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| Published on October 6, 2025 | ||||||||||||||||||||||||
| Troilus Gold Corp. is a Canadian development-stage mining company dedicated to the systematic advancement of the former Troilus gold and copper mine towards a mine-restart. | ||||||||||||||||||||||||
| Disclaimer and Forward Looking Statements | ||||||||||||||||||||||||
| Company Profile | ||||||||||||||||||||||||
| Organizational Profile | ||||||||||||||||||||||||
| Name | Troilus Gold Corporation | |||||||||||||||||||||||
| Describe nature of activities, brands, products and services | Located in the tier-one mining jurisdiction of Quebec, Canada, Troilus holds a large land position of 435 km² within the Frôtet-Evans Greenstone Belt. A Feasibility Study completed in May 2024 supports a generational scale 22-year, 50ktpd open-pit mining operation, projecting average annual production of 303,000 oz of gold equivalent (or 135.4 million lbs of copper equivalent)*. The Troilus Project ranks among Canada’s largest undeveloped gold-copper assets and is set to emerge as one of the country’s largest future producers. | |||||||||||||||||||||||
| Link to Corporate Website | https://www.troilusgold.com/ | |||||||||||||||||||||||
| Industry Classification |
NAICS: 21222 Gold and silver ore mining |
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| Type of Operations | Exclusively non-producing operations | |||||||||||||||||||||||
| Company Headquarters | Montreal, Canada | |||||||||||||||||||||||
| ESG Accountability | ||||||||||||||||||||||||
| Role of highest authority within the company for Environment, Social and Governance strategy, programs and performance | Board Committee | |||||||||||||||||||||||
| The name of the highest authority, if applicable | ESG & Governance Committee | |||||||||||||||||||||||
| CSDS Sustainability Disclosure Standards Reporting Requirements | ||||||||||||||||||||||||
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Choose the statement of compliance |
Not applicable | |||||||||||||||||||||||
| The CSDS Reporting Requirements were not effective for the reporting period. The CSDS Reporting Requirements take effect January 1, 2025 and is a voluntary reporting requirement. During 2025, the Company intends to review the CSDS Reporting Requirements to consider applicability to the Company's financial disclosure. | ||||||||||||||||||||||||
| GRI Reporting Requirements | ||||||||||||||||||||||||
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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 | Given the Company's current stage of development, the Company does not seek external assurance with the exception of a third-party audit to maintain its Ecologo certification. | |||||||||||||||||||||||
| Are the highest governance body and senior executives involved | Yes | |||||||||||||||||||||||
| Describe how the highest governance body and senior executives are involved | The SVP Corporate Affairs & Sustainability discusses the Company's reporting practices and external assurances for ESG with the ESG & Governance Committee on at least an annual basis to evaluate the need for external assurance given the Company's stage of development and to share the outcomes of the Ecologo audit process. | |||||||||||||||||||||||
| Has the report been externally assured | No | |||||||||||||||||||||||
| Financial Reporting Period | ||||||||||||||||||||||||
| Does the financial reporting period align with the sustainability reporting period (e.g. calendar vs fiscal) | No | |||||||||||||||||||||||
| Specify the reporting period for its financial reporting | ||||||||||||||||||||||||
| From | 2024-07-01 | |||||||||||||||||||||||
| To | 2025-06-30 | |||||||||||||||||||||||
| If financial reporting period does not align with the period for its sustainability reporting, explain the reason for this | The financial reporting period for the Company does not follow the Calendar year. However many of the Company's activities and reporting on ESG issues do follow the Calendar year so the Company prefers to report ESG data on the Calendar year at this time. | |||||||||||||||||||||||
| Does the financial reporting period align with the sustainability reporting period (e.g. calendar vs fiscal) | No | |||||||||||||||||||||||
| Are sustainability-related financial disclosures for the reporting period longer or shorter than 12 months | 12 months | |||||||||||||||||||||||
| The period covered by the sustainability-related financial disclosures | ||||||||||||||||||||||||
| From | 2024-01-01 | |||||||||||||||||||||||
| To | 2024-12-31 | |||||||||||||||||||||||
| The reason for using a longer or shorter period | Not applicable | |||||||||||||||||||||||
| The amounts disclosed in the sustainability-related financial disclosures are | Comparable to the financial statements disclosures | |||||||||||||||||||||||
| Information about transactions, other events and conditions that occured after the end of the reporting period, but before the date on which the sustainability-related financial disclosures are authorized for issue | Not applicable | |||||||||||||||||||||||
| Geographic Scope of Report | ||||||||||||||||||||||||
| Unless otherwise noted, the data in this report covers sustainability matters related to the following locations of operations | Canada | |||||||||||||||||||||||
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| 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.) | No exclusions | |||||||||||||||||||||||
| Reporting Practice | ||||||||||||||||||||||||
| Provide a list of all legal entities included in its sustainability reporting | Troilus Gold Corp. | |||||||||||||||||||||||
| Does the organization have audited consolidated financial statements or financial information filed on public record | Yes | |||||||||||||||||||||||
| If the organization has audited consolidated financial statements or financial information filed on public record, specify the differences between the list of entities included in its financial reporting and the list included in its sustainability reporting | No differences | |||||||||||||||||||||||
| Does the organization consist of multiple entities | No | |||||||||||||||||||||||
| Does the approach involve adjustments to information for minority interests | No | |||||||||||||||||||||||
| How does the approach take into account mergers, acquisitions, and disposal of entities or parts of entities | None have occurred | |||||||||||||||||||||||
| Does the approach used for consolidating the information differ across the disclosures in this Standard (GRI 2) and across material topics | No | |||||||||||||||||||||||
| Explain whether and how the approach differs across the disclosures in this Standard and across material topics | Does not differ | |||||||||||||||||||||||
| Is the data and assumptions used in preparing the sustainability-related financial disclosures consistent (to the extent possible considering the requirements of IFRS Accounting Standards or other applicable GAAP) with the corresponding data and assumptions used in preparing the related financial statements. | Yes | |||||||||||||||||||||||
| Report what are the restatements and the reasons for restatements, if any, from previous reporting periods | No restatement | |||||||||||||||||||||||
| Explain the effect of such restatements, if any | None | |||||||||||||||||||||||
| 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 |
Catherine Stretch, SVP Corporate Affairs & Sustainability 36 Lombard Street, 4th Floor, Toronto, ON M5C 2X3 +1 647 276 0050 x.1313 info@troilusgold.com |
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| Currency | ||||||||||||||||||||||||
| Unless otherwise noted, all financial figures referenced in this report are in the following currency | CAD | |||||||||||||||||||||||
| Membership of Associations | ||||||||||||||||||||||||
| List of the industry associations, other membership associations, and national or international advocacy organizations in which the organisation participates in a significant role, as well as any economic, environmental, and social charters, principles, or other programmes that the organisation subscribes to or supports, such as the United Nations Global Compact (UNGC), etc. |
UN Global Compact Ecologo AEMQ (Quebec Mineral Exploration Association) UN Declaration on Human Rights UN Voluntary Principles on Security & Human Rights ILO Conventions |
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| Scale of the Organization | ||||||||||||||||||||||||
| Nature of corporate ownership | Publicly owned | |||||||||||||||||||||||
| Legal form of corporate ownership | Incorporated entity | |||||||||||||||||||||||
| Describe how the organization defines its "Operation" and the sector(s) in which it is active | The Company is an exploration and development stage operation in the mining sector. The Company does not engage in any mineral production at this time. | |||||||||||||||||||||||
| Report the total number of operations | 1 | |||||||||||||||||||||||
| The organization's definition used for ‘mine site’ | The 'mine site' the Company refers to is the site of the Troilus Project which is currently under development. It is a brownfield site which operated under previous ownership from 1996 to 2010. As such, while it is at the exploration & development stage, it is also at the reclamation stage. | |||||||||||||||||||||||
| Mine site #1: Name of the site | Troilus Project | |||||||||||||||||||||||
| Mine site #1: Geographic location (country and coordinates) |
Quebec, Canada The Troilus Project is located in Northern Quebec, 175 km north of the town of Chibougamau |
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| Mine site #1: Size (hectares) | 143,500.000 | |||||||||||||||||||||||
| 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 | |||||||||||||||||||||||
| Mineral Resource Types in Scope | ||||||||||||||||||||||||
| Which of the following mineral resource types are covered by this report |
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| Mineral Reserve Types in Scope | ||||||||||||||||||||||||
| Which of the following mineral reserve types are covered by this report | Probable | |||||||||||||||||||||||
| Strategy | ||||||||||||||||||||||||
| Corporate Purpose, Vision, Mission and Values; statements of sustainability/ESG strategy | 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. | |||||||||||||||||||||||
| 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) |
At Troilus Gold Corp., our commitment to responsible development continues to guide every decision as we move closer to building one of North America’s largest undeveloped copper-gold projects. Though still in the development stage, we recognize that choices made today will define the long-term sustainability of our future mine. In 2024, we reached an important milestone with the publication of our Feasibility Study. The study demonstrated the generational scale of the Troilus Copper-Gold Project and it’s potential to deliver meaningful socio-economic benefits to local communities, and a lasting contribution to the province of Québec and to Canada’s critical minerals strategy. We explored potential pathways to reduce our carbon footprint by installing solar panels and a wind turbine. While these remain pilot initiatives, they reflect our broader effort to test sustainable solutions and evaluate renewable energy options as part of the project’s development. From the outset, we have sought opportunities to lower emissions and strengthen energy resilience, with the goal of contributing to the long-term sustainability of mining in Québec. We’ve equally maintained our commitment to ensuring local voices remain central to shaping the future of the Troilus project. In 2024, we continued to progress both the federal and provincial permitting processes by holding consultations in Chibougamau, Chapais, and with the Cree Nations of Mistissini and Oujé-Bougoumou. The maintenance of honest, transparent and mutually beneficial relationships is critical to the lasting success of the Troilus Project. In 2024, we celebrated the completion of the Cree Cultural Pavilion at site, a space that was created to recognize Cree traditions, promote cultural exchange and underscores our commitment to collaboration that extends beyond the life of the future mine. Looking ahead, our focus remains clear. We intend to deliver a mine that provides enduring value for shareholders while creating long-lasting benefits for employees, Indigenous partners, and local communities. Respect, consultation, and transparency will continue to guide us as we advance toward construction. I am grateful to our employees, whose dedication drives our success and commitment to sustainable development. |
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| Material Topics | ||||||||||||||||||||||||
| Governance of Material Topics | ||||||||||||||||||||||||
| Describe the process followed to determine the organization's material topics | Troilus is in the process of compiling its Environmental & Social Impact Assessment. Material topics have been determined as a result of consultations with local stakeholders, indigenous groups, government regulators (federal & provincial), NGOs and civil society groups. | |||||||||||||||||||||||
| How did the organization identify the material topics |
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| How did the organization prioritize the impacts based on their significance | The organization has prioritized the impacts through community consultations, engagement with local government leaders & regulatory bodies and discussion with Directors and senior management. | |||||||||||||||||||||||
| Specify the stakeholders and experts whose views have informed the process of determining its material topics and provide details |
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List the organization's material topics |
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List the organization's non-material topics |
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| Provide reasons for considering such topics not material, provide details | Not applicable | |||||||||||||||||||||||
| Since the organization is not yet in production and does not have customers many of these topics are not applicable at this time. The organization does not operate in a conflict area, does not have any resettlement and does not encounter any artisanal mining. | ||||||||||||||||||||||||
| Report changes to the list of material topics compared to the previous reporting period | Unchanged | |||||||||||||||||||||||
| Material Topic #1: | Freshwater | |||||||||||||||||||||||
| 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 |
Since Troilus is at the development stage, understanding and addressing potential future impacts regarding water is a top priority. Troilus has actively engaged with stakeholders to ensure that design and engineering decisions for the future mine site address concerns regarding the surrounding watershed. Indigenous stakeholders consider water a priority issue and have been consulted for their input, knowledge and advice on ensuring water quality in the future and a site layout that respects the local environment. |
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Where the impacts occur |
At the Troilus mine site in northern Quebec. | |||||||||||||||||||||||
| 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 | In 2024 the organization began dewatering one of two former mine pits that have filled with water from snow melt and precipitation since the former operation closed in 2010. The dewatering plan was subject to an ESIA and required permitting. Water being removed from the pits is tested and treated as required and discharge into the local environment is closely monitored for flow rate, impact on aquatic life and erosion. | |||||||||||||||||||||||
| 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 | Organization's activities | |||||||||||||||||||||||
| Describe/provide a link to the corporate policies or commitments regarding the topic | The ESIA that permits the dewatering activities can be found on the organization's website. | |||||||||||||||||||||||
| Link to dewatering ESIA | ||||||||||||||||||||||||
| Explain how the organization manages the topic and actions to prevent or mitigate potential negative impacts | Regular engagement and communication with indigenous land users, water testing and flow rate monitoring, cessation of dewatering activities during spring snow melt, consultation with flora and fauna experts, reporting to regulatory authorities. | |||||||||||||||||||||||
| Describe actions to address actual negative impacts, including actions to provide for or cooperate in their remediation | Cessation of dewatering activities during spring melt to mitigate increased flow rate and to avoid impact on fish spawning activity. | |||||||||||||||||||||||
| Describe actions to manage actual and potential positive impacts | Dewatering of the pits will allow the exploration team to more safely engage in exploration activities. | |||||||||||||||||||||||
| Report the processes used to track the effectiveness of the actions; |
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| Report the goals, targets, and indicators used to evaluate progress; | The goal is to remove the water from the pits in a safe manner with minimal impact to the surrounding environment. Water is tested, treated as needed and flow rate is monitored. | |||||||||||||||||||||||
