Our People

Workforce

People are at the heart of what we do. Alamos is committed to creating workplaces where everyone goes home safe, feels respected and valued, and can build a rewarding career that reflects our values. We build capability through formal programs and on-the-job learning, supported by consistent performance and talent practices.

Over 100,000 hours of training were delivered to Alamos’ workforce in 2025. This training included general professional development such as leadership and communication workshops, as well as role-specific training such as blast rock theory, geological modelling, wildlife deterrent training, gasoline engine repair, and working at heights. 

Our Annual Talent Cycle is an ongoing process that aligns salaried team members’ goals with business priorities while supporting their growth and performance. It includes four key parts – Strategic Priority Setting, Performance Discussions, Compensation & Growth, and Career Discussions – which take place throughout the year. Together, these elements help maintain regular, meaningful conversations about goals, progress, and development, supporting both individual success and organizational performance.

In 2025, we strengthened our internal leadership pipeline by identifying future leaders for senior executive and key site roles, and by focusing on development actions that help individuals broaden their experience, build readiness, and step confidently into new opportunities as the organization grows. Leadership development is central to how we keep our people safe, strengthen our culture, and build a resilient organization for the future. We invest in leaders at every level so they can support their teams, make values-based decisions, and create workplaces where people can do their best work. In 2025, we introduced We Are Leaders, our foundational leadership program designed to build self-awareness, strengthen communication, and reinforce clear expectations for people leaders. In 2026, we will broaden We Are Leaders delivery and course options to deepen leader capability, strengthen team support, and improve manager effectiveness.

At Alamos, we connect people to meaningful work and create pathways to long-term careers in mining. In 2025, we strengthened how we reach, engage and welcome future team members by expanding our presence across key markets, increasing event participation, and engaging with attendees. We also elevated our market presence through social media campaigns, campus partnerships, and industry events. We deepened relationships that help build our future workforce, including advisory board representation and strengthening connections with post-secondary institutions. Looking ahead, we will continue investing in our people so that we can attract diverse talent, support safe and responsible operations, and help our people thrive.

Alamos recognizes that promoting a healthy work-life balance is a key component of talent attraction and retention. Working hours are managed by location and employee group. We provide rotational schedules, virtual work, and flexible hours – making a balance between time at work and time off more achievable based on the needs of the business and the needs of our employees.  

In addition to direct employment, Alamos engages contractors for various functions at our mines, projects, and offices. These contractors are held to the same standards of excellence and corporate policies as our employees and are treated with equal respect. Common contractor roles include, but are not limited to, exploration drilling, construction, blasting, mining, surveying, security, transportation, and hospitality services.

Total Workforce (Contractor and Employees) At 2025 Year End

Table 3.1

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Employees Alamos Total Young-Davidson Island Gold District Mulatos District1 Lynn Lake Project Toronto Head Office
Total 4,412 893 1,759 1,542 130 88

Full Time Permanent Employees

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Employees Alamos Total Young-Davidson Island Gold District Mulatos District2 Lynn Lake Project Toronto Head Office
Total 2,379 723 990 523 56 87
Male 2,033 652 845 445 42 49
Female 346 71 145 78 14 38

Full Time Temporary Employees3

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Employees Alamos Total Young-Davidson Island Gold District Mulatos District4 Lynn Lake Project Toronto Head Office
Total 24 4 16 0 3 1
Male 15 1 12 0 1 1
Female 9 3 4 0 2 0

Part Time Employees5

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Employees Alamos Total Young-Davidson Island Gold District Mulatos District6 Lynn Lake Project Toronto Head Office
Total 8 1 7 0 0 0
Male 3 1 2 0 0 0
Female 5 0 5 0 0 0

Contractors

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Employees Alamos Total Young-Davidson Island Gold District Mulatos District7 Lynn Lake Project Toronto Head Office
Total 2,001 165 746 1,019 71 0

The data in Table 3.1 represents a snapshot of our workforce on December 31, 2025. As such, these figures exclude many short-term contracts including Interns and Co-op students who are valued contributors to our teams and represent an important pipeline of talent. Alamos employed 132 students throughout the year – 23 at Young-Davidson, 36 at Island Gold, 30 at the Mulatos District, 40 at Lynn Lake, and 3 at our Toronto Head Office.  

