Exhibit 99.1

GOLDCORP INC.

ANNUAL INFORMATION FORM

FOR THE FINANCIAL YEAR ENDED DECEMBER 31, 2018

TABLE OF CONTENTS

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INTRODUCTORY NOTES

Cautionary Note Regarding Forward-Looking Statements

This annual information form contains “forward-looking statements” within the meaning of Section 27A of the United States Securities Act of 1933, as amended, Section 21E of the United States Exchange Act of 1934, as amended, the United States Private Securities Litigation Reform Act of 1995, or in releases made by the United States Securities and Exchange Commission (“ SEC ”), all as may be amended from time to time, and “forward-looking information” under the provisions of applicable Canadian securities legislation, concerning the business, operations and financial performance and condition of Goldcorp Inc. (“ we ”, “ us ”, “ our or “ Goldcorp ”). Forward-looking statements include, but are not limited to: statements relating to Newmont Mining Corporation’s (“ Newmont ”) planned acquisition of all of our issued and outstanding Common Shares (as defined below) (the “ Proposed Transaction ”) and the expected terms, timing and closing of the Proposed Transaction, including expectations for receipt of required approvals and satisfaction of other customary closing conditions, statements with respect to the future price of gold, silver, zinc, copper and lead, the estimation of Mineral Reserves (as defined below) and Mineral Resources (as defined below), the realization of Mineral Reserve estimates, the timing and amount of estimated future production, costs of production, targeted cost reductions, capital expenditures, free cash flow, costs and timing of the development of new deposits, success of exploration activities, permitting and certification time lines, hedging practices, currency exchange rate fluctuations, requirements for additional capital, government regulation of mining operations, environmental risks, unanticipated reclamation expenses, health, safety and diversity initiatives, timing and possible outcome of pending litigation, title disputes or claims and limitations on insurance coverage. Generally, these forward-looking statements can be identified by the use of words such as “plans”, “expects”, “is expected”, “budget”, “scheduled”, “estimates”, “forecasts”, “intends”, “anticipates”, “believes”, or variations or comparable language of such words and phrases or statements that certain actions, events or results “may”, “could”, “would”, “should”, “might” or “will”, “occur” or “be achieved” or the negative connotation thereof.

Forward-looking statements are necessarily based upon a number of factors and assumptions that, if untrue, could cause our actual results, performance or achievements to be materially different from future results, performance or achievements expressed or implied by such statements. Such statements and information are based on numerous assumptions regarding our present and future business strategies and the environment in which we will operate in the future, including the price of gold, anticipated costs and ability to achieve goals. Certain important factors that could cause actual results, performance or achievements to differ materially from those in the forward-looking statements include, among others, gold price volatility, discrepancies between actual and estimated production, Mineral Reserves and Mineral Resources and metallurgical recoveries, mining operational and development risks, litigation risks, regulatory restrictions (including environmental regulatory restrictions and liability), changes in national and local government legislation, taxation, controls or regulations and/or change in the administration of laws, policies and practices, expropriation or nationalization of property and political or economic developments in Canada, the United States, Mexico, Argentina, Chile, the Dominican Republic or other jurisdictions in which we carry on business, or may carry on business in the future, delays, suspensions or technical challenges associated with capital projects, higher prices for fuel, steel, power, labour and other consumables, currency fluctuations, the speculative nature of gold exploration, the global economic climate, dilution, share price volatility, competition, loss of key employees, additional funding requirements and defective title to mineral claims or property, the prompt and effective integration of Newmont’s and Goldcorp’s businesses and the ability to achieve the anticipated synergies and value-creation contemplated by the Proposed Transaction. Although we believe our expectations are based upon reasonable assumptions and have attempted to identify important factors that could cause actual actions, events or results to differ materially from those described in forward-looking statements, there may be other factors that cause actions, events or results not to be as anticipated, estimated or intended.

Forward-looking statements are subject to known and unknown risks, uncertainties and other important factors that may cause our actual results, level of activity, performance or achievements to be materially different from those expressed or implied by such forward-looking statements, including but not limited to: future prices of gold, silver, zinc, copper and lead; mine development and operating risks; possible variations in ore reserves, grade or recovery rates; risks related to international operations, including

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economic and political instability in foreign jurisdictions in which we operate; risks related to current global financial conditions; risks related to joint venture operations; actual results of current exploration activities; actual results of current reclamation activities; environmental risks; conclusions of economic evaluations; changes in project parameters as plans continue to be refined; failure of plant, equipment or processes to operate as anticipated; accidents, labour disputes and other risks of the mining industry; risks associated with restructuring and cost-efficiency initiatives; delays in obtaining governmental approvals or financing or in the completion of development or construction activities; risks related to the integration of acquisitions; risks related to indebtedness and the service of such indebtedness, as well as those factors discussed in the section entitled “Risk Factors” in this annual information form. In addition, risks associated with the Proposed Transaction that could cause actual results to differ from forward-looking statements include: (i) the risk associated with each of Newmont’s and Goldcorp’s ability to obtain approval of the Proposed Transaction from its respective stockholders and shareholders and the timing of the closing of the Proposed Transaction, including the risk that the conditions to the Proposed Transaction are not satisfied on a timely basis or at all and the failure of the Proposed Transaction to close for any other reason; (ii) the risk that a consent or authorization that may be required for the Proposed Transaction is not obtained or is obtained subject to conditions that are not anticipated; (iii) the outcome of any legal proceedings that may be instituted against the parties and others related to the Arrangement Agreement (as defined below) or the Proposed Transaction; (iv) unanticipated difficulties or expenditures relating to the Proposed Transaction, the response of business partners and retention as a result of the announcement and pendency of the Proposed Transaction; (v) risks relating to the value of the Newmont’s common stock to be issued in connection with the Proposed Transaction; (vi) the anticipated size of the markets and continued demand for Newmont’s and Goldcorp’s resources and the impact of competitive responses to the announcement of the Proposed Transaction; and (vii) the diversion of management time on issues related to the Proposed Transaction, as well as those factors discussed in the section entitled “Risk Factors” to our management information circular dated March 4, 2019 (the “ Circular’ ).

Although we have attempted to identify important factors that could cause actual results to differ materially from those contained in forward-looking statements, there may be other factors that cause results not to be as anticipated, estimated or intended. There can be no assurance that such statements will prove to be accurate, as actual results and future events could differ materially from those anticipated in such statements. Accordingly, readers should not place undue reliance on forward-looking statements. The forward-looking statements contained in this annual information form are made as of the date of this annual information form and, accordingly, are subject to change after such date. Except as otherwise indicated by us, these statements do not reflect the potential impact of any non-recurring or other special items or of any disposition, monetization, merger, acquisition, other business combination or other transaction that may be announced or that may occur after the date hereof. Forward-looking statements are provided for the purpose of providing information about management’s current expectations and plans and allowing investors and others to get a better understanding of our operating environment. We do not intend or undertake to publicly update any forward-looking statements that are included in this annual information form, whether as a result of new information, future events or otherwise, except in accordance with applicable securities laws.

Cautionary Note to United States Investors Concerning Estimates of Measured, Indicated and Inferred Resources

The Mineral Resource and Mineral Reserve estimates contained in this annual information form have been prepared in accordance with the requirements of Canadian securities laws, which differ from the requirements of United States securities laws currently in effect and use terms that are not recognized by the SEC. These standards differ significantly from the disclosure requirements of the SEC currently in effect, and Mineral Reserve and Mineral Resource information contained and incorporated by reference herein may not be comparable to similar information disclosed by U.S. companies in accordance with the rules and regulations promulgated by the SEC currently in effect.

Canadian reporting requirements for disclosure of mineral properties are governed by the Canadian Securities Administrators’ National Instrument 43-101 – Standards of Disclosure for Mineral Projects (“ NI 43-101 ”). The definitions used in NI 43-101 are incorporated by reference from the Canadian Institute of

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Mining, Metallurgy and Petroleum (“ CIM ”) — Definition Standards adopted by CIM Council on May 10, 2014 (the “ CIM Definition Standards ”). U.S. reporting requirements are currently governed by the SEC Industry Guide 7 (“ Industry Guide 7 ”) under the United States Securities Act of 1933, as amended. These reporting standards have similar goals in terms of conveying an appropriate level of confidence in the disclosures being reported, but embody different approaches and definitions. For example, the terms “Mineral Reserve”, “Proven Mineral Reserve” and “Probable Mineral Reserve” are Canadian mining terms as defined in NI 43-101, and these definitions differ from the definitions in Industry Guide 7. Under SEC standards, mineralization may not be classified as a “reserve” unless the determination has been made that the mineralization could be economically and legally produced or extracted at the time of the reserve determination. Among other things, a “final” or “bankable” feasibility study is required to report reserves and the primary environmental analysis or report must be filed with the appropriate governmental authority in order to classify mineralized material as reserves under SEC standards. Accordingly, Mineral Reserve estimates contained in this annual information form may not qualify as “reserves” under SEC standards. Further, the SEC has not recognized the reporting of mineral deposits which do not meet the Industry Guide 7 definition of “reserve” prior to the adoption of the Modernization of Property Disclosures for Mining Registrants, which rules will be required to be complied with in the first fiscal year beginning on or after January 1, 2021. In accordance with NI 43-101, the terms “Mineral Reserve”, “Proven Mineral Reserve”, “Probable Mineral Reserve”, “Mineral Resource”, “Measured Mineral Resource”, “Indicated Mineral Resource” and “Inferred Mineral Resource” used in this annual information form are defined in the CIM Definition Standards. While the terms “Mineral Resource”, “Measured Mineral Resource”, “Indicated Mineral Resource” and “Inferred Mineral Resource” are recognized and required by NI 43-101, the SEC does not currently recognize them. While those terms are recognized and required by Canadian Securities Laws, Industry Guide 7 does not normally permit the inclusion of information concerning “Measured Mineral Resources”, “Indicated Mineral Resources” and “Inferred Mineral Resources” or other descriptions of the amount of mineralization in mineral deposits that do not constitute “reserves” by United States standards in documents filed with the SEC. United States readers are specifically cautioned not to assume that any part or all of the mineral deposits in these categories will ever be converted into mineral reserves, as defined by the SEC.

