Troilus Gold Corporation
2021  Troilus ESG Report
Published on  November 28, 2022
At Troilus we are committed to creating value for our shareholders while operating in a safe, socially and environmentally responsible manner, contributing to the prosperity of our employees and our local communities while respecting human rights, cultures, customs and values of those impacted by our activities.
Disclaimer and Forward Looking Statements
Company Profile
Organizational Profile
Name Troilus Gold Corporation
Describe nature of activities, brands, products and services Troilus Gold Corp. is a Canadian-based junior
mining company focused on the systematic
advancement and de-risking of the former gold
and copper Troilus Mine towards production.

From 1996 to 2010, the Troilus Mine produced
+2 million ounces of gold and nearly 70,000
tonnes of copper.

Troilus is located in the top-rated mining
jurisdiction of Quebec, Canada, where it holds a
strategic land position of 1,420 km² in the
Frotêt-Evans Greenstone Belt. Since acquiring
the project in 2017, ongoing exploration
success has demonstrated the tremendous
scale potential of the gold system on the
property with significant mineral resource
growth.

The Company is advancing engineering studies
following the completion of a robust PEA in
2020, which demonstrated the potential for the
Troilus project to become a top-ranked gold
and copper producing asset in Canada. Led by
an experienced team with a track-record of
successful mine development, Troilus is
positioned to become a cornerstone project in
North America.
Link to Corporate Website https://www.troilusgold.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
Link to company's statements of: Purpose, Vision, Mission and Values; Sustainability/ESG strategy; previously published Sustainability/ESG performance or reports. (URL) https://www.troilusgold.
com/sustainability/overview/
ESG Accountability
Role and Name of highest authority within company for Environment, Social and Governance strategy, programs and performance Catherine Stretch, VP Corporate Affairs
Catherine Stretch, VP of Corporate Affairs is
tasked with overseeing ESG practices and
reports directly to the CEO. Ms. Stretch
informs the ESG Committee on ESG issues
pertaining to the company on a quarterly basis;
in turn, the ESG Committee reports to the
Board of Directors.
ESG Reporting Period
Unless otherwise noted, all data contained in this report covers the following period
From 2021-01-01
To 2021-12-31
Geographic Scope of Report
Unless otherwise noted, the data in this report covers ESG matters related to the following locations of operations Canada
Identify notable exclusions, and reference 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.) None
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
Business Operations Scope of Report
Identify notable exclusions, and reference 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.) There are no exclusions from this report.
Mineral Resource Types in Scope
Which of the following mineral resource types are covered by this report
   •  Inferred
   •  Indicated
Mineral Reserve Types in Scope
Which of the following mineral reserve types are covered by this report None
Currency
Unless otherwise noted, all financial figures referenced in this report are in the following currency CAD
Audit Status
Identify the degree to which any inputs of the report are third-party checked Self-Declared
Organizational Profile
Provide a list of externally-developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes, or which it endorses, e.g., GRI, UN Global Compact GRI, UN Global Compact, SASB, Ecologo
Strategy
Provide a statement from the most senior decision-maker of the organization (i.e., CEO, chair, or equivalent senior position) about the relevance of sustainability to the organization and its strategy for addressing sustainability (CEO's message for this report) Please see the attached statement from our
CEO.
Sustainability at Troilus Gold Corp.
CEO Statement Sustainable Development Policy
Justin Reid, CEO
Provide a description of key impacts, risks, and opportunities, As a mine site under development, Troilus is
engaged in  the permitting process for the
Environment & Social Impact Study  which will
commence in 2022 at the provincial and federal
level. The future construction and production
at the mine is dependent on the successful and
timely completion of the regulatory approval
process.

As a closed mine site, Troilus is responsible for
the management and reclamation of the former
tailings facility which includes ongoing
monitoring and treatment of water,
revegetation and restoration.

The Troilus project is located on lands that are
the traditional territory of the Cree Nation.
Troilus is committed to working closely with
the families and communities that use the land
to ensure its long term health and
sustainability.  

The Troilus project is subject to known and
unknown risks of the mining industry, including
without limitation, risks and uncertainties
discussed in the company’s most recent 43-101
Technical Report, annual information form,
financial statements and MD&A, as well as
other continuous disclosure documents
available under the Company’s profile at www.
sedar.com.
Ethics and Integrity
Provide a description of the organization’s values, principles, standards, and norms of behaviour Troilus Gold Corp. is committed to creating
sustainable long-term value for its
stakeholders, which is achieved by adhering to
best practices in corporate governance.     

The Company has established a set of policies
with respect to ethical business practices,
personal conduct, environmental, safety and
occupational health practices, competition and
fair dealings, and disclosure of information, that
describe its commitment to promoting effective
functioning of its personnel and improve the
company performance.
Whistleblower Policy