| Report the effectiveness of the actions, including progress toward the goals and targets; any related adjustments | Actions have contributed to the steady dewatering of the J4 pit. The activity was halted at the beginning of winter to allow for infrastructure upgrades to handle extreme cold conditions and again in the spring to not further contribute to high flow rates in the creek caused by snow melt. | |||||||||||||||||||||||
| Lessons learned and how these have been incorporated into the organization’s operational policies and procedures | Lessons learned from the dewatering of J4 pit including equipment and infrastructure selection, timing and outcomes will be incorporated into the future plan to dewater the larger Z87 pit. | |||||||||||||||||||||||
| Describe how engagement with stakeholders has informed the actions taken and how it has informed whether the actions have been effective | Stakeholders receive monthly updates on the dewatering activities. When stakeholders have concerns about the dewatering impacts, the organization has ensured in person meetings to hear these concerns and consultation with external experts. | |||||||||||||||||||||||
| Material topic #1: How is the topic connected to the entity's strategy and financial performance | The dewatering will allow for safer exploration of the former mining pits which could contribute to increased estimated mineral resources which would have a positive economic impact. | |||||||||||||||||||||||
| Material Topic #2: | Permitting | |||||||||||||||||||||||
| 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 | Troilus is currently completing the ESIA for the project. Acceptance of the ESIA will result in permits being granted to move forward with the mine development so Permitting is a primary focus for the Company right now. | |||||||||||||||||||||||
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Where the impacts occur |
At the Troilus mine site in northern Quebec. | |||||||||||||||||||||||
| 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. | |||||||||||||||||||||||
| 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 | Organization's activities | |||||||||||||||||||||||
| Describe/provide a link to the corporate policies or commitments regarding the topic | Please see link below | |||||||||||||||||||||||
| Link to Website | ||||||||||||||||||||||||
| Explain how the organization manages the topic and actions to prevent or mitigate potential negative impacts | The organization is following the steps defined by the federal and provincial authorities for the completion of an ESIA in Canada which includes extensive consultation with local stakeholders and indigenous groups to inform the planning and design of the future operation to prevent and mitigate potential negative impacts. | |||||||||||||||||||||||
| Describe actions to address actual negative impacts, including actions to provide for or cooperate in their remediation | Actions have included focused workshops with indigenous land users to discuss topics of priority such as water management and closure plans to ensure indigenous knowledge and experience are included in the decision making process. | |||||||||||||||||||||||
| Describe actions to manage actual and potential positive impacts | The positive impact of permitting will be for the organization to advance to construction and eventually into production, becoming a major economic contributor to the northern Quebec economy (employment, procurement, tax revenues, tertiary businesses). This will require a corporate transition and significant build up of employees, contractors and suppliers. | |||||||||||||||||||||||
| Report the processes used to track the effectiveness of the actions; |
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| Report the goals, targets, and indicators used to evaluate progress; | The goal of Permitting is to obtain approval from the regulatory authorities and overall community consensus on the results of the ESIA so that the organization can proceed with its development to the construction stage. | |||||||||||||||||||||||
| Report the effectiveness of the actions, including progress toward the goals and targets; any related adjustments | The ESIA process began in 2022 and is expected to be filed in mid-2025. | |||||||||||||||||||||||
| Lessons learned and how these have been incorporated into the organization’s operational policies and procedures | Feedback from stakeholders gathered during the consultation process has helped to inform the Entity's policies and procedures on health & safety, environmental management, local procurement and hiring, emergency preparedness. | |||||||||||||||||||||||
| Describe how engagement with stakeholders has informed the actions taken and how it has informed whether the actions have been effective | Engagement with stakeholders has informed the design and plan for the future mining facility, particularly in terms of involving indigenous land users to provide technical experts with the indigenous perspective not only for the life of mine but also after closure. | |||||||||||||||||||||||
| Material topic #2: How is the topic connected to the entity's strategy and financial performance | Permitting is a key milestone that must be achieved in order for the Entity to advance to production. Without a positive outcome on permitting the Entity will not be able to execute its strategy. | |||||||||||||||||||||||
| Material Topic #3: | Local Communities | |||||||||||||||||||||||
| 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 | The Entity's operation is located in a remote region of northern Quebec. The small communities closest to the Entity, including the indigenous community, will be impacted by the Entity's development. Consultation with stakeholders to achieve community consensus on the development plans is integral to executing the Entity's strategy. Indigenous stakeholders must be consulted and consent obtained by the Entity so consideration must be given to the future impacts on the economy, environment and people. | |||||||||||||||||||||||
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Where the impacts occur |
At the Entity's operational site in northern Quebec. | |||||||||||||||||||||||
| 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 | Impacts are caused by the organization. | |||||||||||||||||||||||
| 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 | Organization's activities | |||||||||||||||||||||||
| Describe/provide a link to the corporate policies or commitments regarding the topic | The Entity's Sustainability Policy can be found on its website. Additionally the Entity has established a community focused website for sharing information on the Entity's development plans, consultations, job postings, events and provides a grievance mechanism. | |||||||||||||||||||||||
| Explain how the organization manages the topic and actions to prevent or mitigate potential negative impacts | The Entity engages in community consultations, has established a grievance mechanism, meets regularly with land users, indigenous leaders, local community leaders and government agencies. | |||||||||||||||||||||||
| Describe actions to address actual negative impacts, including actions to provide for or cooperate in their remediation | The Entity has worked closely with indigenous land users to assure the indigenous perspective is reflected in planning and design for the future operation, particularly as it relates to water management and mine closure. The objective is to minimize the environmental footprint and ensure that the operation site eventually returns to a natural state. | |||||||||||||||||||||||
| Describe actions to manage actual and potential positive impacts | The Entity engages with local community leadership to make plans for future impacts as the project moves forward such as an influx of workers and new residents, the local infrastructure requirements, prioritizing local procurement and hiring, skills development and capacity building. The Entity also supports local community events, sports teams, cultural activities. In collaboration with indigenous stakeholders, the Entity has established a Cree Cultural Pavilion at the mine site as a gathering place for indigenous and non-indigenous stakeholders. | |||||||||||||||||||||||
| Report the processes used to track the effectiveness of the actions; |
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| Report the goals, targets, and indicators used to evaluate progress; | The Entity targets updates to local leadership several times a year, prioritization on local spending and hiring, financial support for community initiatives. | |||||||||||||||||||||||
| Report the effectiveness of the actions, including progress toward the goals and targets; any related adjustments | The Entity enjoys a positive relationship with local communities and has successfully allocated 2/3 of all spending to local businesses during the reporting period. | |||||||||||||||||||||||
| Lessons learned and how these have been incorporated into the organization’s operational policies and procedures | Interactions with local communities help to shape the future plans as the project moves into the next stage of development, ensure the community's concerns are addressed and prioritize benefits to the local community. | |||||||||||||||||||||||
| Describe how engagement with stakeholders has informed the actions taken and how it has informed whether the actions have been effective | Engagement with stakeholders has informed the establishment of procurement policies and Supplier Code of Conduct. By prioritizing local business the Entity has been able to increase the economic contributions to the local indigenous community. | |||||||||||||||||||||||
| Material topic #3: How is the topic connected to the entity's strategy and financial performance | The Entity is focused on minimizing future GHG emissions by securing the majority of its energy needs from sustainable energy sources. | |||||||||||||||||||||||
| Material Topic #4: | Greenhouse Gas Emissions | |||||||||||||||||||||||
| 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 | The Entity's future mining operation is in a remote region. GHG emissions from the use of fossil fuels would be costly, increase road traffic, and increase the risk of negative environmental impacts at the project site. By focusing on securing future energy supply from sustainable sources the Entity will have a lower cost structure, less traffic on the road and decreased GHG emissions. | |||||||||||||||||||||||
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Where the impacts occur |
At the Entity's project site in northern Quebec. | |||||||||||||||||||||||
| 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 | Organization | |||||||||||||||||||||||
| 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 | Organization's activities | |||||||||||||||||||||||
| Explain how the organization manages the topic and actions to prevent or mitigate potential negative impacts | The Entity is focused on securing long term supply of hydroelectricity which has minimal GHG impacts. Therefore Scope 1 GHG emissions will be drastically reduced for the life of mine compared to using fossil fuel energy sources. | |||||||||||||||||||||||
| Describe actions to address actual negative impacts, including actions to provide for or cooperate in their remediation | To supplement future hydroelectric supply and offset backup power from fossil fuel sources, the Entity has been conducting research on the viability of on-site alternative energy generation. This has included the installation of solar panels and a windmill and data gathering devices to monitor wind strength and frequency during the year. | |||||||||||||||||||||||
| Describe actions to manage actual and potential positive impacts | The Entity is engaging with the hydroelectric utility to secure long term commitments of electricity supply through the existing power infrastructure. | |||||||||||||||||||||||
| Describe commitments to provide for or cooperate in the remediation of negative impacts that the organization identifies it has caused or contributed to | No commitments have been at this time as the organization is still in the exploration and development phase. | |||||||||||||||||||||||
| Describe the approach to identify and address grievances, including the grievance mechanisms that the organization has established or participates in | The organization has established a community grievance mechanism. Stakeholders can phone, email or fill out an online form to share complaints or concerns with the organization. | |||||||||||||||||||||||
| If the management of material topics includes grievance mechanism(s), describe how the stakeholders who are the intended users of the grievance mechanisms are involved in the design, review, operation, and improvement of these mechanism(s) | Stakeholders are provided with information about the grievance review process and what they can expect from the organization. Following resolution stakeholders are asked to provide feedback on the process. | |||||||||||||||||||||||
| Ownership of the grievance mechanism | The organization owns the grievance mechanism. | |||||||||||||||||||||||
| The purpose of the grievance mechanism and its relationship to other grievance mechanisms | The purpose is to provide stakeholders with a means to share complaints and concerns with the organization and to have a transparent process for addressing any complaints or concerns. | |||||||||||||||||||||||
| The organization’s activities that are covered by the grievance mechanism | All activities are covered by the grievance | |||||||||||||||||||||||
| The intended users of the grievance mechanism | Local stakeholders including indigenous land users. | |||||||||||||||||||||||
| How the grievance mechanism is managed | The organization maintains an internal process for responding to grievances managed by the Senior VP Corporate Affairs & Sustainability and reports to the ESG Committee of the Board of Directors quarterly. | |||||||||||||||||||||||
| The process to address and resolve grievances, including how decisions are made | Grievances are received by the SVP Corporate Affairs & Sustainability or in their absence the VP Communications. Grievances are reviewed internally and escalated to relevant departments as needed and immediate action taken. The individual who has lodged the grievance is advised of the progress to address the grievance, timeline to resolution and asked for feedback. The process is clearly explained on the organization's community website. | |||||||||||||||||||||||
| The effectiveness criteria used in the grievance mechanism | Tracking of grievances received and addressed. Request feedback from those who have lodged a grievance. | |||||||||||||||||||||||
| The total number of grievances filed through the mechanism during the reporting period | 0 | |||||||||||||||||||||||
| The number of grievances that were addressed (or reviewed) during the reporting period | 0 | |||||||||||||||||||||||
| Percentage of grievances that were addressed (or reviewed) during the reporting period | Does Not Apply | |||||||||||||||||||||||
| The number of grievances that were resolved during the reporting period | 0 | |||||||||||||||||||||||
| Percentage of grievances that were resolved during the reporting period | Does Not Apply | |||||||||||||||||||||||
| The number of grievances filed through the mechanism prior to the reporting period that were resolved during the reporting period | 0 | |||||||||||||||||||||||
| Average time to investigate and resolve grievances (days) | 0 | |||||||||||||||||||||||
| The number of grievances that were resolved by remediation | 0 | |||||||||||||||||||||||
| For the grievances that were resolved by remediation - how remedy was provided | There were none that required remediation. | |||||||||||||||||||||||
| Describe other processes by which the organization provides for or cooperates in the remediation of negative impacts that it identifies it has caused or contributed to | Quarterly meetings with indigenous land users to discuss concerns and course of action if needed on an negative impacts. | |||||||||||||||||||||||
| How are stakeholders who are the intended users of the grievance mechanisms involved in the design, review, operation, and improvement of these mechanisms | Stakeholders who have submitted grievances are asked for feedback following resolution of the grievance. Stakeholders are consulted on the frequency and agenda items for quarterly meetings with the organization. | |||||||||||||||||||||||
| Describe how the organization tracks the effectiveness of the grievance mechanisms and other remediation processes | The organization maintains a log of grievances and outcomes and also reports quarterly to the Board of Directors. Any instances of environmental grievances that contravene environmental regulations are reported to authorities. | |||||||||||||||||||||||
| Examples of the effectiveness of the grievance mechanisms and other remediation processes, including stakeholder feedback | None occurred during the period. | |||||||||||||||||||||||