In addition, “Inferred Mineral Resources” have a great amount of uncertainty as to their existence and their economic and legal feasibility. A significant amount of exploration must be completed in order to determine whether an Inferred Mineral Resource may be upgraded to a higher category. Under Canadian regulations, estimates of Inferred Mineral Resources may not form the basis of feasibility or prefeasibility studies, except in rare cases. United States readers are cautioned not to assume that all or any part of an Inferred Mineral Resource exists or is economically or legally mineable or that it will ever be upgraded to a higher category. Likewise, United States readers are cautioned not to assume that all or any part of Measured or Indicated Mineral Resources will ever be upgraded to Mineral Reserves. Disclosure of “contained ounces” in a resource is permitted disclosure under Canadian regulations if such disclosure includes the grade or quality and the quantity for each category of Mineral Resource and Mineral Reserve; however, the SEC normally only permits issuers to report mineralization that does not constitute “reserves” by SEC standards as in place tonnage and grade without reference to unit measures.

Accordingly, information contained in this annual information form containing descriptions of our mineral deposits may not be comparable to similar information made public by United States companies subject to the reporting and disclosure requirements under United States federal securities laws and the rules and regulations thereunder.

Currency Presentation and Exchange Rate Information

This annual information form contains references to United States dollars (“ $ ” or “ US$ ”) and Canadian dollars (“ Canadian dollars ” or “ C$ ”). All dollar amounts referenced, unless otherwise indicated, are expressed in United States dollars.

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The high, low, average and closing exchange rates for Canadian dollars in terms of the United States dollar, as quoted by the Bank of Canada, for each of the three years in the period ended December 31, 2018, were as follows:

Note:

(1) Calculated as an average of the daily noon rates for 2016. For 2017 and 2018, calculated as prior day daily average.

On March ● , 2019, the daily average rate for Canadian dollars in terms of the United States dollar, as quoted by the Bank of Canada, was US$1.00 = C$ ● . [NTD: update before filing.]

The high, low, average and closing official cash settlement lead and zinc prices in United States dollars per pound, as quoted on the London Metal Exchange, for each of the three years in the period ended December 31, 2018, were as follows:

CORPORATE STRUCTURE

Goldcorp is a corporation governed by the Business Corporations Act (Ontario) following its amalgamation with Glamis Gold Ltd. (“ Glamis ”) on December 1, 2006. Our head office is located at Suite 3400, Park Place, 666 Burrard Street, Vancouver, British Columbia, V6C 2X8 and our registered office is located at Suite 2100, 40 King Street West, Toronto, Ontario, M5H 3C2.

The following chart illustrates our principal subsidiaries (collectively, the “ Subsidiaries ”), together with the governing law of each Subsidiary and the percentage of voting securities we beneficially own, control or direct, as well as our material properties as at December 31, 2018. In this annual information form, except as otherwise required by the context, any reference to “we”, “us”, “our” or “Goldcorp” means, collectively, Goldcorp Inc. and the Subsidiaries.

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GENERAL DEVELOPMENT OF THE BUSINESS

We are a senior gold producer engaged in the acquisition, exploration, development, operation, and reclamation of precious metal properties in Canada, the United States, Mexico, and Central and South America. Our current sources of operating cash flows are primarily from the sale of gold, silver, zinc, copper and lead. Our common shares (the “ Common Shares ”) are listed and posted for trading on the New York Stock Exchange (“ NYSE ”) under the symbol “GG” and on the Toronto Stock Exchange (“ TSX ”) under the symbol “G”.

As at December 31, 2018, our key operating mines and development projects are as follows:

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The following map illustrates our key operating mines and development projects, located in Canada, Mexico, Argentina, Chile and the Dominican Republic.

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Three Year History

2016

On February 29, 2016, Mr. David A. Garofalo was appointed as our President and Chief Executive Officer, following the retirement of Mr. Charles A. Jeannes.

On March 9, 2016, we announced that Mr. Russell Ball had assumed the role of Executive Vice President, Chief Financial Officer and Corporate Development, following the departure of Mr. Lindsay Hall. Mr. Ball had been our Executive Vice President, Corporate Development and Capital Projects since 2013.

On April 28, 2016, Mr. Garofalo was elected to the Board of Directors (the “ Board ”) and Mr. John P. Bell, Mr. Douglas M. Holtby and Mr. Jeannes retired from our Board. Following the appointment and retirements, our Board was comprised of 9 members.

On July 19, 2016, we acquired all of the outstanding shares of Kaminak Gold Corporation (“ Kaminak ”) for total consideration of approximately C$530 million. Under the terms of the acquisition, each common share of Kaminak not already owned by us was exchanged for 0.10896 of a Common Share. Kaminak’s key asset is the 100%-owned Coffee Project, a structurally hosted hydrothermal gold deposit located approximately 130 kilometres south of the City of Dawson, Yukon. The Coffee Project is a high-grade, open pit, heap leach mining project located in a stable mining jurisdiction.

Mr. Charles R. Sartain was appointed to the Board effective January 1, 2017. Following his appointment, the Board was comprised of 10 members.

On December 16, 2016, we announced that Mr. George Burns, our Executive Vice President and Chief Operating Officer, resigned from his position and Mr. Todd White, formerly our Senior Vice President, Technical Services and Business Excellence, was appointed Executive Vice President and Chief Operating Officer effective January 1, 2017.

2017

On February 17, 2017, we acquired New Gold Inc.’s 4% gold stream from future gold production on our 100% owned El Morro deposit for cash consideration of $65 million. The El Morro deposit is part of the NuevaUnión Project, our 50/50 joint venture with Teck Resources Ltd. (“ Teck ”) that combines Teck’s Relincho deposit and our El Morro deposits, which are located approximately 40 kilometres apart in the Huasco Province in the Atacama region of Chile.

On April 7, 2017, we completed the sale of our Los Filos mine to Leagold Mining Corporation (“ Leagold ”) for total consideration of $347.5 million, after closing adjustments. The consideration was comprised of 25.3% of Leagold’s then issued and outstanding common shares, with a value of $71 million, $247.5 million in cash and a $29 million short-term promissory note that was due on the earlier of (i) 120 days from closing and (ii) the receipt by Leagold of approval from the Mexican competition commission of a subsequent tranche of its equity financing. We also retained rights to certain tax receivables of approximately $100 million, all of which has been collected as at the date of this annual information form. In July 2017, Leagold received approval from the Mexican competition commission of a subsequent tranche of its equity financing and, as a result, our equity interest was reduced to 22.9% of Leagold’s then issued and outstanding common shares and the $29 million short-term promissory note was repaid.

On April 27, 2017, Mr. Peter Dey retired from our Board. Following his retirement, our Board was comprised of 9 members.

On May 31, 2017, we completed the sale of our Cerro Blanco project in Guatemala to Bluestone Resources Inc. (“ Bluestone ”) for total consideration of $22 million, comprised of $18 million in cash and common shares of Bluestone representing 4.9% of Bluestone’s then issued and outstanding common shares. We will receive an additional $15 million cash payment from Bluestone upon declaration of

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commercial production at Cerro Blanco and a 1% net smelter return royalty on production.

On June 9, 2017, we completed the acquisition of a 50% interest in the Cerro Casale project (the “ Cerro Casale Transaction ”), located in the Maricunga Gold Belt in Chile. The Cerro Casale Transaction was executed in multiple steps, including our acquisition of a 25% interest in the Cerro Casale project from each of Kinross Gold Corporation (“ Kinross ”) and Barrick Gold Corporation (“ Barrick ”), which resulted in Barrick and Goldcorp each owning 50% of the project and subsequently forming a 50/50 joint operation. We acquired Kinross’ 25% interest in Cerro Casale and 100% interest in the Quebrada Seca exploration project for: (i) an initial cash payment of $260 million, (ii) the granting of a 1.25% royalty interest to Kinross on 25% of gross revenues derived from metal production from Cerro Casale and Quebrada Seca, with Kinross foregoing the first $10 million payable, (iii) a contingent payment of $40 million payable after a construction decision at Cerro Casale, and (iv) the assumption of a $20 million obligation to Barrick payable on commercial production at Cerro Casale. We acquired an additional 25% interest in Cerro Casale from Barrick for: (i) a deferred payment obligation of $260 million to be satisfied through the funding of Barrick’s share of Cerro Casale expenditures, (ii) the granting of a 1.25% royalty interest to Barrick on 25% of gross revenues derived from metal production from Cerro Casale and Quebrada Seca, (iii) a contingent payment of $40 million payable after a construction decision at Cerro Casale, and (iv) the transfer to Barrick of a 50% interest in Quebrada Seca, followed by the joint contribution by Goldcorp and Barrick of 100% of Quebrada Seca to the joint operation.

