Investor Day2021 Sustainability Report

Teach-In SessionMarch 31, 2021

KLGOLD.COMTSX: KL | NYSE: KL | ASX: KLA

Forward Looking Information

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Cautionary Note Regarding Forward-Looking InformationThe information in this presentation has been prepared as at March 30, 2021. This presentation contains “forward-looking statements” and "forward-looking information" within the meaning of applicable securities laws, including statements regarding the plans, intentions, beliefs and current expectations of Kirkland Lake Gold with respect to future business activities and operating performance. Forward-looking information is often identified by the words "may", "would", "could", "should", "will", "intend", "plan", "anticipate", "believe", "estimate", "expect" or similar expressions and include information regarding: (i) various optimization plans designed to reduced the Company’s carbon footprint in the future; (ii) the timing associated with achieving net-zero emissions; and (iii) the anticipating timing and anticipated benefits associated with the Company’s ESG investment and value enhancement strategies. Investors are cautioned that forward-looking information is not based on historical facts but instead reflect Kirkland Lake Gold's management's expectations, estimates or projections concerning future results or events based on the opinions, assumptions and estimates of management considered reasonable at the date the statements are made. Although Kirkland Lake Gold believes that the expectations reflected in such forward-looking information are reasonable, such information involves risks and uncertainties, and undue reliance should not be placed on such information, as unknown or unpredictable factors could have material adverse effects on future results, performance or achievements of the combined company. Among the key factors that could cause actual results to differ materially from those projected in the forward-looking information are the following: the future development and growth potential of the Canadian and Australian operations; the future exploration activities planned at the Canadian and Australian operations and anticipated effects thereof; potential impacts of COVID 19; changes in general economic, business and political conditions, including changes in the financial markets; changes in applicable laws; and compliance with extensive government regulation. Exploration results that include geophysics, sampling, and drill results on wide spacings may not be indicative of the occurrence of a mineral deposit. Such results do not provide assurance that further work will establish sufficient grade, continuity, metallurgical characteristics and economic potential to be classed as a category of mineral resource. A mineral resource that is classified as "inferred" or "indicated" has a great amount of uncertainty as to its existence and economic and legal feasibility. It cannot be assumed that any or part of an "indicated mineral resource" or "inferred mineral resource" will ever be upgraded to a higher category of resource. Investors are cautioned not to assume that all or any part of mineral deposits in these categories will ever be converted into proven and probable reserves. This forward-looking information may be affected by risks and uncertainties in the business of Kirkland Lake Gold and market conditions. This information is qualified in its entirety by cautionary statements and risk factor disclosure contained in filings made by Kirkland Lake Gold, including its annual information form for the year ended December 31, 2020, and the financial statements and related MD&A for the financial year ended December 31, 2020 and for the interim period ended December 31, 2021, which are filed with the securities regulatory authorities in certain provinces of Canada and available at www.sedar.com. Should one or more of these risks or uncertainties materialize, or should assumptions underlying the forward-looking information prove incorrect, actual results may vary materially from those described herein as intended, planned, anticipated, believed, estimated or expected. Although Kirkland Lake Gold has attempted to identify important risks, uncertainties and factors which could cause actual results to differ materially, there may be others that cause results not to be as anticipated, estimated or intended. Kirkland Lake Gold does not intend, and do not assume any obligation, to update this forward-looking information except as otherwise required by applicable law.

Use of Non-IFRS MeasuresThis Presentation refers to average realized price, operating costs, operating costs per ounce sold, all-in sustaining cost (“AISC”) per ounce of gold sold, free cash flow, sustaining capital expenditures and growth capital expenditure because certain readers may use this information to assess the Company’s performance and also to determine the Company’s ability to generate cash flow and meet its expenditure requirements. This data is furnished to provide additional information and are non-IFRS measures and do not have any standardized meaning prescribed by International Financial Reporting Standards (“IFRS”). These measures should not be considered in isolation as a substitute for measures of performance prepared in accordance with IFRS and are not necessarily indicative of operating costs presented under IFRS. Refer to each Company’s most recent MD&A for a reconciliation of these measures. The most comparable IFRS Measure for operating cash costs, operating cash costs per ounce sold and AISC per ounce sold is production costs as presented in the Consolidated Statements of Operations and Comprehensive Income, while total additions and construction in progress are the most comparable measures for sustaining and growth capital expenditures.

All dollar amounts in this presentation are expressed in U.S. dollars except as otherwise noted.

