Troilus Gold Corporation
2022  Troilus ESG Report
Published on  July 24, 2023
At Troilus we are committed to creating value for our shareholders while operating in a safe, socially and environmentally responsible manner, contributing to the prosperity of our employees and our local communities while respecting human rights, cultures, customs and values of those impacted by our activities.
Disclaimer and Forward Looking Statements
Company Profile
Organizational Profile
Name Troilus Gold Corporation
Describe nature of activities, brands, products and services Troilus Gold Corp. is a Canadian-based junior
mining company focused on the systematic
advancement and de-risking of the former gold
and copper Troilus Mine towards production.

Troilus is located in the top-rated mining
jurisdiction of Quebec, Canada, where it holds a
strategic land position of 435 km² in the Frotêt-
Evans Greenstone Belt. Since acquiring the
project in 2017, ongoing exploration success
has demonstrated the tremendous scale
potential of the gold system on the property
with significant mineral resource growth.

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

The Company is advancing engineering studies
toward a Feasibility Study targeted for late
2023.  A PEA in 2020, demonstrated the
potential for the Troilus project to become a
top-ranked gold and copper-producing asset in
Canada. Led by an experienced team with a
track record of successful mine development,
Troilus is positioned to become a cornerstone
project in North America.
Link to Corporate Website https://www.troilusgold.com/
Industry Classification NAICS:
21222 Gold and silver ore mining
Market Capitalization $0-$100Million USD
Type of Operations Exclusively non-producing operations
Company Headquarters Montreal, Canada
ESG Accountability
Role and Name of highest authority within company for Environment, Social and Governance strategy, programs and performance Catherine Stretch, VP Corporate Affairs
Catherine Stretch, VP of Corporate Affairs is
tasked with overseeing ESG practices and
reports directly to the CEO. Ms. Stretch
informs the ESG Committee on ESG issues
pertaining to the company on a quarterly basis;
in turn, the ESG Committee reports to the
Board of Directors.
ESG Reporting Period
Unless otherwise noted, all data contained in this report covers the following period
From 2022-01-01
To 2022-12-31
Audit Status
Identify the degree to which any inputs of the report are third-party checked Self-Declared
Financial Reporting Period
Specify the frequency of sustainability reporting Annually
Whether Financial reporting period aligns with the period for its sustainability reporting No
Specify the reporting period for its financial reporting
From 2023-07-31
To 2024-07-31
If financial reporting period does not align with the period for its sustainability reporting, explain the reason for this The financial reporting period for Troilus does
not follow the calendar year.  However, Troilus
reports on Sustainability on the calendar year
such the majority of our regulatory reporting
on environment and social issues follows the
calendar year.
Specify the contact point for questions about the report or reported information Catherine Stretch, VP Corporate Affairs
Geographic Scope of Report
Unless otherwise noted, the data in this report covers ESG matters related to the following countries of operations Canada
Identify notable exclusions, and reference any existing or planned reports that do or will address these (e.g, assets recently divested or acquired, non-managed joint ventures, specific exploration activities, recently closed sites, etc.) None
Fragile and Conflict-Affected Situations
Identify all of the entity's countries of operations that align with the World Bank's list of "Fragile and Conflict-Affected Situations" None
Business Operations Scope of Report
Identify notable exclusions, and reference any existing or planned reports that do or will address these (e.g, assets recently divested or acquired, non-managed joint ventures, specific exploration activities, recently closed sites, etc.) There are no exclusions from this report.
Mineral Resource Types in Scope
Which of the following mineral resource types are covered by this report
   •  Inferred
   •  Indicated
Mineral Reserve Types in Scope
Which of the following mineral reserve types are covered by this report None
Currency
Unless otherwise noted, all financial figures referenced in this report are in the following currency CAD
Organizational Profile
Provide a list of externally-developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes, or which it endorses, e.g., GRI, UN Global Compact GRI, UN Global Compact, SASB, Ecologo
Strategy
Provide a description of key impacts, risks, and opportunities, As a mine site under development, Troilus is
engaged in the permitting process for the
Environment & Social Impact Study which
commenced in 2022 at the provincial and
federal level. The future construction and
production at the mine are dependent on the
successful and timely completion of the
regulatory approval process.

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

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

The Troilus project is subject to known and
unknown risks of the mining industry, including
without limitation, risks and uncertainties
discussed in the company’s most recent 43-101
Technical Report, annual information form,
financial statements, and MD&A, as well as
other continuous disclosure documents
available under the Company’s profile at www.
sedar.com.
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 for contributing to sustainable development. (CEO's message for this report) Please see the attached statement from our
CEO.
Sustainability at Troilus Gold Corp.
Statement from the CEO
Justin Reid, CEO
Policy commitments
Provide a description of the organization’s policy commitments for responsible business conduct Troilus Gold Corp. is committed to creating
sustainable long-term value for its
stakeholders, which is achieved by adhering to
best practices in corporate governance.     
The Company has established a set of policies
with respect to ethical business practices,
personal conduct, environmental, safety, and
occupational health practices, competition and
fair dealings, and disclosure of information, that
describe its commitment to promoting the
effective functioning of its personnel and
improving the Company's performance.

In addition to its own internal policies, Troilus is
a signatory to the UN Global Compact and has
received the ECOLOGO certification from
AEMQ.

Whistleblower Policy

Anti-Bribery and Anti-Corruption Policy

Code of Business Conduct & Ethics
Code of Business Conduct and Ethics Anti- Bribery and Anti-Corruption Policy Corporate Disclosure, Insider Trading and Confidentiality Policy
Majority Voting Policy Sustainable Development Policy
What are (if any) the authoritative intergovernmental instruments that the commitments reference United Nations Universal Declaration of
Human Rights,
Voluntary Principles on Security and Human
Rights,
UN Global Compact
Do the commitments stipulate conducting due diligence Company policies include specific requirements
for regular internal review to ensure
compliance and consider amendments. Based
on the outcome of internal auditing, policies are
updated accordingly.  Policies and procedures
related to the environment, health & safety,
and human resources are continuously
reviewed to ensure compliance with the
regulatory framework under which the
company operates in the Province of Quebec.

