to use water resources efficiently and sustainably for the health and well-being of our operations, our workforce, and our neighbouring communities. Water treatment plant at Kıºladağ, Turkey.

Water Flow Through a Mine Site The infographic below shows how we find, use, treat and discharge water at our mine sites. Water Treatment Plant Ore Processing 2. WATER USE â– drilling â– ore processing Evaporation â– dust suppression 3. WATER TREATMENT â– wastewater treatment ponds â– water treatment plant Dust Suppression Open Pit Mill/Processing Plant 4. WATER OUTPUTS Precipitation â– evaporation Water Treatment â– waterdiversionof Plant non-contaminated water â–releasestoaquatic 1. WATER INPUTS environment â– precipitation â– surface water â– groundwater Water Storage Pond â–municipal water River/Lake Release to Aquatic Drilling – Water Recirculated Environment Groundwater

Table 26: Volume of Water Recycled and Reused (m3 Thousands) Kıºladağ Efemçukuru Stratoni Olympias Skouries Total 7,124 Water processed by Company water 439 – 3,403 3,282 – treatment plants Water recycled and reused 26,467 – 1,047 2,138 298 29,950 Water recycled and reused 95% – 23% 39% 50% 76% (as % of total water use) Table 27: Total Water Withdrawals (m3 Thousands) Site Rainwater Groundwater – renewable Municipalsupply 2017 Total 2016 Total 1,268 Kıºladağ – 1,268 – 1,254 Efemçukuru – 1,040 – 1,040 976 Stratoni 16 3,419 9 3,444 3,933 Olympias 53 3,290 – 3,343 4,281 Skouries 8 298 – 306 466 Total 77 9,315 9 9,401 10,910 Table 28: Water Efficiency (m3/oz Au Production) Year Kıºladağ Efemçukuru Total 8.6 2017 7.4 10.8 2016 5.9 9.9 7.2 Our reported water efficiency is not a true reflection of site water use or its correlation to production. In reality, due to the need to dewater our mines, we withdraw far more water than we use, and consequently our actual water efficiency is much higher. As we continue to improve our data collection and reporting, we are investigating new data sources in order to improve our understanding of water balances and calculate our water efficiency as a matter of water used in production per ounce of gold produced. Site water treatment plants operate continuously year-round to reduce our reliance on external water sources. Kıºladağ currently uses a leach pad to extract gold from ore; it treats and circulates approximately 50,000 litres of water per minute through a closed system, with minor losses Water treatment plant at Efemçukuru, Turkey. attributable to evaporation. Approximately 21 times more water is recycled and reused by the site compared to new water withdrawals. Other sites, like Skouries, will not allow any contact water to be discharged openly back into the environment. Instead, we use water diversion channels to redirect surface water flows away from the site, and any precipitation or groundwater that enters the site is captured, stored, reused and/or evaporated. For more detailed information on Eldorado’s water use and management practices, please see our annual responses to the CDP’s Water Survey, available on the CDP website: cdp.net.

DUST SUPPRESSION One of the most water-intensive activities at our operations is dust suppression. Blasting, transporting ore and waste rock, operating crushing units and road traffic can all have negative effects on air quality and the local environment if not properly managed. Our water tank trucks continuously perform on-site watering activities to suppress dust. We also use water spraying and dust collecting systems at primary crushers, fine ore stockpiles, and conveyor belts to minimize dust emissions. For dust control, we use water that has been processed and treated by site water treatment plants. We regularly measure dust levels around our operations and in neighbouring villages to verify the effectiveness of these mitigation strategies. TAILINGS Wherever our operations make use of water-based mineral processing, tailings are produced. Tailings are primarily a mixture of ground rock and water that remain after the mineral extraction process has been completed. These typically liquid mixtures can contain trace amounts of chemicals from the extraction process, making them acidic or alkaline. Safe management and disposal of tailings Dust suppression truck at Kıºladağ, Turkey. is therefore critical to protecting environments and communities, making tailings management a major priority for Eldorado. Given both the chemical characteristics of tailings and the quantities in which they are produced, tailings are typically stored in specially designed facilities. We manage these facilities in accordance with robust government regulations, international standards and leading industry practices. Our tailings facilities are all site-specific and have been carefully designed and constructed by specialized engineering firms. These facilities are designed and certified to government regulations to minimize environmental risk. Our Plans for Dry Stack Tailings at Skouries Whenever possible, Eldorado incorporates best-available The key benefits of dry stack tailings include: technologies into our mine designs in order to protect the surrounding environment. Dry stack tailings is one of these â– Reducing the project footprint and leaving the Lotsaniko best available technologies. valley and its water catchment area undisturbed Tailingsareclassifiedbasedontheirmoisturecontent, â– Reducing the need for external water as filter-press process water is recycled which can range from wet to almost dry. All tailings begin wet; it is only through additional processing stages, or â– Easier and faster to reclamation of the tailings area after many years of natural evaporation in the tailings at the end of mine life pond, that they are dried. â– Increased safety and stability during a seismic or flood event due to the higher solids content Skouries is currently permitted to use thickened tailings (~30% moisture content) which requires â– More jobs to operate the plant and tailings area, two valleys to be used for tailings storage. Eldorado estimated at an additional ~50 full time employees over recently committed to using filtered (dry stack) tailings the current 30-year life of mine (~15%moisturecontent),which, if approved, reduces â– More taxes and royalties paid by Eldorado, benefitting the project’s footprint by 40%. local communities and the economy