Anti-Bribery and Anti-Corruption Policy

Code of Business Conduct & Ethics
Code of Business Conduct and Ethics Anti- Bribery and Anti-Corruption Policy
Material Topics
Governance of Material Topics
Describe the process followed to determine its material topics, including
i. How has the organization identified actual and potential, negative and positive impacts on the economy, environment, and people, including impacts on their human rights, across its activities and business relationships; provide details
   •  Economic impact assessment
   •  Environmental impact assessment
   •  Social impact assessment
   •  Civil society organizations
ii. How has the organization prioritized the impacts for reporting based on their significance As an exploration & development stage project
in Northern Quebec, we have prioritized
environment (current footprint, permitting and
future planning for mine restart), engagement
with First Nations and local communities, GHG
emission (planning for a future carbon neutral
operation), health & safety, local procurement,
infrastructure, diversity and governance.
Specify the stakeholders and experts whose views have informed the process of determining its material topics and provide details
   •  Civil society organizations
   •  Employees and other workers
   •  Governments
   •  Local communities
   •  Shareholders and other capital providers
List the organization's material topics
   •  Indirect Economic Impacts
   •  Procurement Practices
   •  Energy
   •  Water
   •  Biodiversity
   •  Emissions
   •  Compliance
   •  Overall environmental
   •  Environmental Assessment
   •  Employment
   •  Occupational Health and Safety
   •  Training and Education
   •  Diversity and Equal Opportunity
   •  Equal Remuneration for Women and Men
   •  Labor Practices
   •  Non-discrimination
   •  Indigenous Rights
   •  Local Communities
   •  Anti-corruption
   •  Emergency Preparedness
   •  Communications
   •  Permitting
Sustainable Development Policy Statement on Sustainable Development
List the organization's non-material topics
   •  Economic Performance
   •  Market Presence
   •  Materials
   •  Effluents and Waste
   •  Products and Services
   •  Transport
   •  Supplier
   •  Environmental Grievances
   •  Labor/Management Relations
   •  Supplier Assessment for Labor Practices
   •  Grievance Mechanisms
   •  Human Rights Investment
   •  Freedom of Association and Collective
Bargaining
   •  Child Labor
   •  Forced or Compulsory Labor
   •  Security Practices
   •  Supplier Human Rights Assessment
   •  Human Rights Grievance Mechanisms
   •  Public Policy
   •  Anti-competitive Behavior
   •  Supplier Assessment for Impacts on Society
   •  Grievance Mechanisms for Impacts on
Society
   •  Artisanal and Small-scale mining
   •  Resettlement
   •  Closure Planning
   •  Customer Health and Safety
   •  Product and Service Labeling
   •  Marketing
   •  Customer Privacy
   •  Materials Stewardship
Provide reason for considering such topics not material, provide details Not applicable
Troilus is not in production, has no revenues, no
customers, no waste generated, no
suppliers.  Operating in northern Canada,
concerns such as artisanal mining, child labour,
forced labour, human rights abuses are not an
issue and are strictly governed by Canadian
law.  At Troilus our focus is on the health and
safety of our employees at site, engagement
with local communities, environmental
permitting and planning for a sustainable future
mine site.
Report changes to the list of material topics compared to the previous reporting period None
Environment
Compliance
a. Report fines and non-monetary sanctions for non-compliance with environmental laws and/or regulations in terms of
i. Total monetary value of significant fines 0
ii. Total number of non-monetary sanctions 0
iii. Cases brought through dispute resolution mechanisms 0
b. If the organization is in compliance with environmental laws and/or regulations, a brief statement if this fact is sufficient In 2021, Troilus was in compliance with all
environmental laws and/or regulations
Greenhouse Gas Emissions
Scope 1
For your operations, disclose the gross global Scope1 greenhouse gas (GHG) emissions to the atmosphere of the seven GHGs covered under the Kyoto Protocol (tonne CO₂-e)
Carbon dioxide (CO₂) (tonne CO₂-e) 426.585
Methane (CH₄) (tonne CO₂-e) 0.000
Nitrous oxide (N₂O) (tonne CO₂-e) 0.000
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
Perfluoromethane (CF₄) (tonne CO₂-e) 0.000
Perfluoroethane (C₂F₆) (tonne CO₂-e) 0.000
Perfluorobutane (C₄F₁₀) (tonne CO₂-e) 0.000
Perfluorohexane (C₆F₁₄) (tonne CO₂-e) 0.000
The total amount of gross global Scope 1 GHG emissions (CO₂-e) (tonne) 426.585
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 100.0000%
The entity shall discuss its long-term and short-term strategy or plan to manage its Scope 1 greenhouse gas (GHG) emissions The majority of energy used to operate the
Troilus site comes from renewable sources
(hydroelectricity in Northern Quebec).  Troilus
currently generates Scope 1 GHG emissions
from the use of gasoline used for vehicle
transport, diesel used in generators and drilling
at site, propane used for heating the camp
facilities.  