| Material Topics - Strategy | ||||||||||||||||||||||||
| Sustainability-related risks and opportunities | ||||||||||||||||||||||||
| Describe the process of identifying sustainability-related risks and opportunities that could reasonably be expected to affect the entity’s prospects | The entity is still at the exploration and development stage. Sustainability related risks and opportunities are identified as those steps that need to be taken for the entity to advance to the next phase of development. | |||||||||||||||||||||||
| Describe sustainability-related risks that could reasonably be expected to affect the entity’s prospects | The primary sustainability related risk the entity currently faces is to complete the permitting process that will allow the entity to advance forward with construction and into production. Securing a low-cost, renewable source of electricity from Hydro-Quebec sufficient to provide the energy to run the future operation is also a key sustainability related risk. | |||||||||||||||||||||||
| Specify the time horizons over which the effects of each of those sustainability-related risks could reasonably be expected to occur |
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| Describe sustainability-related opportunities that could reasonably be expected to affect the entity’s prospects | The entity intends to produce copper in the future, a critical mineral for the global energy transition. The entity will eventually become a major employer in a remote region generating economic growth, prioritizing local procurement and contributing to tax revenues. | |||||||||||||||||||||||
| Specify the time horizons over which the effects of each of those sustainability-related opportunities could reasonably be expected to occur |
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| Explain how does the entity define ‘short term’, ‘medium term’ and ‘long term’ | Short term is defined as the next 12 months, medium term within the next 5 years and long term over 20 years. | |||||||||||||||||||||||
| How are these definitions linked to the planning horizons used by the entity for strategic decision-making | These definitions help the entity to prioritize decision making and contribute to decisions on budgets, staffing, investment. | |||||||||||||||||||||||
| Business model and value chain | ||||||||||||||||||||||||
| Describe the current and anticipated effects of sustainability-related risks and opportunities on the entity’s business model and value chain | The entity has a single mineral asset in development. All sustainability related risks and opportunities will have an impact on the business model and value chain. | |||||||||||||||||||||||
| Where in the entity’s business model and value chain are sustainability-related risks and opportunities concentrated (for example, geographical areas, facilities and types of assets, etc.) | At the organization's mine site under development in northern Quebec. | |||||||||||||||||||||||
| Strategy and decision-making | ||||||||||||||||||||||||
| How has the entity responded to, and plans to respond to, sustainability-related risks and opportunities in its strategy and decision-making | Sustainability related risks and opportunities are a key factor in advancing the entity's project. If a key risk like permitting cannot be achieved the project will not move forward. The entity is focused on de-risking the asset in order to move to the next stage of development. | |||||||||||||||||||||||
| If the entity disclosed response plans in the previous reporting periods, report on the progress against these plans (include quantitative and qualitative information) | None reported | |||||||||||||||||||||||
| What are the trade-offs between sustainability-related risks and opportunities that the entity considered | The entity has been considering trade-offs between different sources of energy supply to secure a future energy mix that is low cost, consistent but also majority from renewable sources. | |||||||||||||||||||||||
| Financial position, financial performance and cash flows | ||||||||||||||||||||||||
| Do you have the capability to provide quantitative metrics about sustainability-related risks and opportunities |
No-we do not have the skills, capabilities or resources to provide quantitative information |
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| Disclose how sustainability-related risks and opportunities have affected the entity's financial position, financial performance and cash flows for the reporting period | Nil | |||||||||||||||||||||||
| Provide quantitative financial metrics (single amount or range) (currency, Thousands) | N/A | |||||||||||||||||||||||
| How does the entity expect its financial position to change over the short, medium and long term, given its strategy to manage sustainability-related risks and opportunities | No change expected | |||||||||||||||||||||||
| Investment and disposal plans (for example, plans for capital expenditure, major acquisitions and divestments, joint ventures, business transformation, innovation, new business areas, and asset retirements), including plans the entity is not contractually committed to | The company expects to finalize funding of US$1.3 billion by the end of 2025 to fund the CAPEX requirement to build the mine. | |||||||||||||||||||||||
| Planned sources of funding to implement its strategy | Sources of funding will include debt from banks backed by export credit agencies, equity, stream/royalty | |||||||||||||||||||||||
| How does the entity expect its financial performance and cash flows to change over the short, medium and long term, given its strategy to manage sustainability-related risks and opportunities | The entity does not expect its financial performance and cash flows to change due to sustainability related risks and opportunities. | |||||||||||||||||||||||
| If disclosing quantitative information, identify the amounts disclosed that are subject to a high level of measurement uncertainty | N/A | |||||||||||||||||||||||
| What is the sources of measurement uncertainty—for example, the dependence of the amount on the outcome of a future event, on a measurement technique or on the availability and quality of data from the entity’s value chain | N/A | |||||||||||||||||||||||
| What are the assumptions, approximations and judgements the entity has made in measuring the amounts | N/A | |||||||||||||||||||||||
| Resilience | ||||||||||||||||||||||||
| Disclose a qualitative and, if applicable, quantitative assessment of the resilience of the entity's strategy and business model in relation to its sustainability-related risks | The entity has a single asset under development. Failure to address a key risk area such as permitting or access to renewable energy would have a significant impact on the entity's strategy and business model. | |||||||||||||||||||||||
| How the assessment was carried out | The entity published a 43-101 Feasibility Study for the development of the Troilus Project in 2024 | |||||||||||||||||||||||
| Time horizon | The time horizon to production assuming permitting approval, funding sources and energy supply is ~2029 and the current life of mine is 22 years. | |||||||||||||||||||||||
| Material Topics - Management | ||||||||||||||||||||||||
| Metrics and Targets | ||||||||||||||||||||||||
| Has a metric been developed by the entity | No | |||||||||||||||||||||||
| Has the entity set targets to monitor progress toward achieving its strategic goals, or it has targets it is required to meet by law or regulation | No | |||||||||||||||||||||||
| Measurement Uncertainty | ||||||||||||||||||||||||
| Identify the amounts that the entity has disclosed that are subject to a high level of measurement uncertainty | None | |||||||||||||||||||||||
| The sources of measurement uncertainty | N/A | |||||||||||||||||||||||
| The assumptions, approximations and judgments the entity has made in measuring the amount | N/A | |||||||||||||||||||||||
| Additional information about the sources of and the factors contributing to the uncertainty and other circumstances | N/A | |||||||||||||||||||||||
| Errors | ||||||||||||||||||||||||
| Are there any material prior period errors that require restating the comparative amounts for the prior period(s) | No | |||||||||||||||||||||||
| 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.) |
Currently the Company is still in the exploration and development stage. Suppliers include companies that sell products to support operations at the exploration camp which housed approximately 20-30 people in 2024 (fuel, food, construction materials, electricity), and services such as contract labour, cafeteria and janitorial staff used at site. At a corporate level suppliers support office activities such as office supplies, office equipment, IT services, external consulting contracts for engineering and environmental assessment. The Company does not have any production yet and as such there are no supply inputs to support production. Major suppliers are required to provide signed acknowledgement of the Company's Supplier Code of Conduct. |
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| Troilus Supplier Code of Conduct | ||||||||||||||||||||||||
| The types of activities related to the organization’s products and services carried out by its suppliers (e.g., manufacturing, providing consulting services) |
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| What is the nature of its business relationships with its suppliers |
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| The sector-specific characteristics of its supply chain | Labour-intensive | |||||||||||||||||||||||
| The geographic location of its suppliers |
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| Environment | ||||||||||||||||||||||||
| Climate Change - Stewardship | ||||||||||||||||||||||||
| Strategy | ||||||||||||||||||||||||
| Have climate-related risks and opportunities influenced your organization’s strategy and/or financial planning | Yes | |||||||||||||||||||||||
| 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 | |||||||||||||||||||||||
| Is a system in place to calculate the financial implications or costs, or to make revenue projections | No | |||||||||||||||||||||||
| Plans and timeline to develop systems to calculate the financial implications or costs, or to make revenue projections | None at this time | |||||||||||||||||||||||
| Describe climate-related risks and opportunities that could reasonably be expected to affect the entity’s prospects | There is a risk that operations could be temporarily suspended due to forest fires. There is an opportunity related to the future production of copper, a critical mineral in the energy transition. | |||||||||||||||||||||||
| Explain, for each climate-related risk the entity has identified, whether the entity considers the risk to be a climate-related physical risk or climate-related transition risk | The forest fires are a physical risk | |||||||||||||||||||||||
| Specify, for each climate-related risk and opportunity the entity has identified, over which time horizons—short, medium or long term— the effects of each climate-related risk and opportunity could reasonably be expected to occur | For forest fire risk this will exist over the long term. The copper production opportunity is also expected to exist over the long term. | |||||||||||||||||||||||
| Explain how the entity defines ‘short term’, ‘medium term’ and ‘long term’ and how these definitions are linked to the planning horizons used by the entity for strategic decision-making | Short term is less than 12 months, medium term is up to 5 years and long term is over 20 years. | |||||||||||||||||||||||
| 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 - Identify the most material (financial or strategic) climate-related opportunity to your organization |
Future production of copper | |||||||||||||||||||||||
| Where in the value chain does the opportunity driver occur | Direct operations | |||||||||||||||||||||||
| Opportunity type and classification | Products and Services: Other, please specify | |||||||||||||||||||||||
| Opportunity time horizon | Medium term | |||||||||||||||||||||||
| Opportunity likelihood | Virtually certain | |||||||||||||||||||||||
| Magnitude of impact | High | |||||||||||||||||||||||
| Explain your financial estimates of impact | Financial estimates are based on a financial model that makes assumptions about commodity prices | |||||||||||||||||||||||
| Primary potential financial impact driver | Increased revenues resulting from increased demand for products and services | |||||||||||||||||||||||
| The methods used to manage the opportunity | Use of renewable and lower carbon footprint energy | |||||||||||||||||||||||
| Strategy and decision-making | ||||||||||||||||||||||||
| How the entity plans to achieve any climate-related targets, including any greenhouse gas emissions targets | The Company is currently in the engineering phase and is prioritizing the use of renewable energy for the majority of its energy needs when it moves to production. The primary source will be hydroelectric and the Company is also conducting research and data collection on localized production of energy from wind and solar to supplement the hydro. The objective will be to minimize Scope 1 GHG emissions during the projected 22 year mine life. | |||||||||||||||||||||||
| Financial position, financial performance and cash flows | ||||||||||||||||||||||||
| Disclose the effects of climate-related risks and opportunities on the entity’s financial position, financial performance and cash flows for the reporting period (current financial effects) | None | |||||||||||||||||||||||
| Disclose quantitative and qualitative information about how climate-related risks and opportunities have affected its financial position, financial performance and cash flows for the reporting period | Climate related risks and opportunities have not affected the Company's financial position, financial performance or cash flows for the reporting period. | |||||||||||||||||||||||
|
Disclose quantitative and qualitative information about the climate-related risks and opportunities identified above for which there is a significant risk of a material adjustment within the next annual reporting period to the carrying amounts of assets and liabilities reported in the related financial statements |
No material adjustment within the next annual reporting period is anticipated | |||||||||||||||||||||||
| How the entity expects its financial position to change over the short, medium and long term, given its strategy to manage climate-related risks and opportunities | No change | |||||||||||||||||||||||
| Does the entity have investment and disposal plans (for example, plans for capital expenditure, major acquisitions and divestments, joint ventures, business transformation, innovation, new business areas, and asset retirements), including plans the entity is not contractually committed to | No | |||||||||||||||||||||||
| Does the entity have planned sources of funding to implement its strategy | N/A | |||||||||||||||||||||||
| How does the entity expects its financial performance and cash flows to change over the short, medium and long term, given its strategy to manage climate-related risks and opportunities (for example, increased revenue from products and services aligned with a lower-carbon economy; costs arising from physical damage to assets from climate events; and expenses associated with climate adaptation or mitigation) | No change | |||||||||||||||||||||||
| Climate resilience | ||||||||||||||||||||||||
| Does the organization have a climate change adaptation plan in place | No | |||||||||||||||||||||||
| Climate-related targets | ||||||||||||||||||||||||
| Has the entity set climate-related targets (note: details specific to GHG targets disclosures are under Scope 1, 2 and 3) | No | |||||||||||||||||||||||
| Greenhouse Gas Emissions | ||||||||||||||||||||||||
| Scope 1 | ||||||||||||||||||||||||
| Fuel related methane (CH₄) (tonnes) | 0.019 | |||||||||||||||||||||||
| Fuel related nitrous oxide (N₂O) (tonnes) | 0.004 | |||||||||||||||||||||||
| Carbon dioxide (CO₂) (tonnes CO₂-e) | 510.836 | |||||||||||||||||||||||
| Methane (CH₄) (tonnes CO₂-e) | 0.475 | |||||||||||||||||||||||
| Nitrous oxide (N₂O) (tonnes CO₂-e) | 1.192 | |||||||||||||||||||||||
| Hydrofluorocarbon-23 (CHF₃) (tonnes CO₂-e) | 0.000 | |||||||||||||||||||||||
| Hydrofluorocarbon-32 (CH₂F₂) (tonnes CO₂-e) | 0.000 | |||||||||||||||||||||||
| Sulphur hexafluoride (SF₆) (tonnes CO₂-e) | 0.000 | |||||||||||||||||||||||
| Nitrogen trifluoride (NF₃) (tonnes CO₂-e) | 0.000 | |||||||||||||||||||||||
| Perfluoro methane (CF₄) (tonnes CO₂-e) | 0.000 | |||||||||||||||||||||||
| Perfluoro ethane (C₂F₆) (tonnes CO₂-e) | 0.000 | |||||||||||||||||||||||
| Perfluoro butane (C₄F₁₀) (tonnes CO₂-e) | 0.000 | |||||||||||||||||||||||
| Perfluoro hexane (C₆F₁₄) (tonnes CO₂-e) | 0.000 | |||||||||||||||||||||||
| The total amount of gross global Scope 1 GHG emissions (CO₂-e) (tonnes) | 512.503 | |||||||||||||||||||||||
| 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% | |||||||||||||||||||||||
