Red Pine Exploration Inc.
2024  ESG Report
Published on  January 29, 2025
Red Pine Exploration Inc. is a Canadian precious metals explorer headquartered in Toronto, Canada and primarily involved in the identification, acquisition and development of properties in Ontario, Canada. Led by an experienced management and technical team, the Company’s flagship Wawa Gold Project is located 2km southeast of the Municipality of Wawa, in Northern Ontario. The property, comprised of 7,140 hectares, hosts several former mines with a combined historic production of 120,000 oz gold at an average grade of 9 g/t gold.
Company Profile
Organizational Profile
Name Red Pine Exploration Inc.
Describe nature of activities, brands, products and services Red Pine Exploration Inc. is actively developing
its key asset – the Wawa Gold Project.

The property currently hosts a NI 43-101
resource of over 1.7M oz of gold (both
indicated and inferred) at more than 1.6 gpt
gold, contained between surface and 350m
depth.
Link to Corporate Website https://www.redpineexp.com/
Industry Classification NAICS:
21222 Gold and silver ore mining
Market Capitalization $0-$100Million USD
Type of Operations Exclusively non-producing operations
Company Headquarters Toronto, Canada
ESG Accountability
Role and Name of highest authority within company for Environment, Social and Governance strategy, programs and performance Michael Michaud, CEO
GRI Reporting Requirements
Choose the statement as to how the organization has aligned their reporting utilizing GRI Standards The organization has reported with reference
to the GRI Standards for the period defined
below
ESG Reporting Period
Unless otherwise noted, all data contained in this report covers the following period
From 2024-01-01
To 2024-12-31
External Assurance
Describe your company's policy and practice for seeking external assurance, including whether and how the highest governance body and senior executives are involved The ESG report completed by the Company is
internally reviewed by the Board, which is the
highest governance body of the Company.
Has the report been externally assured No
Financial Reporting Period
Does the financial reporting period align with the sustainability reporting period (eg. calendar vs fiscal) No
Specify the reporting period for its financial reporting
From 2023-08-01
To 2024-07-31
If financial reporting period does not align with the period for its sustainability reporting, explain the reason for this Working with a calendar year for reporting is
much simpler to track and record all aspects of
the  Environmental, Social and Corporate
Governance data.
Geographic Scope of Report
Unless otherwise noted, the data in this report covers sustainability matters related to the following locations of operations Canada
All of Red Pine's activities take place in Ontario,
Canada.  The Company's office is located in
Toronto, Ontario and the the Wawa Gold
Project is located near Wawa, Ontario,
Canada.  

The Wawa Gold Project is located 2 kilometres
(km) east of the Town of Wawa, Ontario and
approximately 650 km northwest of Toronto .
The Project is within the McMurray Township
(NTS 41/n14) and centered on Universal Trans
Mercator (UTM) North American 1983 Datum
(NAD83) (Zone 16N) 669,800 metres (m) east
(E) and 5,315,000 m north (N).  Access is
available via Highway 101 from Wawa and the
Surluga Mine Road, a private road owned and
maintained by Red Pine.
Wawa Gold Property
Identify notable exclusions of the geographical and/or business scope of the report, and reference of any existing or planned reports that do or will address these (e.g., assets recently divested or acquired, non-managed joint ventures, specific exploration activities, recently closed sites, etc.) Red Pine also  has a 100% interest in 22 cell
claims covering 277 hectares located
approximately 46 kms west of Matheson and
50 kms north of Kirkland Lake.  During the
2024 reporting period no exploration work was
completed on this property.
Garrison-Rand Property
Reporting Practice
Provide the full contact details (name, title, address, email and/or phone number) for an individual responsible to address questions regarding the report or its contents Eric Steffler
Senior Operations Manager
esteffler@redpinexp.com
416-364-7024 Ext. 314
Currency
Unless otherwise noted, all financial figures referenced in this report are in the following currency CAD
Scale of the Organization
Describe how the organization defines its "Operation" Red Pine Exploration is a  junior mining
company focused on the prospecting and
exploration of  precious metal resources.
Red Pine Exploration is a junior mining
company dedicated to the prospecting and
exploration of precious metal resources. As the
company does not currently operate any ore
extraction facilities, it does not generate
revenue or profits at this stage. Instead, we rely
on investors to fund our prospecting and
exploration efforts.
Report the total number of operations 1
Report the quantity of products or services provided during the reporting period and provide description (e.g. number of units produced, amount of primary commodity produced, number of services provided, etc.) The company is a junior mining exploration firm
focused on advancing the Wawa Gold Project
for its shareholders by exploring for gold
mineralization, aiming to increase the 43-101
indicated and inferred resources.
Fragile and Conflict-Affected Situations
Identify all of the entity's countries of operations that align with the World Bank's list of "Fragile and Conflict-Affected Situations" None
Red Pine Exploration only operates in Ontario,
Canada.
Mineral Resource Types in Scope
Which of the following mineral resource types are covered by this report
   •  Inferred
   •  Indicated
Red Pine Exploration currently has an Inferred
and Indicated Resource which was updated in
August of 2024 on its flag ship Wawa Gold
Property located in Wawa, Ontario, Canada
Strategy
Link to company's statements of: Purpose, Vision, Mission and Values; Sustainability/ESG strategy (URL) https://redpineexp.com/sustainability/
Provide a statement from the highest governance body or most senior executive of the organization (i.e., CEO, chair, or equivalent senior position) about the relevance of sustainable development to the organization and its strategy for contributing to sustainable development. (CEO's message for this report) Please see the attached CEO statement.
CEO Statement
Material Topics
Governance of Material Topics
Describe the process followed to determine the organization's material topics, including:
How did the organization identify the material topics
   •  Economic impact assessment
   •  Materiality Assessment
   •  Financial statement analysis
   •  Economic impact assessment
Red Pine Exploration is currently in the
exploration phase of our project. Most
significant topics are identified during the
feasibility and socio-environmental studies
conducted as the project progresses to the
development phase. Current key issues such as
biodiversity, compliance, environmental
assessment, anti-corruption, communications,
and permitting are addressed through our
corporate policies, third-party environmental
studies, and our current 43-101 report.
How did the organization prioritize the impacts based on their significance The organization prioritized impacts based on
their significance.
This involved conducting internal analyses that
included input from stakeholders and
community members, many of whom were also
staff, for risk assessments to identify the most
critical impacts. By evaluating the potential
consequences of each impact and taking
community concerns into account, the
organization was able to prioritize and allocate
resources to address the most significant issues
first.
Specify the stakeholders and experts whose views have informed the process of determining its material topics and provide details
   •  Shareholders and other capital providers
   •  Local communities
   •  Governments
   •  Employees and other workers
List the organization's material topics
   •  Water
   •  Compliance
   •  Training and Education
   •  Security Practices
   •  Indigenous Rights
   •  Local Communities
   •  Anti-corruption
   •  Anti-competitive Behavior
   •  Permitting
   •  Marketing
   •  Energy
   •  Emissions
   •  Communications
   •  Environmental Grievances
   •  Other, please specify
   •  Occupational Health and Safety
Transparency and Disclosure               
Business Ethics

The selected topics are considered material to
the organization because they can impact
regulatory compliance, potentially lead to
financial consequences, or pose operational
risks. Other relevant topics include Land and
Resource Rights, Business Ethics, and
Cybersecurity within the broader category of
security practices.
List the organization's non-material topics
   •  Economic Performance
   •  Indirect Economic Impacts
   •  Procurement Practices
   •  Artisanal and Small-scale mining
   •  Resettlement
   •  Closure Planning
   •  Customer Privacy
   •  Materials Stewardship
The topics selected above would be considered
non-material to the organization as they have
minimal impact on the financial results for
stakeholders. Additionally, issues such as
Customer Privacy and Artisanal and Small-
scale Mining pose limited risks, as the
organization does not engage with customers
or operate small-scale mining. Therefore, these
topics lack relevance to our current operations.
Provide reasons for considering such topics not material, provide details Not applicable
Report changes to the list of material topics compared to the previous reporting period Marketing has been included as a material topic
compared to the previous reporting period.
For the top 5 material topics, the reporting organization shall report the following information:
Topic #1 Other, please specify
Transparency and Disclosure
An explanation of why the topic is material; describe the actual and potential, negative and positive impacts on the economy, environment, and people, including impacts on their human rights Transparency and disclosure are material to the
organization as they foster trust with
stakeholders, enhance accountability, and
support informed decision-making. Positive
impacts include improved stakeholder relations
and better risk management, while negative
impacts may arise from lack of transparency,
potentially leading to reputational damage and
regulatory penalties.
Where the impacts occur There are both Actual and Potential Impacts,
which are described in more detail.
Actual Impacts: Clear disclosures can improve
corporate governance and facilitate
stakeholder engagement, positively influencing
economic stability and social responsibility.
Conversely, inadequate transparency can
result in misinformation, eroding public trust
and affecting community relations.