In 2022, Troilus will be undertaking an audit of
GHG emissions generated to date and
developing a roadmap to minimize GHG
emissions for the future with the objective of
building a carbon neutral mining operation.
Intensity Ratio
The total amount of gross global Scope 1 GHG emissions (CO₂-e) (tonne) 426.585
Carbon Offset
Credits
How much CO₂ (metric tonnes) offset credits were purchased? 0.000
Where were these credits purchased from Not Applicable
Troilus has not yet purchased credits to offset
historical GHG, but is currently exploring
options to do so.
Air Emissions
Report emissions of air pollutants that are released into the atmosphere
Emissions of carbon monoxide, reported as CO (tonne) 0.000
Emissions of oxides of nitrogen (NOx), reported as NOx (tonne) 0.000
Emissions of oxides of sulphur (SOx), reported as SOx (tonne) 0.000
Emissions of Particulate Matter 10 micrometres or less in diameter (PM₁₀), reported as PM₁₀ (tonne) 0.000
Emissions of lead and lead compounds, reported as Pb (tonne) 0.000
Emissions of mercury and mercury compounds, reported as Hg (tonne) 0.000
Emissions of non-methane Volatile Organic Compounds (VOCs) (tonne) 0.000
Energy Management
Total energy consumed in aggregate, in gigajoules (GJ) (hydrocarbons and electricity) including the fuel types used (e.g., biomass, hydro-electric power or bioenergy) 18,463.480
Percentage energy consumed that was supplied by grid electricity 70.6930%
Percentage of energy consumed that is renewable energy 70.6930%
Water
Efficiency
Proportion of water reused and recycled by the site to reduce the overall consumptive water demand 90.0000%
Water Management
Disclose the amount of water that was withdrawn from freshwater sources (in thousands of cubic meters) 100.000
Disclose the freshwater withdrawn in locations with High or Extremely High Baseline Water Stress as a percentage of the total water withdrawn 0.0000%
Disclose water withdrawn in locations with High or Extremely High Baseline Water Stress (in thousands of cubic meters) 0.000
Disclose freshwater consumed in locations with High or Extremely High Baseline Water Stress as a percentage of the total water consumed 0.0000%
Disclose the amount of water that was consumed in its operations (in thousands of cubic meters) 3.000
Total water consumed in locations with high or extremely high baseline water stress (in thousands of cubic meters) 0.000
Was your organization subject to any fines, enforcement orders, and/or other penalties for water-related regulatory violations No
Total number of instances of non-compliance, including violations of a technology-based standard and exceedances of quality-based standards 0
Water and Effluents
Water Consumption
Report the total water consumption from all areas in megaliters 3.000
Waste Management
Total amount of tailings waste generated from mining activities by the entity during the reporting period (tonne) 0
Percentage of tailings waste that was recycled during the reporting period Does Not Apply
Troilus is not yet in production and does not
generate any tailings.
Tailings impoundments according to the following U.S. Mine Safety and Health Administration (MSHA) hazard potential classification 1
High hazard potential (number) 0
Significant hazard potential (number) 0
Low hazard potential (number) 1
Tailings Storage Facilities Management
Does your company manage Tailings Storage Facilities Yes
Provide an inventory of all talings storage facilities (TSFs)
TSF #1: (1) facility name Troilus Mine
Permitted Tailings Facility
TSF #1: (2) location Canada
TSF #1: (3) ownership status Wholly owned
TSF #1: (4) operational status Closed
TSF #1: (5) construction method Upstream
The existing tailings facility used for the mine
during its previous operation was Upstream
construction. A future operation envisions a
Centerline construction.
TSF #1: (6) maximum permitted storage capacity
The existing tailings storage facility was
permitted to be filled to a level of no more than
2 metres from the top of the spillway.
TSF #1: (7) current amount of tailings stored
Tailings have not been added to the TSF since
2010.
TSF #1: (8) consequence classification Low
TSF #1: (10) material findings No
TSF #1: (11) mitigation measures None required. The tailings facility has been
closed since the previous operation closed in
2010.  The area has been revegetated.  Water
from the tailings is monitored and treated as
required before release into the natural
environment.
TSF #1: (12) site-specific EPRP Yes
Disclose the approach to the development of Emergency Preparedness and Response Plans (EPRPs) Troilus is a closed mine site but also in the
exploration and development stage pending a
potential restart of the mine.  Camp facilities
typically house 25-65 occupants who are
engaged in exploration and development
activities.  Troilus maintains an Emergency
Preparedness Response Plan to ensure the
health and safety of employees and external
contractors at site.
Disclose the company's approach to engagement concerning Emergency Preparedness and Response Plans (EPRPs) at tailings storage facilities, including the preparedness of local stakeholders The Company meets quarterly with the
Impacted Families to review the closure status
of the tailings facility.
Innovation
Spending on Research, Development, and Technologies for waste management compliance and improvement 519411
Describe nature of spending on Research, Development and Technologies for waste management compliance and improvement In 2021, we had expenditures for the design of
the future tailings facility that will be used once
the mine is restarted.  The focus of the
expenditures have been to develop a tailings
facility that will be safe, long lasting and a
minimal environmental footprint.  Troilus also
had research expenditures for programs to
better understand and manage future waste
rock.  These studies will have an impact on
water quality in the future.
Biodiversity
Management Plan
List the environmental and biodiversity management plan(s) implemented at active sites Biodiversity Management Plan
1.1 Mine lifecycle stages to which the plan(s) apply Exploration and appraisal
1.2 The topics addressed by the plan(s)
   •  Ecological and biodiversity impacts
   •  Noise impacts
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 Quebec Fauna Ministry (MFFP - Ministère
de la Forêt, de la Faune et des Parcs) issues
guidelines and conditions in the permits they
emit that are incorporated into the plan.

In addition, we constructed this plan and policy
in conjunction with the EcoLogo Certification
program.

ECOLOGO® Certified products, services and
packaging are certified for reduced
environmental impact. ECOLOGO
Certifications are voluntary, multiattribute, life
cycle-based environmental certifications that
indicate a product has undergone rigorous
scientific testing, exhaustive auditing or both,
to prove its compliance with stringent, third-
party, environmental performance standards.
Impacts
Does access to the site involve traversing a protected area No
The Troilus site is located in a “Reserve
Faunique”, that allows permitting for
commercial tree cutting, quarries and mines.
Do any of the entities concessions share a watershed with a protected area No
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 Troilus site can easily be reached by road
from the towns of Chibougamau, Chapais and
Mistissini (daily flights from Montreal).