| 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) | Scope 1 emissions decreased in 2024 compared to 2023. In 2023, forest fires throughout the region damaged the hydroelectric transmission lines necessitating the use of back up generators for a period of 5 months to provide heat and power at the site. The transmission lines were repaired in November 2023 and operation throughout 2024 so Scope 1 emissions were reduced. | |||||||||||||||||||||||
| In the case that current reporting of GHG emissions to the CDP or other entity (e.g., a national regulatory disclosure program) differs in terms of the scope and consolidation approach used, describe the differences and provide those reported emissions. | N/A | |||||||||||||||||||||||
| 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 calculation is a summation of all diesel, gasoline and propane currently consumed at the Troilus site for heating, cooking, transportation and site operations. | |||||||||||||||||||||||
| The entity may, where relevant, provide a breakdown of its emissions per resource produced or business unit | The entity does not currently produce any resources and has a single operation in Quebec. | |||||||||||||||||||||||
| Discuss short-term, medium-term and long-term strategy or plan to manage its Scope 1 greenhouse gas (GHG) emissions | The Company expects Scope 1 GHG emissions to remain minimal/at current levels in the short term. In the medium term, once the Company enters the construction phase, Scope 1 GHG emissions are expected to increase due to the increase in activity at the mine site with more people being housed and transported and the operation of construction equipment. In the long term it is the intention of the Company to rely on renewable hydroelectric power and to the extend possible use an electric fleet during the years of production to minimize the operations Scope 1 GHG emissions over the long term. | |||||||||||||||||||||||
| Please discuss reduction emissions target(s) (if any) for Scope 1 in your company, how they are set and analyse the performance against the target(s) | The Company does not currently have targets for Scope 1 reductions. | |||||||||||||||||||||||
| Scope 2 | ||||||||||||||||||||||||
| If company specific calculations are not available, provide information following the gross location-based energy indirect (Scope 2) global greenhouse gas (GHG) emissions approach: | ||||||||||||||||||||||||
| 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) | 14,133.000 | |||||||||||||||||||||||
| In what jurisdiction is the source of energy (utility) located | Canada | |||||||||||||||||||||||
|
Conversion factor (see Guidance): |
0.001 | |||||||||||||||||||||||
| Total amount of Scope 2 GHG emissions from purchased electricity (CO₂-e) (tonnes) | 3.926 | |||||||||||||||||||||||
| 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 location based global Scope 2 GHG emissions (tonnes CO₂-e) | 3.926 | |||||||||||||||||||||||
| Discuss any change in its Scope 2 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) |
Scope 2 emissions increased in 2024 compared to 2023. In 2023, regional forest fires damaged the hydro poles supporting the transmission lines that deliver electricity to the Troilus site and as such there was no hydroelectric supply for 5 months and the Company had to rely on backup generators powered by diesel to provide the energy to run the exploration camp. The hydro poles and transmission lines were repaired and grid electricity restored in late 2023. As such, in 2024 the Company was able to decrease its Scope 1 emissions while Scope 2 emissions returned to normal. |
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| Total amount of Scope 2 GHG emissions (CO₂-e) that are covered under emissions-limiting regulations (tonnes) for the jurisdiction in which the company is working. | 3.926 | |||||||||||||||||||||||
| 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 | 100.0000% | |||||||||||||||||||||||
| 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 | It is the long term plan of the Company to power the future mine operation using hydroelectricity from the grid. As such, Scope 2 emissions will increase once the Company moves to Construction and Production, but since the source of the grid electricity is hydro overall emissions for an operation of this scope and size will still be very low. | |||||||||||||||||||||||
| Scope 3 | ||||||||||||||||||||||||
| Is the Organization disclosing gross "other indirect" global Scope 3 greenhouse gas (GHG) emissions to the atmosphere of the seven GHGs covered under the Kyoto Protocol (tonnes CO₂-e)? These emissions are not included in Scope 2 and occur outside of the organization including both upstream and downstream emissions, e.g., transporting fuel to market, or transporting fuel to the plant or site to create your product, or transporting your product to market | No | |||||||||||||||||||||||
| Carbon Offset and Pricing | ||||||||||||||||||||||||
| Credits | ||||||||||||||||||||||||
| Did the entity use or plan to use carbon credits to offset greenhouse gas emissions to achieve any net greenhouse gas emissions target | No | |||||||||||||||||||||||
| Internal carbon pricing | ||||||||||||||||||||||||
| Provide an explanation of whether and how the entity is applying a carbon price in decision-making (for example, investment decisions, transfer pricing and scenario analysis) | The Company is not applying a carbon price in decision-making at this time. | |||||||||||||||||||||||
| Air Emissions | ||||||||||||||||||||||||
| Emissions Management | ||||||||||||||||||||||||
| Disclose the management approach regarding Emissions | The Company is not in production and as such does not currently generate any Emissions | |||||||||||||||||||||||
| Emissions of air pollutants that are released into the atmosphere - carbon monoxide, reported as CO (tonnes) | 0.000 | |||||||||||||||||||||||
| Emissions of air pollutants that are released into the atmosphere - oxides of nitrogen (NOx), reported as NOx (tonnes) | 0.000 | |||||||||||||||||||||||
| Emissions of air pollutants that are released into the atmosphere - oxides of sulphur (SOx), reported as SOx (tonnes) | 0.000 | |||||||||||||||||||||||
|
Emissions of air pollutants that are released into the atmosphere - Particulate Matter 10 micrometres or less in diameter (PM₁₀), reported as PM₁₀ (tonnes) |
0.000 | |||||||||||||||||||||||
| Emissions of air pollutants that are released into the atmosphere - lead and lead compounds, reported as Pb (tonnes) | 0.000 | |||||||||||||||||||||||
| Emissions of air pollutants that are released into the atmosphere - mercury and mercury compounds, reported as Hg (tonnes) | 0.000 | |||||||||||||||||||||||
| Emissions of air pollutants that are released into the atmosphere - non-methane Volatile Organic Compounds (VOCs) (tonnes) | 0.000 | |||||||||||||||||||||||
| Discuss the calculation methodology for emissions disclosure and specify if the data is from: | Not Applicable | |||||||||||||||||||||||
| Energy | ||||||||||||||||||||||||
| Energy Consumption | ||||||||||||||||||||||||
| Total energy consumption within the organization (gigajoules, GJ) | 28,309.000 | |||||||||||||||||||||||
| Report the energy owned and controlled by the organization consumed in gigajoules for the following | 28,309.000 | |||||||||||||||||||||||
| Electricity purchased/generated for consumption (gigajoules, GJ) | 14,133.000 | |||||||||||||||||||||||
| Heating purchased/generated for consumption (gigajoules, GJ) | 0.000 | |||||||||||||||||||||||
| Cooling purchased/generated for consumption (gigajoules, GJ) | 0.000 | |||||||||||||||||||||||
| Steam purchased/generated for consumption (gigajoules, GJ) | 0.000 | |||||||||||||||||||||||
| Non-renewable fuel consumed (gigajoules, GJ) | 14,176.000 | |||||||||||||||||||||||
| Renewable fuel consumed (gigajoules, GJ) | 0.000 | |||||||||||||||||||||||
| Fuel types used from non-renewable sources | The Company uses gas for vehicles, diesel for back up generators when needed and propane for cooking and heating at the exploration camp. | |||||||||||||||||||||||
| Fuel types used from renewable sources | The electricity the Company purchases for consumption is entirely from hydroelectric renewable sources. | |||||||||||||||||||||||
| Report energy owned and controlled by the organization sold in gigajoules and report the totals for each | 0.000 | |||||||||||||||||||||||
| Electricity sold (gigajoules, GJ) | 0.000 | |||||||||||||||||||||||
| Heating sold (gigajoules, GJ) | 0.000 | |||||||||||||||||||||||
| Cooling sold (gigajoules, GJ) | 0.000 | |||||||||||||||||||||||
| Steam sold (gigajoules, GJ) | 0.000 | |||||||||||||||||||||||
| Report the standards, methodologies, assumptions and/or calculation tools used | N/A | |||||||||||||||||||||||
| Source of the conversion factors used | N/A | |||||||||||||||||||||||
| Energy Consumption Outside the Organization | ||||||||||||||||||||||||
| Report the energy consumption outside of the organization (gigajoules, GJ) | 0.000 | |||||||||||||||||||||||
| Non-renewable energy consumption outside of the organization (gigajoules, GJ) | 0.000 | |||||||||||||||||||||||
| Renewable energy consumption outside of the organization (gigajoules, GJ) | 0.000 | |||||||||||||||||||||||
| Report the standards, methodologies, assumptions, and/or calculation tools used | N/A | |||||||||||||||||||||||
| Report the source of the conversion factors used | N/A | |||||||||||||||||||||||
| 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) | 21,221.000 | |||||||||||||||||||||||
| The energy consumed is a combination of hydrocarbons (gas, diesel, propane used for vehicles, heating and cooking) and electricity purchased from the grid. 100% of grid electricity is from renewable sources (hydroelectric). | ||||||||||||||||||||||||
| Percentage energy consumed that was supplied by grid electricity | 66.5991% | |||||||||||||||||||||||
| Purchased grid electricity is 100% from renewable sources. | ||||||||||||||||||||||||
| Percentage of energy consumed that was renewable energy (does not include purchased grid-mix) | 0.0000% | |||||||||||||||||||||||
| Water Management - Stewardship | ||||||||||||||||||||||||
| Quality and Quantity Dependency | ||||||||||||||||||||||||
| Rate and explain the importance (current and future) of freshwater quality and quantity to the success of your business: | Very important. The Troilus mine site is located in a remote region. Troilus activities could impact freshwater (surface and ground) through contamination, flow of creeks, erosion of natural bodies. Troilus carefully monitors water quality and reports to provincial authorities. Troilus has consulted with local stakeholders on current and future freshwater use, treatment and planning. | |||||||||||||||||||||||
| Direct use importance rating | Vital | |||||||||||||||||||||||
| Indirect use importance rating | Not important at all | |||||||||||||||||||||||
| Rate and explain the importance (current and future) of sufficient quantity of recycled, brackish and/or produced water for the success of your business: | N/A | |||||||||||||||||||||||
| Direct use importance rating | Not Applicable | |||||||||||||||||||||||
| Indirect use importance rating | Not Applicable | |||||||||||||||||||||||
| Risk Assessments | ||||||||||||||||||||||||
| Does your organization undertake a water-related risk assessment | No, water-related risks are not assessed | |||||||||||||||||||||||
| 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 | |||||||||||||||||||||||
| 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 | Yes | |||||||||||||||||||||||
| 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 | Impact on the watershed at the mine site is a priority consideration of the design and planning of the future operation. Extensive efforts have been taken to minimize impact, carefully consider design and consult extensively with local stakeholders. The impact of engineering and design decisions made now will have impacts throughout and beyond the life of the mine. | |||||||||||||||||||||||
| If water-related issues are integrated into any aspects of your long-term strategic business plan, identify the associated long-term time horizon | > 30 years | |||||||||||||||||||||||
| Water | ||||||||||||||||||||||||
| Reuse and recycle | ||||||||||||||||||||||||
| Total volume of water that has been used in an operational task and is recovered and used again in an operational task, either without treatment (reuse) or with treatment (recycle) (megalitres) | 0.000 | |||||||||||||||||||||||
| Reused and/or recycled water as a percentage of total water consumed during the reporting period (%) | Does Not Apply | |||||||||||||||||||||||
| Provide details about plans to increase water reused and/or recycled, if current reuse and/or recycle rates is considered low | The Company is not yet in production. | |||||||||||||||||||||||
| Water Management | ||||||||||||||||||||||||
| Disclose the amount of water that was withdrawn from all sources (in thousands of cubic meters) | 2,016.000 | |||||||||||||||||||||||
| Surface water - including water from wetlands, rivers, lakes, and oceans - (in thousands of cubic meters) | 0.000 | |||||||||||||||||||||||
| Ground water (in thousands of cubic meters) | 2,016.000 | |||||||||||||||||||||||
| Rain water collected directly and stored by the company (in thousands of cubic meters) | 0.000 | |||||||||||||||||||||||
| Waste water obtained from other entities (in thousands of cubic meters) | 0.000 | |||||||||||||||||||||||
| Municipal water supplies (in thousands of cubic meters) | 0.000 | |||||||||||||||||||||||
| Other water utilities (in thousands of cubic meters) | 0.000 | |||||||||||||||||||||||
| Other, please specify (in thousands of cubic meters) | 0.000 | |||||||||||||||||||||||
| Disclose the amount of water that was withdrawn from non-freshwater sources (in thousands of cubic meters) | 0.000 | |||||||||||||||||||||||
| Disclose the amount of water that was withdrawn from fresh water sources (in thousands of cubic meters) | 2,016.000 | |||||||||||||||||||||||
| Disclose the amount of fresh water that was consumed in its operations (in thousands of cubic meters) | 2,016.000 | |||||||||||||||||||||||
| 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 | There are no operations in areas with High or Extremely High Baseline Water Stress | |||||||||||||||||||||||
| Disclose the fresh water 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 fresh water consumed in locations with High or Extremely High Baseline Water Stress as a percentage of the total water consumed | 0.0000% | |||||||||||||||||||||||
| 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 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 | |||||||||||||||||||||||
| Total number of violations - continuous discharges, limitations, standards, and prohibitions that are generally expressed as maximum daily, weekly average, and monthly average (regardless of their measurement methodology or frequency) | 0 | |||||||||||||||||||||||
| Total number of violations - non-continuous discharges and limitations that are generally expressed in terms of frequency, total mass, maximum rate of discharge, and mass or concentration of specified pollutants (regardless of their measurement methodology or frequency) | 0 | |||||||||||||||||||||||
| Total number of violations - other, please specify | 0 | |||||||||||||||||||||||
| Water and Effluents | ||||||||||||||||||||||||
| Water Withdrawal by Segment | ||||||||||||||||||||||||
| Total water withdrawn by segment, in megalitres (ML) | 2.000 | |||||||||||||||||||||||
| Surface water (total in ML) | 0.000 | |||||||||||||||||||||||
| Groundwater (total in ML) | 2.000 | |||||||||||||||||||||||
| Freshwater (≤1,000 mg/L Total Dissolved Solids or TDS) | 2.000 | |||||||||||||||||||||||
| Other water (>1,000 mg/L Total Dissolved Solids or TDS) | 0.000 | |||||||||||||||||||||||
| Seawater (total in ML) | 0.000 | |||||||||||||||||||||||
|
Produced water (total in ML) |
0.000 | |||||||||||||||||||||||
|
Third-party water (total in ML) |
0.000 | |||||||||||||||||||||||
| Report on the total water withdrawal from all areas with water stress in megalitres (ML), and a breakdown of this total by the following sources | 0.000 | |||||||||||||||||||||||
|
Surface water (total in ML) |
0.000 | |||||||||||||||||||||||
| Groundwater (total in ML) | 0.000 | |||||||||||||||||||||||
| Seawater (total in ML) | 0.000 | |||||||||||||||||||||||
|
Produced water (total in ML) |
0.000 | |||||||||||||||||||||||
| Third-party water, in megalitres (ML), and a breakdown of this total by the withdrawal sources | 0.000 | |||||||||||||||||||||||
| Water Consumption | ||||||||||||||||||||||||
| Report the total water consumption from all areas in megalitres | 2,016.000 | |||||||||||||||||||||||
| Report the total water consumption from all areas with water stress in megalitres | 0.000 | |||||||||||||||||||||||
| Waste Management | ||||||||||||||||||||||||
| Tailings Storage Facilities Management | ||||||||||||||||||||||||
| Does your company manage Tailings Storage Facilities | Yes | |||||||||||||||||||||||
| Is the organization in compliance with recognized international standards on tailings management | Yes | |||||||||||||||||||||||
| List all the used international standards on tailings management | CDA, MAC, GISTM, IFC | |||||||||||||||||||||||