Potential Impacts: Improved transparency can
enhance operational efficiency and attract
investment, while poor disclosure practices
may expose the organization to legal risks and
financial losses.
The organization’s involvement with the impacts. e.g., whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships The organization is directly involved in shaping
transparency practices through its reporting
and communication strategies. It may
contribute to both positive and negative
outcomes based on the quality and clarity of its
disclosures.
Report whether the organization is involved with the negative impacts through its activities or as a result of its business relationships, and describe the activities or business relationships Activities
Describe/provide a link to the corporate policies or commitments regarding the topic The organization adheres to a
Disclosure  Policy that outlines its commitment
to open communication and ethical reporting
practices.
Disclosure Policy
Explain how the organization manages the topic and actions to prevent or mitigate potential negative impacts The organization is better managing
transparency by implementing robust reporting
frameworks, ensuring compliance with legal
requirements, and reviewing disclosure
practices to enhance clarity and accuracy.
Describe actions to address actual negative impacts, including actions to provide for or cooperate in their remediation To address actual negative impacts, the
organization engages with stakeholders to
rectify misinformation and cooperates with
regulators to ensure compliance and
remediation where necessary.
Describe actions to manage actual and potential positive impacts The organization actively promotes positive
impacts by enhancing communication channels,
providing timely updates to stakeholders, and
encouraging feedback on disclosures to
improve engagement.
Report the processes used to track the effectiveness of the actions; Internal auditing
The organization uses metrics in is internal
auditing which include stakeholder feedback,
audit results, and compliance with regulators to
determine the effectiveness of its transparency
efforts.
Report the goals, targets, and indicators used to evaluate progress; The goals and targets would be Transparency,
Compliance, Stakeholder engagement and
sustainability, meeting these in a timely manner
and of high quality.
Report the effectiveness of the actions, including progress toward the goals and targets; any related adjustments Progress on the goals is measures as described
below:
Transparency: Enhance the clarity and
accessibility of financial and non-financial
information.
Compliance: Ensure adherence to legal and
regulatory requirements for disclosure.
Stakeholder Engagement: Foster better
communication with investors, analysts, and
other stakeholders.
Sustainability: Improve reporting on
environmental, social, and governance (ESG)
factors.
Lessons learned and how these have been incorporated into the organization’s operational policies and procedures Lessons from past disclosure challenges have
led to improvements in operational policies,
including enhanced training for staff.
Describe how engagement with stakeholders has informed the actions taken and how it has informed whether the actions have been effective Engagement with stakeholders, including
investors, community members, and regulatory
bodies, has shaped the organization’s approach
to transparency.
Topic #2 Indigenous Rights
Land and Resource Rights
An explanation of why the topic is material; describe the actual and potential, negative and positive impacts on the economy, environment, and people, including impacts on their human rights Land and resource rights are material to the
organization because they directly impact local
communities, the environment, and the
organization’s operational sustainability.
Negative impacts may include , loss of
livelihoods if exploration were to shutdown,
and environmental degradation. Positive
impacts involve the equitable use of resources
and community development initiatives, which
can enhance the organization’s reputation and
stakeholder trust
Where the impacts occur Impacts occur in areas where the organization
operates, particularly in the northern regions of
Ontario.
The organization’s involvement with the impacts. e.g., whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships The organization is directly involved in land and
resource rights through its operational
activities. It can contribute to both negative
and positive impacts depending on how it
engages with local communities and manages
resources.
Report whether the organization is involved with the negative impacts through its activities or as a result of its business relationships, and describe the activities or business relationships Not applicable
Describe/provide a link to the corporate policies or commitments regarding the topic The organization has  its commitment to
respecting local communities and ensure
sustainable resource management under
the  Sustainability and ESG page of the
corporate website.
ESG Page
Explain how the organization manages the topic and actions to prevent or mitigate potential negative impacts The organization manages land and resource
rights by engaging with local communities
when possible, and implementing strategies to
mitigate negative effects.
Describe actions to address actual negative impacts, including actions to provide for or cooperate in their remediation In cases of actual negative impacts, the
organization collaborates with affected
communities to provide support
Describe actions to manage actual and potential positive impacts The organization actively seeks to enhance
positive impacts by promoting sustainable
practices that benefit both the environment
and local economies.
One such project is the Fuel Consumption
Program, which aims to limit fuel usage on-site
by reducing the number of generators. The plan
includes removing 50% of the generators to
decrease reliance on them, thereby lowering
the potential for oil and fuel spills. This
initiative not only conserves fuel but also
enhances environmental safety on-site.
Report the processes used to track the effectiveness of the actions; Measurement systems
Report the goals, targets, and indicators used to evaluate progress; Goals include achieving zero incidents related
to land and resource rights over a calendar
year. Indicators will encompass incident
reports and compliance assessments to
monitor progress and ensure that the
organization meets its objectives.
Report the effectiveness of the actions, including progress toward the goals and targets; any related adjustments Incident reports and compliance assessments
to monitor progress on the property are
reviewed annually and and changes to monitor
or reporting are done at that time.
Lessons learned and how these have been incorporated into the organization’s operational policies and procedures Lessons from past projects have been
incorporated into operational policies, leading
to improved engagement strategies and
enhanced protocols for assessing and
mitigating impacts on land and resource rights.
Describe how engagement with stakeholders has informed the actions taken and how it has informed whether the actions have been effective Ongoing engagement with stakeholders,
including local communities, and regulatory
bodies, has informed the organization’s actions
regarding land and resource rights
Topic #3 Security Practices
More Cybersecurity Practices
An explanation of why the topic is material; describe the actual and potential, negative and positive impacts on the economy, environment, and people, including impacts on their human rights Cybersecurity is material to the organization
because it protects sensitive data, ensures
operational continuity, and maintains
stakeholder trust. Negative impacts from
cybersecurity breaches can include financial
losses, reputational damage, and violation of
human rights, particularly related to data
privacy. Positive impacts arise from effective
cybersecurity measures, fostering confidence
among stakeholders and enhancing the
organization's competitive edge.
Where the impacts occur Impacts occur across all areas of the
organization, including corporate offices, data
centers, and remote work environments.
Vulnerabilities can extend to third-party
vendors and clients, affecting broader
networks.
The organization’s involvement with the impacts. e.g., whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships The organization would be directly linked to
any land issues arising from its operational
activities, as well as to impacts stemming from
its business relationships with contractors and
local governments. This connection
underscores the importance of proactive
engagement and responsible management to
mitigate potential negative effects on land and
resource rights.
Report whether the organization is involved with the negative impacts through its activities or as a result of its business relationships, and describe the activities or business relationships Not applicable
Describe/provide a link to the corporate policies or commitments regarding the topic The organization has a Cybersecurity Policy
that outlines its commitment to protecting
sensitive information and ensuring robust
security measures are in place, these are
managed by the policy which mandates the
technical and sustainable committee.

https://redpineexp.com/governance/
Technical and Sustainable Committee Charter
Explain how the organization manages the topic and actions to prevent or mitigate potential negative impacts The organization manages cybersecurity by
hiring a 3rd party contractor to implement a
multi-layered security framework
Describe actions to address actual negative impacts, including actions to provide for or cooperate in their remediation In the event of an actual cybersecurity breach,
the organization follows an incident response
plan that includes immediate investigation,
communication with affected parties, and
collaboration with cybersecurity experts to
remediate vulnerabilities, all set out by our 3rd
party contractor.
Describe actions to manage actual and potential positive impacts Effectively managing the actual and potential
positive impacts of cybersecurity requires a
proactive approach, which in this organization
includes employing a third-party contractor to
oversee data security.
Report the processes used to track the effectiveness of the actions; Benchmarking
Report the goals, targets, and indicators used to evaluate progress; Goals include reducing cybersecurity incidents
to zero.
Report the effectiveness of the actions, including progress toward the goals and targets; any related adjustments Since integrating the third-party cybersecurity
company and software into the organization's
systems, there have been no reported
cybersecurity breaches. This demonstrates the
effectiveness of the enhanced security
measures in safeguarding sensitive data and
maintaining operational integrity.
Lessons learned and how these have been incorporated into the organization’s operational policies and procedures Lesson would be incorporated from the 3rd
party contractor and implemented into their
policies which are the basis for there
monitoring
Describe how engagement with stakeholders has informed the actions taken and how it has informed whether the actions have been effective Engaging with stakeholders is essential for
guiding organizational actions and assessing
their effectiveness, particularly in identifying
the best cybersecurity practices for a junior
mining company
Topic #4 Other, please specify
Business Ethics
An explanation of why the topic is material; describe the actual and potential, negative and positive impacts on the economy, environment, and people, including impacts on their human rights Business ethics are material to the organization
as they establish the foundation for trust,
integrity, and accountability in all operations.
Negative impacts can include reputational
damage, legal consequences, and erosion of
stakeholder confidence, while positive impacts
foster a culture of ethical behavior, improve
community relations, and contribute to long-
term sustainability.
Where the impacts occur Impacts occur across all operational areas,
including corporate offices, project sites, and
supply chains. Communities surrounding these
areas may also be affected by the organization’s
ethical practices.
The organization’s involvement with the impacts. e.g., whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships The organization is responsible for upholding
business ethics through its policies, practices,
and culture. It can directly contribute to both
positive and negative impacts based on its
commitment to ethical behavior
Report whether the organization is involved with the negative impacts through its activities or as a result of its business relationships, and describe the activities or business relationships Activities
The organization may be involved in negative
impacts if it engages in unethical practices.
Describe/provide a link to the corporate policies or commitments regarding the topic The organization has established a Business
Ethics Policy that outlines its commitment to
ethical conduct, compliance with laws, and
respect for human rights
Codes of Conduct and Ethics
Explain how the organization manages the topic and actions to prevent or mitigate potential negative impacts The organization manages business ethics by
implementing programs, conducting regular
audits, and establishing a whistleblower
mechanism for reporting unethical behavior
Describe actions to address actual negative impacts, including actions to provide for or cooperate in their remediation In instances of actual negative impacts, the
organization takes immediate corrective
actions, including investigations, remediation
measures, and working with affected
stakeholders to address grievances
Describe actions to manage actual and potential positive impacts The organization actively promotes positive
impacts by recognizing and rewarding ethical
behavior among employees, implementing
community engagement initiatives, and
fostering transparency in operations
Report the processes used to track the effectiveness of the actions;
   •  Internal auditing
   •  Measurement systems
Report the goals, targets, and indicators used to evaluate progress; Goals include achieving 100% compliance with
ethical behavior and practices among
employees.
Report the effectiveness of the actions, including progress toward the goals and targets; any related adjustments Progress is reviewed with adjustments made
based on findings. If specific training programs
are ineffective, they are revised to enhance
engagement and understanding of ethical
standards and update policies and audit trails
when necessary.
Lessons learned and how these have been incorporated into the organization’s operational policies and procedures Lessons from past ethical challenges have been
integrated into operational policies, resulting in
enhanced training programs and clearer
guidelines for ethical decision-making
Describe how engagement with stakeholders has informed the actions taken and how it has informed whether the actions have been effective Ongoing engagement with stakeholders,
including employees, community members, and
regulatory bodies, has informed the
organization’s approach to business ethics
Topic #5 Occupational Health and Safety
An explanation of why the topic is material; describe the actual and potential, negative and positive impacts on the economy, environment, and people, including impacts on their human rights Occupational Health and Safety is a critical
area for any organization, as it directly affects
the well-being of employees, the community,
and the overall operational efficiency.
Where the impacts occur Material impacts arise from workplace
conditions that can lead to injuries or
illnesses,  influencing not only the workforce
but also the economy and environment.
The organization’s involvement with the impacts. e.g., whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships Organizations can directly contribute to health
and safety impacts through their operational
practices as well as indirectly through
community impacts.
Report whether the organization is involved with the negative impacts through its activities or as a result of its business relationships, and describe the activities or business relationships Not applicable
Describe/provide a link to the corporate policies or commitments regarding the topic Red Pine's robust health and safety plan is
designed to create a safe work environment
and promote employee well-being. Key
elements include Risk Assessment, Training
Programs, Incident Reporting and Emergency
Response plans.
Explain how the organization manages the topic and actions to prevent or mitigate potential negative impacts The Organization manages OHS through:

