Agnico Eagle Mines : Rapport sur le développement durable 2025 (2025 AgnicoEagle SustainabilityReportEN)
AEM.TO
Published on 04/30/2026 at 08:08 pm EDT
Together, We Make Mining Work
2025 Sustainability Report
Overview
Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
In This Report
About This Report
3
Sustainability Objectives
14
Messages from Leadership
4
Core Sustainability Topics
15
Performance Highlights
6
Contribution to the UN Sustainable
Operations At-a-Glance
7
Development Goals
16
Reporting Boundaries
8
Sustainability Governance Structure
18
Supplemental Information
9
Stakeholder Engagement
20
Who We Are
10
Awards and Recognition
22
Our Sustainability Commitment
11
A Message from our Executive
Risk Management and
Vice-President, Sustainability,
Monitoring System
11
People and Culture
24
Strategic Focus and
Emerging Challenges
12
Overview
Health, Safety and Wellness
Health and Safety Management 26
Hazard Identification and
Risk Assessment 28
Crisis Management and
Emergency Preparedness 30
Health, Safety and Security
Initiatives and Training 32
Health and Wellness 34
Global Health and
Safety Performance 35
Environment
Social
Nature and Natural Capital
38
Environmental Management
Energy and Climate Change
40
and Compliance
59
Water Stewardship
50
Nuisances (Air Quality, Noise
Tailings and Waste Management
55
and Vibration)
60
Circular Economy
57
Integrated Closure
61
Environmental Research
Biodiversity
64
and Development
58
Security and Human Rights 68
Our Workforce 70
Community Engagement 82
Tracking Community Engagement Feedback and Issues 87
Indigenous Relations 89
Governance
Benefit Footprint 92
Business Ethics and Transparency
97
Sustainability Supply Chain
Anti-Corruption
97
Management
100
Sustainability Compliance
Public Policy and
and Assurance
98
Government Relations
101
Disclosure Initiatives
99
Cybersecurity and Digital Privacy
102
Agnico Eagle Global
Performance Summary Data
103
On the cover: Photo by Brennan Bell - Family fun day in Rankin Inlet (Nunavut, Canada).
Overview
Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
About This Report
This 2025 Sustainability Report marks the 17th year that Agnico Eagle has published a detailed account of our health, safety, environmental and social performance.
Agnico Eagle's Sustainability Report is intended to provide information on the Company's oversight, strategy, practices and risk management approach to key sustainability topics and to report on the sustainability performance of our operating mines. This report reflects performance from January 1 to December 31, 2025, of mining assets under Agnico Eagle's operational control as of December 31, 2025. Details of the reporting boundaries for the 2025 Sustainability Report are provided on page 8.
The report includes mining industry-specific indicators from the Sustainability Accounting Standards Board (SASB) Metals and Mining disclosures and metrics, and selected indicators in reference to the Global Reporting Initiative (GRI) standards.
A three-year global performance summary of key performance indicators is included on page 103 of this report.
Our 2025 GRI and SASB index, along with disclosures of performance indicators by operation, are available on our website.
Unless otherwise specified, all funds are reported in US dollars, and all information in this report is as of December 31, 2025.
Together, We Make Mining Work
Our 2025 sustainability report theme, "Together, We Make Mining Work", reflects our belief that responsible mining is built through collaboration. For more than 65 years, Agnico Eagle has understood that our success depends on the strength of our relationships with employees, Indigenous Peoples, communities, partners and stakeholders. Mining can only create lasting value
when it is informed by many voices, guided by shared priorities and grounded in mutual trust. In 2025, we reaffirmed our commitment to working side-by-side to advance innovation, mitigate our impact on the environment, support resilient communities and ensure that the benefits of mining are shared by our stakeholders.
Canadian-based and led, Agnico Eagle is Canada's largest mining company and the second largest gold producer in the world, operating mines in Canada, Australia, Finland and Mexico. The Company is advancing a pipeline of high-quality development projects in these regions to support sustainable growth over the next decade. Agnico Eagle is a partner of choice within the mining industry, recognized globally for its leading sustainability practices. Agnico Eagle was
founded in 1957 and has consistently created value for its shareholders, declaring a cash dividend every year since 1983.
Visit our website for our comprehensive performance data tables at https://www.agnicoeagle.com/English/sustainability/reports-disclosures-and-policies/default.aspx
CST
Core Sustainability Topics
Overview
Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Messages from Leadership
A Message from
Our President & CEO
Ammar Al-Joundi
President and CEO
At Agnico Eagle, our purpose is captured in a simple idea: together, we make mining work. This means creating lasting value not only for our shareholders, but also for our employees, the communities and Indigenous partners we work with, and the environment in which we operate.
Sustainability is integrated to how we run our business. Mining succeeds when it is done responsibly - when we build trust, operate safely, protect the environment and contribute
meaningfully to local and regional economies. These priorities are interconnected and guide our decisions.
Our strategy reflects this approach. As a long-term regional operator, we invest in jurisdictions where we can build enduring partnerships and operate for decades. Success depends on strong relationships, including with Indigenous Peoples, and on maintaining the confidence of those in the regions where we operate.
In 2025, we continued to strengthen our business. We continued our journey Towards Zero Accidents by focusing on risk mitigation, deepened relationships with our partners and continued to invest in innovation and operational improvements. These efforts are critical to maintaining a resilient and responsible organization.
We also recognize the broader context in which we operate. Attracting the next generation of people is essential, and we must continue to demonstrate that mining offers meaningful and rewarding careers. Demand for responsibly produced minerals continues to grow, alongside expectations for how they are
developed. Progress in areas such as energy and infrastructure will also require coordinated action beyond any one organization.
Responsible mining is not a trend; it is fundamental to how we operate. As expectations continue to evolve, we apply our values through strong partnerships with stakeholders and rightsholders to deliver enduring value and support the long-term well-being of the regions in which we work.
Sustainability is both a responsibility and an opportunity - one we are proud to advance together.
Overview
Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Messages from Leadership
A Message from Deborah McCombe, Chair of the
HSESD Committee of the Board
Sustainability is integral to how Agnico Eagle manages risk, oversees performance and plans for the future. At the Board level, this is reflected in our approach to governance, oversight and longterm value creation.
Through the Health, Safety, Environment and Sustainable Development Committee, the Board monitors key areas including safety, environmental performance, community engagement and emerging risks. Our role is to ensure these elements are integrated into decision-making in a consistent and disciplined way, supported by transparency and accountability.
A key consideration in our oversight is social acceptability. Our ability to operate and grow depends on maintaining trust with stakeholders and rightsholders, including Indigenous Peoples. This requires ongoing engagement, open dialogue and responsiveness to concerns. These relationships are closely monitored, recognizing their importance to long-term stability.
Health and safety remain a central priority and a core part of Agnico Eagle's culture. The Committee regularly reviews
performance trends, with a focus on strengthening awareness of critical risks, reinforcing safe practices and supporting continuous learning across operations. Maintaining a strong safety culture requires engagement at all levels of the organization and sustained attention to how work is carried out day to day.
Direct engagement remains an important part of our work. In 2025, the Board visited Macassa in Ontario, where we met with employees and observed how policies and practices are applied at site. These visits provide valuable insight into operational realities
- from safety systems to workforce development and community engagement - and help inform our oversight.
The Committee also continues to focus on relationships with Indigenous Peoples. Progress on the Reconciliation Action Plan and the establishment of an Indigenous Advisory Committee reflect ongoing efforts to strengthen governance and engagement in this area. Participation through employment, training and business partnerships supports more inclusive and durable outcomes.
Climate-related matters continue to be reviewed at the Board level, with attention to performance, risks and the practical factors influencing progress, including access to infrastructure and evolving technologies.
As expectations continue to shift, our priority is to provide clear oversight, reinforce accountability and support management in navigating an increasingly complex operating environment.
On behalf of the Board, I would like to thank employees across Agnico Eagle for their continued commitment. Their efforts strengthen our performance and help maintain the trust that underpins our operations.
Overview
Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Performance Highlights
We hold ourselves accountable for improved performance over time, ensuring rigorous and progressive oversight of high-performance standards in health, safety, environment and community relations.
2023
2024
2025
Performance1
Health, Safety Workforce Total Recordable Injury Frequency2
4.30
5.14
4.83
and Wellness Employee Total Recordable Injury Frequency2
(See page 25 for more details)
3.08
4.67
3.77
Fatalities
0
0
1
2023
2024
2025
Performance
Environmental Total Tonnes CO2e
1.34M
1.32M
1.36M
Stewardship tCO e/oz
2
(See page 37 for more details)
0.38
0.38
0.39
Significant Environmental Incidents
0
0
0
Percent Water Reused and Recycled
71%
68%
74%
2023
2024
2025
Performance
Our People Proportion of Women in the Workforce
15%
15%
15%
(See page 67 for more details)
Local3 Employment
66%
67%
73%
Indigenous Employees
649
646
683
2023
2024
2025
Performance
Communities
Number of Significant Disputes
0
0
1
(See page 82 for more details)
Operations Payments to Local3 Suppliers
1.87B
1.87B
2.02B
Performance is based on meeting the 2025 target for the year (see page 14) or where targets are absent, change in performance over the last three years.
Per 1,000,000 hours worked. Data for Workforce Total Recordable Injury Frequency includes employees and contractors.
Definition for our local boundaries is provided in our Sustainability Performance Data Workbook.