There is direct road access to the site and no
protected areas or protected watersheds are
traversed.
Access to the Troilus Gold Project
Percentage of proved reserves in sites with protected conservation status or in areas of endangered species habitat Does Not Apply
Percentage of probable reserves in sites with protected conservation status or in areas of endangered species habitat Does Not Apply
Percentage of inferred, indicated and measured reserves in sites with protected conservation status or in areas of endangered species habitat 0.0000%
Social
Employment
Scale of the Organization
Report the total number of operations 1
i. Report the total number of direct employees worldwide (exclude contractors) 31
ii. Report the total number of contract employees worldwide 2
Female employees and contractors as percentage of total employees and contractors 36.3636%
Male employees and contractors as percentage of total employees and contractors 63.6364%
Non-binary employees and contractors as percentage of total employees and contractors 0.0000%
Employee Information
Report the total number of direct employees by employment type (permanent and temporary), by gender 31
Total number of permanent employees 31
Total number of permanent employees - female 11
Total number of permanent employees - male 20
Total number of permanent employees - Non-binary 0
Total number of temporary employees 0
Report the total number of contractors by employment type (permanent and temporary), by gender 2
Total number of permanent contractors 2
Total number of permanent contractors - female 1
Total number of permanent contractors - male 1
Total number of permanent contractors - Non-binary 0
Total number of temporary contractors 0
Report the total number of employees by employment type (full-time and part-time), by gender 31
Total number of full-time employees - female 11
Total number of part-time employees - female 0
Total number of full-time employees - male 18
Total number of part-time employees - male 2
Total number of full-time employees - Non-binary 0
Total number of part-time employees - Non-binary 0
Report the total number of contractors by employment type (full-time and part-time), by gender 2
Total number of full-time contractors - female 0
Total number of part-time contractors - female 1
Total number of full-time contractors - male 0
Total number of part-time contractors - male 1
Total number of full-time contractors - Non-binary 0
Total number of part-time contractors - Non-binary 0
Turnover
Report the total number and rate of employee turnover during the reporting period, by age group, and gender
All Employees
Total number of turnover (the number that left during the period) 5
Rate of turnover 15.8730%
Female employees
Total number of turnover (the number of females that left during the period) 1
Rate of turnover, females 9.5238%
Male employees
Total number of turnover (the number of males that left during the period) 4
Rate of turnover, males 22.8571%
Non-binary employees
Total number of turnover (the number non-binary that left during the period) 0
Rate of turnover, non-binary Does Not Apply
Turnover & Age Breakdown
Employees aged 30 years old and under
Total number of turnover (the number that left during the period) 0
As percent of total employees 30.3030%
Rate of turnover 0.0000%
Employees aged between 30 and 50 years old
Total number of turnover (the number that left during the period) 1
As percent of total employees 42.4242%
Rate of turnover 8.6957%
Employees over 50 years old
Total number of turnover (the number that left during the period) 4
As percent of total employees 27.2727%
Rate of turnover 40.0000%
Identify types of employees captured in the turnover rate calculations All employees on the payroll
Average age of employees 44
Diversity and Equal Opportunity
Report the percentage of employees per employee category in each of the following diversity categories
Board of Directors
Total Board of Directors 7
Percent Male 85.7143%
Percent Female 14.2857%
Percent Non-Binary 0.0000%
Percent under 30 years of age 0.0000%
Percent between 30 and 50 years of age 42.8571%
Percent over 50 years of age 57.1429%
Senior Management
Total Senior Managers 10
Percent Male 60.0000%
Percent Female 40.0000%
Percent Non-Binary 0.0000%
Percent under 30 years of age 0.0000%
Percent between 30 and 50 years of age 40.0000%
Percent over 50 years of age 60.0000%
Salaried (excluding Senior Management)
Total Salaried (excluding Senior Management) 23
Percent Male 65.2174%
Percent Female 34.7826%
Percent Non-Binary 0.0000%
Percent under 30 years of age 43.4783%
Percent between 30 and 50 years of age 39.1304%
Percent over 50 years of age 17.3913%
Technical Employees (skilled hourly)
Total Technical Employees 0
Production Employees (unskilled hourly)
Total Production Employees 0
Contractors:
Total Contractors 2
Percent Male 50.0000%
Percent Female 50.0000%
Percent Non-Binary 0.0000%
Percent under 30 years of age 50.0000%
Percent between 30 and 50 years of age 50.0000%
Percent over 50 years of age 0.0000%
Labour Relations
Collective Bargaining Agreements
Percentage of total direct employees covered by collective bargaining agreements 0.0000%
Notice Periods
Minimum number of weeks’ notice typically provided to employees and their representatives prior to the implementation of significant operational changes that could substantially affect them 2
Occupational Health and Safety
Work-related Injuries
Injuries - For all employees
i. Number of fatalities as a result of work-related injury 0
i. Rate of fatalities resulting from work-related injury. Note: calculating per 200,000 hours worked 0.000
ii. Number of high-consequence work-related injuries (excluding fatalities) 0
ii. Rate of high-consequence work-related injuries (excluding fatalities) 0.000
iii. Number of recordable work-related injuries 0
iii. Rate of recordable work-related injuries 0.000
iv. Main types of work-related injury, e.g., confined space, trips, falls, etc. Minor contusions, cuts, scrapes, sprains due to
use of tools and physical activity.
In 2021, Troilus enacted a comprehensive Drug
& Alcohol Policy that applies to all employees
and contractors.  The objective of the Drug &
Alcohol Policy is to provide clarity to
employees and contractors and to ensure the
health & safety of all, particularly with regards
to operations at site.
v. Number of hours worked 53,730
Lost Time Injuries (LTIs) 0
Lost Time Injuries Rate (LTIR) 0.000
Injuries - workers who are not employees but whose work and/or workplace is controlled by the organization
i. Number of fatalities as a result of work-related injury 0
i. Rate of fatalities resulting from work-related injury. Note: calculating per 200,000 hours 0.000
ii. Number of high-consequence work-related injuries (excluding fatalities) 0
ii. Rate of high-consequence work-related injuries (excluding fatalities) 0.000
iii. Number of recordable work-related injuries 0
iii. Rate of recordable work-related injuries 0.000
iv. Main types of work-related injury, e.g., confined space, trips, falls, etc. Minor contusions, cuts, scrapes, sprains due to
use of tools and physical activity.
v. Number of hours worked 56,952
Lost Time Injuries (LTIs) 0
Lost Time Injuries Rate (LTIR) 0.000
Combined (Employees and non-employees, but controlled by the organization):
Total Hours Worked 110,682
Total number of all work-related injuries 0
Rate of work-related injuries 0.000
Total Lost Time Injuries (LTIs) 0
Lost Time Injuries Rate (LTIR) 0.000
Report the work-related hazards that pose a risk of high-consequence injury, including
i. How have these hazards been determined As a past producer, Troilus is a closed mine site
and hazards exist related to the past workings
including two open mine pits that are filled with
water, waste piles, aging infrastructure, a
tailings facility.