The joint operation, referred to as the Norte Abierto Project, includes a 100% interest in each of the Cerro Casale and Quebrada Seca projects and the Caspiche project (discussed below). We agreed with Barrick that 50% of Caspiche’s acquisition cost will be credited against our obligation to fund Barrick’s first $260 million of shared expenditures under the joint operation. In addition, we will be required to spend a minimum of $60 million in the two-year period following closing of the Cerro Casale Transaction, and a minimum of $80 million in each successive two-year period until the deferred payment obligation is satisfied. If we do not spend the minimum in any two-year period, we will instead be required to make a payment to Barrick equal to 50% of the shortfall, with a corresponding reduction in the deferred payment obligation.

On July 26, 2017, Mr. Matthew Coon Come was appointed to our Board. Following his appointment, our Board was comprised of 10 members.

On August 2, 2017, we completed the acquisition of all of the outstanding shares of Exeter Resource Corporation (“ Exeter ”) for total consideration of approximately C$207 million. Under the terms of the acquisition, each common share of Exeter not already owned by us was exchanged for 0.12 of a Common Share. Exeter’s key asset is the 100% owned Caspiche project, located within the Maricunga Gold Belt in Chile. Following the completion of the acquisition, we contributed the Caspiche project into the joint operation with Barrick, which resulted in Barrick and Goldcorp holding an indirect 50% interest in each of the Cerro Casale and Caspiche projects (now combined as the Norte Abierto Project).

On October 18, 2017, we completed the sale of our 21% interest in the San Nicolas copper-zinc project, a stand-alone project in Mexico, to Teck for cash consideration of $50 million.

On October 26, 2017, Mr. Jason Attew, formerly our Senior Vice President, Corporate Development, was appointed our Executive Vice President, Chief Financial Officer and Corporate Development following the departure of Mr. Ball.

On November 7, 2017, we completed the sale of the Camino Rojo project to Orla Mining Ltd. (“ Orla ”), for consideration that included 19.9% of Orla’s then issued and outstanding common shares, with a value of $34 million, and a 2% net smelter return royalty on revenues from all metal production from the Camino Rojo oxide project. We also have the option to acquire up to a 70% interest in future sulphide projects on the Camino Rojo property.

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2018

On April 26, 2018, we announced that Ms. Blanca Treviño retired from our Board. Following Ms. Treviño’s retirement, our Board was comprised of 9 members. Ms. Treviño agreed to maintain her involvement with Goldcorp and became a member of our International Advisory Committee which advises our Board.

On April 30, 2018 and June 5, 2018, respectively, we signed a Collaboration Agreement with Tr’ondëk Hwëch’on in relating to the Coffee project, and an Impacts and Benefits Agreement with three First Nation communities (Brunswick House First Nation, Chapleau Cree First Nation and Chapleau Ojibwe First Nation) with respect to the development and operation of the Borden project.

On June 20, 2018, affiliates of Goldcorp and Minera Frisco, S.A.B. de C.V. entered into a joint venture arrangement. The objective of the joint venture is to amalgamate and jointly explore exploration ground in the Mazapil Valley, near our Peñasquito Mine. By the end of the second quarter of 2018, drilling commenced on the first target, Santa Cruz, under the terms of the joint venture.

On October 24, 2018, Mrs. Cristina Bitar was appointed to our Board. Following her appointment, the size of our Board increased to 10 members.

On October 29, 2018, we announced the commencement of a Normal Course Issuer Bid (the “ NCIB ”). Under the NCIB, we may purchase for cancellation up to 43,476,502 Common Shares (representing 5% of the issued and outstanding Common Shares as at October 26, 2018) until October 30, 2019. All purchases made pursuant to the NCIB will be made through the facilities of the TSX, the NYSE, or other Canadian and United States market places.

On November 29, 2018, we announced that first gold had been achieved at Peñasquito’s pyrite leach project (“ PLP ”), and commercial production was achieved in December. PLP is now processing 100% of the existing plant tailings.

Subsequent Events

On February 13, 2019, we reported our fourth quarter and full year 2018 results and announced that as a result of the Proposed Transaction, we recognized a non-cash impairment $3.879 billion (net of tax) representing the difference between the book value of our shareholders’ equity and the Newmont offer. The non-cash impairment was recorded entirely against the carrying values of the Peñasquito Mine, the Cerro Negro Mine, the Red Lake Mines and the Éléonore Mines.

On March 4, 2019, we announced that updated NI 43-101 technical reports had been filed for each of the Red Lake Mines and Éléonore Mine. See “Mineral Properties – Red Lake Mines, Canada” and “Mineral Properties – Éléonore Mines, Canada” for further details.

On March 7, 2019, we announced the signing of an integration agreement with Yamana Gold Inc. and Glencore International AG, pursuant to which the Agua Rica project would be developed and operated using the existing infrastructure and facilities of the Alumbrera Mine. Following the full integration of the Agua Rica project and the Alumbrera Mine, the parties respective ownership interest will be: Yamana (56.25%), Glencore (25%) and Goldcorp (18.75%).

Proposed Newmont Transaction

On January 14, 2019, we entered into an arrangement agreement with Newmont, as amended on February 19, 2019 (the “ Arrangement Agreement ”), pursuant to which, among other things, Newmont will acquire all of our issued and outstanding Common Shares. Under the terms of the Arrangement Agreement, our shareholders will receive, for each Common Share, (a) 0.3280 of a share of common stock of Newmont (a “ Newmont Share ”) plus (b) US$0.02 in cash. This exchange ratio represents a 17% premium to us based on the volume-weighted average price of Newmont Shares traded on the NYSE and Goldcorp shares traded on the NYSE, respectively, over the 20 trading days ended on January 11, 2019. Upon completion of the Proposed Transaction, we will be a wholly-owned subsidiary of Newmont.

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The Proposed Transaction will be implemented by way of a court-approved plan of arrangement under the Business Corporation Act (Ontario) and is expected to close in the second quarter of 2019. Under certain circumstances, Newmont would be entitled to a $350 million break-fee and we would be entitled to a $650 million break-fee. The closing of the Proposed Transaction is subject to: approval by the shareholders of both companies; regulatory approvals in a number of jurisdictions including Canada, South Korea and Mexico; and other customary closing conditions. Please refer to our Circular for additional information. As of the date of this annual information form, the Proposed Transaction has received regulatory approvals from South Korea and Mexico.

Following the completion of the Proposed Transaction: (a) the name of Newmont will be changed to Newmont Goldcorp Corporation (“ Newmont Goldcorp ”); (b) our shareholders will own approximately 35% of the issued and outstanding shares of common stock of Newmont Goldcorp, and existing Newmont stockholders will own approximately 65% of the issued and outstanding shares of common stock of Newmont Goldcorp; (c) two-thirds of the board of directors of Newmont Goldcorp will be comprised of members of Newmont’s existing board of directors and one-third of the board of directors will be comprised of members of our Board. Ms. Noreen Doyle, Newmont’s Chair of the Board of Directors, will continue as the Chair of the Newmont Goldcorp Board of Directors. Mr. Ian Telfer, our Chairman of the Board of Directors, will not be joining the Newmont Goldcorp Board of Directors; and (d) Newmont Goldcorp will be listed on the NYSE and the TSX.

Further details regarding the terms of the Proposed Transaction are set out in the Circular, the Arrangement Agreement and the Material Change Report dated March 27, 2019, copies of which are available on our profile on SEDAR at www.sedar.com and on the United States Securities and Exchange Commission website at www.sec.gov .

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DESCRIPTION OF THE BUSINESS

We are engaged in the acquisition, exploration, development, operation and reclamation of precious metal properties in Canada, the United States, Mexico, and Central and South America.

Principal Products

Our principal product is gold doré with the refined gold bullion sold primarily in the London spot market. As a result, we are not dependent on a particular purchaser with regard to the sale of gold doré. In addition to gold, we also produce silver, copper, lead and zinc primarily from concentrate produced at the Peñasquito Mine and Alumbrera Mine, which is sold to third party smelters and refineries.

Competitive Conditions

The precious metal exploration and mining business is a competitive business. We compete with numerous other companies and individuals in the search for and the acquisition of financially attractive precious metal mineral properties. Our ability to acquire precious metal mineral properties in the future will depend not only on our ability to develop our present properties, but also on our ability to select and acquire suitable producing properties or prospects for precious metal development or mineral exploration.

In addition, we also compete with other companies over sourcing raw materials and supplies used in connection with our mining operations, as well as for skilled experienced workers. See “Risk Factors – Our failure to continue to source suppliers on reasonable commercial terms could have a material adverse effect on our business, results of operations and financial condition” and “Risk Factors – Our inability to attract and retain additional highly skilled employees may adversely affect our business and future operations”.

Operations

Raw Materials

We have (i) gold Mineral Reserves at the Red Lake Mines, the Porcupine Mine, the Musselwhite Mine, the Éléonore Mine, the Borden Project and the Coffee Project; (ii) gold and silver Mineral Reserves at the Cerro Negro Mine; (iii) gold and copper Mineral Reserves at the Norte Abierto Project; (iv) gold, copper and molybdenum Mineral Reserves at the NuevaUnión Project and the Alumbrera Mine; (iv) gold, silver and copper Mineral Reserves at the Pueblo Viejo Mine; and (v) gold, silver, lead and zinc Mineral Reserves at the Peñasquito Mine.

Environmental Protection Requirements

Our mining, exploration and development activities are subject to various levels of federal, provincial, state and local laws and regulations relating to the protection of the environment, including requirements for closure and reclamation of mining properties.