Overview
Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Operations At-a-Glance
2025 Production
3.45M
Gold (in ounces)
2.50M
Silver (in ounces)
8.45K
Zinc (in tonnes)
5.39K
Copper (in tonnes)
ONTARIO
12
QUEBEC
4
14
5 13
1 2
3
Agnico Eagle's operating mines are located in Canada, Australia, Finland and Mexico and we continue to execute on our strategy of building a high-quality, low-risk sustainable business in favourable mining jurisdictions with strong geological potential and stable political environments.
FINLAND
11
7
9
6
CANADA
MEXICO
10
15
16
AUSTRALIA
8
1
2
3
4
5
Detour Lake Macassa
Meliadine Meadowbank Fosterville Kittilä
6
7
8
9
10
Pinos Altos
11 Hope Bay
12 Hammond Reef
13 Upper Beaver
14 Timmins East
15 San Nicolás (50%)
16 Northern Territory
1. References to operations in this report are to the relevant complexes, mines or projects as listed.
Overview
Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Reporting Boundaries
Over time, our operating portfolio and associated sustainability contributions, impacts and responsibilities have evolved. We
report a range of ESG metrics and monitor performance on a year-over-year basis. We review historical data and, where necessary, restate significant differences. This Sustainability Report includes information from operating sites where the Company has operational control.
Sites included in reporting boundary
Fosterville
LaRonde, Goldex (includes Akasaba West), Canadian Malartic (includes Odyssey)
Meadowbank, Meliadine, Hope Bay1
Macassa, Detour Lake
Kittilä
Pinos Altos (includes Creston Mascota)
Additional Information
On March 18, 2025, Agnico Eagle acquired the Marban Alliance property, which is adjacent to Canadian Malartic, through completion of the acquisition of O3 Mining Inc.
La India ceased mining operations in the fourth quarter of 2024. Unless otherwise specified, data from La India is no longer included in our sustainability metrics.
On March 31, 2023, the Company acquired Yamana Gold Inc.'s Canadian assets, including 100% of Canadian Malartic (previously 50% owned by Agnico Eagle). Unless specified otherwise, full-year Canadian Malartic data is included in Agnico Eagle's ESG performance for 2023-2025 and excluded for 2021-2022. Energy and greenhouse gas data were restated as of 2021 to include Canadian Malartic.
Data from administrative offices, smaller exploration projects and closed sites is generally limited to health and safety, workforce and economic reporting, unless otherwise specified.
Akasaba West began production in the first quarter of 2024. Akasaba West data is incorporated into the Goldex dataset beginning in 2024, with the exception of energy and GHG data, which are included starting in 2025.
The figures presented reflect information available at the time of reporting. Data may be updated or revised in future periods, and any material changes will be communicated through a restatement. Due to rounding, minor differences may occur in reported totals.
1. Hope Bay was placed on care and maintenance in 2021 and is currently an advanced exploration site. Pending a construction decision, the site is included in our sustainability metrics. Any current or forward-looking statements related to active operations do not include this site. We continue to monitor and assess impacts of smaller development projects and closed sites on sustainability reporting and are working to improve data availability for non-operating assets.
Overview
Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Supplemental Information
Agnico Eagle's approach to sustainability reporting is to disclose information on its sustainability impacts and opportunities in a manner that is consistent, comprehensive and publicly accessible. To address the varied needs of stakeholders, sustainability-related information is disclosed across multiple platforms in addition to the Company's annual Sustainability Report. The sections below
summarize where additional sustainability-related information can be found. If you are unable to locate specific information, please contact [email protected].
Each year, we provide an index in our Sustainability Performance Workbook that outlines the GRI and SASB standards used, and indicates where to find relevant disclosures.
Relevant GRI and SASB indicators are also identified throughout this report in analyst corners.
Annual global- and site-level performance data is provided in Microsoft Excel format in the Sustainability Performance Workbook, which is available on our website.
A three-year performance summary of key sustainability performance data is included at the end of this report.
Additional stories and updates on sustainability initiatives are available on our website.
Additional information on annual financial results is available in our 2025
Annual Report. Executive compensation information is provided in our 2026
Management Proxy Circular. Financial risks disclosures are included in the Annual Information Form, and information on payments to governments is disclosed in our ESTMA reports.
Additional information on tailings management, including a list of tailings storage facilities and risk evaluation details, is provided in our 2025 Tailings Summary Report.
Further details on climate-related disclosures are available in our most recent Climate Action Report.
Facility-level Towards Sustainable Mining (TSM) results for Energy and GHG Emission Management, Water Stewardship and Biodiversity Conservation Management protocols are included at the end of this report and are also available on the Mining Association of Canada (MAC) website.
Information on our human rights approach and actions is available in our Conflict-Free Gold Report, our Report on Voluntary Principles
on Security and Human Rights and our report on Modern Slavery.
Many of our mine sites maintain regional websites and social media channels that provide additional information on operational activities, including stakeholder engagement, project development and career opportunities.
Access to these regional pages is available through our corporate website.
Overview
Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Who We Are
FAMILY
TRUST
RESPECT
RESPONSIBILITY
Our Values
At Agnico Eagle it's very simple; we are committed to creating a culture that is grounded in our history and based on the importance of doing the right thing.
EQUITY
Our Guiding Principles Our Business Strategy
Agnico Eagle developed Guiding Principles based on our values to reinforce our management approach and culture. These principles reflect how we live our values and what makes us successful.
We value safe work as core to the sustainability and success of our business.
We are open and transparent with stakeholders.
We hold our people to the highest standards of honesty and responsibility.
We strive to implement best practices and continuous performance improvement.
We foster open, honest discussions before making decisions.
We encourage local decision-making, maintaining our entrepreneurial and innovative spirit.
We encourage collaboration at all levels of the organization.
We strive to maintain a simple business with practices based on common sense.
We ensure clarity of roles and responsibility to maximize collaboration.
We make sure that employees and management are aligned on the Company's priorities.
Agnico Eagle's mission is to build a high-quality, easy to understand business - one that generates superior long-term returns for our shareholders, creates a great place to work for our employees and contributes positively to the communities in which we operate. Our leadership team will continue to deliver on this mission and reflect the values that have propelled our Company into a position of leadership in the global business community.
Overview
Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Our Sustainability Commitment
At the core of our Sustainability Policy, we are committed to creating value for our shareholders while operating in a safe, sustainable and environmentally responsible manner, contributing to the prosperity of our employees, their families and the communities where we operate, and respecting the human rights, culture, customs and values of those impacted by our activities.
Sustainability is a fundamental consideration during all phases
of operations from exploration to reclamation. We assess potential impacts, risks and opportunities associated with our activities across the whole life cycle of our projects and operations, including the potential impacts of possible acquisition and divestiture decisions.
Sustainability Policy
Anti-Corruption and Anti-Bribery Policy
Code of Business Conduct and Ethics
Supplier Code of Conduct
Indigenous Peoples Engagement Policy
Inclusive Workplace Policy
Tailings Management Policy
Water Management Policy
Confidential Anonymous Complaint Reporting Policy
Privacy Policy
Accessibility Policy
Risk Management & Monitoring System
The Risk Management and Monitoring System (RMMS) is the foundation for managing the commitments set out in our Sustainability Policy, as well as the international initiatives, principles, codes and programs to which we adhere. The RMMS is a continuous improvement management system
based on the plan-do-check-act cycle. It supports the integration of sustainability principles into decision-making processes and day-to-day activities and promotes consistency and performance across the organization.
Overview
Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Strategic Focus & Emerging Challenges
Our strategic focus is guided by Agnico Eagle's values, business priorities, Sustainability Policy, sustainability commitments and the sustainability topics we determine to be material. As we operate our mines and grow our business, it is important that we have a thorough understanding of important economic, environmental and societal topics impacting our business as well as understand the significance of our impacts as listed in our Sustainability Materiality Assessment. We manage sustainability-related risks and pursue sustainability-related opportunities in alignment with our business strategy and where we believe we can have the greatest impact.
These efforts focus on topics that are important to stakeholders in the regions where we operate.
Strategic Focus Areas
Health, Safety & Wellness
While we continue to make progress in health and safety performance, this was overshadowed by the tragic loss of a contractor in Australia in December 2025. We are accountable for the health and safety of employees and contractors at our sites and strive to do better. Our efforts are guided by our Towards Zero Accidents initiative, an approach focused on understanding major hazards and critical controls in order to improve workplace safety. Launched in 2020, the initiative continues to evolve and inform our approach to reducing accidents across our operations.
Learn more on page 25
Crisis Management
We aim to provide a safe workplace, while recognizing there is always the potential for unplanned outcomes. Being prepared to respond quickly to a crisis or an emergency remains a key element of responding to, and recovering from, unexpected events that may disrupt our operations or impact employees, local communities and the environment.
Maintaining highly skilled emergency response teams, training employees and contractors on protocols and procedures, and demonstrating active leadership in the field help support the health and safety of our people, protect the environment, and maintain the integrity and operational continuity of our assets. We have a Corporate Crisis Management Plan and all operations maintain Emergency Response Plans including response
checklists and defined roles and responsibilities. Scenario training is undertaken with appropriate individuals at the operations
and at corporate. Each site has plans specific to its unique operational circumstances, to support emergency response and communication between local and corporate teams.
Learn more on page 30
Climate Change, Energy & Emissions
A changing climate affects the physical environment and our cost of doing business. Agnico Eagle is taking steps to manage
climate-related risks, decarbonize our operations, and support the transition to a lower-carbon economy. We have reported on climate in our sustainability disclosures since 2009 and released our first Climate Action Report in 2023 and continue to review and refine our approach as circumstances and expectations evolve.