At each of our tailings facilities we have: â– Conducted extensive studies to locate the facility away from sensitive environmental areas, such as lakes, streams, wetlands and key biodiversity zones â– Designed the extraction process so that tailings contain as few impurities as possible and are environmentally stable â–Constructed facilities able to withstand extreme weather and seismic events â–Installed upstream and downstream monitoring facilities to measure water quality We also have comprehensive tailings management systems at Efemçukuru, Stratoni, Olympias and Vila Nova. These include: â– Plans and procedures that identify clear roles, responsibilities and communication channels for personnel responsible for tailings management â–Ongoing training of personnel responsible for tailings management â– Operational controls such as real-time monitoring of tailings facilities, routine inspections and risk assessments and regular maintenance programs Dry stack tailings area at Efemçukuru, Turkey. â– Emergency preparedness and response plans â– The periodic review of tailings facility design, construction, operation and closure plans to facilitate ongoing relevance and alignment with current best practices â– Oversight from the corporate head office to verify the completion of any updates or corrective actions and to identify opportunities for shared learning across Company operations Our site teams monitor tailings facilities daily, and every three years facilities undergo an independent audit conducted by recognized tailings management and dam safety experts; our most recent external audit in 2017 did not identify any major deficiencies in our tailings management practices. We are further strengthening our management approach by implementing MAC’s TSM Tailings In 2017, there were no Management Protocol, which is based on a “plan, do, check, act” system of continuous improvement. environmental fines or WASTE MANAGEMENT penalties imposed on Mining generates various forms of waste, including overburden, waste rock, tailings, slag, mine water, Eldorado’s operating sludge and refuse. The largest portion of waste comprises waste rock – material that is extracted from the mining area in order to access ore and which has no economic value. sites and projects. We sort and classify all the waste we generate as being either hazardous or non-hazardous, in line with environmental regulations. Eldorado considers the potential environmental impacts of all waste, and stores or disposes of waste accordingly. Depending on the type of waste generated, we develop and implement management programs suitable for minimizing risks to the environment or human health. For example, at Efemçukuru, where waste rock has acid rock drainage potential, storage areas are lined and seepage is collected and treated before disposal. Where waste rock does not pose any toxicity risk, such as at Olympias, it is partially reused for mine backfill. Waste management activities and objectives represent significant elements of our ISO 14001 environmental management systems. As per local regulations in each of our operating jurisdictions, we record all disposed waste types and quantities in legal disposal documents that are submitted periodically to host governments. We conduct due diligence on our waste disposal contractors, and periodically visit disposal and recycling contractors to evaluate their environmental practices.