Implementing safety management systems.
Regular risk assessments.
Establishing a culture of safety, encouraging
employee involvement in safety practices
Describe actions to address actual negative impacts, including actions to provide for or cooperate in their remediation To address actual negative impacts,
organizations may:
Provide medical support and rehabilitation for
injured employees.
Establish channels for reporting unsafe
conditions anonymously.
Describe actions to manage actual and potential positive impacts Positive impacts can be enhanced by:

Implementing wellness programs and mental
health resources.
Encouraging feedback from employees on
safety measures.
Report the processes used to track the effectiveness of the actions;
   •  Internal auditing
   •  Benchmarking
Report the goals, targets, and indicators used to evaluate progress; The organization tracks the effectiveness of the
OHS actions through:

Incident reporting systems.
Regular safety audits.
Report the effectiveness of the actions, including progress toward the goals and targets; any related adjustments The Organization regularly reviews and adjust
their strategies based on:

Incident trends.
Changes in regulations or industry standards.
Lessons learned and how these have been incorporated into the organization’s operational policies and procedures The importance of ongoing training and
communication.
Engaging employees in safety initiatives leads
to better compliance.
Adapting practices based on incident analysis
can prevent future occurrences.
Describe how engagement with stakeholders has informed the actions taken and how it has informed whether the actions have been effective Engagement with stakeholders, including
employees, and local communities, informs
OHS practices by:

Gathering insights on safety concerns.
Assessing the effectiveness of current policies.
Supply Chain
Provide a description of the organization’s supply chain, including the types of suppliers (e.g., equipment, consumables, logistics, brokers, contractors, wholesalers, etc.) The company engages various contractors for
exploration operations at the Wawa Gold
Property. Suppliers include those for diamond
drilling, geophysical surveys, exploration camp
logistics, fuel, and black water waste
management.

Financial brokers are also employed to help
raise capital.

Financial Brokers are utilized by the company
for raising capital.  
Total estimated number of suppliers throughout its supply chain and in each tier (e.g., first tier, second tier) 14
Estimated number of first tier suppliers 6
Estimated number of second tier suppliers 6
Estimated number of third tier suppliers 2
The types of activities related to the organization’s products and services carried out by its suppliers (e.g., manufacturing, providing consulting services)
   •  Transporation Services
   •  Consultancy Services
   •  IT Services
   •  Others, please specify
   •  Food and hospitality
   •  Construction materials
   •  Mobile Equipment
   •  Spare Parts
For other services; these would be logistic and
exploration camp services such as providing
lodging and equipment rentals.
What is the nature of its business relationships with its suppliers Contractual
The sector-specific characteristics of its supply chain
   •  Labour-intensive
   •  Geographically dispersed
The geographic location of its suppliers
   •  Canada
   •  Australia
Environment
Climate Change - Stewardship
Strategy
Have climate-related risks and opportunities influenced your organization’s strategy and/or financial planning Yes
In 2023, Red Pine gathered proposals to
transition the camp's energy source from diesel
to electricity. The company evaluated the cost
feasibility of this opportunity in 2024. Red Pine
has implemented a plan to reduce carbon
emissions prior to switching to the electrical
grid. In 2024, the company reduced its on-site
diesel generators from 400 kW to 120 kW,
which is expected to cut emissions by half.
Does your organization have a process for identifying, assessing, and responding to climate-related risks and opportunities No - important but not an immediate business
priority
At this stage in our operations, we have
identified only a small number of climate-relate
risks and opportunities.
Risk Assessments
Have you identified any inherent climate-related risks with the potential to have a substantive financial or strategic impact on your business Yes
Risk 1 - Provide details of the most material (financial or strategic) climate-related risks to your operations:
Where in the value chain does the risk driver occur Direct operations
Risk classification Decreased access to capital
Time horizon of risk Long term
Likelihood of impact Very unlikely
Magnitude of impact High
The financial implications of the risk before action is taken ($ Millions) 5
Explain your financial estimates of impact Financial impacts vary depending on the
amount of capital required and the timing of
when that capital needs to be raised
Primary potential financial impact Decreased asset value or asset useful life
leading to write-offs, asset impairment or early
retirement of existing assets
The methods used to manage the risk Not Applicable
The costs of actions taken to manage the risk ($ Millions) 0
If the reporting organization does not have a system in place to calculate the financial implications or costs, or to make revenue projections, please report its plans and timeline to develop the necessary systems to do so Here are some methods to manage the risk of
decreased ability to raise funds:
Maintaining Strong Relationships: Build and
maintain relationships with investors, banks,
and financial institutions to enhance trust and
facilitate future funding.
Transparent Communication: Keep
stakeholders informed about the company’s
performance and strategic plans to maintain
confidence and attract investment.
Strengthening Operational Efficiency: Optimize
operations to reduce costs, thereby requiring
less capital for ongoing projects.
Building a Strong Track Record: Demonstrate a
history of successful projects and sound
financial management to instill confidence in
potential investors.
Monitoring Market Conditions: Stay informed
about market trends and economic indicators
to time fundraising efforts effectively.
Opportunity Assessments
Have you identified any climate-related opportunities with the potential to have a substantive financial or strategic impact on your business Yes, we have identified opportunities but are
unable to realize them
In 2024, the company reduced its on-site diesel
generators from 400 kW to 120 kW, which is
expected to cut emissions by half.

In 2023 Red Pine received a formal proposal to
transition its camp from diesel to the hydro grid
in Wawa Ontario (renewable resources, hydro
dam). The proposal is beneficial for numerous
reasons including time savings for staff,
removing risks of fuel or oil leaks on site, having
stable power, and reducing GHG
emissions.   The currently limiting factor of
adding the camp to the electrical grid is the
initial capital cost.

In 2022 a proposal for Solar Power on site was
reviewed and it was determined the the capital
cost of the project outweighed the benefits of
bringing solar power to site.
Greenhouse Gas Emissions
Scope 1
Disclose the entity's absolute gross greenhouse gas (GHGs) emissions generated during the reporting period, expressed as metric tonnes of CO2 equivalent (tonne CO₂-e)
Fuel related (CH₄) (tonnes) 0.027
Fuel related nitrous oxide (N₂O) (tonnes) 0.005
Carbon dioxide (CO₂) (tonne CO₂-e) 673.970
Methane (CH₄) (tonne CO₂-e) 0.675
Nitrous oxide (N₂O) (tonne CO₂-e) 1.490
Hydrofluorocarbon-23 (CHF₃) (tonne CO₂-e) 0.000
Hydrofluorocarbon-32 (CH₂F₂) (tonne CO₂-e) 0.000
Sulphur hexafluoride (SF₆) (tonne CO₂-e) 0.000
Nitrogen trifluoride (NF₃) (tonne CO₂-e) 0.000
Perfluoro methane (CF₄) (tonne CO₂-e) 0.000
Perfluoro ethane (C₂F₆) (tonne CO₂-e) 0.000
Perfluoro butane (C₄F₁₀) (tonne CO₂-e) 0.000
Perfluoro hexane (C₆F₁₄) (tonne CO₂-e) 0.000
The total amount of gross global Scope 1 GHG emissions (CO₂-e) (tonne) 676.110
The percentage of its gross global Scope 1 GHG emissions that are covered under an emissions-limiting regulation or program that is intended to directly limit or reduce emissions, such as cap-and-trade schemes, carbon tax/fee systems, and other emissions control (e.g., command-and-control approach) and permit-based mechanisms 0.0000%
Discuss any change in its Scope 1 emissions from the previous reporting period, including whether the change was due to emissions reductions, divestment, acquisition, mergers, changes in output, and/or changes in calculation methodology (i.e. any changes the entity made to the measurement approach, inputs and assumptions during the reporting period and the reasons for those changes, if any) Changes the measurements of the Diesel used
for drilling have increased the Scope 1 GHG
emissions for the 2024 calendar year
The entity may discuss the calculation methodology for its emissions disclosure, such as if data are from continuous emissions monitoring systems (CEMS), engineering calculations, or mass balance calculations The calculations used for GHG emissions are
from mass balance calculations of total
Propane, Gasoline and Diesel fuel used during
the calendar year.
Discuss short-term, medium-term and long-term strategy or plan to manage its Scope 1 greenhouse gas (GHG) emissions Red Pine is an early exploration stage  company
with emissions mainly from light passenger
vehicles, camp power generators and
contracted drill rigs.  We do not have any
production assets and as such only emit small
amounts and are diligent to maintain this
standard.  