Annual Workforce Totals

Table 3.2

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Year Alamos Total Young-Davidson Island Gold District Mulatos District8 Lynn Lake Project Toronto Head Office
2025 4,412 893 1,759 1,542 130 88
2024 3,366 882 1,158 1,207 34 74
2023 3,315 823 1,005 1,389 26 60
% Change
(2024-2025) 		+31% +1% +52% +28% +282% +19%

As shown in Table 3.2, Alamos teams grew significantly in 2025. By percentage, the largest increase in workforce was at the Lynn Lake Project, which transitioned into the Construction phase during the year. By headcount, the Island Gold District experienced the most growth. The District’s workforce growth is in line with significant development efforts, including the near completion of the Phase 3+ expansion project and various integration projects across the Magino and Island Gold sites. The Mulatos District workforce primarily expanded through contractors, with construction commencing at Puerto Del Aire (PDA). The Toronto Head office also welcomed new team members in the year, with headcount growth aligned to the expansion of operating sites to ensure continued support as Alamos progresses toward its goal of achieving one million ounces of annual gold production by 2030.

Employee Hiring and Turnover9

Table 3.3

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Indicator Young-Davidson Island Gold District Mulatos District Lynn Lake Project Toronto Head Office Alamos Total:
2025 		Alamos Total:
2024 		Alamos Total:
2023
New Hires 131 213 43 29 21 437 659 331
New Hire Rate 18% 22% 8% 52% 24% 18% 29% 18%
Voluntary Departures 125 75 25 4 7 236 177 180
Voluntary Departure Rate 17% 8% 5% 7% 8% 10% 8% 10%
Involuntary Departures 23 12 12 1 3 51 88 148
Involuntary Departure Rate 3% 1% 2% 2% 3% 2% 4% 8%
Total Departures 148 87 37 5 10 287 265 328
Total Departure Rate 20% 9% 7% 9% 11% 12% 12% 18%

Health and Safety

Management Systems

 

Alamos is committed to creating and maintaining a safe, healthy working environment at all our mines and development projects. Our overarching commitment is to have all employees and contractors return Home Safe Every Day. Alamos’ Health and Safety Standards set company-wide guidelines for safety governance, while allowing each site the flexibility to design specific supporting policies, procedures, and practices. All employees and contractors working at Alamos locations are required to follow these protocols. The Technical and Sustainability Committee of the Board, supported by our COO and VP Sustainability & External Affairs, oversees company performance and drives our approach to occupational health and safety (OHS) management.

OHS management systems (OHSMS) have been implemented and are maintained at all Alamos mines, which legally must cover 100% of our on-site workforce. While guided by ISO 45001, the Mulatos Mine’s OHSMS must also comply with the requirements of Mexico’s Programa de Autogestión en Seguridad y Salud en el Trabajo (PASST) regulated by the Secretary of Labor and Social Welfare (Secretaría del Trabajo y Previsión Social) making it subject to external verification. The OHSMS at each of our Canadian mines are reviewed internally and are being adapted to align with ISO 45001.

Each site’s OHSMS has been developed by internal health and safety professionals in collaboration with senior mine management and third-party experts. Workers can actively contribute to the ongoing development and evaluation of the OHSMS through formal joint management-worker health and safety committees (JHSC), which are established at all of Alamos’ operational mines and the Toronto Head Office. Throughout 2025, these committees met monthly at Young-Davidson, Mulatos, and the Toronto Head Office, and ten times annually at the Island Gold District. They were tasked with carrying out workplace inspections, communicating safety information to workers, and addressing health and safety-related concerns and suggestions of the workforce. Alamos recognizes the importance of equitable gender representation on JHSCs. In 2025, women were active members of all Alamos JHSCs. 