Learn more on page 40
Resource Stewardship
Optimizing the use of resources such as water and energy can help reduce operating costs, support regulatory compliance and protect local ecosystems. Continuous improvement is embedded in our RMMS. Across our operations, we assess opportunities to improve our consumption of resources, and plan future projects to include these efficiencies.
Learn more on page 43
Innovation Research & Development
Environment-related projects have been an important part of Agnico Eagle's research and development program for decades. Through partnerships with universities and research institutions, we assess new technologies and approaches that can be applied at our operations, including initiatives related to decarbonization. These projects target improved environmental performance, contribute to the advancement of industry practices, and provide learning and skills development opportunities for the next generation of talent.
Learn more on page 58
Water Stewardship
Access to safe water is a fundamental human right, and responsible water management is a key aspect of responsible mining. We are committed to responsible water use and protection. Our approach and commitment to water stewardship are guided by our Water Management Corporate Standard, Water Management Policy, Operational Water Management Framework, and TSM's Water Stewardship Protocol.
We aim to help safeguard local water supplies, support ecosystem health, and reduce potential risks associated with water scarcity or water pollution.
Learn more on page 50
Overview
Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Inclusive Workplace
We are grounded in our core values of Family, Trust, Respect, Responsibility, and Equity and commited to fostering a workplace that champions inclusion while promoting equity and valuing diversity. We implement initiatives and programs to attract, retain, and promote inclusivity.
To hold ourselves accountable, we provide transparent reporting on workforce diversity and pay equity to support accountability and informed decision-making. We promote a culture of inclusion where individuals feel valued, respected and empowered to contribute their individual perspectives and skills.
Learn more on page 72
Human Capital & People Development
People are key to the success of our business today and in the years to come. By leveraging our existing talent and providing opportunities for career development, training and skills development, we support our workforce and attract individuals with the capabilities needed to meet evolving business needs.
In some of the regions where we operate, access to educational opportunities can be limited. Through on-the-job training and support to local training centres, we help develop skills that support career development at Agnico Eagle and provide transferable experience that may be applied in other employment opportunities.
Learn more on page 78
Community Relations & Satisfaction
Fostering respectful community relations and good satisfaction levels is a focus for Agnico Eagle. Building and maintaining constructive relationships with local stakeholders and rightsholders supports our project pipeline and operations, contributing to shared economic opportunities. Building upon the learnings from Canadian Malartic's successful development of a Good Neighbour Guide in 2016, LaRonde and Goldex successfully launched similar programs. Leveraging these successes, we have continued to engage with communities to bring this model to other operations. In 2025, we performed our first perception survey with the communities in regions where we operate.
Learn more on page 82
Indigenous Rights & Relationships
Agnico Eagle's reconciliation journey began in Canada and has since expanded globally, with many of our operations and
offices located on the traditional territories of various Indigenous Peoples. In 2024, we released our first Reconciliation Action Plan, which outlines our approach to reconciliation with Indigenous communities. In 2025, implementation continued across our sites, and we are preparing a progress report to support transparency and continuous improvement.
Learn more on page 89
Contribute to Prosperity
We believe in contributing to the prosperity of our employees, their families and the communities in which we operate. We offer employment opportunities with competitive compensation and comprehensive benefits plans that support our employees and their families. We work closely with local communities to help ensure our investments and donations support initiatives and programs that contribute to the sustainable development of their regions and align with local priorities.
Learn more on page 92
Emerging Challenges
Mining faces challenges that evolve over time. Topics such as health and safety, tailings management, and social licence to operate remain ever-present and require sustained attention and adaptation. At the same time, new challenges emerge as environmental, technological and regulatory conditions change, including the increasing use of digital technologies and artificial intelligence across the industry. Addressing both ongoing and emerging issues is important to the sustainable development of the mining sector.
Attracting Talent
Attracting young people to the mining industry can be challenging due to misperceptions, which can discourage some from considering mining as a career option.1 Many mining roles are located in remote regions, away from urban centres which contributes to a lack of awareness of the multitude of job opportunities available in the industry. This geographical distance, combined with limited awareness of modern, sustainable mining practices and career pathways, can affect the industry's ability
to attract talent. To help address these challenges, we engage with educational institutions at multiple levels and the Mining Industry Human Resources Council (MiHR) to raise awareness of technological advancements and the range of career opportunities available in exploration and mining. We continue to invest in student and apprenticeship programs and work to broaden our talent pool by attracting more Indigenous Peoples and women to our workforce.
Integrated Closure
Mine closure is a complex phase of the mining lifecycle, involving operational changes that can affect employees, local communities and the surrounding environment. We engage with our workforce and impacted communities prior to closure to support workforce transition planning and to discuss considerations related to future land use. During operations, we advance progressive reclamation activities and the development and implementation of long-term environmental monitoring, which are key aspects of responsible mine closure.
1. Mindjimba, A. (2026). The labour crisis is coming: Will Canadian miners be ready in time? Canadian Mining Journal.
Overview
Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Sustainability Objectives
To support progress across our strategic focus areas, Agnico Eagle establishes objectives that align with our values, business strategy and Sustainability Policy. These objectives provide a structured way to monitor performance, strengthen accountability and ensure that our actions reflect our commitments.
Our objectives are meaningful, achievable and aligned with the sustainability topics most relevant to our stakeholders and our operations. By meeting these objectives, we aim to strengthen our production base, create value for shareholders, and contribute to the social, environmental and economic well-being of our employees and the communities in which we operate.
Operate a Safe and Healthy Workplace
Respect the Environment
Respect Employees
Respect Communities
Zero fatalities
Towards Zero Accidents (Medical aid and above)
Towards Zero Significant Incidents3 (Major and above)
Towards Net Zero
Foster Employee Engagement
Foster Inclusivity
Foster Positive Community Relations
and Social Acceptance
Towards Reconciliation
One fatality
GCIFR1 in 2025 was 2.65 compared to 2.47 in 2024.
TRIFR2 in 2025 was 4.83 compared to 5.14 in 2024.
Incident Cause Analysis Method (ICAM) Quality review completed across the organization.
Bowtie Methodology implemented across the organization.
No significant environmental incidents occurred.
Operational Water Management Framework (OWMF) was updated to clarify and the criteria was adjusted. Most sites demonstrated an improvement even with the more stringent criteria.
Tailings governance updated to include in-pit tailings facilities. Independent Review Board meetings were held for in-pit tailings facilities at Canadian Malartic and Pinos Altos.
15 carbon reduction opportunity projects selected using the company wide prioritisation process for further evaluation.
In 2025, GHG emissions totaled 1.36M tonnes of CO2e with an intensity of 0.39 tonnes of CO2e per ounce of gold.
Power Purchase Agreement signed for a wind energy project at Hope Bay.
Certification by Great Place To Work (GPTW) was achieved for the first time in Canada and for the 15th time in Mexico.
GPTW employee participation increased by 7% compared to 2024.
Addressed the gaps that were identified through an internal assessment against the TSM Equitable Diverse and Inclusive (EDI) Protocol.
Inclusive Workplace Policy renewed, demonstrating our commitment to embedding inclusion. Communicated our strategy globally and established a community of practice.
All grievances were addressed within 30 days.
The first social performance measurement was launched in Australia and in Canada (Quebec, Ontario and Nunavut) with the support of an independent firm.
Implementation of Agnico Eagle's Reconciliation Action Plan with Indigenous Peoples progressed during the year.
Over 5,000 hours of Indigenous Cultural Awareness Training were delivered, and over 200 related activities were held across the Company.
Global Combined Injury Frequency Rate (GCIFR) includes lost-time and restricted work for employees and contractors per one million hours worked.
Total Recordable Injury Frequency Rate (TRIFR) includes lost-time, restricted work and medical aids for employees and contractors per one million hours worked.
Refers to an incident with a major or extreme/critical consequence according to our Agnico Eagle Consequence and Probability Matrix.
Overview
Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Core Sustainability Topics
The sustainability reporting requirements, in some jurisdictions, are moving towards focusing on topics that are material or double material. Materiality identifies the sustainability issues most significant to our business and stakeholders, while double materiality considers both how these issues affect the company and how the company's activities impact people and the
environment. However, we recognize that many sustainability topics are interrelated and that the priority and significance of impacts may vary across stakeholder groups and individual operations.
In our initiatives and reporting, we strive to balance global and regional perspectives while emphasizing the interconnection of relevant topics.
To support our sustainability commitments and provide high-quality reporting, in this report we focus on the sustainability topics that are part of our strategic focus areas and that have been identified as relevant to mining sector by the various voluntary organizations we have committed to for performance and disclosure (discussed on page 98).
Core Sustainability Topics
Health, Safety & Wellness
Health, Safety & Wellness
Environment
Social
Biodiversity
Climate Change, Energy & Emissions
Community Relations & Satisfaction
Indigenous Rights & Relationships
Environmental Management & Compliance
Nuisances (Air Quality, Noise, Vibrations)
Security & Human Rights
Benefit Footprint
Tailings & Waste Management
Water Stewardship
Labour Relations
Human Capital & People Development
Integrated Closure
Circularity
Diversity Equity
& Inclusion
Governance
Business Ethics
& Transparency
Sustainability Supply Chain Management
Public Policy & Government Relations
Customer & Product
Responsibility
Cybersecurity &
Digital Privacy
GRI 3-2
CST
Overview
Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Contribution to the UN Sustainable Development Goals
The United Nations Sustainable Development Goals (UN SDGs) are a universal set of 17 goals, 169 targets and 230 related indicators aimed at eliminating poverty, protecting the environment and providing a blueprint for peace and prosperity for society.