| Tailings disposal methods used by the organization | The existing tailings facility is from the prior operation (1996-2010). No tailings are currently being disposed to the existing tailings facility. The existing tailings facility is upstream construction and will be changed to downstream for the future operation currently under development. | |||||||||||||||||||||||
| Provide an inventory of all tailings storage facilities (TSFs): | ||||||||||||||||||||||||
| TSF #1: (1) Facility name | Troilus | |||||||||||||||||||||||
| TSF #1: (2) Location | Canada | |||||||||||||||||||||||
| TSF #1: (3) Ownership status | Wholly owned | |||||||||||||||||||||||
| TSF #1: (4) Operational status | Care and maintenance | |||||||||||||||||||||||
| TSF #1: (5) Construction method | upstream | |||||||||||||||||||||||
| TSF #1: (6) Maximum permitted storage capacity (tonnes) | 169.000 | |||||||||||||||||||||||
| TSF #1: (7) Current amount of tailings stored (tonnes) | 78.000 | |||||||||||||||||||||||
| TSF #1: (8) Consequence classification | Low | |||||||||||||||||||||||
| TSF #1: (9) Date of most recent independent technical review | 2025-07-07 | |||||||||||||||||||||||
| TSF #1: (10) Material findings | No | |||||||||||||||||||||||
| TSF #1: (11) Mitigation measures | The tailings facility is currently in care and maintenance and has not been used since 2010. The tailings area has been revegetated and rehabilitated. Water from the tailings facility is monitored and treated as required. | |||||||||||||||||||||||
| TSF #1: (12) Site-specific EPRP | Yes | |||||||||||||||||||||||
| Innovation | ||||||||||||||||||||||||
| Spending on Research, Development, and Technologies for waste management compliance and improvement (currency, Thousands) | 1,200 | |||||||||||||||||||||||
| Describe nature of spending on Research, Development and Technologies for waste management compliance and improvement | C$1 million was spent on purchase of equipment to upgrade and install new sanitation infrastructure and C$200,000 on research on the acid neutralizing properties of Troilus waste rock | |||||||||||||||||||||||
| Critical Incident Management | ||||||||||||||||||||||||
| Response Preparedness | ||||||||||||||||||||||||
| Describe the organization’s approach to emergency preparedness and response plans | The Company maintains an emergency preparedness and response plan which is reviewed and updated annually. The plan considers the extremes of the geography and weather in northern Quebec and includes emergency evacuation procedures. The plan was developed in consultation with the on-site nurse. | |||||||||||||||||||||||
| Frequency of testing the plans | Monthly | |||||||||||||||||||||||
| How engagement with local communities, workers, public sector agencies, first responders, and local authorities and institutions has informed the plans | Troilus conducts monthly drills with workers and has informed local community members about emergency plans. Troilus has also engaged with first responders and health authorities to develop emergency evacuation procedures. Troilus resources are available for indigenous land users who live in proximity to the project site. | |||||||||||||||||||||||
| Report the number of critical incidents in the reporting period | 0 | |||||||||||||||||||||||
| Describe the impacts from the incidents | N/A | |||||||||||||||||||||||
| Actions taken to remediate the negative impacts from the incidents | N/A | |||||||||||||||||||||||
| Report the percentage of mine sites that have emergency preparedness and response plans in place (%) | 100.0000% | |||||||||||||||||||||||
| List the sites that do not have emergency preparedness and response plans | Not Applicable | |||||||||||||||||||||||
| Biodiversity | ||||||||||||||||||||||||
| Management Plan | ||||||||||||||||||||||||
| Describe the environmental and biodiversity management plan(s) implemented at active sites | The Entity is an exploration stage and also closure stage mine site. Environmental and biodiversity management is focused on complying with regulatory requirements which includes regular reporting to the environmental authorities. | |||||||||||||||||||||||
| 1.1 Lifecycle stages to which the plan(s) apply |
|
|||||||||||||||||||||||
| 1.2 The topics addressed by the plan(s) |
|
|||||||||||||||||||||||
| 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 Entity is in compliance with provincial regulatory requirements. | |||||||||||||||||||||||
| Impacts of Policies and Procedures | ||||||||||||||||||||||||
| Where relevant, describe specific policies and practices that apply to areas with protected conservation status and/or areas of critical habitat, which are defined by the International Finance Corporation (IFC) Performance Standard 6 | The project does not currently have any areas with protected status and/or areas of critical habitat | |||||||||||||||||||||||
| If the management policies and practices do not apply to all of the entity’s sites or operations, indicate the percentage of sites to which they were applied | 100.0000% | |||||||||||||||||||||||
| Where environmental management policies and practices differ significantly by mineral resource (e.g., bauxite mining as compared to silver mining) then describe differences for each resource | Not applicable | |||||||||||||||||||||||
| Impacts | ||||||||||||||||||||||||
| Percentage of sites in or near ecologically sensitive areas | 0.0000% | |||||||||||||||||||||||
| Does access to the site involve traversing a protected area | No | |||||||||||||||||||||||
| 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 project site is accessible by gravel road. The road travels through uninhabited northern boreal forest. There are no protected areas of watersheds shared with a protected area. | |||||||||||||||||||||||
| Percentage of proven reserves in sites with protected conservation status or in areas of endangered species habitat | Does Not Apply | |||||||||||||||||||||||
| Grade of proven reserves located in areas either with protected conservation status or in areas of endangered species habitat - Metals | ||||||||||||||||||||||||
| Copper (Cu) (% per tonne) | 0.000 | |||||||||||||||||||||||
| Gold (Au) (grams per tonne) | 0.000 | |||||||||||||||||||||||
| Percentage of probable reserves in sites with protected conservation status or in areas of endangered species habitat | 0.0000% | |||||||||||||||||||||||
| Grade of probable reserves located in areas either with protected conservation status or in areas of endangered species habitat - Metals | ||||||||||||||||||||||||
| Copper (Cu) (% per tonne) | 0.000 | |||||||||||||||||||||||
| Gold (Au) (grams per tonne) | 0.000 | |||||||||||||||||||||||
| Silver (Ag) (grams per tonne) | 0.000 | |||||||||||||||||||||||
| Social | ||||||||||||||||||||||||
| Scale of the Organization | ||||||||||||||||||||||||
| Direct Employee Information | ||||||||||||||||||||||||
| Total number of permanent full-time employees | 34 | |||||||||||||||||||||||
| Full-time - Male | 21 | |||||||||||||||||||||||
| Full-time - Female | 13 | |||||||||||||||||||||||
| Full-time - Non-binary | 0 | |||||||||||||||||||||||
| Full-time - Gender not disclosed | 0 | |||||||||||||||||||||||
| Total number of permanent part-time employees | 3 | |||||||||||||||||||||||
| Part-time - Male | 1 | |||||||||||||||||||||||
| Part-time - Female | 2 | |||||||||||||||||||||||
| Part-time - Non-binary | 0 | |||||||||||||||||||||||
| Part-time - Gender not disclosed | 0 | |||||||||||||||||||||||
| Total number of permanent employees (full-time & part-time) | 37 | |||||||||||||||||||||||
| Permanent employees - Male | 22 | |||||||||||||||||||||||
| Permanent employees - Female | 15 | |||||||||||||||||||||||
| Permanent employees -Non-binary | 0 | |||||||||||||||||||||||
| Permanent employees - Gender not disclosed | 0 | |||||||||||||||||||||||
| Total number of temporary employees (full-time & part-time) | 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 permanent, part-time permanent, temporary; exclude workers who are not employees) | 37 | |||||||||||||||||||||||
| Direct employees - Male | 22 | |||||||||||||||||||||||
| Direct employees - Female | 15 | |||||||||||||||||||||||
| Direct employees - Non-binary | 0 | |||||||||||||||||||||||
| Direct employees - Gender not disclosed | 0 | |||||||||||||||||||||||
| Percentage of direct employees - Male | 59.4595% | |||||||||||||||||||||||
| Percentage of direct employees - Female | 40.5405% | |||||||||||||||||||||||
| Percentage of direct employees - Non-binary | 0.0000% | |||||||||||||||||||||||
| Percentage of direct employees - Gender not disclosed | 0.0000% | |||||||||||||||||||||||
| Out of the total direct employees, what is the number of non-guaranteed hours direct employees | 0 | |||||||||||||||||||||||
| Non-guaranteed hours - Male | 0 | |||||||||||||||||||||||
| Non-guaranteed hours - Female | 0 | |||||||||||||||||||||||
| Non-guaranteed hours - Non-binary | 0 | |||||||||||||||||||||||
| Non-guaranteed hours - Gender not disclosed | 0 | |||||||||||||||||||||||
| Describe the methodologies and assumptions used to compile the data | Headcount of all employees at end or reporting period | |||||||||||||||||||||||
| Are the numbers reported in head count, full-time equivalent (FTE), or using another methodology | Head count | |||||||||||||||||||||||
| Are the numbers reported at the end of the reporting period, as an average across the reporting period, or using another methodology | At the end of the reporting period | |||||||||||||||||||||||
| Provide contextual information necessary to understand the direct employment information provided | Direct employment information is based on head count at the end of the reporting period | |||||||||||||||||||||||
| Describe significant fluctuations, if any, in the number of direct employees during the reporting period and between reporting periods | There are more employees during the summer months due to the employment of summer interns | |||||||||||||||||||||||
| Number of direct employees hired locally | 37 | |||||||||||||||||||||||
| Number of direct employees hired locally as a percentage of total number of direct employees | 100.0000% | |||||||||||||||||||||||
| Describe how the entity defines "local" | The entity defines local as resident in Canada | |||||||||||||||||||||||
| Workers Who are Not Employees | ||||||||||||||||||||||||
| Total number of workers who are not employees - Male (full-time, part-time) | 4 | |||||||||||||||||||||||
| Full-time - Male | 4 | |||||||||||||||||||||||
| Part-time - Male | 0 | |||||||||||||||||||||||
| Total number of workers who are not employees - Female (full-time, part-time) | 0 | |||||||||||||||||||||||
| Full-time - Female | 0 | |||||||||||||||||||||||
| Part-time - Female | 0 | |||||||||||||||||||||||
| 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) |
4 | |||||||||||||||||||||||
| Percentage of workers who are not employees - Male | 100.0000% | |||||||||||||||||||||||
| Percentage of workers who are not employees - Female | 0.0000% | |||||||||||||||||||||||
| Percentage of workers who are not employees - Non-binary | 0.0000% | |||||||||||||||||||||||
| Percentage of workers who are not employees - Gender not disclosed | 0.0000% | |||||||||||||||||||||||
| Describe the most common types of workers who are not employees and their contractual relationship with the organization | 4 fulltime male workers are employed at the Troilus site through a service contract with a Cree business. | |||||||||||||||||||||||
| The type of work they perform | Manual labour, environmental technician, road grading, core cutting | |||||||||||||||||||||||
| Describe the methodologies and assumptions used to compile the information about workers who are not employees. | Head count at the end of the reporting period | |||||||||||||||||||||||
| Is the number of workers who are not employees reported in head count, full-time equivalent (FTE), or using another methodology | Head count | |||||||||||||||||||||||
| 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 | At the end of the reporting period | |||||||||||||||||||||||
| Describe significant fluctuations, if any, in the number of workers who are not employees during the reporting period and between reporting periods | No significant fluctuations during the reporting period | |||||||||||||||||||||||
| Number of workers who are not employees hired locally | 4 | |||||||||||||||||||||||
| Number of workers who are not employees hired locally as a percent of total number of workers who are not employees | 100.0000% | |||||||||||||||||||||||
| Total Workforce | ||||||||||||||||||||||||
| Total workforce (includes direct employees and workers who are not employees) | 41 | |||||||||||||||||||||||
| Total female workforce | 15 | |||||||||||||||||||||||
| Female workforce as percentage of total employed workforce | 36.5854% | |||||||||||||||||||||||
| Total male workforce | 26 | |||||||||||||||||||||||
| Male workforce as percentage of total employed workforce | 63.4146% | |||||||||||||||||||||||
| Total non-binary workforce | 0 | |||||||||||||||||||||||
| 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 | 9.7561% | |||||||||||||||||||||||
| Total workforce who are hired locally | 41 | |||||||||||||||||||||||
| Total workforce hired locally as a percent of total workforce | 100.0000% | |||||||||||||||||||||||
| Employment | ||||||||||||||||||||||||
| Turnover & Gender Breakdown | ||||||||||||||||||||||||
| Female direct employees: | ||||||||||||||||||||||||
| Total number of turnover (the number of females that left during the period) | 2 | |||||||||||||||||||||||
| Rate of turnover, females | 13.3333% | |||||||||||||||||||||||
| Male direct employees: | ||||||||||||||||||||||||
| Total number of turnover (the number of males that left during the period) | 4 | |||||||||||||||||||||||
| Rate of turnover, males | 20.5128% | |||||||||||||||||||||||
| 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) | 6 | |||||||||||||||||||||||
| Rate of turnover - direct employees | 17.3913% | |||||||||||||||||||||||
| Turnover & Age Breakdown | ||||||||||||||||||||||||
| Direct Employees aged 30 years old and under: | ||||||||||||||||||||||||
| Total number of turnover (the number that left during the period) | 2 | |||||||||||||||||||||||
| Number at end of period as percent of total direct employees | 21.6216% | |||||||||||||||||||||||
| Rate of turnover | 22.2222% | |||||||||||||||||||||||
| Direct Employees aged between 30 and 50 years old: | ||||||||||||||||||||||||
| Total number of turnover (the number that left during the period) | 1 | |||||||||||||||||||||||
| Number at end of period as percent of total direct employees | 35.1351% | |||||||||||||||||||||||
| Rate of turnover | 7.4074% | |||||||||||||||||||||||
| Direct Employees over 50 years old: | ||||||||||||||||||||||||
| Total number of turnover (the number that left during the period) | 1 | |||||||||||||||||||||||
| Number at end of period as percent of total direct employees | 21.6216% | |||||||||||||||||||||||
| Rate of turnover | 11.7647% | |||||||||||||||||||||||
| Identify types of employees captured in the turnover rate calculations | All employees on the payroll | |||||||||||||||||||||||
| Average age of direct employees | 40 | |||||||||||||||||||||||
| Diversity and Equal Opportunity | ||||||||||||||||||||||||
| Diversity of Governance Bodies | ||||||||||||||||||||||||
| The highest governance body (Board of Directors) | ||||||||||||||||||||||||
| Total Board of Directors | 7 | |||||||||||||||||||||||
| Percent of the highest governance body - Male | Does Not Apply | |||||||||||||||||||||||
| Percent of the highest governance body - Female | Does Not Apply | |||||||||||||||||||||||
| Percent of the highest governance body - Non-Binary | Does Not Apply | |||||||||||||||||||||||
| Percent of the highest governance body - Gender not disclosed | 0.0000% | |||||||||||||||||||||||
| Percent of the highest governance body - under 30 years of age | Does Not Apply | |||||||||||||||||||||||
| Percent of the highest governance body - between 30 and 50 years of age | Does Not Apply | |||||||||||||||||||||||
| Percent of the highest governance body - over 50 years of age | Does Not Apply | |||||||||||||||||||||||
| Percent minority or vulnerable group individuals in the "highest governance body" category | 14.2857% | |||||||||||||||||||||||
| Diversity of Direct Employees | ||||||||||||||||||||||||
| Senior Management: | ||||||||||||||||||||||||
| Total Senior Managers: | 10 | |||||||||||||||||||||||
| Percent Male | 50.0000% | |||||||||||||||||||||||
| Percent Female | 50.0000% | |||||||||||||||||||||||
| 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 | 30.0000% | |||||||||||||||||||||||
| Percent over 50 years of age | 70.0000% | |||||||||||||||||||||||
| Percent of minority or vulnerable group individuals in the "Senior Management Employee" category | Does Not Apply | |||||||||||||||||||||||
| Salaried (excluding Senior Management): | ||||||||||||||||||||||||
| Total Salaried (excluding Senior Management) | 17 | |||||||||||||||||||||||
| Percent Male | 58.8235% | |||||||||||||||||||||||
| Percent Female | 41.1765% | |||||||||||||||||||||||
| Percent Non-Binary | 0.0000% | |||||||||||||||||||||||
| Percent Gender not disclosed | 0.0000% | |||||||||||||||||||||||
| Percent under 30 years of age | 47.0588% | |||||||||||||||||||||||
| Percent between 30 and 50 years of age | 41.1765% | |||||||||||||||||||||||
| Percent over 50 years of age | 11.7647% | |||||||||||||||||||||||