MineralReserves Project Proven Mineral Reserves Probable Mineral Reserves Total Proven & Probable Tonnes In-situ oz Tonnes In-situ oz Tonnes In-situ oz GOLD (x1000) g/t (x1000) (x1000) g/t (x1000) (x1000) g/t (x1000) Certej 22,788 1.93 1,414 21,500 1.43 988 44,288 1.69 2,402 Efemçukuru 2,032 7.12 465 2,020 6.34 412 4,052 6.73 877 Kıºladağ 113,253 0.83 3,032 5,306 0.60 102 118,560 0.82 3,134 Lamaque 111 8.78 31 3,698 7.25 862 3,809 7.30 893 Olympias 3,610 7.49 870 11,122 7.21 2,577 14,732 7.28 3,447 Perama 2,477 4.44 354 7,220 2.68 621 9,697 3.13 975 Skouries 75,804 0.87 2,132 81,862 0.62 1,641 157,666 0.74 3,773 Tocantinzinho 16,699 1.53 821 22,914 1.36 1,003 39,613 1.43 1,824 Total gold 236,774 1.20 9,119 155,642 1.64 8,206 392,417 1.37 17,325 SILVER Certej 22,788 10 7,004 21,500 12 8,551 44,288 11 15,555 Olympias 3,610 105 12,165 11,122 120 42,756 14,732 116 54,921 Perama 2,477 3 254 7,220 4 897 9,697 4 1,151 Stratoni 0 0 0 497 178 2,844 497 178 2,844 Total silver 28,875 21 19,423 40,339 42 55,048 69,214 33 74,471 Tonnes In-situ t Tonnes In-situ t Tonnes In-situ t COPPER (x1000) % (x1000) (x1000) % (x1000) (x1000) g/t (x1000) Skouries 75,804 0.52 393 81,862 0.47 386 157,666 0.49 779 Total copper 75,804 0.52 393 81,862 0.47 386 157,666 0.49 779 LEAD Olympias 3,610 3.5 126 11,122 4.0 442 14,732 3.9 568 Stratoni 0 0.0 0 497 7.0 35 497 7.0 35 Total lead 3,610 3.5 126 11,619 4.1 477 15,229 4.0 603 ZINC Olympias 3,610 4.8 173 11,122 5.5 610 14,732 5.3 783 Stratoni 0 0.0 0 497 8.4 42 497 8.4 42 Total zinc 3,610 4.8 173 11,619 5.6 652 15,229 5.4 825 Notes on Mineral Resources and Reserves 2. Skouries: 3. Cut-off grades: 1. Mineral reserves and mineral resources are as The open pit design is based on permit limits, not metal Kıºladağ: $12.25 NSR; Efemçukuru: 3.08 g/t of December 31, 2017. prices, and is therefore insensitive to a falling or rising Au; Lamaque: 3.50 g/t; Perama: 0.8 g/t Au; 2. Mineral reserves are included in the mineral resources. metal price environment. The underground designs were Tocantinzinho: 0.42 g/t Au; Skouries: $12.00 NSR based on a Cu price of $3.00/lb. The change in the Cu (open pit), $33.33 NSR (underground); Olympias: 3. The mineral reserves and mineral resources are disclosed price to $2.50/lb has no impact on the underground $130 NSR; Stratoni: 14.3% Zn Equivalent grade on a total project basis. portion of the mineral reserves developed at that time (=Zn%+Pb%*1.1+Ag%*114); Certej: 0.90 g/t Au given that the margin on the lowest value ore has Equivalent grade (=Au(g/t)+Ag(g/t)*0.0121) . Mineral Reserve Notes been demonstrated to remain positive against the backdrop of updated operating costs. Nevertheless, it 4. Qualified persons: 1. Long-term metal price assumptions: is recognized that at the lower Cu price approximately John Nilsson, P.Eng., of Nilsson Mine Services, is Gold = $1200/oz. Silver = $16.00/oz (for Stratoni it 17 Mt of the mineral reserves have marginal value, and responsible for the Kıºladağ, Skouries (open pit), was $8.14/oz Ag as governed by a streaming agreement a further decrease in metal prices would render these Certej and Tocantinzinho mineral reserves. with Silver Wheaton (Caymans) Ltd.); Copper = uneconomic. The impact would not be felt until the $2.50/lb; Pb price = $1,800/t; and Zn price = $2,000/t. Doug Jones (Registered Member – SME), consultant latter part of the project’s long mine life as the lower for the Company, is responsible for the Efemçukuru, Due to a limited mine life for Stratoni (3 years) current grade resources are located on the periphery of the Pb and Zn prices were used for its mineral reserves Olympias, Stratoni and Perama mineral reserves. orebody and at depth. Furthermore, the loss of these ($2,400/t Pb and $2,712/t Zn). resources would not change the design philosophy or Colm Keogh, P.Eng, Manager, Underground Mining placement of long-term underground infrastructure; the for the Company, is responsible for the Skouries result would be simply a shorter mine life. (underground) and Lamaque mineral reserves.

Mineral Resources Project Measured Resources Indicated Resources Total Measured & Indicated Inferred Resources Tonnes In-situ oz Tonnes In-situ oz Tonnes In-situ oz Tonnes In-situ oz GOLD (x1000) g/t (x1000) (x1000) g/t (x1000) (x1000) g/t (x1000) (x1000) g/t (x1000) Certej 27,518 1.80 1,592 62,463 1.23 2,472 89,981 1.40 4,064 12,228 0.96 376 Efemçukuru 2,668 8.04 689 2,628 7.10 599 5,296 7.57 1,288 3,580 6.20 714 Kıºladağ 367,425 0.64 7,596 92,954 0.47 1,411 460,379 0.61 9,007 290,466 0.45 4,165 Lamaque 132 10.40 44 4,565 8.39 1,231 4,697 8.45 1,275 5,368 7.29 1,258 Olympias 3,627 9.39 1,096 10,804 8.57 2,978 14,431 8.78 4,074 3,675 8.12 960 Perama 3,064 4.30 424 9,375 3.18 958 12,439 3.46 1,382 8,766 1.96 554 Piavitsa 0 0.00 0 0 0.00 0 10,542 5.70 1,932 Sapes 2,423 6.08 474 2,423 6.08 474 1,011 10.65 346 Skouries 100,018 0.79 2,534 189,263 0.47 2,867 289,281 0.58 5,401 170,136 0.31 1,680 Tocantinzinho 17,530 1.51 851 31,202 1.26 1,264 48,732 1.35 2,115 2,395 0.90 69 Total gold 521,982 0.88 14,826 405,677 1.09 14,254 927,659 0.98 29,080 508,167 0.74 12,054 SILVER Certej 27,518 9 7,768 62,463 9 17,833 89,981 9 25,601 12,228 3 1,364 Olympias 3,627 131 15,314 10,804 141 48,855 14,431 138 64,169 3,675 112 13,142 Perama 3,064 3 335 9,375 9 2,833 12,439 8 3,168 8,766 7 1,860 Piavitsa 0 0 0 0 0 0 10,542 57 19,156 Stratoni 0 0 0 633 205 4,172 633 205 4,172 246 145 1,147 Total silver 34,209 21 23,417 83,275 28 73,693 117,484 26 97,110 35,457 32 36,669 Tonnes In-situ t Tonnes In-situ t Tonnes In-situ t Tonnes In-situ t COPPER (x1000) % (x1000) (x1000) % (x1000) (x1000) % (x1000) (x1000) g/t (x1000) Skouries 100,018 0.48 484 189,263 0.40 758 289,281 0.43 1,242 170,136 0.34 578 Total copper 100,018 0.48 484 189,263 0.40 758 289,281 0.43 1,242 170,136 0.34 578 LEAD Olympias 3,627 4.4 157 10,804 4.7 509 14,431 4.6 666 3,675 3.4 125 Stratoni 0 0.0 0 633 8.0 50 633 8.0 50 246 5.4 13 Total lead 3,627 4.3 157 11,437 4.9 559 15,064 4.8 716 3,921 3.5 138 ZINC Olympias 3,627 5.9 213 10,804 6.7 725 14,431 6.5 938 3,675 3.9 142 Stratoni 0 0.0 0 633 9.3 59 633 9.3 59 246 8.4 21 Total zinc 3,627 5.9 213 11,437 6.9 784 15,064 6.6 997 3,921 4.2 163 Mineral Resource Notes 1. Cut-off grades: 2. Qualified persons: Kıºladağ: 0.30 g/t Au for M+I, 0.35 g/t for Inferred; Stephen Juras, Ph.D., P.Geo., Director, Technical Services Efemçukuru: 2.5 g/t Au; Lamaque: 2.5 g/t; Perama: for the Company, is responsible for all of the Company’s 0.5 g/t Au; Tocantinzinho: 0.3 g/t Au; Certej: 0.7 g/t Au; mineral resources except for those associated with Skouries: 0.20 g/t Au Equivalent grade (open pit), Efemçukuru and Sapes. 0.60 g/t Au Equivalent grade (underground) (=Au g/t Ertan Uludag, P.Geo, Resource Geologist for the + 1.6*Cu%); Olympias: $50 NSR; Piavitsa: 3.5 g/t Au; Company, is responsible for the Efemçukuru Sapes: 2.5 g/t Au (underground), 1.0 g/t Au (open pit). mineral resources. Resource cut-off for Stratoni is geologically based due Peter Lewis, Ph.D., P.Geo., Vice President, to the sharpness of the mineralized contacts and the Exploration for the Company, is responsible for the high-grade nature of the mineralization. Sapes mineral resources.