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2020 Achievements

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Our extensive response to COVID-19 pandemic. COVID-19 Response

We continued to deliver value to the communities and places we operate.

Community Investment

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We strengthened our governance, implementing policies and standards on Diversity, Human Rights, Supplier Code of Conduct, and Grievance Resolution.

Improved Governance

At 0.32 tonnes of CO2e per oz of gold in 2020, we continued to achieve greenhouse gas emissions well below industry average.

Greenhouse Gas Emission Performance

2020 Achievements

All active tailings facilities meet or exceed the most stringent applicable guideline from Mining Association of Canada, Canadian Dam Association and/or or Australian National Committee on Large Dams.

Tailings Safety

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• Won Tom Peters Memorial Mine Reclamation Award• Completed Year One External Assurance of WGC’s RGMPs. • Became a MAC member in 2021

External Recognition

2020 Achievements

Investing in our Future – 2021 and Beyond

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Invest $75M for 5 Years

Focus Areas:

Reduce Carbon Footprint

Building Smart Mines

Invest in health and well being in our communities

Our Approach

Best Practices

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Underlying our commitments to sustainability is our support of internationally recognized best practices and frameworks.

Received external assurance on our first year of implementing the RGMPs.

Recently became MAC member and began participating in the TSM program.

We support the TCFD objectives and have begun the process of aligning our climate strategy and related disclosures

Verified all active tailings facilities meet or exceed the most stringent applicable guideline.

Follow International Cyanide Management Code standards of practice for cyanide transport, storage, use, and disposal.

Materiality

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Most recently, the most important topics to us have been:

We regularly engages with stakeholders and people in the communities in which we operate to identify issues most important to them.

Health and Safety

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To support our commitment to providing a safe place of work, KL Gold has programs designed to prevent harm, monitor for exposures as well as respond quickly to unplanned outcomes.

KL Gold’s safety performance is trending in the right direction. The results of our employees’ efforts to improve their performance and their workplaces are reflected in our results.

One Year LTI FreeCASE STUDY Hours of Emergency Response Training by Workforce in 2020:

3000+ hours

Diversity, Equality and Inclusion

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We implemented our “Diversity, Equality and Inclusion Policy” across our company in 2020

The GECKO (Gender Equity Consultation Kick Off) formed in late 2019 focuses on barriers to diversity and paves the way for women to join KL Gold’s Fosterville Mine operation.

Case Study: GECKO—Promoting Diversity and Inclusion for All

Like the safety committee, all areas of the mine are represented, with 12 female members developing and applying initiatives.

Forms the basis of an action plan aimed at building and maintaining the best possible workforce by supporting the recruitment, retention and advancement of a diverse workforce

Maximizing Local Employment

There were 450 new roles created over KL Gold operations in 2020.

We spent $306 million in total salary and wages in 2020, $238 million in Canada and $68 million in Australia.

76% of our procurement spend, or $905 million, was spent in Ontario and Victoria in 2020.

Over 90% of our workforce is considered local for our Fosterville and Macassa Mines.

$238,552,000

$67,780,0002020 Total Wages (USD)

Canada Australia

0.0 200.0 400.0 600.0 800.0 1,000.0 1,200.0 1,400.0

Total

Macassa

Detour

Fosterville

2020 Total Supply Chain (Goods and Services) Spend

Ontario & Victoria Supply Chain Spend ($M USD)National Supply Chain Spend ($M USD)International Supply Chain Spend ($M USD) Detour Lake Mine – 186 positions

Macassa Mine – 138 positionsFosterville Mine – 132 positions

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Goods and Services from Companies with Indigenous

Ownership in 2020:

$263 Million

In 2020, 20% of our workforce self-identify as Indigenous at our Detour Lake Mine.

Engaging with Indigenous People

Fostering positive and collaborative relationships with local communities is essential for building the foundations of a successful project.

We are also signatory to several agreements with Indigenous Nations, intended to help foster meaningful and mutually beneficial relationships

KL Gold supports UNDRIP and applies its principles, norms, and standards through our Indigenous, Communities & Stakeholder (ICS) Standard.

Total 2020 Payments under Agreements with

Indigenous Communities:

$9.3 Million

As part of the West Detour Project, KL Gold has committed to two (2) fisheries projects with Taykwa TagamouNation and Wahgoshig First Nation, respectively.

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As a result of COVID-19, and most Indigenous communities were closed to outsiders. Online meetings and video-conferencing were identified as their preference in following public-health guidelines.