The mine site is located in northern Quebec
which is subject to extreme weather which can
include extreme cold, accumulation of snow
and ice in winter months, melting ice in spring,
lightning strikes in summer which can lead to
forest fires.

Troilus is engaged in exploration and
development activities which includes field
exploration, drilling, core cutting, road
maintenance, etc. The physical nature of the
work at the Troilus site can create hazards for
employees and contractors.
ii. Which of these hazards have caused or contributed to high-consequence injuries during the reporting period None
iii. Actions taken or underway to eliminate these hazards and minimize risks using the hierarchy of controls Troilus maintains strict safety protocols and
procedures to ensure health and safety of all
employees and service providers.  Troilus
maintains a health and safety manual that is
updated annually and includes emergency
evacuation procedures in the event of a threat
to the physical site such as a forest fire.

All staff, contractors and visitors to site are
required to participate in a safety
briefing.  Visitors to site must report in to the
camp manager and basic health information is
gathered.  Troilus ensures there are always
staff on shift who have received emergency
response training and in 2021, with an
increased level of activity, a fulltime nurse is
always on site.
Report on actions taken or underway to eliminate other work-related hazards and minimize risks using the hierarchy of controls With the exception of a 6 week period at the
beginning of the global pandemic in 2020,
Troilus has remained in operation.  In 2021,
Troilus continued to monitor public health
guidance and ensured protocols were in place
to minimize the risk of  spread of COVID-19
amongst staff and contractors at site.  This
included physical modifications of common
areas to allow for social distancing, health
questionnaire and testing in advance of arrival
at site, isolation rooms in the event symptoms
and increased cleaning and hygiene protocols.
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 from this
disclosure.
Safety Training
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 2.9
Average hours of health, safety, and emergency response training for (b) contract employees 0
Security, Human Rights and Rights of Indigenous People
Identify the countries of operations within the World Bank's list of “Fragile and Conflict-Affected Situations” None
Describe the nature of any social risks, for all operating countries, that could have a material risk to operations We have identified a key social risk
is  engagement with First Nations (Cree) as the
Troilus Project is located on traditional Cree
territory.

We have extensive ongoing engagement with
the Cree Nation and align ourselves with the
James Bay Agreement signed between the
Government of Quebec and the Cree Nation.

In 2018, Troilus entered into a Pre-
Development Agreement with the Cree Nation
which serves as a precursor to a future Impact
& Benefits Agreement.  The PDA provides a
framework for communication and cooperation
between Troilus and the Cree Nation.
Percentage of proved reserves that are located in or near areas of active conflict Does Not Apply
Percentage of probable reserves that are located in or near areas of active conflict Does Not Apply
Percentage of inferred, indicated and measured reserves that are located in or near areas of active conflict Does Not Apply
Percentage of proved reserves that are located in or near areas that are considered to be indigenous peoples’ land Does Not Apply
Percentage of probable reserves that are located in or near areas that are considered to be indigenous peoples’ land Does Not Apply
Percentage of inferred, indicated and measured reserves that are located in or near areas that are considered to be indigenous peoples’ land 100.0000%
Describe due diligence practices and procedures with respect to indigenous rights of communities in which it operates or intends to operate The company notifies First Nations of drilling
activity as part of the permitting process.  The
Company engages in regular communication
and interaction with First Nations families, local
leadership and community organizations to
discuss priority issues such as environment,
employment, skills training, safety and business
opportunities.  