The total provision for reclamation and closure cost obligations at December 31, 2018 was $660 million and was calculated using a discount rate of 4.3%. The undiscounted value of this liability is $1,961 million, calculated using an inflation rate assumption of 2.11%. Reclamation expenditures for the year ended December 31, 2018 were $27 million. During the year ended December 31, 2018, we recognized a reduction of $30 million in our provision to fund our share of Alumbrera’s reclamation and closure costs obligation. The reduction in the obligation reflects the expectation that Alumbrera will be able to fund its reclamation costs using operating cash flows. As at December 31, 2018, the balance of the provision was $nil.

See “Sustainability Policy” and “Environmental Matters” below and the disclosure regarding environmental matters under the respective descriptions of our material properties for further details regarding environmental matters.

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Employees and Contractors

As at December 31, 2018, we had 7,980 employees and 7,519 contractors located worldwide, including people at our mines currently in closure. These numbers do not include employees and contractors at the Alumbrera Mine and the Pueblo Viejo Mine of which we own 37.5% and 40%, respectively, but we are not the operator.

Our management believes that labor relations and community relations at all of our locations are generally good. There were some disruptions at our Peñasquito Mine and Cerro Negro Mine in 2018, however they did not impact overall business targets. In line with our mission of “ Together Creating Sustainable Value ”, we continue to work on the continuous improvement of relationships with our key stakeholders.

There remains demand for highly skilled, experienced and diverse workers in our industry despite the ongoing volatility in the resource industry. See “Risk Factors – Our inability to attract and retain additional highly skilled employees may adversely affect our business and future operations” below.

Foreign Operations

We currently own or have an interest in mining operations and development projects in Argentina, Chile, the Dominican Republic and Mexico. Our operations are exposed to various levels of political, economic and social risks and uncertainties. These risks and uncertainties vary from country to country and include, but are not limited to: terrorism; hostage taking; military repression; expropriation; political corruption, extreme fluctuations in currency exchange rates; high rates of inflation; labour unrest; war or civil unrest; renegotiation or termination of existing concessions, licenses, permits and contracts; ability of governments to unilaterally alter agreements; surface land access issues; illegal mining; changes in taxation policies, laws and regulations; restrictions on foreign exchange and repatriation; and changing political conditions, currency controls and governmental regulations that favour or require the awarding of contracts to local contractors or require foreign contractors to employ citizens of, or purchase supplies from, a particular jurisdiction. Any changes in regulations or shifts in political attitudes in such foreign countries are beyond our control and may adversely affect our business. Future development and operations may be affected in varying degrees by such factors as government regulations (or changes thereto) with respect to restrictions on production, export controls, import restrictions, such as restrictions applicable to, among other things, equipment, services and supplies, taxes, expropriation of property, repatriation of profits, environmental legislation, land use, water use, surface land access, land claims of local people and mine safety. The effect of these factors cannot be accurately predicted. See “Risk Factors” below.

Sustainability

In 2018, as part of the annual continuous improvement cycle, we reviewed and updated where appropriate our Sustainability Excellence Management System (“ SEMS ”), an integrated management system containing performance standards for safety and health, environment, corporate social responsibility and security. The SEMS is integrated into our core business functions, and emphasizes sustainability, responsibility and accountability at all organizational levels. Performance standards covering all activities that have the potential to affect the sustainability of our properties and the communities in which we operate are an integral part of the SEMS.

The SEMS audit cycle was designed to streamline SEMS audit activities at a frequency based on risk, but not less frequent than once every three years at operating sites. In 2018, SEMS audits were conducted at the following five mine sites by a team that was independent of the operation being audited: Red Lake; Cerro Negro; Porcupine; Éléonore and Peñasquito. The SEMS audit evaluated compliance with key regulatory and permit requirements, and compliance with the SEMS standards.

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Sustainability Policy

In 2018, we issued a new Sustainability policy (the “ Sustainability Policy ”), which combines the former Occupational Health & Safety, Corporate Social Responsibility, and Environmental and Sustainability policies. The Sustainability Policy states our commitment to: the health and safety of our workers and communities, the protection of the environment, and to the rights, culture and development of local and Indigenous communities. The Sustainability Policy also acts as the guiding document for our SEMS. It represents an important step in streamlining our efforts to ensure coordination and consistency across the different departments that encompass sustainability at Goldcorp.

The Sustainability Committee of the Board is responsible for overseeing the Sustainability Policy. The Sustainability Policy is available on our website at www.goldcorp.com .

Safety Commitment

Our vision of making Goldcorp “Safe Enough for Our Families” is well understood by our employees and we continue to advance safety performance across all regions of our operations and projects. At the end of 2018, we demonstrated improvement in our safety performance as measured by the frequency of reportable incidents. The “All Injuries Frequency Rate” improved by 10% and the “Lost Time Injury Frequency Rate” improved by 35% since 2017.

Our focus in 2019 continues to be to further reduce the impact of our work on the health and safety of the workforce by focusing on those risks identified through formal processes, further advancing the quality and communication of incident investigations, and continuing to drive accountability for safety performance at all levels of the organization. We strive to improve our safety record and, as a result of analyses, have put additional focus on several key areas, including: (a) improving the quality of employee engagements through coaching and feedback reviews (planned interactions in the field between managers and employees); (b) improving risk identification and communication across Goldcorp, with a focus on control management and verification; (c) improving the quality of incident investigations and dissemination of findings; and (d) requiring all workers to carry and use the “Golden Guide” and adopting the 5-point safety card for all work assignments. The Golden Guide is a work-planning tool to be used for all jobs, routine and non-routine, to assess the risks and control actions to be incorporated into the planning for such jobs. The 5-point card has been in use for over 40 years in underground mining in Canada – it is a workplace risk assessment and hazard identification tool as well as a tool used to enrich a safety conversation in the work area.

In 2018, we continued to advance our Leadership Engagement and Accountability program called “Step-In”. The program is centered on defining and demonstrating the site standard for safe production and how to engage employees in safety. The focus in 2018 continued to be on the quality of engagements through coaching and formal feedback mechanisms. In addition, we enhanced our ability to deliver high quality incident investigations by developing the Goldcorp Certified Investigator program. The program teaches investigators advanced incident investigation techniques and offers tools such as the Investigator’s Handbook that will help guide the investigation process across our company. Each site will receive training in the Goldcorp Certified Investigator program in 2019. We also continued our focus in 2018 around industrial hygiene and occupational health, by further quantifying those risks at each of our sites and creating a basis for controlling occupational exposure.

Beginning in July 2015, we established targets and started to collect metrics on employee engagements by managers and senior leaders at mine sites. In 2018, our site management completed over 170,000 employee engagements.

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Our continued focus in 2018 on “Potential Fatal Occurrences” (“ PFO ”) has helped reduce fatal risks across the company by creating a more rigorous and objective classification method. The number of PFOs we reported in 2018 was reduced by 38%. Ensuring that PFOs are correctly and objectively classified is a crucial component to reducing fatal risks. As the PFO process matures, our workforce is improving its ability to identify high risk activities before they lead to an incident. We share the lessons learned as a result of the thorough investigations of PFOs to avoid the potential recurrence of similar incidents. In 2019, we will continue to advance our efforts to reduce fatal risks by further refining the PFO classification, investigation and communication systems already in place.

Corporate Social Responsibility

During 2018, we continued to implement components of our corporate social responsibility framework at all of our operating sites and projects, including: socio-economic baseline studies, stakeholder mapping and prioritization and upgraded grievance mechanisms. In addition, some of our noteworthy corporate social responsibility activities and initiatives included:

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Environmental Matters

Our properties are managed by staff to comply with internal standards, and legal environmental requirements. Additionally, our properties are inspected periodically by regulatory authorities to ensure that such properties are in compliance with applicable environmental laws and regulations, or to monitor any corrective actions necessary to achieve compliance. Our properties are also periodically audited by our employees or external experts to verify compliance with internal standards or to identify where any gaps may exist that require corrective actions.

As part of our goal to minimize any negative environmental or social impacts from our projects and operations, we develop closure plans as part of our initial project planning and design. If we acquire a property that lacks a closure plan, we require the preparation of a closure plan. As part of our annual strategic business planning, we identify the significant environmental risks and review and update the closure costs for each property to account for additional knowledge acquired with respect to a property or for changes in applicable laws or regulations. This process ensures that we properly budget for the costs associated with closure and with implementing appropriate sustainability management measures.

In addition to the initiatives described above under “Corporate Social Responsibility”, and consistent with the Sustainability Policy and the SEMS, an additional initiative of particular importance to us relating to the protection of communities, the environment and the safety of our employees is our participation in the International Cyanide Management Code (the “ Cyanide Code ”). The Cyanide Code is a voluntary industry program for companies involved in the production of gold by the cyanidation process. The Cyanide Code addresses the production of cyanide, its transport from the producer to the mine, its on-site storage and use, decommissioning and financial assurance, worker safety, emergency response, training, stakeholder involvement and verification of implementation of the Cyanide Code. In 2007, we became a signatory to the Cyanide Code, and all of our operating mines are certified compliant with the Cyanide Code.

Human Rights Policy

Our human rights policy (the “ Human Rights Policy ”) requires the integration of human rights best practices into all of our business and decision-making processes. The Human Rights Policy mandates that we operate in a way that respects the human rights of employees and of the members of the communities in which we operate. International humanitarian laws were consulted in developing the Human Rights Policy and it includes our pledge to seek to establish constructive dialogues and partnerships with a variety of stakeholders on human rights performance. Our Human Rights Policy recognizes that while governments have the primary responsibility to protect human rights, our activities have the potential to impact the human rights of individuals affected by our business operations. As such, the Human Rights Policy provides that we will seek constructive dialogues and partnerships with a variety of stakeholders on our human rights performance, especially those impacted directly by our operations. In 2017, as part of our commitment to increasing awareness of our human rights commitments, we extended our human rights training tools to key contractors and delivered internal human rights training targeted at department managers for key sites in Latin America.