In September 2025, the Island Gold District celebrated four years free of Lost Time Injuries (LTIs). This trend of safe work continued through the end of the year, with December 31st 2025 marking 9.9 million hours of work without an LTI across the District.  

Workers Covered by an Occupational Health and Safety Management System

Table 3.4

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Coverage Data Young-Davidson Island Gold District Mulatos District
Total Workers Covered 893 (100%) 1,759 (100%) 1,542 (100%)
Workers Covered by an Internally-Audited System 0 (0%) 0 (0%) 1,542(100%)
Workers Covered by an Externally-Audited System 0 (0%) 0 (0%) 1,542 (100%)



In September 2025, the Island Gold District celebrated four years free of Lost Time Injuries (LTIs). This trend of safe work continued through the end of the year, with December 31st 2025 marking 9.9 million hours of work without an LTI across the District.   

Training

All employees and contractors are required to complete mandatory induction and health and safety training as a condition of entry and work at our sites. Alamos’ main Health & Safety training program, the Home Safe Every Day safety leadership program, incorporates a range of materials, videos, and real-world examples designed to reinforce strong occupational health and safety leadership within the workplace. The objectives of the program include: sharing the status of our safety performance and culture, reinforcing our values, promoting behaviours that foster personal safety leadership, ensuring understanding of individual accountability and the Internal Responsibility System, providing general tools for safety, and demonstrating how safety can be integrated into daily work. Additionally, targeted safety leadership training is provided to all frontline supervisors and above to reinforce leadership principles.

We also provide job-specific safety training to supervisors, heavy equipment operators, and other specialist trades and professions to ensure they are competent and qualified to perform their roles. Training programs may involve both internal and external instructors and cover a mix of safety-related topics and broader skills development, depending on the employee’s role. These programs range from working at heights to computer skills training. 

In 2025, an additional layer was added to Alamos’ Health & Safety training framework: The Home Safe Eight. Alamos completed a review of historical injuries and high-potential incidents to identify the primary activities and risk factors contributing to restricted work cases, medical treatment injuries, and lost time injuries. This analysis identified eight key themes, which informed the development of the Home Safe Eight program: eight core safety rules applicable across all Alamos operations, supported by a clearly defined and consistently applied disciplinary framework for non-compliance. By late 2025, supporting materials – including employee pocket cards and digital communications – were distributed, and employee training began. 

Health and Safety and Emergency Response (HSER) Training Hours

Table 3.5

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Training Data Young-Davidson Island Gold District Mulatos District
Hours of HSER training provided 20,851 30,512 30,780
Average hours of HSER training per worker10 23.4 17.3 20.0

All Alamos mines and projects provide training to help prevent and manage occupational illness, while also voluntarily offering a range of non-occupational healthcare services, programs, and resources. The Island Gold and Mulatos Districts operate on-site medical centres staffed by nurses equipped to address health concerns raised for both employees and contractors, regardless of whether the issue is work-related. 

At the Island Gold District, additional services include flu shots, mental health counselling, physiotherapy, and access to an on-site fitness centre. Mulatos also features an on-site fitness centre, and both sites regularly share information on non-occupational disease prevention – covering topics such as heart disease, diabetes, and cancer – via email and on-site posters, with monthly topic rotations. 

While the Young-Davidson Mine does not host a full-service healthcare centre due to its locally based workforce with access to community health services, there is on-site nursing coverage seven days a week. The site offers a Mental Health First Aid course, and also distributes educational bulletins on topics such as cancer awareness, mental health, and smoking cessation. 

Risk Identification and Response

 

Proactive risk identification is a critical component of our OHSMS. Alamos employees are trained to routinely apply the Five-Point Safety System, which guides individuals to assess safety before engaging in any work activity. This system prompts workers to: (1) inspect the entrance to the workplace; (2) determine whether the workplace and all equipment are in good condition; (3) confirm that others are working safely; (4) perform an act of safety; and (5) assess whether others can and will continue to work safely. 