In 2022, Troilus conducted an internal audit of
its policies and procedures at site in advance of
a physical audit for the ECOLOGO
certification.  Troilus also reviewed its activities
in 2022 to identify actions that contributed to
the UN Sustainable Development Goals with
progress to be reported in 2023.
Do the commitments stipulate applying the Precautionary Principle or Approach Yes
Troilus is a signatory to the UN Global Compact
and adheres to SDG 7 regarding the
Environment. In its Sustainable Development
Policy, Troilus commits to integrating
environmental considerations into all aspects
of its operations and activities to minimize,
mitigate and eliminate impacts on the
environment and specifically cites the
Precautionary Principle or Approach as set out
in Principle 15 of the UN Rio Declaration on
Environment and Development.
Do the commitments stipulate respecting human rights Yes
Describe the specific policy commitment to respect human rights Troilus commits to respect human rights in its
Sustainable Development Policy and this
commitment is also noted on its website.
What are (if any) the internationally recognized human rights that the commitment covers In general, the Sustainability Policy refers to
upholding fundamental human
rights.  Specifically, the Sustainability Policy
mentions the right to freedom of association,
freedom to engage in collective bargaining, and
freedom to refrain from child or forced labour.  
In its Code of Conduct, Troilus commits to not
discriminate on the basis of race, color, religion,
sex, national origin, age, sexual orientation or
disability, or any other category, freedom from
workplace harassment or violence, and
maintaining a safe and healthy workplace.
What are the categories of stakeholders, including at-risk or vulnerable groups, that the organization gives particular attention to in the commitment The policies of the Company apply to
employees, contractors, suppliers, communities
with particular attention paid to indigenous
peoples.
Provide links to the policy commitments, if publicly available, or, if the policy commitments are not publicly available, explain the reason for this The policies are all publicly available on the
Troilus website.
Governance policies
Sustainable Development Policy
Report the level at which each policy commitment was approved within the organization, including whether this is the most senior level The governance policies are approved at the
most senior level by the Board of Directors
To what extent the policy commitments apply to the organization’s activities and to its business relationships The policy commitments apply to all of the
organization's activities and business
relationships.  There are no exceptions.
Describe how the policy commitments are communicated to workers, business partners, and other relevant parties The policy commitments are posted on the
Company's website.  Employees are required to
review and provide signed acknowledgement of
the policies on a bi-annual basis.  Service
providers/contractors are required to adhere
to the policies in activities they undertake at
the Troilus site.
Embedding policy commitments
Describe how the organization embeds each of its policy commitments for responsible business conduct throughout its activities and business relationships Troilus has embedded its policy commitments
for responsible business conduct at the most
senior level of the organization.  The ESG
Committee of the Board affirms the company's
commitments through the Sustainable
Development Policy and other governance
policies which all employees are required to
review and acknowledge in writing.

As a member of the UN Global Compact,
Troilus has committed to an annual affirmation
from the CEO and to complete the annual
Communication on Progress to document the
company's efforts to adhere to the 17 SDGs.

As a recipient of the ECOLOGO certification,
Troilus must renew its commitment every three
years and is subject to external audit to affirm
best practices (most recently completed in
2022).
How are responsibilities allocated in order to implement the commitments across different levels within the organization Under the direction of the ESG Committee and
the CEO, the VP Corporate Affairs works
closely with the VP Environment, VP Legal and
Director of Human Resources to implement the
the commitments across the different levels
within the organization.
How are the commitments integrated into organizational strategies, operational policies, and operational procedures The Sustainable Development Policy, other
corporate governance policies and the robust
legal framework in Canada (the sole jurisdiction
that Troilus operates) are integrated into
organizational strategies, policies and
procedures.  These are reviewed and updated
at least annually at the management level and
at the board level where applicable.
How does the organization implement its commitments with and through its business relationships Troilus requires its suppliers and contractors to
comply with its governance policies.  Troilus
does not have any customers at this time as it is
not yet in production.
What implementation training does the organization provide The organization provides employees with
training on the practical aspects of its
governance and sustainability policies through
a tutorial.
Supply Chain
Estimated Total number of Business Entities in its downstream 0
Estimated End-Use customers 0
Types of activities related to the organization’s products and services carried out by the downstream entities (e.g., manufacturing, wholesale, retail); Troilus is still in the exploration and
development stage and as such does not sell
any products or services.
The nature of its business relationships with the downstream entities None
Report other relevant business relationships None
Describe significant changes in the information reported about business activities, value chain and other business relationships compared to the previous reporting period None
Material Topics
Governance of Material Topics
Describe the process followed to determine the organization's material topics, including:
i. How has the organization identified actual and potential, negative and positive impacts on the economy, environment, and people, including impacts on their human rights, across its activities and business relationships; provide details
   •  Economic impact assessment
   •  Environmental impact assessment
   •  Social impact assessment
   •  Civil society organizations
ii. How has the organization prioritized the impacts for reporting based on their significance As an exploration & development stage project
in Northern Quebec, we have prioritized
environment (current footprint, permitting and
future planning for mine restart), engagement
with First Nations and local communities, GHG
emission (planning for a future carbon neutral
operation), health & safety, local procurement,
infrastructure, diversity and governance.
Specify the stakeholders and experts whose views have informed the process of determining its material topics and provide details
   •  Employees and other workers
   •  Governments
   •  Local communities
   •  Shareholders and other capital providers
List the organization's material topics
   •  Anti-corruption
   •  Biodiversity
   •  Child Labor
   •  Communications
   •  Compliance
   •  Diversity and Equal Opportunity
   •  Emergency Preparedness
   •  Emissions
   •  Employment
   •  Energy
   •  Environmental Assessment
   •  Equal Remuneration for Women and Men
   •  Forced or Compulsory Labor
   •  Freedom of Association and Collective
Bargaining
   •  Indigenous Rights
   •  Indirect Economic Impacts
   •  Labor Practices
   •  Local Communities
   •  Non-discrimination
   •  Occupational Health and Safety
   •  Overall environmental
   •  Permitting
   •  Procurement Practices
   •  Training and Education
   •  Water
List the organization's non-material topics
   •  Economic Performance
   •  Market Presence
   •  Materials
   •  Effluents and Waste
   •  Products and Services
   •  Transport
   •  Supplier
   •  Environmental Grievances
   •  Labor/Management Relations
   •  Supplier Assessment for Labor Practices
   •  Grievance Mechanisms
   •  Human Rights Investment
   •  Security Practices
   •  Supplier Human Rights Assessment
   •  Human Rights Grievance Mechanisms
   •  Public Policy
   •  Anti-competitive Behavior
   •  Supplier Assessment for Impacts on Society
   •  Grievance Mechanisms for Impacts on
Society
   •  Artisanal and Small-scale mining
   •  Resettlement
   •  Closure Planning
   •  Customer Health and Safety
   •  Product and Service Labeling
   •  Marketing
   •  Customer Privacy
   •  Materials Stewardship
Provide reason for considering such topics not material, provide details Not applicable
Troilus is not in production, has no revenues, no
customers, no waste generated, no
suppliers.  Operating in northern Canada,
concerns such as artisanal mining, child labour,
forced labour, human rights abuses are not an
issue and are strictly governed by Canadian
law.  At Troilus our focus is on the health and
safety of our employees at site, engagement
with local communities, environmental
permitting and planning for a sustainable future
mine site.
Report changes to the list of material topics compared to the previous reporting period Child labour, forced labour, and collective
bargaining have moved to material topics
compared to the previous reporting
period.  None of these are an issue for Troilus
which operates in a single jurisdiction (Canada)
where such issues are strongly protected under
the legal framework.  However, since the last
reporting period we have specifically stated our
commitment to these issues in our policies.
Environment
General Disclosure
Compliance with laws and regulations
Report the total number of significant instances of non-compliance with laws and regulations 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 ($Million) 0
Total number of fines for instances of non-compliance with laws and regulations that occurred in the current reporting period 0
Total monetary value of fines for instances of non-compliance with laws and regulations that occurred in the current reporting period ($Million) 0
Total number of fines 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 0
Describe the significant instances of non-compliance In 2022, Troilus was in compliance with all
environmental laws and/or regulations
Greenhouse Gas Emissions
Scope 1
For your operations, disclose the gross global Scope1 greenhouse gas (GHG) emissions to the atmosphere of the seven GHGs covered under the Kyoto Protocol (tonne CO₂-e)
Carbon dioxide (CO₂) (tonne CO₂-e) 448.939
Methane (CH₄) (tonne CO₂-e) 0.000
Nitrous oxide (N₂O) (tonne CO₂-e) 0.000
Hydrofluorocarbon-23 (CHF₃) (tonne CO₂-e) 0.000
Hydrofluorocarbon-32 (CH₂F₂) (tonne CO₂-e) 0.000
Sulphur hexafluoride (SF₆) (tonne CO₂-e) 0.000
Nitrogen trifluoride (NF₃) (tonne CO₂-e) 0.000
Perfluoromethane (CF₄) (tonne CO₂-e) 0.000
Perfluoroethane (C₂F₆) (tonne CO₂-e) 0.000
Perfluorobutane (C₄F₁₀) (tonne CO₂-e) 0.000
Perfluorohexane (C₆F₁₄) (tonne CO₂-e) 0.000
The total amount of gross global Scope 1 GHG emissions (CO₂-e) (tonne) 448.939
The percentage of its gross global Scope 1 GHG emissions that are covered under an emissions-limiting regulation or program that is intended to directly limit or reduce emissions, such as cap-and-trade schemes, carbon tax/fee systems, and other emissions control (e.g., command-and-control approach) and permit-based mechanisms 100.0000%
The entity shall discuss its long-term and short-term strategy or plan to manage its Scope 1 greenhouse gas (GHG) emissions The majority of energy used to operate the
Troilus site comes from renewable sources
(hydroelectricity in Northern Quebec).  Troilus
currently generates Scope 1 GHG emissions
from the use of gasoline used for vehicle
transport, diesel used in generators and drilling
at site, and propane used for heating the camp
facilities.  