GRI G4 “Core” Content Index GRI General Standard Disclosures General Sustainable standard Page UNGC Development disclosures Description of indication number Chapter, link orlocation of information principle Goal STRATEGY AND ANALYSIS G4—1 Letter from the President & CEO 2–3 Letter from the President & CEO ORGANIZATIONAL PROFILE G4—3 Organization name IFC About “Tomorrow, Together” G4—4 Primary brands, products 4, 6–11 Our Business, Our Products andservices G4—5 Location of headquarters 1 Eldorado Gold at a Glance G4—6 Number of countries where 1, 12–21 Eldorado Gold at a Glance, Where We Operate, Operating the organization has significant Mines, Construction Projects, Development Projects operations G4—7 Nature of ownership 1, 12–20 Eldorado Gold at a Glance, Where We Operate, Operating Mines, Construction Projects, Development Projects G4—8 Markets served 12–21 Where We Operate, Operating Mines, Construction Projects, Development Projects G4—9 Scale of the organization: 1, 12–21, Eldorado Gold at a Glance, Where We Operate, Operating employees, operations, net 34–55 Mines, Construction Projects, Development Projects, Responsible revenues, production Performance, Providing Decent Work G4—10 Employee numbers 48–54 Providing Decent Work 6 3, 5, 8 G4—11 Percentage of employees covered 54 Providing Decent Work 3 8 by collective bargaining agreements G4—12 Organization’s supply chain 4, 6–11, 47 Our Business, Our Products, Local Employment and Procurement 8 G4—13 Significant changes during the 2–3, 5, 18, Letter from the President & CEO, 2017 Key Outcomes, reporting period 27–29, 36 Construction Projects, Our Performance and Targets, Political Climate in Countries of Operation G4—14 Precautionary principle – We recognize there are environmental and social impacts 7 from our operations. Eldorado Gold is committed to using a precautionary approach throughout the lives of our mines, and before any activities commence we assess the potential environmental and social impacts, and evaluate how to avoid, control, or mitigate these, even when impacts are not scientifically certain. G4—15 Externally developed economic, 23–25 Our Guiding Frameworks and Commitments, UN Sustainable 3, 5, 6, 8, 9, 13 environmental, and social charters, Development Goals principles, or other initiatives to which the organization subscribes or which it endorses G4 -16 Memberships of associations 23 Our Guiding Frameworks and Commitments