The Human Rights Policy reflects the changing social context in which we operate and defines our practices and commitments on human rights. Recent additions to this policy include clauses on community consultation; grievance mechanisms; commitment to the CFGS; commitment to respect the rights, interests, perspectives, and traditions of Indigenous Peoples; resettlement planning; and potential measures in the event of non-compliance.

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The Voluntary Principles on Security and Human Rights (the “ Voluntary Principles ”) are a set of voluntary principles developed by the governments of the United States and the United Kingdom, companies in the extractive and energy sectors and non-governmental organizations to guide companies in maintaining the safety and security of their operations within an operating framework that ensures respect for human rights and fundamental freedoms. In 2016, we formally became a signatory of the Voluntary Principles. As a signatory, we are required to implement the principles across all of our operations and will improve our alignment of corporate policies and procedures with internationally recognized human rights principles in the provision of security for our operations.

In 2017, we performed assessments of the Voluntary Principles at several Latin American sites. In accordance with the Voluntary Principles, during 2017, all security staff received at least one pre-shift briefing per month on the use of force and additional training on respecting human rights. Our security supervisors provided ongoing training and refresher classes. Ongoing Human Rights on-line training also continued during 2018 for our employees. Non-compliance with our human rights requirements is not tolerated.

The Sustainability Committee of the Board is responsible for overseeing the Human Rights Policy. The Human Rights Policy is available on our website at www.goldcorp.com .

Diversity and Inclusion Policy

Under our diversity and inclusion policy (the “ D&I Policy ”), we recognize the benefits arising from employee and Board diversity, including a broader pool of high-quality employees, improving employee retention, accessing different perspectives and ideas and benefiting from all available talent. The D&I Policy promotes the benefits of, and need for, extending opportunities for career advancement to all of our workforce and outside candidates, without distinction. The D&I Policy is available on our website at www.goldcorp.com.

At Goldcorp, we define “ Diversity ” as any dimension that can be used to differentiate groups and people from one another, including but not limited to, sex, gender, age, ethnic origin, religion, education, sexual orientation, political belief, disability and family status. “ Inclusion ” refers to a culture of respect and appreciation of these differences.

We strive to foster an open and inclusive workplace environment and strongly support the principle that all individuals should have an equal opportunity to participate in our company and achieve their full potential. In compliance with our Code of Conduct and the D&I Policy, directors, officers, employees and contractors will:

Notable achievements in 2018 included:

Diversity and Inclusion Strategy: Our Diversity and Inclusion Committee continued to promote Diversity and Inclusion across Goldcorp and focus efforts to enhance our inclusive workplace. A key initiative of the

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Committee in 2018 was the rollout of our multi-year Diversity and Inclusion Strategy which was developed in 2017 (the “ D&I Strategy ”).The D&I Strategy takes a broad view of Diversity and identifies ways to enhance our inclusive business practices and work environment. We are measuring the progress of our D&I Strategy with the Global Diversity and Inclusion Benchmarks ¹ , which rank inclusive practices on a five-point maturity scale from 1 ‘Inactive’ to 5 ‘Best Practice’. We are pleased to report that in 2018, we moved positively along the Global Diversity and Inclusion Benchmarks, increasing our average ranking from Level 2 ‘Reactive’, to Level 2.9, just below Level 3 ‘Proactive’. Our progress on the D&I Strategy is reported to the Human Resources and Compensation Committee of the Board on a quarterly basis. The D&I Strategy is supported by a network of diversity and inclusion champions at each site, project and office and include Mine General Managers and other managers in departments such as Human Resources and Corporate Social Responsibility and others. Diversity and inclusion champions meet once every two months to share ideas and provide updates on their progress.

Unconscious Bias Awareness Training: An Unconscious Bias awareness training program was completed by over 400 mid-level managers and supervisors across our company. The training raises awareness and deepens understanding of unconscious bias in the workplace and provides strategies for disrupting and overcoming bias. Since 2016, this interactive training has been delivered to the Executive Leadership Team, all senior management including Senior Vice Presidents, Vice Presidents, Mine General Managers and employees in middle-management positions across our company.

Creating Choices Suite of Programs: To ensure gender diversity throughout our organization, we promote our acclaimed, enterprise-wide training, development and mentorship initiative for women at Goldcorp, entitled “Creating Choices”. In 2018, in support of our commitment to Inclusion, we launched a Gender Inclusive Creating Choices program, so employees of all genders, can benefit from the leadership communication skills offered through the Creating Choices suite of programs. The programs strengthen the ability of our employees to: (i) understand opportunities for personal and professional growth; (ii) develop their self-confidence and courage; (iii) build strong partnerships with fellow employees and communities where we operate; (iv) gain access to mentoring; and (v) receive recognition for their contributions to Goldcorp. To date, over 2,000 employees have graduated from the Creating Choices suite of programs which are taught by trained facilitators at our sites, projects and offices. In 2018, we also rolled out the third installment of the Creating Choices suite of programs, “Future Choices”, which equips employees for sustainable success, long after mine closure. The four modules of the Future Choices program provide insights on entrepreneurship, basic financial concepts, self-confidence and change management skills to ensure employees continue to lead and succeed in their communities, long after mining operations have ceased.

Gender Diversity Initiatives: We continued our commitment with the 30% Club Canada and the Catalyst Accord 2022 ² to increase the average percentage of women on boards and women in executive positions in corporate Canada to 30% or greater by 2022, and share key metrics with Catalyst to benchmark collective progress towards these goals. As of December 31, 2018, our Board was comprised of 30% women and 21% of our officers were women. By pledging to accelerate or maintain (where already strong) the representation of women on our Board and in executive positions by 2022, we are making our commitment to Diversity and Inclusion visible to our employees and shareholders. Furthermore, we actively support the Women’s Executive Network and the Canadian Board Diversity Council which are members of the Phasenyne network of companies. In 2018, we also supported the first ever International Women in Resources Mentorship Program ³ , and in 2019, employees will participate in the program as mentees and mentors. In 2019, we will remain actively committed to pursuing and developing ongoing diversity initiatives at Goldcorp.

¹ O’Mara, Julie, and Richter, Alan, Global Diversity & Inclusion Benchmarks (www.diversitycollegium.org, 2016), PDF.

² The Catalyst Accord 2022 is a call to action for Canadian corporations to increase the average percentage of women on boards and women in executive positions in corporate Canada to 30% or greater by 2022; and share key metrics with Catalyst for annual benchmarking of our collective progress.

³ https://www.iwrmp.com/

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In addition, we also have policies that promote and support Diversity and Inclusion, such as: the Code of Conduct; the Sustainability Policy; the Employee Assistance Program; the Respect in the Workplace Policy; and the Human Rights Policy, among others.

Anti-Bribery and Anti-Corruption Policy

Our anti-bribery and anti-corruption policy (the “ Anti-Bribery and Anti-Corruption Policy ”) outlines the requirements that must be fulfilled by all our employees, officers and directors, as well as by any third party working for or acting on our behalf. These requirements include prohibitions against bribing government officials, making facilitation payments and commercial bribery.

The Anti-Bribery and Anti-Corruption Policy also provides employees with clarity regarding: books and records transparency; giving gifts to government officials; making political or charitable contributions; third party oversight and due diligence; internal controls; and management’s responsibility to promote an ethical tone from the top and create awareness of the policy.

Technical Information

CIM Definition Standards

The Mineral Reserves and Mineral Resources estimations for the Red Lake Mines, Porcupine Mine, Musselwhite Mine, Éléonore Mine, Peñasquito Mine, Cerro Negro Mine, Pueblo Viejo Mine, Coffee Project, NuevaUnión Project, Norte Abierto Project, and Noche Buena Project have been prepared in accordance with the CIM Definition Standards that are incorporated by reference in NI 43-101. The following definitions are reproduced from the CIM Definition Standards:

A “ Mineral Resource ” is a concentration or occurrence of solid material of economic interest in or on the Earth’s crust in such form, grade or quality and quantity that there are reasonable prospects for eventual economic extraction. The location, quantity, grade or quality, continuity and other geological characteristics of a Mineral Resource are known, estimated or interpreted from specific geological evidence and knowledge, including sampling. Mineral Resources are sub-divided, in order of increasing geological confidence, into Inferred, Indicated and Measured categories.

An “ Inferred Mineral Resource ” is that part of a Mineral Resource for which quantity and grade or quality are estimated on the basis of limited geological evidence and sampling. Geological evidence is sufficient to imply but not verify geological and grade or quality continuity. An Inferred Mineral Resource has a lower level of confidence than that applying to an Indicated Mineral Resource and must not be converted to a Mineral Reserve. It is reasonably expected that the majority of Inferred Mineral Resources could be upgraded to Indicated Mineral Resources with continued exploration.

An “ Indicated Mineral Resource ” is that part of a Mineral Resource for which quantity, grade or quality, densities, shape and physical characteristics are estimated with sufficient confidence to allow the application of Modifying Factors (as defined below) in sufficient detail to support mine planning and evaluation of the economic viability of the deposit. Geological evidence is derived from adequately detailed and reliable exploration, sampling and testing and is sufficient to assume geological and grade or quality continuity between points of observation. An Indicated Mineral Resource has a lower level of confidence than that applying to a Measured Mineral Resource and may only be converted to a Probable Mineral Reserve.