In 2022, Troilus conducted an audit of GHG
emissions generated since inception in 2018
and is currently developing a roadmap to
minimize GHG emissions for the future with
the objective of building a carbon-neutral
mining operation.
Carbon Offset
Credits
How much CO₂ (metric tonnes) offset credits were purchased? 0.000
Where were these credits purchased from Not Applicable
Troilus has not yet purchased credits to offset
historical GHG, but is currently exploring
options to do so.
Air Emissions
Report emissions of air pollutants that are released into the atmosphere
Emissions of carbon monoxide, reported as CO (tonne) 0.000
Emissions of oxides of nitrogen (NOx), reported as NOx (tonne) 0.000
Emissions of oxides of sulphur (SOx), reported as SOx (tonne) 0.000
Emissions of Particulate Matter 10 micrometres or less in diameter (PM₁₀), reported as PM₁₀ (tonne) 0.000
Emissions of lead and lead compounds, reported as Pb (tonne) 0.000
Emissions of mercury and mercury compounds, reported as Hg (tonne) 0.000
Emissions of non-methane Volatile Organic Compounds (VOCs) (tonne) 0.000
Energy Management
Total energy consumed in aggregate, in gigajoules (GJ) (hydrocarbons and electricity) including the fuel types used (e.g., biomass, hydro-electric power or bioenergy) 19,692.000
Percentage energy consumed that was supplied by grid electricity 68.8503%
Percentage of energy consumed that is renewable energy 68.8503%
Water
Efficiency
Proportion of water reused and recycled by the site to reduce the overall consumptive water demand 94.0828%
Water is used at the Troilus site for sanitation &
drinking, core cutting and drilling.  Drilling
makes up the vast majority of the water usage
and this water is returned to the ecosystem
once the drilling is complete.  Water used for
core cutting is also reused.
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) 159.000
Water Management
Disclose the amount of water that was withdrawn from freshwater sources (in thousands of cubic meters) 169.000
Disclose the freshwater withdrawn in locations with High or Extremely High Baseline Water Stress as a percentage of the total water withdrawn 0.0000%
Disclose water withdrawn in locations with High or Extremely High Baseline Water Stress (in thousands of cubic meters) 0.000
Disclose freshwater consumed in locations with High or Extremely High Baseline Water Stress as a percentage of the total water consumed 0.0000%
Disclose the amount of water that was consumed in its operations (in thousands of cubic meters) 169.000
Total water consumed in locations with high or extremely high baseline water stress (in thousands of cubic meters) 0.000
Was your organization subject to any fines, enforcement orders, and/or other penalties for water-related regulatory violations No
Total number of instances of non-compliance, including violations of a technology-based standard and exceedances of quality-based standards 0
Waste Management
Disclose the total weight of tailings produced (tonne) 0.000
Troilus is not yet in production and does not
generate any tailings.
Tailings Storage Facilities Management
Does your company manage Tailings Storage Facilities Yes
Provide an inventory of all talings storage facilities (TSFs)
TSF #1: (1) facility name Troilus Mine
Permitted Tailings Facility
TSF #1: (2) location Canada
TSF #1: (3) ownership status Wholly owned
TSF #1: (4) operational status Closed
TSF #1: (5) construction method Upstream
The existing tailings facility used for the mine
during its previous operation was Upstream
construction. A future operation envisions a
Centerline construction.
TSF #1: (8) consequence classification Low
TSF #1: (10) material findings No
TSF #1: (11) mitigation measures None required. The tailings facility has been
closed since the previous operation closed in
2010.  The area has been revegetated.  Water
from the tailings is monitored and treated as
required before release into the natural
environment.
TSF #1: (12) site-specific EPRP Yes
Disclose the approach to the development of Emergency Preparedness and Response Plans (EPRPs) Troilus is a closed mine site but also in the
exploration and development stage pending a
potential restart of the mine.  Camp facilities
typically house 25-65 occupants who are
engaged in exploration and development
activities.  Troilus maintains an Emergency
Preparedness Response Plan to ensure the
health and safety of employees and external
contractors at site.
Disclose the company's approach to engagement concerning Emergency Preparedness and Response Plans (EPRPs) at tailings storage facilities, including the preparedness of local stakeholders The Company meets regularly with the
Impacted Families to review the closure status
of the tailings facility.  Staff at site are trained
on emergency preparedness and response.
Innovation
Spending on Research, Development, and Technologies for waste management compliance and improvement 684954
Describe nature of spending on Research, Development and Technologies for waste management compliance and improvement In 2022, Troilus had expenditures for the
design of the future tailings facility that will be
used once the mine is restarted.  The focus of
the expenditures has been to develop a tailings
facility that will be safe, long-lasting, and have a
minimal environmental footprint.  Troilus also
had research expenditures for programs to
better understand and manage future waste
rock.  These studies will have an impact on
water quality in the future.
Water and Effluents
Water Discharge
Report the total water discharge to all areas in megalitres 3,238.000
The Troilus mine previously operated from
1996-2010 and as such has a closed tailings
facility which discharges water into the
environment.  The water from the tailings
facility is monitored and tested.  There is a
water treatment facility adjacent to the
Tailings.  However, at this time most of the
water being discharged from the Tailings
facility is in compliance without treatment
required and can be discharged into the
environment.  In certain instances where the
water is not in compliance it is treated before
being released into the environment.
Surface water 3,238.000
Freshwater (≤1,000 mg/L Total Dissolved Solids or TDS) 3,238.000
Other water (>1,000 mg/L Total Dissolved Solids or TDS) 0.000
Groundwater 0.000
Freshwater (≤1,000 mg/L Total Dissolved Solids or TDS) 0.000
Other water (>1,000 mg/L Total Dissolved Solids or TDS) 0.000
Biodiversity
Management Plan
List the environmental and biodiversity management plan(s) implemented at active sites In addition to complying with conditions of
permits granted by provincial regulators for
drilling and other activities, Troilus complies
with the policies and procedures around
environmental and biodiversity management
prescribed by the ECOLOGO certification.  This
includes practices such as pre-work inspection
to confirm the presence of any endangered or
invasive species before work
begins,  maintaining set distances from any
waterways or sensitive areas, inspections
during and after work to confirm no
environmental risks, etc.
Ecologo Policies and Procedures
1.1 Mine lifecycle stages to which the plan(s) apply
   •  Exploration and appraisal
   •  Site development
1.2 The topics addressed by the plan(s)
   •  Discharges to water
   •  Ecological and biodiversity impacts
   •  Natural resource consumption
   •  Waste generation
1.3 The underlying references for its plan(s), including whether they are codes, guidelines, standards, or regulations; whether they were developed by the entity, an industry organization, a third-party organization (e.g., a non-governmental organization, a governmental agency, or some combination of these groups) The Quebec Fauna Ministry (MFFP - Ministère
de la Forêt, de la Faune et des Parcs) issues
guidelines and conditions in the permits they
approve that are incorporated into operating
activities.