Red Pine is in the process of reviewing the use
of GHG's and the best possible ways to lower
GHG emissions through the use of Solar or
Hydro power.
Scope 1 GHG emissions in the base year (tonne CO₂-e) 104.000
The percentage change against the base year, with the base year representing the first year against which emissions are evaluated toward the achievement of the target 0.0000%
Total base year GHG emissions 104.000
Present year GHG emissions 676.110
The context for any significant changes in emissions that triggered recalculations of the base year emissions During the base year calculations the company
did not have a camp on site running 4 different
diesel generators, which contribute the higher
GHG emissions moving forward.
Discuss the activities and investments required to achieve the plans and/or targets, and any risks or limiting factors that might affect achievement of the plans and/or targets Investments in powerline to the property
would achieve targets, and this would be in the
range of 750K to 1M.
Discuss the scope of strategies, plans, and/or reduction targets, such as whether they pertain differently to different business units, geographies, or emissions sources Red Pine is currently looking into Hydro Power,
and has commenced lowering the GHG
emission by contracting more efficient
generators for its camp, and combining the
power generation to lower the total generators
on site by 50%.
Scope 2
If company specific calculations are not available, disclose the gross location-based energy indirect (Scope 2) global greenhouse gas (GHG) emissions to the atmosphere (tonne CO₂-e):
Does the company purchase externally supplied energy (grid electricity) Yes
Report the total electricity purchased from external suppliers for the reporting year in gigajoules (GJ) 4.500
The Office is the only location purchases
electricity from external suppliers.
In what jurisdiction is the source of energy (utility) located Canada
Conversion factor (see Guidance): 0.030
Total amount of Scope 2 GHG emissions from purchased electricity (CO₂-e) (tonne) 0.038
Does the company purchase externally supplied heat No
Does the company purchase externally supplied steam No
Does the company purchase externally supplied cooling No
The total amount of gross global Scope 2 GHG emissions (CO₂-e) (tonne) 0.038
Total amount of Scope 2 GHG emissions (CO₂-e) that are covered under emissions-limiting regulations (tonne) for the jurisdiction in which the company is working. 0.000
Percentage of its gross global Scope 2 GHG emissions that are covered under an emissions-limiting regulation or program that is intended to directly limit or reduce emissions, i.e., cap-and-trade schemes, carbon tax/fee systems, and other emissions control (e.g., command-and-control approach) and permit-based mechanisms 0.0000%
Discuss long-term and short-term strategy or plan to manage Scope 2 emissions, emissions reduction targets, and an analysis of performance against those targets The organization’s Scope 2 emissions are
relatively low and stem solely from purchased
electricity. As a result, reduction targets and
performance metrics related to these emissions
are not currently part of the company’s short-
or long-term plans.
Please discuss reduction emissions target(s) for Scope 2 (if any) in your company, and analyse the performance against the target(s) The organization’s Scope 2 emissions primarily
arise from the electricity purchased for our
office space in Toronto. Currently, the company
does not have specific reduction strategies in
place for these emissions, as they are already
quite low.
Air Emissions
Report emissions of air pollutants that are released into the atmosphere
Emissions of carbon monoxide, reported as CO (tonne) 0.000
Red Pine is currently producing CO2 emissions
from our camp generators. Other air emissions
are not directly monitored, as they are
negligible at this stage of the Wawa Gold
Project, which is still in the exploration phase.

Air quality is a critical ecosystem component
due to its importance for visibility, worker
health and safety, wildlife, vegetation, and
water quality. Our air quality management
approach emphasizes prevention. To this end,
Red Pine ensures that heating and cooking
appliances are properly maintained and well-
ventilated. We also optimize the maintenance
of all combustion and fugitive emission sources.
Additionally, we minimize exhaust emissions by
reducing unnecessary travel and utilizing low-
sulfur fuels whenever possible.
Water Management - Stewardship
Quality and Quantity Dependency
Rate the importance (current and future) of freshwater quality and quantity to the success of your business
Direct use importance rating Important
The organization currently utilizes fresh water
sources for both the on-site camp housing staff
and for exploration activities, such as diamond
drilling and outcrop stripping. If fresh water
needed to be recycled, reused, or brought to
the site for these purposes, costs would
increase significantly
Rate the importance (current and future) of sufficient quantity of recycled, brackish and/or produced water for the success of your business
Direct use importance rating Important
During the exploration stage of the Wawa Gold
Project, recycled water is not a priority due to
the abundance of fresh water available on the
property. However, as operations progress and
the project's success unfolds, the importance of
recycled water may increase. Climate change
could lead to water scarcity, making the
organization more reliant on recycled water.
Additionally, water recycling may become a
crucial aspect of regulatory compliance, as
adherence to water usage regulations and
sustainability practices grows in importance,
underscoring the need for alternative water
sources.
Risk Assessments
Does your organization undertake a water-related risk assessment Yes, water-related risks are assessed
The company conducts a comprehensive
review of all water usage on site, including
water utilized for exploration drilling and in our
exploration camps. We are currently assessing
the importance of effective water management
for these activities, focusing on risk factors
such as spills from blackwater in our camps, as
well as turbidity and erosion risks associated
with water expelled during exploration drilling.

Plans are in place to monitor water usage for
exploration activities, which will include
tracking water consumption in our camp
operations, particularly for blackwater
management. By gathering these metrics, we
can assess potential risks and develop
mitigation strategies, such as water
conservation efforts and response plans.
Have you identified any inherent water-related risks with the potential to have a substantive financial or strategic impact on operations No
While there are water-related risks associated
with climate change and the potential for water
scarcity, these risks can be effectively mitigated
and planned for at the Wawa Gold Property.
Therefore, no substantive financial risks have
been identified at this time
Opportunity Assessments
Have you identified any water-related opportunities with the potential to have a substantive financial or strategic impact on your business No
Responsibility
Provide the highest management-level position(s) or committee(s) with responsibility for water-related issues Chief Executive Officer (CEO)
Policy
Does your organization have a documented water policy No, but we plan to develop one within the next
2 years
Red Pine is currently following the MECP guide
to taking water and the e3 Plus guidelines for
site management which included water
resources.  This documentation would also fall
under our annual site monitoring which
includes surface water sampling.
Select the options that best describe the scope and content of your organizations' water policy
   •  Commitment to align with public policy
initiatives, such as the Sustainable
Development Goals (SDGs)
   •  Commitment to safely managed Water,
Sanitation and Hygiene (WASH) in the
workplace
Reporting
Frequency of reporting to the board on water-related issues As important matters arise
Incentives
Do you provide incentives to C-suite employees or board members for the management of water-related issues No, and we do not plan to introduce them in the
next two years
Strategy
Are water-related issues integrated into any aspects of your long-term strategic business plan No, water-related issues were not reviewed
and there are no plans to do so
At this time Red Pine does not consider water-
related issues to be material based on is current
activities.
Water
Water Management
Disclose the amount of freshwater water that was consumed in its operations (in thousands of cubic meters) 25,266.000
Analyse and list all operations for water risks and identify activities that withdraw and consume water in locations with High (40–80%) or Extremely High (>80%) Baseline Water Stress as classified by the World Resources Institute’s (WRI) Water Risk Atlas tool, Aqueduct The organization is not currently operating in
any areas classified as having high or extremely
high water stress
Disclose the amount of freshwater that was withdrawn in operations (SASB EM-MM 140a.1.1)
Was your organization subject to any fines, enforcement orders, and/or other penalties for water-related regulatory violations No
Total number of incidents of non-compliance associated with water quality permits, standards, and regulations, including violations of a technology-based standard and exceedances of quality-based standards (note: only those that resulted in a formal enforcement action(s)) 0
Waste Management
Tailings Storage Facilities Management
Does your company manage Tailings Storage Facilities No
The Company does not manage any active
tailings storage facilities, although there is a
historical tailings pond that is monitored under
the current Mine Closure Plan.  This includes
surface water monitoring and inspections of
the dam on a bi-annual basis.
Disclose the approach to the development of Emergency Preparedness and Response Plans (EPRPs) Since the Company does not operate an active
tailings storage facility, there is currently no
need for an Emergency Preparedness and
Response Plan (EPRP) specifically for tailings
management. However, the Company remains
committed to implementing robust safety
protocols and emergency plans for other
operations to ensure the protection of
employees, the environment, and local
communities.
Biodiversity
Management Plan
Describe the environmental and biodiversity management plan(s) implemented at active sites Red Pine Exploration is currently in the process
of completing a Mine Closure Plan ("Plan").
Under this Closure Plan we are in the
monitoring stage of Vegetation and Lake
Biodiversity.  In 2022 the closure of the Mackie
Pits was started.  More details are below.
Details:  The Wawa Gold Project is situated on a brownfield site that features eight historic gold mines dating back
to the late 1800s. When Red Pine Exploration acquired the property, a management plan was already in place.
Given the brownfield status, we are currently in the monitoring stage of our biodiversity management efforts,
which are outlined in the existing plan under the following headings:

Revegetation
Surface and Ground Water
Aquatic Plant and Animal Life
For full details, please refer to Red Pine Exploration's current 43-101 report, specifically Section 4.4.