General Sustainable standard Page UNGC Development disclosures Description of indication number Chapter, link orlocation of information principle Goal IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES G4—17 All entities included in the – Please see Eldorado Gold’s 2017 Annual Information Form – organization’s consolidated eldoradogold.com/investors/financial-information/filings/ financial statements G4—18 Process for defining report content 30–33 Materiality and aspect boundaries G4—19 List all Material Aspects 32 Analysis of Material Topics G4—20 Which Aspects are material within 32–33 Analysis of Material Topics the organization G4—21 Which Aspects are material external 32–33 Analysis of Material Topics to the organization G4—22 Restatement of information IFC About “Tomorrow, Together” G4—23 Significant changes from the – During the reporting period, Eldorado acquired Integra Gold and previous reporting periods in the its Lamaque asset. As data for this asset is not available over the Scope and Aspect boundaries entire reporting period, it has been excluded from the Report unless otherwise noted. The scope of the Report has been expanded to include Climate Change and UN Sustainable Development Goals as material topics. STAKEHOLDERENGAGEMENT G4—24 List of stakeholder groups 58 How We Interact with Stakeholders G4—25 Basis for identification and 6–9, 56–58 Our Business, Working With Communities selection of stakeholders with whom to engage G4—26 Organization’s approach to 56–61 Working With Communities stakeholder management G4—27 Key topics and concerns raised 32–33, 59 Analysis of Material Topics, through stakeholder engagement Requests and Complaints Received at Site REPORT PROFILE G4—28 Reporting period IFC About “Tomorrow, Together” G4—29 Date of previous report IFC About “Tomorrow, Together” G4—30 Reporting cycle IFC About “Tomorrow, Together” G4—31 Contact point IFC About “Tomorrow, Together” G4—32 GRI reporting level IFC About “Tomorrow, Together” G4—33 External assurance IFC About “Tomorrow, Together” GOVERNANCE G4—34 Governance structure 26 Corporate Governance and Transparency – 1, 2, 8, 10 5, 9 of the organization eldoradogold.com/about-us/governance/ ETHICS AND INTEGRITY G4—56 Values, principles, standards 26 Corporate Governance and Transparency – 1, 2, 8, 10 5, 9 and norms of behaviour of eldoradogold.com/about-us/governance/ the organization

78 ELDORADO GOLD Full Partial Reported Elsewhere YEAR IN REVIEW 2017 GRI Material Topics Identified omission(s) Sustainable Material Page Levelof andreason(s)for UNGC Development topics Report section number reporting omission(s) Comments and links principle Goals RESPONSIBLE PERFORMANCE G4—DMA Letter from the President & 2–3, 4–9, For additional information 8, 9 CEO, Our Business, Corporate 26, 34–41 on Eldorado’s financial Governance and Transparency, performance, please see Responsible Performance our financial reporting: eldoradogold.com/investors/ financial-information/annual- reports/ Operational costs G4—EC1 2017 Key Outcomes, Operating 5, 14–21, G4—EC1 financial data Additional information for 8, 9 Mines, Construction Projects, 27 has been reported within G4—EC1 indicator: Development Projects, Exploration the relevant Report â– 2017 employee wages and Highlights, Our Performance sections (community benefits for continuing and Targets investment, payments operations: $108 million to governments, etc.). â– 2017 payments to Additional details can be providers of capital for found within Eldorado’s continuing operations: 2017 Annual Report. $129 million â– 2017 Annual Report: eldoradogold.com/ investors/financial- information/annual- reports/ Metal production G4—EC1 Where We Operate, Operating 12–19, 27 Mines, Construction Projects, Our Performance and Targets Permits and licences G4—DMA Permits and Licences 36 Political climate in countries of operation G4—DMA Political Climate in Countries 36, 39 of Operation, Working with Governments Human rights G4—DMA Human Rights 37 Bribery and corruption G4—DMA Bribery and Corruption 41 16 Transparency of payments to government G4—DMA Transparency of Payments 40 16 to Governments G4—EC1 Payments to Government 41 16

Identified omission(s) Sustainable Material Page Levelof andreason(s)for UNGC Development topics Report section number reporting omission(s) Comments and links principle Goals PROVIDING DECENT WORK G4—DMA Providing Decent Work 42–55 5, 8 Health and safety performance G4—LA6 2017 Key Outcomes, 5, 27–29, Safety performance 5, 8 Our Performance and Targets, 45 is not broken down Health and Safety Performance by employees and contractors or gender, as we do not track and report by these breakdowns at a corporate level. Site safety performance is reported in accordance with local government requirements. Training and skills development G4—DMA Training and Skills Development 44 5, 8 G4—LA9 Total Hours of Employee Training 44 5, 8 by Region and Gender, Total Hours of Employee and Contractor Safety Training by Region G4—LA10 Human Rights, Training and 37, 44 We do not report on 1,2 3, 8 Skills Development transition assistance programs provided to retired or terminated employees. Emergency preparedness G4—DMA Safety Beyond the Mine, 46 3, 8 Emergency Preparedness Relationships with labour unions G4—DMA Relationships with Labour Unions 54 8 RESPECTING OUR ENVIRONMENT G4—DMA Our Performance and Targets, 27–29, 8,9 Responsible Performance, 35–41, Respecting Our Environment 62–73 Water use and management G4—DMA Water Usage 69–73 Further disclosures on 6 Eldorado’s water use and G4—EN8 Total Water Withdrawals 71 6 management can be found G4—EN10 Volume of Water Recycled 71 within our annual survey 6 and Reused responses to the CDP: cdp.net G4—EN22 Total Water Discharge by Quality – Water discharge by and Destination destination is reported in the Company’s annual submission to the CDP.