In addition, Troilus complies with the policies
and procedures defined by ECOLOGO.

ECOLOGO® Certified products, services and
packaging are certified for reduced
environmental impact. ECOLOGO
Certifications are voluntary, multi-attribute,
life cycle-based environmental certifications
that indicate a product has undergone rigorous
scientific testing, exhaustive auditing or both,
to prove its compliance with stringent, third-
party, environmental performance standards.
Impacts
Does access to the site involve traversing a protected area No
The Troilus site is located in a “Reserve
Faunique”, that allows permitting for
commercial tree cutting, quarries and mines.
Do any of the entities concessions share a watershed with a protected area No
Provide context and description of site access involving traversing protected areas, and/or watersheds shared with a protected area. Include reference to measures in place to assure access, any proactive programs to support the biodiversity of the protected area, and any formal complaints or compliance issues and related steps to resolve The Troilus site can easily be reached by road
from the towns of Chibougamau, Chapais and
Mistissini.

There is direct road access to the site and no
protected areas or protected watersheds are
traversed.
Access to the Troilus Gold Project
Percentage of proved reserves in sites with protected conservation status or in areas of endangered species habitat Does Not Apply
Percentage of probable reserves in sites with protected conservation status or in areas of endangered species habitat Does Not Apply
Percentage of inferred, indicated and/or measured resources in sites with protected conservation status or in areas of endangered species habitat 0.0000%
Social
Scale of the Organization
Describe how the organisation defines its "Operation" Troilus has a single operation which is an
exploration and development site in Northern
Quebec which was formerly an operating mine
(1996-2010).  Activities at the site are focused
on exploration and development and there is no
production.  Occupancy at site ranges from 25-
65 people who are housed in a temporary camp
facility.  The camp is connected to the
hydroelectric grid.  The camp is accessible by
road.
Report the total number of operations 1
Scale of the Organization
Report the total number of direct employees worldwide (exclude contractors) 33
Report the total number of male direct employees worldwide (exclude contractors) 20
Report the total number of female direct employees worldwide (exclude contractors) 13
Report the total number of contract employees worldwide 1
Female employees and contractors as percentage of total employees and contractors 41.1765%
Male employees and contractors as percentage of total employees and contractors 58.8235%
Non-binary employees and contractors as percentage of total employees and contractors 0.0000%
Employee Information
Report the total number of direct employees by employment type (permanent and temporary), by gender 33
Total number of permanent employees 33
Total number of permanent employees - female 13
Total number of permanent employees - male 20
Total number of permanent employees - Non-binary 0
Total number of temporary employees 0
Report the total number of non-guaranteed hours employees by gender 0
Total number of non-guaranteed hours employees - female 0
Total number of non-guaranteed hours employees - male 0
Total number of non-guaranteed hours employees - Non-binary 0
Report the total number of employees by employment type (full-time and part-time), by gender 33
Report the total number of full-time employees 32
Report the total number of part-time employees 1
Total number of full-time employees - female 13
Total number of part-time employees - female 0
Total number of full-time employees - male 19
Total number of part-time employees - male 1
Total number of full-time employees - Non-binary 0
Total number of part-time employees - Non-binary 0
Describe the methodologies and assumptions used to compile the data We have included all fulltime/parttime
employees and contractors as of year end.  As a
small organization this only requires a simple
headcount.
Are the numbers reported in head count, full-time equivalent (FTE), or using another methodology FTE
Are the numbers reported at the end of the reporting period, as an average across the reporting period, or using another methodology End of the period
Provide contextual information necessary to understand the employment information provided 33 of 34 are direct employees.  32 of the direct
employees are full-time and 1 is part-time.  In
addition, 1 person is a part-time contractor and
provides a specialized service that is not
required on a full-time basis.
Describe significant fluctuations, if any, in the number of employees during the reporting period and between reporting periods The number of employees did not fluctuate
significantly during the year.  7 people left
during 2022 and 8 new people were hired.
Workers who are not employees
Describe the most common types of worker and their contractual relationship with the organization The Company has service agreements with
external companies to supply staffing at the
project site that will fluctuate throughout the
year depending on the level of activity.  The
Company does not have a direct contractual
relationship with these workers, but with the
service provider (i.e. a drilling company).  They
are typically paid an hourly wage by the service
provider.
The type of work they perform The workers are typically engaged in drilling,
kitchen and janitorial work, core shack
technicians
Report the total number of contractors by employment type (permanent and temporary), by gender 1
Total number of permanent contractors 1
Total number of permanent contractors - female 1
Total number of permanent contractors - male 0
Total number of permanent contractors - Non-binary 0
Total number of temporary contractors 0
Report the total number of contractors by employment type (full-time and part-time), by gender 1
Total number of full-time contractors - female 0
Total number of part-time contractors - female 1
Total number of full-time contractors - male 0
Total number of part-time contractors - male 0
Total number of full-time contractors - Non-binary 0
Total number of part-time contractors - Non-binary 0
Describe the methodologies and assumptions used to compile the information about workers who are not employees. The scale of the organization is small so the
information is compiled by a simple head count
at year end.  The number of workers who are
not employees may fluctuate during the year
depending on the level of activity at the project
site (currently this would entail drilling &
exploration)
Is the number of workers who are not employees reported in head count, full-time equivalent (FTE), or using another methodology FTE
Is the number of workers who are not employees reported at the end of the reporting period, as an average across the reporting period, or using another methodology End of period
Describe significant fluctuations, if any, in the number of workers who are not employees during the reporting period and between reporting periods The number of workers may fluctuate during
the year depending on the level of drilling and
exploration activity.  The site is closed for two
weeks at Christmas and there are no workers
present during that time.
Turnover
Report the total number and rate of employee turnover during the reporting period, by age group, and gender
All Employees
Total number of turnover (the number that left during the period) 7
Rate of turnover 20.8955%
Female employees