| Percent of minority or vulnerable group individuals in the "Salaried Employee" category | 0.0000% | |||||||||||||||||||||||
| Technical Employees (skilled hourly): | ||||||||||||||||||||||||
| Total Technical Employees | 7 | |||||||||||||||||||||||
| Percent Male | 85.7143% | |||||||||||||||||||||||
| Percent Female | 14.2857% | |||||||||||||||||||||||
| Percent Non-Binary | 0.0000% | |||||||||||||||||||||||
| Percent Gender not disclosed | 0.0000% | |||||||||||||||||||||||
| Percent under 30 years of age | 28.5714% | |||||||||||||||||||||||
| Percent between 30 and 50 years of age | 57.1429% | |||||||||||||||||||||||
| Percent over 50 years of age | 14.2857% | |||||||||||||||||||||||
| Percent of minority or vulnerable group individuals in the "Technical employee" category | 0.0000% | |||||||||||||||||||||||
| Production Employees (unskilled hourly): | ||||||||||||||||||||||||
| Total Production Employees | 0 | |||||||||||||||||||||||
| Percent Male | Does Not Apply | |||||||||||||||||||||||
| Percent Female | Does Not Apply | |||||||||||||||||||||||
| Percent Non-Binary | Does Not Apply | |||||||||||||||||||||||
| Percent Gender not disclosed | Does Not Apply | |||||||||||||||||||||||
| Percent under 30 years of age | Does Not Apply | |||||||||||||||||||||||
| Percent between 30 and 50 years of age | Does Not Apply | |||||||||||||||||||||||
| Percent over 50 years of age | Does Not Apply | |||||||||||||||||||||||
| Percent of minority or vulnerable group individual in the "Production employee" category | Does Not Apply | |||||||||||||||||||||||
| All Other direct employees: | ||||||||||||||||||||||||
| Number of Males | 1 | |||||||||||||||||||||||
| Number of Females | 2 | |||||||||||||||||||||||
| Number of Non-Binary | 0 | |||||||||||||||||||||||
| Number of Gender not disclosed | 0 | |||||||||||||||||||||||
| Under 30 years of age | 0 | |||||||||||||||||||||||
| Between 30 and 50 years of age | 2 | |||||||||||||||||||||||
| Over 50 years of age | 1 | |||||||||||||||||||||||
| Number of minority or vulnerable groups in the "Other direct employees" category | 0 | |||||||||||||||||||||||
| Total Other direct employees | 3 | |||||||||||||||||||||||
| Percent Male | 33.3333% | |||||||||||||||||||||||
| Percent Female | 66.6667% | |||||||||||||||||||||||
| 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 | 66.6667% | |||||||||||||||||||||||
| Percent over 50 years of age | 33.3333% | |||||||||||||||||||||||
| Percent of minority or vulnerable group individual in the "Other direct employees" category | 0.0000% | |||||||||||||||||||||||
| Diversity of Workers Who Are Not Employees | ||||||||||||||||||||||||
|
Workers who are not employees |
4 | |||||||||||||||||||||||
| Number of Males | 4 | |||||||||||||||||||||||
| Number of Females | 0 | |||||||||||||||||||||||
| 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 | The organization does not currently have any collective bargaining agreements, but recognizes the right of employees to engage in collective bargaining in its Sustainability Policy. | |||||||||||||||||||||||
| 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 | 2 | |||||||||||||||||||||||
| If your organization is subject to collective bargaining agreements, is the notice period and provisions for consultation and negotiation specified in those agreements | Not applicable | |||||||||||||||||||||||
| Occupational Health and Safety | ||||||||||||||||||||||||
| Work-related Injuries | ||||||||||||||||||||||||
| Injuries - direct employees: | ||||||||||||||||||||||||
| 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 | 1 | |||||||||||||||||||||||
| Total recordable work-related injuries rate | 3.846 | |||||||||||||||||||||||
| Main types of work-related injury, e.g., confined space, trips, falls, etc. | Contusions, small cuts and scrapes, muscle strain | |||||||||||||||||||||||
| Number of hours worked | 52,000 | |||||||||||||||||||||||
| Total recordable incidents for work-related injuries and illnesses | 1 | |||||||||||||||||||||||
| Lost Time Injuries (LTIs) | 1 | |||||||||||||||||||||||
| Lost Time Injury Rate (LTIR) | 3.846 | |||||||||||||||||||||||
| Total recordable incident rate (TRIR) for work-related injuries and illnesses - direct employees | 3.846 | |||||||||||||||||||||||
| Number of recordable work-related injuries and illnesses - direct employees | 1 | |||||||||||||||||||||||
| Number of hours worked by all direct employees in the reporting period | 52,000.000 | |||||||||||||||||||||||
| Fatality rate for work-related fatalities - direct employees | 0.000 | |||||||||||||||||||||||
| Number of fatalities - direct employees | 0 | |||||||||||||||||||||||
| Near miss frequency rate (NMFR) for work-related near misses - direct employees | 0.000 | |||||||||||||||||||||||
| Number of near misses - direct employees | 0 | |||||||||||||||||||||||
| 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 | 1 | |||||||||||||||||||||||
| Total recordable work-related injuries rate | 24.038 | |||||||||||||||||||||||
| Main types of work-related injury, e.g., confined space, trips, falls, etc. | Contusions, small scrapes and cuts from using tools or kitchen implements, muscle straing | |||||||||||||||||||||||
| Number of hours worked | 8,320 | |||||||||||||||||||||||
| Total number of work-related injuries for workers who are not employees (total recordable incidents for work-related injuries and illnesses) | 1 | |||||||||||||||||||||||
| Lost Time Injuries (LTIs) | 0 | |||||||||||||||||||||||
| Lost Time Injury Rate (LTIR) | 0.000 | |||||||||||||||||||||||
| Total recordable incident rate (TRIR) for work-related injuries and illnesses - workers who are not employees | 24.038 | |||||||||||||||||||||||
| Number of recordable work-related injuries and illnesses - workers who are not employees | 1 | |||||||||||||||||||||||
| Number of hours worked by all workers who are not-employees in the reporting period | 8,320.000 | |||||||||||||||||||||||
| Fatality rate for work-related fatalities - workers who are not employees | 0.000 | |||||||||||||||||||||||
| Number of fatalities - workers who are not employees | 0 | |||||||||||||||||||||||
| Near miss frequency rate (NMFR) for work-related near misses - workers who are not employees | 0.000 | |||||||||||||||||||||||
| Number of near misses - workers who are not employees | 0 | |||||||||||||||||||||||
|
Combined (Employees and non-employees, but controlled by the organization): |
||||||||||||||||||||||||
| Total Hours Worked | 60,320 | |||||||||||||||||||||||
| Total number of all recordable work-related injuries | 2 | |||||||||||||||||||||||
| Total recordable work-related injuries rate | 6.631 | |||||||||||||||||||||||
| Total Lost Time Injuries (LTIs) | 1 | |||||||||||||||||||||||
| Lost Time Injury Rate (LTIR) | 3.316 | |||||||||||||||||||||||
| Total recordable incident rate (TRIR) for work-related injuries and illnesses - Combined (Employees and non-employees, but controlled by the organization) | 6.631 | |||||||||||||||||||||||
| Total number of recordable incidents for work-related injuries and illnesses - Combined (Employees and non-employees, but controlled by the organization) | 2 | |||||||||||||||||||||||
| Total Hours Worked - Combined (Employees and non-employees, but controlled by the organization) | 60,320.000 | |||||||||||||||||||||||
| Fatality rate for work-related fatalities - Combined (Employees and non-employees, but controlled by the organization) | 0.000 | |||||||||||||||||||||||
| Number of fatalities - Combined (Employees and non-employees, but controlled by the organization) | 0 | |||||||||||||||||||||||
| Near miss frequency rate (NMFR) for work-related near misses - Combined (Employees and non-employees, but controlled by the organization) | 0.000 | |||||||||||||||||||||||
| Number of near misses - Combined (Employees and non-employees, but controlled by the organization) | 0 | |||||||||||||||||||||||
| Report the work-related hazards that pose a risk of high-consequence injury, including: | Use of mobile equipment and heavy machinery, falling and tripping hazards | |||||||||||||||||||||||
| How have these hazards been determined | Site survey and evaluation by management 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 | Signs, training, safety induction, use of PPE | |||||||||||||||||||||||
| Have rates been calculated based on 200,000 or 1,000,000 hours worked | 200,000 hours worked | |||||||||||||||||||||||
| Were any workers excluded from this disclosure | No | |||||||||||||||||||||||
| 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 | All new employees are provided with induction training. Workshops are conducted at the project site monthly on health & safety topics. | |||||||||||||||||||||||
| Average number of training hours per person on health, safety, and emergency response provided to: full-time/direct employees | 10 | |||||||||||||||||||||||
| Average training hours per person on health, safety, and emergency response for workers who are not employees (contractors) | 10 | |||||||||||||||||||||||
| Conflict-affected and high-risk areas | ||||||||||||||||||||||||
| Adherence to Laws and Due Diligence | ||||||||||||||||||||||||
| Describe the approach to ensuring adherence to international humanitarian law when operating in conflict-affected and high-risk areas | The organization does not operate in any conflict-affected of high-risk areas | |||||||||||||||||||||||
| List the locations of operations in conflict-affected or high-risk areas | No operations in conflict-affected or high-risk areas | |||||||||||||||||||||||
| How were these identified | The organization only has one operation which is located in northern Quebec, Canada. Canada is not a conflict-affected or high-risk area. | |||||||||||||||||||||||
| Describe the due diligence process applied for operations in, or when sourcing from, conflict-affected and high-risk areas and | The organization does not have operations in, or source from, conflict-affected or high risk areas. | |||||||||||||||||||||||
| Report the potential negative impacts on workers and local communities, including actions to prevent or mitigate the impacts | There are no potential negative impacts on workers and local communities related to operations in conflict-affected or high-risk areas. | |||||||||||||||||||||||
| 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 | The Entity must complete its Environmental & Social Impact Assessment which will be subject to community consultation. The Entity will not receive the permits to proceed to the construction phase without achieving community consent to move forward, particularly from indigenous stakeholders. | |||||||||||||||||||||||
| Percentage of proven reserves that are located in or near areas of active conflict | Does Not Apply | |||||||||||||||||||||||
| The total amount of proven reserves | 0.000 | |||||||||||||||||||||||
| Grade of proven reserves located in or near areas of active conflict - Metals | ||||||||||||||||||||||||
| Copper (Cu) (% per tonne) | 0.000 | |||||||||||||||||||||||
| Gold (Au) (grams per tonne) | 0.000 | |||||||||||||||||||||||
| Percentage of probable reserves that are located in or near areas of active conflict | 0.0000% | |||||||||||||||||||||||
| The total amount of probable reserves | 7.260 | |||||||||||||||||||||||
| Grade of probable reserves locate in or near areas of active conflict - Metals | ||||||||||||||||||||||||
| Copper (Cu) (% per tonne) | 0.000 | |||||||||||||||||||||||
| Gold (Au) (grams per tonne) | 0.000 | |||||||||||||||||||||||
| Percentage of proven reserves that are located in or near areas that are considered to be indigenous peoples’ land | Does Not Apply | |||||||||||||||||||||||
| Amount of proven reserves located in or near areas that are considered to be indigenous peoples’ land | 0.000 | |||||||||||||||||||||||
|
The total amount of proven reserves |
0.000 | |||||||||||||||||||||||
| Grade of proven reserves locate in or near areas that are considered to be indigenous peoples' land - Metals | ||||||||||||||||||||||||
| Copper (Cu) (% per tonne) | 0.000 | |||||||||||||||||||||||
| Gold (Au) (grams per tonne) | 0.000 | |||||||||||||||||||||||
| Percentage of probable reserves that are located in or near areas that are considered to be indigenous peoples’ land | 100.0000% | |||||||||||||||||||||||
| The Entity's probable reserves are located on lands that are designated as Category II. Under the James Bay and Northern Quebec Agreement (JBNQA), Category II lands are public lands where the Crees and Inuit have exclusive hunting, fishing, and trapping rights, though they are also accessible for development. These lands are subject to specific land and resource management provisions, including provisions for the replacement of lands if development takes precedence over harvesting activities. | ||||||||||||||||||||||||
| Amount of probable reserves located in or near areas that are considered to be indigenous peoples’ land | 7.260 | |||||||||||||||||||||||
|
The total amount of probable reserves |
7.260 | |||||||||||||||||||||||
| Grade of probable reserves located in or near areas that are considered to be indigenous peoples' land - Metals | ||||||||||||||||||||||||
| Copper (Cu) (% per tonne) | 0.058 | |||||||||||||||||||||||
| Gold (Au) (grams per tonne) | 0.490 | |||||||||||||||||||||||
| Silver (Ag) (grams per tonne) | 0.000 | |||||||||||||||||||||||
| 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. |
|
|||||||||||||||||||||||
| Which human rights procedures the entity's due diligence practices include, provide description in the details |
|
|||||||||||||||||||||||
| 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 | The Entity does not operate in any areas of conflict | |||||||||||||||||||||||
| Rights of Indigenous Peoples | ||||||||||||||||||||||||
| Describe the approach to identifying Indigenous Peoples who are or could be affected by the organization’s activities | The organization's operation is located within the territory of the Cree Nation of Mistissini within the Cree Nation of Eeyou-Istchee. The Cree Nation has a mining policy which clearly defines the territories of the communities in the region where the organization operates. | |||||||||||||||||||||||
| Describe the approach to engaging with Indigenous Peoples | The organization engages with Indigenous Peoples at multiple levels - from local Land Users whose traplines are on the property to more formal interactions with the local and regional indigenous government. There are extensive consultations and stakeholder engagement activities and a priority is placed on transparency, fairness and respectful communication. | |||||||||||||||||||||||
| How does the organization seek to ensure meaningful engagement | The organization seeks engagement across multiple platforms to ensure access for all which includes in-person engagement, surveys, grievance mechanism, issue-focused workshops, community consultations and regular updates to indigenous leadership. The organization meets with Land Users and a Pre-Development Committee on a quarterly basis and tracks key concerns and the organizations efforts to address these concerns to the satisfaction of stakeholders. | |||||||||||||||||||||||
| How does the organization support safe and equitable gender participation | The organization maintains a Code of Conduct and Business Ethics which affirms equitable treatment of genders and requires that Suppliers also enact the same in any business conducted with the organization. The organization's Sustainable Development Policy underscores a commitment to diversity and respecting human rights in line with international and Canadian standards. | |||||||||||||||||||||||
| Describe the policies or commitments, and actions taken to respect Indigenous Peoples’ cultural heritage | The organization is party to a Pre-Development Agreement with indigenous stakeholders and participates in PDA Committee which includes representatives from the indigenous community to discuss and act upon concerns and issues relevant to the local community. The organization employs and Indigenous Community Liaison Officer who lives in the local indigenous community to hear concerns from community members and help the organization act in respect of indigenous culture and traditions. The organization has built a cultural pavilion at the mine site in collaboration with indigenous community members as a gathering place and a focal point for the sharing of indigenous culture and traditions at the mine site. | |||||||||||||||||||||||
| Describe the community development programs in place that are intended to enhance positive impacts for Indigenous Peoples | The organization sponsors indigenous community events with a specific focus on youth and culture. The organization has partnered with a Cree service provider to deliver camp services at the mine site and requires training and development for employees to gain important skills that they can use in the industry. | |||||||||||||||||||||||
| Has the organization been involved in a process of seeking free, prior, and informed consent (FPIC) from Indigenous Peoples for any of its activities | In process | |||||||||||||||||||||||
| Has the process been mutually accepted by the organization and the affected Indigenous Peoples | Yes | |||||||||||||||||||||||