A “ Measured Mineral Resource ” is that part of a Mineral Resource for which quantity, grade or quality, densities, shape, and physical characteristics are estimated with confidence sufficient to allow the application of Modifying Factors to support detailed mine planning and final evaluation of the economic viability of the deposit. Geological evidence is derived from detailed and reliable exploration, sampling and testing and is sufficient to confirm geological and grade or quality continuity between points of observation. A Measured Mineral Resource has a higher level of confidence than that applying to either an Indicated Mineral Resource or an Inferred Mineral Resource. It may be converted to a Proven Mineral Reserve or to a Probable Mineral Reserve.

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A “ Mineral Reserve ” is the economically mineable part of a Measured and/or Indicated Mineral Resource. It includes diluting materials and allowances for losses, which may occur when the material is mined or extracted and is defined by studies at pre-feasibility or feasibility level as appropriate that include application of Modifying Factors. Such studies demonstrate that, at the time of reporting, extraction could reasonably be justified. The reference point at which Mineral Reserves are defined, usually the point where the ore is delivered to the processing plant, must be stated. It is important that, in all situations where the reference point is different, such as for a saleable product, a clarifying statement is included to ensure that the reader is fully informed as to what is being reported. The public disclosure of a Mineral Reserve must be demonstrated by a pre-feasibility study or feasibility study.

A “ Probable Mineral Reserve ” is the economically mineable part of an Indicated, and in some circumstances, a Measured Mineral Resource. The confidence in the Modifying Factors applying to a Probable Mineral Reserve is lower than that applying to a Proven Mineral Reserve.

A “ Proven Mineral Reserve ” is the economically mineable part of a Measured Mineral Resource. A Proven Mineral Reserve implies a high degree of confidence in the Modifying Factors.

For the purposes of the CIM Definition Standards, “ Modifying Factors ” are considerations used to convert Mineral Resources to Mineral Reserves. These include, but are not restricted to, mining, processing, metallurgical, infrastructure, economic, marketing, legal, environmental, social and governmental factors.

JORC Code Definitions

The Ore Reserves and Mineral Resources estimations for the Alumbrera Mine have been prepared in accordance with the current version of the Australasian Code for Reporting of Exploration Results, Mineral Resources and Ore Reserves (the “ JORC Code ”), the Australian worldwide standards. The JORC Code has been accepted for current disclosure rules in Canada under NI 43-101. The following definitions are reproduced from the JORC Code:

A “ Mineral Resource ” is a concentration or occurrence of solid material of economic interest in or on the Earth’s crust in such form, grade (or quality), and quantity that there are reasonable prospects for eventual economic extraction. The location, quantity, grade (or quality), continuity and other geological characteristics of a Mineral Resource are known, estimated or interpreted from specific geological evidence and knowledge, including sampling. Mineral Resources are sub-divided, in order of increasing geological confidence, into Inferred, Indicated and Measured categories.

An “ Inferred Mineral Resource ” is that part of a Mineral Resource for which quantity and grade (or quality) are estimated on the basis of limited geological evidence and sampling. Geological evidence is sufficient to imply but not verify geological and grade (or quality) continuity. It is based on exploration, sampling and testing information gathered through appropriate techniques from locations such as outcrops, trenches, pits, workings and drill holes. An Inferred Mineral Resource has a lower level of confidence than that applying to an Indicated Mineral Resource and must not be converted to an Ore Reserve. It is reasonably expected that the majority of Inferred Mineral Resources could be upgraded to Indicated Mineral Resources with continued exploration.

An “ Indicated Mineral Resource ” is that part of a Mineral Resource for which quantity, grade (or quality), densities, shape and physical characteristics are estimated with sufficient confidence to allow the application of Modifying Factors in sufficient detail to support mine planning and evaluation of the economic viability of the deposit. Geological evidence is derived from adequately detailed and reliable exploration, sampling and testing gathered through appropriate techniques from locations such as outcrops, trenches, pits, workings and drill holes, and is sufficient to assume geological and grade (or quality) continuity between points of observation where data and samples are gathered. An Indicated Mineral Resource has a lower level of confidence than that applying to a Measured Mineral Resource and may only be converted to a Probable Ore Reserve.

A “ Measured Mineral Resource ” is that part of a Mineral Resource for which quantity, grade (or quality), densities, shape, and physical characteristics are estimated with confidence sufficient to allow the

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application of Modifying Factors to support detailed mine planning and final evaluation of the economic viability of the deposit. Geological evidence is derived from detailed and reliable exploration, sampling and testing gathered through appropriate techniques from locations such as outcrops, trenches, pits, workings and drill holes, and is sufficient to confirm geological and grade (or quality) continuity between points of observation where data and samples are gathered. A Measured Mineral Resource has a higher level of confidence than that applying to either an Indicated Mineral Resource or an Inferred Mineral Resource. It may be converted to a Proved Ore Reserve or under certain circumstances to a Probable Ore Reserve.

An “ Ore Reserve ” is the economically mineable part of a Measured and/or Indicated Mineral Resource. It includes diluting materials and allowances for losses, which may occur when the material is mined or extracted and is defined by studies at pre-feasibility or feasibility level as appropriate that include application of Modifying Factors. Such studies demonstrate that, at the time of reporting, extraction could reasonably be justified. The reference point at which Reserves are defined, usually the point where the ore is delivered to the processing plant, must be stated. It is important that, in all situations where the reference point is different, such as for a saleable product, a clarifying statement is included to ensure that the reader is fully informed as to what is being reported.

A “ Probable Ore Reserve ” is the economically mineable part of an Indicated, and in some circumstances, a Measured Mineral Resource. The confidence in the Modifying Factors applying to a Probable Ore Reserve is lower than that applying to a Proved Ore Reserve.

A “ Proved Ore Reserve ” is the economically mineable part of a Measured Mineral Resource. A Proved Ore Reserve implies a high degree of confidence in the Modifying Factors

For the purposes of the JORC Code, “ Modifying Factors ” are considerations used to convert Mineral Resources to Ore Reserves. These include, but are not restricted to, mining, processing, metallurgical, infrastructure, economic, marketing, legal, environmental, social and governmental factors.

The foregoing definitions of Ore Reserves and Mineral Resources as set forth in the JORC Code have been reconciled to the definitions set forth in the CIM Definition Standards. If the Ore Reserves and Mineral Resources for the Alumbrera Mine were estimated in accordance with the definitions in the CIM Definition Standards, there would be no substantive difference in such Ore Reserves and Mineral Resources.

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Summary of Ore Reserve/Mineral Reserve and Mineral Resource Estimates

The following table sets forth the gold, silver, copper, lead, zinc and molybdenum Ore Reserve/Mineral Reserve estimates for each of the Red Lake Mines, Porcupine Mine, Musselwhite Mine, Éléonore Mine, Peñasquito Mine, Cerro Negro Mine, Alumbrera Mine (37.5%), Pueblo Viejo Mine (40%), NuevaUnión Project (50%), Norte Abierto Project (Casale deposit, 50%) and Coffee Project, effective December 31, 2018 unless otherwise indicated:

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The following table sets forth the gold, silver, copper, lead, zinc and molybdenum Mineral Resource estimates for each of the Red Lake Mines, Porcupine Mine, Musselwhite Mine, Éléonore Mine, Peñasquito Mine, Cerro Negro Mine, Alumbrera Mine (37.5%), Pueblo Viejo Mine (40%), NuevaUnión Project (50%), Norte Abierto Project (Casale and Caspiche deposits, 50%), Noche Buena Project and Coffee Project, effective December 31, 2018 unless otherwise indicated:

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MINERAL PROPERTIES

Our material mineral properties are the Red Lake Mines and Éléonore Mine in Canada, the Peñasquito Mine in Mexico, the Pueblo Viejo Mine (40% interest) in the Dominican Republic, and the Cerro Negro Mine in Argentina.

Red Lake Mines, Canada

The Red Lake Mines, wholly-owned by Goldcorp, are located in the Red Lake district, Ontario. The scientific and technical information included in the following section has been derived, in part, from the technical report entitled “Red Lake Operations, Ontario Canada, NI 43-101 Technical Report” (the “ Red Lake Report ”) dated effective December 31, 2018 prepared by Brad Armstrong, P.Eng., Maura Kolb, P.Geo., and Nuri Hmidi, P.Eng., each of whom is a qualified person under NI 43-101.

Project Description, Location and Access

The Red Lake Mines are owned by Goldcorp Inc. (87.45%) and Goldcorp Canada Ltd. (“ Goldcorp Canada ”) (12.55%) through a partnership. The operations comprise the former Campbell and Red Lake underground mines, which are now integrated and operate as a single entity by Red Lake Mines. In this annual information form, the shafts and mill at Red Lake are collectively termed the Red Lake Complex; those at Campbell are termed the Campbell Complex. The combined mine area is also referred to as the greater Red Lake–Campbell Complex. The Cochenour Complex covers mineralization discovered at the Western Discovery Zone deposit and the former Cochenour–Willans mine and also includes the former Gold Eagle Mines joint venture property (see – “History” below).

The Red Lake mining operation is located 180 kilometres north of the town of Dryden, District of Kenora, northwestern Ontario. The Red Lake area is accessible by Highway 105, which joins the Trans-Canada Highway at Vermilion Bay, 175 kilometres south and 100 kilometres east of Kenora, Ontario. Commercial air services operate to Red Lake from Thunder Bay and Winnipeg.