During the winter months of 2022, remediation work was carried out on two older pits at Mackie Point along the
shore of Wawa Lake. Material from the mine site was used to fill these pits. In the winter of 2023, additional
material was brought in to ensure the pits were completely covered and mounded. However, during a summer
review in 2023, it was noted that one pit remained open. An excavator was subsequently deployed to fill the
slumping area. A follow-up assessment in 2024 revealed that the previously slumping pit appears stable. We will
continue to monitor these pits for any changes over the next few years.

To further support biodiversity, we have implemented a Clean Equipment Policy aimed at preventing the spread of
invasive species both within the Red Pine Wawa Gold site and to other locations in Ontario. Currently, no specific
invasive species have been identified on the Wawa Gold Property, and this policy will help ensure that our
operations do not introduce any invasive species to the site.

RPX 43-101 September 2024
Clean Equipment Policy
Mackie Pit 2024
1.1 Lifecycle stages to which the plan(s) apply
   •  Exploration and appraisal
   •  During closure
   •  Restoration
1.2 The topics addressed by the plan(s)
   •  Ecological and biodiversity impacts
   •  Waste generation
   •  Discharges to water
1.3 The underlying references for its plan(s), including whether they are codes, guidelines, standards, or regulations; whether they were developed by the entity, an industry organization, a third-party organization (e.g., a non-governmental organization, a governmental agency, or some combination of these groups) The plan was developed by a third party non-
government organization, which was approved
by the Government of Ontario Ministry of
Northern Development and Mines, Mineral
Development and Lands Branch.
Impacts
Does access to the site involve traversing a protected area No
The property can be accessed by driving 2 km
east on Highway 101 from Wawa and then
turning south onto Surluga Road using a 2-
wheel drive vehicle. During the winter months,
the main access road to the property from
Highway 101 is plowed. Areas off the main road
can be accessed by snowmobiles and
ATVs.  The Surluga road is a private road owned
by Red Pine Exploration.
Do any of the entities concessions share a watershed with a protected area Yes
The Wawa Gold Project is located in the
Michipicoten River - Magpie River
watershed,  which contains the Michipicoten
Provincial Park.  This is a protected Ontario
Provincial Park in Canada, which is protected
on a Cultural Heritage basis, and is not
considered a sensitive area for Flora and Fauna.
Provide context and description of site access involving traversing protected areas, and/or watersheds shared with a protected area. Include reference to measures in place to assure access, any proactive programs to support the biodiversity of the protected area, and any formal complaints or compliance issues and related steps to resolve The property can be accessed by driving 2 km
east on Highway 101 from Wawa and then
turning south onto Surluga Road using a 2-
wheel drive vehicle.  No sensitive or protected
areas need to be crossed to access the
property.
Site Access Facing East Site Access Facing West
Site with Watersheds
Social
Scale of the Organization
Direct Employee Information
Total number of full-time employees 32
Full-time - Male 16
Full-time - Female 16
Full-time - Non-binary 0
Full-time - Gender not disclosed 0
Total number of part-time employees 2
Part-time - Male 1
Part-time - Female 1
Part-time - Non-binary 0
Part-time - Gender not disclosed 0
Total number of permanent employees (full-time & part-time) 34
Permanent employees - Male 17
Permanent employees - Female 17
Permanent employees -Non-binary 0
Total number of temporary employees 0
Temporary employees - Male 0
Temporary employees - Female 0
Temporary employees - Non-binary 0
Temporary employees - Gender not disclosed 0
Total number of direct employees (includes full-time, part-time, temporary; exclude workers who are not employees) 34
Direct employees - Male 17
Direct employees - Female 17
Direct employees - Non-binary 0
Direct employees - Gender not disclosed 0
Out of the total direct employees, what is the number of non-guaranteed hours direct employees 2
Non-guaranteed hours - Male 1
Non-guaranteed hours - Female 1
Non-guaranteed hours - Non-binary 0
Non-guaranteed hours - Gender not disclosed 0
Describe the methodologies and assumptions used to compile the data Red Pine Exploration is disclosing the total
number of employees that have worked on the
company’s assets during the reporting period
for a total of 12 months
Are the numbers reported in head count, full-time equivalent (FTE), or using another methodology Numbers are FTE
Are the numbers reported at the end of the reporting period, as an average across the reporting period, or using another methodology Red Pine is reporting the total number of
employees who were at site during any time
throughout the calendar year.
Provide contextual information necessary to understand the direct employment information provided  All employment information provided follows
guidelines in the Ontario Employment Standard
Act
Describe significant fluctuations, if any, in the number of direct employees during the reporting period and between reporting periods  There was were fluctuations in the number of
employees during the reporting period due to
operational changes and turnover
Workers Who are Not Employees
Total number of workers who are not employees - Male (full-time, part-time) 25
Full-time - Male 25
Part-time - Male 0
Total number of workers who are not employees - Female (full-time, part-time) 4
Full-time - Female 2
Part-time - Female 2
Total number of workers who are not employees - Non-Binary (full-time, part-time) 0
Full-time - Non-binary 0
Part-time - Non-binary 0
Total number of workers who are not employees - Gender not disclosed (full-time, part-time) 0
Full-time - Gender not disclosed 0
Part-time - Gender not disclosed 0
Total number of workers who are not employees and whose work is controlled by the organization (e.g., suppliers, customers, or other business partners, such as in joint ventures) 29
Describe the most common types of workers who are not employees and their contractual relationship with the organization Drillers for exploration on the property and
Cooks/Cleaners for the exploration camp that
we located on our Wawa Gold Property.
The type of work they perform Drillers for exploration on the property and
Cooks/Cleaners for the exploration camp that
we located on our Wawa Gold Property.
Describe the methodologies and assumptions used to compile the information about workers who are not employees. Red Pine Exploration is disclosing the total
number of contractors that have worked on the
company’s assets during the reporting period
for a total of 12 months
Is the number of workers who are not employees reported in head count, full-time equivalent (FTE), or using another methodology FTE
Is the number of workers who are not employees reported at the end of the reporting period, as an average across the reporting period, or using another methodology Red Pine is reporting the total number of
contractors who were at site during any time
throughout the calendar year.
Describe significant fluctuations, if any, in the number of workers who are not employees during the reporting period and between reporting periods There was significant fluctuations in the
number of employees during the reporting
period, due to operational changes and
exploration changes.
Total Workforce
Female workforce as percentage of total employed workforce 33.3333%
Male workforce as percentage of total employed workforce 66.6667%
Non-binary workforce as percentage of total employed workforce 0.0000%
Total workforce with gender not disclosed 0
Workforce with gender not disclosed as percentage of total employed workforce 0.0000%
Workers who are not employees (contractors) as percentage of total employed workforce 46.0317%
Employment
Turnover & Gender Breakdown
Female direct employees 
Total number of turnover (the number of females that left during the period) 4
Rate of turnover, females 27.5862%
Male direct employees
Total number of turnover (the number of males that left during the period) 5
Rate of turnover, males 32.2581%
Non-binary direct employees
Total number of turnover (the number non-binary that left during the period) 0
Rate of turnover, non-binary Does Not Apply
Gender not disclosed employees
Total number of turnover (the number of "gender not disclosed" direct employees" that left during the period) 0
Rate of turnover, "gender not disclosed" Does Not Apply
Report the total number and rate of turnover for all Direct Employees 
Total number of turnover (the number that left during the period) 9
Rate of turnover - direct employees 30.0000%
Turnover & Age Breakdown
Direct Employees aged 30 years old and under 
Total number of turnover (the number that left during the period) 6
As percent of total direct employees 29.4118%
Rate of turnover 57.1429%
Direct Employees aged between 30 and 50 years old 
Total number of turnover (the number that left during the period) 1
As percent of total direct employees 20.5882%
Rate of turnover 13.3333%
Direct Employees over 50 years old
Total number of turnover (the number that left during the period) 2
As percent of total direct employees 11.7647%
Rate of turnover 40.0000%
Identify types of employees captured in the turnover rate calculations
   •  Full-time-equivalent only
   •  Employees on leave of absence or furlough
Average age of direct employees 39
Diversity and Equal Opportunity
Diversity of Governance Bodies
Report the percentage of the diversity categories for the highest governance body and the total workforce per employee type
Board of Directors
Total Board of Directors 6
Percent Male 66.6667%
Percent Female 33.3333%
Percent Non-Binary 0.0000%
Percent Gender not disclosed 0.0000%
Percent under 30 years of age 0.0000%
Percent between 30 and 50 years of age 16.6667%
Percent over 50 years of age 83.3333%
Percent minority or vulnerable group individuals in the "Board of Directors" category 0.0000%
Diversity of Direct Employees
Senior Management
Total Senior Managers 4
Percent Male 100.0000%
Percent Female 0.0000%
Percent Non-Binary 0.0000%
Percent of gender not disclosed 0.0000%
Percent under 30 years of age 0.0000%
Percent between 30 and 50 years of age 50.0000%
Percent over 50 years of age 50.0000%
Percent of minority or vulnerable group individuals in the "Senior Management Employee" category 0.0000%
Diversity of Workers Who Are Not Employees
Workers who are not employees
Number of Males 25
Number of Females 4
Number of Non-Binary 0
Number of Gender not disclosed 0
Labour Relations
Collective Bargaining Agreements
Percentage of total direct employees covered by collective bargaining agreements 0.0000%
For direct employees not covered by collective bargaining agreements, report whether the organization determines their working conditions and terms of employment based on collective bargaining agreements that cover its other employees or based on collective bargaining agreements from other organizations This is based on Ontario ESA standards
Notice Periods
Minimum number of weeks’ notice typically provided to direct employees in the active workforce and their representatives prior to the implementation of significant operational changes that could substantially affect them This is based on Ontario ESA standards
If your organization is subject to collective bargaining agreements, is the notice period and provisions for consultation and negotiation specified in those agreements No
Occupational Health and Safety
Work-related Injuries
Injuries - For the total workforce
Number of fatalities as a result of work-related injury 0
Rate of fatalities resulting from work-related injury. Note: calculating per 200,000 hours worked 0.000
Number of high-consequence work-related injuries (excluding fatalities) 0
Rate of high-consequence work-related injuries (excluding fatalities) 0.000
Number of recordable work-related injuries 2
Rate of recordable work-related injuries 8.498
Main types of work-related injury, e.g., confined space, trips, falls, etc There were no fatalities, high-consequence
work-related injuries during 2024.  There
were  two recordable incidents that required
first aid use.  
Number of hours worked 47,071
Lost Time Injuries (LTIs) 0
Lost Time Injury Rate (LTIR) 0.000
Injuries - workers who are not employees, but whose work and/or workplace is controlled by the organization
Number of fatalities as a result of work-related injury 0
Rate of fatalities resulting from work-related injury. Note: calculating per 200,000 hours worked 0.000
Number of high-consequence work-related injuries (excluding fatalities) 0
Rate of high-consequence work-related injuries (excluding fatalities) 0.000
Number of recordable work-related injuries 0
Rate of recordable work-related injuries 0.000
Main types of work-related injury, e.g., confined space, trips, falls, etc There were no fatalities, high-consequence
work-related injuries or recordable work-
related injuries in 2024.
Number of hours worked 20,000
Lost Time Injuries (LTIs) 0
Lost Time Injury Rate (LTIR) 0.000
Combined (Employees and non-employees, but controlled by the organization):
Total Hours Worked 67,071
Total number of all work-related injuries 2
Rate of work-related injuries 5.964
Total Lost Time Injuries (LTIs) 0
Lost Time Injury Rate (LTIR) 0.000
Report the work-related hazards that pose a risk of high-consequence injury, including Working around Heavy Equipment such as
Dozers, drilling equipment, loaders.  Driving
ATV's, snow mobiles is also a hazard.  Core
cutting would also be considered a high-
consequence hazard.
How have these hazards been determined Internal identification of high-risk activities and
equipment which could cause serious harm and
injuries. This assessment was conducted by the
HSE team.
Which of these hazards have caused or contributed to high-consequence injuries during the reporting period None.
Actions taken or underway to eliminate these hazards and minimize risks using the hierarchy of controls Daily inspections and reports, training of
personnel, and proactively identifying risks of
workload demand and capacity.
Report on actions taken or underway to eliminate other work-related hazards and minimize risks using the hierarchy of controls Bi-Weekly site inspection reports are recorded
and filed for record keeping. Equipment
inspection reports are also compiled before the
equipment is being used.  Daily safety meetings
are completed at site with all staff.