In 2022, Troilus will commence its
environmental permitting process which will
include extensive community consultations.
Community Relations
Artisanal and Small-Scale Mining
Number of company operating sites where artisanal and small-scale mining (ASM) takes place on, or adjacent to, the site (not controlled by company/unauthorized) 0
Percentage of company operating sites where artisanal and small-scale mining (ASM) takes place on, or adjacent to, the site 0.0000%
Report the associated risks and the actions taken to manage and mitigate these risks Artisanal and small-scale mining do not take
place at or near the Troilus site.
Programs
Report on community relations programs, objectives and achievements in the past 3 years During COVID, much of Troilus' in-person
community relations were suspended or limited
to virtual engagement.  In 2022, Troilus will be
refocusing on direct engagement with local
leadership to keep them informed of
development progress and economic
contributions, sponsorship of community
events, improving hiring of indigenous people
and planning for long term capacity building.
Discuss the processes, procedures, and practices to manage risks and opportunities associated with the rights and interests of communities in areas where it conducts business Troilus senior management meets with local
community leaders on a regular basis to ensure
transparent communication and
collaboration.  Troilus places a priority on local
procurement which accounts for 65% of all
procurement.  Troilus employs a Community
Liaison Officer who is indigenous and maintains
a Troilus office in the neighbouring indigenous
community.
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
Climate Change
Oversight
Is there board-level oversight of climate-related issues within your organization Yes
Responsibility
Provide the highest management-level position(s) or committee(s) with responsibility for climate-related issues Sustainability committee
Nature of primary responsibility Assessing climate-related risks and
opportunities
Reporting
Frequency of reporting to the board on climate-related issues Quarterly
Incentives
Do you provide incentives for the management of climate-related issues, including the attainment of targets No, not currently but we plan to introduce
them in the next two years
As Troilus is not yet in production it is
premature to set targets.  However, Troilus
considers climate-related issues at its current
stage of development to design a future mining
operation that will seek to minimize climate
impacts.  This includes considerations on future
energy sources, vehicle fleet, etc.
Risk and Opportunity Management
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
As Troilus is still in the exploration and
development stage, climate related risks and
opportunities are not significant.  The
Company's focus with regards to climate
related risks and opportunities is to design a
future mining operation that takes these into
account.  The Company believes that decisions
it makes now regard the design of the mine site
can have a significant impact on the the
operation's climate impact.
Risk Assessments
Have you identified any inherent climate-related risks with the potential to have a substantive financial or strategic impact on your business No - risks exist, but none with potential to have
a substantive financial or strategic impact on
business
Opportunity Assessments
Have you identified any climate-related opportunities with the potential to have a substantive financial or strategic impact on your business Yes
Opportunity 1
Where in the value chain does the opportunity driver occur Direct operations
Opportunity type Products and Services: Development and/or
expansion of low emission goods and services
Opportunity time horizon Long-term
Opportunity likelihood Very likely
Magnitude of impact Medium
Potential impact financial figure and explanation Although the main source of revenue from a
future mine at Troilus will be gold, copper will
also be produced.  Estimated revenue will
depend on copper pricing at the time of
production.  During its previous operation from
1996 to 2010, the Troilus mine produced
70,000 tonnes of copper.
Primary potential financial impact driver Increased revenues resulting from increased
demand for products and services
Cost and strategy to realize opportunity and explanation of cost calculation The mineral resource at the Troilus site is gold
and copper.  Copper is considered a key mineral
in the drive to develop renewable energy
technologies.  As the energy transition
continues to unfold, new sources of copper
supply are expected to become increasingly
valued.
Opportunity 2
Where in the value chain does the opportunity driver occur Direct operations
Opportunity type Resource efficiency : Use of more efficient
modes of transport
Opportunity time horizon Long-term
Opportunity likelihood Very likely
Magnitude of impact Medium-low
Potential impact financial figure and explanation Cost savings by replacing fossil fuel (gas, diesel)
powered vehicles with electric vehicle fleet
Primary potential financial impact driver Returns on investment in low-emission
technology
Cost and strategy to realize opportunity and explanation of cost calculation Troilus is connected to the provincial electricity
grid and the source of power is
hydroelectricity.  Troilus is currently working
with the provincial utility to maximize use of
hydroelectricity at site, including the
infrastructure to support an electric vehicle
fleet.
Strategy
Have climate-related risks and opportunities influenced your organization’s strategy and/or financial planning Yes
Since Troilus is still at the development stage,
we view planning for climate-risk as an
opportunity.  Troilus has access to low cost,
sustainable hydroelectric power and we are
incorporating increased utilization of this
energy source into our mine design and
planning to minimize the carbon footprint of
the future mining operation as much as
possible.
Water Management
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 Not very important
Indirect use importance rating Not very important
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 Not very important
Indirect use importance rating Not very important
Risk Assessments
Does your organization undertake a water-related risk assessment Yes, water-related risks are assessed
Select the options that best describe your procedures for identifying and assessing water-related risks
i. Coverage Full
ii. Risk Assessment Procedure Water risks are assessed in an environmental
risk assessment
iii. Frequency of Risk Assessment More than once a year
iv. How far into the future are risks considered More than 6 years
Have you identified any inherent water-related risks with the potential to have a substantive financial or strategic impact on operations No
Opportunity Assessments
Have you identified any water-related opportunities with the potential to have a substantive financial or strategic impact on your business No
Water scarcity or supply is not an issue for
Troilus.  However, ensuring the highest
standards of water management is a top
priority.  Troilus is located in a remote area of
northern Quebec.  The location of the mine site
is on traditional indigenous lands that are used
by indigenous families for hunting and
fishing.  The area also hosts flora and
fauna.  Troilus works closely in consultation
with indigenous families to ensure that any
future mining operations will not adversely
impact water quality in the region.
Responsibility
Provide the highest management-level position(s) or committee(s) with responsibility for water-related issues Sustainability Committee
Policy
Does your organization have a documented water policy No, but we plan to develop one within the next
2 years
Reporting
Frequency of reporting to the board on water-related issues Quarterly
Incentives
Do you provide incentives to C-suite employees or board members for the management of water-related issues No, not currently but we 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 Yes, water-related issues are integrated
If water-related issues are integrated into any aspects of your long-term strategic business plan, please describe further The two formerly mined pits at site are full of
water from years of rain accumulation and
snow melt.  Troilus has been granted a permit
to commence dewatering of the pits as part of
its exploration activities.  To date, water has
only been moved from the smaller pit (which
was threatening to overflow) to the larger pit.
In the future, the pits will need to be entirely
dewatered as the mineral resources are found
beneath and around the existing pits.  Troilus
tests the water in the pits regularly and has
done extensive planning and consultations
regarding the flow and dispersal of the water
once it is removed from the pits.