80 ELDORADO GOLD Full Partial Reported Elsewhere YEAR IN REVIEW 2017 Identified omission(s) Sustainable Material Page Levelof andreason(s)for UNGC Development topics Report section number reporting omission(s) Comments and links principle Goals RESPECTING OUR ENVIRONMENT (CONTINUED) Waste management (including tailings) G4—DMA Tailings, Waste Management 72–73 6 G4—EN22 Total Water Discharge by Quality – Eldorado’s water Further disclosures on and Destination discharge by destination Eldorado’s water use and is reported in the management can be found Company’s annual within our annual survey submission to the CDP. responses to the CDP: cdp.net G4—EN24 Environmental Monitoring 64 The volume of significant G4—EN24 seeks disclosures spills in 2017 has not on significant spills. been disclosed. Eldorado has chosen to use this indicator to disclose reportable spills, defined as reportable to local regulatory authorities. As there were no reportable spills in 2017, there were no significant spills. G4—EN29 Environmental Fines and Penalties 73 6 Energy use G4—DMA Energy 66–68 G4—EN3 Total Direct and Indirect Energy Use 67 13 by Source G4—EN5 Energy Intensity 67 13 Greenhouse gas emissions G4—DMA Energy 66–68 Further disclosures on 13 Eldorado’s greenhouse gas G4—EN15 Greenhouse Gas Emissions (Scope 1) 68 13 emissions and management G4—EN16 Greenhouse Gas Emissions (Scope 2) 68 can be found within our 13 annual survey responses to G4—EN17 Greenhouse Gas Emissions (Scope 3) 68 the CDP: cdp.net 13 G4—EN18 Greenhouse Gas Emission Intensity – 13 G4—EN19 Reduction of Greenhouse 68 13 Gas Emissions Climate change G4—DMA Climate Change 65 13 G4—EC2 Climate Change 65 13 WORKING WITH COMMUNITIES G4—DMA Letter from the President & CEO, 2–3, 22–25, 6 3, 5, 6, 8, 9, 13 Responsible Mining: Our Approach, 56–61 Working with Communities Community and government support G4—DMA Working with Governments, 39, 56–61 Working with Communities G4—SO1 Local Impact Assessment and 59 At this time, we are Management Tools unable to report the number of site stakeholder engagement plans based on stakeholder mapping.

81 REPORTS AND TABLES Identified omission(s) Sustainable Material Page Levelof andreason(s)for UNGC Development topics Report section number reporting omission(s) Comments and links principle Goals WORKING WITH COMMUNITIES (CONTINUED) Stakeholder engagement G4—DMA Engagement, Understanding and 57–58 Engaging, How We Interact with Stakeholders G4—SO1 Local Impact Assessment and 59 At this time, we are Management Tools unable to report the number of site stakeholder engagement plans based on stakeholder mapping. Local employment and procurement G4—EC6 Employees by National 50 We do not track the 8 Representation percentageofsenior management hired from local communities, but instead focus on the total percentage of our workforce hired from local communities. G4—LA1 Employee Hire and Turnover Rates 50–51 5, 8 by Region and Gender, Employee Hire and Turnover Rates by Age and Gender G4—LA11 Sustainability Factors 26 We do not track our We aim for all our employees in Compensation performance review (100%) to conduct regular information by gender or (annual, if not more frequent) employment category. performance reviews. Community investment G4—DMA Community Investment 60 3, 9 G4—EC1 Payments to Communities and 60 Community Investments Corporate reputation G4—DMA Working with Communities 57 Regional economic development G4—DMA Regional Economic Development, 54, 61 2017 Community Investment Highlights Complaints and grievances G4—DMA Complaints and Grievances 59 G4—SO11 Requests and Complaints Received 59 At this time, we do not We are reviewing the at Site track the number of ways we track and report grievances addressed grievances, with the objective and resolved during the of improving how we disclose reporting period. the number and status of grievances raised each year.