We recognize that we have a role to play in contributing to the UN SDGs and a responsibility to enhance the quality of life in the
areas where we operate. Our activities may contribute, directly and indirectly, to each of the 17 UN SDGs; however, the nature and significance of our potential impact varies.
Examples of related contributions and impacts
We aim to ensure our workforce has the knowledge, tools and training necessary to perform their duties in a safe manner, and implement well-being programs to promote and support healthy lives.
We have several ongoing programs aimed at mitigating risks, reducing the numbers of injuries on site and supporting the wellness of our employees. We continued our community investments, focusing on vulnerable groups and advancing health care research.
We support socio-economic development in the regions where we operate by providing employment and business opportunities and implementing community investment programs that focus on local economic development, even after mining ceases.
In 2025, our combined local spending totaled over
$2.02 billion. Local employment in several operating regions exceeded 90%. Career development, training and recruitment initiatives continue to support workforce development and employment opportunities within local communities.
improving energy efficiency and implementing our climate strategy.
Life on Land Under the TSM Biodiversity Conservation Protocol, our operations identify opportunities to manage biodiversity impacts, using the mitigation hierarchy to limit ecological disturbance.
Our combined emission intensity (0.39 tonnes of CO2e per ounce of gold in 2025) and our net emissions (1.36M tonnes of CO2e) remained consistent over recent years. We are working to decarbonize our operations and reduce our overall carbon footprint as we work toward net-zero.
The total area physically disturbed by our mining activities is approximately 13,000 hectares. We continue to rehabilitate areas where mining has ceased and collaborate on biodiversity-related research initiatives (see page 58).
Overview
Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Unlocking Collective Impact: The Power of Partnership
Agnico Eagle has a long history of partnering with communities, governments, non-profit organizations and the private sector to collaborate on projects and initiatives that support positive, lasting outcomes. Embracing these partnerships helps amplify impact, encourage innovation and makes more effective use of shared resources. By listening and working closely with partners, we gain a deeper understanding of local priorities and needs. These relationships strengthen our ability to support the sustainable development of the regions where we operate.
In July 2025, Agnico Eagle signed a collaboration agreement with the Anishnabe Nation Council of Lac Simon and the Anicinapek Council of Kitcisakik regarding Akasaba West (Quebec). This agreement sets out different measures to support the participation of these two First Nations in the mine's activities, including training and employment, environmental protection and business opportunities.
Examples of Partnerships and Collaboration Projects
Nunavut
In 2023, Agnico Eagle launched the Inunnguiniq Project and partnered with the Arctic Rose Foundation, Ilitaqsiniq, and the Breakfast Club of Canada. Since then, the Arctic Rose Foundation has expanded their Messy Book programs to two additional communities in the Kivalliq region, trained and hired eight students to support program delivery and, further refined their Cultural Cognizance training. Additionally, all 22 schools across the Kivalliq and the Kitikmeot regions have onboarded the Breakfast Club of Canada Program.
Quebec
A joint research program focused on critical infrastructure reclamation in northern climates was launched in collaboration with the University of Quebec in Abitibi-Témiscamingue, Polytechnique Montreal and six industrial partners, bringing together academic and industry expertise. In 2025, Agnico Eagle renewed our commitment to support RIME for an additional seven years with an annual contribution of CAD $550,000.
Mexico
At Pinos Altos, the community relations team holds an annual visual health campaign in partnership with local organizations and authorities, helping improve access to vision care for neighbouring communities.
Finland
The 4H Association in Finland offers leisure and development activities for children and young people aged six and up. Ongoing support from Kittilä helps the association to develop and deliver these programs locally.
Ontario
Agnico Eagle's contributions to the Princess Margaret Cancer Centre support innovative research focused on
improving cancer detection and treatment, contributing to ongoing efforts to advance patient care and outcomes.
Australia
Through the Agnico Eagle Australia Community Partnership Program, the Company has supported Boys to the Bush for two years as it expands programs that provide at-risk boys with a supportive, distraction-free environment that fosters resilience, connection and opportunity.
Overview
Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Sustainability Governance Structure
Sustainability governance is integrated across the Board, executive and operational levels. Agnico Eagle's governance structure is illustrated in Figure 1. Our governance structure establishes
clear lines of accountability, provides us the flexibility to adapt to unforeseen circumstances and supports the consideration of sustainability across the business.
At the Board level, sustainability matters are reviewed by the Health, Safety, Environment and Sustainable Development (HSESD) Committee at each quarterly Board meeting.
At the executive level, corporate oversight and implementation of the sustainability program are the direct responsibility of
the Executive Vice-President, Sustainability, People & Culture,
who reports directly to the President and CEO. The corporate sustainability team is responsible for overseeing the sustainability strategy and, in collaboration with operations and corporate teams, supports the setting and implementation of goals and the measurement of progress against key performance indicators.
At the operational level, processes are in place to integrate sustainability considerations into day-to-day management, including the implementation of TSM protocols, as well as risk assessment and mitigation. General Managers are responsible at the site level for implementing the RMMS, adhering to the Sustainability Policy and supporting continuous improvement toward sustainability objectives.
Role of HSESD
Committee
The HSESD Committee of the Board of Directors oversees health, safety, environmental and corporate social responsibility strategies, policies, programs and performance. In this role, the HSESD Committee supports the Board in monitoring and reviewing risks and compliance matters. The Committee also encourages the adoption of best practices in mining operations,
the promotion of a healthy and safe work environment and the development and implementation of environmentally and socially responsible practices.
Additional details on the role of the HSESD Committee are outlined in Agnico Eagle's Health, Safety, Environment and Sustainable Development Committee Charter available on our website.
Citizens from a neighbouring community doing a guided tour of LaRonde's tailings storage facilities (Quebec, Canada)
Overview
Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Figure 1
Corporate Governance
Committee
Audit
Committee
Technical
Committee
Board of Directors
HSESD Committee
CEO/President
Compensation
Committee
Executive Vice-President,
Sustainability, People & Culture
Vice-President, Health, Safety, Vice-President, Sustainability Vice-President, Environment
Social Affairs & People & Regulatory Affairs & Critical Infrastructures
General Managers
Accountable for: Operation Specific RMMS Implementation and Performance
Community Environment
Relations Teams Teams
Climate Action
Teams
Health & Safety Human Resource
Teams
Teams
ESG Performance Incentives
GRI 2-9, GRI 2-12
CST
All operations have remuneration incentives linked to health, safety and environmental objectives. Short-term incentive compensation (i.e., annual bonus) for the Named Executive Officers is broadly based on the Company's three pillars: people, performance and pipeline. For the year ended December 31, 2025, 25% of the short-term incentive plan was linked to sustainability performance.
Additional details on executive compensation are available in our 2026 Management Proxy Circular.
As of April 30, 2026.
Overview
Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Stakeholder Engagement
Engagement with our stakeholders - from local communities and rightsholders, to our investors - supports mutual understanding of interests, concerns and objectives, while also strengthening relationships throughout the mining life cycle.
Agnico Eagle seeks to address the evolving needs and priorities of our business while also considering those of stakeholders.
Our approach is to foster open, transparent and respectful dialogue that encourages collaboration and builds long-term trust-based relationships. Direct engagement with local stakeholders is supported through our presence in the communities, open dialogue, information and consultation sessions, social media, engagement with local media and access to a confidential grievance reporting mechanism.
Stakeholder Advisory Committee
Our Stakeholder Advisory Committee (SAC) provides feedback on our corporate social responsibility efforts and helps us make strategic adjustments to stakeholder engagement activities.
The SAC is composed of independent members drawn from a range of stakeholder groups and is intended to be representative of civil society.
Members bring expertise in areas such as sustainability, community development, Indigenous affairs, mining, reporting and governance. The SAC has met annually since being established in 2011 and supports the Company's efforts to engage stakeholders on a regular basis and in a meaningful way.
2025 SAC
Participants
2
members identify as Indigenous
1
Youth member
83%
of members are female
2025 SAC Key Recommendation Highlights
Provide clearer climate transition pathways, on a site-by-site basis where practicable, and quantify contributions toward the 30% by 2030 target.
Expand disclosure on key levers, dependencies and assumptions underpinning decarbonization pathways, including factors such as grid decarbonization, permitting and original equipment manufacturer (OEM) readiness.
Continue with responsible AI use, keeping human oversight and the user central to applications and disclosures.
Incorporate child and youth voices into climate and sustainability work, and consider vulnerable groups (e.g.,
pregnant and breastfeeding mothers) in environmental impact assessments.
Elevate transparency on post-closure transition plans and measures that sustain community and economic well-being after the mine closes.
Communicate more proactively to the market about post-closure and community well-being.
Define community success metrics post-closure.
Provide more details and contextualize incident trends and safety performance.
Overview
Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
2025 Stakeholder Engagement Summary
Key Topics
Workforce availability, productivity and longterm sustainable employment
Employee engagement
Diversity, equity and inclusion (DEI) plan implementation
Integration of employees following acquisitions
Our Response
Continue to hire locally and provide employee training and development programs.
Analyzed GPTW engagement survey results and developed improvement plans.
Progressed the action plan to address regional gaps and align with the TSM EDI Protocol.
Continued efforts to harmonize total rewards, systems, policies and processes to support effective integration activities.
Key Topics
Community consultation
Community cohabitation
Community support
Our Response
Provided information, consulted and collaborated with communities on activities to enhance social and economic benefits and mitigate potential negative impacts.
Actively engaged with and addressed concerns of local communities.
Established open communication channels with communities from early stages
of exploration.
Provided training and support to our workforce, from exploration through operation and closure, on community engagement best practices.