In Mexico, employees receive annual training that aligns with the health and safety requirements set by the Secretary of Labor and Social Welfare. In Canada, all Ontario-based employees at Young-Davidson and the Island Gold District must complete the Ministry of Labour, Immigration, Training and Skills Development’s Worker Health and Safety Awareness training. This mandatory training reinforces the importance of workplace vigilance and reinforces workers’ rights to refuse unsafe work and report hazards without reprisal. 

Through these training programs and clear communication of the Internal Responsibility System – which establishes that every individual shares responsibility for maintaining a safe work environment – our workforce is well-equipped to assess and mitigate risks. When new risks are identified, working procedures and relevant management systems are updated accordingly.

HEALTH & SAFETY SPOTLIGHT

 

In 2025, the Young-Davidson mine hosted a Home Safe Every Day contest. The task was simple – via an online forum, employees were asked to describe why Home Safe Every Day was important to them. The employee with the winning submission received a financial award to fund a family activity, and had their photo on a billboard in Matachewan endorsing workplace safety. 

A key responsibility of the JHSC at each site is to conduct routine inspections to identify potential safety risks. Internally, several high-consequence work-related hazards have been identified across our operations, including working at heights, energy isolation, confined space entry, lifting, rigging, and hoisting, driving, the use of explosives, earth/ground movement, hazardous substances, and heavy machinery operation. Each of these hazards has been assigned its own company-wide Health and Safety Standard, outlining the minimum requirements to safely navigate these hazards and mitigate risk. With respect to occupational health, noise-induced hearing loss has been identified as the primary illness with potential to affect our workforce.  

When health and safety incidents occur, they are reported and investigated through a standardised, site-wide system. Initial incident reports are made to the employees’ supervisor, who conducts a preliminary investigation in collaboration with the individuals involved to gather facts and witness statements. Depending on the consequence and potential severity of the incident, the report is then escalated in accordance with the protocols outlined in our Incident Classification, Investigation & Reporting Standard.  

All Alamos operations are equipped with Mine Emergency Response Plans (MERPs) and trained Mine Rescue Teams to address extreme and emergency situations on site. MERPs define the responsibilities, response procedures, and preventive measures necessary for the effective and timely management of emergency situations and are a critical component of our health and safety risk management systems. Mine Rescue Teams undergo specialised training under the MERP to prepare them for site emergencies including first aid, firefighting, and the use of specialised tools. At our underground operations, additional training is provided in areas such as mine gas detection, respiratory protection, and the use of self-contained breathing apparatuses. 

Alamos is committed to preventing all occupational health and safety incidents at our operations, including those associated with the operations, products, and services of third parties operating at our sites. 

Performance

We monitor employee and contractor safety performances using a combination of leading and lagging indicators to support long-term improvement and promote a strong safety culture. Leading indicators include metrics such as the number of safety interactions, meetings, near misses, and hazards reported by our safety teams and workforce. Lagging indicators track outcomes such as the number and type of incidents and frequency rates. Each site produces monthly safety performance reports that detail incident types, investigation outcomes, and any associated mitigation measures or training initiatives. Safety performance is reviewed monthly by the Alamos leadership team, with quarterly business reviews led by the CEO, COO, and CFO to ensure continued accountability and alignment with our safety objectives. 

Company-Wide Safety Performance (Employees and Contractors)11

Table 3.6

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Injury Reporting 2025 2024 202312
Fatalities 0 0 0
Near Misses 241 236 155
First Aid Injuries 201 166 84
Medical Treatment Injuries 31 39 22
Restricted Work Injuries 23 41 40
Lost Time Injuries (LTI) 3 4 3
Total Recordable Injuries (TRI) 57 84 65
Near-Miss Frequency Rate 4.87 5.38 3.50
Lost Time Injury Frequency Rate (LTIFR13 0.06 0.09 0.07
Total Recordable Injury Frequency Rate (TRIFR)14 1.15 1.91 1.47
Hours Worked 9,905,422 8,777,335 8,859,559

Inclusion, Diversity, Equity & Accessibility

At Alamos, everyone is welcome. We are committed to fostering an environment where all team members feel comfortable and supported at work. Our focus on inclusion, awareness and continuous learning strengthens our culture and enhances our ability to attract, engage, and retain top talent.