Red Pine has identified and developed "JSA" -
Job Skills Analysis for high risk tasks to prevent
injury ie: core cutting, snowmobile use, using
chain saw use, etc.
Have rates been calculated based on 200,000 or 1,000,000 hours worked 200,000
Whether and, if so, why any workers have been excluded from this disclosure, including the types of worker excluded, e.g., short-term contractors No workers have been excluded.
Disclose any contextual information necessary to understand how the data have been compiled, i.e., any standards, methodologies, and assumptions used No contextual information necessary.
Safety Training
Describe any occupational health and safety training provided to workers, including generic training, as well as training on specific work-related hazards, hazardous activities, or hazardous situations Please see the list below:
ATV and UTV Training
Defensive Driving Training
First Aid Training
Respirator First Tests
Class 7 off road forklift training
Health and Safety Representative Training
Snowmobile Training
WHIMS
Workplace Accident Investigation Training
Workplace Safety Awareness Training
Portible XRF Certification Level 1
Disclose the average number of training hours provided to its workforce for health, safety, and emergency management training
Average hours of health, safety, and emergency response training for (a) full-time/direct employees 2.56
Average hours of health, safety, and emergency response training for (b) workers who are not employees (contractors) 0
Security, Human Rights and Rights of Indigenous People
Describe the nature of any social risks, for all operating countries, that could have a material impact on the operations Red Pine Exploration operates in areas
adjacent and overlapping with Local First
Nations Michipicoten, Garden River and
Batchewana. All are engaged, and supportive of
the Wawa project.
Government of Ontario First Nations Map
Which indigenous rights of communities in which the entity operates or intends to operate are respected, provide a description of the entity's due diligence practices and procedures in the details. Please see attached the due diligence practices
and procedures.
The organization follows the practices and
procedures established within the jurisdiction
of the property, specifically adhering to the
"Consultation Framework: Implementing the
Duty to Consult with Aboriginal Communities
on Mineral Exploration and Mine Production in
Ontario."

Consultation framework- Implementing the
duty to consult with Aboriginal communities on
mineral Exploration and mine production in
Ontario
First Nations Letter 2024
Which human rights procedures the entity's due diligence practices include, provide description in the details Other, please specify
The organization adheres to all principles
outlined in the Ontario Human Rights Code,
including those related to human rights,
discrimination, fair wages, child labor, forced
labor, and security. For more details, please see
the link

Ontario Human Rights Code
Discuss the practices and procedures while operating in areas of conflict, describing the approach according to the Five-Step Framework outlined in the OECD Due Diligence Guidance for Responsible Supply Chains of Minerals from Conflict-Affected and High-Risk Areas Red Pine Exploration does not operate in areas
of conflict.
Community Relations
Programs
Report on community relations programs, objectives and achievements in the past 3 years Our objective is to develop a mutually
beneficial and respectful relationship with local
communities within the direct area of interest
(DAI) of the mineral concessions in Wawa . By
working with the communities, landowners,
and government, we strive for the mutual
recognition of the rights of these parties as a
means of empowering each one to play a core
role in planning and implementing a strategy
for achieving an economically sustainable
future for the region.
Details:  Over the 2024 calendar year Red Pine Exploration and its staff have engaged with the community
through events that have taken place with the Municipality and city of Wawa.

A Geology outreach program was developed and implemented in the local schools to teach students more about
Red Pine and the Wawa Gold Project, as well as generalized geology.   Three geologists from Red Pine Exploration
visited local schools in Wawa to discuss their work, as well as an overview of geologic processes, rock types,
minerals, fossils, and the importance of mining for everyday life. Geologists visited Michipicoten High School on
April 3, 2024 and presented to twenty-two ninth-grade students. The following day, April 4, 2024, they visited
both École Saint-Joseph and Sir James Dunn Public School, where they presented to eighteen fifth-grade students
and seventeen third- and fourth-grade students, respectively. On April 25, they returned to École Saint-Joseph
and presented to twenty third- and fourth-grade students.

Red Pine was a proud sponsor of the 69th Annual Wawa ladies curling bonspiel and the 74th Annual Men's curling
bonspiel.  Sponsor these small community events helps the company connect with the local community and help
keep these long standing traditions going.

Red Pine was a proud to be a sponsor of the 42th annual Wawa Salmon Derby.  The salmon derby is a large
community event which draws crowds from northern Ontario to support the local fishing community in the Wawa
Area.  

Red Pine was also able to make a large donation through is staff members to the local Wawa Hamper Fund.  The
hamper program is a charitable organization that has been in Wawa since the early 1960’s and is used extensively
during the holiday season to help low income families in need with food, clothing , presents and any other items
that may be need to enjoy a wonderful holiday season.

Red Pine was also pleased to help support the Michipicoten Youth and Elders Gathering August 2nd to 6th, 2024,
with lodging for vendors and supporters travelling from a distance.  The 26th Annual Youth & Elders Gathering at
Michipicoten First Nation, drew (700) visitors over (5) days. With over (50+) Facilitators hosting Ceremony and
Culture, Healing, Nourishment and Entertainment sessions, with (50+) Co – Facilitators and MFN Staff assisting in
hosting, setting up, and providing service to our community. We were please to have our staff attend the event and
participate in some of the ceremonies and cultural events.
Ladies Curling
Men's Curling
Geology Outreach Program
Salmon Derby
Canoe Building at the Youth and Elders Gathering
Risks and Opportunities
Disclose the total number of site shutdowns or project delays due to non-technical factors 0
Disclose the total aggregate duration (in days) of site shutdowns or project delays due to non-technical factors 0
Governance
Governance structure and composition
Describe the governance structure, including committees of the highest governance body (e.g. the Board of Directors, the Executives, the Board Environment Committee, Board Safety Committee, the Advisory Committee, etc.) Red Pine Exploration’s Board of Directors is
responsible for the strategic supervision and
direction of The Company. The Board is
composed of 6 directors, each with a specific
and strategic level of expertise beneficial to the
business of the Company.

The Board has determined that a majority of
the Directors will be “independent” as defined
by applicable Canadian laws and regulations as
well as the rules of relevant stock exchanges.

