Exhibit 99.1





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|LOGO  
 ANNUAL INFORMATION FORM
FOR THE FINANCIAL YEAR ENDED DECEMBER 31, 2013 
 March 31, 2014
  
Suite 3400, 666 Burrard Street
Vancouver, BC V6C 2X8



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GOLDCORP INC.

ANNUAL INFORMATION FORM

FOR THE FINANCIAL YEAR ENDED DECEMBER 31, 2013

TABLE OF CONTENTS



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|DESCRIPTION                                                           |  | PAGE NO. |    
|                                                                      | 
|INTRODUCTORY NOTES                                                    |  |          | 1   | 
|CORPORATE STRUCTURE                                                   |  |          | 4   | 
|GENERAL DEVELOPMENT OF THE BUSINESS                                   |  |          | 6   | 
|DESCRIPTION OF THE BUSINESS                                           |  |          | 11  | 
|Principal Products                                                    |  |          | 11  | 
|Competitive Conditions                                                |  |          | 11  | 
|Operations                                                            |  |          | 11  | 
|Safety Commitment                                                     |  |          | 13  | 
|Occupational Health and Safety Policy                                 |  |          | 14  | 
|Corporate Social Responsibility Policy                                |  |          | 14  | 
|Human Rights Policy                                                   |  |          | 15  | 
|Environmental and Sustainability Policy                               |  |          | 16  | 
|Technical Information                                                 |  |          | 18  | 
|Summary of Ore Reserve/Mineral Reserve and Mineral Resource Estimates |  |          | 20  | 
|MINERAL PROPERTIES                                                    |  |          | 26  | 
|CANADA AND THE UNITED STATES                                          |  |          | 26  | 
|RED LAKE GOLD MINES, CANADA                                           |  |          | 26  | 
|ÉLÉONORE PROJECT, CANADA                                              |  |          | 37  | 
|MEXICO                                                                |  |          | 48  | 
|PEÑASQUITO MINE, MEXICO                                               |  |          | 48  | 
|LOS FILOS MINE, MEXICO                                                |  |          | 62  | 
|CENTRAL AND SOUTH AMERICA                                             |  |          | 73  | 
|PUEBLO VIEJO MINE, DOMINICAN REPUBLIC                                 |  |          | 73  | 
|CERRO NEGRO PROJECT, ARGENTINA                                        |  |          | 86  | 
|RISK FACTORS                                                          |  |          | 98  | 
|DIVIDENDS                                                             |  |          | 114 | 
|DESCRIPTION OF CAPITAL STRUCTURE                                      |  |          | 115 | 
|RATINGS                                                               |  |          | 115 | 
|TRADING PRICE AND VOLUME OF COMMON SHARES                             |  |          | 116 | 
|DIRECTORS AND OFFICERS                                                |  |          | 116 | 
|LEGAL PROCEEDINGS AND REGULATORY ACTIONS                              |  |          | 128 | 
|INTEREST OF MANAGEMENT AND OTHERS IN MATERIAL TRANSACTIONS            |  |          | 129 | 
|TRANSFER AGENT AND REGISTRAR                                          |  |          | 129 | 
|MATERIAL CONTRACTS                                                    |  |          | 129 | 
|INTERESTS OF EXPERTS                                                  |  |          | 130 | 
|AUDIT COMMITTEE                                                       |  |          | 131 | 
|ADDITIONAL INFORMATION                                                |  |          | 133 | 
|SCHEDULE A GOLDCORP INC. AUDIT COMMITTEE CHARTER                    |  |          | 1   | 



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INTRODUCTORY NOTES

Cautionary Note Regarding Forward-Looking Statements

This annual information form contains forward-looking statements within the meaning of the United States Private
Securities Litigation Reform Act of 1995 and applicable Canadian securities legislation. Forward-looking statements include, but are not limited to, statements with respect to the future price of gold, silver, copper, lead and zinc, 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, capital expenditures, costs and timing of the
development of new deposits, success of exploration activities, permitting time lines, hedging practices, currency exchange rate fluctuations, requirements for additional capital, government regulation of mining operations, environmental risks,
unanticipated reclamation expenses, 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 forward-looking
terminology such as plans, expects, is expected, budget, scheduled, estimates, forecasts, intends, anticipates, or believes, or
the negative connotation thereof or variations of such words and phrases or state that certain actions, events or results may, could, would, might or will be taken, occur
or be achieved or the negative connotation thereof.

Forward-looking statements are made based upon
certain assumptions and other important factors that could cause the actual results, performances or achievements of Goldcorp Inc. (Goldcorp or the Corporation) to be materially different from future results,
performances or achievements expressed or implied by such statements. Such statements and information are based on numerous assumptions regarding present and future business strategies and the environment in which Goldcorp 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, performances 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), activities by governmental authorities (including changes in taxation), 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. Although Goldcorp has 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 factors that may cause the actual
results, level of activity, performance or achievements of Goldcorp to be materially different from those expressed or implied by such forward-looking statements, including but not limited to: risks related to the integration of acquisitions; risks
related to international operations, including economic and political instability in foreign jurisdictions in which Goldcorp operates; risks related to current global financial conditions; risks related to joint venture operations; actual results of
current exploration activities; environmental risks; future prices of gold, silver, copper, lead and zinc; possible variations in ore reserves, grade or recovery rates; mine development and operating risks; accidents, labour disputes and other risks
of the mining industry; delays in obtaining governmental approvals or financing or in the completion of development or construction activities; 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. Although Goldcorp has 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. Forward-looking statements in this annual information form are as of the date of this annual information form. 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 Goldcorp, these statements do not reflect the
potential impact of any non-recurring or other special items or of any dispositions, monetizations, mergers, acquisitions, other business combinations or other transactions 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



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current expectations and plans and allowing investors and others to get a better understanding of
the Corporations operating environment. Goldcorp does not undertake to update any forward-looking statements, except in accordance with applicable securities laws.

Currency Presentation and Exchange Rate Information

This annual information form contains references to United States dollars and Canadian dollars. All dollar amounts referenced,
unless otherwise indicated, are expressed in United States dollars and Canadian dollars are referred to as Canadian dollars or C$.

The high, low, average and closing exchange rates for Canadian dollars in terms of the United States dollar for each of the
three years in the period ended December 31, 2013, as quoted by the Bank of Canada, were as follows:



|            |  |                        |  |          |  |         
|----------- |  | ---------------------- |  | -------- |  | --------
|            |  | Year ended December 31
|            |  | 2013                   |  | 2012     |  | 2011    
|            |  |                        | 
|High        |  | C$1.0697               |  | C$1.0418 |  | C$1.0604
|Low         |  | 0.9839                 |  | 0.9710   |  | 0.9449  
|Average (1) |  | 1.0299                 |  | 0.9996   |  | 0.9891  
|Closing     |  | 1.0636                 |  | 0.9949   |  | 1.0170  





| | (1) | Calculated as an average of the daily noon rates for each period.
| | --- | -----------------------------------------------------------------

On March 28, 2014, the noon exchange rate for Canadian dollars in terms of the United States dollar, as quoted by the
Bank of Canada, was US$1.00 = C$1.1064.

Gold, Silver, Copper, Lead and Zinc Prices

Gold Prices

The high, low, average and closing afternoon fixing gold prices in United States dollars per troy ounce for each of the three
years in the period ended December 31, 2013, as quoted by the London Bullion Market Association, were as follows:



|        |  |                        |           |  |      |  |           |      |  |  |           | 
|------- |  | ---------------------- | --------- |  | ---- |  | --------- | ---- |  |  | --------- | 
|        |  | Year ended December 31 |          
|        |  | 2013                   |           |  | 2012 |  |           | 2011 | 
|        |  |                        |          
|High    |  |                        | $1,693.75 |  |      |  | $1,791.75 |      |  |  | $1,895.00 | 
|Low     |  |                        | 1,192.00  |  |      |  | 1,540.00  |      |  |  | 1,319.00  | 
|Average |  |                        | 1,411.23  |  |      |  | 1,668.98  |      |  |  | 1,571.52  | 
|Closing |  |                        | 1,204.50  |  |      |  | 1,657.50  |      |  |  | 1,531.00  | 

On March 28, 2014, the closing afternoon fixing gold price in United States dollars per
troy ounce, as quoted on the London Bullion Market Association, was $1,294.75.



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Silver Prices

The high, low, average and closing fixing silver prices in United States dollars per troy ounce for each of the three years in
the period ended December 31, 2013, as quoted by the London Bullion Market Association, were as follows:



|        |  |                        |        |  |      |  |        |      |  |  |        | 
|------- |  | ---------------------- | ------ |  | ---- |  | ------ | ---- |  |  | ------ | 
|        |  | Year ended December 31 |       
|        |  | 2013                   |        |  | 2012 |  |        | 2011 | 
|        |  |                        |       
|High    |  |                        | $32.23 |  |      |  | $37.23 |      |  |  | $48.70 | 
|Low     |  |                        | 18.61  |  |      |  | 26.67  |      |  |  | 26.16  | 
|Average |  |                        | 23.79  |  |      |  | 31.15  |      |  |  | 35.12  | 
|Closing |  |                        | 19.50  |  |      |  | 29.95  |      |  |  | 28.18  | 

On March 28, 2014, the fixing silver price in United States dollars per troy ounce, as
quoted on the London Bullion Market Association, was $19.71.

Copper Prices

The high, low, average and closing official cash settlement copper prices in United States dollars per pound for each of the
three years in the period ended December 31, 2013, as quoted on the London Metals Exchange, were as follows:



|        |  |                        |        |  |      |  |        |      |  |  |        | 
|------- |  | ---------------------- | ------ |  | ---- |  | ------ | ---- |  |  | ------ | 
|        |  | Year ended December 31 |       
|        |  | 2013                   |        |  | 2012 |  |        | 2011 | 
|        |  |                        |       
|High    |  |                        | $3.740 |  |      |  | $3.927 |      |  |  | $4.603 | 
|Low     |  |                        | 3.011  |  |      |  | 3.289  |      |  |  | 3.078  | 
|Average |  |                        | 3.321  |  |      |  | 3.606  |      |  |  | 3.997  | 
|Closing |  |                        | 3.350  |  |      |  | 3.590  |      |  |  | 3.426  | 

On March 28, 2014, the official cash settlement copper price in United States dollars per
pound, as quoted on the London Metal Exchange, was $3.024.

Lead Prices

The high, low, average and closing official cash settlement lead prices in United States dollars per pound for each of the
three years in the period ended December 31, 2013, as quoted on the London Metal Exchange, were as follows:



|        |  |                        |        |  |      |  |        |      |  |  |        | 
|------- |  | ---------------------- | ------ |  | ---- |  | ------ | ---- |  |  | ------ | 
|        |  | Year ended December 31 |       
|        |  | 2013                   |        |  | 2012 |  |        | 2011 | 
|        |  |                        |       
|High    |  |                        | $1.110 |  |      |  | $1.061 |      |  |  | $1.333 | 
|Low     |  |                        | 0.881  |  |      |  | 0.791  |      |  |  | 0.813  | 
|Average |  |                        | 0.971  |  |      |  | 0.935  |      |  |  | 1.088  | 
|Closing |  |                        | 1.001  |  |      |  | 1.061  |      |  |  | 0.898  | 

On March 28, 2014, the official cash settlement lead price in United States dollars per
pound, as quoted on the London Metal Exchange, was $0.933.



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Zinc Prices

The high, low, average and closing official cash settlement zinc prices in United States dollars per pound for each of the
three years in the period ended December 31, 2013, as quoted on the London Metal Exchange, were as follows:



|        |  |                        |        |  |      |  |        |      |  |  |        | 
|------- |  | ---------------------- | ------ |  | ---- |  | ------ | ---- |  |  | ------ | 
|        |  | Year ended December 31 |       
|        |  | 2013                   |        |  | 2012 |  |        | 2011 | 
|        |  |                        |       
|High    |  |                        | $0.992 |  |      |  | $0.988 |      |  |  | $1.155 | 
|Low     |  |                        | 0.809  |  |      |  | 0.798  |      |  |  | 0.794  | 
|Average |  |                        | 0.866  |  |      |  | 0.883  |      |  |  | 0.994  | 
|Closing |  |                        | 0.946  |  |      |  | 0.923  |      |  |  | 0.829  | 

On March 28, 2014, the official cash settlement zinc price in United States dollars per
pound, as quoted on the London Metal Exchange, was $0.899.

CORPORATE STRUCTURE

Goldcorp Inc. (Goldcorp or the Corporation) is a corporation governed by the Business
Corporations Act(Ontario). Effective December 1, 2006, the Corporation amalgamated with Glamis Gold Ltd. (Glamis).

The Corporations head office is located at Suite 3400, Park Place, 666 Burrard Street, Vancouver, British Columbia, V6C
2X8 and its registered office is located at Suite 2100, 40 King Street West, Toronto, Ontario, M5H 3C2.

The following
chart illustrates the Corporations principal subsidiaries (collectively, the Subsidiaries), together with the governing law of each company and the percentage of voting securities beneficially owned or over which control or
direction is exercised by the Corporation, as well as the Corporations material mineral properties as at December 31, 2013. As used in this annual information form, except as otherwise required by the context, reference to
Goldcorp or the Corporation means, collectively, Goldcorp Inc. and the Subsidiaries.



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|                                                                         
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|GOLDCORP PRINCIPAL SUBSIDIARIES AND NI 43-101 MATERIAL MINERAL PROPERTIES





LOGO





|(1) | Companies in Mexico require a minimum of two shareholders. All of these subsidiaries are wholly-owned, directly or indirectly, by Goldcorp.
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GENERAL DEVELOPMENT OF THE BUSINESS

Goldcorp is a leading global gold producer engaged in the acquisition, exploration, development and operation of gold
properties in Canada, the United States, Mexico and Central and South America. Goldcorp is one of the lowest cost and fastest growing multi-million ounce senior gold producers in the world. The principal products and sources of cash flow for
Goldcorp are derived from the sale of gold and the byproduct silver, copper, lead and zinc produced. Goldcorps principal properties by jurisdiction are as follows:

Canada and the United States



| |  |  | a 100% interest in the Red Lake gold mines (the Red Lake Gold Mines) in Canada, a 72% interest held by Goldcorp and a 28%
interest held by Goldcorp Canada Ltd., a wholly-owned subsidiary of the Corporation (Goldcorp Canada) (the Red Lake Gold Mines are considered to be a material mineral property to Goldcorp), including a 100% interest in the nearby
Cochenour Deposit (as defined below) in Canada;
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | a 100% interest in the Éléonore gold project (the Éléonore Project) in Canada (the
Éléonore Project is considered to be a material mineral property to Goldcorp);
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | a 100% interest in the Porcupine gold mines (the Porcupine Mine) in Canada, a 49% interest held by Goldcorp and a 51% interest
held by Goldcorp Canada;
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | a 100% interest in the Musselwhite gold mine (the Musselwhite Mine) in Canada, a 32% interest held by Goldcorp and a 68%
interest held by Goldcorp Canada;
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | a 100% interest in the Wharf gold mine (the Wharf Mine) in the United States; and
| | - |  | -----------------------------------------------------------------------------------



| |  |  | a 40% interest in the Dee/South Arturo gold exploration project (the Dee/South Arturo Project) in the United States.
| | - |  | ----------------------------------------------------------------------------------------------------------------------

Mexico



| |  |  | a 100% interest in the Peñasquito gold-silver-lead-zinc mine (the Peñasquito Mine) in Mexico (the
Peñasquito Mine is considered to be a material mineral property to Goldcorp);
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | a 100% interest in the Los Filos gold-silver mine (the Los Filos Mine) in Mexico (the Los Filos Mine is considered to be a
material mineral property to Goldcorp);
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | a 100% interest in the El Sauzal gold mine (the El Sauzal Mine) in Mexico;
| | - |  | ----------------------------------------------------------------------------



| |  |  | a 100% interest in the Noche Buena gold-silver project (the Noche Buena Project) in Mexico; and
| | - |  | -------------------------------------------------------------------------------------------------



| |  |  | a 100% interest in the Camino Rojo gold-silver project (the Camino Rojo Project) in Mexico.
| | - |  | ---------------------------------------------------------------------------------------------

Central and South America



| |  |  | a 40% interest in the Pueblo Viejo gold-silver-copper mine (the Pueblo Viejo Mine) in the Dominican Republic (the Pueblo Viejo
Mine is considered to be a material mineral property to Goldcorp);
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | a 100% interest in the Cerro Negro gold-silver project (the Cerro Negro Project) in Argentina (the Cerro Negro Project is
considered to be a material mineral property to Goldcorp);
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | a 100% interest in the Marlin gold-silver mine (the Marlin Mine) in Guatemala;
| | - |  | --------------------------------------------------------------------------------



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| |  |  | a 70% interest in the El Morro gold-copper project (the El Morro Project) in Chile;
| | - |  | -------------------------------------------------------------------------------------



| |  |  | a 371/2% interest in the Bajo de la
Alumbrera gold-copper mine (the Alumbrera Mine) in Argentina; and
| | - |  | -------------------------------------------------------------------------------------------------------



| |  |  | a 100% interest in the Cerro Blanco gold-silver project (the Cerro Blanco Project) in Guatemala.
| | - |  | --------------------------------------------------------------------------------------------------

In addition, Goldcorp currently holds approximately 39.7% of Tahoe Resources Inc.s (Tahoe) issued and
outstanding common shares, as well as interests in other companies.

The following map illustrates the Corporations
principal mineral properties which are located in Canada, the United States, Mexico and Central and South America.





LOGO





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Updated Technical Report for Éléonore Project and Pueblo Viejo Mine

On March 28, 2014, Goldcorp announced that updated NI 43-101 (as defined below) technical reports had been filed for each
of the Éléonore Project and the Pueblo Viejo Mine. See Description of the Business  Mineral Properties  Canada and the United States  Éléonore Project, Canada and Description of the
Business  Mineral Properties  Central and South America  Pueblo Viejo Mine for further details.

Sale of
Primero Common Shares

On March 26, 2014, the Corporation sold 31,151,200 common shares of Primero Mining
Corporation (Primero) pursuant to a secondary bought deal offering for aggregate gross proceeds $224,288,640. Goldcorp no longer holds any common shares of Primero.

Sale of Marigold Mine

On February 3, 2014, the Corporation and its joint venture partner, Barrick Gold Corporation
(Barrick), entered into an agreement to sell their respective interests in the Marigold Mine in Humboldt County, Nevada to Silver Standard Resources Inc. Under the terms of the agreement, Goldcorp and Barrick will receive total
consideration of $275 million in cash, subject to certain closing adjustments. Marigold Mine is a joint venture operation between Goldcorp, who is the operator and 66.7% partner, and Barrick, who is the 33.3% partner. The agreement is subject to
customary closing conditions and the sale is expected to close on April 4, 2014.

Bid for Osisko Mining Corporation

On January 14, 2014, the Corporation commenced its formal offer (the Osisko Offer) to acquire all of
the issued and outstanding common shares of Osisko Mining Corporation (Osisko). Under the terms of the Osisko Offer, Osisko shareholders will receive 0.146 of a common share of the Corporation (each common share of Goldcorp
generally referred to herein as a Common Share) plus C$2.26 in cash for each Osisko common share tendered to the offer.

On March 5, 2014, Goldcorp announced that the legal action commenced by Osisko in the Québec Superior Court has
been resolved based on an agreement reached between Goldcorp and Osisko. Pursuant to the agreement, Osisko has agreed to provide Goldcorp full access to non-public information relating to it and its subsidiaries (including access to the Canadian
Malartic Mine site and management of Osisko) immediately following the announcement of any transaction outside the normal course of its business, or in any event, no later than April 1, 2014. Osisko has also agreed to waive its shareholder
rights plan no later than April 14, 2014 and not to complete any material transaction outside the ordinary course of its business on or prior to April 15, 2014. Goldcorp has agreed not to take up and pay for any Osisko shares under its
offer until April 15, 2014. See Risk Factors  Integration of Osisko.

Updated Technical Report for
Peñasquito Mine

On January 8, 2014, Goldcorp announced that an updated NI 43-101 technical report had
been filed for the Peñasquito Mine. As detailed in the technical report, the 2014 and five-year production profile has been positively affected by the revised mine plan. The report indicates increased cash flows over the life of the mine,
supporting the current carrying value of the Peñasquito Mine cash-generating unit. It also includes a reduction to the projected mine life from 19 years to 13 years because the final two phases of the previous ultimate pit and lower-grade
mineralized material will not be mined or processed under current assumptions. A commensurate reduction in the Mineral Reserve estimates has resulted. The higher strip ratio pushbacks and lower-grade material requiring higher commodity prices to be
economically processed has been re-classified as Mineral Resources. See Description of the Business  Mineral Properties  Mexico  Peñasquito Mine, Mexico.



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Update on Land Claim Settlement with Cerro Gordo Ejido

In 2005, prior to construction of the Peñasquito Mine, an agreement was negotiated with the Cerro Gordo Ejido for the
use of 600 hectares (approximately 1,483 acres) of surface land located within the confines of the proposed Peñasquito Mine site. The terms of the agreement were based on comparable surface valuations in the region as well as on similar
agreements at the Peñasquito Mine and other Mexican mining operations. In 2009, the Cerro Gordo Ejido commenced an action against Goldcorps indirectly owned subsidiary, Minera Peñasquito, S.A. de C.V. (Minera
Peñasquito) in Mexicos agrarian courts challenging the land use agreement. Following a series of legal proceedings, the agrarian courts ruled on June 18, 2013, that the land use agreement was null and ordered the land to
be returned to the Cerro Gordo Ejido for payment of 2.4 million pesos. Three separate claims are currently proceeding in the First District Court of Zacatecas by the Cedros and Mazapil Ejidos and a local transportation union which have resulted
in the temporary and permanent suspension of the agrarian courts ruling. Under a permanent suspension, the agrarian courts ruling is suspended pending final determination of the Cedros Ejidos claim following appeal. The Cerro Gordo
Ejido has appealed the permanent suspension.

Negotiations are taking place under the official observation of the office
of the Mexican Secretary of the Economy and Goldcorp believes that proper representatives of both parties are currently engaged in a constructive process with a view to reaching a mutually beneficial settlement of the land claim. Goldcorp has filed
with the office of the Secretaria De Desarrollo Agrario Territorial y Urbano (SEDATU) the required filings to expropriate the disputed lands. In addition, Goldcorp will continue to employ all legal means at its disposal to ensure
continuity of operations and to protect Goldcorps mineral concession rights consistent with Mexican law. Operations at the Peñasquito Mine have not been impacted.

See Legal Proceedings and Regulatory Actions for further information with respect to these legal proceedings.

Lac Seul First Nation Collaboration Agreement

On August 19, 2013, Goldcorp and Lac Seul First Nation entered into a collaboration agreement setting a framework for
continued consultation and support for current and future operations of Red Lake Gold Mines and defining the long-term benefits for the Lac Seul First Nation, which is comprised of about 3,200 band members with significant historical ties to the
development of the Red Lake gold camp. The agreement lays the foundation for future benefits for the Lac Seul First Nation, including training and employment opportunities, business and contracting opportunities, and a framework for consultation on
regulatory permitting as well as Goldcorps future financial contributions in support of community development.

Agreement with
the Government of the Dominican Republic regarding Pueblo Viejo Mine

On May 8, 2013, Goldcorp announced that
Pueblo Viejo Dominicana Corporation (PVDC) had reached an agreement in principle with the Government of the Dominican Republic concerning amendments to the Pueblo Viejo Special Lease Agreement (the SLA). The
Pueblo Viejo Mine is operated by PVDC, which is jointly owned by Barrick (60%) and Goldcorp (40%). Following approval by the Dominican Republic National Congress on September 25, 2013, President Danilo Medina ratified the amendments to the
SLA. The amendments to the SLA set out revised fiscal terms and clarify various administrative and operational matters to the mutual benefit of the Dominican Republic and PVDC in order to facilitate project development and future operations.

New Executive Vice President and General Counsel and Executive Vice President, Capital Management

On April 1, 2013 and May 1, 2013, Charlene Ripley and Russell Ball joined the Corporations senior management
team as Executive Vice President and General Counsel and Executive Vice President, Capital Management, respectively. See Directors and Officers for additional information on Charlene Ripleys and Russell Balls prior
experience.



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Offering of $1.5 billion Senior Unsecured Notes

On March 20, 2013, Goldcorp completed a public offering of $1.5 billion in aggregate principal amount of senior unsecured
notes, consisting of $0.5 billion aggregate principal amount of 2.125% notes due March 15, 2018, and $1.0 billion aggregate principal amount of 3.70% notes due March 15, 2023 (the Senior Notes).

Commercial Production at Pueblo Viejo Mine

On January 15, 2013, Goldcorp announced commercial production at the Pueblo Viejo Mine.