| The organization is in the final stages of compiling the Environmental & Social Impact Assessment which will be subject to community consultations and review by indigenous regulators before the project can be approved. | ||||||||||||||||||||||||
| Has an agreement been reached | Not yet | |||||||||||||||||||||||
| If an agreement is reached, is it publicly available | Yes | |||||||||||||||||||||||
| Incidents of Violations of Rights of Indigenous Peoples | ||||||||||||||||||||||||
| Describe the identified incidents of violations involving the rights of Indigenous Peoples | None have been identified. | |||||||||||||||||||||||
| Land and Resource Rights | ||||||||||||||||||||||||
| Commitments | ||||||||||||||||||||||||
| Describe the approach to engaging with stakeholders whose rights to land and resources are or could be affected by the organization’s activities | The Entity meets quarterly with indigenous land users, and with local Indigenous political leadership. The Entity has established a Pre-Development Agreement with the Indigenous community and established a PDA Committee that meets quarterly to discuss land and resources. | |||||||||||||||||||||||
| How does the organization seek to ensure meaningful engagement | Ongoing engagement and communication through both formal and informal channels, establishment of a grievance mechanism, community consultations, group workshops on specific topics, presentations to Council. | |||||||||||||||||||||||
| How does the organization support safe and equitable gender participation | Gender equality is embedded in the Entity's Code of Conduct. All employees receive annual training on gender equality. | |||||||||||||||||||||||
| Describe the policies, commitments, and plans providing remediation to local communities or individuals subject to involuntary resettlement, and the process for establishing compensation for loss of assets, or other assistance to improve or restore standards of living or livelihoods | There are no communities or individuals subject to involuntary resettlement but should this occur in future it would be undertaken in compliance with IFC Performance Standard 5 | |||||||||||||||||||||||
| Describe the procedures in place to monitor and evaluate the effectiveness of the actions taken to remediate negative impacts from involuntary resettlement and the corrective actions taken where necessary | No involuntary settlement has occurred and none is currently contemplated. | |||||||||||||||||||||||
| List the mine sites where involuntary resettlement is planned, ongoing, or has taken place | None | |||||||||||||||||||||||
| Human Rights Assessment | ||||||||||||||||||||||||
| Operations Subject to Reviews and Assessments | ||||||||||||||||||||||||
| Total number of operations that have been subject to human rights reviews or human rights impact assessments | 0 | |||||||||||||||||||||||
| Total percentage of operations that have been subject to human rights reviews or human rights impact assessments | 0.0000% | |||||||||||||||||||||||
| Provide details about any human rights conducted assessments | None have occurred | |||||||||||||||||||||||
| Percentage of suppliers assessed for human rights impacts (%) | 0 | |||||||||||||||||||||||
| Local Communities | ||||||||||||||||||||||||
| Operations with Local Community | ||||||||||||||||||||||||
| Describe the approach to identifying stakeholders, including vulnerable groups, within local communities | Stakeholders have been identified according to geographic proximity, consultation with Indigenous and local governments and with regulatory authorities. | |||||||||||||||||||||||
| Describe the approach to engaging with local communities at each phase of the life of the mine | At the Entity's current phase of Exploration and Development, engagement is currently focused on gathering community input and engaging in consultations to advance the ESIA process. The Entity engages with stakeholders individually and in formal settings. This range from a cup of coffee and a chat with indigenous land users to formal presentations to local government bodies. The Entity also seeks to participate as a corporate neighbour in the community which includes financial sponsorship of and participation in community activities. | |||||||||||||||||||||||
| How does the organization seek to ensure meaningful engagement | The Entity believes that engagement is the responsibility of all employees in the Company and must be considered in all activities. The Entity has provided opportunities for engagement across multiple platforms including in person, online, social media, website, telephone and email. | |||||||||||||||||||||||
| How does the organization support safe and equitable gender participation | Company policies and annual training. | |||||||||||||||||||||||
| Describe the approach to developing and implementing community development programs, including how engagement with local stakeholders, impact assessments, and community needs assessments have informed the programs | The Entity maintains offices in the local communities and employs an Indigenous Community Liaison Officer who helps to ensure open communication and advises on engagement. Meetings with community leaders help to inform the Entity on local concerns and priorities such as housing, attracting new residents, capacity building for young people, local procurement. | |||||||||||||||||||||||
| Community Relations | ||||||||||||||||||||||||
| Artisanal and Small-Scale Mining (ASM) | ||||||||||||||||||||||||
| Describe the approach to engaging with ASM operators, and the actions taken by the organization to support ASM formalization and professionalization efforts | There are no ASM operators where the organization's activities take place. | |||||||||||||||||||||||
| Describe the programs in place to enhance positive impacts or mitigate negative impacts involving ASM | None in place as there are no instances of artisanal mining where the organization operates. | |||||||||||||||||||||||
| How do the programs incorporate gender considerations | Not applicable | |||||||||||||||||||||||
| How engagement with local authorities and communities has informed the programs | Not applicable. | |||||||||||||||||||||||
| If sourcing from artisanal and small-scale mining, describe the policies in place and the process used to identify and assess actual and potential negative impacts | There is no sourcing from artisanal or small-scale mining. | |||||||||||||||||||||||
| List the mine sites where ASM occurs on or in close proximity to the site | None | |||||||||||||||||||||||
| Report the total number and nature of incidents involving ASM and actions taken to address them | None | |||||||||||||||||||||||
| 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 | Does Not Apply | |||||||||||||||||||||||
| Report the associated risks and the actions taken to manage and mitigate these risks | Not applicable | |||||||||||||||||||||||
| Programs | ||||||||||||||||||||||||
| Report on community relations programs, objectives and achievements in the past 3 years | The Company maintains offices in the two local communities and employs a fulltime indigenous community relations officer. The Company provides updates to local community leadership several times a year on progress in development and works with local government entities to plan for future capacity and human resource requirements. The Company sponsors community events, teams, cultural festivals throughout the year and prioritizes local procurement and hiring. In 2024, the Company collaborated with indigenous staff and land users to build a Cree Cultural Pavilion at the mine site. The Pavilion is used as a gathering place to celebrate Cree culture through events, indigenous skill demonstrations and learning about Cree history. | |||||||||||||||||||||||
|
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 |
 |
||||||||||||||||||||||
| Troilus Sponsors the Big Rock Fishing Derby | ||||||||||||||||||||||||
| Troilus staff gather to reflect on Truth & Reconciliation Day | ||||||||||||||||||||||||
| Cree Walking Out Ceremony at the Troilus Site | ||||||||||||||||||||||||
 |
 |
|
||||||||||||||||||||||
| Troilus sponsors the Festival d'Aout in Chibougamau | ||||||||||||||||||||||||
| Seedling giveaway in Chibougamau | ||||||||||||||||||||||||
| 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 | |||||||||||||||||||||||
| Discuss specific delays including associated costs, root cause and corrective actions for resolved delay, and status of ongoing delays | None occurred. | |||||||||||||||||||||||
| Economic Impacts | ||||||||||||||||||||||||
| Local Hiring | ||||||||||||||||||||||||
| Percentage of workers hired from the local communities (per site) | 100.0000% | |||||||||||||||||||||||
| Total local community workers | 20 | |||||||||||||||||||||||
| Local community workers - male | 16 | |||||||||||||||||||||||
| Local community workers - female | 4 | |||||||||||||||||||||||
| Local community workers - non-binary | 0 | |||||||||||||||||||||||
| Local community workers - gender not disclosed | 0 | |||||||||||||||||||||||
| Total site workers | 20 | |||||||||||||||||||||||
| Governance | ||||||||||||||||||||||||
| Delegation of responsibility for managing impacts | ||||||||||||||||||||||||
| Has the highest governance body 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, Sustainability Executive, etc.) | Yes | |||||||||||||||||||||||
| Has the highest governance body delegated responsibility for the management of impacts to other employees | Yes | |||||||||||||||||||||||
| Describe the process for senior executives or other employees to report back to the highest governance body on the management of the organization’s impacts on the economy, environment and people, including sustainability-related risks and opportunities | The Company's senior executives provide the Board of Directors with a monthly operational report which includes a section on sustainability related activities. The SVP Sustainability reports to the CEO and provides the Board of Directors with a quarterly update in person on the Company's sustainability related activities. | |||||||||||||||||||||||
| Frequency for senior executives or other employees to report back to the highest governance body on the management of the organization’s impacts | Quarterly | |||||||||||||||||||||||
| Governance Body | ||||||||||||||||||||||||
| Identify the governance body(ies) (board, committee or equivalent body charged with governance) or individual(s) responsible for oversight of sustainability-related risks and opportunities | The Board has established and ESG Committee to oversee sustainability related risks and opportunities. | |||||||||||||||||||||||
| How responsibilities for sustainability-related risks and opportunities are reflected in the terms of reference, mandates, role descriptions and other related policies applicable to the governance body or individual(s) | The ESG Committee has a charter to describe its mandate and responsibilities | |||||||||||||||||||||||
|
|
||||||||||||||||||||||||
| Governance and ESG Charter | ||||||||||||||||||||||||
| How the governance body or individual(s) determine whether appropriate skills and competencies are available or will be developed to oversee strategies designed to respond to sustainability-related risks and opportunities | The ESG committee reviews the skillset of the Directors annually to determine if additional resources are required. | |||||||||||||||||||||||
| How and how often the body(ies) or individual(s) is informed about sustainability-related risks and opportunities | Monthly written report and quarterly in person report | |||||||||||||||||||||||
| How the governance body or individual(s) takes into account sustainability-related risks and opportunities when overseeing: a) the entity’s strategy, b) its decisions on major transactions and c) its risk management processes and related policies, including whether the body(s) or individual(s) has considered trade-offs associated with those risks and opportunities | The Board of Directors and the senior management of the Company consider sustainability related risks and opportunities when overseeing the entity's strategy, major transactions, risk management and considers trade offs. | |||||||||||||||||||||||
| How the governance body or individual(s) oversees the setting of targets related to sustainability-related risks and opportunities and monitors progress toward those targets including whether and how related performance metrics are included in remuneration policies | The Company does not currently have specific targets related to sustainability risks and opportunities since it is still in the exploration and development phase. Targets will be set in future when the Company begins construction and moves into production. | |||||||||||||||||||||||
| Management's role | ||||||||||||||||||||||||
| What is the management’s role in the governance processes, controls and procedures used to monitor, manage and oversee sustainability-related risks and opportunities | Management reviews the governance processes, controls and procedures to monitor, manage and oversee sustainability related risks and opportunities and makes recommendations to the ESG Committee of the Board of Directors regarding updates, changes, course of action. | |||||||||||||||||||||||
| Is the role delegated to a specific management-level position or management-level committee | Management-level position | |||||||||||||||||||||||
| Disclose how oversight is exercised over that position or committee | The SVP Sustainability reports to the CEO on a daily basis and to the ESG Committee on a quarterly basis. | |||||||||||||||||||||||
| Disclose whether management uses controls and procedures to support the oversight of sustainability-related risks and opportunities | The Company has internal controls and procedures around environment, health & safety, stakeholder engagement, procurement, people which support the oversight of sustainability-related risks and opportunities. | |||||||||||||||||||||||
| If so, how these controls and procedures are integrated with other internal functions | These controls and procedures are integrated into internal operating policies. | |||||||||||||||||||||||
| Climate-related disclosures | ||||||||||||||||||||||||
| Governance Body | ||||||||||||||||||||||||
| How often the governance body or individual(s) is informed about climate-related risks and opportunities | Quarterly | |||||||||||||||||||||||
| Policy commitments | ||||||||||||||||||||||||
| Provide a description of the organization’s policy commitments for responsible business conduct | The organization maintains a Code of Conduct and Business Ethics and an Anti-Bribery Policy which are reviewed and updated annually by the Board of Directors. The organization also maintains a Sustainability Policy which addresses People, Environment, Health & Safety and Communities. | |||||||||||||||||||||||
|
|
|
|
||||||||||||||||||||||
| Troilus Code of Conduct | Anti-Bribery Policy | Sustainable Development Policy | ||||||||||||||||||||||
| What are (if any) the authoritative intergovernmental instruments that the commitments reference | United Nations Universal Declaration of Human Rights and in the Voluntary Principles on Security and Human Rights | |||||||||||||||||||||||
| Do the commitments stipulate conducting due diligence | Yes | |||||||||||||||||||||||
| Do the commitments stipulate applying the Precautionary Principle or Approach (see instructions). | Yes | |||||||||||||||||||||||
| Do the commitments stipulate respecting human rights | Yes | |||||||||||||||||||||||
| Describe the specific policy commitment to respect human rights | Uphold fundamental human rights as defined in the United Nations Universal Declaration of Human Rights and in the Voluntary Principles on Security and Human Rights; | |||||||||||||||||||||||
| What are (if any) the internationally recognized human rights that the commitment covers | United Nations Universal Declaration of Human Rights and in the Voluntary Principles on Security and Human Rights | |||||||||||||||||||||||
| What are the categories of stakeholders, including at-risk or vulnerable groups, that the organization gives particular attention to in the commitment | Indigenous Land Users | |||||||||||||||||||||||
| Are the policy commitments publicly available | Yes | |||||||||||||||||||||||
| Provide links to the policy commitments, if publicly available, or, if the policy commitments are not publicly available, explain the reason for this | Policy commitments are available on the Company's website. | |||||||||||||||||||||||
| Sustainability at Troilus | ||||||||||||||||||||||||
| Report the level at which each policy commitment was approved within the organization, including whether this is the most senior level | Board of Directors | |||||||||||||||||||||||
| Were the policy commitments approved at the most senior level within the organization | Yes | |||||||||||||||||||||||
| To what extent the policy commitments apply to the organization’s activities and to its business relationships | Apply to all and required of Suppliers | |||||||||||||||||||||||
| Describe how the policy commitments are communicated to employees, business partners, and other relevant parties | Annual training for employees. Suppliers are required to sign the Supplier Code of Conduct. | |||||||||||||||||||||||