Consulted with communities to align support and donations with local priorities and identify partnership opportunities.
Key Topics
Reconciliation
Collaboration and benefit agreements
Indigenous employment
Our Response
Continued implementation of the Reconciliation Action Plan with Indigenous Peoples.
Delivered cultural awareness training and activities across the workforce.
Conducted ongoing negotiations and discussions with Indigenous groups on collaboration and benefit agreements.
Implemented site-level initiatives to facilitate inclusivity in the workplace for hiring and retention of Indigenous employees.
Communicated using plain and accessible language, incorporating more visuals
and where practical, communicated in local languages.
Key Topics
Socio-economic development at local, regional, provincial/state/territorial and national levels
Environment, energy and climate
Employment, education and training
Indigenous relations and economic reconciliation
Community support and infrastructure
Responsible mining development
Innovation and technology
Our Response
Raised awareness with government officials with respect to the Company's development plans for mining projects in Canada, including employment and training opportunities, benefits for Indigenous Peoples and local communities, and the Company's consultation and environmental management programs.
Leveraged opportunities to advance employment and training, foster Indigenous reconciliation, drive innovation, support the energy transition and promote economic and community development across Nunavut, Ontario, and Quebec.
Raised awareness on the importance of an efficient regulatory system and a policy environment that attracts investment and
supports responsible mineral development.
Key Topics
Climate risk and climate action plan
Business sustainability
Risk management
Health and safety
Governance
Indigenous relationships
Our Response
Continued to develop opportunities to enhance our decarbonization pathway to meet our target of 30% reduction of scope 1 and 2 emissions by 2030 and our 2050 net-zero ambition.
Organized ESG-focused investor meetings to provide updates on business sustainability and risk management.
Engaged with investors on governance matters, including executive compensation.
Continued the Towards Zero Accidents initiative, focusing on leading indicators and boots in the field to improve safety performance.
Implemented our inaugural Reconciliation Action Plan and maintained ongoing engagement with Indigenous Peoples.
Key Topics
Increased opportunities for local and Indigenous businesses
Supply chain resilience
Pathway to decarbonization
Our Response
Contracted work with and supported local and Indigenous businesses.
Collaborated with suppliers to identify and mitigate supply chain risks.
Continued electrification journey by working closely with our supply chain in assessing and ordering battery electric vehicle
(BEV) equipment.
GRI 2-29
CST
Overview
Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Awards and Recognition
Health and Safety
Supervisors from our Quebec operations were recognized by the Quebec Mining Association (AMQ)
for their outstanding commitment to workplace health and safety.
La India received the Silver Helmet Award from the Mexican Mining Chamber (CAMIMEX) for excellence in health and safety performance.
Meliadine and Meadowbank Mine Rescue teams placed first in multiple categories
at the 2025 Northern Mine Rescue Competition.
Macassa won the Kirkland Lake District Mine Rescue Competition.
At the Quebec Provincial Mine Rescue Competition, LaRonde placed first, followed by Goldex in second place and LZ5 in third place.
A member of the Meadowbank Emergency Response Team (Nunavut, Canada).
Fosterville won the Victorian Mine Rescue Competition.
A member of the Fosterville
mine rescue team (Victoria, Australia) executing a rope rescue exercise.
Social
Arctic Edge: Stories from Canada's Frontier podcast earned three Platinum MarCom Awards, a prestigious international recognition for excellence and creativity in
marketing and communications.
Agnico Eagle received the TSM 2025 Community Engagement Excellence Award for its Reconciliation Action Plan.
Laurisha Bynoe, senior mine geologist at Detour Lake, was named one of Canada's Top 100 Black Women to Watch in 2025 by Canada International Black Women Excellence.
Laurisha Bynoe, Senior Mine Geologist at Detour Lake (Ontario, Canada).
Jess Mitrovic, Shotcrete Operator at Fosterville, received the Outstanding Trade Operator or Technician Award at the 2025 Victorian Women in Resources Awards.
David Kritterdlik received the Skookum Jim Award from the PDAC. This award recognizes Indigenous leaders who have made outstanding contributions to the mining industry.
Pujjuut Kusugak and Cameron Grant received the King Charles III Coronation Medal for their outstanding contributions to their communities.
Overview
Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Governance and Operational Excellence
Agnico Eagle ranked first in multiple categories in Extel's 2025 Canada Executive Team Survey, including Best CEO (Ammar Al-Joundi), Best CFO (Jamie Porter), Best IR Professional (Jean-Marie Clouet), Best Company Board, Best ESG Program, Best Investor/Analyst Event, Best IR Program and Best
IR Team.
Ammar Al-Joundi, President and CEO, was recognized as a TopGun CEO in Global Metals & Mining by Brendan Wood International.
Agnico Eagle Canada achieved Great Place to Work (GPTW) certification for the first time, marking a milestone across its Canadian sites, while Agnico Eagle Mexico achieved its 15th consecutive year of recognition from GPTW.
Several Agnico Eagle operations received TSM Leadership Awards from the Mining Association of Canada, recognizing teams at Canadian Malartic, Goldex, LaRonde, Pinos Altos, Kittilä, La India and Meadowbank. These awards honour operations
that achieve Level A or higher across all TSM performance indicators, reflecting consistent excellence in safety, environmental stewardship and community engagement.
Agnico Eagle Ontario received the Kirkland Lake District Chamber of Commerce 2024 Best in Business Award for Positive Community Impact.
Agnico Eagle Mexico received the Women in Mining (WIM) Gold Seal from WIM Mexico, recognizing its efforts to support gender equality
and inclusion.
Agnico Eagle Mexico earned the Platinum distinction in the National Competitiveness Awards, marking its first national-level recognition following years of regional success. The award reflects strong performance across social responsibility, human
capital, leadership, innovation and financial management.
Agnico Eagle Mexico ranked 19th on the list of Best Companies to Work for in Mexico by Great Place to Work Mexico.
Agnico Eagle received a 2025 Candidate Experience (CandE) Award. This award recognizes the Company's commitment to respectful, transparent and engaging hiring practices.
LaRonde (Quebec, Canada) partners with Nikan, a local Indigenous company, to actively recruit more Indigenous people into its workforce.
Overview
Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Messages from Leadership
A Message from Carol Plummer, our Executive Vice
President, Sustainability, People & Culture
In 2025, our commitment to responsible mining continued to guide how we operate, grow and engage with the world around us. Striving to live up to our commitments to our employees, the communities and our Indigenous partners is key to making mining work.
Working towards zero accidents continues to be a focus. This year, we strengthened our approach to managing critical risks and reinforced controls across our operations. Unfortunately, this progress was overshadowed by the tragic loss of a contractor
at Fosterville. We recognize the impact of this loss and remain focused on learning from it. Our commitment to being injury- and fatality-free requires continued focus, accountability and care across all levels of our organization.
Environmental performance in 2025 reflected progress as we maintained our position in the lowest quartile for GHG emissions intensity within our sector, and absolute emissions remained relatively stable as production increased. As we strive for a 30% reduction in GHG by 2030, we also continue to grow. Managing this balance remains an important part of our approach.
Our sustainability approach is supported by established governance frameworks, including the Mining Association of Canada's Towards Sustainable Mining initiative, the World Gold Council's Responsible Gold Mining Principles and the
Voluntary Principles on Security and Human Rights. In 2025, seven of our operations received Towards Sustainable Mining Leadership Awards, reflecting strong performance across safety, environmental stewardship and community engagement.
Our people remain central to our success. Reflecting a culture built on respect, inclusion and shared purpose, our operations in Mexico were recognized as a Great Place to Work® for the fifteenth consecutive year and our Canadian operations achieved this certification for the first time.
Attracting and developing people remains a priority. Mining is a multi-faceted and evolving industry, offering opportunities from operations, engineering and technology to environmental management and community relations. Building capacity
- particularly within the communities near to our operations -remains important.
Responsible mining requires consistent delivery on our commitments, supported by strong practices, clear accountability and a culture grounded in respect. The theme of this year's report,
Together, we make mining work, reflects how we approach this responsibility: by working collaboratively and continuously improving how we operate.
I would like to thank our management teams and employees who apply these principles in practice, on a daily basis. It is through their efforts that we can safely deliver sustainable results and create lasting benefits for the communities connected to our operations.
It is by working together, as a team, and with our stakeholders, that we make mining work.
Overview Health, Safety and Wellness
Health,
Environment
Social
Governance
Global Performance
Summary Data
Safety and Wellness
In this section
Fosterville (Victoria, Australia)
Health and Safety Management 26
Hazard Identification and
Risk Assessment 28
Crisis Management and
Emergency Preparedness 30
Health, Safety and Security
Initiatives and Training 32
Health and Wellness 34
Global Health and
Safety Performance 35
Overview Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Health and Safety Management
Safety is fundamental to our business, and our Sustainability Policy outlines our commitment to creating an injury- and fatality-free workplace. Despite our efforts to mitigate workplace risk, 2025 was overshadowed by the tragic loss of a contractor worker at Fosterville near the end of the year. We recognize the impact of this loss and recognize that our commitment to being injury-and fatality-free requires continued focus, accountability and care across all levels of our organization.
Our Risk Management & Monitoring System (RMMS) includes a comprehensive set of global health and safety standards that detail the responsibilities and requirements for managing health
and safety across the organization. These requirements apply to everyone at an Agnico Eagle site, including employees, contractors and visitors. All individuals new to a site receive appropriate induction training, regardless of employment status.