CASE STUDY

In 2020, we provided AUD $1.0 million towards the massive relief and recovery efforts required in the aftermath of the ‘Black Summer Bushfires of 2020’ in Australia.

In addition, the Company established the Bushfire Readiness Grants program in collaboration with the District CFA.ApproximatelyAUD $400,000 was allocated to the CFA in support of eight local brigades, near the Fosterville Mine.

Community Investments

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KL Gold contributes to the prosperity and sustainability of our local and regional economies.

Our goal is to maximize KL Gold’s and our host communities’ return on our investments in strategic health, capacity building initiatives, and economic development programs.

Donations directly made to Community

Organizations:

$3.5 Million

Taxespaid to Government

Organizations:

$329 Million

Royaltiespaid to Government

Organizations:

$31 Million

Fees paid to Government

Organizations:

$4 Million

Funding announcement: Jacinta Allan, Victorian Minister of Transport and Infrastructure, Felicia Binks, Director of Environment and Government Relations KL Gold, and representatives of the JunortounFire Brigade.

Bushfire Relief

Energy and Climate Change

Climate change is a strategic risk with potential financial implications for our company, our supply chain, and our investors.

We are committed to combating climate change and energy efficiency.

These obligations include:• Implementing governance, engagement and disclosure processes.• Advancing site-level adaptation and mitigation solutions• Engaging with communities and others in the value chain.• Monitoring and disclosing our Scope 1 and 2 emissions, and improved

understanding of our Scope 3 emissions.

We empower sites to develop and implement actions to reduce emissions and increase energy efficiencies, by improving electricity efficiency, implementing low-carbon technologies and using clean energy sources.

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Energy and Climate Change

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World Gold Council has calculated global industry

average as:

1.02t CO2e/oz 0

50

100

150

200

250

300

350

400

450

500

0

50,000

100,000

150,000

200,000

250,000

300,000

2018Detour

2019Detour

2020Detour

2018Macassa

2019Macassa

2020Macassa

2018Fosterville

2019Fosterville

2020Fosterville

Inte

nsity

(kg

CO2e

/oz A

u)

t CO

2e

Greenhouse Gas (GHG) Footprint and Intensity 2018-2020

Direct Emissions (Scope 1) tCO2e Indirect Emissions - Electrcity (Scope 2) tCO2e

Intensity kgCO2e/ounce Au

Site Year Total (t CO2e)

Intensity (t CO2e/oz Au)

Detour2018 239,696 0.392019 267,960 0.452020 262,305 0.47

Macassa2018 12,803 0.0532019 12,175 0.052020 11,421 0.062

Fosterville2018 129,888 0.372019 152,075 0.252020 164,710 0.26

Global2018 382,387 0.312019 432,210 0.302020 438,435 0.32

Scope 1+2 GHG Emissions

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Our Performance

Detour Lake Mine:

97%Fosterville

Mine:

75%Macassa

Mine:

96%

Process Water

Recycling Rates

Water is an essential interface between our operations, various regulatory agencies, and our surrounding communities. At each site, we have site specific water management targets based on the local environment.

In 2020, there were no significant water quality non-compliances recorded at our sites.

Water Management

Win-win for weed control CASE STUDY

Tailings and Waste Management

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The health and safety of our people, communities and the environment are the top priority of our comprehensive tailings and waste rock management programs.

We currently we have a dedicated Accountable Executive Officer who oversees all construction, operation, and maintenance of tailings facilities at the operational level.

We apply the most stringent standard available from either the CDA, MAC, or ANCOLD

Tailings Incidents:

0North Tailings Storage Facility (NTSF)

CASE STUDY

Reclamation and Closure

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Mine closure planning processes are integral to our site planning and ongoing operations.

We engage local communities, governments and other interested stakeholders often on these issues, and we seek to minimize impacts and maximize benefits whenever possible.

We have closure and reclamation plans with site-specific measures for each operation.

Detour Lake Mine Site Specific Reclamation

Target:

10 ha/year

MAI

N O

BJEC

TIVE

S O

F CL

OSU

RE P

LAN

NIN

G

Detour Lake Mine Progressive Reclamation ProgramCASE STUDY

Investing in our Future – 2021 and Beyond

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Invest $75M for 5 Years

Focus Areas:

Reduce Carbon Footprint

Building Smart Mines

Invest in health and well being in our communities

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Thank you for your interest in Kirkland Lake Gold’s ESG performance and we welcome your feedback.