Cautionary Note About Forward-Looking Statements and Information This Year in Review Report includes statements and information about what we expect to happen in the future. When we discuss our strategy, plans, goals, outlook, including expected production, projected cash costs, planned capital and exploration expenditures, our expectation as to our future financial and operating performance, including future cash flow, estimated cash costs, resources and reserves, expected metallurgical recoveries, price of gold and other commodities, and our proposed exploration, development, construction, permitting and operating plans and priorities, related timelines and schedules, results of litigation and arbitration proceedings and other things that have not yet happened in this review, we are making statements considered to be forward- looking information or forward-looking statements under Canadian and United States securities laws. We refer to them in this Year in Review Report as forward-looking information. Key things to understand about the forward-looking information in this Year in Review Report: It typically includes words and phrases about the future, such as plan, expect, forecast, intend, anticipate, believe, estimate, budget, continue, projected, scheduled, may, could, would, might, will, as well as the negative of or variations of these words and phrases. It is provided to help you understand our current views and can change significantly; it may not be appropriate for other purposes. It is based on a number of assumptions, estimates and opinions that may prove to be incorrect, including the geopolitical, economic, permitting and legal climate in which we operate, the future price of gold and other commodities, exchange rates, anticipated costs and expenses, production, mineral reserves and resources, metallurgical recoveries, the impact of acquisitions, dispositions, suspensions or delays on our business and the ability to achieve our goals. It is inherently subject to known and unknown risks, uncertainties and other factors. Actual results and events may be significantly different from what we currently expect due to the risks detailed under “Risks factors in our business” of our AIF and MD&A, which includes a discussion of material and other risks that could cause actual results to differ significantly from our current expectations and risks associated with our business, including the following risks: â– title, permitting and licensing risks, including the risks of obtaining and maintaining the â– prices for energy inputs, labour, material costs, supplies and services (including shipping) validity and enforceability of necessary permits and licenses, the timing of obtaining and remaining consistent with expectations; renewing such permits and licenses, and risks of defective title to mineral property; â– speculative and uncertain nature of gold and other mineral exploration; â– risks of operating in foreign countries in which we currently or may in the future conduct â–discrepancies between actual and estimated production, mineral reserves and resources business, including controls, laws, regulations, changes in mining regimes or governments, and metallurgical recoveries; and political or economic developments; â–failure, security breaches or disruption of our information technology systems; â– volatility of global and local economic climate and geopolitical risks; â– development, mining and operational risks, including timing, hazards and losses that â– regulatory restrictions, including environmental regulatory restrictions and liability, are uninsured or uninsurable; including actual costs of reclamation; â–impact on operations of compliance and non-compliance with General Data â– changes in law and regulatory requirements or policies, including permitting, foreign Protection Regulation; investment, environmental, tax and health and safety laws and regulations; â– increased capital requirements and the ability to obtain financing; â–competition for mineral properties and merger and acquisition targets; â–share capital dilution and share price volatility; â– environmental risks, including use and transport of regulated substances; â– risks associated with maintaining substantial levels of indebtedness, including potential â– infrastructure, water, energy, equipment and other input availability and durability, and financial constraints on operations, interest rate risk and credit rating risk; their cost and impact on capital and operating costs, exploration, development and â– gold and other metal price volatility and the impact of any related hedging activities; production schedules; â– â– currency exchange fluctuations and the impact of any related hedging activities; perceptions of the local people about foreign companies operating on their land; â– ability to maintain positive relationships with the communities in which we operate and â– taxation, including change in tax laws and interpretations of tax laws; potential loss of reputation; â– financial reporting risks; â–theimpactofacquisitions,dispositions,monetization,mergers,otherbusiness â– community and non-governmental actions and regulatory risks, including the possibility combinations or transactions, including effect of changes in our portfolio of projects on of a shutdown at any of our operations; our current and future operations, capital requirements, and financial condition and ability â– risks of not meeting production and cost targets or estimates; tocompletesuchtransactions; â–subjectivityofestimatingmineralreservesandresourcesandtherelianceonavailable â– the risks that the integration of acquired businesses may take longer than expected, data and assumptions and judgments used in interpretation of such data and depletion the anticipated benefits of the integration may be less than estimated or the costs of of grades or quantities of mineral reserves; acquisition may be higher than anticipated; â– the loss of key employees and our ability to attract and retain qualified personnel; â– risk associated with co-ownership (including joint ventures); â– employee health and safety risks and potential human rights risks related to our â–litigation and arbitration risks, including the uncertainties inherent in current and future environmental impacts, economic and social disruption, security incidents, land acquisition, legal challenges we are, or may become, a party to; and indigenous peoples, access to remedy and our supply chain; â–â– impact on operations of compliance and non-compliance with anti-corruption, anti-bribery labour disputes, labour shortages and risks associated with unionized labour; andsanctionlaws. â– risks related to natural disasters and climate change; The reader is directed to the discussion set out under the heading “Risk factors in our business” in our AIF for a full discussion of these risks and uncertainties. Although we believe that the expectations reflected in the forward-looking information contained herein are reasonable and we have attempted to identify important factors that could cause actual results to differ materially from those contained in the forward-looking information, there may be other factors that cause actual results to differ materially from those which are anticipated, estimated or intended. Forward-looking statements and information is not a guarantee of future performance and actual results and future events could materially differ from those anticipated in such statements and information. We will not necessarily update this information unless we are required to do so by applicable securities laws. All forward-looking information in this Year in Review Report is qualified by these cautionary statements. REPORTING MINERAL RESOURCES AND MINERAL RESERVES The terms “mineral resource,” “measured mineral resource,” “indicated mineral resource” and “inferred mineral resource” used herein are Canadian mining terms used in accordance with National Instrument 43-101 – Standards of Disclosure for Mineral Projects (“NI 43-101”) under the guidelines set out in the Canadian Institute of Mining and Metallurgy and Petroleum (the “CIM”) Standards on Mineral Resources and Mineral Reserves, adopted by the CIM Council, as may be amended from time to time. While the terms mineral resource, measured mineral resource, indicated mineral resource and inferred mineral resource are defined by the CIM, and the CIM Definition Standards on Mineral Resources and Mineral Reserves adopted by the CIM Council, and must be disclosed according to Canadian securities regulations, the US Securities and Exchange Commission (SEC) does not recognize them under SEC Industry Guide 7 and they are not normally permitted to be used in reports and registration statements filed with the SEC. Investors should not assume that: â– any or all of a measured, indicated or inferred mineral resource will ever be upgraded to a higher category or to mineral reserves; or â– any or all of an indicated or inferred mineral resource exists or is economically feasible to mine. Mineral resources which are not mineral reserves do not have demonstrated economic viability. Under the securities regulations adopted by the Canadian Securities Administrators (CSA), estimates of inferred mineral resources generally cannot be used as the basis of feasibility or pre-feasibility studies. With respect to “indicated mineral resource” and “inferred mineral resource,” there is a great amount of uncertainty as to their existence and a great uncertainty as to their economic and legal feasibility. It cannot be assumed that all or any part of a “measured mineral resource,” “indicated mineral resource” or “inferred mineral resource” will ever be upgraded to a higher category. Information about our mineral deposits may not be comparable to similar information made public by US domestic mining companies, including information prepared according to SEC Industry Guide 7. Except as otherwise noted, Paul Skayman, FAusIMM, our Chief Operating Officer, is the “Qualified Person” under NI 43-101 responsible for preparing or supervising the preparation of, or approving the scientific or technical information contained in this Year in Review Report for all our properties.