The CEO is appointed by the Board and tasked
with achieving the strategic objectives of the
company and its operational priorities.  The
mandate for the board was updated in
December of 2024 can be found in the
following link.
Board of Directors Mandate
Board Organization Chart
Identify and list the committees of the highest governance body that are responsible for decision making and overseeing the management of the organization’s impacts on the economy, environment and people including the oversight of sustainability-related risks and opportunities (e.g. Board level Environment Committee, Safety Committee, ESG Committee, Advisory Committee, etc.) Red Pine's Technical  and Sustainability
Committee mandate is to assist the Board of
Directors of the Company in reviewing its
oversight responsibilities with respect to:
a) Technical matters relating to exploration,
development and permitting of the
Corporation’s exploration and development
activities;
b) Review Resource and Reserve information
on the Corporation’s properties; and,
c) Monitoring of systems for managing health
and safety, environmental and risk
management matters.
Technical Committee Mandate
Delegation of responsibility for managing impacts
Describe whether the highest governance body has appointed any senior executives with responsibility for the management of organization’s impacts on the economy, environment and people (e.g., is it part of the Governance structure of the company, CEO's role, CFO's role, Sustanability Executive, etc.) Yes
Describe whether the highest governance body has delegated responsibility for the management of impacts to other employees CEO Michael Michaud is responsible for all
economic, environmental and social topics and
tasked with reporting to the Board of Directors,
including its Technical Committee.
Climate-related disclosures
Management's role
Provide the highest management-level position(s) or committee(s) with responsibility for climate-related policies, strategies and issues Chief Executive Officer (CEO)
Nature of primary responsibility Both assessing and managing climate-related
risks and opportunities
Policy commitments
Provide a description of the organization’s policy commitments for responsible business conduct Red Pine is committed to: honest and ethical
conduct;  full, fair, accurate, timely and
understandable disclosure in the Company's
public reports and communications; and
compliance with applicable governmental laws,
rules and regulations and stock exchange rules.
The full details of our Code of Conduct and
Ethics can be found in following the link.
Code of Conduct and Ethics
Do the commitments stipulate conducting due diligence The current Code of Conduct and Ethics for
commitment to responsible business conduct
does not currently stipulate conducting due
diligence, but as a public company, Red Pine is
audited by a third party accounting firm 4 times
a year to make sure responsible and regulated
business practices' on the jurisdictions of
Ontario and Canada are followed.
Do the commitments stipulate applying the Precautionary Principle or Approach (see instructions). No
Do the commitments stipulate respecting human rights Yes
Describe the specific policy commitment to respect human rights All policies and procedures created by the
company adhere to the employment standards
act of Ontario and the Charter of Rights and
Freedoms within Canada.
What are (if any) the internationally recognized human rights that the commitment covers The code of conduct and ethics covers the
rights of indigenous peoples; women; national
or ethnic,
religious and linguistic minorities; children;
persons with disabilities; and migrant workers
and their families.
What are the categories of stakeholders, including at-risk or vulnerable groups, that the organization gives particular attention to in the commitment > First Nations
> Employees
> Wawa Community
> Shareholders
Provide links to the policy commitments, if publicly available, or, if the policy commitments are not publicly available, explain the reason for this Code of Business Conduct and Ethics Red Pine
Exploration Inc. is committed to:
a. honest and ethical conduct;
b. full, fair, accurate, timely and understandable
disclosure in the Company’s public reports and
communications; and
c. compliance with applicable governmental
laws, rules and regulations and stock exchange
rules.
Code of Conduct and Ethics
Report the level at which each policy commitment was approved within the organization, including whether this is the most senior level Board of directors.
To what extent the policy commitments apply to the organization’s activities and to its business relationships All business relationships equally.
Describe how the policy commitments are communicated to employees, business partners, and other relevant parties Reviewed with all employees during there
onboarding training.
Embedding policy commitments
Describe how the organization embeds each of its policy commitments for responsible business conduct throughout its activities and business relationships The most senior level with oversight of, or
accountability for, the implementation of the
policy commitments.
How are responsibilities allocated in order to implement the commitments across different levels within the organization Functions of the company with day to day
responsibilities, including senior managers,
office managers, and site managers.
How are the commitments integrated into organizational strategies, operational policies, and operational procedures As a junior mining exploration company,  the
commitments are not integrated into
strategies.  Site and office managers make sure
the policy documents and commitments are
regularly reviewed and shared with employees.
How does the organization implement its commitments with and through its business relationships All business relationships at Red Pine
Exploration would follow the 3 underlaying
statements in our Code of Conduct and
Ethics.  The link is provided in section 6.
What implementation training does the organization provide All new hires by the company go through on-
board training for company health and safety,
policies and procedures and workplace safety.
Governance structure and composition
Describe the composition of the highest governance body and its committees by:
Number of executive members (non-independent) 0
Number of non-executive members (non-independent) 1
Number of independent members 5
Less than 3 years of tenure of members on the governance body 4
3-6 years of tenure of members on the governance body 2
6-9 years of tenure of members on the governance body 0
More than 10 years of tenure of members on the governance body 0
Number of other significant positions and commitments held by each member, and the nature of the commitments Five of our board directors hold significant
positions and commitments in other
organizations as disclosed in the link below.
Red Pine Exploration Management Body
Number of Male governance body members 4
Number of Female governance body members 2
Number of Non-Binary governance body members 0
Number of Gender not disclosed governance body members 0
Number of members from under-represented social groups 0
Description of competencies relating to economic, environmental, and social topics Please see attached document for a description
of the ESG competencies of the board.
ESG Competencies
Description of stakeholder representation Red Pine is a Canadian exploration and
development company.  Its stakeholder
representation consists of employees and
contractors, service suppliers, local community
supply and services, and our shareholders and
providers of capital.
Capital Structure
Highest Governance Body
Describe the nomination and selection processes for the highest governance body and its committees The governance body is selected by the
shareholders during the Annual General
Meeting.  The committees are then selected but
the governance body.
Do you have a diversity policy and if so, provide details, link to the policy or attach the file Please see attached Board Diversity Policy
Board Diversity Policy
Report the criteria used for nominating and selecting highest governance body members
Discuss whether and how views of the stakeholders (including shareholders) are involved The stakeholders and shareholders are voting
for the governance body in terms of the board
of directors at the annual general meeting
every year.  This board is then involved in
creating the separate committees that make up
the different governance bodies of the
company.
Discuss whether and how diversity is considered The shareholders always have the opportunity
to select their own board members to put on
the ballot for the AGM.  The diversity policy is
always referred to when selecting new board
members to nominate. Diversity promotes the
inclusion of different perspectives and ideas,
which ensures that the Corporation has the
opportunity to benefit from all available talent.  
Board Diversity Policy
Discuss whether and how independence is considered Independence is always considered when
selecting the board of directors, and the
following factors are considered when selecting
independence:
1. No Conflicts of Interest
Board members should not have financial,
familial, or business relationships that could
compromise their ability to make unbiased
decisions. This includes not having ties to
suppliers, competitors, or key executives within
the organization.
Independent members should be free from
substantial personal or financial ties that could
influence their decisions, ensuring they
prioritize the interests of the organization over
their own.
2. Distance from Management
Independent board members should not be
involved in the day-to-day operations of the
organization. This includes not having been
employees of the organization recently or
having close personal relationships with the
current management team.
This ensures that board members can oversee
management without being influenced by past
relationships or loyalty.
3. Diversity of Perspective
To enhance independence, it is important to
have a diverse group of individuals on the
board. This includes diversity in experience,
background, and areas of expertise, as well as
gender, ethnicity, and other factors that can
contribute to varied perspectives.
A diverse board is less likely to be influenced by
groupthink, increasing the independence of
their decision-making.
4. Time and Commitment
Independent board members should have the
time to dedicate to their role without conflicts
from other commitments. This means ensuring
they are not overstretched with other
obligations that could impact their ability to
make decisions in the best interest of the
organization.
Board members who are too engaged with
other organizations or businesses might have
competing interests, potentially undermining
their independence.
5. No Financial Interest in the Organization
Independent members should not have any
material financial stake in the organization,
such as significant stock holdings, business
dealings, or consulting relationships.
This also applies to avoiding compensations or
rewards that could be seen as self-serving or
that might bias decision-making.
6. Rotation and Tenure Policies
To prevent entrenchment and ensure ongoing
fresh perspectives, it is common to establish
policies regarding the rotation of board
members or limiting their tenure. Long-term
members may become too closely connected to
management or internal politics, compromising
their objectivity.
Regularly reviewing board composition ensures
that the board remains independent and
effective in its oversight role.
Discuss whether and how competencies relevant to the impacts of the organization are considered When selecting board members, it's crucial to
ensure that their competencies are aligned with
the specific needs and strategic objectives of
the organization. Competencies refer to the
skills, expertise, knowledge, and experience
that individuals bring to the table. These
competencies should be carefully considered to
address the challenges and opportunities the
organization faces, particularly in relation to its
impacts, whether those are financial, social,
environmental, or otherwise.
Chair of the highest governance body
Is the chair of the highest governance body also a senior executive in the organization (non-independent) No
Conflicts of Interest
Describe the processes for the highest governance body to ensure that conflicts of interest are prevented and mitigated Directors, officers, employees and any
consultants must notify the Chair of the Audit
Committee of the existence of any actual or
potential conflict of interest for the purpose of
developing a means for the ethical handling of
that situation.
Conflicts of Interest
Are conflicts of interest disclosed to stakeholders Yes
Are there conflicts of interest related to: cross-board membership No
Are there conflicts of interest related to: cross-shareholding with suppliers and other stakeholders No
Are there conflicts of interest related to: existence of controlling shareholder No
Are there conflicts of interest related to: related parties, their relationships, transactions, and outstanding balances No
Collective knowledge of highest governance body
Report measures taken to advance the collective knowledge, skills and experience of the highest governance body on sustainable development. (e.g. board training) The Management and Board of Red Pine
Exploration are in the process of reviewing
existing policies and developing appropriate
reference to updating these policies and
procedures.
Evaluation of Highest Governance Body
Describe actions taken in response to the evaluations, including changes to the composition of the highest governance body and organizational practices he company is continuously developing new
strategies and making changes to its
organizational practices. Throughout the 2024
calendar year, the board, along with
independent consultants, reviewed all company
and board policies to ensure alignment with
current standards.
Transparency
Describe the role of the highest governance body and of senior executives in developing, approving and updating the organization’s purpose, value or mission statements, strategies, policies and goals related to sustainable development Management and The Board of Red Pine are
continually reviewing existing policies and
updating them for the 2024 report.
Describe the role of the highest governance body in overseeing the organization’s due diligence and other processes to identify and manage the organization’s impacts on the economy, environment and people Currently, Red Pine's CEO and senior
management team report to the board on
economic, environmental, and social matters. In
2024, due diligence practices and procedures
underwent a thorough overhaul by the board
and independent consultants, resulting in the
implementation of several new internal
policies.
Describe whether and how the highest governance body engages with stakeholders to support these processes Economic, environmental, and social impacts,
risks, and opportunities are handled by the
management team, which works closely with
various committees to assess and address these
factors. The team reports directly to the CEO,
ensuring that all relevant issues are prioritized
and effectively communicated to the board for
strategic decision-making. This approach
enables the company to proactively manage its
sustainability efforts while aligning with both
short-term objectives and long-term goals.
Describe how the highest governance body considers the outcomes of these processes These processes would be used to consider the
outcomes of baseline studies, engagement
surveys or meetings with community leaders
when assessing permitting and license's to
operate a mine.  At the current time these
processes are not undertaken, but would come
into affect during a PEA.
Ethics
Ethics and Integrity
Describe how individuals can seek advice on implementing the organization’s policies and practices for responsible business conduct Individuals can seek advice on implementing
the organizations policies and practices by
reaching out to the companies CEO or CFO.
Describe the mechanisms for individuals to raise concerns about the organization’s business conduct Individuals should follow the company's whistle
blower policy, which can be found in the
attached link.
Whistleblower Policy
Compliance with laws and regulations
Report the total number of significant instances of non-compliance with laws and regulations that occurred during the reporting period and a breakdown of this total by 1
Number of instances for which fines were incurred 0
Number of instances for which non-monetary sanctions were incurred 1
Report the total number of fines for instances of non-compliance with laws and regulations that were paid during the reporting period 0
Report the monetary value of fines for instances of noncompliance with laws and regulations that were paid during the reporting period ($) 0
Total number of fines paid for instances of non-compliance with laws and regulations that occurred in the current reporting period 0
Total monetary value of fines for instances of non-compliance with laws and regulations that occurred in the current reporting period ($) 0
Total number of fines paid for instances of non-compliance with laws and regulations that occurred in previous reporting periods 0
Total monetary value of fines for instances of non-compliance with laws and regulations that occurred in previous reporting periods ($Million) 0
Describe the significant instances of non-compliance Red Pine Exploration  complies with all
environment laws and regulations in  our
exploration properties located in Ontario,
Canada. During the 2024 reporting period the
company uncovered an issue with assay data,
resulting in numerous updated disclosures and
an update 43-101.
Describe the management system and due diligence procedures for assessing and managing corruption and bribery risks internally and associated with business partners in its value chain Red Pine Exploration's Board and Audit
Committee have established the standards of
business conduct contained in the Code of
Conduct and Ethics and oversee its compliance.
The Chair of the Audit Committee ensures
adherence to the Code.

Directors, officers, employees and consultants
are required to report in writing, any known or
suspected violations of laws, governmental
regulations or this Code to the Chair of the
Audit Committee of our Board.

The Chair of the Audit Committee or his/her
designee will investigate any reported
violations and, if warranted, will determine an
appropriate response, including corrective
action and preventative measures, involving
the Chair of the Audit Committee or Chief
Executive Officer when required.

All reports will be treated confidentially to
every extent possible. We do not permit any
retaliation against a director, officer, employee
or consultant who acts in good faith in
reporting any violation.

Code of Conduct and Ethics

Disclosure Policy

Whistleblower Policy
Anti-Corruption
Communication and Training
Total number of governance body members that the organization's anti-corruption policies and procedures have been communicated to 6
Total percentage of governance body members that have been communicated to on anti-corruption 100.0000%
Anti-corruption policies and procedures communication to direct employees by type:
Total number of the direct employees that have been communicated to on anti-corruption 34
Total percentage of the direct employees that have been communicated to on anti-corruption 100.0000%
Total number of senior management employees that have been communicated to on anti-corruption 4
Percentage of senior management employees that have been communicated to on anti-corruption 100.0000%
Total number of technical employees that have been communicated to on anti-corruption 3
Percentage of technical employees that have been communicated to on anti-corruption 100.0000%
Communication of critical concerns
Describe whether and how critical concerns are communicated to the highest governance body Through the CEO or the Chairman of the
Board, see details below.
Critical concerns should be communicated to
the board of directors by the CEO, as the CEO
is responsible for keeping the board informed
about any significant issues that may affect the
company’s strategy, operations, or reputation.
This ensures that the board, as the highest
governance body, has the necessary
information to provide appropriate oversight
and make informed decisions.

However, if the critical concern pertains to the
CEO itself, the situation is handled differently.
In such cases, the company’s whistleblower
policy would be activated. This policy ensures
that concerns regarding the CEO are raised in a
confidential and secure manner, and these
concerns would be communicated directly to
the chairman of the board. The chair of the
audit committee, acting as the representative
of the board, would then be responsible for
addressing the matter and ensuring the board is
properly informed.  The chairman of the board,
the CFO or external legal counsel can all be
notified in any instance.
Report the number of critical concerns that were communicated to the highest governance body during the reporting period 1
Report the nature of critical concerns that were communicated to the highest governance body during the reporting period Critical Concerns regarding the ethics and
possible assay manipulations during the period
of the former CEO's tenure were
communicated to the Interim CEO.
Remuneration
Report which of the following remuneration policies apply to the highest governance body and senior executives:
Fixed pay Yes
Variable pay No
Performance-based pay Yes
Equity-based pay Yes
Bonuses Yes
Deferred and vested shares Yes
Sign-on bonuses No
Recruitment incentive payments No
Termination payments Yes
Clawbacks No
Retirement benefits, including the difference between benefit schemes and contribution rates for the highest governance body, senior executives and all other employees No
Describe how the remuneration policies for members of the highest governance body and senior executives relate to their objectives and performance in relation to the management of the organization’s impacts on the economy, environment and people Red Pine has linked a portion of its
management bonus to its Health and Safety
performance as well as the ability to grow the
resource.
Do you provide incentives for the management of climate-related issues, including the attainment of targets No, and we do not plan to introduce them in the
next two years
Describe the process for designing its remuneration policies and for determining remuneration The renumeration policies is created by the
Compensation Committee, which is a
committee at the board level.
Are independent members of the highest governance body or an independent remuneration committee overseeing the remuneration process Yes
How the views of stakeholders (including shareholders) regarding remuneration are sought and taken into consideration Red Pine's  Compensation Committee is tasked
with reviewing compensation policies and
practices. The Company may request to meet
separately with compensation consultants or
stakeholders as a means to seek out external
views regarding remuneration.
Describe whether remuneration consultants are involved in determining remuneration and, if so, whether they are independent of the organization, its highest governance body and senior executives No consultants
Report the results of votes of stakeholders (including shareholders) on remuneration policies and proposals, if applicable The Company does not have  the practice of
allowing shareholders to vote on executive
compensation  at this time.
Stakeholder Engagement
Provide a list of stakeholder groups engaged by the organization
   •  Investors
   •  Financial Institution
   •  Local communities
   •  Local government bodies
   •  Other
Report the basis for identifying and selecting stakeholders with whom to engage Identifying and selecting stakeholders with
whom to engage is a crucial step in project
management, strategic planning, and
organizational decision-making. The process
ensures that the right people or groups are
involved in decision-making, communication,
and execution, leading to better project
outcomes and greater alignment with
organizational goals
Report the purpose of the stakeholder engagement The Company’s primary focus for Stakeholder
engagement is to ensure that we regularly
communicate with all stakeholders including
communities surrounding our projects,
shareholders, and others impacted by the
company and its projects. We strive to maintain
strong relationships and address any concerns
or issues that might arise through in-person
meetings, regularly scheduled meetings with
shareholders, our grievance mechanism and
whistleblower policies, and the publication of
information on our website.    
Report the organization’s approach to stakeholder engagement, including frequency of engagement by type The organizations approach to stakeholder
engagement is on a quarterly basis with the MD
and A , as well as an annual basis with the
General Meeting.
Tax
Describe the approach to stakeholder engagement and management of stakeholder concerns related to tax, including
The approach to engagement with tax authorities Red Pine complies with its quarterly and annual
tax filing requirements.
The approach to public policy advocacy on tax Red Pine does not engage in tax advocacy.
The processes for collecting and considering the views and concerns of stakeholders, including external stakeholders Red Pine publishes financial statements and
contact information for external stakeholder
comments.

All Filings are done on SEDAR plus and cane be
found on the company website.
Company Financial Statements
This document was prepared using
, Planet Earth's complete ESG reporting solution.