Our Communities

2017 Highlights

Our Communities Stories

Agnico Eagle +
Our Communities

We aim to contribute to the social and economic development of sustainable communities associated with our operations. To achieve this we:
  • provide a confidential complaint reporting mechanism to report unethical, illegal or irresponsible behaviour;
  • ensure that no child labour and any form of forced and compulsory labour are permitted in the workplace;
  • foster an open, transparent and respectful dialogue with all communities of interest and ensure that activities on private lands and indigenous lands are performed with the free prior informed consent of the land owners;
  • support local communities and their sustainability through measures such as development programs, locally sourcing of goods and services and employing local people; and
  • provide assurance that our operations will not support, benefit or contribute to unlawful armed conflict, serious human rights abuses, or breaches of international humanitarian law.

AWARDS & CERTIFICATIONS

United Nations Sustainable Development Goals

Agnico Eagle is working to achieve progress on a set of goals adopted by the United Nations in 2015. These 17 goals – known as the SDGs – focus on ending global poverty, protecting the planet and ensuring prosperity for all. Click the icons to read more about our activities.

We act in a socially responsible manner and contribute to the communities in which we operate in order to make a difference in their everyday lives. We are committed to working with our employees and other stakeholders to create growth and prosperity, which allows all stakeholders to benefit from our mining experience.

We want our stakeholders to understand our activities and priorities, but we also want to know their concerns so that we can work together toward a common goal of social acceptability.

Community Engagement
In 2017, we worked towards improving the integration of community relations and stakeholder engagement into the Responsible Mining Management System (RMMS), ensuring a focused sustainability program. We created a set of company-wide social key performance indicators (Social KPIs) in community relations, aimed at measuring the effectiveness of our engagement methods and monitoring social risk and community acceptance. Our aim is to apply the same rigor to evaluating our social performance as we apply to all other aspects of our business, allowing us to move from a reactive to a proactive approach so that we can accurately assess and mitigate any risks to our business. We want to ensure our strategy is focused on delivering the right results and driving performance improvements in all of our programs and in doing so, creating shared value in our communities.

In 2017, in order to develop globally understood Social KPIs we looked closely at the data we currently collect – via our sustainable development reporting program and TSM evaluations – and benchmarked external best practices. Our Stakeholder Advisory Committee (SAC), as well as our community relations professionals, helped guide our selection of proposed Social KPIs focusing on local economic development, diversity and inclusion, complaints and grievances, engagement and voluntary community investments.

In 2018, we plan to pilot a program in the Abitibi region to validate our proposed Social KPIs with our host communities. Our goal is to accurately measure the outputs and tangible outcomes of our social programs, as well as the level of social acceptance in the community. As part of the pilot, we will conduct engagement workshops, interviews and surveys to further our understanding of stakeholder priorities.

Social acceptability is an integral part of our success. As early as possible in the project development phase, we engage and partner with stakeholders to assess the levels of social acceptability and potential impacts of the project within the host community. Our exploration teams always assign a person with responsibility for community relations, regardless of the size of the project. This allows us to mitigate potential negative impacts, and discover opportunities for collaboration, avoiding potential conflict and building community relationships on a foundation of trust and transparency.

At the suggestion of our external Stakeholder Advisory Board, Agnico has committed to aligning our policy and programs with the UN SD goals. We specifically took a look at Goal 5 Gender Equity. As a result our Nunavut Group participated in the Gender Equity in Mining (GEM) program from the Mining Industry Human Resources Council (MiHR) and have committed to do a site level review of policy and procedure around diversity and inclusion and a review of global corporate policy and position to see how we can make improvements and remove barriers for diversity in our workforce.

During the year, our sites also managed community response mechanisms and participated in Community Liaison Committees. Such mechanisms and committees are now part of our RMMS standard, and we have developed guidelines to help new operations implement these best practices. Goldex established its first Community Liaison Committee in 2017.

In order to enhance our community engagement efforts, we have developed four community-based regional websites. These include websites for our Akasaba West project, Agnico Eagle Mexico operations, Agnico Eagle Finland, as well as for our Nunavut projects, with the Abitibi website to follow in 2018.

The Nunavut website (aemnunavut.ca) not only provides regular updates on our activities, it also serves as the primary “point-of-entry” for hiring new Inuit employees and to provide maximum opportunities to Inuit-owned businesses to pre-qualify for contract opportunities with Agnico.

Tracking Community Issues
We are committed to improving our social acceptability performance. Our community relations efforts focus on eliciting community feedback on current or proposed activities and on identifying and resolving issues. These issues are often identified through phone calls, email, individual meetings, public or community liaison meetings, community specific hotlines or our whistleblower hotline, or through our social media channels and websites and then logged in our Borealis database. These various feedback channels allow stakeholders to communicate with us via their preferred method. Helping us track and monitor our performance against our selected Social KPIs is our newly implemented Borealis software. Borealis will help us develop richer and more accurate reporting for our businesses, providing them with reliable information and metrics they can use as a foundation to maintain constructive relationships with local stakeholders over the lifetime of a project.

In 2017, we logged 32 complaints and have a 69% resolution rate with 22 complaints resolved. The resolution actions for the remaining 10 open cases carried over into 2018. The top community concern was environmental, accounting for 43% of our complaints, with the most frequent issues raised being dust and vibration. Next were Human Resources and employment concerns at 21% followed by community relations concerns accounting for 26%. The most common communication methods were email followed by face to face.

2017 Performance

Global Community Investment

Investing in Our Communities
Our community investment program continued to target initiatives that enable each of the communities where we operate to benefit from economic development in their region, even after mining ceases. Our goal is to provide both Agnico Eagle and our host communities with optimum returns on our investments in strategic health, education and capacity-building initiatives. In 2017, we invested more than $5.8 million in our local communities. Since 2009, Agnico Eagle’s community investments have totalled close to $34 million.