Total number of turnover (the number of females that left during the period) 1
Rate of turnover, females 7.6923%
Male employees
Total number of turnover (the number of males that left during the period) 6
Rate of turnover, males 29.2683%
Non-binary employees
Total number of turnover (the number non-binary that left during the period) 0
Rate of turnover, non-binary Does Not Apply
Turnover & Age Breakdown
Employees aged 30 years old and under
Total number of turnover (the number that left during the period) 3
As percent of total employees 35.2941%
Rate of turnover 27.2727%
Employees aged between 30 and 50 years old
Total number of turnover (the number that left during the period) 2
As percent of total employees 41.1765%
Rate of turnover 14.8148%
Employees over 50 years old
Total number of turnover (the number that left during the period) 2
As percent of total employees 20.5882%
Rate of turnover 25.0000%
Identify types of employees captured in the turnover rate calculations All employees on the payroll
Average age of employees 41
Diversity and Equal Opportunity
Report the percentage of employees per employee category in each of the following diversity categories
Board of Directors
Total Board of Directors 7
Percent Male 85.7143%
Percent Female 14.2857%
Percent Non-Binary 0.0000%
Percent under 30 years of age 0.0000%
Percent between 30 and 50 years of age 42.8571%
Percent over 50 years of age 57.1429%
Senior Management
Total Senior Managers 9
Percent Male 55.5556%
Percent Female 44.4444%
Percent Non-Binary 0.0000%
Percent under 30 years of age 0.0000%
Percent between 30 and 50 years of age 44.4444%
Percent over 50 years of age 55.5556%
Salaried (excluding Senior Management)
Total Salaried (excluding Senior Management) 24
Percent Male 62.5000%
Percent Female 37.5000%
Percent Non-Binary 0.0000%
Percent under 30 years of age 50.0000%
Percent between 30 and 50 years of age 37.5000%
Percent over 50 years of age 8.3333%
Technical Employees (skilled hourly)
Total Technical Employees 0
Production Employees (unskilled hourly)
Total Production Employees 0
Contractors:
Total Contractors 1
Percent Male 0.0000%
Percent Female 100.0000%
Percent Non-Binary 0.0000%
Percent under 30 years of age 0.0000%
Percent between 30 and 50 years of age 100.0000%
Percent over 50 years of age 0.0000%
Labour Relations
Collective Bargaining Agreements
Percentage of total direct employees covered by collective bargaining agreements 0.0000%
For 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 Troilus does not have any collective bargaining
agreements in place but recognizes the rights
of employees to collective bargaining if they so
wish.  Troilus operates in a sole jurisdiction -
Canada - which has robust laws to protect
employees.
Notice Periods
Minimum number of weeks’ notice typically provided to employees and their representatives prior to the implementation of significant operational changes that could substantially affect them 2
Occupational Health and Safety
Work-related Injuries
Injuries - For all employees
i. Number of fatalities as a result of work-related injury 0
i. Rate of fatalities resulting from work-related injury. Note: calculating per 200,000 hours worked 0.000
ii. Number of high-consequence work-related injuries (excluding fatalities) 0
ii. Rate of high-consequence work-related injuries (excluding fatalities) 0.000
iii. Number of recordable work-related injuries 0
iii. Rate of recordable work-related injuries 0.000
iv. Main types of work-related injury, e.g., confined space, trips, falls, etc. Minor contusions, cuts, scrapes, sprains due to
use of tools and physical activity.
In 2021, Troilus enacted a comprehensive Drug
& Alcohol Policy that applies to all employees
and contractors.  The objective of the Drug &
Alcohol Policy is to provide clarity to
employees and contractors and to ensure the
health & safety of all, particularly with regards
to operations at site.
v. Number of hours worked 65,920
Lost Time Injuries (LTIs) 0
Lost Time Injuries Rate (LTIR) 0.000
Injuries - workers who are not employees but whose work and/or workplace is controlled by the organization
i. Number of fatalities as a result of work-related injury 0
i. Rate of fatalities resulting from work-related injury. Note: calculating per 200,000 hours 0.000
ii. Number of high-consequence work-related injuries (excluding fatalities) 0
ii. Rate of high-consequence work-related injuries (excluding fatalities) 0.000
iii. Number of recordable work-related injuries 0
iii. Rate of recordable work-related injuries 0.000
iv. Main types of work-related injury, e.g., confined space, trips, falls, etc. Minor contusions, cuts, scrapes, sprains due to
use of tools and physical activity.
v. Number of hours worked 70,000
Workers for service contractors hired by
Troilus completed 70,000 hours of work during
the year.
Lost Time Injuries (LTIs) 6
Lost Time Injuries Rate (LTIR) 17.143
Combined (Employees and non-employees, but controlled by the organization):
Total Hours Worked 135,920
Total number of all work-related injuries 0
Rate of work-related injuries 0.000
Total Lost Time Injuries (LTIs) 6
Lost Time Injuries Rate (LTIR) 8.829
Report the work-related hazards that pose a risk of high-consequence injury, including
i. How have these hazards been determined As a past producer, Troilus is a closed mine site
and hazards exist related to the past workings
including two open mine pits that are filled with
water, waste piles, aging infrastructure, a
tailings facility.

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

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

All staff, contractors, and visitors to site are
required to participate in a safety
briefing.  Visitors to the site must report to the
camp manager and basic health information is
gathered.  Troilus ensures there is always staff
on shift who have received emergency
response training and in 2022, a full-time nurse
is always on site.
Report on actions taken or underway to eliminate other work-related hazards and minimize risks using the hierarchy of controls With the exception of a 6 week period at the
beginning of the global pandemic in 2020,
Troilus has remained in operation.  In 2022,
Troilus continued to monitor public health
guidance and ensured protocols were in place
to minimize the risk of the spread of COVID-19
amongst staff and contractors at site.  This
included physical modifications of common
areas to allow for social distancing, health
questionnaire, and testing in advance of arrival
at site, isolation rooms in the event of
symptoms, and increased cleaning and hygiene
protocols. In 2022, the Company employed a
full-time nurse at the project site on a 24/7
basis.
Whether and, if so, why any workers have been excluded from this disclosure, including the types of worker excluded, e.g., short-term contractors No workers have been excluded from this
disclosure.
Safety Training
Disclose the average number of training hours provided to its workforce for health, safety, and emergency management training
Average hours of health, safety, and emergency response training for (a) full-time/direct employees 20.63
Average hours of health, safety, and emergency response training for (b) contract employees 0
Security, Human Rights and Rights of Indigenous People
Identify the countries of operations within the World Bank's list of “Fragile and Conflict-Affected Situations” None
Describe the nature of any social risks, for all operating countries, that could have a material risk to operations We have identified a key social risk
is  engagement with First Nations (Cree) as the
Troilus Project is located on traditional Cree
territory.