CORPORATE INFORMATION CORPORATE INFORMATION CANADA (HEAD OFFICE) GREECE SERBIA Eldorado Gold Corporation Hellas Gold SA & Thracean South Danube Metals d.o.o 1188 Bentall 5 Gold Mining SA Bulevar Kralja Aleksandra 24 550 Burrard Street 23A Vasilissis Sofias Avenue Floor 7, Apartment 9 Vancouver, BC Athens Belgrade V6C 2B5 Canada 10674Greece 11000Serbia Tel: +1 604 687 4018 Tel: +30 214 687 0000 Tel: +38 111 715 6860 Fax: +1 604 687 4026 Fax: +30 214 687 0095 Toll-free: +1 888 353 8166 BARBADOS BRAZIL Eldorado Gold (Barbados) Limited CANADA (LAMAQUE) Unamgen Mineração e Metalurgia S/A White Park House Eldorado Gold Lamaque Avenida Olegário Maciel White Park Road 300, 3e Avenue Est 1846 – Santo Agostinho Bridgetown Val-d’Or, QC Belo Horizonte, MG BB11135 Barbados J9P 0J6Canada CEP 30180-112Brazil Tel: +1 246 271 5357 Tel: +1 819 874 3100 Tel: +55 31 2101 3750 Fax: +1 246 271 5357 Fax: +1 819 874 0051 Fax: +55 31 2101 3758 THE NETHERLANDS TURKEY ROMANIA Eldorado Gold (Netherlands) BV Tüprag Metal Madencilik Deva Gold SA Barbara Strozzilaan 101 Sanayive Ticaret A.S. No. 9 Dragos Voda Street 1083 HN, Amsterdam Iran Caddesi BL. 28, SC. A-B The Netherlands Turan Emeksiz Sok. No. 1 Deva, Hunedoara County 06700 Gaziosmanpasa 330034Romania Tel: +31 204 509 610 AnkaraTurkey Fax: +31 204 509 611 Tel: +40 25 423 3680 Tel: +90 312 468 4536 Fax: +40 25 423 3682 Fax: +90 312 468 2646 Arts Ballistic Infographics: Studios Inkpen Design:

Glossary of Acronyms, Symbols and Abbreviations °C Degrees Celsius ISO International Standards PDAC Prospectors & Developers 2P Proven and probable Organization Association of Canada Ag Silver ISO 14001 Environmental PPE Personal protective equipment Management System SDG Sustainable Development Goal Au Gold ISO 14064 International standard for B Billion GHG emissions, inventories SIA Socio-economic and verification impact assessment BAP Biodiversity Action Plan SLI Starting, lighting, ignition ISO 39001 Road Traffic Safety CDP Carbon Disclosure Project Management System t Tonne ISO 50001 Energy Management System (one thousand kilograms) CEO Chief Executive Officer Koz One thousand troy ounces tCO2e Tonne of carbon dioxide CFGS Conflict-Free Gold Standard equivalent CFO Chief Financial Officer Kt One thousand tonnes TRIFR Total Recordable Injury CIL Carbon-in-Leach LPG Liquefied petroleum gas Frequency Rate (per million man-hours worked) COO Chief Operating Officer LTI Lost-Time Injury LTIFR Lost-Time Injury Frequency Rate TSM Towards Sustainable Mining EGU European Goldfields Ltd (per million man-hours worked) UNGC United Nations Global Compact EIA Environmental impact assessment m Metre VPs Voluntary Principles on Security and Human Rights ESTMA Extractive Sector Transparency m3 Metre cubed Measures Act WGC World Gold Council M Million g Grams Zn Zinc MAC Mining Association of Canada G4 GRI’s fourth-generation Moz One million troy ounces sustainability reporting guidelines NGO Non-governmental organization GHG Greenhouse gases OECD Organisation for Economic GJ Gigajoule Co-operation and Development GRI Global Reporting Initiative OHSAS Occupational Health and Safety ICMC International Cyanide Assessment Series Management Code OHSAS 18001 Occupational Health and Safety ICMI International Cyanide Management System Management Institute oz Troy ounce (31.1 grams) ICMM International Council Pb Lead on Mining and Metals

Eldorado Gold Corporation 1188 Bentall 5 550 Burrard Street Vancouver, BC V6C 2B5 Canada Tel: +1 604 687 4018 Fax: +1 604 687 4026 Toll-free: +1 888 353 8166 eldoradogold.com TSX: ELD NYSE: EGO