Harassment is not tolerated at Alamos, and processes are in place to enable individuals to safely and anonymously report concerns, with the reporting mechanism overseen by the Audit Committee of the Board. In 2025, we had zero (0) confirmed incidents related to harassment, and zero (0) confirmed incidents of discrimination.

Employee Composition15

Table 3.7

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Gender and Ages Alamos Employees
Male 2,051
Female 360
< 30 Years Old 517
30–50 Years Old 1,314
> 50 Years Old 580

Composition of our Executive Leadership Team

Table 3.8

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Genders and Ages Alamos Employees
Male 12
Female 4
< 30 Years Old 0
30–50 Years Old 7
> 50 Years Old 9

In Q4 2025, Alamos revised its Self-Reporting and Identification survey to update data previously collected in 2022. The survey, circulated in Q1 2026, invited all Alamos team members to voluntarily and anonymously self-identify against indicators including gender identity, sexual orientation, race, ability, language of origin, and primary language. A total of 1,161 participated, representing 51% of our global employees. Of these respondents, 478 were based in Mexico and 683 in Canada. This distribution should be taken into consideration when interpreting the results.  

Gender Identity

“What is your gender identity?”

Figure 3.1

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Accessible Descriptions for Charts

Racial or Ethnic Identity

“What best describes your racial or ethnic identity?”

Figure 3.2

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Accessible Descriptions for Charts

Persons with Disabilities

“Do you identify as a person with a disability?”

Figure 3.3

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Accessible Descriptions for Charts

Sexual Orientation

“Select the sexual orientation that best describes how you currently think of yourself.”

Figure 3.4

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Accessible Descriptions for Charts

First Language 16

“What language(s) did you first learn at home as a child and still understand today?”

Figure 3.5

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Accessible Descriptions for Charts

Primary Language 17

“What language(s) do you speak most often at home?”

Figure 3.6

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Accessible Descriptions for Charts

Our overall approach is centred on inclusion, diversity, equity, accessibility, workplace safety, and alignment with our values and Code of Business Conduct and Ethics. We are committed to paying a fair and living wage in all countries where we operate, and systems and processes are in place to understand the market and review our pay position within it. Compensation is determined based on the scope of each role and the qualifications of the candidate – it is not influenced by any protected ground.   

Additionally, we provide competitive benefits. A number of policies and programs are in place to support the physical, mental, and financial health and well-being of our people and their families, which include but are not limited to: 

  • on-site allied health professionals 
  • preventative and therapeutic physiotherapy  
  • financial planning education 

All Alamos employees are eligible for parental leave, and each year, several employees receive this benefit and return successfully. The values in Table 3.9 below are reported on either an annual or rolling basis depending on the indicator.

Entitled to Parental Leave (PL)

Table 3.9

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Employees Alamos Total Young-Davidson Island Gold District Mulatos District Lynn Lake Toronto Head Office
Percentage of Workforce 100% 100% 100% 100% 100% 100%

Started PL in the Reporting Year

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Employees Alamos Total Young-Davidson Island Gold District Mulatos District Lynn Lake Toronto Head Office
Total 46 14 13 17 1 1
Male 38 13 11 12 1 1
Female 8 1 2 5 0 0

Returned from PL in the Reporting Year

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Employees Alamos Total Young-Davidson Island Gold District Mulatos District Lynn Lake Toronto Head Office
Total 43 10 16 15 1 1
Male 35 9 12 12 1 1
Female 8 1 4 3 0 0

Still on PL at Year-End

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Employees Alamos Total Young-Davidson Island Gold District Mulatos District Lynn Lake Toronto Head Office
Total 10 5 3 2 0 0
Male 5 4 1 0 0 0
Female 5 1 2 2 0 0
PL Return Rate18 92% 80% 100% 100% 100% 100%
PL Retention Rate19 75% 83% 66% 100% n/a20 0%

