We recognize that our people are a key reason for our steady performance over the years. Moving forward, we understand that our ability to execute our business strategy is highly dependent on employing the best people and motivating them to reach their potential. In 2016, to ensure our organization is prepared for further growth, we are enhancing our leadership development program, providing employees with increased opportunities for career development, and expanding training and development opportunities at all levels of our organization.

Developing our leaders
Our goal is to further develop our leadership team and prepare them to take on increasing responsibility as the size and complexity of our business increases. In 2016, we will advance our formal leadership development and transition plans which focus on succession planning and on identifying our highest potential leadership candidates. We will provide them with exposure to our senior leaders and shareholders, and broaden their skill sets and experience, by giving them roles with increasing and diverse responsibility.

Maintaining an engaged workforce
In 2016, we will advance our efforts to provide structured development and training opportunities at all levels of the organization, to ensure we can continue to build our business with our own people. We believe the best way to maintain an engaged workforce is to ensure our employees have the opportunity to grow with us as we build toward our 60th year in business. Wherever possible, we minimize the use of contractors and consultants by filling vacant and newly created positions with our own team of skilled and talented people.

Creating long-term employment and development opportunities
We believe the biggest contribution we can make to the communities in which we operate is the creation of long-term employment opportunities and the provision of economic development opportunities.

At each of our operations worldwide, our goal is to hire 100% of the workforce – including our management team – directly from the local region in which the operation is located. In 2015, the proportion of Agnico Eagle’s mine workforce hired locally was 80%, while the proportion of the mine management team hired locally was 77%.

Developing a new generation of skilled northerners
We are proud that our Nunavut operations have already attained a 36% Inuit workforce participation rate, generating $20 million in annual wage income for communities in the Kivalliq region.

Through the new Meliadine IIBA, we have an overarching objective of achieving a 50% Inuit workforce participation rate across all of our Nunavut operations. It will require significant effort and resources to make that happen – for example, over $6 million a year in training programs, and a determination to eliminate barriers to entering or staying in the workforce – but we want to help our employees build a solid future for themselves and their families.

To date, we have already invested substantial resources in training and developing a new generation of northern miners:

• Agnico Eagle has developed a variety of programs aimed at increasing Inuit employment opportunities at its Meadowbank mine in Nunavut. One of the training programs that has gained in popularity is the Inuit Apprenticeship Training Program.
  
  The Company currently offers the program for seven different trades, including cook, carpenter, millwright, electrician, heavy duty equipment technician, welder and plumber. There are currently 17 active apprentices in the Inuit Apprenticeship Training Program, as compared to four registered in 2012, when the program was first implemented. This program combines the on-the-job learning and in-school instruction and offers an apprentice the opportunity to obtain their journeyman and Red Seal certification.
  
  Agnico Eagle’s Apprenticeship Training Program receives support from the Kivalliq Mine Training Society and the Government of Nunavut. In 2015, Agnico Eagle invested $5.6 million towards the training of its employees at its Meadowbank mine.