The Red Lake Complex consists of 70 patented mining and surface rights claims, three patented mining rights only claims, 27 patented surface rights only claims, and six Licences of Occupation over water for a total of 106 claims covering 1,693 hectares. The Campbell Complex consists of 41 patented mining and surface rights claims and 15 Licences of Occupation for a total of 56 claims covering 786 hectares. Claims are held in the name of either Goldcorp, or Goldcorp Canada, or are jointly held by the two companies. The Cochenour Complex comprises a total of 111 claims over 1,367 hectares. This consists of 73 Patents with mining and surface rights, seven Patents with mining rights only, four Leases with mining rights only, 27 Licences of Occupation over water. Tenure is jointly held in the names of Goldcorp and Goldcorp Canada with the exception of the Gold Eagle Property claims (28 patented mining and surface rights claims and 16 Licences of Occupation) which are owned wholly by Goldcorp (100%). As required under Ontario law, patented mining lands have been surveyed. Required fees and duties have been paid to the appropriate regulatory authorities, and the claims are in good standing. Leases have associated work commitments and fees. A 21-year lease may be renewed provided that the lessee can prove that the mining lease is being used for mining purposes and meets certain criteria, and application for renewal is made prior to the expiry date of the lease. Lease expiry dates range from 2029 to 2039.

Red Lake Mines has collaboration agreements with two First Nations that are signatory to Treaty No. 3 and have treaty rights which they assert within the operations area of the Red Lake Mines region: Obishikokaang Collaboration Agreement executed August 16, 2013 with Lac Seul First Nation (“ LSFN ”) and Goldcorp Canada; and a second Collaboration Agreement which became effective on January 29, 2015 with Wabauskang First Nation (“ WFN ”) and Goldcorp Canada. LSFN is located to the southeast of Red Lake with a band membership of 3,200 and WFN is located to the south of Red Lake with a band membership of 315. These agreements provide a framework for strengthened collaboration in the development and operations of Red Lake Mines and outline tangible benefits for the individual First Nations, including skills training and employment, opportunities for business development and contracting, and a framework for issues resolution, regulatory permitting and Goldcorp’s future financial contributions.

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We currently hold sufficient surface rights to support the Red Lake–Campbell mining operations and associated infrastructure, and sufficient surface rights in the Cochenour Complex to support any proposed re-development. Environmental permits are required by various federal, provincial, and municipal agencies and are in place for all current operations. No new permits are currently required for current exploration activity and mining operations, but existing permit amendments are required from time to time. The Cochenour Complex closure plan was filed in April 2014, and the closure plan for the Red Lake-Campbell Complex was filed in May 2015. These closure plans will be updated and merged into a single plan throughout 2019 and 2020. The Red Lake Mines and Cochenour Complex closure plans satisfy all regulatory requirements. We are satisfied that all material environmental liabilities are identified in the existing closure plans for the operations, which are limited to those that would reasonably be expected to be associated with gold mines that have been operating for more than 60 years, and where production is from underground sources, including roads, site infrastructure, and waste and tailings disposal facilities.

History

Red Lake Complex

The first recorded prospecting in the Red Lake district was carried out by the Northwestern Ontario Exploration Company in 1887. Red Lake was first staked during the Red Lake Gold Rush in 1926. In 1944, the property was re-staked and Dickenson Red Lake Mines Limited was incorporated. Production mining began in 1948 at a rate of 113 tonnes per day and increased to 454 tonnes per day in the 1970s. In the early 1980s, the mill capacity was increased to 907 tonnes per day and long-hole stoping was introduced. The change in mining method resulted in a severe drop in production grade. Cut-and-fill mining was subsequently reintroduced, and production reached approximately 907 tonnes per day by 1993 to 1994. An exploration core drilling program initiated in 1995 within the lower levels of the mine resulted in the discovery of a cluster of high-grade gold veins. The #3 shaft was developed from January 2004 to January 2007 to a depth of 1,925 metres.

Campbell Complex

The Campbell claims were staked in 1926. Subsequently, there was a period of claim cancellations and re-staking of the area. In the 1940s, George and Colin Campbell re-staked the area, Campbell Red Lake Mines was incorporated and Dome Mines Limited (“ Dome Mines ”) purchased an option that eventually resulted in Dome Mines acquiring a 57% ownership interest in the Campbell Red Lake Mines company. In 1946, after additional exploration had been carried out, a four-compartment shaft with four levels was sunk to a depth of 182 metres. Mill construction began in 1948 and the mill went into operation the following year reaching a capacity of 272 tonnes per day. The shaft was deepened to 655 metres in the 1950s to exploit a high-grade zone discovered on the 14th level of the mine. Following the merger of Campbell Red Lake Mines, Dome Mines and Placer Development Limited, in 1987, an autoclave was installed at the Campbell Complex, replacing the existing roaster, the mill flotation circuit was upgraded, a paste-fill plant constructed, an underground decline developed, and the Reid Shaft was commissioned.

Cochenour Complex

The original claims on the Cochenour-Willans property were staked in 1926 to 1927 by W.M Cochenour, D. Willans and H.G. Young, and in 1928 the Cochenour–Willans syndicate was formed. Cochenour–Willans Gold Mines Ltd. was incorporated in 1936 and production began in 1939 at a rate of 136 to 181 tonnes per day. Operations ran for 32 years, from 1939 to 1971, during which about 2.1 million tonnes grading 18.44 grams per tonne (“ g/t ”) of gold was processed with approximately 1.24 million ounces of gold recovered. Underground mine workings extended down to the 670metre level.

In 1997, purchase was completed for Goldcorp’s 100% interest in the Cochenour–Willans mine area. Following this, trenching, grab sampling and compilation work was completed between 1998 and 2002. The mine was allowed to flood in 2003. Surface drilling was undertaken from 2002 to 2009, consisting of 94 surface drill holes, totalling 66,968 metres. Following dewatering, in 2010, renewed access to the underground Cochenour-Willans workings allowed completion of 49 underground drill holes (20,558 metres), together with 17 surface drill holes (including wedges) totalling 13,881 metres.

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The Cochenour No. 1 shaft was slashed and deepened to below the 34 level in 2010 to 2014 to support exploration and development of the recently acquired Gold Eagle property located to the south. Both decline and incline ramp developments are currently active from the 34 level station.

Historical Gold Production within the Red Lake Greenstone Belt to December  31, 2018

Notes:    

Geological Setting, Mineralization and Deposit Types

Red Lake Mines is a world class mesothermal greenstone-hosted gold deposit.

Red Lake Mines is hosted in the Red Lake greenstone belt within the Uchi Domain on the southern margin of the North Caribou Terrane of the Superior Province, Canada. The Red Lake belt comprises approximately 300 million years of geologic activity with multiple episodes of volcanism, sedimentation, plutonism and deformation that range from Meso- to Neoarchean in age with gold mineralization having occurred between 2723 and 2712 Ma.

The belt is host to a variety of gold deposits including the Red Lake Mines, the Cochenour Mine and the past-producing Madsen Mine all of which are hosted in mafic to ultramafic volcanic rocks, the McKenzie,

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Gold Eagle, Howey/Hasaga and Buffalo mines hosted in granitic plutons and the stratabound Bonanza deposit.

Red Lake Mines is underlain mainly by tholeiitic basalt and locally by komatiitic basalt of the Balmer Assemblage. The mine sequence also includes felsic, peridotitic and other mafic to lamprophyric intrusive rocks of various younger ages. Both Red Lake- Campbell and Cochenour deposits are hosted within significantly folded and sheared portions of the Balmer assemblage. Shear zones act as primary hydrothermal fluid corridors and host significant portions of the gold mineralization in the area. Other significant mineralized structures occur within lower-strain areas of the stratigraphy, usually associated with brittle conjugate fracture systems in close proximity to lithological boundaries possessing high competency contrasts.

Gold mineralization is hosted in a variety of rock types within the Red Lake Greenstone belt, although the majority of the productive zones occur as vein systems accompanying sulphide replacement within sheared mafic to komatiitic basalts of the Balmer Assemblage.

Gold bearing zones in the Red Lake-Campbell and Cochenour deposits are distinguished first by spatial orientation relative to structural corridors and second by the style of mineralization. It is common for zones to have multiple styles of mineralization within the same host lithology. There are four styles of mineralization common in the Red Lake-Campbell and Cochenour deposit:

The Western Discovery zone mineralization consists of a series of sub-parallel, quartz-rich extensional veins within the McKenzie granodiorite stock.

Gold appears as free milling gold as well as refractory, arsenopyrite-associated gold.

Our knowledge of the deposit setting and lithologies, and of the mineralization style and its structural and alteration controls, is sufficient to support Mineral Resource and Mineral Reserve estimation.

Exploration

The Red Lake operations have a long exploration and mining history. Gold mineralization was first identified in 1922. The original Red Lake mine commenced production in 1948, and the Campbell mine in 1949.

Exploration activities at Red Lake have included regional and detailed geological and structural mapping, rock, silt and soil sampling, trenching, reverse circulation and diamond drilling, airborne geophysical surveys, ground induced polarization geophysical surveys, mineralization characterization and petrographic studies, metallurgical testing of samples, Mineral Resource and Mineral Reserve estimates, baseline environmental, geotechnical and hydrological studies, and technical studies.

In 2018, exploration drilling programs totalling 97,378 metres with 426 core holes were carried out at the Red Lake and Campbell Complexes; and an additional 51,136 metres with 248 core holes at the Cochenour deposit.

The exploration programs completed to date are appropriate to the known mineralization styles. There is considerable remaining exploration potential in the vicinity of the current mining operations and the Red Lake region.

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Drilling

A significant amount of surface and underground core drill data has been collected over the 60+ year history of Red Lake. Drilling from 1947 to 2018 at the Red Lake and Campbell Complexes totals 67,437 drill holes (approximately 6,381,731 metres). Drilling at the Cochenour Complex from 1939 to 2018 comprises about 13,840 drill holes (approximately 1,396,170 metres).