Employee Relations

As is outlined in our Human Rights Policy, which is in part guided by the International Labour Organization’s Declaration on Fundamental Principles and Rights at Work, Alamos respects and upholds internationally proclaimed human rights for our workforce. We apply specific attention in avoiding complicity with human rights abuses such as child labour and modern slavery (which includes forced and compulsory labour). We have determined through internal and external assessments that none of our operations are at significant risk for incidents related to these offenses, and we condemn them in the strongest possible terms. We expect our suppliers and business partners to share this commitment and implement policies and processes that support respect for human rights. We also clearly outline our commitment and expectations within our business contracts. Alamos supports the Organization for Economic Co-operation and Development’s Due Diligence Guidance for Responsible Supply Chains of Minerals from Conflict-Affected and High-Risk Areas and has adopted the WGC’s Conflict-Free Gold Standard to operationalize this commitment. Our independently verified Conflict-Free Gold Report summarises our annual conformance to this standard. 

Under the Canadian Fighting Against Forced Labour and Child Labour in Supply Chains Act (commonly known as the Modern Slavery Act or the Supply Chains Act), affected entities including Alamos must report on their efforts to mitigate the use of forced and child labour within their supply chains for the previous financial year. Please see Alamos’ 2025 Report on Modern Slavery which describes the actions that Alamos has taken to assess and manage the risks of forced labour and child labour in its activities and supply chain.

All Alamos workers are afforded the right to freedom of association and collective bargaining via our Human Rights Policy and applicable labour laws, and we believe there is no risk to our workforce’s right to exercise these freedoms at any Alamos location. In 2025, a Collective Bargaining Agreement covered 249 employees at the Mulatos Mine. No Canadian locations are unionized. There were no disputes between labour and management resulting in strikes, lockouts, or other work stoppages in the reporting year.

Collective Bargaining Agreements

Table 3.10

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Coverage Data Young-Davidson Island Gold District Mulatos
% of Employees Covered 0% 0% 48%

At the Mulatos District, the Collective Bargaining Agreement requires a minimum 30-day notice period for significant operational changes affecting unionized employees. While no standardised notice requirement applies to non-unionized employees at Mulatos or Alamos’ Canadian operations, the Company communicates operational and schedule changes as soon as is practical. 

References

  1. Represents all Mexico operations, including the Hermosillo Regional Office and the closed El Chanate mine.
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  2. Represents all Mexico operations, including the Hermosillo Regional Office and the closed El Chanate mine.
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  3. Employees with fixed-term contracts that were in effect at December 31, 2025.
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  4. Represents all Mexico operations, including the Hermosillo Regional Office and the closed El Chanate mine.
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  5. All part-time employees are on temporary contracts
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  6. Represents all Mexico operations, including the Hermosillo Regional Office and the closed El Chanate mine.
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  7. Represents all Mexico operations, including the Hermosillo Regional Office and the closed El Chanate mine.
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  8. Represents all Mexico operations, including the Hermosillo Regional Office and the closed El Chanate mine.
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  9. Based on permanent employees only.
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  10. Hours of training provided, divided by total workforce at year-end. Contractors at Alamos also receive training from their direct employers, which is not captured in the data above.
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  11. For a breakdown of Safety performance by site, please visit our Data Tables.
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  12. 2023 data does not include the Magino mine, which was acquired by Alamos in July 2024.
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  13. Frequency Rates are calculated based on 200,000 hours worked and include lost time injuries and fatalities.
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  14. Frequency Rates are calculated based on 200,000 hours worked and include lost time injuries and fatalities.
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  15. For a site-by-site breakdown of employee composition, please visit our Data Tables.
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  16. Participants were able to select more than one response for both questions related to language. As such, the number of responses is higher than the number of participants.
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  17. Participants were able to select more than one response for both questions related to language. As such, the number of responses is higher than the number of participants.
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  18. The percentage of employees who returned to work after taking parental leave.
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  19. The percentage of employees who stayed for 12 months after returning from parental leave.
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  20. No employees returned from parental leave in 2024.
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