New Executive Vice President and Chief Operating Officer

On August 8, 2012, Goldcorp announced that George Burns had been appointed Executive Vice President and Chief Operating
Officer, replacing Steve Reid. Mr. Burns previously held the positions of Senior Vice President, Mexico, and Senior Vice President, Canada and United States, with the Corporation. See Directors and Officers for additional
information on George Burns prior experience.

Dismissal of Claims Regarding Acquisition of Interest in El Morro Project

On June 26, 2012, the Ontario Superior Court of Justice dismissed the claims of Barrick thereby confirming that
Goldcorps acquisition of its interest in the El Morro Project was consistent with and abided by the relevant agreements and Chilean laws. These claims related to the statement of claim filed by Barrick on January 13, 2010, as later
amended in the Ontario Superior Court of Justice, against the Corporation, New Gold Inc. (New Gold), and their affiliated subsidiaries, relating to the exercise of the right of first refusal by a New Gold subsidiary in respect of
an interest in the El Morro Project held by Xstrata Copper Chile S.A.

Agua Rica Option

On August 31, 2011, Goldcorp and Xstrata Queensland Limited (now Glencore Queensland Limited) (Glencore
Queensland) entered into a definitive agreement with Yamana Gold Inc. (Yamana), whereby Minera Alumbrera Limited Sucursal (MMA), a joint venture partnership between Goldcorp (as to 37.5%), Glencore
Queensland (as to 50%) and Yamana (as to 12.5%), was granted an exclusive four-year option to acquire Yamanas 100% interest in the Agua Rica copper-gold project (the Agua Rica Project) for option payments of up to $110
million. During the option period, MMA has been managing the Agua Rica Project and has been funding a feasibility study and all development costs. MMA can exercise the option at any time during the four-year period through to an
approval-to-proceed decision for construction of the Agua Rica Project. On approval to proceed with construction and on exercise of the option to acquire the Agua Rica Project, Yamana will receive $150 million from MMA, and on commissioning Yamana
will receive an additional $50 million, in addition to the balance of any option payments from Goldcorp and Glencore Queensland. It was also agreed that Yamana would retain the right to a deferred payment related to 65% of the payable gold
production from the Agua Rica Project up to a maximum of 2.3 million ounces (the Gold Stream Cap). Goldcorp and Glencore Queensland will finance all payments related to the option on a 42.86% and 57.14% basis,
respectively. The Agua Rica Project is located approximately 30 kilometres from MMAs Alumbrera Mine in Argentina and it is envisioned that Agua Rica ore will be processed through the Alumbrera mill.

On October 28, 2013, the parties agreed to an extension period of twelve months in which certain optimizations for the
feasibility study would be undertaken with respect to the development of the Agua Rica Project. An option payment payable by Glencore Queensland and Goldcorp in 2013 was deferred to 2014 as part of this agreement and the Gold Stream Cap was removed.

Exercise of Share Purchase Warrants

On June 9, 2011, the Corporations 8.4 million common share purchase warrants (the Warrants)
issued in 2006 expired and were suspended from trading on the New York Stock Exchange (NYSE) and the Toronto



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Stock Exchange (TSX). Each Warrant entitled the holders to purchase at any time one Common Share at an exercise price of C$45.75. Of the 8.4 million Warrants issued,
7.0 million were exercised for total proceeds of C$322 million.

Cree Collaboration Agreement

On February 21, 2011, Goldcorp announced that it had entered into a collaboration agreement with the Cree Nation of
Wemindji, the Grand Council of the Crees (Eeyou Istchee) and the Cree Regional Authority regarding the development and operation of the Éléonore Project, representing the support of the Cree Nation as a whole, and ensuring a stable
regional environment for the development and operation of the Éléonore Project.

Pursuant to the agreement,
Goldcorp recognizes and respects Cree rights and interest in the area of the Éléonore Project and the Crees recognize and support Goldcorps rights and interest in the development and operation of the Éléonore
Project. The agreement will be in effect for the life of the mine, and includes provisions regarding the participation of the Crees in the development of the Éléonore Project throughout the life of the mine, including employment and
business opportunities and training and education initiatives. The agreement aligns Goldcorp and Cree interests in the economic success of the Éléonore Project, and ensures that the Crees will receive financial benefits through a
variety of fix payment mechanisms and participation in the future profitability of the mine. The agreement further reflects Goldcorps commitment to protecting the environment and supporting Crees social and cultural practices.

DESCRIPTION OF THE BUSINESS

Goldcorp is engaged in the acquisition, exploration, development and operation of gold properties. The Corporation continues
to investigate and negotiate the acquisition of additional gold mining properties or interests in such properties. There is no assurance that any such investigations or negotiations will result in the completion of an acquisition.

Principal Products

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

Competitive Conditions

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

In addition, the Corporation also competes with its competitors over sourcing raw materials and supplies used in connection
with its mining operations, as well as for skilled experienced workers. See Risk Factors  Availability of Supplies, Risk Factors  Availability of Key Executives and Other Personnel and Risk Factors 
Competition.

Operations

Raw Materials

The Corporation has (i) gold Mineral Reserves at the Red Lake Gold Mines, the Porcupine Mine, the Musselwhite Mine, the
El Sauzal Mine and the Éléonore Project; (ii) gold and silver Mineral Reserves at the Wharf Mine, the Dee/South Arturo Project, the Los Filos Mine, the Marlin Mine and the Cerro Negro Project; (iii) gold and copper Mineral
Reserves at the El Morro 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.



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Environmental Protection Requirements

The Corporations 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 Corporations total liability for reclamation and closure cost obligations at December 31, 2013 was $529
million. The undiscounted value of this liability is $1,847 million, calculated using an effective weighted inflation rate assumption of 2%. Reclamation expenditures for the year ended December 31, 2013 were $15 million.

See Environmental and Sustainability Policy below and the disclosure regarding environmental matters under the
respective descriptions of the Corporations material mineral properties herein for further details regarding environmental matters.

Employees

As at December 31, 2013, the Corporation had the following employees and contractors:



|                           |  |                              |       |  |                          |  |     |                   |  |  |               |  |  |             |       |  |  |  |       | 
|-------------------------- |  | ---------------------------- | ----- |  | ------------------------ |  | --- | ----------------- |  |  | ------------- |  |  | ----------- | ----- |  |  |  | ----- | 
|Location                   |  | Full-TimeSalaried(Non-Union) |       |  | Full-TimeSalaried(Union) |  |     | Hourly(Non-Union) |  |  | Hourly(Union) |  |  | Contractors |      
|                           |  |                              |       |  |                         
|Vancouver Office           |  |                              | 157   |  |                          |  | 0   |                   |  |  | 0             |  |  |             | 0     |  |  |  | 14    | 
|Toronto Office             |  |                              | 28    |  |                          |  | 0   |                   |  |  | 0             |  |  |             | 0     |  |  |  | 2     | 
|Reno Office                |  |                              | 26    |  |                          |  | 0   |                   |  |  | 0             |  |  |             | 0     |  |  |  | 0     | 
|Mexico Offices             |  |                              | 152   |  |                          |  | 0   |                   |  |  | 0             |  |  |             | 0     |  |  |  | 0     | 
|Guatemala Office           |  |                              | 39    |  |                          |  | 0   |                   |  |  | 0             |  |  |             | 0     |  |  |  | 10    | 
|Chile Offices              |  |                              | 50    |  |                          |  | 0   |                   |  |  | 0             |  |  |             | 0     |  |  |  | 4     | 
|Argentina Offices          |  |                              | 40    |  |                          |  | 0   |                   |  |  | 0             |  |  |             | 0     |  |  |  | 0     | 
|Equity Silver Mine         |  |                              | 4     |  |                          |  | 0   |                   |  |  | 0             |  |  |             | 0     |  |  |  | 0     | 
|Éléonore Project           |  |                              | 145   |  |                          |  | 0   |                   |  |  | 178           |  |  |             | 0     |  |  |  | 542   | 
|Musselwhite Mine           |  |                              | 167   |  |                          |  | 0   |                   |  |  | 387           |  |  |             | 0     |  |  |  | 231   | 
|Porcupine Mine             |  |                              | 230   |  |                          |  | 0   |                   |  |  | 249           |  |  |             | 260   |  |  |  | 270   | 
|Red Lake Gold Mines        |  |                              | 354   |  |                          |  | 0   |                   |  |  | 674           |  |  |             | 0     |  |  |  | 289   | 
|Marigold Mine              |  |                              | 64    |  |                          |  | 0   |                   |  |  | 281           |  |  |             | 0     |  |  |  | 0     | 
|Wharf Mine                 |  |                              | 33    |  |                          |  | 0   |                   |  |  | 126           |  |  |             | 0     |  |  |  | 12    | 
|El Sauzal Mine             |  |                              | 111   |  |                          |  | 259 |                   |  |  | 0             |  |  |             | 0     |  |  |  | 147   | 
|Los Filos Mine             |  |                              | 237   |  |                          |  | 0   |                   |  |  | 0             |  |  |             | 708   |  |  |  | 960   | 
|Peñasquito Mine            |  |                              | 394   |  |                          |  | 0   |                   |  |  | 0             |  |  |             | 1,281 |  |  |  | 1,427 | 
|Nukay Mine                 |  |                              | 52    |  |                          |  | 0   |                   |  |  | 0             |  |  |             | 167   |  |  |  | 322   | 
|Camino Rojo Project        |  |                              | 35    |  |                          |  | 0   |                   |  |  | 46            |  |  |             | 0     |  |  |  | 0     | 
|Marlin Mine                |  |                              | 1,457 |  |                          |  | 0   |                   |  |  | 63            |  |  |             | 0     |  |  |  | 1,704 | 
|Cerro Blanco Project       |  |                              | 62    |  |                          |  | 0   |                   |  |  | 0             |  |  |             | 0     |  |  |  | 36    | 
|San Martín Mine            |  |                              | 7     |  |                          |  | 0   |                   |  |  | 0             |  |  |             | 0     |  |  |  | 18    | 
|El Morro Project           |  |                              | 0     |  |                          |  | 0   |                   |  |  | 0             |  |  |             | 0     |  |  |  | 0     | 
|Cerro Negro Project        |  |                              | 331   |  |                          |  | 331 |                   |  |  | 0             |  |  |             | 0     |  |  |  | 3,060 | 
|Goldcorp Insurance Company |  |                              | 7     |  |                          |  | 0   |                   |  |  | 0             |  |  |             | 0     |  |  |  | 0     | 
|Goldcorp Trading GmbH      |  |                              | 3     |  |                          |  | 0   |                   |  |  | 0             |  |  |             | 0     |  |  |  | 0     | 
|Expatriates                |  |                              | 95    |  |                          |  | 0   |                   |  |  | 0             |  |  |             | 0     |  |  |  | 0     | 
|                           |  |                              |       |  |                          |  |     |                   |  |  |               |  |  |             |       |  |  |  |       | 
|                           |  |                              | 4,280 |  |                          |  | 590 |                   |  |  | 2,004         |  |  |             | 2,416 |  |  |  | 9,048 | 

The above table does not include employees at the Alumbrera Mine and the Pueblo Viejo Mine for
which the Corporation owns 371/2% and 40%, respectively, and is not the operator.

Generally, management believes that labour relations at all of Goldcorps locations are good. Despite this, recent
increased demand for skilled workers in the resource industry and increased demand for higher wages have led to higher employee turnover and increasing costs at some of Goldcorps operations. See Risk Factors  Availability of Key
Executives and Other Personnel.

Foreign Operations



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The Corporation currently owns, among other interests, 100% of the Wharf Mine in
the United States, 40% of the Dee/South Arturo Project in the United States, 100% of the Peñasquito Mine in Mexico, 100% of the Los Filos Mine in Mexico, 100% of the El Sauzal Mine in Mexico, 100% of the Noche Buena Project in Mexico, 100% of
the Camino Rojo Project in Mexico, 100% of the Marlin Mine in Guatemala, 40% of the Pueblo Viejo Mine in the Dominican Republic, 100% of the Cerro Negro Project in Argentina, 70% of the El Morro Project in Chile, 371/2% of the Alumbrera Mine in Argentina and 100% of the Cerro Blanco Project in Guatemala. Goldcorps operations are exposed to various
levels of political, economic and other 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; extreme fluctuations in
currency exchange rates; high rates of inflation; labour unrest; the risks of war or civil unrest; renegotiation or nullification of existing concessions, licenses, permits and contracts; illegal mining; changes in taxation policies; 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 the control of the Corporation and may adversely affect its 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, income taxes, expropriation of property, repatriation of profits, environmental
legislation, land use, water use, land claims of local people and mine safety. The effect of these factors cannot be accurately predicted. See Risk Factors  Foreign Operations, Risk Factors  Resource Nationalism,
Risk Factors  Government Regulation, Risk Factors  Economic and Political Instability in Argentina, Risk Factors  Security in Mexico, and Risk Factors  Corruption and Bribery
Risk.

Safety Commitment

The Corporations vision of making Goldcorp Safe Enough for Our Families is well understood by its employees
and the Corporation continues to advance safety performance across all regions of its operations and projects. At the end of 2013, Goldcorps safety performance, as measured by the frequency of reportable incidents, (being the All
Injuries Frequency Rate (AIFR)) remained unchanged from 2012, while its lost time injury frequency rate improved by 3%. After experiencing two fatalities in 2013, the Corporations focus in 2014 will continue to be on
eliminating fatalities. Goldcorp is continually striving to improve its safety record and as a result of analyses, has put an additional focus on several key areas, including: (a) increased senior management visibility in the field;
(b) improved risk identification and communication across the Corporation; (c) updated Golden Rules and the launch of Life Saving Rules; and (d) improvement of emergency response capabilities for all locations.

In 2013, as part of its safety commitment, Goldcorp continued a strategy of behavioural and leadership safety training to
address safety performance. At the end of 2013, Goldcorp piloted the Fighting Fatalities training and coaching and the roll out of this training and coaching will continue in 2014. Over 1,500 of the Corporations senior
managers and leaders have taken a three-day Safety Leadership Training program, and in 2013, over 7,000 employees completed an additional safety behavioral training. Goldcorps focus on Potential Fatal Occurrences
(PFO) partially contributed to an increase in overall incident reporting in 2013. The lessons learned as a result of the thorough investigations of PFOs were shared across the Corporation to avoid the potential recurrence of
similar incidents. In 2013, Goldcorps Safety Management System continued to be implemented and enhanced throughout the Corporations operations and projects. During 2013, Goldcorp commenced the development of a Sustainability
Excellence Management System (SEMS), which will include standards for safety and health, environment, corporate social responsibility and security. The SEMS is intended to be fully integrated into all core business functions
throughout the Corporation, and the Corporation expects that it will emphasize sustainability, responsibility and accountability at all organizational levels. Performance standards covering all activities that have the potential to affect the
sustainability of Goldcorps properties and the communities in which it operates are an integral part of the SEMS. Full implementation of the SEMS is expected to occur in 2014, during which time the Safety Management System will be integrated
into the SEMS, and will be redeployed as part of the SEMS. In 2013, four peer-review assessments of operations (Golden Eye safety reviews) were also completed within the Corporation in order to share best practices and assist with risk mitigation
strategies.

In October 2013, Goldcorp observed a Day of Remembrance at each of its locations and sites. The
Day of Remembrance included participation from Goldcorps executive and senior management, who were present at the



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various locations and sites. All operations, projects and offices stopped their normal activities that day to focus on safety, to remember employees who had lost their lives at work and to have
discussions about safety. The presentations were followed by activities at the various sites, where site employees, including the executive and senior management, reviewed their workplaces and addressed safety issues. Goldcorp also took advantage of
this day to officially launch its new Golden Rules and Life Saving Rules. As a result of the Day of Remembrance, Goldcorps AIFR improved by 30% from the third to the fourth quarter of 2013.

One of the objectives during the year ended December 31, 2013 was to continue the integration of Health (Industrial
Hygiene and Wellness) into the safety components. This was partially realized through the implementation of the new Golden Rule regarding hazardous substances. The launching of new guidelines for industrial hygiene management at the end of 2012 led
to the completion of a baseline situational analysis in 50% of Goldcorps operations in 2013. This work will be continued in 2014.

Occupational Health and Safety Policy

The Corporation has previously adopted an occupational health and safety policy (the Occupational Health and Safety
Policy) that guides the Corporations objective of a safe and healthy workplace. The Occupational Health and Safety Policy provides that Goldcorp will develop and implement effective management systems to identify, minimize and manage
health and safety risks; promote and enhance employee commitment and accountability; provide training and information; strive for continuous improvement by setting targets and measuring results; and provide the resources to achieve a safe and
healthy work environment. The Occupational Health and Safety Policy is available on the Corporations website at www.goldcorp.com.

Corporate Social Responsibility Policy

Goldcorps objective is to generate sustainable prosperity through its business operations, which means respecting the
safety and health of its employees, protecting the environment, respecting the human rights of its employees and the residents of the communities in which it operates, and contributing to the sustainable development of those communities.

The Corporation has adopted a corporate social responsibility policy (the Corporate Social Responsibility
Policy) that is guided by international standards and best practices and is supported by strategic relationships and other policies. Goldcorp believes that partnerships are the foundation of constructive, creative and sustainable
development. The Corporate Social Responsibility Policy provides that Goldcorp will meet its objectives through the development of meaningful and effective strategies for engaging with stakeholders, by establishing grievance mechanisms, and by
partnering with non-governmental organizations and integrating socio-economic, environmental, occupational health and safety, human rights, and governance best practices into the Corporations business processes. The Sustainability,
Environment, Health and Safety Committee of the Corporations Board of Directors (the Board) is responsible for overseeing the Corporate Social Responsibility Policy and information regarding assessments and performance will
be made available to the public through annual GRI (as defined below) reporting. The Corporate Social Responsibility Policy is available on the Corporations website at www.goldcorp.com in English, Spanish and French.

During 2013, Goldcorp continued to implement components of its corporate social responsibility framework at all of its
operating sites and projects, including: socio-economic baseline studies, stakeholder mapping and prioritization and upgraded grievance mechanisms. In addition, some of Goldcorps noteworthy corporate social responsibility activities and
initiatives continue to include, among other things, the following:



| |  |  | United Nations Global Compact(UN Global Compact)  The UN Global Compact is a strategic policy initiative for
businesses that are committed to aligning their operations and strategies with ten universally accepted principles in the areas of human rights, labour, environment and anti-corruption. In 2009, Goldcorp became a signatory to the UN Global Compact.
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | International Council on Mining and Metals (ICMM)  The ICMM is a collaborative organization comprised of mining and
metals companies and associations working together on sustainability-related
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



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| | issues important to the mining industry, of which Goldcorp is a member. The ICMM is a contributor to sustainable development and requires members to perform based on principles of sustainable
development.
| | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Global Reporting Initiative(GRI)  The GRI is intended to serve as a generally accepted framework for reporting on
an organizations economic, environmental, and social performance. The GRI Reporting Framework contains general and sector-specific content applicable for reporting an organizations sustainability performance. Goldcorp has committed to
using the GRI as the basis for its sustainability reporting and has been reporting to and against the GRI since 2007.
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Extractive Industries Transparency Initiative (EITI)  The EITI is a partnership of governments, international
organizations, companies, non-governmental organizations, investors and business and industrial organizations with the aim to strengthen governance by improving transparency in transactions between governments and companies in the extractive
industries. This transparency will in turn improve public awareness of the revenues from these industries, increasing the likelihood that they will contribute to sustainable development and poverty reduction. Goldcorp is an active supporter of the
EITI, through the Corporations membership in the ICMM and individual corporate action. In countries where governments have indicated a desire to be a part of the process, Goldcorp is actively involved in contributing to the success of the
initiative.
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Conflict-Free Gold Standard(CFGS)  Developed by the World Gold Council with extensive input from gold producers,
governments, civil society and supply chain participants, the CFGS establishes a common approach by which gold producers can assess and provide assurance that their gold has been extracted in a manner that does not cause, support or benefit unlawful
armed conflict or contribute to serious human rights abuses or breaches of international humanitarian law. The CFGS was published in October 2012 and is designed to apply to World Gold Council member companies and other entities involved in the
extraction of gold. Conformance with the CFGS will be externally assured. As a member of the World Gold Council, Goldcorp is committed to implement and conform to the CFGS.
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Voluntary Principles on Security and Human Rights(Voluntary Principles)  Governments of the United States and the
United Kingdom, companies in the extractive and energy sectors and non-governmental organizations have developed a set of voluntary principles 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. Although Goldcorp is presently in the process of reviewing its formal participation in the Voluntary Principles, the Corporation nonetheless embraces the Voluntary Principles
and seeks to support their core values, including multi-stakeholder dialogue among government, non-government organizations and the Corporation.
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

See also, Environmental and Sustainability Policy below.

Human Rights Policy

Goldcorp has adopted a human rights policy (the Human Rights Policy) which integrates human rights best
practices into business processes and informs decision-making and due diligence processes. The Human Rights Policy provides that Goldcorp shall operate in a way that respects human rights of employees and the communities in which the Corporation
operates. The Human Rights Policy is guided by international laws and provides for, among other things, human rights of indigenous peoples in association with Convention 69 of the International Labour Organization (ILO Convention
169).

The Human Rights Policy recognizes that while governments have the primary responsibility to protect
human rights, Goldcorps activities have the potential to impact the human rights of individuals affected by its business operations. As such, the Human Rights Policy provides that Goldcorp will seek constructive dialogues and partnerships with
a variety of stakeholders on its human rights performance, especially those impacted directly by its operations. Furthermore, beginning in 2012, to meet its responsibilities to respect human rights, the Corporation commenced developing the necessary
materials and partnerships to commence the training of all its employees and



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contractors on human rights and the Human Rights Policy. This training and its impact will be monitored and measured for effectiveness.

The Sustainability, Environment, Health and Safety Committee of the Board is responsible for overseeing the Human Rights
Policy and information regarding assessments and performance will be made available to the public through annual GRI reporting. The Human Rights Policy is available on the Corporations website at www.goldcorp.com in English,
Spanish and French.

Environmental and Sustainability Policy

Goldcorp has implemented an environmental and sustainability policy (the Environmental and Sustainability
Policy) which states that the Corporation and its subsidiaries are committed to the protection of life, health and the environment for present and future generations. Resources will be focused to achieve shareholder profitability in
all operations without neglecting Goldcorps commitment to sustainable development. The needs and culture of the local communities will be respected. All employees are responsible for incorporating into their planning and work the
actions necessary to fulfill this commitment. The Environmental and Sustainability Policy is available on the Corporations website at www.goldcorp.com.

To meet these responsibilities, Goldcorp will provide its employees with the necessary resources to:



| |  |  | Design, construct, operate and close the Corporations facilities to comply with applicable local regulations and laws and to meet
international guidelines.
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Promote employee commitment and accountability to the Environmental and Sustainability Policy and enhance employees capabilities in the
implementation through the use of integrated management systems.
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Promote the development and implementation of effective systems to minimize risks to health, safety and the environment.
| | - |  | ------------------------------------------------------------------------------------------------------------------------



| |  |  | Be proactive in community development programs so the communities are not reliant on the mines for their future.
| | - |  | ----------------------------------------------------------------------------------------------------------------



| |  |  | Communicate openly with employees, local stakeholders and governments on the Corporations plans, programs and performance.
| | - |  | ---------------------------------------------------------------------------------------------------------------------------



| |  |  | Work cooperatively with government agencies, local communities, educational institutions and suppliers to achieve safe handling, use and disposal
of all of the Corporations materials, resources and products.
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Use the best technologies to continuously improve the safe, efficient use of resources, processes and materials.
| | - |  | ----------------------------------------------------------------------------------------------------------------

In addition, as described above, during 2013, Goldcorp developed the SEMS, a performance-based framework and standards for
safety and health, environment, corporate social responsibility and security.

Goldcorps properties are routinely
inspected by regulatory staff to ensure that such properties are in compliance with applicable environmental laws and regulations. None of Goldcorps mineral properties received any fines or notices of violation of environmental laws or
regulations of a material nature during the year ended December 31, 2013. Such properties are also periodically audited by internal staff to ensure that such properties are in compliance with applicable environmental laws and regulations as
well as the Environmental and Sustainability Policy and standards. Such internal review also identifies areas where best practices can be updated. The Sustainability, Environment, Health and Safety Committee of the Board is responsible for
overseeing the Environmental and Sustainability Policy.



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As part of Goldcorps goal to minimize the impact on the environmental and
social aspects of its projects and operations, it develops comprehensive closure and reclamation plans as part of its initial project planning and design. If it acquires a property that lacks a closure plan, Goldcorp requires preparation of a
closure plan. As part of the Corporations annual strategic business planning, the Corporation, through interaction with its sites, identifies the significant environmental risks and reviews and updates the total closure costs for each property
to account for additional knowledge acquired in respect of a property or for changes in applicable laws or regulations. This process ensures that the Corporation properly budgets for the costs associated with implementing the environmental
policies.

In addition to the initiatives described above under Corporate Social Responsibility Policy, and
consistent with the Environmental and Sustainability Policy, additional initiatives of particular importance to Goldcorp relating to the protection of the environment and sustainability are:



| |  |  | Carbon Disclosure Project (CDP)  The CDP is an independent not-for-profit organization aiming to create a lasting
relationship between shareholders and corporations regarding the implications for shareholder value and commercial operations presented by climate change. The goal of the CDP is to facilitate a dialogue, supported by quality information, from which
a rational response to climate change will emerge. Goldcorp made its first submission to the CDP in 2007, and continues to report on an annual basis.
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | 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 and focuses on the management of cyanide and cyanide solutions. 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 implementation verification. Goldcorp became a signatory to the Cyanide Code in July 2007, and currently has eight
mines in four countries that are fully certified under the code (including Red Lake Gold Mines, Porcupine Mine, Musselwhite Mine, Wharf Mine, Peñasquito Mine, Los Filos Mine, El Sauzal Mine and Marlin Mine). Goldcorp now has all of its
nominated operations certified to the Cyanide Code.
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

As it relates to climate change, the Corporation
acknowledges climate change as an international and community concern. Accordingly, Goldcorp supports and endorses various initiatives for voluntary actions consistent with international initiatives on climate change. Goldcorp is committed to
reducing energy consumption and greenhouse gas emissions and it promotes energy efficiency at all of its operations. Goldcorp has implemented a corporate-wide energy strategy and established objectives and targets with respect to energy.

Access to available water resources is another environmental concern to the Corporation and is under increasing
pressure. Goldcorps use of water resources can have a potentially significant environmental impact if they are not designed and managed well and, as such, efficient water management is a priority at all of Goldcorps
operations. Goldcorp has a particular focus on recycling process water. Other initiatives that Goldcorp has adopted include predictive water balance models, continuous improvement programs, and performance monitoring systems. Goldcorp
monitors risks associated with water quality and quantity, and the potential impact on local communities. Recognizing the value of water as a shared resource, Goldcorp developed a corporate-wide Water Stewardship Strategy during 2013. The Water
Stewardship Strategy includes specific milestones to be achieved at each of Goldcorps operations, which include: designation of a person responsible for water stewardship at each operation, site-wide water audits, hydrogeological modeling, a
site-wide water balance, and basin scale water footprint characterization. Implementation of the Water Stewardship Strategy is currently underway.

On May 30, 2011, Goldcorp was recognized by NASDAQ as one of the top 100 companies in the world for its sustainability
practices as part of its NASDAQ OMX CRD Global Sustainability Index. The NASDAQ OMX CRD Global Sustainability Index is an equity-weighted index made up of 100 companies that lead in measuring and reporting their carbon footprint, energy usage, water
consumption, hazardous and non-hazardous waste generation, workforce initiatives and community investing. Included companies must voluntarily disclose their current environmental, social and governance risks as well as their revenue opportunities
and how it will affect future performance. Goldcorp was added to the Dow Jones Sustainability Index (DJSI) North America in each of 2010 and 2012. The DJSI includes over 340 global companies indentified as leaders in the areas of
sustainable economic,



- 17 -



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environmental and social performance. In addition, in 2013, Goldcorp in Mexico was named, for the sixth year in a row, a socially responsible company noted for excellence in Ethical Conduct,
Environmental Stewardship and Community Engagement by the Mexican Centre for Philanthropy and the Alliance for Corporate Social Responsibility.

In 2013, Goldcorp was the recipient of an award for Sustainable Performance in Mining at the Sustainable Performance Forum
Americas presented by Enablon. In addition, Goldcorps reclamation work at the Porcupine Mine was recognized with the Tom Peters Memorial Mine Rehabilitation Award.

Technical Information

CIM Standards Definitions

The estimated Mineral Reserves and Mineral Resources for the Red Lake Gold Mines, the Porcupine Mine, the Musselwhite Mine,
the Wharf Mine, the Éléonore Project, the Dee/South Arturo Project, the Los Filos Mine, the El Sauzal Mine, the Peñasquito Mine, the Marlin Mine, the Pueblo Viejo Mine, the Cerro Blanco Project, the Noche Buena Project, the San
Nicolas Project, the Cerro Negro Project and the El Morro Project have been calculated in accordance with the Canadian Institute of Mining, Metallurgy and Petroleum (CIM)  Definitions adopted by CIM Council on
December 27, 2010 (the CIM Standards) which were adopted by the Canadian Securities Administrators National Instrument 43-101 Standards of Disclosure for Mineral Projects (NI 43-101). The
following definitions are reproduced from the CIM Standards:

The term Mineral Resource
is a concentration or occurrence of diamonds, natural solid inorganic material or natural solid fossilized organic material including base and precious metals, coal and industrial minerals in or on the Earths crust in such form and quantity
and of such a grade or quality that it has reasonable prospects for economic extraction. The location, quantity, grade, geological characteristics and continuity of a Mineral Resource are known, estimated or interpreted from specific geological
evidence and knowledge. Mineral Resources are sub-divided, in order of increasing geological confidence, into Inferred, Indicated and Measured categories.

The term Inferred Mineral Resource is that part of a Mineral Resource for which quantity and
grade or quality can be estimated on the basis of geological evidence and limited sampling and reasonably assumed, but not verified, geological and grade continuity. The estimate is based on limited information and sampling gathered through
appropriate techniques from locations such as outcrops, trenches, pits, workings and drill holes.

The term
Indicated Mineral Resource is that part of a Mineral Resource for which quantity, grade or quality, densities, shape and physical characteristics can be estimated with a level of confidence sufficient to allow the
appropriate application of technical and economic parameters, to support mine planning and evaluation of the economic viability of the deposit. The estimate is based on detailed and reliable exploration and testing information gathered through
appropriate techniques from locations such as outcrops, trenches, pits, workings and drill holes that are spaced closely enough for geological and grade continuity to be reasonably assumed.

The term Measured Mineral Resource is that part of a Mineral Resource for which
quantity, grade or quality, densities, shape and physical characteristics are so well established that they can be estimated with confidence sufficient to allow the appropriate application of technical and economic parameters, to support production
planning and evaluation of the economic viability of the deposit. The estimate is based on detailed and reliable exploration, sampling and testing information gathered through appropriate techniques from locations such as outcrops, trenches, pits,
workings and drill holes that are spaced closely enough to confirm both geological and grade continuity.

The term
Mineral Reserve is the economically mineable part of a Measured or Indicated Mineral Resource demonstrated by at least a Preliminary Feasibility Study. This study must include adequate information on mining,
processing, metallurgical, economic, and other relevant factors that demonstrate, at the time of reporting, that economic extraction can be justified. A Mineral Reserve includes diluting materials and allowances for losses that may occur when the
material is mined.



- 18 -



---

The term Probable Mineral Reserve is the
economically mineable part of an Indicated Mineral Resource and, in some circumstances, a Measured Mineral Resource demonstrated by at least a Preliminary Feasibility Study. This study must include adequate information on mining, processing,
metallurgical, economic and other relevant factors that demonstrate, at the time of reporting, that economic extraction can be justified.

The term Proven Mineral Reserve is the economically mineable part of a Measured
Mineral Resource demonstrated by at least a Preliminary Feasibility Study. This study must include adequate information on mining, processing, metallurgical, economic, and other relevant factors that demonstrate, at the time of reporting, that
economic extraction is justified.

JORC Code Definitions

The estimated ore reserves and Mineral Resources for the Alumbrera Mine have been calculated in accordance with the current
(2004) 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:

The term
Mineral Resource means a concentration or occurrence of material of intrinsic economic interest in or on the Earths crust in such form, quality and quantity that there are reasonable prospects for eventual
economic extraction. The location, quantity, grade, geological characteristics and continuity of a Mineral Resource are known, estimated or interpreted from specific geological evidence and knowledge. Mineral Resources are sub-divided, in order of
increasing geological confidence, into Inferred, Indicated and Measured categories.

The term Inferred Mineral
Resource means that part of a Mineral Resource for which tonnage, grade and mineral content can be estimated with a low level of confidence. It is inferred from geological evidence and assumed but not verified geological and/or
grade continuity. It is based on information gathered through appropriate techniques from locations such as outcrops, trenches, pits, workings and drill holes which may be limited or of uncertain quality and reliability.

The term Indicated Mineral Resource means that part of a Mineral Resource for which tonnage,
densities, shape, physical characteristics, grade and mineral content can be estimated with a reasonable level of confidence. It is based on exploration, sampling and testing information gathered through appropriate techniques from locations such as
outcrops, trenches, pits, workings and drill holes. The locations are too widely or inappropriately spaced to confirm geological and/or grade continuity but are spaced closely enough for continuity to be assumed.

The term Measured Mineral Resource means that part of a Mineral Resource for which
tonnage, densities, shape, physical characteristics, grade and mineral content can be estimated with a high level of confidence. It is based on detailed and reliable exploration, sampling and testing information gathered through appropriate
techniques from locations such as outcrops, trenches, pits, workings and drill holes. The locations are spaced closely enough to confirm geological and grade continuity.

The term Ore Reserve means 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. Appropriate assessments and studies, have been carried out, and include consideration of and modification by
realistically assumed mining, metallurgical, economic, marketing, legal, environmental, social and governmental factors. These assessments demonstrate at the time of reporting that extraction could reasonably be justified. Ore Reserves are
sub-divided in order of increasing confidence into Probable Ore Reserves and Proved Ore Reserves.

The term
Probable Ore Reserve means the economically mineable part of an Indicated, and in some circumstances, a Measured Mineral Resource. It includes diluting materials and allowances for losses which may occur when
the material is mined. Appropriate assessments and studies have been carried out, and include consideration of and modification by realistically assumed mining, metallurgical, economic, marketing, legal, environmental, social and governmental
factors. These assessments demonstrate at the time of reporting that extraction could reasonably be justified.



- 19 -



---

The term Proved Ore Reserve means the
economically mineable part of a Measured Mineral Resource. It includes diluting materials and allowances for losses which may occur when the material is mined. Appropriate assessments and studies have been carried out, and include consideration of
and modification by realistically assumed mining, metallurgical, economic, marketing, legal, environmental, social and governmental factors. These assessments demonstrate at the time of reporting that extraction could reasonably be justified.

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 Standards. If the Ore Reserves and Mineral Resources for the Alumbrera Mine were estimated in accordance with the definitions in the CIM Standards, there would be no substantive difference in such Ore Reserves and
Mineral Resources.

Summary of Ore Reserve/Mineral Reserve and Mineral Resource Estimates

Ore Reserve/Mineral Reserve Estimates

The following table sets forth the estimated gold, silver and copper Ore Reserves/Mineral Reserves for the Red Lake Gold
Mines, the Porcupine Mine, the Musselwhite Mine, the Wharf Mine, the Dee/South Arturo Project, the Los Filos Mine, the El Sauzal Mine, the Peñasquito Mine, the Cerro Negro Project, the Alumbrera Mine, the Marlin Mine, the Pueblo Viejo Mine,
the Éléonore Project, the El Morro Project and the Camino Rojo Project as of December 31, 2013:

Proved/Proven and
Probable Gold, Silver and Copper Ore/Mineral Reserves (1)(2)(9)



|                          |  |                   |  |                  |        |  |                      |  |       |                        |  |  |           |  |  |                         |   |  |                           |  |       |                           |  |  |        |  |  |  |   | 
|------------------------- |  | ----------------- |  | ---------------- | ------ |  | -------------------- |  | ----- | ---------------------- |  |  | --------- |  |  | ----------------------- | - |  | ------------------------- |  | ----- | ------------------------- |  |  | ------ |  |  |  | - | 
|                          |  |                   |  |                  |        |  | Grade                |  |       | Contained Metal        | 
|                          |  |                   |  |                  |        |  |                      | 
|Deposit                   |  | Category          |  | Tonnes(millions) |        |  | Gold(gramsper tonne) |  |       | Silver(gramsper tonne) |  |  | Copper(%) |  |  | Gold(millions ofounces) |   |  | Silver(millions ofounces) |  |       | Copper(millions ofpounds) | 
|                          |  |                   |  |                  |        |  |                      | 
|Red Lake Gold Mines (3)   |  | Proven            |  |                  | 1.70   |  |                      |  | 12.34 |                        |  |  |          |  |  |                         |  |  |                           |  | 0.67  |                           |  |  |       |  |  |  |  | 
|                          |  | Probable          |  |                  | 6.29   |  |                      |  | 9.17  |                        |  |  |          |  |  |                         |  |  |                           |  | 1.88  |                           |  |  |       |  |  |  |  | 
|                          |  |                   |  |                  |        |  |                      |  |       |                        |  |  |           |  |  |                         |   |  |                           |  |       |                           |  |  |        |  |  |  |   | 
|                          |  | Proven + Probable |  |                  | 7.99   |  |                      |  | 9.94  |                        |  |  |          |  |  |                         |  |  |                           |  | 2.55  |                           |  |  |       |  |  |  |  | 
|                          |  |                   |  |                  |        |  |                      |  |       |                        |  |  |           |  |  |                         |   |  |                           |  |       |                           |  |  |        |  |  |  |   | 
|                          |  |                   |  |                  |        |  |                      | 
|Porcupine Mine            |  | Proven            |  |                  | 15.14  |  |                      |  | 2.01  |                        |  |  |          |  |  |                         |  |  |                           |  | 0.98  |                           |  |  |       |  |  |  |  | 
|                          |  | Probable          |  |                  | 50.31  |  |                      |  | 1.26  |                        |  |  |          |  |  |                         |  |  |                           |  | 2.03  |                           |  |  |       |  |  |  |  | 
|                          |  |                   |  |                  |        |  |                      |  |       |                        |  |  |           |  |  |                         |   |  |                           |  |       |                           |  |  |        |  |  |  |   | 
|                          |  | Proven + Probable |  |                  | 65.45  |  |                      |  | 1.43  |                        |  |  |          |  |  |                         |  |  |                           |  | 3.01  |                           |  |  |       |  |  |  |  | 
|                          |  |                   |  |                  |        |  |                      |  |       |                        |  |  |           |  |  |                         |   |  |                           |  |       |                           |  |  |        |  |  |  |   | 
|                          |  |                   |  |                  |        |  |                      | 
|Musselwhite Mine          |  | Proven            |  |                  | 3.63   |  |                      |  | 7.08  |                        |  |  |          |  |  |                         |  |  |                           |  | 0.83  |                           |  |  |       |  |  |  |  | 
|                          |  | Probable          |  |                  | 5.36   |  |                      |  | 5.97  |                        |  |  |          |  |  |                         |  |  |                           |  | 1.03  |                           |  |  |       |  |  |  |  | 
|                          |  |                   |  |                  |        |  |                      |  |       |                        |  |  |           |  |  |                         |   |  |                           |  |       |                           |  |  |        |  |  |  |   | 
|                          |  | Proven + Probable |  |                  | 8.99   |  |                      |  | 6.42  |                        |  |  |          |  |  |                         |  |  |                           |  | 1.85  |                           |  |  |       |  |  |  |  | 
|                          |  |                   |  |                  |        |  |                      |  |       |                        |  |  |           |  |  |                         |   |  |                           |  |       |                           |  |  |        |  |  |  |   | 
|                          |  |                   |  |                  |        |  |                      | 
|Wharf Mine                |  | Proven            |  |                  | 13.77  |  |                      |  | 0.77  |                        |  |  | 2.69      |  |  |                         |  |  |                           |  | 0.34  |                           |  |  | 1.19   |  |  |  |  | 
|                          |  | Probable          |  |                  | 7.48   |  |                      |  | 0.90  |                        |  |  | 3.69      |  |  |                         |  |  |                           |  | 0.22  |                           |  |  | 0.89   |  |  |  |  | 
|                          |  |                   |  |                  |        |  |                      |  |       |                        |  |  |           |  |  |                         |   |  |                           |  |       |                           |  |  |        |  |  |  |   | 
|                          |  | Proven + Probable |  |                  | 21.25  |  |                      |  | 0.82  |                        |  |  | 3.04      |  |  |                         |  |  |                           |  | 0.56  |                           |  |  | 2.08   |  |  |  |  | 
|                          |  |                   |  |                  |        |  |                      |  |       |                        |  |  |           |  |  |                         |   |  |                           |  |       |                           |  |  |        |  |  |  |   | 
|                          |  |                   |  |                  |        |  |                      | 
|Dee/South Arturo Project  |  | Proven            |  |                  | 0.00   |  |                      |  | 2.82  |                        |  |  | 8.87      |  |  |                         |  |  |                           |  | 0.00  |                           |  |  | 0.00   |  |  |  |  | 
|(Goldcorps 40% interest) |  | Probable          |  |                  | 13.68  |  |                      |  | 1.53  |                        |  |  | 7.74      |  |  |                         |  |  |                           |  | 0.67  |                           |  |  | 3.40   |  |  |  |  | 
|                          |  |                   |  |                  |        |  |                      |  |       |                        |  |  |           |  |  |                         |   |  |                           |  |       |                           |  |  |        |  |  |  |   | 
|                          |  | Proven + Probable |  |                  | 13.68  |  |                      |  | 1.53  |                        |  |  | 7.74      |  |  |                         |  |  |                           |  | 0.67  |                           |  |  | 3.40   |  |  |  |  | 
|                          |  |                   |  |                  |        |  |                      |  |       |                        |  |  |           |  |  |                         |   |  |                           |  |       |                           |  |  |        |  |  |  |   | 
|                          |  |                   |  |                  |        |  |                      | 
|Los Filos Mine (4)        |  | Proven            |  |                  | 67.15  |  |                      |  | 0.98  |                        |  |  | 5.63      |  |  |                         |  |  |                           |  | 2.11  |                           |  |  | 12.16  |  |  |  |  | 
|                          |  | Probable          |  |                  | 243.22 |  |                      |  | 0.75  |                        |  |  | 5.42      |  |  |                         |  |  |                           |  | 5.84  |                           |  |  | 42.35  |  |  |  |  | 
|                          |  |                   |  |                  |        |  |                      |  |       |                        |  |  |           |  |  |                         |   |  |                           |  |       |                           |  |  |        |  |  |  |   | 
|                          |  | Proven + Probable |  |                  | 310.37 |  |                      |  | 0.80  |                        |  |  | 5.46      |  |  |                         |  |  |                           |  | 7.95  |                           |  |  | 54.52  |  |  |  |  | 
|                          |  |                   |  |                  |        |  |                      |  |       |                        |  |  |           |  |  |                         |   |  |                           |  |       |                           |  |  |        |  |  |  |   | 
|                          |  |                   |  |                  |        |  |                      | 
|El Sauzal Mine            |  | Proven            |  |                  | 0.28   |  |                      |  | 1.33  |                        |  |  |          |  |  |                         |  |  |                           |  | 0.01  |                           |  |  |       |  |  |  |  | 
|                          |  | Probable          |  |                  | 2.45   |  |                      |  | 1.70  |                        |  |  |          |  |  |                         |  |  |                           |  | 0.13  |                           |  |  |       |  |  |  |  | 
|                          |  |                   |  |                  |        |  |                      |  |       |                        |  |  |           |  |  |                         |   |  |                           |  |       |                           |  |  |        |  |  |  |   | 
|                          |  | Proven + Probable |  |                  | 2.73   |  |                      |  | 1.66  |                        |  |  |          |  |  |                         |  |  |                           |  | 0.15  |                           |  |  |       |  |  |  |  | 
|                          |  |                   |  |                  |        |  |                      |  |       |                        |  |  |           |  |  |                         |   |  |                           |  |       |                           |  |  |        |  |  |  |   | 
|                          |  |                   |  |                  |        |  |                      | 
|Peñasquito Mine (5)       |  | Proven            |  |                  | 335.03 |  |                      |  | 0.71  |                        |  |  | 34.67     |  |  |                         |  |  |                           |  | 7.67  |                           |  |  | 373.42 |  |  |  |  | 
|Mill                      |  | Probable          |  |                  | 194.94 |  |                      |  | 0.47  |                        |  |  | 24.70     |  |  |                         |  |  |                           |  | 2.95  |                           |  |  | 154.81 |  |  |  |  | 
|                          |  |                   |  |                  |        |  |                      |  |       |                        |  |  |           |  |  |                         |   |  |                           |  |       |                           |  |  |        |  |  |  |   | 
|                          |  | Proven + Probable |  |                  | 529.97 |  |                      |  | 0.62  |                        |  |  | 31.00     |  |  |                         |  |  |                           |  | 10.62 |                           |  |  | 528.23 |  |  |  |  | 
|                          |  |                   |  |                  |        |  |                      |  |       |                        |  |  |           |  |  |                         |   |  |                           |  |       |                           |  |  |        |  |  |  |   | 
|                          |  |                   |  |                  |        |  |                      | 
|Peñasquito Mine (5)       |  | Proven            |  |                  | 41.97  |  |                      |  | 0.42  |                        |  |  | 32.66     |  |  |                         |  |  |                           |  | 0.56  |                           |  |  | 44.07  |  |  |  |  | 
|Heap Leach                |  | Probable          |  |                  | 41.49  |  |                      |  | 0.33  |                        |  |  | 24.60     |  |  |                         |  |  |                           |  | 0.44  |                           |  |  | 32.81  |  |  |  |  | 
|                          |  |                   |  |                  |        |  |                      |  |       |                        |  |  |           |  |  |                         |   |  |                           |  |       |                           |  |  |        |  |  |  |   | 
|                          |  | Proven + Probable |  |                  | 83.46  |  |                      |  | 0.37  |                        |  |  | 28.65     |  |  |                         |  |  |                           |  | 1.00  |                           |  |  | 76.88  |  |  |  |  | 
|                          |  |                   |  |                  |        |  |                      |  |       |                        |  |  |           |  |  |                         |   |  |                           |  |       |                           |  |  |        |  |  |  |   | 
|                          |  |                   |  |                  |        |  |                      | 
|Cerro Negro Project(6)    |  | Proven            |  |                  | 0.04   |  |                      |  | 11.08 |                        |  |  | 204.00    |  |  |                         |  |  |                           |  | 0.01  |                           |  |  | 0.26   |  |  |  |  | 
|                          |  | Probable          |  |                  | 18.87  |  |                      |  | 9.43  |                        |  |  | 80.94     |  |  |                         |  |  |                           |  | 5.72  |                           |  |  | 49.10  |  |  |  |  | 
|                          |  |                   |  |                  |        |  |                      |  |       |                        |  |  |           |  |  |                         |   |  |                           |  |       |                           |  |  |        |  |  |  |   | 
|                          |  | Proven + Probable |  |                  | 18.91  |  |                      |  | 9.43  |                        |  |  | 81.20     |  |  |                         |  |  |                           |  | 5.74  |                           |  |  | 49.36  |  |  |  |  | 
|                          |  |                   |  |                  |        |  |                      |  |       |                        |  |  |           |  |  |                         |   |  |                           |  |       |                           |  |  |        |  |  |  |   | 



- 20 -



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|                             |  |                          |  |                  |        |  |                      |  |      |                        |  |  |           |  |  |                         |      |  |                           |  |       |                           |  |  |        |  |  |  |       | 
|---------------------------- |  | ------------------------ |  | ---------------- | ------ |  | -------------------- |  | ---- | ---------------------- |  |  | --------- |  |  | ----------------------- | ---- |  | ------------------------- |  | ----- | ------------------------- |  |  | ------ |  |  |  | ----- | 
|                             |  |                          |  |                  |        |  | Grade                |  |      | Contained Metal        | 
|                             |  |                          |  |                  |        |  |                      | 
|Deposit                      |  | Category                 |  | Tonnes(millions) |        |  | Gold(gramsper tonne) |  |      | Silver(gramsper tonne) |  |  | Copper(%) |  |  | Gold(millions ofounces) |      |  | Silver(millions ofounces) |  |       | Copper(millions ofpounds) | 
|                             |  |                          |  |                  |        |  |                      | 
|Alumbrera Mine               |  | Proved                   |  |                  | 66.56  |  |                      |  | 0.35 |                        |  |  |          |  |  |                         | 0.35 |  |                           |  | 0.75  |                           |  |  |       |  |  |  | 514   | 
|(Goldcorps 371/2% interest) |  | Probable                 |  |                  | 1.88   |  |                      |  | 0.21 |                        |  |  |          |  |  |                         | 0.26 |  |                           |  | 0.01  |                           |  |  |        |  |  |  | 11    | 
|                             |  |                          |  |                  |        |  |                      |  |      |                        |  |  |           |  |  |                         |      |  |                           |  |       |                           |  |  |        |  |  |  |       | 
|                             |  | Proved + Probable        |  |                  | 68.44  |  |                      |  | 0.35 |                        |  |  |          |  |  |                         | 0.35 |  |                           |  | 0.76  |                           |  |  |       |  |  |  | 524   | 
|                             |  |                          |  |                  |        |  |                      |  |      |                        |  |  |           |  |  |                         |      |  |                           |  |       |                           |  |  |        |  |  |  |       | 
|                             |  |                          |  |                  |        |  |                      | 
|Marlin Mine                  |  | Proven                   |  |                  | 3.33   |  |                      |  | 4.05 |                        |  |  | 190.02    |  |  |                         |     |  |                           |  | 0.43  |                           |  |  | 20.36  |  |  |  |      | 
|                             |  | Probable                 |  |                  | 1.55   |  |                      |  | 4.31 |                        |  |  | 211.31    |  |  |                         |     |  |                           |  | 0.21  |                           |  |  | 10.54  |  |  |  |      | 
|                             |  |                          |  |                  |        |  |                      |  |      |                        |  |  |           |  |  |                         |      |  |                           |  |       |                           |  |  |        |  |  |  |       | 
|                             |  | Proven + Probable        |  |                  | 4.88   |  |                      |  | 4.13 |                        |  |  | 196.78    |  |  |                         |     |  |                           |  | 0.65  |                           |  |  | 30.90  |  |  |  |      | 
|                             |  |                          |  |                  |        |  |                      |  |      |                        |  |  |           |  |  |                         |      |  |                           |  |       |                           |  |  |        |  |  |  |       | 
|                             |  |                          |  |                  |        |  |                      | 
|Pueblo Viejo Mine (7)        |  | Proven                   |  |                  | 14.59  |  |                      |  | 3.35 |                        |  |  | 24.45     |  |  |                         | 0.09 |  |                           |  | 1.57  |                           |  |  | 11.47  |  |  |  | 28    | 
|(Goldcorps 40% interest)    |  | Probable                 |  |                  | 47.31  |  |                      |  | 3.22 |                        |  |  | 19.23     |  |  |                         | 0.12 |  |                           |  | 4.89  |                           |  |  | 29.25  |  |  |  | 124   | 
|                             |  | Proven + Probable        |  |                  | 61.90  |  |                      |  | 3.25 |                        |  |  | 20.46     |  |  |                         | 0.11 |  |                           |  | 6.46  |                           |  |  | 40.72  |  |  |  | 152   | 
|                             |  |                          |  |                  |        |  |                      | 
|Éléonore Project (8)         |  | Proven                   |  |                  |       |  |                      |  |     |                        |  |  |          |  |  |                         |     |  |                           |  |      |                           |  |  |       |  |  |  |      | 
|                             |  | Probable                 |  |                  | 19.30  |  |                      |  | 6.49 |                        |  |  |          |  |  |                         |     |  |                           |  | 4.03  |                           |  |  |       |  |  |  |      | 
|                             |  |                          |  |                  |        |  |                      |  |      |                        |  |  |           |  |  |                         |      |  |                           |  |       |                           |  |  |        |  |  |  |       | 
|                             |  | Proven + Probable        |  |                  | 19.30  |  |                      |  | 6.49 |                        |  |  |          |  |  |                         |     |  |                           |  | 4.03  |                           |  |  |       |  |  |  |      | 
|                             |  |                          |  |                  |        |  |                      |  |      |                        |  |  |           |  |  |                         |      |  |                           |  |       |                           |  |  |        |  |  |  |       | 
|                             |  |                          |  |                  |        |  |                      | 
|El Morro Project             |  | Proven                   |  |                  | 233.95 |  |                      |  | 0.56 |                        |  |  |          |  |  |                         | 0.55 |  |                           |  | 4.24  |                           |  |  |       |  |  |  | 2,818 | 
|(Goldcorps 70% interest)    |  | Probable                 |  |                  | 215.56 |  |                      |  | 0.36 |                        |  |  |          |  |  |                         | 0.44 |  |                           |  | 2.49  |                           |  |  |       |  |  |  | 2,068 | 
|                             |  |                          |  |                  |        |  |                      |  |      |                        |  |  |           |  |  |                         |      |  |                           |  |       |                           |  |  |        |  |  |  |       | 
|                             |  | Proven + Probable        |  |                  | 449.51 |  |                      |  | 0.47 |                        |  |  |          |  |  |                         | 0.49 |  |                           |  | 6.73  |                           |  |  |       |  |  |  | 4,886 | 
|                             |  |                          |  |                  |        |  |                      |  |      |                        |  |  |           |  |  |                         |      |  |                           |  |       |                           |  |  |        |  |  |  |       | 
|                             |  |                          |  |                  |        |  |                      | 
|Camino Rojo Project          |  | Proven                   |  |                  |       |  |                      |  |     |                        |  |  |          |  |  |                         |     |  |                           |  |      |                           |  |  |       |  |  |  |      | 
|                             |  | Probable                 |  |                  | 66.76  |  |                      |  | 0.76 |                        |  |  | 14.94     |  |  |                         |     |  |                           |  | 1.63  |                           |  |  | 32.07  |  |  |  |      | 
|                             |  | Proven + Probable        |  |                  | 66.76  |  |                      |  | 0.76 |                        |  |  | 14.94     |  |  |                         |     |  |                           |  | 1.63  |                           |  |  | 32.07  |  |  |  |      | 
|                             |  |                          |  |                  |        |  |                      | 
|Total                        |  | Proved/Proven            |  |                  |        |  |                      |  |      |                        |  |  |           |  |  |                         |      |  |                           |  | 20.18 |                           |  |  | 462.93 |  |  |  | 3,359 | 
|                             |  | Probable                 |  |                  |        |  |                      |  |      |                        |  |  |           |  |  |                         |      |  |                           |  | 34.18 |                           |  |  | 355.22 |  |  |  | 2,203 | 
|                             |  | Proved/Proven + Probable |  |                  |        |  |                      |  |      |                        |  |  |           |  |  |                         |      |  |                           |  | 54.36 |                           |  |  | 818.15 |  |  |  | 5,563 | 





|(1) | All Mineral Reserves or Ore Reserves have been calculated in accordance with the CIM Standards or the JORC Code. The JORC Code has been accepted for
current disclosure rules in Canada under NI 43-101. All Mineral Reserves and Ore Reserves have been reported as of December 31, 2013.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | All Mineral Reserves and Ore Reserves set out in the table above, have been reviewed and approved by Maryse Belanger, P. Geo., Senior Vice
President, Technical Services, Goldcorp, who is a qualified person under NI 43-101.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(3) | The Mineral Reserves for the Red Lake Gold Mines set out in the table above are classified as proven and probable, and are based on the CIM
Standards. See Description of the Business  Mineral Properties  Canada and the United States  Red Lake Gold Mines, Canada  Mineral Reserve and Mineral Resource Estimates for further details.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(4) | The Mineral Reserves for the Los Filos Mine set out in the table above are classified as proven and probable, and are based on the CIM Standards.
See Description of the Business  Mineral Properties  Mexico  Los Filos Mine, Mexico  Mineral Reserve and Mineral Resource Estimates for further details.
|--- | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(5) | The Mineral Reserves for the Peñasquito Mine set out in the table above are classified as proven and probable, and are based on the CIM
Standards. See Description of the Business  Mineral Properties  Mexico  Peñasquito Mine, Mexico  Mineral Reserve and Mineral Resource Estimates for further details.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(6) | The Mineral Reserves for the Cerro Negro Project set out in the table above are classified as proven and probable, and are based on the CIM
Standards. See Description of the Business  Mineral Properties  Central and South America  Cerro Negro Project, Argentina  Mineral Reserve and Mineral Resource Estimates for further details.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(7) | The Mineral Reserves for the Pueblo Viejo Mine set out in the table above are classified as proven and probable, and are based on the CIM Standards.
See Description of the Business  Mineral Properties  Central and South America  Pueblo Viejo Mine, Dominican Republic  Mineral Reserve and Mineral Resource Estimates for further details.
|--- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(8) | The Mineral Reserves for the Éléonore Project set out in the table above are classified as proven and probable, and are based on the
CIM Standards. See Description of the Business  Mineral Properties  Canada and the United States  Éléonore Project, Canada  Mineral Reserve and Mineral Resource Estimates for further details.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(9) | Numbers may not add up due to rounding.
|--- | ---------------------------------------



- 21 -



---

The following table sets forth the estimated lead and zinc Mineral Reserves for
the Peñasquito Mine  Mill as of December 31, 2013:

Proven and Probable Lead and Zinc Mineral Reserves (1)(2)(3)(4)



|                  |  |            |        |  |       |  |      |                 |  |  |                     |  |  |                     |       |  |  |  |       | 
|----------------- |  | ---------- | ------ |  | ----- |  | ---- | --------------- |  |  | ------------------- |  |  | ------------------- | ----- |  |  |  | ----- | 
|                  |  |            |        |  | Grade |  |      | Contained Metal | 
|                  |  |            |        |  |      
|Category          |  | Tonnes     |        |  | Lead  |  |      | Zinc            |  |  | Lead                |  |  | Zinc                |      
|                  |  | (millions) |        |  | (%)   |  |      | (%)             |  |  | (millions ofpounds) |  |  | (millions ofpounds) |      
|                  |  |            |        |  |      
|Proven            |  |            | 335.03 |  |       |  | 0.35 |                 |  |  | 0.85                |  |  |                     | 2,621 |  |  |  | 6,308 | 
|Probable          |  |            | 194.94 |  |       |  | 0.25 |                 |  |  | 0.62                |  |  |                     | 1,074 |  |  |  | 2,665 | 
|Proven + Probable |  |            | 529.97 |  |       |  | 0.32 |                 |  |  | 0.77                |  |  |                     | 3,695 |  |  |  | 8,973 | 





|(1) | All Mineral Reserves have been calculated in accordance with the CIM Standards. All Mineral Reserves have been reported as of December 31,
2013.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | All Mineral Reserves set out in the table above have been reviewed and approved by Maryse Belanger, P. Geo., Senior Vice President, Technical
Services, Goldcorp, who is a qualified person under NI 43-101.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(3) | The Mineral Reserves for the Peñasquito Mine set out in the table above are classified as proven and probable, and are based on the CIM
Standards. See Description of the Business  Mineral Properties  Mexico  Peñasquito Mine, Mexico  Mineral Reserve and Mineral Resource Estimates for further details.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(4) | Numbers may not add up due to rounding.
|--- | ---------------------------------------

Mineral Resource Estimates

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

This section uses the terms Measured, Indicated and Inferred Resources. United States
investors are advised that while such terms are recognized and required by Canadian regulations, the United States Securities and Exchange Commission (SEC) does not recognize them. Inferred Mineral Resources have a
great amount of uncertainty as to their existence, and as to their economic and legal feasibility. It cannot be assumed that all or any part of an Inferred Mineral Resource will ever be upgraded to a higher category. Under Canadian rules, estimates
of Inferred Mineral Resources may not form the basis of feasibility or other economic studies. United States investors are cautioned not to assume that all or any part of Measured or Indicated Mineral Resources will ever be converted into Mineral
Reserves. United States investors are also cautioned not to assume that all or any part of an Inferred Mineral Resource exists, or is economically or legally mineable.

The following table sets forth the estimated gold, silver and copper Mineral Resources for the Red Lake Gold Mines, the
Cochenour Deposit, the Porcupine Mine, the Musselwhite Mine, the Wharf Mine, the Éléonore Project, the Dee/South Arturo Project, the Los Filos Mine, the El Sauzal Mine, the Peñasquito Mine, the Cerro Negro Project, the Marlin
Mine, the Pueblo Viejo Mine, the El Morro Project, the Cerro Blanco Project, the Noche Buena Project, the San Nicolas Project and the Camino Rojo Project as of December 31, 2013:

Measured, Indicated and Inferred Gold, Silver and Copper Mineral Resources
(1)(2)(9)(10)

(excluding Proved/Proven and Probable Mineral Reserves)



|                        |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |   |  |                      |  |      |                      |  |  |   |  |  |  |   | 
|----------------------- |  | -------------------- |  | ---------- | ------ |  | ---------------- |  | ----- | ---------------- |  |  | ------ |  |  | -------------------- | - |  | -------------------- |  | ---- | -------------------- |  |  | - |  |  |  | - | 
|                        |  |                      |  |            |        |  | Grade            |  |       | Contained Metal  | 
|                        |  |                      |  |            |        |  |                  | 
|Deposit                 |  | Category             |  | Tonnes     |        |  | Gold             |  |       | Silver           |  |  | Copper |  |  | Gold                 |   |  | Silver               |  |      | Copper               | 
|                        |  |                      |  | (millions) |        |  | (gramsper tonne) |  |       | (gramsper tonne) |  |  | (%)    |  |  | (millions of
ounces) |   |  | (millions of
ounces) |  |      | (millions of
pounds) | 
|                        |  |                      |  |            |        |  |                  | 
|Red Lake Gold Mines (3) |  | Measured             |  |            | 1.49   |  |                  |  | 18.64 |                  |  |  |       |  |  |                      |  |  |                      |  | 0.89 |                      |  |  |  |  |  |  |  | 
|                        |  | Indicated            |  |            | 3.09   |  |                  |  | 15.23 |                  |  |  |       |  |  |                      |  |  |                      |  | 1.52 |                      |  |  |  |  |  |  |  | 
|                        |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |   |  |                      |  |      |                      |  |  |   |  |  |  |   | 
|                        |  | Measured + Indicated |  |            | 4.59   |  |                  |  | 16.34 |                  |  |  |       |  |  |                      |  |  |                      |  | 2.41 |                      |  |  |  |  |  |  |  | 
|                        |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |   |  |                      |  |      |                      |  |  |   |  |  |  |   | 
|                        |  | Inferred             |  |            | 3.06   |  |                  |  | 17.64 |                  |  |  |       |  |  |                      |  |  |                      |  | 1.73 |                      |  |  |  |  |  |  |  | 
|                        |  |                      |  |            |        |  |                  | 
|Cochenour Deposit (3)   |  | Measured             |  |            |       |  |                  |  |      |                  |  |  |       |  |  |                      |  |  |                      |  |     |                      |  |  |  |  |  |  |  | 
|                        |  | Indicated            |  |            |       |  |                  |  |      |                  |  |  |       |  |  |                      |  |  |                      |  |     |                      |  |  |  |  |  |  |  | 
|                        |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |   |  |                      |  |      |                      |  |  |   |  |  |  |   | 
|                        |  | Measured + Indicated |  |            |       |  |                  |  |      |                  |  |  |       |  |  |                      |  |  |                      |  |     |                      |  |  |  |  |  |  |  | 
|                        |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |   |  |                      |  |      |                      |  |  |   |  |  |  |   | 
|                        |  | Inferred             |  |            | 9.05   |  |                  |  | 11.18 |                  |  |  |       |  |  |                      |  |  |                      |  | 3.25 |                      |  |  |  |  |  |  |  | 
|                        |  |                      |  |            |        |  |                  | 
|Porcupine Mine          |  | Measured             |  |            | 43.59  |  |                  |  | 1.29  |                  |  |  |       |  |  |                      |  |  |                      |  | 1.80 |                      |  |  |  |  |  |  |  | 
|                        |  | Indicated            |  |            | 149.53 |  |                  |  | 1.16  |                  |  |  |       |  |  |                      |  |  |                      |  | 5.59 |                      |  |  |  |  |  |  |  | 
|                        |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |   |  |                      |  |      |                      |  |  |   |  |  |  |   | 



- 22 -



---

|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|------------------------- |  | -------------------- |  | ---------- | ------ |  | ---------------- |  | ----- | ---------------- |  |  | ------ |  |  | -------------------- | ---- |  | -------------------- |  | ---- | -------------------- |  |  | ------ |  |  |  | ----- | 
|                          |  |                      |  |            |        |  | Grade            |  |       | Contained Metal  | 
|                          |  |                      |  |            |        |  |                  | 
|Deposit                   |  | Category             |  | Tonnes     |        |  | Gold             |  |       | Silver           |  |  | Copper |  |  | Gold                 |      |  | Silver               |  |      | Copper               | 
|                          |  |                      |  | (millions) |        |  | (gramsper tonne) |  |       | (gramsper tonne) |  |  | (%)    |  |  | (millions of
ounces) |      |  | (millions of
ounces) |  |      | (millions of
pounds) | 
|                          |  | Measured + Indicated |  |            | 193.12 |  |                  |  | 1.19  |                  |  |  |       |  |  |                      |     |  |                      |  | 7.39 |                      |  |  |       |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|                          |  | Inferred             |  |            | 17.03  |  |                  |  | 2.17  |                  |  |  |       |  |  |                      |     |  |                      |  | 1.19 |                      |  |  |       |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  | 
|Musselwhite Mine          |  | Measured             |  |            | 0.11   |  |                  |  | 5.33  |                  |  |  |       |  |  |                      |     |  |                      |  | 0.02 |                      |  |  |       |  |  |  |      | 
|                          |  | Indicated            |  |            | 0.69   |  |                  |  | 5.63  |                  |  |  |       |  |  |                      |     |  |                      |  | 0.13 |                      |  |  |       |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|                          |  | Measured + Indicated |  |            | 0.80   |  |                  |  | 5.59  |                  |  |  |       |  |  |                      |     |  |                      |  | 0.14 |                      |  |  |       |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|                          |  | Inferred             |  |            | 4.73   |  |                  |  | 5.65  |                  |  |  |       |  |  |                      |     |  |                      |  | 0.86 |                      |  |  |       |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  | 
|Wharf Mine                |  | Measured             |  |            | 4.35   |  |                  |  | 0.70  |                  |  |  | 3.58   |  |  |                      |     |  |                      |  | 0.10 |                      |  |  | 0.50   |  |  |  |      | 
|                          |  | Indicated            |  |            | 1.49   |  |                  |  | 0.70  |                  |  |  | 3.51   |  |  |                      |     |  |                      |  | 0.03 |                      |  |  | 0.17   |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|                          |  | Measured + Indicated |  |            | 5.84   |  |                  |  | 0.70  |                  |  |  | 3.56   |  |  |                      |     |  |                      |  | 0.13 |                      |  |  | 0.67   |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|                          |  | Inferred             |  |            |       |  |                  |  |      |                  |  |  |       |  |  |                      |     |  |                      |  |     |                      |  |  |       |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  | 
|Éléonore Project (4)      |  | Measured             |  |            |       |  |                  |  |      |                  |  |  |       |  |  |                      |     |  |                      |  |     |                      |  |  |       |  |  |  |      | 
|                          |  | Indicated            |  |            |       |  |                  |  |      |                  |  |  |       |  |  |                      |     |  |                      |  |     |                      |  |  |       |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|                          |  | Measured + Indicated |  |            |       |  |                  |  |      |                  |  |  |       |  |  |                      |     |  |                      |  |     |                      |  |  |       |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|                          |  | Inferred             |  |            | 13.25  |  |                  |  | 9.63  |                  |  |  |       |  |  |                      |     |  |                      |  | 4.10 |                      |  |  |       |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  | 
|Dee/South Arturo Project  |  | Measured             |  |            | 0.00   |  |                  |  | 2.82  |                  |  |  | 8.87   |  |  |                      |     |  |                      |  | 0.00 |                      |  |  | 0.00   |  |  |  |      | 
|(Goldcorps 40% interest) |  | Indicated            |  |            | 21.75  |  |                  |  | 1.37  |                  |  |  | 6.30   |  |  |                      |     |  |                      |  | 0.96 |                      |  |  | 4.40   |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|                          |  | Measured + Indicated |  |            | 21.75  |  |                  |  | 1.37  |                  |  |  | 6.30   |  |  |                      |     |  |                      |  | 0.96 |                      |  |  | 4.40   |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|                          |  | Inferred             |  |            | 10.32  |  |                  |  | 0.44  |                  |  |  | 2.17   |  |  |                      |     |  |                      |  | 0.15 |                      |  |  | 0.72   |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  | 
|Los Filos Mine (5)        |  | Measured             |  |            | 9.87   |  |                  |  | 2.89  |                  |  |  | 11.47  |  |  |                      |     |  |                      |  | 0.92 |                      |  |  | 3.64   |  |  |  |      | 
|                          |  | Indicated            |  |            | 71.39  |  |                  |  | 0.82  |                  |  |  | 7.05   |  |  |                      |     |  |                      |  | 1.88 |                      |  |  | 16.19  |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|                          |  | Measured + Indicated |  |            | 81.26  |  |                  |  | 1.07  |                  |  |  | 7.59   |  |  |                      |     |  |                      |  | 2.79 |                      |  |  | 19.82  |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|                          |  | Inferred             |  |            | 191.67 |  |                  |  | 0.82  |                  |  |  | 5.97   |  |  |                      |     |  |                      |  | 5.03 |                      |  |  | 36.79  |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  | 
|El Sauzal Mine            |  | Measured             |  |            | 1.50   |  |                  |  | 0.94  |                  |  |  |       |  |  |                      |     |  |                      |  | 0.05 |                      |  |  |       |  |  |  |      | 
|                          |  | Indicated            |  |            | 0.71   |  |                  |  | 1.52  |                  |  |  |       |  |  |                      |     |  |                      |  | 0.03 |                      |  |  |       |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|                          |  | Measured + Indicated |  |            | 2.21   |  |                  |  | 1.13  |                  |  |  |       |  |  |                      |     |  |                      |  | 0.08 |                      |  |  |       |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|                          |  | Inferred             |  |            | 0.04   |  |                  |  | 1.41  |                  |  |  |       |  |  |                      |     |  |                      |  | 0.00 |                      |  |  |       |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  | 
|Peñasquito Mine (6)       |  | Measured             |  |            | 32.23  |  |                  |  | 0.25  |                  |  |  | 23.51  |  |  |                      |     |  |                      |  | 0.26 |                      |  |  | 24.36  |  |  |  |      | 
|Mill                      |  | Indicated            |  |            | 248.38 |  |                  |  | 0.27  |                  |  |  | 30.81  |  |  |                      |     |  |                      |  | 2.16 |                      |  |  | 246.04 |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|                          |  | Measured + Indicated |  |            | 280.61 |  |                  |  | 0.27  |                  |  |  | 29.97  |  |  |                      |     |  |                      |  | 2.42 |                      |  |  | 270.40 |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|                          |  | Inferred             |  |            | 40.79  |  |                  |  | 0.17  |                  |  |  | 30.82  |  |  |                      |     |  |                      |  | 0.22 |                      |  |  | 40.42  |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  | 
|Peñasquito Mine (6)       |  | Measured             |  |            | 0.23   |  |                  |  | 0.18  |                  |  |  | 11.14  |  |  |                      |     |  |                      |  | 0.00 |                      |  |  | 0.08   |  |  |  |      | 
|Heap Leach                |  | Indicated            |  |            | 3.83   |  |                  |  | 0.18  |                  |  |  | 15.84  |  |  |                      |     |  |                      |  | 0.02 |                      |  |  | 1.95   |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|                          |  | Measured + Indicated |  |            | 4.06   |  |                  |  | 0.18  |                  |  |  | 15.57  |  |  |                      |     |  |                      |  | 0.02 |                      |  |  | 2.03   |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|                          |  | Inferred             |  |            | 1.74   |  |                  |  | 0.12  |                  |  |  | 14.50  |  |  |                      |     |  |                      |  | 0.01 |                      |  |  | 0.81   |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  | 
|Cerro Negro Project(7)    |  | Measured             |  |            |       |  |                  |  |      |                  |  |  |       |  |  |                      |     |  |                      |  |     |                      |  |  |       |  |  |  |      | 
|                          |  | Indicated            |  |            | 5.12   |  |                  |  | 3.12  |                  |  |  | 22.95  |  |  |                      |     |  |                      |  | 0.51 |                      |  |  | 3.78   |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|                          |  | Measured + Indicated |  |            | 5.12   |  |                  |  | 3.12  |                  |  |  | 22.95  |  |  |                      |     |  |                      |  | 0.51 |                      |  |  | 3.78   |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|                          |  | Inferred             |  |            | 5.32   |  |                  |  | 4.81  |                  |  |  | 34.35  |  |  |                      |     |  |                      |  | 0.82 |                      |  |  | 5.87   |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  | 
|Marlin Mine               |  | Measured             |  |            | 0.26   |  |                  |  | 2.77  |                  |  |  | 119.54 |  |  |                      |     |  |                      |  | 0.02 |                      |  |  | 0.99   |  |  |  |      | 
|                          |  | Indicated            |  |            | 0.32   |  |                  |  | 3.37  |                  |  |  | 155.03 |  |  |                      |     |  |                      |  | 0.03 |                      |  |  | 1.60   |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|                          |  | Measured + Indicated |  |            | 0.58   |  |                  |  | 3.10  |                  |  |  | 139.25 |  |  |                      |     |  |                      |  | 0.06 |                      |  |  | 2.59   |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|                          |  | Inferred             |  |            | 0.23   |  |                  |  | 5.25  |                  |  |  | 201.32 |  |  |                      |     |  |                      |  | 0.04 |                      |  |  | 1.51   |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  | 
|Pueblo Viejo Mine (8)     |  | Measured             |  |            | 2.04   |  |                  |  | 2.58  |                  |  |  | 15.41  |  |  |                      | 0.12 |  |                      |  | 0.17 |                      |  |  | 1.01   |  |  |  | 5     | 
|(Goldcorps 40% interest) |  | Indicated            |  |            | 75.03  |  |                  |  | 2.42  |                  |  |  | 13.25  |  |  |                      | 0.09 |  |                      |  | 5.84 |                      |  |  | 31.97  |  |  |  | 153   | 
|                          |  | Measured + Indicated |  |            | 77.07  |  |                  |  | 2.42  |                  |  |  | 13.31  |  |  |                      | 0.09 |  |                      |  | 6.01 |                      |  |  | 32.99  |  |  |  | 159   | 
|                          |  | Inferred             |  |            | 3.31   |  |                  |  | 3.11  |                  |  |  | 20.27  |  |  |                      | 0.11 |  |                      |  | 0.33 |                      |  |  | 2.16   |  |  |  | 8     | 
|                          |  |                      |  |            |        |  |                  | 
|El Morro Project          |  | Measured             |  |            | 3.89   |  |                  |  | 0.48  |                  |  |  |       |  |  |                      | 0.57 |  |                      |  | 0.06 |                      |  |  |       |  |  |  | 49    | 
|(Goldcorps 70% interest) |  | Indicated            |  |            | 19.31  |  |                  |  | 0.39  |                  |  |  |       |  |  |                      | 0.51 |  |                      |  | 0.24 |                      |  |  |       |  |  |  | 216   | 
|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|                          |  | Measured + Indicated |  |            | 23.20  |  |                  |  | 0.40  |                  |  |  |       |  |  |                      | 0.52 |  |                      |  | 0.30 |                      |  |  |       |  |  |  | 264   | 
|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|                          |  | Inferred             |  |            | 472.19 |  |                  |  | 0.25  |                  |  |  |       |  |  |                      | 0.35 |  |                      |  | 3.85 |                      |  |  |       |  |  |  | 3,689 | 
|                          |  |                      |  |            |        |  |                  | 
|Cerro Blanco Project      |  | Measured             |  |            |       |  |                  |  |      |                  |  |  |       |  |  |                      |     |  |                      |  |     |                      |  |  |       |  |  |  |      | 
|                          |  | Indicated            |  |            | 2.52   |  |                  |  | 15.64 |                  |  |  | 72.00  |  |  |                      |     |  |                      |  | 1.27 |                      |  |  | 5.83   |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|                          |  | Measured + Indicated |  |            | 2.52   |  |                  |  | 15.64 |                  |  |  | 72.00  |  |  |                      |     |  |                      |  | 1.27 |                      |  |  | 5.83   |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |       |                  |  |  |        |  |  |                      |      |  |                      |  |      |                      |  |  |        |  |  |  |       | 
|                          |  | Inferred             |  |            | 1.35   |  |                  |  | 15.31 |                  |  |  | 59.60  |  |  |                      |     |  |                      |  | 0.67 |                      |  |  | 2.59   |  |  |  |      | 