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

In 2018, Troilus entered into a Pre-
Development Agreement with the Cree Nation
which serves as a precursor to a future Impact
& Benefits Agreement.  The PDA provides a
framework for communication and cooperation
between Troilus and the Cree Nation.
In 2022, Troilus commenced the first
community consultations as part of its
Environmental and Social Impact Assessment
which is required at the federal and provincial
government levels to proceed to construction
and eventually production.
Percentage of proved reserves that are located in or near areas of active conflict Does Not Apply
Percentage of probable reserves that are located in or near areas of active conflict Does Not Apply
Percentage of inferred, indicated and measured resources that are located in or near areas of active conflict Does Not Apply
Percentage of proved reserves that are located in or near areas that are considered to be indigenous peoples’ land Does Not Apply
Percentage of probable reserves that are located in or near areas that are considered to be indigenous peoples’ land Does Not Apply
Percentage of inferred, indicated and measured resources that are located in or near areas that are considered to be indigenous peoples’ land 100.0000%
Describe due diligence practices and procedures with respect to indigenous rights of communities in which it operates or intends to operate The company notifies First Nations of drilling
activity as part of the permitting process.  The
Company engages in regular communication
and interaction with First Nations families, local
leadership and community organizations to
discuss priority issues such as environment,
employment, skills training, safety and business
opportunities.  

In 2022, Troilus commenced its environmental
permitting process which includes extensive
community consultations.
Community Relations
Artisanal and Small-Scale Mining
Number of company operating sites where artisanal and small-scale mining (ASM) takes place on, or adjacent to, the site (not controlled by company/unauthorized) 0
Percentage of company operating sites where artisanal and small-scale mining (ASM) takes place on, or adjacent to, the site 0.0000%
Report the associated risks and the actions taken to manage and mitigate these risks Artisanal and small-scale mining do not take
place at or near the Troilus site.
Programs
Report on community relations programs, objectives and achievements in the past 3 years In 2022, Troilus has focused on direct
engagement with local community leadership
to keep them informed of development
progress and economic contributions,
sponsorship of community events, hiring of
indigenous people and planning for long term
capacity building.
Discuss the processes, procedures, and practices to manage risks and opportunities associated with the rights and interests of communities in areas where it conducts business Troilus senior management meets with local
community leaders on a regular basis to ensure
transparent communication and
collaboration.  Troilus places a priority on local
procurement which accounts for 65% of all
procurement.  Troilus employs a Community
Liaison Officer who is indigenous and maintains
a Troilus office in the neighbouring indigenous
community.  Troilus management engages
regularly with impacted families whose
traplines are on the property and provides
monthly updates on activities and
environmental monitoring.
Risks and Opportunities
Disclose the total number of site shutdowns or project delays due to non-technical factors 0
Disclose the total aggregate duration (in days) of site shutdowns or project delays due to non-technical factors 0
Governance
Climate Change
Oversight
Is there board-level oversight of climate-related issues within your organization Yes
Responsibility
Provide the highest management-level position(s) or committee(s) with responsibility for climate-related issues Sustainability committee
Nature of primary responsibility Assessing climate-related risks and
opportunities
Reporting
Frequency of reporting to the board on climate-related issues Quarterly
Incentives
Do you provide incentives for the management of climate-related issues, including the attainment of targets No, not currently but we plan to introduce
them in the next two years
As Troilus is not yet in production it is
premature to set targets.  However, Troilus
considers climate-related issues at its current
stage of development to design a future mining
operation that will seek to minimize climate
impacts.  This includes considerations on future
energy sources, vehicle fleet, etc.
Risk and Opportunity Management
Does your organization have a process for identifying, assessing, and responding to climate-related risks and opportunities Yes
As Troilus is still in the exploration and
development stage, climate-related risks and
opportunities are not significant.  The
Company's focus with regard to climate-related
risks and opportunities is to design a future
mining operation that takes these into
account.  The Company believes that decisions
it makes now regarding the design of the mine
site can have a significant impact on the
operation's climate impact.
Risk Assessments
Have you identified any inherent climate-related risks with the potential to have a substantive financial or strategic impact on your business Yes
Provide details of identified risks in your direct operations with the potential to have a substantive financial or strategic impact on your business, and your response to those risks
Risk 1
Where in the value chain does the risk driver occur Direct operations
Risk type and primary driver Acute Physical - Increased likelihood and
severity of wildfires
Time horizon of risk Long-term
Likelihood of impact Likely
Magnitude of impact Unknown
Potential impact financial figure and explanation The Troilus mine site is located in northern
Quebec.  With rising global temperatures,
summer wildfires have become an increasing
risk and are expected to happen from time to
time although the frequency is unpredictable
and will depend on weather patterns.  
At the Company's current state of
development, wildfires could cause a
temporary shutdown of operations for the
health and safety of staff.  As Troilus does not
have any production as yet, there would be no
impact on revenues but this could be a factor in
the future.
Primary potential financial impact Other, please specify
Wildfires have the potential to cause
temporary shutdown of exploration and
development activities which could delay
development timelines.
Cost of response to risk and description Temporary suspension of activities at
site.  Financial cost would be minimal since the
company is not yet in production and does not
generate revenue.  The cost is the delay of work
in advancing to relevant technical milestones
since drilling and exploration cannot take place
when there is a risk from wildfires.
Opportunity Assessments
Have you identified any climate-related opportunities with the potential to have a substantive financial or strategic impact on your business Yes
Opportunity 1
Where in the value chain does the opportunity driver occur Direct operations
Opportunity type Products and Services: Development and/or
expansion of low emission goods and services
Opportunity time horizon Long-term
Opportunity likelihood Very likely
Magnitude of impact Medium
Potential impact financial figure and explanation The mineral deposit at the Troilus mine
includes copper, a strategic metal necessary for
the energy transition.  Estimated revenue will
depend on copper pricing at the time of
production.  During its previous operation from
1996 to 2010, the Troilus mine produced
70,000 tonnes of copper.
Primary potential financial impact driver Increased revenues resulting from increased
demand for products and services
Cost and strategy to realize opportunity and explanation of cost calculation The mineral resource at the Troilus site is gold
and copper.  Copper is considered a key mineral
in the drive to develop renewable energy
technologies.  As the energy transition
continues to unfold, new sources of copper
supply are expected to become increasingly
valued.  The current mineral resource estimate
indicates that once in production the Troilus
mine would be the biggest copper producer in
Quebec and one of the biggest in
Canada.  Engineering and design for the future
mine operation is currently underway which
will include maximizing copper extraction.
Opportunity 2
Where in the value chain does the opportunity driver occur Direct operations
Opportunity type Resource efficiency : Use of more efficient
modes of transport
Opportunity time horizon Long-term
Opportunity likelihood Very likely
Magnitude of impact Medium-low
Potential impact financial figure and explanation Cost savings by replacing fossil fuel (gas, diesel)
powered vehicles with electric vehicle fleet
Primary potential financial impact driver Returns on investment in low-emission
technology
Cost and strategy to realize opportunity and explanation of cost calculation Troilus is connected to the provincial electricity
grid and the source of power is
hydroelectricity.  Troilus is currently working
with the provincial utility to maximize use of
hydroelectricity at site, including the
infrastructure to support an electric vehicle
fleet.  Troilus has engaged an alternative
energy consultant who specializes in helping
mining companies in remote locations such as
the Canadian north.  The consultant is assisting
Troilus to identify opportunities to supplement
hydroelectric power with other non-fossil fuel
sources as the company designs the future
mine  with an objective of a carbon neutral
operation.
Strategy
Have climate-related risks and opportunities influenced your organization’s strategy and/or financial planning Yes
Since Troilus is still at the development stage,
we view planning for climate-risk as an
opportunity.  Troilus has access to low cost,
sustainable hydroelectric power and we are
incorporating increased utilization of this
energy source into our mine design and
planning to minimize the carbon footprint of
the future mining operation as much as
possible.
Water Management
Quality and Quantity Dependency
Rate the importance (current and future) of freshwater quality and quantity to the success of your business
Direct use importance rating Not very important
The Troilus site has an abundance of
freshwater available for current and future
operations.  As such, freshwater quality and
quantity are not considered important factors
to the success of the business.
Indirect use importance rating Not very important
Rate the importance (current and future) of sufficient quantity of recycled, brackish and/or produced water for the success of your business
Direct use importance rating Not important at all
Indirect use importance rating Not important at all
Risk Assessments
Does your organization undertake a water-related risk assessment Yes, water-related risks are assessed
Select the options that best describe your procedures for identifying and assessing water-related risks
i. Coverage Full
ii. Risk Assessment Procedure Water risks are assessed in an environmental
risk assessment
Water is tested daily internally and results are
shared with the provincial regulator.  Water
from the tailings facility is treated as needed,
although at this time it rarely requires any
treatment.