Drill spacing in the Red Lake–Campbell and Cochenour deposits are variable. Typically, drilling to outline Mineral Resources is at a spacing of 30 to 60 metres, infill drilling is carried out at 15 to25 metre centres, and definition drilling is completed on 3 to 7.5 metre centres. For exploration targets, potential drill spacing is approximately 45 to 100 metres.

Standardized logging forms and geological legends are currently used. Logs record assays, lithologies, veining and replacement zones, vein styles and percentage amounts over sampled interval lengths and intensity, sulphide mineralization type and intensity, alteration type and intensity, faults and fracture frequency and orientation, rock quality designation, and structure type, frequency and intensity. Select drill holes are photographed.

Core quality is very high, with core recovery on average >95% on all core sizes. There are no areas where poor recovery is consistently encountered.

The collars of all drill holes are surveyed by transit for location, bearing and dip and tied into the mine grid. The same grid is used for all of the mine complexes.

Downhole surveys, since the start of 2018, have typically been conducted with a solid-state north-seeking gyro. This technology continues to see improvements, with repeatability, durability and accuracy of both azimuth and dip greatly increased from prior iterations. Holes between 30° and -30° dip currently require user input for the correct azimuth, which is obtained by using Leica TS15 total station and established mine grid survey control. Active drilling quality control is completed using the Reflex EZ-Shot electronic compass single shot tool.

Downhole surveys prior to the start of 2018 at Red Lake Complex were conducted with a gyroscopic (gyro) survey instrument (unaffected by magnetics) used for drill holes steeper than 70°, and a Reflex Maxibor (Maxibor) survey instrument used for drill holes with flatter dips. Site specifications require downhole surveys at 30 metres intervals or less. In the earlier stages of the mining operation, Sperry Sun multi-shot, Icefield multi-shot, Light-Log and Tropari instruments were used.

Downhole surveys at the Campbell Complex utilized Reflex and Ranger electronic compass single-shot surveys tests. Most of the drill holes greater than 120 metres were surveyed using the Maxibor method. Prior to that, Pajari test instruments were used, which provided azimuth and dip orientations. Sperry Sun multi-shot instruments were used on deep (>300 metres holes) for a period from the early 1980s to the late 1990s. Pre-1980 and into the 1990s, drill hole inclination was derived using “acid tests”.

Due to the age of the operation, and the time span of drilling on the project, there are a few drill holes where there is uncertainty about the intercept location; however, statistical tests of the drill results performed to date indicate that location errors in drill holes that support estimation of Mineral Resources or Mineral Reserves are not material. Mining to-date has not encountered any problems with mis-located drill intercepts and ore outlines conform well to the outlines. We continue to re-survey holes that appear to have location or downhole problems; however, the deviation in the drill holes is generally small and predictable.

Drill data are typically verified prior to Mineral Resource and Mineral Reserve estimation by running a software program check.

Core sampling practices have varied between predecessor companies and over time. Typically, historic core sampling has targeted mineralized zones with additional bracket samples taken in waste rock. Current practice has changed, with some exceptions, to sampling the entire drill hole. Presently a high

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percentage of core sent out for assaying is whole core. A select amount of core is cut and retained. This core in recent years has been from select, deep, High Grade Zone drilling and surface drilling.

At Red Lake Complex, sampling honored lithological and mineralized zone boundaries. Typical sample lengths were 90 centimetres for un-mineralized intervals, 60 centimetres or less for mineralized intervals, and 30 centimetres intervals for visible gold, though samples were taken on shorter intervals that directly corresponded to very narrow, high-grade mineralized structures.

Until 1999 at the Campbell Complex, sample lengths were typically in the 0.6 to 1.0 metres range, and usually shorter in the higher-grade sections. Low-grade rock and waste were typically sampled over 0.6 to 1.5 metres lengths, averaging 0.67 metres. High-grade sections were sampled over 15 centimetres to 60 centimetres intervals for BQ and NQ core, and 0.90 metres for smaller AQ/AQTK core, except where significant geological differences were present, these normally being narrow, high-grade occurrences.

For production purposes, chip sampling is performed on a blast-by-blast basis by the production geology team, while muck sampling is done by the miner during the mucking process. Muck samples are used to provide a general guide and back-up information for day to day operation, while test holes are required to ascertain that no mineralization is missed in the walls of the stope.

Historically a specific gravity of 2.91 (11.0 cubic feet per short ton) has been used at the Red Lake Complex. A specific gravity of 2.98, developed from composite averages, is used for the High Grade Zone. During completion of the resource estimation on the Cochenour Complex, a specific gravity of 2.91 was used for all zones except the Western Discovery Zone. Since 2017 specific gravity measurements have been collected on drill core to confirm or update these specific gravity assumptions.

The quantity and quality of the lithological, geotechnical, collar, and down-hole survey data collected during the exploration and infill drill programs are sufficient to support Mineral Resource and Mineral Reserve estimation.

Sampling, Analysis and Data Verification

Given the long production history, a number of laboratories have been used in support of operations.

Drill core and underground samples were analysed by a combination of independent laboratories and the Red Lake and Campbell Complex run-of-mine laboratories, using industry-standard methods for gold analysis. In general, exploration and infill core programs were analysed by independent laboratories using industry-standard methods for gold analysis from 2001. Current run-of-mine sampling is performed by the mine laboratory, which is operated independently of Goldcorp. Historically, the Campbell and Red Lake run-of-mine laboratories primarily performed day to day assays for mining operational purposes; however, exploration core has also been processed through the laboratories. Neither laboratory has held International Organization for Standardization (“ ISO ”) accreditation. All remaining laboratories used for analytical data have held ISO certifications since 2001; it is not known what certification was held prior to that date.

Sample preparation for exploration and run-of-mine samples consists of drying as required, crushing, and selection of a sub-split that is then pulverized to produce a pulp sample sufficient for analytical purposes. The sample preparation procedure is in line with industry-standard methods for gold deposits that have coarse visible gold and a high nugget effect.

Samples are typically analyzed using fire assay with a gravimetric or atomic absorption finish, depending on the anticipated grade of the sample. In 2010, selected exploration drill core samples were submitted for inductively-coupled plasma analysis as well as the regular fire assay/atomic absorption/gravimetric analysis. A certain percentage of the samples were also selected for pulp metallic analysis.

The collected sample data adequately reflect deposit dimensions, true widths of mineralization, and the style of the deposits.

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There is limited information available on the quality assurance and quality control (“ QA/QC ”) employed for the earlier drill programs; however, sufficient programs of reanalysis have been performed that the data can be accepted for use in estimation. Our drill programs since 2006 on the Red Lake and Campbell Complexes have included insertion of blank and certified standard reference material (SRM) samples. Submission of QA/QC samples was initiated for the Cochenour Complex in 2010 and comprises submission of SRM and blank materials. In 2017, QA/QC standard and blank insertion rates were increased, and field duplicates were also introduced.

Collected data was subject to validation, using in-built program triggers that automatically checked data on upload to the database. Data are also verified against the original hard copy monthly reports, as well as in other software packages. Verification is performed on all digitally-collected data on upload to the main database, and includes checks on surveys, collar co-ordinates, lithology data, and assay data. The checks are appropriate, and consistent with industry standards.

Drill core sample security is maintained at the Red Lake–Campbell Complex and the Cochenour Complex through supervision of transport of the core from the underground/surface drill or sample site, through to the logging facility and to the in-house or external assay laboratories. Chain-of-custody procedures consisted of filling out sample submittal forms that were sent to the laboratory with sample shipments to make certain that all samples were received by the laboratory. Current sample storage procedures and storage areas are consistent with industry standards.

The quality of the gold analytical data is sufficiently reliable to support Mineral Resource and Mineral Reserve estimation and that sample preparation, analysis, and security are generally performed in accordance with exploration best practices and industry standards.

Several data verification programs and audits have been performed at Red Lake Mines over recent history by independent consultants in support of technical reports and by our personnel in support of mining studies. Internal validations were also completed and data verification checks were performed as follows:

A reasonable level of verification has been completed, and no material issues have been left unidentified from the programs undertaken. Data verification programs completed on the data collected adequately support the geological interpretations, and the quality of the analyses and the analytical database, and therefore support the use of the data in Mineral Resource and Mineral Reserve estimation.

Mineral Processing and Metallurgical Testing

Over the project history, a significant number of metallurgical studies and accompanying laboratory-scale and/or pilot plant test work have been completed. Studies included mineralogical studies, grindability and comminution test work, bench and pilot plant flotation tests, thickener tests and reagent test work.

Programs were sufficient to establish the optimal processing routes for the Red Lake–Campbell ores, were performed on mineralization that was typical of the deposits, and supported estimation of recovery factors for the various ore types.

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Test work to date on the Cochenour Complex mineralization indicates that mineralization types at Cochenour can be treated in the current Campbell process plant. The Bond work index determinations showed that the Bruce Channel mineralization hardness can be described as moderate to moderately soft. Therefore, the mineralized material should be readily processed in the existing grinding circuit at the Campbell Complex. Relatively poor leach-only recoveries indicated that a refractory ore treatment process (autoclave) is required to achieve reasonable overall gold recovery

There have been no significant levels of deleterious elements identified to date, and it is unlikely that deleterious elements will be an issue for future operations at Red Lake.

Mineral Reserve and Mineral Resource Estimates

The following table sets forth the gold Mineral Reserve estimation for Red Lake Mines effective December 31, 2018:

Notes:

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The following table sets forth the gold Mineral Resource estimation for Red Lake Mines effective December 31, 2018: