Sustainability Management Structure

Sustainability is integrated at the Board, executive, and operational levels. Our governance structure creates clear lines of accountability, gives us flexibility to adapt to unforeseen circumstances, and ensures sustainable practices are considered in all aspects of our business. At the Board level, sustainable development matters are presented to the Health, Safety, Environment and Sustainable Development (HSESD) Committee of the Board of Directors at each quarterly Board meeting.

At the executive level, corporate oversight and implementation of the sustainable development program are the direct responsibility of the Executive Vice-President, Operational Excellence and the Corporate Sustainability team.

At the operational level, governance is in place to ensure that sustainable development matters, along with risk assessment and mitigation measures, are integrated into the day-to-day management of our business.

The ABCs of Our Guiding Principles

Agnico Eagle developed a series of Guiding Principles to reinforce our management approach and culture throughout the Company.

Anchored in our values

  • Open and transparent communications;
  • Safe production;
  • Highest standards of honesty, responsibility and performance;
  • Highest levels of employee engagement;
  • Sharing and developing employees’ skills and expertise; and
  • Maintaining our entrepreneurial skills and innovative spirit.


Based on collaboration

  • Encouraging respectful open debates and healthy discussions; and
  • Recognizing success resulting from both exceptional contributions and teamwork.


Clear and simple

  • Simple practices based on common sense;
  • Clarity on people’s roles and contributions; and
  • Alignment of employees and management on our business priorities.

Business Sustainability

Our 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. Making mining work for all is fundamental to our company’s culture. Our business strategy is centered on three pillars: performance, pipeline, people.

For more information on our business performance see our 2021 Annual Report.

Business Conduct and Ethics

Agnico Eagle’s Code of Business Conduct and Ethics outlines the standards of ethical behavior we expect from our people and those working on our behalf around the world. The Code applies to all directors, officers, employees and agents and commits them to conducting business in accordance with all applicable laws, rules and regulations and to the highest ethical standards.

We have also adopted a Code of Business Ethics for consultants and contractors and a Supplier Code of Conduct. The Audit Committee is responsible for monitoring compliance with the adopted codes. We have established a toll-free “whistleblower” ethics hotline for anonymous reporting of any suspected violations of the Code of Business Conduct and Ethics, including concerns regarding accounting, internal accounting controls or other auditing matters, Code of Conduct violations, ethical conflicts, environmental issues, harassment or discrimination.


Agnico Eagle aims to conduct business in accordance with all applicable laws, rules and regulations and the highest ethical standards. We do not tolerate bribery or corruption and we are committed to acting professionally, honorably and with integrity in all business dealings and relationships. Operations and business activities are assessed on a periodic basis to ensure that the requirements of our Anti-Corruption and Anti-Bribery Policy and applicable procedures and guidelines are met. In 2021, no instances of fraud were reported to Agnico Eagle’s or Kirkland Lake Gold’s Audit Committee and there were no legal actions for anti-competitive behavior, anti-trust, or monopolistic practices against either company.

Security and Human Rights

We conduct business in regions where human rights laws are respected and promoted, and we are committed to upholding fundamental human rights as defined in the United Nations Universal Declaration of Human Rights. This includes providing assurance that our operations will not support, benefit or contribute to unlawful armed conflict, human rights abuses, or breaches of international humanitarian law. We report on overall implementation of these matters through MAC’s Towards Sustainable Mining annual progress report, the Voluntary Principles on Security and Human Rights (VPs) annual report and the World Gold Council Conflict-Free Gold Assurance Report.

As part of our Risk Management and Monitoring System (RMMS) risk assessment process, we have included a set of consequence severity criteria specific to human rights and security in our evaluation matrix.

We ensure the protection of human rights by:
Actively communicating our approach and expectations to all stakeholders, including suppliers
Engaging with stakeholders to understand the impacts of our activities and working with them to optimize benefits and limit negative impacts
Implementing effective grievance mechanisms
Providing human rights training
Promoting our expectations of suppliers through the Supplier Code of Conduct

Diversity and Inclusion Policy

For more information on our Diversity and Inclusion Policy, click here.

Public Policy Initiatives

We partner with local stakeholders and industry groups to encourage public policy initiatives that support the sustainability of our industry and that of the communities in which we operate. Our priorities include initiatives related to infrastructure development in remote areas, training support, streamlining the permitting process, land use management, and wildlife protection.

Crisis Management and Emergency Preparedness

We aim to provide a safe place to work but unfortunately, there is always the potential for unplanned outcomes.  Being prepared to respond quickly to all forms of emergencies remains a key element of our health and safety program. Mine General Managers are responsible for emergency preparedness and response at the local-level and work closely with Health & Safety management to ensure teams have the necessary resources and are ready at all times.

All operations have their own Emergency Response Plan for first responders and personnel trained to respond safely to medical, fire and environmental emergencies. Each site also maintains appropriate response equipment. If a significant incident occurs, our Crisis Management Plans, ensure that in addition to mitigating the cause there is effective coordination with local and corporate teams, and clear communication with employees, and external stakeholders on how the situation is being managed and resolved. The plans require annual review and simulation exercises. 

Stakeholder Advisory Committee

Agnico Eagle Mines’ Stakeholder Advisory Committee (SAC) is comprised of independent stakeholders with expertise in ESG, community development, Indigenous affairs, mining, disclosure and governance matters. The group was established in 2011 and meets annually to provide constructive feedback and guidance in areas of focus for Agnico Eagle.  

The role and operation of the SAC is one of a number of engagement mechanisms and practices in place at Agnico Eagle that align with international standards and frameworks, including: 

The SAC is a relatively unique and valuable arrangement within the Canadian mining sector and provides Agnico Eagle with feedback on our corporate social responsibility efforts and helps us make strategic adjustments to our existing local stakeholder engagement activities.  

2021 SAC Key Recommendations Highlights 
Every year the SAC provides Agnico Eagle with a broad list of recommendations. Several were selected for immediate consideration and work continues to advance on addressing them. The full list of recommendations is available below.

Climate Change
Publicly disclose climate related skills and experience of Agnico’s board in the Board expertise matrix
Rename the Climate-Related Risk Management Steering Committee to also address opportunities
Review and consider engaging with the Taskforce on Nature-related Financial Disclosures (TNFD)
Review and consider joining the Science Based Targets initiative (SBTi) to reduce GHG emissions, and establish ambitious medium-term targets
Update the materiality assessment in light of recent developments regarding climate change
Conduct site-level climate change risk assessments in collaboration with local communities
Assess the potential impact of acquisitions on the company’s emissions baseline and performance (recognizing these sources of emissions are treated differently within established emissions protocols)
Consider the following elements as part of the company’s wider climate change approach:
o Share site-level climate information with local communities and align social investments
o Explore additional opportunities for collaborations with governments, industry, and communities 
o Address the physical impacts of climate change, such as water quantity and changing ice patterns, in strategies and actions plans
o Increase the proportion of energy from renewable sources, where possible 
o Establish a company-wide carbon price per unit and consider disclosing the cost of major emissions reduction initiatives along with their actual GHG emission reductions

Local Procurement 
Adapt and replicate Nunavut’s approach to procurement transparency and engagement in other sites and regions 
Provide further granularity and clarity on what is considered ‘local’ in public disclosures and reporting
Identify, engage, and disclose diverse potential and actual local suppliers, such as women-owned businesses, Indigenous businesses and non-Indigenous businesses
Review and consider engaging and reporting in accordance with the Local Procurement Reporting Mechanism 
Identify and support local entrepreneurs to become potential suppliers in collaboration with local communities

Other Recommendations
Review and consider the EU taxonomy and CSR Directive
Review and revise particular terms in public communications and disclosures, including but not limited to:
o Replace references to ‘traditional knowledge’ with ‘Indigenous knowledge’
o Replace references to ‘man-hours’ with ‘person hours’ or the equivalent 
Enhance internal and external sharing of good sustainability practice between the company’s sites