Upcoming plans to dewater the existing mine
pits have assessed the impact this will have on
the surrounding environment and relevant
permits to proceed with dewatering are in
place.
iii. Frequency of Risk Assessment More than once a year
iv. How far into the future are risks considered More than 6 years
Have you identified any inherent water-related risks with the potential to have a substantive financial or strategic impact on operations No
Opportunity Assessments
Have you identified any water-related opportunities with the potential to have a substantive financial or strategic impact on your business No
Water scarcity or supply is not an issue for
Troilus.  However, ensuring the highest
standards of water management is a top
priority.  Troilus is located in a remote area of
northern Quebec.  The location of the mine site
is on traditional indigenous lands that are used
by indigenous families for hunting and
fishing.  The area also hosts flora and
fauna.  Troilus works closely in consultation
with indigenous families to ensure that any
future mining operations will not adversely
impact water quality in the region.
Responsibility
Provide the highest management-level position(s) or committee(s) with responsibility for water-related issues Sustainability Committee
Policy
Does your organization have a documented water policy No, but we plan to develop one within the next
2 years
Reporting
Frequency of reporting to the board on water-related issues Quarterly
Incentives
Do you provide incentives to C-suite employees or board members for the management of water-related issues No, not currently but we plan to introduce
them in the next two years
Strategy
Are water-related issues integrated into any aspects of your long-term strategic business plan Yes, water-related issues are integrated
If water-related issues are integrated into any aspects of your long-term strategic business plan, please describe further The two formerly mined pits at site are full of
water from years of rain accumulation and
snow melt.  Troilus has been granted a permit
to commence dewatering of the pits as part of
its exploration activities.  To date, water has
only been moved from the smaller pit (which
was threatening to overflow) to the larger pit.
In 2023, the Company plans to begin removing
water from the smaller pit, treating it and
releasing it into the environment.  This will
facilitate exploration at the bottom of the pits
once they are empty. In the future, the pits will
need to be entirely dewatered as the mineral
resources are found beneath and around the
existing pits.  Troilus tests the water in the pits
regularly and has done extensive planning and
consultations regarding the flow and dispersal
of the water to be removed from the pits,
including with the indigenous land users.  

As part of its long term strategic planning,
water management issues are being considered
and incorporated into the design of the future
mine to minimize environmental impacts
including diversion of water, run off from waste
pails, treatment of water from the tailings
facility, and recycling of water.  Water
management is a major issue of focus for the
indigenous peoples impacted by the mine site
so their guidance and input is being
incorporated into the design.
If water-related issues are integrated into any aspects of your long-term strategic business plan, identify the associated long-term time horizon 21-30 years
Governance structure and composition
Describe its 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. Troilus has a Board of Directors comprised of 7
people, 6 of whom are independent and one is
not independent (CEO).  The Board committees
include: Audit, Compensation, Governance &
ESG, Technical.
List the committees of the highest governance body that are responsible for decision making on and overseeing the management of the organization’s impacts on the economy, environment, and people; e.g., the Board of Directors, the Executives, the Board Environment Committee, Board Safety Committee, the Advisory Committee, etc The Governance & ESG Committee is
responsible for decision-making on economic,
environmental and social topics.
Charter of the Environment, Social,
Governance Committee
Delegation of responsibility for managing impacts
Describe whether the highest governance body has appointed any senior executives with responsibility for the management of organization’s impacts on the economy, environment, and people e.g., is it part of the Governance structure of the company, the CFO or internal audit reporting to the Board Yes.  The VP Corporate Affairs has
responsibility for the management of the
organization's impacts on the economy,
environment and people.
The VP of Corporate Affairs has the
responsibility for overseeing economic,
environmental and social topics and reports
directly to the CEO.  The VP Corporate Affairs
provides the Governance & ESG Committee
with an in-person quarterly report on ESG
matters.
Describe whether the highest governance body has delegated responsibility for the management of impacts to other employees; The VP of Corporate Affairs reports directly to
the CEO on a daily basis and reports to the
Governance & ESG Committee on a quarterly
basis.  The VP Environment oversees all
environmental impacts and reports to the
CEO.  The Director of HR oversees people and
community impacts and reports to the VP
Corporate Affairs.
Consultation Process
Report the processes for consultations between stakeholders and the highest governance body on economic, environmental and social topics, e.g., for most mining companies it would be the executives and operations and not the Board, and if delegated, explain how Stakeholders have multiple direct channels of
communication to executives at Troilus.  The
CEO engages directly with the governing
bodies of the First Nations.  The CEO, VP of
Corporate Affairs, VP of Environment and
Director HR engage with stakeholders directly
on community consultations, environmental
permitting, local procurement.