As part of its long term strategic planning,
water management issues are being considered
and incorporated into the design of the future
mine to minimize environmental impacts
including diversion of water, run off from waste
pails, treatment of water from the tailings
facility, and recycling of water.  Water
management is a major issue of focus for the
indigenous peoples impacted by the mine site
so their guidance and input will be incorporated
into the design.
If water-related issues are integrated into any aspects of your long-term strategic business plan, identify the associated long-term time horizon 5-10 years
General Disclosure
Structure
a. Report the governance structure of the organization, 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. Troilus has a Board of Directors comprised of 7
people, 6 of whom are independent and one is
not independent (CEO).  The Board committees
include: Audit, Compensation, Governance &
ESG, Technical.
Committees
b. Report the committees responsible for decision-making on economic, environmental, and social topics, e.g., the Board of Directors, the Executives, the Board Environment Committee, Board Safety Committee, the Advisory Committee, etc. The Governance & ESG Committee is
responsible for decision-making on economic,
environmental and social topics.
Charter of the Environment, Social,
Governance Committee
Responsibility
a. Has the organization appointed an executive-level position or positions with responsibility for economic, environmental, and social topics , e.g., is it part of the Governance structure of the company, the CFO or internal audit reporting to the Board Yes
The VP of Corporate Affairs has the
responsibility for overseeing economic,
environmental and social topics and reports
directly to the CEO.  The VP Corporate Affairs
provides the Governance & ESG Committee
with an in-person quarterly report on ESG
matters.
Reporting Structure
b. Report whether position holders report directly to the highest governance body or CEO The VP of Corporate Affairs reports directly to
the CEO on a daily basis and reports to the
Governance & ESG Committee on a quarterly
basis.
Consultation Process
Report the processes for consultations between stakeholders and the highest governance body on economic, environmental and social topics, e.g., for most mining companies it would be the executives and operations and not the Board, and if delegated, explain how Stakeholders have multiple direct channels of
communication to executives at Troilus.  The
CEO engages directly with the governing
bodies of the First Nations.  The VP of
Corporate Affairs and VP of Environment
engage with stakeholders directly on
community consultations, environmental
permitting, local procurement.

In late 2021, Troilus commenced its
environmental permitting process at the
federal and provincial levels of
government.  The process began with pre-
consultation sessions to identify stakeholder's
priority issues they would like to see addressed
during the extensive consultation period to
come. The consultation process is designed and
monitored by the government to ensure all
stakeholders have a voice.
Composition
Report the composition of the highest governance body and its committees by:
Number of executive members 1
Number of non-executive members 6
Number of independent members 6
Less than 3 years 2
3-6 years 5
6-9 years 0
More than 10 years 0
Lists of each individual’s other significant positions and commitments, and the nature of the commitments, e.g., other boards and executive positions Diane Lai is Chair of Troilus.  She is Director of
Agile Enablement at Rogers Communications
Inc. and teaches at the University of Toronto's
Entrepreneurship program.  

Justin Reid is CEO and Director of Troilus.
Board of Directors
Number of Male governance body members 6
Number of Female governance body members 1
Number of members from under-represented social groups 1
Description of competencies relating to economic, environmental, and social topics Please refer to the link below for a description
of the Board's competencies relating to
economic, environmental and social topics.
Board of Directors
Board Diversity
Do you have a diversity policy and if so, provide details, link to the policy or attach the file Troilus' policies on diversity are currently
captured in the Code of Business Conduct and
Ethics.
Code of Business Conduct and Ethics
Non-Executive Director
Is the chair of the highest governance body also an executive officer in the organization No
Conflicts of Interest
Report the processes for the highest governance body to ensure conflicts of interest are avoided and managed, e.g., list procedures Employees, officers, and directors of the
Company are required to act with honesty and
integrity and to avoid any relationship or
activity that might create, or appear to create, a
conflict between their personal interests and
the interests of the Company. Employees must
disclose promptly in writing possible conflicts
of interest to their supervisor, or if the
supervisor is involved in the conflict of interest,
to the Chairman of the Audit Committee.