| 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.) | The Company has a Board of Directors comprised of 7 individuals, 6 of whom are independent. The Board committees include: Audit, Compensation, ESG & Technical | |||||||||||||||||||||||
| 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.) | ESG Committe | |||||||||||||||||||||||
| 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) | 0 | |||||||||||||||||||||||
| Number of independent members | 3 | |||||||||||||||||||||||
| The total number of governance body members | 3 | |||||||||||||||||||||||
| Percentage of independent board members | 100.0000% | |||||||||||||||||||||||
| Less than 3 years of tenure of members on the governance body | 1 | |||||||||||||||||||||||
| 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 | The Committee members all have other professional commitments and in some cases other Directorships which are detailed on the Company's website and disclosure records. | |||||||||||||||||||||||
| Number of Male governance body members | 1 | |||||||||||||||||||||||
| 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 | 1 | |||||||||||||||||||||||
| Description of competencies relating to economic, environmental, and social topics | The Committee members bring competencies that include federal government roles, legal and business. | |||||||||||||||||||||||
| Description of stakeholder representation, including employees and other workers | None at present | |||||||||||||||||||||||
| Highest Governance Body | ||||||||||||||||||||||||
|
Describe the nomination and selection processes for the highest governance body and its committees |
Directors are elected annually by the Company's shareholders. After the Directors have been elected they internally decide on committee appointments based on appropriate skill sets and experience. | |||||||||||||||||||||||
| Does the organization have a diversity policy, gender equality or gender equity plan and if so, provide details, link to the policy or attach the file | Diversity and gender equity are captured within the Company's Code of Conduct and Business Ethics | |||||||||||||||||||||||
|
|
||||||||||||||||||||||||
| Code of Conduct & Business Ethics | ||||||||||||||||||||||||
|
Report the criteria used for nominating and selecting highest governance body members |
The Board of Directors seeks to establish a diversity of skill sets and experience that will benefit the development of the Company. | |||||||||||||||||||||||
| Are views of stakeholders (including shareholders) taken into consideration for nominating and selecting highest governance body members | Yes | |||||||||||||||||||||||
| Discuss how views of the stakeholders (including shareholders) are taken into consideration for nominating and selecting highest governance body members | The Directors consider input from stakeholders on suitable candidates for election to the Board of Directors. Directors must be re-elected by shareholders annually. | |||||||||||||||||||||||
| Is diversity taken into consideration for nominating and selecting highest governance body members | Yes | |||||||||||||||||||||||
| Discuss how diversity is considered for nominating and selecting highest governance body members | The Board seeks to appoint at least two female Directors. | |||||||||||||||||||||||
| Is independence taken into consideration for nominating and selecting highest governance body members | Yes | |||||||||||||||||||||||
| Discuss how independence is considered for nominating and selecting highest governance body members | The Board seeks to be majority independent. At this time only one Director of seven is not independent. | |||||||||||||||||||||||
| Discuss whether and how competencies relevant to the impacts of the organization are considered | The Board seeks to bring together a diverse set of competencies that are suitable for the organization's current state of development. | |||||||||||||||||||||||
| 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 and employees receive annual training on identifying and understanding conflicts of interest. All directors and officers are asked to report to the CFO & SVP Legal on a quarterly basis on any conflicts of interest or confirm the lack thereof | |||||||||||||||||||||||
| 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 ESG Committee members are kept informed on issues and developments within global ESG trends and frameworks which may include reports, surveys or papers. | |||||||||||||||||||||||
| 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 | The composition of the ESG Committee changed this year to reflect changes in the Board of Directors. | |||||||||||||||||||||||
| 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 | The Sustainability Policy is reviewed and updated as needed on an annual basis. | |||||||||||||||||||||||
| 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 | Management provides the Board with quarterly updates on the organization's due diligence and other processes to identify and managed impacts on the economy, environment and people. | |||||||||||||||||||||||
| Does the highest governance body engage with stakeholders to support due diligence and other processes | Yes | |||||||||||||||||||||||
| Describe how the highest governance body engages with stakeholders to support these processes | The Directors undertake an annual visit to the project site and local communities to engage with stakeholders. | |||||||||||||||||||||||
| Describe how the highest governance body considers the outcomes of these processes | The Directors will consider stakeholder engagement and the development stage of the company to help guide the organizations impacts on the economy, environment and people. | |||||||||||||||||||||||
| Ethics | ||||||||||||||||||||||||
| Ethics and Integrity | ||||||||||||||||||||||||
| Describe how individuals can seek advice on implementing the organization’s policies and practices for responsible business conduct | Individuals are provided with the Company's policies and annual training which includes details on who to speak to within the organization regarding questions or concerns about responsible business conduct. | |||||||||||||||||||||||
| Describe the mechanisms for individuals to raise concerns about the organization’s business conduct | The organization has established a Whistleblower Policy which provides a mechanism for individuals to raise concerns about the organization's business conduct. Concerns can be shared anonymously and without fear of retaliation. | |||||||||||||||||||||||
| 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 | 0 | |||||||||||||||||||||||
| Number of instances for which fines were incurred | 0 | |||||||||||||||||||||||
| Number of instances for which non-monetary sanctions were incurred | 0 | |||||||||||||||||||||||
| 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 (currency, Thousands) | 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 (currency, Thousands) | 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 (currency, Thousands) | 0 | |||||||||||||||||||||||
| Describe the significant instances of non-compliance | None occurred during the reporting period. | |||||||||||||||||||||||
| Describe how significant instances of non-compliance were determined | None occurred during the reporting period. | |||||||||||||||||||||||
| 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 | The organization is subject to annual audits and public disclosure as a public company. The organization maintains numerous internal checks and balances to assess and monitor potential for corruption and bribery. Under the organization's corporate governance policies there is zero tolerance for corruption and bribery. | |||||||||||||||||||||||
| If applicable, discuss operations that are located in countries with low rankings in the index but present low business ethics risks; the entity may provide similar discussion for operations located in countries that do not have one of the 20 lowest rankings in the index but that present unique or high business ethics risks | No operations in countries with low rankings in the index | |||||||||||||||||||||||
| Anti-Corruption | ||||||||||||||||||||||||
| Corruption Risks to Operations | ||||||||||||||||||||||||
| Describe how potential impacts of corruption or risks of corruption are managed in the organization’s procurement practices and throughout the supply chain | The organization procures mainly from local businesses through a transparent bid process. The organization is not yet in production and does not sell any minerals at this time. | |||||||||||||||||||||||
| Total number of operations assessed for corruption risks | 1 | |||||||||||||||||||||||
| Percentage of operations assessed for corruption risks | 100.0000% | |||||||||||||||||||||||
| Has the company identified any significant corruption risks | No | |||||||||||||||||||||||
| Confirmed Incidents and Response | ||||||||||||||||||||||||
| Total number and nature of confirmed incidents of corruption | 0 | |||||||||||||||||||||||
| Total number of Bribery cases | 0 | |||||||||||||||||||||||
| Total number of Lobbying cases | 0 | |||||||||||||||||||||||
| Total number of Extortion cases | 0 | |||||||||||||||||||||||
| Total number of Cronyism cases | 0 | |||||||||||||||||||||||
| Total number of Nepotism cases | 0 | |||||||||||||||||||||||
| Total number of Parochialism cases | 0 | |||||||||||||||||||||||
| Total number of Patronage cases | 0 | |||||||||||||||||||||||
| Total number of Influence peddling cases | 0 | |||||||||||||||||||||||
| Total number of Graft cases | 0 | |||||||||||||||||||||||
| Total number of Embezzlement cases | 0 | |||||||||||||||||||||||
| Total number of confirmed incidents in which employees were dismissed or disciplined for corruption | 0 | |||||||||||||||||||||||
|
Total number of contracts terminated or not renewed with business partners due to corruption related violations |
0 | |||||||||||||||||||||||
| Number of public legal cases brought against the organization or its employees during the reporting period related to corruption and the outcomes of such cases | 0 | |||||||||||||||||||||||
| Provide details, if there were such public legal cases brought against the organization or its employees during the reporting period related to corruption and the outcomes of such cases | Not applicable | |||||||||||||||||||||||
| Contracts and Owners Transparency | ||||||||||||||||||||||||
| Are company's contracts and licenses made publicly available | No | |||||||||||||||||||||||
| If contracts or licenses are not publicly available, the reason for this and actions taken to make them public in the future | Contracts and licenses are confidential business information. | |||||||||||||||||||||||
| Name, nationality, and country of residence of the organization’s beneficial owners, including joint ventures | The organization is a public company and shares are widely held. No individual or entity owns more than 20% of the outstanding shares. | |||||||||||||||||||||||
| Are the beneficial owners politically exposed persons | No | |||||||||||||||||||||||
| Level of ownership | Common shares only. One share, one vote. | |||||||||||||||||||||||
| How is ownership or control exerted | The organization has issued common shares which are publicly traded. There are no preferred shares. Each common share has one vote. | |||||||||||||||||||||||
| Communication and Training | ||||||||||||||||||||||||
| Total number of governance body members that the organization's anti-corruption policies and procedures have been communicated to | 3 | |||||||||||||||||||||||
| 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 | 37 | |||||||||||||||||||||||
| Total percentage of the direct employees that have been communicated to on anti-corruption | 100.0000% | |||||||||||||||||||||||
| Total number of governance body members that have received training on anti-corruption | 3 | |||||||||||||||||||||||
| Total percentage of governance body members that have received training on anti-corruption, broken down by region | 100.0000% | |||||||||||||||||||||||
| Total number and percentage of direct employees that has received training on anti-corruption, broken down by employee category and region | ||||||||||||||||||||||||
| Total number of direct employees that received training on anti-corruption | 37 | |||||||||||||||||||||||
| Total number of direct employees | 37 | |||||||||||||||||||||||
| Total percentage of direct employees that received training on anti-corruption | 100.0000% | |||||||||||||||||||||||
| Security Practices | ||||||||||||||||||||||||
| Policy and Procedure Training | ||||||||||||||||||||||||
| Describe how the organization seeks to prevent or mitigate potential negative impacts from the use of public and private security providers | The organization does not use any public or private security providers | |||||||||||||||||||||||
| Has the organization implemented the Voluntary Principles on Security and Human Rights | Yes | |||||||||||||||||||||||
| Remuneration | ||||||||||||||||||||||||
|
Report which of the following remuneration policies apply to the highest governance body and senior executives and provide details: |
Compensation includes a number of components including fixed pay, bonus and equity in the form of restricted share units. | |||||||||||||||||||||||
| 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 | Governance body members receive a set annual fee and equity based compensation. Senior objectives may receive a bonus and equity based compensation subject to achievement of annual KPIs. | |||||||||||||||||||||||
| Do you provide incentives for the management of climate-related issues, including the attainment of targets | Not Applicable | |||||||||||||||||||||||
| Describe the process for designing remuneration policies | Senior executives are subject to annual KPIs that will be used to determine bonuses and equity compensation. Compensation is set with reference to the organization's peer group. | |||||||||||||||||||||||
| Describe the process for determining remuneration | The organization commissions an external compensation consultant to set compensation levels with reference to peers. Remuneration will depend on individual and corporate KPIs. | |||||||||||||||||||||||
| 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 | Shareholders must approve the share based compensation plan. | |||||||||||||||||||||||
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Are remuneration consultants involved in determining remuneration |
Yes | |||||||||||||||||||||||
| Are remuneration consultants independent of the organization, the highest governance body and senior executives | Yes | |||||||||||||||||||||||
| Report the results of votes of stakeholders (including shareholders) on remuneration policies and proposals, if applicable | Shareholders have voted in favour. | |||||||||||||||||||||||
| Stakeholder Engagement | ||||||||||||||||||||||||
| Describe the organization’s approach to stakeholder engagement, including frequency of engagement by type | The organization is active in stakeholder engagement through formal and informal processes which may include community consultations, open houses, meetings with governments and regulators, employee meetings, participation in conferences and fairs. | |||||||||||||||||||||||
| Provide a list of stakeholder groups engaged by the organization |
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| Report the basis for identifying and selecting stakeholders with whom to engage | The organization engages in stakeholder mapping to identify stakeholders | |||||||||||||||||||||||
| Report the purpose of the stakeholder engagement | The purpose of the organization's stakeholder engagement is to gather community input and concerns, communicate with employees, contractors and suppliers, comply with regulatory requirements, inform and attract investors, provide assurance to credit providers. | |||||||||||||||||||||||
| Describe how the organization seeks to ensure meaningful engagement with stakeholders | The organization ensures meaningful engagement by using a variety of mechanisms include in person, website, social media, surveys, online. | |||||||||||||||||||||||
| Tax | ||||||||||||||||||||||||
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Describe the approach to stakeholder engagement and management of stakeholder concerns related to tax |
No stakeholder concerns relating to tax have been identified. | |||||||||||||||||||||||
| The approach to engagement with tax authorities | The organization has an open and transparent approach to engagement with tax authorities. | |||||||||||||||||||||||
| The approach to public policy advocacy on tax | The organization does not engage in public policy advocacy on tax. | |||||||||||||||||||||||
| The processes for collecting and considering the views and concerns of stakeholders, including external stakeholders | The organization collects and considers concerns of stakeholders through community consultations, social media, email, phone, community based website, grievance mechanism, participation in community events, conferences, workshops, presentations to local and regional government entities and representatives. | |||||||||||||||||||||||
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