In late 2021, Troilus commenced its
environmental permitting process at the
federal and provincial levels of
government.  The process began with pre-
consultation sessions to identify stakeholder's
priority issues they would like to see addressed
during the extensive consultation period to
come. The consultation process is designed and
monitored by the government to ensure all
stakeholders have a voice.
Governance structure and composition
Describe the composition of the highest governance body and its committees by
Number of executive members 1
Number of non-executive members 6
Number of independent members 6
Less than 3 years of tenure of members on the governance body 2
3-6 years of tenure of members on the governance body 5
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 Diane Lai is Chair of Troilus.  She is AVP of Agile
Practice at TD Bank and lectures at the
University of Toronto's Entrepreneurship
program.  

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

Directors or officers of the Company shall
disclose in writing conflicts of interest to the
Board of Directors or request to have entered
in the minutes of meetings of the Board the
nature and extent of such interest.  Directors
and Officers are asked if they are aware of any
conflicts of interest on a quarterly basis.
Code of Business Conduct and Ethics
Report whether conflicts of interest are disclosed to stakeholders, including, as a minimum, conflicts of interest relating to Yes
Cross-board membership Yes
Cross-shareholding with suppliers and other stakeholders Yes
Existence of controlling shareholder Yes
Related parties, their relationships, transactions, and outstanding balances Yes
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 Environment, Social and Governance
Committee of the Board of Directors makes
periodic visits to corporate locations to
familiarize itself with the nature of the
operations, and to review relevant objectives,
procedures and performance with respect to
health and safety, environment and social
responsibility.  The Committee members
receive a quarterly report from management
on ESG issues and concerns within the
Company and participate in training to enhance
their knowledge of the issues.
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 In 2021, the Governance Committee was
renamed the Environment, Social &
Governance Committee and expanded its
Charter to include oversight of ESG topics.  The
ESG committee meets quarterly to receive a
report from the VP Corporate Affairs and
provide oversight of ESG concerns within the
Company.
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 Environment, Social and Governance
Committee of the Board of Directors is
responsible for encouraging, assisting,
supporting and counseling management in
developing short and long term policies and
standards to ensure that the principles set out
in any health and safety, environment, and
social responsibility policies are being adhered
to and achieved.
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 The Environmental, Social and Governance
Committee is responsible for reviewing the
effectiveness of Managements’ health and
safety, environment and social responsibility
programs and make recommendations for
improvement to adequately manage potential
health and safety, environmental and social
responsibility liabilities.

The Committee reviews any extraordinary
incidents and where appropriate report to the
Board of Directors.
Describe whether and how the highest governance body engages with stakeholders to support these processes Engagement with stakeholders is delegated to
management which reports back to the highest
governance body in person at least quarterly
and via a written report monthly.  Mechanisms
are also in place for anonymous reporting for
whistleblowers. From time to time, the highest
governance body may visit site operations and
have the opportunity to engage directly with
stakeholders.  
Troilus' CEO engages directly with the
governing bodies of the First Nations. The VP of
Corporate Affairs and VP of Environment
engage with stakeholders directly on
community consultations, environmental
permitting, and local procurement.

The results of these consultation are reported
by the VP Corporate Affairs to the Governance
& ESG Committee on a quarterly basis.
Describe how the highest governance body considers the outcomes of these processes The highest governance body can request
follow up or further action from management
and may discuss any items in-camera.
Governance policies and board/committee
mandates are reviewed annually to consider
whether they are appropriately addressing the
company's needs and the overarching
regulatory and reporting framework.
Ethics
Describe the management system and due diligence procedures for assessing and managing corruption and bribery risks internally and associated with business partners in its value chain Troilus' Anti-Bribery Policy is applicable to all
directors, officers, employees and outside
parties acting directly or indirectly on behalf of
the company and are prohibited from engaging
in bribery or any corrupt activity in relation to
government officials or private parties, or
enabling or facilitating such activity.

Responsibility for implementing and overseeing
the Anti-Bribery and Anti-Corruption Policy
and related standards and procedures has been
given to the Chief Financial Officer and the
Company’s Site Manager in Quebec. The Chief
Financial Officer communicates with the Site
Manager for payments in Quebec and then the
Chief Financial Officer has direct reporting
obligations to the audit committee of the board
of directors. The Chief Financial Officer has an
adequate level of autonomy as well as sufficient
resources and authority to maintain this
autonomy.
Anti-Bribery and Anti-Corruption Policy
Report net production from activities located in the countries with the 20 lowest rankings in Transparency International’s Corruption Perception Index (CPI) (Saleable tonne) 0
Anti-Corruption
Communication and Training
i) Total number of governance body members that have received training on anti-corruption, broken down by region 7
ii.) Total percentage of governance body members that have received training on anti-corruption, broken down by region 100.0000%
Total number and percentage of employees that have received training on anti-corruption, broken down by employee category and region 34
1a. Total number of employees that received training on anti-corruption 34
Total number of employees 34
1b. Total percentage of employees that received training on anti-corruption 100.0000%
2a. Total number of senior employees that received training on anti-corruption 9
Total number of senior employees 9
2b. Percentage of senior employees that received training on anti-corruption 100.0000%
3a. Total number of middle management employees have received training on anti-corruption 4
Total number of middle management employees 4
3b. Percentage of middle management employees have received training on anti-corruption 100.0000%
4a. Total number of technical employees that received training on anti-corruption 15
Total number of technical employees 15
4b. Percentage of technical employees that received training on anti-corruption 100.0000%
5a. Total number of production employees that received training on anti-corruption 0
Total number of production employees 0
5b. Percentage of production employees that received training on anti-corruption Does Not Apply
6a. Total number of administrative employees that received training on anti-corruption 6
Total number of administrative employees 6
6b. Percentage of administrative employees that received training on anti-corruption 100.0000%
Stakeholder Engagement
Report the purpose of the stakeholder engagement The purpose of stakeholder engagement at
Troilus is to identify actual and potential
impacts on the environment, people,
communities and health & safety. Since Troilus
is still in the exploration & development stage,
the Company considers stakeholder
engagement an opportunity to incorporate
knowledge, experience and concerns of those
who are and will be impacted by the
development of the mine over its life cycle and
beyond.  Stakeholder engagement is required
from a regulatory perspective in order to obtain
a license to operate.  Troilus is currently
conducting its Environmental and Social Impact
Assessment which will allow the Company to
advance to a construction and production
decision.
Tax
Describe the approach to stakeholder engagement and management of stakeholder concerns related to tax, including:
i. The approach to engagement with tax authorities Troilus retains third-party experts to advise on
tax-related issues and ensure full compliance
with  tax obligations.
ii. The approach to public policy advocacy on tax Troilus does not directly engage in public policy
advocacy on taxes. As members of mining
industry groups we may support industry
positions on public tax policies.
iii. The processes for collecting and considering the views and concerns of stakeholders, including external stakeholders Troilus engages with stakeholders on a regular
basis, and addresses stakeholder concerns
when raised, which may include concerns
related to royalty payments, and government
fiscal frameworks.
This document was prepared using
, Planet Earth's complete ESG reporting solution.