- 23 -



---

|                          |  |                      |  |            |        |  |                  |  |      |                  |  |  |        |  |  |                      |      |  |                      |  |       |                      |  |  |        |  |  |  |       | 
|------------------------- |  | -------------------- |  | ---------- | ------ |  | ---------------- |  | ---- | ---------------- |  |  | ------ |  |  | -------------------- | ---- |  | -------------------- |  | ----- | -------------------- |  |  | ------ |  |  |  | ----- | 
|                          |  |                      |  |            |        |  | Grade            |  |      | Contained Metal  | 
|                          |  |                      |  |            |        |  |                  | 
|Deposit                   |  | Category             |  | Tonnes     |        |  | Gold             |  |      | Silver           |  |  | Copper |  |  | Gold                 |      |  | Silver               |  |       | Copper               | 
|                          |  |                      |  | (millions) |        |  | (gramsper tonne) |  |      | (gramsper tonne) |  |  | (%)    |  |  | (millions of
ounces) |      |  | (millions of
ounces) |  |       | (millions of
pounds) | 
|Noche Buena Project       |  | Measured             |  |            |       |  |                  |  |     |                  |  |  |       |  |  |                      |     |  |                      |  |      |                      |  |  |       |  |  |  |      | 
|                          |  | Indicated            |  |            | 71.75  |  |                  |  | 0.42 |                  |  |  | 14.06  |  |  |                      |     |  |                      |  | 0.96  |                      |  |  | 32.44  |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |      |                  |  |  |        |  |  |                      |      |  |                      |  |       |                      |  |  |        |  |  |  |       | 
|                          |  | Measured + Indicated |  |            | 71.75  |  |                  |  | 0.42 |                  |  |  | 14.06  |  |  |                      |     |  |                      |  | 0.96  |                      |  |  | 32.44  |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |      |                  |  |  |        |  |  |                      |      |  |                      |  |       |                      |  |  |        |  |  |  |       | 
|                          |  | Inferred             |  |            | 17.67  |  |                  |  | 0.42 |                  |  |  | 13.92  |  |  |                      |     |  |                      |  | 0.24  |                      |  |  | 7.91   |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  | 
|San Nicolas Project       |  | Measured             |  |            |       |  |                  |  |     |                  |  |  |       |  |  |                      |     |  |                      |  |      |                      |  |  |       |  |  |  |      | 
|(Goldcorps 21% interest) |  | Indicated            |  |            | 19.26  |  |                  |  | 0.46 |                  |  |  | 26.70  |  |  |                      | 1.24 |  |                      |  | 0.28  |                      |  |  | 16.53  |  |  |  | 527   | 
|                          |  | Measured + Indicated |  |            | 19.26  |  |                  |  | 0.46 |                  |  |  | 26.70  |  |  |                      | 1.24 |  |                      |  | 0.28  |                      |  |  | 16.53  |  |  |  | 527   | 
|                          |  | Inferred             |  |            | 2.28   |  |                  |  | 0.26 |                  |  |  | 17.40  |  |  |                      | 1.24 |  |                      |  | 0.02  |                      |  |  | 1.27   |  |  |  | 62    | 
|                          |  |                      |  |            |        |  |                  | 
|Camino Rojo Project       |  | Measured             |  |            |       |  |                  |  |     |                  |  |  |       |  |  |                      |     |  |                      |  |      |                      |  |  |       |  |  |  |      | 
|                          |  | Indicated            |  |            | 182.94 |  |                  |  | 0.87 |                  |  |  | 9.63   |  |  |                      |     |  |                      |  | 5.12  |                      |  |  | 56.62  |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |      |                  |  |  |        |  |  |                      |      |  |                      |  |       |                      |  |  |        |  |  |  |       | 
|                          |  | Measured + Indicated |  |            | 182.94 |  |                  |  | 0.87 |                  |  |  | 9.63   |  |  |                      |     |  |                      |  | 5.12  |                      |  |  | 56.62  |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  |  |      |                  |  |  |        |  |  |                      |      |  |                      |  |       |                      |  |  |        |  |  |  |       | 
|                          |  | Inferred             |  |            | 181.04 |  |                  |  | 0.84 |                  |  |  | 7.25   |  |  |                      |     |  |                      |  | 4.90  |                      |  |  | 42.20  |  |  |  |      | 
|                          |  |                      |  |            |        |  |                  | 
|Total                     |  | Measured             |  |            |        |  |                  |  |      |                  |  |  |        |  |  |                      |      |  |                      |  | 4.29  |                      |  |  | 30.59  |  |  |  | 54    | 
|                          |  | Indicated            |  |            |        |  |                  |  |      |                  |  |  |        |  |  |                      |      |  |                      |  | 26.57 |                      |  |  | 417.52 |  |  |  | 896   | 
|                          |  | Measured + Indicated |  |            |        |  |                  |  |      |                  |  |  |        |  |  |                      |      |  |                      |  | 30.86 |                      |  |  | 448.11 |  |  |  | 950   | 
|                          |  | Inferred             |  |            |        |  |                  |  |      |                  |  |  |        |  |  |                      |      |  |                      |  | 27.41 |                      |  |  | 142.24 |  |  |  | 3,760 | 





|(1) | All Mineral Resources have been calculated in accordance with the CIM Standards or the JORC Code. The JORC Code has been accepted for current
disclosure rules in Canada under NI 43-101. All Mineral Resources have been reported as of December 31, 2013.
|--- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | All Mineral Resources set out in the table above, have been reviewed and approved by Maryse Belanger, P. Geo., Senior Vice President, Technical
Services, Goldcorp, who is a qualified person under NI 43-101.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(3) | The Mineral Resources for Red Lake Gold Mines and the Cochenour Deposit set out in the table above are classified as measured, indicated and
inferred, and are based on the CIM Standards. See Description of the Business  Mineral Properties  Canada and the United States  Red Lake Gold Mines, Canada  Mineral Reserve and Mineral Resource Estimates for
further details.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(4) | The Mineral Resources for the Éléonore Project set out in the table above are classified as measured, indicated and inferred, and are
based on the CIM Standards. See Description of the Business  Mineral Properties  Canada and the United States  Éléonore Project, Canada  Mineral Reserve and Mineral Resource Estimates for further
details.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(5) | The Mineral Resources for the Los Filos Mine set out in the table above are classified as measured, indicated and inferred, and are based on the CIM
Standards. See Description of the Business  Mineral Properties  Mexico  Los Filos Mine, Mexico  Mineral Reserve and Mineral Resource Estimates for further details.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(6) | The Mineral Resources for the Peñasquito Mine set out in the table above are classified as measured, indicated and inferred, and are based on
the CIM Standards. See Description of the Business  Mineral Properties  Mexico  Peñasquito Mine, Mexico  Mineral Reserve and Mineral Resource Estimates for further details.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(7) | The Mineral Resources for the Cerro Negro Project set out in the table above are classified as measured, indicated and inferred, and are based on
the CIM Standards. See Description of the Business  Mineral Properties  Central and South America  Cerro Negro Project, Argentina  Mineral Reserve and Mineral Resource Estimates for further details.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(8) | The Mineral Resources for the Pueblo Viejo Mine set out in the table above are classified as measured, indicated and inferred, and are based on the
CIM Standards. See Description of the Business  Mineral Properties  Central and South America  Pueblo Viejo Mine, Dominican Republic  Mineral Reserve and Mineral Resource Estimates for further details.
|--- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(9) | All Mineral Resources are reported exclusive of Mineral Reserves. Mineral Resources are not known with the same degree of certainty as Mineral
Reserves and do not have demonstrated economic viability. Inferred Mineral Resources have a great amount of uncertainty as to their existence and as to whether they can be mined legally or economically. It cannot be assured that all or part of the
Inferred Mineral Resources will ever be upgraded to a higher category.
|--- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(10) | Numbers may not add up due to rounding.
|---- | ---------------------------------------



- 24 -



---

The following table sets forth the estimated lead and zinc Mineral Resources for
the Peñasquito Mine, the Camino Rojo Project and the San Nicolas Project as of December 31, 2013:

Measured, Indicated and
Inferred Lead and Zinc Mineral Resources (1)(2)(4)

(excluding Proven and
Probable Mineral Reserves)



|                    |  |                      |  |            |        |  |       |  |      |                 |  |  |                       |  |  |                       |       |  |  |  |       | 
|------------------- |  | -------------------- |  | ---------- | ------ |  | ----- |  | ---- | --------------- |  |  | --------------------- |  |  | --------------------- | ----- |  |  |  | ----- | 
|                    |  |                      |  |            |        |  | Grade |  |      | Contained Metal | 
|                    |  |                      |  |            |        | 
|Deposit             |  | Category             |  | Tonnes     |        |  | Lead  |  |      | Zinc            |  |  | Lead                  |  |  | Zinc                  |      
|                    |  |                      |  | (millions) |        |  | (%)   |  |      | (%)             |  |  | (millions of  pounds) |  |  | (millions of  pounds) |      
|                    |  |                      |  |            |        | 
|Peñasquito Mine (3) |  | Measured             |  |            | 32.23  |  |       |  | 0.27 |                 |  |  | 0.67                  |  |  |                       | 192   |  |  |  | 476   | 
|Mill                |  | Indicated            |  |            | 248.38 |  |       |  | 0.31 |                 |  |  | 1.05                  |  |  |                       | 1,698 |  |  |  | 5,750 | 
|                    |  | Measured + Indicated |  |            | 280.61 |  |       |  | 0.31 |                 |  |  | 1.01                  |  |  |                       | 1,889 |  |  |  | 6,226 | 
|                    |  | Inferred             |  |            | 40.79  |  |       |  | 0.18 |                 |  |  | 0.38                  |  |  |                       | 162   |  |  |  | 342   | 
|                    |  |                      |  |            |        | 
|Camino Rojo Project |  | Measured             |  |            | 0.00   |  |       |  | 0.23 |                 |  |  | 0.37                  |  |  |                       |      |  |  |  |      | 
|                    |  | Indicated            |  |            | 182.94 |  |       |  | 0.08 |                 |  |  | 0.26                  |  |  |                       | 323   |  |  |  | 1,049 | 
|                    |  | Measured + Indicated |  |            | 182.94 |  |       |  | 0.08 |                 |  |  | 0.26                  |  |  |                       | 323   |  |  |  | 1,049 | 
|                    |  | Inferred             |  |            | 181.04 |  |       |  | 0.07 |                 |  |  | 0.26                  |  |  |                       | 279   |  |  |  | 1,038 | 
|                    |  |                      |  |            |        | 
|San Nicolas Project |  | Measured             |  |            |       |  |       |  |     |                 |  |  |                      |  |  |                       |      |  |  |  |      | 
|                    |  | Indicated            |  |            | 19.26  |  |       |  |     |                 |  |  | 1.68                  |  |  |                       |      |  |  |  | 713   | 
|                    |  |                      |  |            |        |  |       |  |      |                 |  |  |                       |  |  |                       |       |  |  |  |       | 
|                    |  | Measured + Indicated |  |            | 19.26  |  |       |  |     |                 |  |  | 1.68                  |  |  |                       |      |  |  |  | 713   | 
|                    |  |                      |  |            |        |  |       |  |      |                 |  |  |                       |  |  |                       |       |  |  |  |       | 
|                    |  | Inferred             |  |            | 2.28   |  |       |  |     |                 |  |  | 0.97                  |  |  |                       |      |  |  |  | 49    | 
|                    |  |                      |  |            |        | 
|Total               |  | Measured             |  |            |        |  |       |  |      |                 |  |  |                       |  |  |                       | 192   |  |  |  | 476   | 
|                    |  | Indicated            |  |            |        |  |       |  |      |                 |  |  |                       |  |  |                       | 2,020 |  |  |  | 7,512 | 
|                    |  | Measured + Indicated |  |            |        |  |       |  |      |                 |  |  |                       |  |  |                       | 2,212 |  |  |  | 7,988 | 
|                    |  | Inferred             |  |            |        |  |       |  |      |                 |  |  |                       |  |  |                       | 441   |  |  |  | 1,428 | 





|(1) | All Mineral Resources have been calculated in accordance with the CIM Standards. All Mineral Resources have been reported as of December 31,
2013.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | All Mineral Resources set out in the table above have been reviewed and approved by Maryse Belanger, P. Geo., Senior Vice President, Technical
Services, Goldcorp, who is a qualified person under NI 43-101.
|--- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(3) | The Mineral Resources for the Peñasquito Mine set out in the table above are classified as measured, indicated and inferred, and are based on
the CIM Standards. See Description of the Business  Mineral Properties  Mexico  Peñasquito Mine, Mexico  Mineral Reserve and Mineral Resource Estimates for further details.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(4) | Numbers may not add up due to rounding.
|--- | ---------------------------------------



- 25 -



---

MINERAL PROPERTIES

CANADA AND THE UNITED STATES

The Corporations properties in Canada and the United States include the Red Lake Gold Mines, the Porcupine Mine, the
Musselwhite Mine, the Éléonore Project, the Wharf Mine and the Dee/South Arturo Project (40%). The Red Lake Gold Mines and the Éléonore Project, each described below, are considered to be material mineral properties to
Goldcorp.

RED LAKE GOLD MINES, CANADA

The Red Lake Gold Mines are directly and indirectly wholly-owned by Goldcorp. The Red Lake Gold Mines are located in the Red
Lake district, Ontario. The nearby Bruce Channel discovery (now forming part of the Cochenour Deposit) secures control of eight kilometres of strike length in the heart of the Red Lake trend. Development of the Cochenour Deposit is advancing toward
first gold production in 2015.

Stephane Blais, P.Eng., Technical Services Manager, Red Lake Gold Mines, Chris Osiowy,
P.Geo., Manager of Exploration, Red Lake Gold Mines, and Ian Glazier, P.Eng., Processing Manager, Red Lake Gold Mines, prepared a technical report in accordance with NI 43-101 entitled Red Lake Gold Operation, Ontario, Canada NI 43-101
Technical Report (the Red Lake Report) dated March 14, 2011, as amended March 30, 2011. Stephane Blais, Chris Osiowy and Ian Glazier are each qualified persons under NI 43-101. The following description of the Red
Lake Gold Mines has been summarized, in part, from the Red Lake Report and readers should consult the Red Lake Report to obtain further particulars regarding the Red Lake Gold Mines. The Red Lake Report is available for review under Goldcorps
profile on SEDAR at www.sedar.com.

All scientific and technical information in this summary relating to any
updates to the Red Lake Gold Mines since the date of the Red Lake Report, other than the Mineral Reserve and Mineral Resource estimates, has been reviewed and approved by the authors of the Red Lake Report.

The Mineral Reserve and Mineral Resource estimates for the Red Lake Gold Mines and the Cochenour Deposit included in the
following section have been reviewed and approved by Maryse Belanger, P.Geo., Senior Vice President, Technical Services, Goldcorp, who is a qualified person under NI 43-101.

Project Description and Location

The Red Lake Gold Mines are owned by Goldcorp (72%) and Goldcorp Canada (28%) 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 the partnership. For the purposes of the Red Lake Report, the shafts and mill at Red Lake are collectively termed the
Red Lake Complex and those at Campbell are termed the Campbell Complex. The combined mine area can also be referred to as the greater Red LakeCampbell Complex. The Cocheneur complex (the
Cocheneur Complex) covers mineralization located on the former CochenourWillans mine and the former Gold Eagle mines property which hosts the Western Discovery Zone deposit and the new Cochenour deposit (the Cochenour
deposit was previously referred to as the Bruce Channel deposit; and the Western Discovery Zone and Cochenour deposits are collectively now referred to as the Cochenour Deposit). Goldcorp acquired a 100% share of the Gold Eagle
properties on September 25, 2008 from Gold Eagle Mines Ltd. (Gold Eagle).

The Red Lake Gold Mines
are situated 180 kilometres north of the town of Dryden, Ontario. The Red Lake Complex consists of 89 patented mineral claims covering 1,254 hectares and the Campbell Complex consists of 77 patented mineral claims covering 1,084 hectares. The claims
are held in the name of either Goldcorp, or Goldcorp Canada, or jointly by the two companies. The Cochenour Complex covers 1,358 hectares, and comprises 110 patented mineral rights, licences of occupation, lease mineral rights, and one staked claim.
The tenure is jointly held in the names of Goldcorp (72%), Goldcorp Canada (28%) or, in the case of 72 of the claims, currently beneficially held by Goldcorp but later to be held in the names of Goldcorp (72%) and Goldcorp Canada (28%).
Note that patents are renewable so long as the lease is being used for mining purposes and either actual production is being carried out or exploration is being performed. Required fees and duties have been paid to the appropriate authorities and
the claims are in good standing.



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Goldcorp holds 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. In 2013, permitting processes were advanced by the renewal
of a permit to take water for Cochenour mine dewatering and by the submission of an updated environmental compliance application for air/noise emissions addressing Cochenour expansion activities. The Ontario government process for closure plan
submission was also initiated in mid-2013 for both the Red Lake Gold Mines and Cochenour Complex closure plans. A 45-day review period for the Cochenour closure plan commenced in March 2014 and approval is pending. Goldcorp is satisfied that all
environmental liabilities are identified in the existing closure plans for the operations, which are limited to those that would 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.

Accessibility, Climate,
Local Resources, Infrastructure and Physiography

The Red Lake area is accessible by Highway 105, which joins the
Trans-Canada highway at Vermillion Bay, 175 kilometres south and 100 kilometres east of Kenora, Ontario. Commercial air services operate to Red Lake from Thunder Bay and Winnipeg. The climate in the Red Lake area is typical of a northern continental
boreal climate with warm summers and cold winters. Temperatures range from 18 to 25 degrees Celsius in July, to minus 20 to minus 35 degrees Celsius in January. Annual precipitation is 650 millimetres, with snow generally on the ground from about
November to March. Mining operations are conducted year-round.

Mining activities are conducted in and about the
municipality of Red Lake (population 4,500) and are located near established power and road infrastructure. Local businesses offer most goods and services required for mineral exploration and development. Additional supplies can be sourced as needed
from Thunder Bay, Winnipeg and Toronto. Together with multiple shaft accesses to the underground workings, Goldcorp maintains administrative, technical, operations support, and processing facilities on the active sites. There are modern camp
facilities to maintain the required permanent workforce for operations and construction. Potable water is supplied by the municipality, and paid for on a usage basis. Process water is taken from Balmer Lake and Sandy Bay. Power is supplied through
Hydro One via a radial line. Diesel-powered generators provide temporary emergency power in the event of a main electrical disruption to allow the mine site to maintain basic services. Waste rock is stored in designated areas at both the Red Lake
and Campbell Complexes. The waste pads are located in a historic tailings area east of the site at the Red Lake Complex and on the northeast side of the main tailings pond at the Campbell Complex. The tailings storage facilities at the Campbell and
Red Lake Complexes are currently permitted for dam raises that will provide storage to 2016 and 2018, respectively.

Topography comprises irregular hills and discontinuous ridges created by glaciofluvial material and till. These are separated
by depressions and hollows occupied by lakes, ponds and muskeg. Much of the region is still untouched and is accessible only by air or canoe. The water level of Red Lake lies at 354 metres above sea level; typically elevations are subdued, with
hills rising only about 50 metres above lake level. Vegetation comprises black spruce, fir, larch (tamarack) and pine in the poorer-drained areas, and poplar, birch, willow, alder and mountain ash, with a variety of shrubs in swampy areas. Bedrock
outcrops are scattered and consist of less than one percent of the surface area. Soil is characterized by a 30 to 50 centimetre layer of topsoil overlying compact sand with traces of clay, gravel and scattered cobbles and boulders. Low-lying areas
contain silty clay sediments that were deposited in glacial lakes. Overburden thicknesses vary from zero to over 50 metres.

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 re-introduced and production reached



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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. Since the beginning of operations in 1948 until the
end of 2013, 11.4 million tonnes grading 27.66 grams per tonne of gold has been treated, producing 9,542,167 gold ounces.

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 between Campbell Red Lake Mines, Dome Mines and Placer Development Limited, in the 1990s, 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. Since the beginning of operations in 1946 until the end of 2013, 21.8 million tonnes grading 19.12 grams per tonne of gold has been mined, producing 12,525,848
gold ounces.

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 of gold was processed with approximately 1.24 million ounces of gold recovered. Underground mine workings extended down to the 670 metre level. A flotation circuit and smelting
plant was constructed in 1940 and a roaster was added in 1947 to treat arsenical ore. The property was expanded through exercise of an option on the Marcus Mines Ltd. ground holding (Marcus) in 1951 and the MartinMcNeely
Mines Ltd. tenure package (Wilmar) in 1958. Two exploration drives were completed by 1963 to the properties from 396 metres, 4,572 metres northeast and 1,676 metres southeast respectively. With the discovery at Wilmar of several
gold-bearing lenses, an internal shaft was sunk from the 396 metre level to the 625 metre level with five stations developed at 45 metre intervals. The CochenourWillans mine operated at a loss after 1967, largely due to dilution of grade in
the talcose ore at depth and the fixed gold price. Production from the Wilmar mine between 1967 and 1971 comprised about 190,510 tonnes at a grade of 10.28 grams of gold per tonne. Between mine closure in 1971 and 1991, the operations had a number
of owners, including Camflo Mines, Wilanour Resources, Esso Minerals Canada and Inco Gold Inc. During this period work completed comprised drilling in support of exploration. In 1997, Goldcorp purchased a 100% interest in the CochenourWillans
mine area. Goldcorp completed trenching, grab sampling and compilation work 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 were drilled, 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.