Directors or officers of the Company shall
disclose in writing conflicts of interest to the
Board of Directors or request to have entered
in the minutes of meetings of the Board the
nature and extent of such interest.
Code of Business Conduct and Ethics
Report whether conflicts of interest are disclosed to stakeholders, including, as a minimum Yes
i. Cross-board membership Yes
ii. Cross-shareholding with suppliers and other stakeholders Yes
iii. Existence of controlling shareholder Yes
iv. Related third party disclosures Yes
Transparency
Report the highest governance body’s and senior executives’ roles in the development, approval, and updating of the organization’s purpose, value or mission statements, strategies, policies, and goals related to economic, environmental, and social topics The Environment, Social and Governance
Committee of the Board of Directors is
responsible for encouraging, assisting,
supporting and counseling management in
developing short and long term policies and
standards to ensure that the principles set out
in any health and safety, environment, and
social responsibility policies are being adhered
to and achieved.
Report on the measures taken to develop and enhance the highest governance body’s collective knowledge of economic, environmental, and social topics, e.g., board training The Environment, Social and Governance
Committee of the Board of Directors makes
periodic visits to corporate locations to
familiarize itself with the nature of the
operations, and to review relevant objectives,
procedures and performance with respect to
health and safety, environment and social
responsibility.  The Committee members
receive a quarterly report from management
on ESG issues and concerns within the
Company and participate in training to enhance
their knowledge of the issues.
Report the actions taken in response to evaluation of the highest governance body’s performance with respect to governance of economic, environmental, and social topics, including, as a minimum, changes in membership and organizational practice, (response to external evaluations) In 2021, the Governance Committee was
renamed the Environment, Social &
Governance Committee and expanded its
Charter to include oversight of ESG topics.  The
ESG committee now meets quarterly to receive
a report from the VP Corporate Affairs and
provide oversight of ESG concerns within the
Company.
Report the highest governance body’s role in identifying and managing economic, environmental, and social topics and their impacts, risks, and opportunities – including its role in the implementation of due diligence processes, (committee roles) The Environmental, Social and Governance
Committee is responsible for reviewing the
effectiveness of Managements’ health and
safety, environment and social responsibility
programs and make recommendations for
improvement to adequately manage potential
health and safety, environmental and social
responsibility liabilities.

The Committee reviews any extraordinary
incidents and where appropriate report to the
Board of Directors.
Is stakeholder consultation used to support the highest governance body’s identification and management of economic, environmental, and social topics and their impacts, risks, and opportunities, and if delegated, explain how Yes
Troilus' CEO engages directly with the
governing bodies of the First Nations. The VP of
Corporate Affairs and VP of Environment
engage with stakeholders directly on
community consultations, environmental
permitting, and local procurement.

The results of these consultation are reported
by the VP Corporate Affairs to the Governance
& ESG Committee on a quarterly basis.
Ethics
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 Troilus' Anti-Bribery Policy is applicable to all
directors, officers, employees and outside
parties acting directly or indirectly on behalf of
the company and are prohibited from engaging
in bribery or any corrupt activity in relation to
government officials or private parties, or
enabling or facilitating such activity.

Responsibility for implementing and overseeing
the Anti-Bribery and Anti-Corruption Policy
and related standards and procedures has been
given to the Chief Financial Officer and the
Company’s Site Manager in Quebec. The Chief
Financial Officer communicates with the Site
Manager for payments in Quebec and then the
Chief Financial Officer has direct reporting
obligations to the audit committee of the board
of directors. The Chief Financial Officer has an
adequate level of autonomy as well as sufficient
resources and authority to maintain this
autonomy.
Anti-Bribery and Anti-Corruption Policy
Report net production from activities located in the countries with the 20 lowest rankings in Transparency International’s Corruption Perception Index (CPI) (Saleable tonne) 0
Anti-Corruption
Communication and Training
i) Total number of governance body members that have received training on anti-corruption, broken down by region 7
ii.) Total percentage of governance body members that have received training on anti-corruption, broken down by region 100.0000%
Total number and percentage of employees that have received training on anti-corruption, broken down by employee category and region 31
1a. Total number of employees that received training on anti-corruption 31
Total number of employees 31
1b. Total percentage of employees that received training on anti-corruption 100.0000%
2a. Total number of senior employees that received training on anti-corruption 9
Total number of senior employees 9
2b. Percentage of senior employees that received training on anti-corruption 100.0000%
3a. Total number of middle management employees have received training on anti-corruption 3
Total number of middle management employees 3
3b. Percentage of middle management employees have received training on anti-corruption 100.0000%
4a. Total number of technical employees that received training on anti-corruption 14
Total number of technical employees 14
4b. Percentage of technical employees that received training on anti-corruption 100.0000%
5a. Total number of production employees that received training on anti-corruption 0
Total number of production employees 0
5b. Percentage of production employees that received training on anti-corruption Does Not Apply
6a. Total number of administrative employees that received training on anti-corruption 5
Total number of administrative employees 5
6b. Percentage of administrative employees that received training on anti-corruption 100.0000%
Tax
Describe the approach to stakeholder engagement and management of stakeholder concerns related to tax, including:
i. The approach to engagement with tax authorities Troilus retains third-party experts to advise on
tax-related issues and ensure full compliance
with  tax obligations.
ii. The approach to public policy advocacy on tax Troilus does not directly engage in public policy
advocacy on taxes. As members of mining
industry groups we may support industry
positions on public tax policies.
iii. The processes for collecting and considering the views and concerns of stakeholders, including external stakeholders Troilus engages with stakeholders on a regular
basis, and addresses stakeholder concerns
when raised, which may include concerns
related to royalty payments, and government
fiscal frameworks.
This document was prepared using
, Planet Earth's complete ESG reporting solution.