GRI 403-2, 403-4
CST
The RMMS helps standardize health and safety responsibilities across the organization and supports a shared understanding of how each person contributes to a healthy and safe workplace. Health and safety governance is integrated within our sustainability governance structure, as outlined on page 18. Management reports quarterly on health and safety performance to the Board HSESD Committee. The HSESD Committee review, assess and make recommendations on safety matters including management
practices, significant incidents, progress on major hazard risk reviews, and associated mitigation plans as part of its oversight responsibilities. All operations including Corporate Head Office have Joint Occupational Health & Safety committees that meet regularly to review and discuss health and safety matters.
We put emphasis on understanding our major hazards and verification of critical controls. We report all incidents involving workers at our sites. Incident Cause Analysis Method (ICAM)1 investigations are conducted for incidents with actual or potential significant impacts to identify causal factors and determine appropriate mitigation measures. Lessons learned from these investigations are shared across our operations and "safety shares" are used in meetings across the Company to support continuous learning and risk awareness.
Joint Occupational Health and Safety Committees
Joint Occupational Health and Safety Committees (JOHSCs) are an integral part of the Company's health and safety program.
Each operation, as well as our Toronto Corporate Head Office, has a JOHSC with representation from both management and employees. The committees support a safe and healthy workplace by collaboratively identifying issues and developing recommendations to address them.
JOHSCs are representative of the workforce at each site. Committee size and meeting frequency vary by operation, with most committees meeting monthly.
Members of the Canadian Malartic process plant team (Quebec, Canada).
1. The Incident Cause Analysis Method (ICAM) is a systematic approach used to investigate and analyze incidents to identify root causes and contributing factors.
Overview Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Mine Rescue Performance: Strengthening Emergency Preparedness
Agnico Eagle places health and safety at the core of our operations, and maintaining strong emergency response capabilities is an important part of that commitment. In 2025, our mine rescue teams demonstrated their technical proficiency, preparedness and teamwork by achieving top results at several recognized competitions.
Victorian Mine Rescue Competition
The Fosterville team earned first place overall, along with the Overall Safety Award and first place in the Skills event. The team also placed third in the First Aid, Search & Rescue, Road Crash Rescue and Ropes events, reflecting consistent performance across multiple disciplines.
Quebec Provincial Mine Rescue Competition
In Quebec, Agnico Eagle teams captured the top three positions: LaRonde finished first overall, Goldex placed second and LaRonde Zone 5 mine ranked third. These results reflect the depth of training and preparedness as well as the dedication of our rescue teams. The outstanding performance has earned Agnico Eagle the opportunity to participate in the World Mine Rescue Competition
in Zambia in 2026. A mixed team from our Quebec operations will represent the Company at this prestigious international event.
2025 Northern Mine Rescue Competition
In Nunavut, the Meliadine team achieved four first-place finishes in the Practical Bench, Obstacle Course, Smoke Event and Surface Obstacle events. The Meadowbank team earned first place in First Aid and Rope Rescue, demonstrating strong capability in critical emergency response areas.
Kirkland Lake District Mine Rescue Competition
The Macassa team won the Kirkland Lake District Mine Rescue Competition. In addition to winning the overall district title, the team also won individual awards at the Ontario Provincial Mine Rescue Competition, receiving First Aid Award, and team member Caolan Browne won first place in the Individual Technician Competition.
Mine rescue competitions provide valuable opportunities to practise and refine emergency response procedures under realistic conditions. Agnico Eagle continues to invest in training and resources to help ensure teams are prepared to manage complex
situations effectively. Strong mine rescue capabilities are essential for protecting employees and supporting safe and reliable operations.
Agnico Eagle is grateful for the time and dedication that our employees invest in emergency response and rescue training and continues to acknowledge the significance of emergency responders by welcoming three new members into its Emergency Response Hall of Fame. This year's inductees are from Macassa,
Meliadine, and LaRonde. This recognition underscores the crucial role rescuers play in emergency preparedness.
Meadowbank's Emergency Response Team (Nunavut, Canada).
Overview Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Hazard Identification and Risk Assessment
Identifying and mitigating hazards is a key component of supporting the health and safety of everyone at our sites. Our approach is prevention-focused and risk-based.
Our operations maintain risk registers and review them periodically with senior management. Regular internal and external inspections and audits are conducted to support high health and safety standards across our operations.
In 2025, we became a Tier 1 member of the Earth Moving Equipment Safety Roundtable (EMESRT). Participation in EMESRT supports an industry-focused approach to managing key exposure areas, including vehicle interactions, tire handling and vehicle fires. During the year, we prepared a tool to apply EMESRT methodology to verify practices at our operations
in 2026.
We use the Supervision Formula as a daily risk assessment tool at all Agnico Eagle operations and exploration sites. This field-level tool provides workers with clear roles, responsibilities and
expectations for identifying, mitigating and communicating hazards.
GRI 403-2, 403-4, 403-7
CST
In 2025, we continued to focus on major hazard identification and mitigation, and initiated critical control verifications. Major hazards are high-consequence, low-frequency events that may result in significant harm. With support from a recognized external provider, we developed training packages, and completed risk assessment and major hazard analysis training across all sites, construction projects and exploration teams. Sites continued to review identified major hazards, and some undertook critical control verifications.
Learnings are shared across the Company, with plans to further embed this practice in 2026.
We track progress toward completion of each major hazard assessment for operating sites and exploration activities, using defined milestones from initial scoping through to the commencement of in-field critical control verification. The diagram below provides an overview of the Bowtie Risk
Assessment process, which supports the management of major hazards and helps capture learnings and opportunities for continual improvement.
Supervision Formula
Figure 2
Identify control shortcomings
and make recommendations
Bowtie Risk Assessment
Perform critical control field inspections
Corrective Action Management
Perform critical control system audits
Incident Investigation
AEM Safety Alerts/Key Learnings
Overview Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Hazardous Substances and Exposure to Contaminants
Industrial hygiene programs are in place at all our operations. These programs include procedures to safely manage hazardous substances and protect workers from exposures to contaminants. Employees receive training on the storage, handling and use of hazardous products in the workplace. Practices are aligned with the Globally Harmonized System (GHS) of Classification and Labelling of Chemicals. We maintain an inventory of hazardous products, assess hazards associated with new products and comply with applicable jurisdictional inspection requirements.
Industrial hygiene programs include the following elements:
Recognition of potential health hazards associated with the work environment, internal processes and job tasks, including chemical and physical hazards.
Evaluation of exposure to health hazards.
Collection of data to assess occupational exposure through various methods such as air sampling, personal monitoring and biological monitoring.
Implementation of measures to control exposure to health hazards and to minimize or eliminate exposure to hazardous substances.
Verification of the effectiveness of control measures.
Implementation of corrective actions to control measures.
Management of monitoring data and reporting.
Information and training for employees and contractors on contaminants inherent to their work environment.
Establishment of medical surveillance requirements, where applicable.
Strengthening Safety and Hygiene
Knowledge at La India
In 2025, the Health and Safety team at La India worked to strengthen the knowledge of the Safety and Hygiene
Committee, as required under Mexican regulations. To support more effective workplace inspections, the team delivered introductory industrial hygiene training focused on three stages: recognition of potential hazards, evaluation of exposure levels and risks, and control through mitigation measures.
Applying these principles supports the prevention of exposure related to chemical, physical and biological agents, reduces workplace risks and helps maintain compliance with applicable safety standards. This initiative contributes to a safer work environment and reinforces Agnico Eagle's focus on employee health and well-being.
Cyanide Management
Agnico Eagle is a signatory to the International Cyanide Management Code (ICMC). Through this commitment, we support the safe and environmentally responsible management of cyanide across its lifecycle, including production, transportation, storage and handling, as well as the operation and decommissioning of cyanide-related facilities at our sites. These practices are intended to manage and mitigate risks to worker health and safety, the environment and surrounding communities. With the support of our RMMS, we work to implement and continuously improve our cyanide management practices.
During the year, we managed and investigated nine
non-significant incidents involving cyanide (defined as small
amounts released in contained areas that did not result in adverse health or environmental effects). All incidents are investigated, and lessons learned are shared across the Company as part of our risk management and continual improvement process. Agnico Eagle also participates in the ICMC Advisory Group, contributing technical input and sharing expertise in cyanide management with the rest of the industry.
Pinos Altos, La India, Kittilä and Meadowbank achieved ICMC re-certification in 2025. Additional certification audits are scheduled to continue in 2026.
Overview Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Crisis Management and Emergency Preparedness
We aim to provide a safe workplace, while recognizing there is always the potential for unplanned outcomes. Being prepared to respond quickly to a crisis or an emergency remains a key element of our RMMS. Mine General Managers and Project Managers are responsible for emergency preparedness and response at the local level, working closely with Health & Safety teams to confirm that appropriate resources are in place to respond effectively. Each site selects and maintains emergency response equipment appropriate to its risk profile.
All operations maintain Emergency Response Plans to help ensure first responders and personnel are trained to respond safely to foreseeable emergencies. These site-specific plans, together with the Corporate Crisis Management Plan, are designed to support effective emergency management and clear communication and coordination between site and corporate teams. The plans also
facilitate transparent communication with employees and external stakeholders regarding how emergency situations are managed and resolved. The operations conduct simulation exercises on
a regular basis to test preparedness and provide training for personnel. A corporate level workshop and simulation exercise was completed in 2025.
In 2025, Agnico Eagle became a full member of the International Mine Rescue Body (IMRB) to remain informed of the latest advances in mine rescue techniques and technology. As part of continual improvement, the Company also purchased a robotic firefighting unit in 2025 (see story below).
Introducing a Rescue Robot to Enhance Emergency Response Safety
Agnico Eagle implemented a rescue robot project at our Quebec operations - Odyssey, Goldex, and LaRonde - to support the safety of mine rescue teams during emergency situations. The initiative began with a risk analysis comparing traditional rescue tasks with the use of robotic technology. The assessment identified potential safety benefits to mine rescue personnel, particularly in fire response scenarios where exposure to hazards and contaminants may be elevated.
Following the assessment, the team consulted equipment suppliers and experienced users in France to review technical capabilities and operational practices. The selected robot is battery-powered, weighs approximately 500 kilograms and can transport loads up to 800 kilograms.
It has an operating range of about 12 kilometres, is equipped with a thermal camera and has adjustable water jets that can be remotely operated. The system operates on LTE networks at all three sites and has the capacity to establish its own network using an antenna system.
The robot will be housed in a dedicated trailer at Odyssey and equipped with firefighting tools such as hoses, pumps and specialized agents for battery fires. This technology is intended to strengthen emergency response capacity, reduces potential risks to personnel and supports Agnico Eagle's commitment to health, safety, and operational resilience.
Overview Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Infectious Disease Response
Preventing and managing the spread of infectious diseases supports worker health and operational continuity. Our health and safety teams are trained in outbreak management, and site-level protocols are in place to prevent and manage the spread of illness.
Respiratory illnesses, such as influenza and the common cold, can occur year-round but tend to increase during colder months. One of the most effective measures to reduce the risk of influenza is through vaccination. To support prevention, we provide information on the importance of flu vaccination, and some of our sites
offer workplace flu shot clinics. Educational campaigns promote
workplace hygiene practices, including regular handwashing and proper cough etiquette. Our facilities are regularly cleaned and sanitized, with special attention to high-touch areas. Personal protective equipment and sanitary supplies, such as masks and hand sanitizer, are made available to our workforce.
Improving Access to Life-Saving Equipment
Fosterville supported the upgrade of a publicly accessible Automated External Defibrillator (AED) at the Axedale Police Station. This initiative improves community access to life-saving equipment on a twenty-four-hour-basis.
Overview Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Health, Safety and Security Initiatives and Training
Health and safety training programs are in place at all our operations. We harness interactive technology to deliver online training modules, assess employee training needs and maintain training records.
In 2025, we continued efforts to standardize incident investigation practices across the organization. ICAM was systematically applied to investigate and analyze incidents, with a focus on identifying causes and contributing factors. ICAM is widely used across industries, including aviation, construction and mining, to help improve safety and prevent future incidents. Critical controls were a major focus of our training initiatives throughout 2025.
Health and safety training at Meliadine (Nunavut, Canada).
2025 Key Health and Safety Activities
- Undertook third-party quality reviews of internal ICAM investigations to support consistency and effectiveness.
-
Conducted contract aircraft risk assessments against Basic Aviation Risk Standard (BARS) requirements. Developed an internal
- Reviewed ICAM outcomes with participation from General Managers, Regional Vice Presidents and Chief Operating Officers to discuss findings and share learnings across the organization.
-
Standard for Aviation Safety.
Developed a mobile equipment interaction verification tool based on materials from the Earth Moving Equipment Safety Roundtable to verify operating practices; implementation
- Provided training at all sites in major hazard risk assessments and the Bowtie methodology, including identification of critical controls.
-
is planned for 2026.
Launched multiple initiatives to reduce hand injuries, with rollout of enhanced prevention strategies ongoing across operations.
- Delivered crisis management and emergency preparedness training to the Corporate Crisis Management Team and all operations, including simulation exercises
-
-
Implemented recommendations from shaft and hoist operating practices analysis, including establishing a community of practice.
La India Health and Safety team and brigade
for scenarios such as underground fires,
cyanide incidents, motor vehicle accidents and exploration-related events.
members completed Prehospital Trauma Life Support training and certification.
- Completed Bowtie risk assessments for shaft and hoist operating practices, helicopter operations, mobile equipment, electricity, explosives and cranes and lifting activities.
Overview Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
2025 Key Health
Emergency Preparedness
learning and the development of
and Safety Challenges
Reviewed and where appropriate, revised Refuge Chamber Standard to address chamber
best practices.
Hand Injuries
spacing and location, as well as requirements
Hand injuries were the highest exposure
for food, water and emergency supplies.
to injury in 2025. Several operations have
Battery Technology
undertaken independent reviews to understand
the best type of hand protection for the tasks
Participated in an industry research group
focused on the safe management of battery
being undertaken. This focus will continue
electric vehicles, contributing to shared
into 2026.
GRI 403-5, 403-6
CST
New Industrial Fire Brigade Model at Kittilä
In 2025, Kittilä implemented a new industrial fire brigade model for mine rescue. The brigade's primary role is to safeguard personnel and support operational continuity in coordination with the broader mine team.
Agnico Eagle entered into an agreement with the Rescue Department of Lapland. Under this arrangement, Kittilä brigade members perform duties comparable to those of full-time firefighters for nearby communities, including firefighting, rescue operations, accident prevention and serving as a reserve during emergencies.
Given its remote location, Kittilä relies on this collaboration to support timely emergency response. The brigade has already participated in several rescue operations in the surrounding area, continuing a long-standing partnership with the Lapland Rescue Department.
Overview Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Health and Wellness
Dig Deep is an employee-led initiative developed at Detour Lake to promote open dialogue, trust and proactive support related to mental health in the workplace. Led by a team
of dedicated employee volunteers, the initiative focuses on mental health awareness, training and peer support for team members.
Physical and mental health and well-being are key to supporting healthy and safe workplaces. Our operations provide various health and well-being initiatives and provide mental health awareness training to leaders and employees. This training is designed to help individuals recognize warning signs not only in others, but also
in themselves.
Employees are encouraged to lead active and healthy lifestyles as part of our commitment to creating safe and supportive workplaces. Across our operations and offices, we offer a range of initiatives and programs, designed to promote well-being and
prevention. These may include on-site gyms, nutritional awareness activities, access to health professionals such as physiotherapists and group exercise programs.
By providing these resources, we aim to help employees develop preventive habits that contribute to long-term physical and mental health, reduce risks, and foster a culture of wellness across
the organization.
GRI 403-6
CST
2025 Key Health and Wellness Activities
- Reviewed and standardized the pre-employment medical process across Canadian operations to improve efficiency and align with best practices.
- Deployed mental health professionals at select operations to support employees, offer recommendations and implement mental health and well-being initiatives.
- Reviewed and updated Alcohol, Drugs and Medications policies in Canada to align with best practices and applicable legal requirements.
- Promoted employee assistance programs and telemedicine services at each site and supported employees in booking appointments.
- Delivered mental health first aid and mental health awareness training for supervisors at most sites to help improve awareness and response capabilities while reducing stigma.
Established Psychological Health Committees and Health & Well-being Committees at most sites.
Conducted monthly health promotion
- Delivered well-being campaigns across operations and offices, such as wellness challenges and e-campaigns at Head Office,
activities focused on topics such as flu season, vaccination campaigns, mental health and healthy habits.
and the Move-It Challenge in Quebec, to
encourage active living.
- Implemented peer-support programs, including Dig Deeper (Detour Lake), Mates in Mining (Australia), Sentinelles (Goldex), and other initiatives that encourage peers-helping-peers engagement.
- Implemented the Resilience Project at Fosterville to support conversations about well-being and build awareness of positive mental health strategies.
Standardization of health initiatives
Identified opportunities to assess the effectiveness of site-level health, mental health and well-being initiatives and to further standardize select initiatives.
2025 Key Health and Wellness Challenges
Overview Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Global Health and Safety Performance
Table 1
2021
2022
2023
2024
2025
Fatalities 1
1
0
0
1
In December 2025, we experienced the tragic loss of a contractor at Fosterville. The cablebolt operator was found unresponsive at his drilling rig. Investigation to determine the cause of the event
is ongoing.
During 2025, 99 people experienced a workplace injury which prevented them from performing their regular duties or returning to work the following day, and an additional 83 required medical aid (see Figure 3). All operations and projects continued to implement detailed action plans to support safe work environments, with the goal of mitigating risks and preventing workplace incidents.
Agnico Eagle's Global Combined1 Injury Frequency Rate (GCIFR) (per 1M hours worked) was 2.65 in 2025, an increase from 2.47 in 2024, and did not meet the objective of a 5% reduction. However, the Total Recordable Injury Frequency Rate (TRIFR) (per 1M hours worked) for our global workforce decreased to 4.83 in 2025,
a decrease from 5.14 in 2024 (see Figure 4). Half of our sites outperformed their GCIFR objectives, and 44% outperformed their TRIFR objectives.2
In 2025, a five-year Health and Safety Roadmap was developed, which outlines key target areas for injury reduction across the business. The roadmap includes strategies to enhance our risk
management practices, revamp incident reporting and investigation processes, implement initiatives addressing psychosocial safety and review approaches to worker health monitoring.
All incidents are classified using a likelihood/consequence matrix. Events classified as significant are investigated and corrective actions aimed at eliminating the likelihood of recurrence are identified. A significant potential incident is defined as an incident that, under a reasonable scenario, poses a risk or potential risk that would be classified as high or very high. These may include events such as fires, material or equipment damage, or near-misses. In 2025, 105 significant potential incidents were reported across our organization, compared to 121 reported in 2024.
We continue to encourage and emphasize the importance of reporting significant potential events. Reporting and investigating significant potential events support early identification of health and safety-related issues and helps prevent injuries, equipment damage, fires or environmental spills.
Detailed performance results, including contractor, employee and combined frequency rates, are available in the sustainability performance tables on our website.
GRI 403-9, SASB EM-MM 320a.1
CST
Lockout procedure - Goldex (Quebec, Canada).
Includes restricted work and lost time injuries.
Includes corporate administration, global exploration, Northern Territory, Upper Beaver, La India and Hope Bay in addition to our operating mines.
Overview Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Figure 3
2025 Total Injuries by Type1
51 Lost-Time
48 Restricted Work
83 Medical Aid
Figure 4
(per 1M person hours worked)
5.44
4.84
5.14
4.83
4.30
2021 2022 2023 2024 2025
Detour Lake ERT Achieves Pro Board Certification
The Detour Lake Emergency Response Team (ERT) completed the National Fire Protection Association (NFPA) 1001 course, earning Pro Board certification - an internationally recognized standard for emergency responders. This marks Agnico Eagle's first Pro Board-certified ERT. The team completed both theoretical and practical training delivered by experienced fire service
professionals, covering areas such as structural firefighting and hazardous materials handling. This certification strengthens Detour Lake's emergency response capability and aligns with Agnico Eagle's approach to maintaining a safe work environment.
1. Safety statistics include both employees and contractors at all our locations. Total Recordable Frequency includes lost-time injuries, restricted work, and medical aids over 1,000,000 hours worked. A lost-time injury is an injury that results in one or more days/shifts away from work, excluding the day of the incident. A restricted work is an injury that results in the person not being physically or mentally able to perform all of their normal duties. A medical aid is an injury that requires 'medical treatment' by a medical practitioner working in a medical facility but does not result in any lost or restricted days/shifts.
Overview Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Environment
Water monitoring at Hope Bay (Nunavut, Canada).
In this section Nature and Natural Capital
38
Environmental Management
Energy and Climate Change
40
and Compliance
59
Water Stewardship
50
Nuisances (Air Quality, Noise
Tailings and Waste Management
55
and Vibration)
60
Circular Economy
57
Integrated Closure
61
Environmental Research
Biodiversity
64
and Development
58
Overview Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Nature and Natural Capital
Agnico Eagle understands the importance of protecting, conserving and restoring nature and ecosystems. We recognize the importance of understanding both the Company's impact on nature and how nature influences our business, which informs our decision-making and sustainability strategies. We recognize that nature is a broad and holistic concept and that Agnico Eagle's direct operations and value chain interface with a variety of realms, biomes, environmental assets and ecosystems.
We monitor and engage with global market-led initiatives, including the Taskforce on Nature-related Financial Disclosures (TNFD).
Our governance structure, environmental strategy, risk and impact assessment process, and our metrics and targets address many of the components of nature-related dependencies, impacts, risks and opportunities (see Table 2). We continue to develop tools,
implement processes and collect data to inform business decisions, mitigate negative impacts on nature and improve our disclosures.
Fosterville (Victoria, Australia) installed habitat for native Australian marsupials, including local species such as the Sugar Glider, Brush-trailed phascogale and the Yellow-footed antechinus.
Table 2
Governance The Board's HSESD Committee is responsible for overseeing environmental risks and ensuring the Company's compliance with applicable legal and regulatory requirements related to environment matters. These matters include topics such as climate change, water stewardship, tailings and waste management, air quality, biodiversity, closure and rehabilitation.
The Corporate Environmental Management team is responsible for managing environmental risks through the development and oversight of effective controls, systems and standards. The team provides support and
guidance to the operating sites to meet our environmental commitments, optimize costs and identify opportunities through innovation, continuous improvement and best practices. The team also oversees closure planning and implementation, as well as legacy site management. Governance related to tailings and critical infrastructure management is described in our 2025 Tailings Summary Report.
In alignment with TSM's Biodiversity Conservation Management Protocol and TSM's Water Stewardship Protocol, our operations engage with Communities of Interest (COI), including Indigenous Peoples, on water and biodiversity (see pages 50 and 64). Our Water Management Policy includes a commitment to proactively engage with COI on water management practices, while our Indigenous Peoples Engagement Policy outlines requirements to inform and consult with Indigenous communities during social and environmental impact assessments (SEIA) for new projects.
Overview Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Water is an important input to mining operations, and challenges related to water supply, management and availability could impact operations over the short, medium and long term. Plans and processes are in place to manage water-related risks (see page 50).
Mine closure, reclamation and remediation costs can be significant and may change over time. The Company plans for potential closure-related costs and liabilities and has processes in place to optimize mine reclamation and remediation activities (see page 61). Financial details related to reclamation provisions, asset retirement obligations and environmental remediation liabilities, can be found in our Annual Report.
We rely on a complex supply chain that has nature-related dependencies for the production and transportation of goods and services, such as renewable energy resources, minerals and energy resources and water. We also purchase products and supplies containing higher-impact commodities essential to operations, including cement, copper, steel and petroleum. We purchase from local suppliers to support economic development in the communities in which we operate and reduce our environmental footprint. Our Supplier Code of Conduct includes climate and environment-related requirements, and we continue to develop more thorough supplier engagement programs focused on sustainability matters (see page 100).
Our existing RMMS risk assessment matrix includes criteria related to potential consequences on ecosystems, land use, water, cost of remediation, legal and other requirements. As part of this process, operating sites regularly assess risks associated with their activities and implement communication and action plans as appropriate.
Risk evaluation methodology and risk ratings for tailings facilities are disclosed in our 2025 Tailings Summary Report. We report using the World Resources Institute (WRI) Water Risk Aqueduct tool to identify sites operating in areas with high baseline water stress (see page 51). We have also completed a climate risk assessment for our operations (see page 44).
In accordance with local regulations, new operations and significant development projects undergo extensive SEIAs. SEIAs are a systematic process used to predict and evaluate the potential environmental, social and other relevant effects of a project before its implementation. The process includes measures to prevent or reduce environmental impacts and help ensure development activities are environmentally sustainable and within
the limits of ecosystem capacities. The process also includes consultation with affected COIs and Indigenous Peoples. Links to recent SEIAs and related management plans are available on our regional websites.
Metrics disclosed in our 2025 Sustainability Report and 2025 Sustainability Performance Workbook provide information on nature-related impacts, dependencies, risks and opportunities. These metrics include GHG emissions (page 45), freshwater use (page 53), amounts of hazardous waste generated (page 56), water withdrawals from areas of water stress and areas disturbed (Sustainability Performance Workbook).
Each year, Agnico Eagle sets a target of zero significant environmental incidents and there were no significant environmental incidents in 2025. We have short-term qualitative targets related to environmental compliance, water stewardship, integrated closure, tailings and water management and climate change. We also have
long-term targets to reduce our Scope 1 and Scope 2 emissions by 30% by 2030 and to reduce the number of environmental incidents (major and above) (see page 14).
Overview Health, Safety and Wellness
Environment
Social
Governance
Global Performance
Summary Data
Energy and Climate Change
At Agnico Eagle, addressing climate change is both an environmental priority and a business priority. Guided by the goals of the Paris Agreement, the Company has set an ambition to achieve net-zero Scope 1 and 2 emissions by 2050, with an interim target to reduce absolute Scope 1 and 2 greenhouse gas (GHG) emissions by 30% by 2030 from 2021 levels. We aim to achieve this through investments in energy efficiency initiatives, energy resilience of clean and reliable sources and technology. These targets reflect our focus on decarbonizing operations while maintaining reliable and efficient energy use across our sites.
While we remain committed to these targets, the pathway to delivery will depend on a range of factors both within and outside of our control, including the pace of technological advancement, the availability of low-carbon energy and infrastructure and broader energy system transitions in the jurisdictions where we operate.
Transparency and accountability are integral to our approach.
Since 2021, Agnico Eagle has aligned its disclosures with the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD) and continues to integrate these principles as global reporting standards evolve under the IFRS Foundation. This approach supports clear, consistent disclosure of how climate-related risks and opportunities are identified, assessed and managed, and how these efforts contribute to operational continuity and long-term value creation.
GRI 201-2, 302-1, 305-1, 305-2, 305-3, 305-4 SASB EM-MM-110a.1 & 2, SASB EM-MM-130a.1
CST
Governance
Agnico Eagle's climate-related governance structure establishes clear lines of accountability, supports timely responses to emerging issues, and facilitates the integration of sustainable practices across the business. Accountability for energy and climate-related matters is embedded at multiple levels of the organization, as outlined below:
The HSESD Committee oversees climate-related risks and opportunities and their integration into strategic decision-making, while
the Technical Committee is responsible for material technical matters related to mine and project
development and production, including energy.
The Steering Committee on Climate-related Risks and Opportunities is responsible for overseeing corporate level climate risks and opportunities, ensuring
the Board is informed and ensuring that Agnico Eagle's overall vision and
approach to energy resilience and decarbonization
is implemented.
Climate Management Corporate Working team(s) develop strategies to manage climate-related
risks, advance decarbonization initiatives and evaluate
low-carbon technologies.
Climate Action Teams focus on site-level energy efficiency projects, the
implementation of emissions reduction initiatives, and the management of site-specific risks and opportunities.
This governance approach recognizes the relationship between Agnico Eagle's impacts on the climate and the effects of climate change on our operations. By integrating climate-related roles and responsibilities across the organization, climate considerations are incorporated into operational decision-making at multiple levels. This approach is further detailed in the Climate Action Corporate Standard, which guides the Company's management of climate-related initiatives.
Disclaimer
Agnico-Eagle Mines Limited published this content on April 30, 2026, and is solely responsible for the information contained herein. Distributed via Public Technologies (PUBT), unedited and unaltered, on April 30, 2026 at 23:48 UTC.