The Gold Eagle property, which now forms part of the Cochenour Complex, was originally staked in 1926 and
re-staked in 1932. From 1932 to 1934, there was a period of surface exploration. In 1934, a shaft was collared and completed to 160 metres, with lateral work on four levels. The mill was brought into production in 1937. In 1938, an internal winze
was sunk from the 152 metre level to the 223 metre level which was deepened to 305 metres in 1939. Underground exploration failed to locate additional ore and the mine was closed in 1941. During this time, production appears to have been
approximately 184,160 tonnes hoisted and 147,870 tonnes milled for a recovered grade of 7.65 grams per tonne of gold. From 1940 to 1959, mineralization was tested with a number of diamond drill programs, and, in 1959, the small Gold Eagle South Zone
was discovered. A joint venture between Exall Resources Ltd. and Southern Star Resources Inc. commenced modern exploration activity in 2003. Work comprised the establishment of a surface grid, geophysical surveying consisting of spectral induced
polarization, resistivity, magnetometer, and very low frequency electromagnetic surveys, soil sampling, geological mapping and prospecting over geophysical anomalies, and core drilling. This assisted the discovery of the new Cochenour and Western



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Discovery Zone deposits in 2004. A Mineral Resource estimate was prepared for the Western Discovery Zone in 2004 and Gold Eagle Mines Ltd. was created in 2006.

Acquisition by Goldcorp

In 2006, Goldcorp purchased the Campbell mine from Barrick, which had acquired Placer Dome Inc. (Placer
Dome) the same year, and now holds 100% interest in the operations. The Red Lake Gold Mines partnership was formed on April 2, 2007 between Goldcorp Canada (28% interest) and Goldcorp (72% interest) for the principal purpose of
operating and developing the combined operations of the Red Lake Complex and the Campbell Complex. On September 25, 2008, Goldcorp acquired 100% of Gold Eagle, which held the Bruce Channel deposit and adjacent ground. Gold Eagle has since been
wound-up and its assets distributed to Goldcorp. Since this acquisition, the Corporation has continued drilling the deposits so as to generate sufficient drill intercepts and establish geological and grade continuity to support Mineral Resource
estimation.

Geological Setting

The Red Lake greenstone belt is situated within the Uchi Sub-province of the Superior Province of the Canadian Shield. It
consists of a series of eastward-trending belts of volcanic and sedimentary rocks and synvolcanic intrusive rocks that span a time period of approximately 300 million years between 3.0 Ga to 2.7 Ga. The belt has been described as an
eastnortheast-oriented bow tie-shaped anticline that is approximately 60 kilometres by 40 kilometres in extent. The Red Lake Gold Mines are underlain mainly by tholeiitic basalt and basaltic komatiite of the Balmer assemblage (~3.0 Ga). This
mine sequence (Mine Sequence) also includes significant amounts of peridotitic, rhyolitic and other mafic intrusives of various younger ages. The Mine Sequence has been flattened and sheared into a steeplyplunging,
southsouthwest-folded package. The Balmer sequence is unconformably overlain by felsic volcaniclastic rocks, and clastic and chemical sedimentary rocks of the Bruce Channel assemblage which defines an enveloping synclineanticline couplet
to the southeast of the mine site.

The major mineralized zones, although typically hosted in basalt, are often found
closely associated with ultramafic units. In general, there are three types of mineralization zones encountered within the Red LakeCampbell Complex: vein-replacement ore, disseminated sulphide ore and silica-arsenic replacement
ore. Structures at the site exhibit three primary trends: northwest conformable (or foliation parallel), north-south and east-west. The conformable structures are most common and show veining and sulphide mineralization
emplaced within structures running parallel to sub-parallel to the foliation. Locally, complex vein arrays form which include brittle north-south and east-west components. The high grade zone (HGZ or High Grade
Zone) occurs in such an environment where enhanced dilatency was closely associated with a folded ultramafic unit. Exceptional gold mineralization within the HGZ was a result of extensive replacement of an early carbonate vein system,
along with intense replacement mineralization which indicates a very large and focused hydrothermal system. The ore lenses within the HGZ average 1.5 to three metres in width and extend over strike lengths ranging from 30 to 150 metres. Sulphide
replacement zones higher up in the mine vary from two to 12 metres in width and could have strike lengths of 50 to over 3,000 metres.

The Cochenour Complex (including the former CochenourWillans mine, the Western Discovery Zone, and the new Cochenour
deposit) is underlain by complexly folded, intensely altered, massive and pillowed mafic and ultramafic rocks of the Balmer assemblage and peridotite intrusives of Confederation age (~2.75 Ga). Stratigraphy in the mine area strikes east to northeast
as defined by interflow strata comprised of banded chert, argillite, siltstone and iron formations. The CochenourWillans mine appears folded about a southwest-trending antiform, plunging to the southwest at 50 degrees. A series of massive,
rhyolite domes occurs along the west, northwestern flank of the former Cochenour Complex. Similar to the Red Lake Gold Mines area, the Bruce Channel metasedimentary dominated assemblage rests unconformably upon the Balmer assemblage. Sulphide
mineralization characterized by pyrrhotite and pyrite is commonly found throughout and is invariably present in sections containing or surrounding gold mineralization. Arsenopyrite mineralization occurs frequently within and around the gold zones
and a strong association has been documented between extensive zones of fine-grained acicular (felted) arsenopyrite and gold mineralization. Less common sulphides also indicative of the presence of gold include chalcopyrite, galena and sphalerite.
The gold mineralization at the Western Discovery Zone is partly hosted within the intrusion and partly in a large inclusion of metasedimentary rocks. Gold mineralization here is hosted in quartz veins and veinlet swarms, predominantly east-west
trending, flat dipping to the south.



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Exploration

Exploration activities have included regional and detail geological and structural mapping, reconnaissance rock and soil
geochemical sampling, trenching, targeted and reconnaissance diamond drilling, airborne geophysical surveys, ground IP geophysical surveys, mineralization characterization studies and metallurgical testing of samples. Petrographic studies and
density measurements on the different lithologies have also been carried out.

Since the Red Lake-Campbell Complex
integration, a new grid was introduced to encompass all properties into one large localized grid and surveyed using Leica 1205 global positioning system (GPS). The grid is also referenced to both provincial and federal survey
monuments in the area using static surveys of each control point. Regional and detailed geological mapping was completed by Goldcorp and Geological Survey of Canada personnel in a number of phases. Map results are used to elucidate regional
lithological relationships, alteration and mineralization, and, in prospect-scale work, to identify areas of quartz veining, alteration, silicification and sulphide outcrops that warranted additional work. Soil, channel, adit, underground, grab and
rock sampling is used to evaluate mineralization potential and generate targets for diamond drilling. Geochemical data have been superseded by production data. Airborne and ground geophysical surveys are used to vector into mineralization and
generate targets for exploration drill programs. The exploration programs completed to date are appropriate to the style of the deposits and prospects.

Mineralization

The Red Lake-Campbell Complex has approximate deposit dimensions of 2.2 kilometres northsouth, 3.2 kilometres
eastwest, and remains open down-dip. Mine workings extend to 2,200 metres depth, with the deepest drill intercept currently around 2,600 metre depth. Gold mineralization in the Balmer volcanics along the foliation parallel structure referred
to as the Mine Trend can be broadly subdivided into two morphological groups, planar to curviplanar zones (zones within the high strain corridor) and plunging zones (zone located either to the hanging wall or footwall sides of the high
strain corridor).

Mineralized zones within the high strain corridor tend to be relatively lower grade disseminated
mineralization, but are very continuous over very long strike lengths. Zones outside the high strain corridor preserve more high-angle brittle structures with very high grade non-refractory mineralization associated with silica and arsenopyrite
replacement of ankerite carbonate vein systems and breccias. These zones are focused along intersections of brittle conjugate joint systems or where brittle joint systems intersect discrete shears. These intersections of structures greatly improve
dilatant permeability in close proximity to the steeply plunging intersection, but usually have relatively short strike lengths. Alteration around most zones consists of chlorite, biotite, silica, carbonatization and minor actinolite. Mineralization
in higher grade zones is characterized by consistent distribution of both coarse and fine flecks of native gold, fine acicular arsenopyrite and pyrrhotite. Lower grade zones are dominated by pyrrhotite with minor arsenopyrite, with gold generally
occurring as coatings or inclusions internal to the sulphide grains. Accessory mineralization includes very minor amounts of chalcopyrite and sphalerite. The HGZ is comprised of numerous distinct lenses with the majority of zones aligned along
discrete north-westerly trending foliation parallel shears. Major structural blow-outs with associated high-grade mineralization occur where more brittle conjugate north-south and east-west structures interest the foliation trend shears.

The majority of the mineralization at the Cochenour Complex is comprised of two dominant zones. The Upper Main Zone, located
to the southwest of the Cochenour Mine, consists of numerous sub-parallel north-south-trending sulphide replacement structures dipping at 65 to 70 degrees to the west. These structures are in close proximity to the footwall side of the Gold Eagle
Shear which forms the contact with the overlying Bruce Channel Assemblage rocks. Ore mineralization appears to be restricted to the north side where the Cochenour Thrust structure intersects the Gold Eagle Shear, and has been delineated over 1,500
metre vertical and 800 metre strike lengths. Ore mineralization involves strong brecciation of the host mafics and iron formations, quartz-actinolite flooding and biotite/carbonate alteration. Sulphide mineralization is primarily pyrrhotite and
pyrite with varying amounts of arsenopyrite. The mineralization is typically two to five metres wide, but is also commonly present as a series of stacked or multiple mineralized structures.

The Footwall Zone is located distal and to the east of the Upper Main Zone and is quite varied in style and host lithologies,
including isolated quartz-actinolite veining, brecciated and folded banded iron formations with



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millimetre-scale quartz-actinolite veinlets, sulphide replacement zones, mineralized fracture-filled veins, mineralized brecciated basalts (usually with pervasive silicification and strong
biotite alteration) and mineralized shear zones. The general orientation of the Footwall Zone is 320 to 340 degrees azimuth dipping 65 to 75 degrees southwest. Sulphide mineralization comprises pyrrhotite, chalcopyrite and variable
arsenopyrite. Gold occurs as irregular free grains in quartz, coating fractures and as inclusions in sulphides. The average gold grades are significantly higher than the Upper Main Zone with the highest values associated with narrow (less
than 10 centimetres) quartz veins.

The Western Discovery Zone is located approximately 500 metres west of the past
producing Gold Eagle Mine shaft and bears similarities to gold mineralization seen at the Gold Eagle Mine. This deposit consists of two flat lying quartz dominated veins within the McKenzie Stock granodiorite. Mineralization is predominately free
gold, and the veins are oriented at 115 degrees/52 degrees south.

Drilling

Surface Drilling

Core for surface drilling is typically NQ size being 47.6 millimetre diameter. Occasionally, surface core holes are reduced
from NQ to BQ size being 36.4 millimetres if difficult drilling conditions are encountered. Underground core holes are typically NQ2 (1.99 inch diameter), BQ (36.5 millimetres) and AQTK (30.5 millimetres) sizes. The larger diameter core is primarily
used in exploration programs where drill density is sparse and drill holes are normally greater than 300 metres in length. Underground definition and delineation drilling is AQTK wire-line (30.4 millimetre diameter) core and is based upon an
approximate three to 15 metres interval spacing. Core was transferred to wooden core boxes and the end of every run was marked with a wooden tick and the final depth of the run. Core is received at the core shack by Goldcorp personnel and organized
for placement in core racks prior to logging by geology staff. Upon arrival at the core facility, drill core is marked up by a geologist and then geologically logged into the computer system utilizing a customized commercially available software
program. All drill core data is logged using computer codes for the various rock types, mineralization, alteration characteristics and structural/geotechnical data. The shear structures containing the various mineralized zones are logged in detail
to establish the zone width and most appropriate sampling interval. Select drill holes are photographed and digital files are stored.

The collars of all drill holes are surveyed by transit for location, bearing and dip and tied into the mine grid using
Topcons Hyper, dual constellation, real time kinematic system, which is a differentially corrected global positioning system. The GPS unit is regularly checked for calibration.

Down-hole surveys have been conducted in a systematic manner with a Gyroscopic survey instrument (unaffected by magnetics)
used for drill holes steeper than 70 degrees, and a Reflex Maxibor survey instrument used for drill holes with flatter dips. Reflex and Ranger electronic compass single-shot surveys tests are used on drill holes of shorter length (~150 metres).
Since 2006 down-hole surveying on both complexes utilizes a combination of testing equipment depending on the depth of holes.

Due to the age of the operation and the time span of drilling on the Red Lake Gold Mines, there are a few drill holes where
there is doubt about the intercept location. However, statistical tests of the drill results performed to date indicate that any location errors in drill holes that support estimation of Mineral Resources or Mineral Reserves are not material. Mining
to-date has not encountered significant problems with miss located drill intercepts and ore outlines conform well to the outlines. Goldcorp continues to re-survey holes that appear to have location or down-hole problems; however, the deviation in
the drill holes is generally small and predictable.

Core quality is very high in both the Red Lake-Campbell and Cochenour
Complexes, with core recovery on average greater than 95% on all core sizes. There are no areas where poor recovery is consistently encountered. The quantity and quality of the lithological, geotechnical, collar and down-hole survey data collected
in the exploration and infill drill programs are sufficient to support Mineral Resource estimation.

Sampling and Analysis

Since production recommenced at the Red Lake Complex in 2000, all detailed infill (definition) drilling holes are
sent as whole core for assaying. Whole core is often submitted where a deposit contains coarse gold. A



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certain amount of core is cut and retained. This core in recent years has been from select deep HGZ drilling and surface drilling. Core is being split in such a way that host rock,
veins/mineralization that are visible are and were oriented to give as best as possible equal halves. A variety of core that was drilled from various locations from surface and underground is stored on site.

Currently, exploration drill data spacing for the Red Lake Gold Mines range from 45 metres to 100 metres. In development and
stope areas, underground drilling in-fills this spacing to approximately 7.5 to 15 metres by 7.5 to 15 metres. Intercept spacing is variable due to the irregular location of drill sites and the complex distribution of the mineralized zones. In the
Western Discovery Zone and the Cochenour deposit areas, the exploration programs are currently delineating the mineralization on drill spacing of approximately 100 metres by 100 metres.

Muck and 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. All chip
samples are taken either by a geologist or an experienced sampler. A weighted average grade is determined for each blast based on the assay results of those samples influencing the grade of the volume blasted. These samples are most often collected
at the mid-lift elevation. Occasionally, wall samples are also used to determine grade when the geometry of the vein dictated this usage. The volume used to calculate the blast grade is the estimated volume preceding the face. Although sampling
guidelines are such that geologic boundaries are to be respected, the minimum sampling chip recommended is 0.15 metres. Where possible, 0.6 metre channel chips are preferentially taken, in an effort to duplicate the optimized drill sample interval
of 0.6 metres. Production chip samples typically weigh about one kilogram. Samples along the chip sample string bracketing the mineralized structures are carefully taken to assist in the modeling of mineralized structures. Computerized modeling is
facilitated by snapping to the grading selvage in contact with waste when the geologist is wire-framing a three-dimensional solid interpretation of the of an ore lens.

Muck samples are taken extensively during mining, and are collected from the majority of the ore blasts during silling and
subsequent mining. On average, at both complexes one muck sample is taken for every 20 tonnes of ore. At the Campbell Complex muck samples are used for reconciliation whereas at the Red Lake Complex chip samples are the predominant assay type used
in reconciliation.

Test-hole sampling is used at the mines as a grade control tool only. Generally, test-holes are 2.4
metres long and three samples are collected from each. Test-hole results are used only to identify economic mineralization in the walls of drifts and stopes and are not used to estimate grade. This information may result in further extraction, as
required, to recover additionally-defined mineralization.

In the opinion of the authors of the Red Lake Report, the
sampling methods are acceptable, meet industry-standard practice, and are acceptable for Mineral Resource and Mineral Reserve estimation and mine planning purposes.

Data Verification

Validation checks are performed by operations personnel on data used to support estimation comprise checks on surveys, collar
co-ordinates, lithology data, and assay data. The database that supports Mineral Resource and Mineral Reserve estimation is validated using quality control routines in the acQuire® software
program to check for gaps, overlaps and duplicate entries. The data then runs through a final check when the logging is performed and the data is set for approval. Datamine is used as a final check to verify the location and accuracy of chip samples
and drill holes. Where errors are noted, the geologists fix the problem, prior to the database being used for estimation purposes. The process of data verification for the Red Lake Gold Mines has been performed by external consultants and Goldcorp
personnel. Goldcorp considers that a reasonable level of verification has been completed, and that no material issues would have been left unidentified from the programs undertaken. The authors of the Red Lake Report have reviewed the appropriate
reports, and are of the opinion that the data verification programs undertaken on the data collected from the Red Lake Gold Mines adequately support the geological interpretations, the analytical and database quality, and therefore support the use
of the data in Mineral Resource and Mineral Reserve estimation, and in mine planning: no sample biases were identified from the quality assurance and quality control (QA/QC) programs undertaken; sample data collected adequately
reflect deposit dimensions, true widths of mineralization, and the style of the deposit; external reviews of the database have been undertaken in



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support of acquisitions, support of feasibility-level studies, and in support of technical reports, producing independent assessments of the database quality. No significant problems with the
database, sampling protocols, flowsheets, check analysis program, or data storage were noted.

Security of Samples

From the Red Lake Gold Mines inception to date, Red Lake Gold Mines staff of the operator at the time were responsible for the
following: sample collection, core splitting, preparation of samples for submission to the analytical laboratory, sample storage and sample security. Staff have been responsible for Red LakeCampbell Complex run-of mine assaying during the
period 1949 to present, which was performed in the mine site laboratories.

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 Red Lake Gold Mines analytical data have held ISO certifications since 2001. From 2000 to 2010 the in-house laboratory at the Campbell Complex has typically processed
definition core and performed day to day assays. Exploration core for the Campbell Complex has been processed by offsite laboratories since 2002 to 2003.



|                             |      |      |    |                  |  |                                                                                      |  |                       |  |      |  |      |  |               |  |     
|---------------------------- | ---- | ---- | -- | ---------------- |  | ------------------------------------------------------------------------------------ |  | --------------------- |  | ---- |  | ---- |  | ------------- |  | ----
|Lab Name                     |      | Year |    | Types of samples |  |                                                                                      |  | Percentage of Samples
|                             | From |      | To |                  |  |                                                                                      |  | 2011                  |  | 2012 |  | 2013 |  | 3-Year  Total
|Accurassay Laboratories Ltd. |      | 2008 |    | Present          |  | All surface core and
some exploration                                                |  |                       |  | 24.2 |  | 35.8 |  | 33.9          |  | 39.7
|Activation Laboratories Ltd. |      | 2009 |    | 2012             |  | Some exploration samples                                                             |  |                       |  | 1.9  |  | 9.1  |  | 0.1           |  | 3.4 
|AGAT Labaratories            |      | 2013 |    | 2013             |  | Exploration samples                                                                  |  |                       |  |      |  |      |  | 2.8           |  | 0.9 
|ALS Chemex                   |      | 1996 |    | 2008             |  | Exploration and surface samples                                                      |  |                       |  |      |  |      |  |               |  | 0.0 
|Campbell Mine Lab            |      | 1949 |    | Present          |  | Campbell Complex Mine production samples and most definition                         |  |                       |  | 43.9 |  | 31.9 |  | 29.5          |  | 30.4
|Red Lake Mine Lab            |      | 1949 |    | 1996             |  | Mine production samples and all core                                                 |  |                       |  |      |  |      |  |               |  | 0.0 
|SGS Canada Inc.              |      | 1996 |    | Present          |  | Red Lake Complex Mine production samples and some exploration and definition samples |  |                       |  | 30.0 |  | 23.3 |  | 33.7          |  | 25.7
|TSL
Laboratories             |      | 2000 |    | 2005             |  | Exploration samples                                                                  |  |                       |  |      |  |      |  |               |  | 0.0 

Yearly, quarterly QA/QC statistics with charts have been created for a standard review of the
laboratory. The sample prep and analysis for all samples is carried out the same, for all laboratories in use. Sample preparation for exploration and run-of-mine samples consists of drying as required, crushing, and selection of a sub-split which is
then pulverized to produce a pulp sample sufficient for analytical purposes. In all cases, production samples and drill core are kept separate in the mine site laboratories to reduce the risk of contamination. 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
FAAA/GRAVanalysis. A certain percentage of the Red Lake Gold Mines samples were also selected for pulp metallic analysis. At least five percent of the total sample volume are submitted for assay as QA/QC samples. One blank or standard reference
material (SRM) sample is inserted in every twenty to twenty-five samples. The geologist specifies whether a blank or SRM is to be used.

When a QA/QC sample fails, a re-run of the batch may be requested. At times, ten samples before the QA/QC sample and ten
samples after the QA/QC are sent for re-runs. Once assays are imported into the database the



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qualified geologists review the assay values and may also request reruns of specific samples if the result is not what was estimated. Goldcorp personnel regularly conduct visits to the various
laboratories to conduct a mini-audit where employees are observed to ensure that laboratory policies and procedures are being followed. Equipment is also inspected to ensure they are maintained, in good working order and any issues are
brought to the attention of the manager. Daily QA/QC is done to ensure the assays being imported into the database are correct. Mine and exploration geologists are required to review the assays and approve or reject them if deemed necessary. Charts
and data are examined and reruns are requested where necessary. Bi-weekly reports hi-lighting differences between the estimated grade of samples logged and the actual result are sent to each geologist to review the assays pertaining to their drill
program or production sampling, ensure they are acceptable, approve or reject, and if needed, request reruns from the laboratories. Check samples were selected from the labs and sent to a different laboratory for further analysis.

Drill core sample security is maintained at Red Lake-Campbell Complex and 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 consist of filling out sample submittal forms that are sent to the
laboratory with sample shipments to make certain that all samples are received by the laboratory. Assay pulps and crushed reject material are returned to the geology department, and stored on site. Drill core is stored in wooden core boxes on steel
racks in the buildings adjacent to the core logging and cutting facilities. The core boxes are racked in numerical sequence by drill hole number and depth.

The authors of the Red Lake Report are of the opinion that the quality of the gold analytical data are 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.

Mineral Reserve and Mineral Resource Estimates

The following table sets forth the estimated Mineral Reserves for Red Lake Gold Mines as of December 31, 2013:

Proven and Probable Mineral Reserves (1)(2)(3)(4)(5)(6)



|                  |  |                   |  |                         |  |                                     
|----------------- |  | ----------------- |  | ----------------------- |  | ------------------------------------
|Category          |  | Tonnes
(millions) |  | Grade
(grams per tonne) |  | Contained Metal
(millions of ounces)
|Proven            |  | 1.70              |  | 12.34                   |  | 0.67                                
|Probable          |  | 6.29              |  | 9.17                    |  | 1.88                                
|Proven + Probable |  | 7.99              |  | 9.94                    |  | 2.55                                





|(1) | The Mineral Reserves for Red Lake Gold Mines set out in the table above have been reviewed and approved by Maryse Belanger, P. Geo., Senior Vice
President, Technical Services, Goldcorp, who is a qualified person under NI 43-101. The Mineral Reserves are classified as proven and probable, and are based on the CIM Standards.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | Based on a gold price of $1,300 per ounce, an exchange rate of C$1.05 and using an economic function that includes variable operations costs and
metallurgical recoveries.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(3) | The estimated metallurgical recovery rate is 96.5% for the operation as a whole.
|--- | --------------------------------------------------------------------------------

|(4) | Global cut off grade of 7.11 grams per tonne (0.208 ounces per ton) used as economic an indicator only.
|--- | -------------------------------------------------------------------------------------------------------

|(5) | Numbers may not add up due to rounding.
|--- | ---------------------------------------

|(6) | To date, no Mineral Reserves have been prepared or disclosed for the Cochenour Deposit.
|--- | ---------------------------------------------------------------------------------------

The following table sets forth the estimated Mineral Resources for Red Lake Gold Mines as of December 31, 2013:

Measured and Indicated Mineral Resources (1)(2)(3)(4)(5)(6)

(excluding Proven and Probable Mineral Reserves)



|                    |  |                      |  |            |  |                   |  |                     
|------------------- |  | -------------------- |  | ---------- |  | ----------------- |  | --------------------
|Deposit             |  | Category             |  | Tonnes     |  | Grade             |  | Contained Metal     
|                    |  |                      |  | (millions) |  | (grams per tonne) |  | (millions of ounces)
|                    |  | Measured             |  | 1.49       |  | 18.64             |  | 0.89                
|Red Lake Gold Mines |  | Indicated            |  | 3.09       |  | 15.23             |  | 1.52                
|                    |  | Measured + Indicated |  | 4.59       |  | 16.34             |  | 2.41                
|                    |  | Inferred             |  | 3.06       |  | 17.64             |  | 1.73                



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|                      |  |                      |  |      |  |       |  |     
|--------------------- |  | -------------------- |  | ---- |  | ----- |  | ----
|                      |  | Measured             |  |     |  |      |  |    
|Cochenour Deposit (5) |  | Indicated            |  |     |  |      |  |    
|                      |  | Measured + Indicated |  |     |  |      |  |    
|                      |  | Inferred             |  | 9.05 |  | 11.18 |  | 3.25





|(1) | The Mineral Resources for Red Lake Gold Mines and the Cochenour Deposit set out in the table above have been reviewed and approved by Maryse
Belanger, P. Geo., Senior Vice President, Technical Services, Goldcorp, who is a qualified person under NI 43-101. The Mineral Resources are classified as measured, indicated and inferred, and are based on the CIM Standards.
|--- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | Based on a gold price of $1,500 per ounce and an exchange rate of C$1.00.
|--- | -------------------------------------------------------------------------

|(3) | Mineral Resources are reported using variable cut-off grades depending on the mineralization type and zone. The in situ block model has been diluted
to minimum horizontal widths of 1.83 metres (six feet).
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(4) | Mineral Resources are exclusive of Mineral Reserves. Mineral Resources are not known with the same degree of certainty as Mineral Reserves and do
not have demonstrated economic viability.
|--- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(5) | The Inferred Mineral Resources for the Cochenour Deposit are calculated using a top cap grade of 70 to 200 grams per tonne gold depending on the
geology and a lower cut-off of 3.5 grams per tonne gold.
|--- | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(6) | Numbers may not add up due to rounding.
|--- | ---------------------------------------

Environmental, permitting, legal, title, taxation, socio-economic, marketing and political factors and constraints have been
taken into account. The Mineral Reserves are acceptable to support mine planning. Areas of uncertainty that may materially impact the Mineral Resource and Mineral Reserve estimates include: commodity, operating and capital assumptions used; rock
mechanics (geotechnical) constraints; constant underground access to all working areas; and metal recovery assumptions used.

Mining
Operations

Red Lake Gold Mines consists of a single underground operating mine (Red Lake and Campbell Complexes)
and an advanced underground exploration program (Cochenour). Mining consists of: longhole and mechanized underhand or overhand cut and fill techniques and development mining methods. In 2014, Red Lake Gold Mines expects to produce 2,488 tonnes per
day of which 38% will be provided by the Campbell Complex and 62% by the Red Lake Complex. Production forecasts are achievable with the current equipment and plant, replacements have been acceptably scheduled. Goldcorp has developed a series of
management programs for environmental activities, tailings management and occupational health and safety that enable the company to reach its commitments. The financial analysis is based on a pre-tax model. There are currently no royalties payable
on the Red Lake Gold Mines for the current operations. The predicted mine life of nine years from the date of the Red Lake Report is achievable based on the projected annual production rate and the Mineral Reserves estimated.

As any typical underground mine, the quantification of Mineral Reserves is limited by the ability to define ore zones in
advance of mining. Deliberate efforts to install exploration drifts in strategic locations of the mines have allowed for the routine exploration of various ore bodies as the mine progresses. Goldcorp considers that with additional drilling, and
taking into the known depth extensions and offsets of current ore zones, there is good potential that the mine life can be extended beyond 2022.

Exploration and Development

Horizontal development is planned for both the Red Lake and Campbell Complexes at 16 metres per kilo-tonne of ore, with an
additional one metre per kilo-tonne of vertical development. By the end of 2013, the main HGZ haulage ramp had reached a depth of 2,370 metres below surface. This ramp will continue to be deepened throughout 2014 with sublevels being developed to
access the HGZ ore and allow for further delineation of the zone ahead of production. The ongoing Red Lake Complex 42 to 47 level borehole hoist capital project had advanced to 60% completion by the end of 2013. The installation of the hoisting
plant has been postponed. Current forecasted production will continue to be transported by a fleet of 30-tonne trucks. Completion of the excavation, however, will allow for ventilation improvements to the deeper mine. The project is expected to be
completed by the end of the fourth quarter of 2014.

Mine exploration drilling in 2013 continued to focus on the newly
discovered NXT Zone, adjacent to the High Grade Zone, with a drill density allowing first mineral reserves to be reported below the 52 level (2,360 metres below surface). Drills continue to define and extend this zone between the 48 and 57 levels
(2,160 to 2,570 metres below surface), with the objective of identifying the up-plunge extents. During 2014, the development of a



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connection drift from the High Grade Zone main ramp to the hanging wall exploration ramp at the 49 level (2,200 metres below surface) will provide ventilation benefits to the deepest parts of the
mine, as well as a platform for continued drilling of the NXT Zone. Exploration and development in the Upper Red Lake, Far East, and Footwall Zones continue to provide sustained production and flexibility. At the Campbell Complex, 2013 drilling
programs had continued success in replacing and adding to R-Zone mineral reserves. During 2014, the development of an exploration drift at the 27 level (1,215 metres below surface) will provide a platform from which to identify the up-plunge extents
of the R-Zone.

Cochenour shaft expansion and the Red Lake-Cochenour haulage drift are intensive capital projects
currently ongoing to provide access to the new Cochenour Deposit. Construction of the five-kilometre haulage drift to connect the Cochenour Complex with the Campbell Complex on the 36 level (1,645 metres below surface) has advanced to a completion
level of more than 86% at the end of 2013. In 2013, there was an additional 2,110 metres of track installed for a total of 4,278 metres. Up to three drills continued to test the exploration potential of the underexplored area along the Red
Lake-Cochenour haulage drift. Drill stations have been established at regular intervals along the full length of the haulage drift allowing for extensive exploration throughout the entire area. Upon completion, the drift will enable ore from the new
Cochenour Deposit to be hauled directly to the Red Lake Mine for processing at the existing mill facilities.

The sinking
of the Cochenour shaft continues to progress. At the end of 2013, the shaft had been widened to a depth of 1,041 metres. Underground exploration at the Cochenour Deposit began in the third quarter of 2013 and expanded to two drills by year end.
Intensive drilling is planned for the Upper Main and Footwall Zones at the Cochenour Deposit in order to meet the resource and development requirements in the project schedule.



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ÉLÉONORE PROJECT, CANADA

The Éléonore Project is indirectly wholly-owned by Goldcorp. The Éléonore Project, located in
northern Québec, is one of Goldcorps significant projects in its development pipeline and a key component of its next generation of growth projects. On target for first production in 2014, development is proceeding on schedule.

Denis Fleury, P.Eng., Chief Engineer, Éléonore Project, Andy Fortin, Eng., Manager, Process and Surface
Operations, Éléonore Project, Tony Brisson, P.Geo., Exploration Manager, Éléonore Project, Christine Beausoleil, P.Geo., Chief Geologist (Interim), Éléonore Project, Goldcorp and Luc Joncas, P.Eng., Mining
Manager, Éléonore Project, Goldcorp prepared a technical report in accordance with NI 43-101 entitled Éléonore Gold Project, Québec, Canada, NI 43-101 Technical Report (the
Éléonore Report) that has an effective date of January 26, 2014. Denis Fleury, Andy Fortin, Tony Brisson, Christine Beausoleil and Luc Joncas are each qualified persons under NI 43-101. The following description
of the Éléonore Project has been summarized, in part, from the Éléonore Report and readers should consult the Éléonore Report to obtain further particulars regarding the Éléonore Project. The
Éléonore Report is available for review under Goldcorps profile on SEDAR at www.sedar.com.

All Mineral Reserve and Mineral Resources estimates included in the following section have been reviewed and approved by
Maryse Belanger, P. Geo., Senior Vice President, Technical Services, Goldcorp, who is a qualified person under NI 43-101.

Project
Description and Location

The Éléonore Project is located in the Lake Ell area, in the north-eastern
part of the Opinaca Reservoir of the James Bay region, in the Province of Québec, Canada. The Éléonore Project is located approximately 350 kilometres north of the towns of Matagami and Chibougamau, and 825 kilometres
north of Montréal. The Éléonore Project comprises 369 contiguous claims totalling 19,274 hectares. The claims are 100% owned by Les Mines Opinaca Ltée (Opinaca). A block of four claims
totalling 208 hectares located in the central area of the property was purchased in 2011 by Goldcorp through an agreement with Wemindji Exploration, and are 100% owned by Opinaca. The Éléonore Project hosts the Roberto gold deposit,
which consists of the Roberto, East Roberto, and Zone du Lac lenses. The Roberto deposit is located under the Opinaca Reservoir. Claims are map-staked and not surveyed on the ground and are valid for a two year period and can be renewed every two
years. Renewal fees are $127 per claim if renewed 60 days before the expiry date and $254 if renewed within 60 days of the expiry date. In order to maintain tenure, an exploration work equivalent ranging from $135 to $2,500 per claim is required
depending on the number of renewals previously granted. The 284-hectare mining lease covering the Roberto deposit was signed by the Minister of Natural Resources of Québec on February 21, 2014.

The Éléonore Project is located entirely in Cree territory, or Eeyou Istchee, on Category III lands belonging to
the Québec government and subject to the James Bay and Northern Québec Agreement. Surface leases were obtained from the Ministry of Natural Resources for all infrastructures planned for the Éléonore Project.

A royalty payable on production from the Éléonore Project to Virginia Gold Mines Inc.
(Virginia) is set at 2.20% on the first three million ounces of gold, and increases by 0.25% per million ounces thereafter, up to a maximum of 3.5%. The royalty is applicable to the entire
Éléonore Project. The royalty payable in each period is adjusted up or down by an amount ranging between zero and 10%, depending on the gold price in effect during that period. Advanced payment of royalties of US$100,000 per
month commenced April 1, 2009. An annual payment is required to be made to the Cree Nation under the Opinagow Collaboration Agreement.

An environmental impact and social assessment has been carried out, subject to consultation with the Cree Nation, local
communities and the general public and a Global Certificate of Authorization was obtained in November, 2011. Many other certificates of approval were also granted under the Environmental Quality Act, which allow Goldcorp to proceed with the
construction of various infrastructure. Additional certificates of approval have been filed with the appropriate regulatory authorities and others are currently being prepared and will be submitted to the appropriate ministries in 2014.

Permits obtained by the Corporation to explore and undertake project development are sufficient to ensure that activities are
conducted within the regulatory framework required by the local, provincial and federal governments.



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Accessibility, Climate, Local Resources, Infrastructure and Physiography

The closest towns to the Éléonore Project are Matagami and Chibougamau which are both located approximately
350 kilometres to the south. A permanent road with two permanent bridges has been completed, extending from the Sarcelle hydroelectric facility to the Éléonore Project. The Sarcelle station can be reached via a 40 kilometre gravel
road, starting at the 396 kilometre marker along the James Bay Highway. All of the material, supplies, and food for the construction and operational phases will be transported along this access route. Workers are brought on site via a permanent
year-round air strip located approximately 1.5 kilometres north of the camp.

The climate of the Éléonore
Project area is typical of Northern Canada and is a temperate to sub-arctic climate. Average summer temperatures between June and September vary between 10 degrees Celsius and 25 degrees Celsius during the day, and five degrees Celsius and 15
degrees Celsius at night. Winters can be cold, with temperatures from -60 degrees Celsius and -10 degrees Celsius. Precipitation varies throughout the year, reaching an average of two metres annually. Exploration activities are currently
conducted year-round, but can be temporarily halted during spring thaw and fall freeze-up. Mining activities are expected to be conducted year-round.

The James Bay region is surrounded by extensive hydroelectric facilities and associated infrastructure, the closest of which
are the Sarcelle hydroelectric facility located 40 kilometres due west of the Éléonore Project on the Opinaca Reservoir and the Eastmain Dam located 70 kilometres to the south. The new main 120/25 kilovolt substation was
designed taking into consideration redundancy, labour and transport costs, as well as the geographic location and total substation life expectancy (15 to 25 years). This substation has been in operation since 2013 to support further mine site
development and consists of one 120 kilovolt overhead incoming with two 120/25 kilovolt 40/53/66.6 MVA oil step-down transformers. A waste/ore rock pad, with a volume of 800,000 cubic metres, was built for stockpiling rocks to support underground
development activities and provide ore inventory for the process plant commissioning. Another waste rock pad of 900,000 cubic metres was built into the tailings management facility to support the underground development during the ramp-up period.
The tailings area will be fully lined and the filtered tailings will be trucked five kilometres to the tailings area. which will have a surface area of 80 hectares. The tailings design envisages storage capacity of approximately 26 million
tonnes. This is sufficient for the current life-of-mine.

The physiography of the region is typical of the Canadian Shield
and includes many lakes, swamps and rivers. Outcrop is limited, due to the presence of swamps and glacial deposits. The area is characterized by a gently undulating peneplain relief. The elevation of the few hills of this rolling landscape ranges
from 215 metres to 300 metres above sea level. The area is drained by Lake Ell, which is itself part of the Opinaca Reservoir. Vegetation is typical of taiga and includes sparse spruce forests separated by large swampy areas devoid of
trees.

History

The first recorded exploration in the Éléonore Project area was by Noranda Inc. (Noranda), in
1964. Noranda identified a copper showing located within the Ell Lake diorite intrusion. In 2001, Virginia completed regional reconnaissance grab and channel sampling around Norandas Ell Lake copper showing; this work identified a number of
new showings. A series of mineralized corridors consisting of stockworked gold and chalcopyrite-bearing quartz veinlets were outlined within dioritic to tonalitic intrusions. In addition, a number of mineralized and partially-rounded erratic blocks,
located about 300 metres from the mineralized corridors, returned significantly elevated copper, gold, and silver values.

Ground magnetic and inverse polarization/resistivity geophysical surveys were completed in 2002 and resulted in the discovery
of several new gold-copper-silver occurrences in the diorite intrusion. During the program, an intensely-altered boulder of quartzo-feldspathic metasediments with disseminated arsenopyrite and pyrrhotite was
identified. Subsequent investigation of this boulder and the glacial train in the area indicated that the source area was located a few kilometres to the northeast along the contact zone between the diorite intrusion and a cluster of
quartzo-feldspathic sediments lying directly north of the intrusion. Additional ground geophysical surveys, including IP/resistivity, magnetics and Hummingbird electromagnetic were performed from 2003 to 2004. A soil geochemical Modified Mercalli
Intensities survey was also conducted.



- 38 -



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In late 2003, prospecting and reconnaissance mapping were completed ahead of
mechanical trenching. The trenches were excavated to test geological, geophysical, and geochemical targets. Grab and channel sampling of the trenches indicated anomalous gold values of over one gram per tonne. The program also identified additional
gold occurrences in the diorite intrusion in the southwest portion of the grid.

A helicopter-borne, detailed magnetic
survey was carried out in early February 2004 over the northern half of the Ell Lake intrusion and the cluster of metasediments lying to the north.

From June to August 2004, additional trenching was performed on the Roberto Zone. Virginia commenced core drilling in
September 2005 and by November 2005 a total of 247 core holes had been drilled. Drilling completed by Virginia successfully extended the mineralization found at surface to a depth of 800 metres below surface. It also extended the mineralization
beyond the Roberto Peninsula into the James Bay area and on the North shore of Ell Lake as well as to the south. In January 2005, Virginia carried out an IP survey that covered a total of 226.3 line kilometres on the north-eastern side of Ell Lake.
The survey was performed by Geosig Inc. Also in 2005, a large B-horizon survey encompassing a portion of the property was completed. A total of 1,244 samples were taken at a spacing of 50 metres along lines spaced between 500 metres and 1,000
metres.

In 2006 a helicopter-borne magnetometer and electromagnetic VTEM survey (time domain) with an in-loop
configuration was flown over the entire Éléonore Project. The survey was conducted by Geotech Ltd. and totalled 3,123.5 line kilometres. Line spacing was 75 metres and the survey was oriented at 360 degrees north. A more detailed
survey was conducted over the Roberto deposit area with line spacing of 50 metres, which was oriented at 90 degrees north. The anomalies located inside the reservoir are large weak conductors and are interpreted to be related to the strong
concentration of conductive superficial sediments found in the reservoir. The long anomalies located to the east of Roberto are interpreted to be caused by sediments, such as iron formation and or argillitic sequences that have significant sulphide
concentrations. Some of the exploration drilling has since targeted some of the sediment-hosted anomalies and results indicate that they do not carry significant gold mineralization.

An in-principle agreement to acquire the Éléonore Project was reached between Goldcorp and Virginia in
November 2005 followed by a buyout offer shortly thereafter. Goldcorp took control of the Éléonore Project on March 31, 2006. Since acquisition, the Corporation has performed till sampling, lake-bottom sediment sampling,
surface mapping and trenching, additional core drilling, Mineral Resource estimation and geological modelling.

Geological Setting

The Roberto deposit is located in Archaean rocks of the Superior Province of Canada in the transition zone
between the Opinaca Subprovince and the La Grande Subprovince. The contact between the two sub-provinces is not well known and generally corresponds to regional-scale deformation zones and a sharp change in the metamorphic gradient. In some areas,
the contact is masked by late intrusions of one or the other subprovince.

The Opinaca Subprovince basin is a sedimentary
basin dominated by migmatized paragneisses and diatexites from the Laguiche Complex and intruded by syn to post-tectonic tonalite, granodiorite, granite and pegmatite intrusions from the Janin and Boyd instrusive suites. The metamorphic grade
increases from amphibolites facies near the margins to granulite facies toward the center of the basin. The paragneisses are strongly metamorphosed and folded rocks that retained few of their original structures.

The S-shaped La Grande Sub-province surrounds the Opinaca Sub-province on
its west and north sides, spanning a distance of 450 kilometres in the east-west direction and of 250 kilometres in the north-south direction. The La Grande Subprovince
is an assemblage of volcano-plutonic rocks composed of 85% intrusive rocks and 15% volcano-sedimentary units, the latest forming the volcano-sedimentary units of the La Grande River and Eastmain River green belts. These assemblages overlay an older
tonalitic basement. Metamorphic grade increases from the greenschist facies to the amphibolites facies toward the contact with the Opinaca Sub-Province. The Éléonore Project is overlain by rocks of the Eastmain Group of the La Grande
Subprovince. At its base, the Eastmain Group consists of the Bernou Formation and the Kasak Formation, which are composed of basalts and intermediate to felsic tuff.



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Regional faults are mainly present in the La Grande Subprovince and are oriented
northsouth, eastwest, northwestsoutheast, and northwestsoutheast. In outcrop, the faults can be recognized by either a strong tectonic banding or by the presence of intense shear zones with mylonitization. In the Opinaca
Subprovince, faults and shear zones are mainly located along fold limbs.

The Éléonore Project straddles the
contact between the Opinaca and La Grande Subprovinces. The contact is located in the northeast corner of the property along a north-westerly trend that is defined by a strong shear zone, a change in the magnetic grain, and an increase in the
metamorphic gradient. The Éléonore Project is hosted in Achaean-age rocks of a volcano-sedimentary greenstone belt developed near the contact between the Opinaca and La Grande Subprovinces of the Superior Province. Rock units from the
Opinaca Subprovince occur in the north-eastern corner of the Éléonore Project area. Lithologies are dominated by granite, granodiorites and heterogeneous assemblages of pegmatites, tonalites and granites from the Janin Intrusive Suite
intermixed with partially migmatized paragneiss from the Laguiche Complex. The structural grain is oriented in a north-westerly direction evolving to an eastwest grain toward the east part of the Éléonore Project area.

Exploration

Virginia performed several mapping and sampling programs from 2001 to 2005. Systematic sampling and detailed mapping in 2002
near the Ell Lake showing led to the discovery of a sulphide-bearing quartzo-feldspathic metasedimentary boulder that returned high gold values on assay. Prospecting and reconnaissance mapping successfully exposed surface outcrops of alteration
zones and gold mineralization.

Since the acquisition of the Éléonore Project, Goldcorp has performed
additional geological mapping, core drilling, metallurgical testwork, Mineral Resource and Mineral Reserve estimates, baseline environmental, geotechnical and hydrological studies, and a pre-feasibility study on the Éléonore Project.
The coordinate system used for all of the exploration, drilling and support of Mineral Resource and Mineral Reserve data is the Universal Transverse Mercator coordinate system using the North American datum of 1983.

From the summer of 2006 to 2011, small mapping and sampling programs have been carried out by Goldcorp at 1:20,000 scale in
various areas of the Éléonore Project. During this period, more than 1,000 outcrops were visited and sampled by Goldcorp geologists. A till sampling survey was completed under the supervision of Rémi Charbonneau of Inlandsis
during the summer of 2008, covering the Éléonore Project and consisted of a total of 496 samples collected at 100 metre to 200 metre spacing along lines distributed at every one to 1.5 kilometres. The program outlined six exploration
targets, named sectors A to H. The highest priority targets were considered to be Sector A, which is up-ice from the Roberto deposit, and Sector B, which has two distinct dispersal trains. Sector E was the third-ranked target, located five
kilometres down-ice from the Roberto deposit, where till sampling suggested the potential of gold mineralization due to the abundance of pristine-shaped visible gold grains, counts of five to 20 scheelite grains, high-grade gold results and
associated Sb, Sn and Cu anomalies.

A surface IP survey was conducted totalling approximately 21.3 kilometres between
2007 and 2008 on the Roberto deposit area. TMC Geophysique from Val dOr completed six lines for 5.7 kilometres in 2007 and the survey was completed in 2008 by Geosig Inc. of Québec, which completed 12 lines for 15.6 kilometres. The
survey was successful in identifying anomalies related to the Roberto mineralization and the pole-dipole configuration with 50 metre spaced electrodes is the recommended configuration for future surveys.

A lake-bottom sediment sampling survey was completed over the northern portion of the Opinaca reservoir during the summer of
2010. A total of 653 samples collected with 75 metre to 100 metre spacing along north-south lines distributed every 200 metres to 300 metres. The samples were submitted to multi-element analysis by Metal Mobile Ion partial dissolution, followed by
sensitive ICP-MS determination. The survey revealed three sectors of interest including Southeast Roberto, Old Camp and North sector.

The main focus of the exploration activities on the Éléonore Project have been focus on advancing the Roberto
deposit to a development decision, and therefore the Éléonore concession has not been subject to significant exploration work in the last six years. However, high-quality exploration targets exist, near both the Roberto deposit and on
other parts of the concession and these warrant further investigation on the Éléonore Project other than drilling. Since 2013, the Gaumond shaft has provided a drill base for additional work on the deposit at depth.



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The authors of the Éléonore Report are of the opinion that the
exploration programs completed to date are appropriate to the style of the deposits and prospects within the Éléonore Project. The exploration and research work supports the interpretations of genesis and affinity.

Mineralization

The Roberto deposit represents a clastic sediment-hosted stockwork-disseminated gold deposit in an orogenic setting. It is an
atypical deposit that displays some of the characteristics associated with the Greenstone-hosted quartz-carbonate vein deposits of the Geological Survey of Canada.

Rock units belonging to the La Grande Subprovince make up most of the Éléonore Project area west of the contact
and host the Roberto deposit. Lithologies are dominated by metasedimentary units of the Low Formation and include conglomerates, greywackes, arenites and cherts. Discordantly overlying the Low Formation are basalts and intermediate to felsic tuff
units of the Kasak Formation. These units are folded in a large northeast-trending 10 kilometre long open F1 fold. The Ell Lake diorite intrusion, also 10 kilometres long, occupies the centre of the Éléonore Project, more or less along
the centre of the large fold structure. The Roberto deposit is hosted in polydeformed greywacke units in contact with aluminosilicate-bearing greywacke and thin conglomerate units. The 1.9 kilometre long crescent shape of the deposit is the result
of F2 folding.

To date, mineralization has been intersected a vertical depth of 1,400 metres. Gold-bearing zones are
generally five to six metres in true thicknesses, varying from two metres to more than 20 metres locally. The mineralized zones are folded with increased thicknesses in the hinge of the folds while limbs are fairly straight and continuous. All zones
are still open at depth. The numerous subparallel mineralized zones are characterized by gold-bearing quartzdravitearsenopyrite veinlets, contained within quartzmicroclinebiotitedravitearsenopyritepyrrhotite
auriferous replacement zones. The mineralized zones are visually recognizable. They are light to dark brown in colour due to microcline and tourmaline alterations, with generally abundant sulphide concentration. These darker colours differentiate
the mineralized zones because the wall rocks are usually light to medium-grey and have a low sulphide content. Sulphide concentrations within the auriferous zones vary from two percent to five percent, with the main sulphides being arsenopyrite,
pyrrhotite and pyrite. Relationships between the nearby diorite and pegmatite intrusions and the gold mineralization event are still unknown.

Drilling

At the end of 2013, a total of 1,878 surface and underground drill holes (approximately 597,625 metres) have been drilled on
the property. Of these drill holes 348 (104,532 metres) were completed by Virginia and 1,530 (493,093 metres) by Goldcorp. All core diamond drilling completed on the property consists of wireline diamond drilling recovering NQ size (47.6
millimetres) drill core, except for definition drilling where BQ size (36.4 millimetres) is used. Since January 2013, exploration and delineation drilling is exclusively done from underground infrastructure.

Drilling has been conducted over the Roberto deposit on a 1,500 metre by 1,500 metre area. The drilling pattern was designed
to sample the deposit orthogonally to the interpreted strike and dip of the gold mineralization. The majority of the core holes were drilled with an inclination varying between negative 45 degrees to negative 63 degrees. All core holes were drilled
from surface on sections spaced approximately 25 metres apart in most parts of the deposit. Drill hole spacing of 25 metres by 25 metres is over the bulk of the ore-body to a depth of approximately 650 metres below
surface. Between 650 metres and 850 metres below surface, borehole spacing is increased to roughly 50 metres by 50 metres. Below 850 metres, down to approximately 1,200 metres, a borehole spacing of
100 metres by 100 metres is usually observed. For definition drilling, drill hole spacing is generally 12.5 metres by 12.5 metres inside the existing 25 metre drill spacing as permitted by the mine development schedule.

True thickness interval lengths are defined as being perpendicular to the strike and dip of the mineralization at the point of
bore hole intersection. It is the shortest distance between the hanging wall and the footwall points of intersection of the bore hole with respect to the strike and dip of the mineralization. Due to the irregular shape of the ore body, there is no
predetermined angle for this.

The location of proposed drill hole collars is assessed using a Trimble GPS and marked with
a picket. Front sights are implanted at 15 metres, 30 metres and 55 metres with the GPS and double-checked with a compass.



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Drilling is visually aligned using the front sights. Upon completion of the final collar survey, the planned collar coordinates and the surveyed collar coordinates are compared and any
discrepancies investigated. Down-hole surveys were carried out by the drill contractor for dip and deviation using a FlexIt instrument. During drilling, a single-shot test is taken approximately 15 metres past the casing to determine the initial
drill orientation. Following this, single-shot tests are taken roughly every 60 to 100 metres at the end of drilling shifts. Although this instrument is subject to effects of magnetism in surrounding rock types, rocks underlying the Roberto deposit
are very weakly magnetic.

Standardized logging forms and geological legends were developed for the Éléonore
Project. Geotechnical logs were completed in sequence prior to the geological logging. Geological logging used standard procedures and collected information on mineralization, lithological breaks, alteration boundaries, and major structures. Drill
cores are placed into wooden core boxes at the drill site. Drill core is retrieved from each drill site by Goldcorp employees or the drill contractor personnel at the end of every shift. All drill core is photographed. Core recovery is acceptable
for all drill programs, and averages about 100% over the life of the Éléonore Project. Upon completion, drill hole collars were surveyed using a differential GPS instrument by a registered surveyor. Underground drill holes are surveyed
using a Leica TS15 robotized station.

Drill data are typically verified prior to Mineral Resource and Mineral Reserve
estimation, by running a software program check. Sample intervals were determined by the geological relationships observed in the core and vary between 0.3 metres and 1.5 metres. An attempt was made to terminate sample intervals at
lithological and mineralization boundaries.

Sampling and Analysis

Exploration and infill core samples have been analyzed by a number of independent laboratories using industry-standard methods
for gold analysis. Since January 2007, ALS Chemex in Val dOr in Québec has been the primary laboratory, and holds ISO 17025 and 9001/2008 certifications. Metallurgical testwork has been done at a number of laboratories, but was
primarily performed by SGS. Sample preparation for samples that support Mineral Resource and Mineral Reserve estimation has followed a similar procedure for all Virginia and Corporation drill programs. The preparation procedure is in line with
industry-standard methods for a clastic sediment-hosted stockwork-disseminated gold deposit in an orogenic setting.

Since
mid 2007, drill cores have been systematically sampled from top to bottom. For in-fill drilling with 25 metre spacing or below, sampling is systematically done to complete the mineralized envelope with 7.5 metres on each side of the envelope.
Sampling is designed to reflect the general geology, all significant alterations and significant mineralization found on the property. Sample lengths vary between 0.3 metres and 1.5 metres. Collecting specific gravity data was initiated after the
Éléonore Project acquisition by the Corporation. The data was collected by Goldcorp personnel and the protocol is as follows: once the geological logging is completed and before the core is sampled, pieces of about ten centimetres are
measured, weighed dry and then wet and the data are recorded in the acQuire logging database and specific gravity is automatically calculated. A total of 15,369 measurements of specific gravity were completed. A measurement was taken in the middle
of each mineralized zone greater than one metre and at three metres and six metres from the host rock. Point load tests were also taken on the same samples as well as every 50 metres along the borehole length. The specific gravity database contains
11,923 specific gravity results A specific gravity of 2.77 was used for all veins. The specific gravity database is currently sufficient to provide a reliable assessment of the variability of the specific gravity across the gold deposit and
across the various rock types.

Samples were dried and crushed to better than 70% to 90% passing two
millimetres. A split of the crushed material was then pulverized to 85% passing 75 nanometres. Gold assays were determined on a 50 gram sample using fire analysis followed by an atomic absorption spectroscopy (AAS) finish. For
assay results equal or above three grams of gold per tonne, samples were re-assayed with a gravimetric finish. ALS Chemex reports an upper limit of ten grams of gold per tonne and a detection limit of 0.01 grams per tonne for AAS
analyses. No other elements are routinely assayed. The collected sample data adequately reflect deposit dimensions, true widths of mineralization, and the style of the deposits.



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Exploration and infill core samples were analysed by independent laboratories
using industry-standard methods for gold analysis. Virginia and the Corporation maintained a QA/QC program for the Éléonore Project. This comprised submission of analytical SRMs, duplicate and blank samples. QA/QC submission rates meet
industry-accepted standards of insertion rates. No material sample biases were identified by the QA/QC programs. The results of the QA/QC program did not indicate any problems with the analytical programs, therefore the drill core gold analyses from
the core drilling are suitable for inclusion in Mineral Resource and Mineral Reserve estimation.

Data that were collected
were subject to validation, using in-built program triggers that automatically checked data on upload to the database. 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. Independent data audits have been conducted, and indicate that the sample collection and database entry procedures are acceptable.

Various external consultants and Goldcorp staff have engaged in data verification. The authors of the Éléonore
Report consider that a reasonable level of verification has been completed by external consultants and dedicated database management staff, and that no material issues would have been left unidentified from the verification programs undertaken. The
authors of the Éléonore Report have reviewed the appropriate reports, and are of the opinion that the data verification programs undertaken on the data collected from the Éléonore Project adequately support the geological
interpretations, the analytical and database quality, and therefore support the use of the data in Mineral Resource and Mineral Reserve estimation.

Security of Samples

From the moment the core boxes are delivered to the core logging facility by the drilling contractor and up to their delivery
to the laboratory, the samples remain in the custody of personnel under the direct supervision of Corporation personnel.

Sample shipping procedures changed slightly in January 2007, when a decision was made to increase the batch size from
24 to 50 samples. The individual plastic sample bags are sealed at the sampling facility with a stapler. The samples are bagged in sequence, in groups of five, and inserted into rice bags. A batch is made up of 50 samples, or ten
rice bags. A group of six batches is assembled on a pallet for shipment for a total of 300 samples. A sample shipping form, with a unique identification number, detailing the contents of each batch is filled out by the core sampler. It is
verified by the senior technician and entered in the acQuire logging database. The pallet is then wrapped with plastic and identified with the shipment number.

Once or twice a week, the samples are transported directly to the laboratory in Val dOr in a locked truck with drivers
employed by the Corporation. The sample shipment form follows the shipment at all times and the transportation waybill is signed by the laboratory supervisor. A copy of the waybill is returned to the site and filed.

Sample security has relied upon the fact that the samples were always attended or locked in the logging facility.
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.



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Mineral Reserve and Mineral Resource Estimates

The following table sets forth the estimated Mineral Reserves for the Éléonore Project as of December 31,
2013:

Proven and Probable Mineral Reserves (1)(2)(3)(4)



|                  |  |            |  |                   |  |                     
|----------------- |  | ---------- |  | ----------------- |  | --------------------
|Category          |  | Tonnes     |  | Grade             |  | Contained Metal     
|                  |  | (millions) |  | (grams per tonne) |  | (millions of ounces)
|Proven            |  |           |  |                  |  |                    
|Probable          |  | 19.30      |  | 6.49              |  | 4.03                
|Proven + Probable |  | 19.30      |  | 6.49              |  | 4.03                





|(1) | The Mineral Reserves for the Éléonore Project set out in the table above have been reviewed and approved by Maryse Belanger, P. Geo.,
Senior Vice President, Technical Services, Goldcorp, who is a qualified person under NI 43-101. The Mineral Reserves are classified as probable, and are based on the CIM Standards.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | Based on a gold price of US$1,300 per ounce, an economic function that includes variable operating costs and metallurgical recoveries, and an
exchange rate of C$/US$1.05. These assume processing costs of C$29.89 per tonne, mining operating costs of C$52.41 per tonne, site services costs of $8.76 per tonne and general and administrative costs of $20.45 per tonne, for a total life-of-mine
estimated operating cost of C$111.51 per tonne.
|--- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(3) | Global cut off grade of 3.0 grams per tonne.
|--- | --------------------------------------------

|(4) | Numbers may not add up due to rounding.
|--- | ---------------------------------------

Factors that can affect the Mineral Reserve estimates are: low recovery at the mill because of a possible change in the
hardness of the rock; more water infiltration from the surface or underground than expected; in situ stress in the rock; rock burst; deviations in drill holes necessary to support production may cause more dilution; paste backfill strength; stope
dilution and recovery factors that are based on assumptions that will be reviewed after mining experience; stope stability is also an important factor with some stopes having considerable span and thickness; and changes in commodity price and
exchange rate assumptions.

The following table sets forth the estimated Mineral Resources for the Éléonore
Project as of December 31, 2013:

Measured and Indicated Mineral Resources
(1)(2)(3)(4)(5)(6)(7)(8)(9)(10)(11)(12)(13)

(excluding Proven and Probable
Mineral Reserves)



|                     |  |            |  |                   |  |                     
|-------------------- |  | ---------- |  | ----------------- |  | --------------------
|Category             |  | Tonnes     |  | Grade             |  | Contained Metal     
|                     |  | (millions) |  | (grams per tonne) |  | (millions of ounces)
|Measured             |  |           |  |                  |  |                    
|Indicated            |  |           |  |                  |  |                    
|Measured + Indicated |  |           |  |                  |  |                    
|Inferred             |  | 13.25      |  | 9.63              |  | 4.10                





|(1) | Mineral Resources for the Éléonore Project set out in the table above have been reviewed and approved by Maryse Belanger, P. Geo.,
Senior Vice President, Technical Services, Goldcorp, who is a qualified person under NI 43-101. The Mineral Resources are classified as inferred, and are based on the CIM Standards.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | The quantity and grade of reported Inferred Mineral Resources in this estimation are uncertain in nature and there has been insufficient exploration
to define these Inferred Mineral Resources as an Indicated or Measured Mineral Resources and it is uncertain if further exploration will result in upgrading them to an Indicated or Measured Mineral Resource category.
|--- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(3) | Mineral Resources are exclusive of Mineral Reserves. Mineral Resources are not known with the same degree of certainty as Mineral Reserves and do
not have demonstrated economic viability.
|--- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(4) | While the results are presented undiluted and in situ, the reported Mineral Resources are considered to have reasonable prospects for economic
extraction.
|--- | ----------------------------------------------------------------------------------------------------------------------------------------------------------

|(5) | The resource was estimated using Vulcan 8.2. Mineral Resources are based on a total of 839 core drill holes and 143 surface channels, totalling
147,390 assay results, collected between September 2004 and September 5th, 2013.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(6) | A minimum true thickness of 2.5 metres was applied for the Upper Mine and 1.0 metre for the lower mine, using the grade of the adjacent material
when assayed or a value of zero when not assayed.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(7) | Supported by statistical analysis and the high grade distribution within the deposit, a top cut varying from 45 grams per tonne and 100 grams per
tonne (7grams per tonne for the dilution envelope) was applied to assay grades prior to compositing grades for interpolation into model blocks using Ordinary Krigging and ID3 methods, and was based on 2 metre composites within a block model made of
5 metre long x 5 metre wide x 5 metre high blocks.
|--- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(8) | Three passes for each of the geological zones were used for interpolation.
|--- | --------------------------------------------------------------------------

|(9) | A bulk density of 2.77 grams per cubic centimetre was used for all types of lithological material in the block model.
|--- | ---------------------------------------------------------------------------------------------------------------------



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|(10) | Mineral Resources are reported using a three grams per tonne gold cut-off grade, which is based on assumptions of a US$1,300 per ounce gold price,
long-hole stoping underground mining methods, a total mining cost of C$111.5 per tonne (mining: C$52.41 per tonne; processing: C$29.89 per tonne; services: C$8.76 per tonne; and general and administrative costs of C$20.45 per tonne), an exchange
rate of C$/US$1.05 and a life-of-mine metallurgical recovery of 93.5%.
|---- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(11) | Ounce (troy) = metric tons x grade / 31.10348. Calculations used metric units (metres, tonnes and grams per tonne).
|---- | -------------------------------------------------------------------------------------------------------------------

|(12) | Numbers may not add up due to rounding.
|---- | ---------------------------------------

|(13) | The authors of the Éléonore Report are not aware of any known environmental, permitting, legal, title-related, taxation,
socio-political or marketing issues or any other relevant issue that could materially affect the Mineral Resource estimate.
|---- | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

All Indicated Mineral Resources were promoted to Probable Mineral Reserves and are therefore absent from the current Mineral
Resource estimate. Diamond drilling is underway on the Éléonore Project to convert the actual and growing Inferred Mineral Resources to Indicated Mineral Resources; as at the date of the Éléonore Report, if the program is
proved successful and grade consistent with actual resource, it is possible that this work could increase the life-of-mine Mineral Reserves by approximately five years.

Key areas of uncertainty that may materially impact the Mineral Resource estimate include: commodity price assumptions; metal
recovery assumptions; hydrological constraints; and rock mechanics (geotechnical) constraints.

In order to classify the
Mineral Resources as Measured Mineral Resources, an average diamond drill hold spacing of 12.5 metres must be used and samples must come from a minimum of three drill holes or underground development of mineralization. At the date that the
Éléonore Report was compiled, these requirements were not achieved expect in a few rare instances.

Mining Operations

The selected mining method will consist of long-hole stoping (down-hole drilling) on longitudinal retreat with
consolidated backfill and primary and secondary transverse stoping (Open stope). Paste backfill mixed with crushed waste rock is envisioned. For mine scheduling purposes, the vertical extent of the ore-body was subdivided into two parts: the
upper part of the ore-body located between 55 metres and 650 metres below surface (between the 55 and the 650 Levels), and the lower part of the ore-body below a depth of 650 metres and 1,130 metres below surface. Dividing the
ore-body into two parts will accelerate the production start-up. Initial production will be at the nominal rate of 3,500 tonnes per day of ore, with two mining horizons on the 440 and 650 Levels. Subsequently, the 230, 860 and
1,040 Levels will be put into production. Studies to increase and sustain production rate will be conducted as more drilling information becomes available. Based on the current Mineral Reserves, the planned operation has a ten year mine life.
The production is expected to reach 7,000 tonnes per day for at least four years. One production shaft and one surface decline are progressing well, while the exploration shaft (Gaumond shaft) has been completed to 715 metres deep and has a diameter
of seven metres. The Gaumond shaft was used to develop the 650 Level, to provide an exploration drilling platform for the deeper portion of the ore body, and to ensure an initial production rate of 3,500 tonnes per day, with the potential to reach
7,000 tonnes per day. The surface ramp will accelerate development on the levels. All the material that will come from levels deeper than the 650 Level will be brought to the loading station on the 650 Level by trucks via the ramp until the
production shaft is completed. The production shaft is currently in development. It is expected to improve production efficiency in the lower mine (below the 860 Level).

The Gaumond exploration shaft has a nominal 3,500 tonnes per day ore-hoisting capacity and a maximum hoisting capacity of
7,000 tonnes per day. Goldcorp is excavating a second shaft, which is expected to have a nominal 8,500 tonnes per day hoisting capacity. The objective is to transfer all of the ore handling system to the production shaft during ore production from
the lower mine. The Gaumond shaft will be used as the main ventilation raise. The current plant is designed for a throughput of 3,500 tonnes per day, with a ramp-up period from 2015 to 2017, to reach an expected 7,000 tonnes per day in 2017.
However, the Corporation has designed the plant to be able to expand to 7,000 tonnes per day earlier in the production mine life, if Inferred Mineral Resources can be upgraded to Mineral Reserves. The mill will be designed to operate at 7,000 tonnes
per day for 365 days per year. The primary crusher, the secondary crusher and the tertiary crushers will be located at surface. The tailings design envisages a storage capacity of 26 million tonnes. There is potential to extend the mine life,
and potentially sustain the 7,000 tonnes per day throughput rate, if some or all of the Inferred Mineral Resources identified within the life-of-mine production plan can be upgraded to higher Mineral Resource categories, and eventually to Mineral
Reserves. Mineralization remains open at depth, with the deepest drill hole encountering mineralization at 1,400



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metres depth; the current mine plan extends to 1,130 metres depth. The strategy is to initiate underground drilling from the Gaumond exploration shaft and exploration ramp to delineate sufficient
additional mineralization to support increases in the Mineral Resource estimate and eventual disclosure of Mineral Reserves so that hoisting and plant capacity can be fully utilized and the current mine life can be extended. The process plant
availability was established at 95% based on performance of similar operations with the same type of comminution circuit. The process flowsheet is standard, consisting of three stages of crushing, grinding, gravity concentration, sulphides
flotation, cyanide leaching, and gold recovery in a carbon-in-pulp circuit.

Mine construction activities are underway and
engineering and procurement activities are mainly completed. A global cumulative construction progress of 70% has been reached at the end of the 2013. Main activities are to complete mill mechanical, electrical and instrumentation of the main ore
process facilities in order to start preoperational verifications and commissioning as planned in the third quarter of 2014. A preoperational verification activity has been initiated at the industrial water treatment plant that will be fully
operational by the end of June 2014. Construction activities for the administration, garage and warehouse buildings are going in progress and will be completed by June 2014 and phase 2 of the permanent camp that includes recreational, gymnasium and
kitchen areas will be completed by the end of 2014. Phase 1 of the permanent camp was completed during the fourth quarter of 2013 and an additional 658 man camp is used to support on-going construction activities. Engineering, procurement and
construction management has reached a cumulative progress of approximately 44%.

The site had the following infrastructure
as at the date of the Éléonore Report: airport with illuminated runway; Gaumond shaft (presently in service); surface ramp (completed between surface and 650 metre Level); production shaft (sinking in process); process facilities
(under construction); water treatment plant (under construction); tailings management facility; administration, warehouse and garage buildings (under construction); accommodation at the permanent camp (403 rooms); accommodation camps for
construction component (777 rooms); and cafeteria. Water management is critical for success, as the deposit is located directly under the Opinaca Reservoir.

Currently, no mining is planned above 55 metres in order to mitigate risks associated with potential water inflow from
the Opinaca Reservoir and to respect the preliminary recommendation for the dimensions of the surface crown pillar. Due to the presence of open sub-horizontal decompression joints encountered mainly within the first 150 metres below surface,
coupled with the proximity of the reservoir, management of ground water infiltration is considered paramount for the successful project implementation.

An 11,000 cubic metre per day dewatering system was selected to handle the expected peak water inflow into the mine and
is expected to be in operation shortly. The system can be upgraded easily. The reclamation work will take place over a period of about two to three years (excluding monitoring) after completion of mining activities. A bond representing 100% of the
planned cost of restoration was delivered to the ministry in February, 2014. A mining reclamation plan was prepared and approved by the Ministry of Natural Resources on November 28, 2013. Closure costs are estimated at $40.1 million, which
includes provision for dismantling and removal of infrastructure, the remediation of water ponds, the tailings storage facility and the waste rock facility, soil and waste management, indirect costs and post-closure monitoring and contingency.

In 2013, Golder Paste Tec was mandated to test the tailings from the Éléonore Project. The results of the
previous testing programs were presented in 2010, in which the dewatering, rheological and unconfined compressive strength (UCS) properties of the tailings were assessed. The 2013 testing program consisted of expanding on the UCS
testwork, providing additional information with which to optimize the paste backfill mix recipes by varying the constituents (binder (90/10), flotation tails, fine sulphide concentrate and aggregate). In addition, rheological characterization and a
small flow loop test were added to assess the anticipated flow properties of a paste aggregate fill mixture. This program demonstrated that the aggregate addition in the paste has a positive impact on the binder consumption. The paste backfill
composition needs to be optimized during operations, but the results established an initial paste backfill composition of 17.5% aggregate, 12% fine sulphide concentrate, 3.5% binder and 67% flotation tails.

Production is expected to commence in October 2014 and is expected to be the nominal rate of 3,500 tonnes per day,
based on at least two independent mining horizons on the 440 and 650 Levels. For the first two years of production only the upper part of the mine will be in production. A third mining front may be



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subsequently started on the 230 Level. In the beginning of the third year, it is expected that sufficient infrastructure will allow exploitation of the 860 and 1,040 Levels. Exploration drilling
from underground will be conducted to test for additional mineralization. The pre-production period will last until the third quarter of 2014 and the estimated mine life is ten years.

Goldcorps bullion is sold on the spot market by Goldcorps in-house marketing experts. It is expected that the same
process will be used for the gold produced at the Éléonore Project. The terms contained within the sales contracts are typical and consistent with standard industry practices, and are similar to contracts for the supply of doré
elsewhere in the world.

The financial analysis assumed Probable Mineral Reserve totalling 19.3 million tonnes, grading 6.49 grams
per tonne of gold and assumed that Inferred Mineral Resources were treated as waste. A gold price of $1,300 per ounce, with an exchange rate of $1.05 and a tax rate of 40% was used for the financial analysis. A royalty payable on production from the
Éléonore Project is set at 2.20% on the first three million ounces of gold, and increases by 0.25% per million ounces thereafter, up to a maximum of 3.5%. Total capital cost estimate is $1.85
billion. Sustaining capital is estimated to be $310 million. The combined total capital and sustaining capital cost estimate is $2.16 billion. The estimated average annual operating cost is $106.20 per tonne milled. An average unit operating
cost of C$111.51 per tonne was estimated, which comprises C$29.89 per tonne for processing costs, including backfill and tailings treatment and transportation, C$52.41 per tonne for mining costs, C$8.76 per tonne for infrastructure costs, and
C$20.45 per tonne for general and administrative costs. The life of mine based on the current Mineral Reserves is ten years and the projected payback period is eight years. The Éléonore Project is expected to yield an after-tax
internal rate of return of 3.15%. Goldcorp has performed a conceptual review of the likely impact of production rate increases on the mine plan prior to commencement of major plant and infrastructure construction activities. In this concept study,
mining activities were assumed to occur on four mining fronts which would result in a doubling of the production rate from the current 3,500 tonnes per day from two fronts to 7,000 tonnes per day. The Corporations objective will now be to
focus on drilling activities from underground, when the shaft reaches the appropriate depth, to delineate additional mineralization that can be used to achieve the increased production rate. The Corporation has determined that construction
activities will assume that the 7,000 tonnes per day rate can be achieved, and that the plant and infrastructure will be sized and built accordingly.

Cash flow fluctuations during the life of mine primarily result from fluctuations in the sustaining capital and mill head
grade. Negative cash flows are projected at the end of the mine life and correspond to expected reclamation costs. The Éléonore Project is most sensitive to the gold price. It is less sensitive to changes in capital costs and operating
costs.

Exploration and Development

Since the end of 2012, all drilling has been completed from underground infrastructure, namely the 650 Level and the ramp. A
total of 112,607 metres of underground diamond drilling was completed in 2013.

As at December 31, 2013, ramp
excavation had reached level 620. During the year, the exploration shaft was sunk to a final depth to of 715 metres. The exploration shaft is now used to skip ore and waste to surface until the production shaft is operational for production.

The authors of the Éléonore Report recommend that in order to continue with project development and prepare for
the production phase, intensive exploration and delineation drilling must be carried out over the next three years. The suggested program involves a rate of approximately 25,000 metres per year of exploration drilling to test the deposits
extensions and add new resources, another 50,000 metre per year of infill drilling (at 25 metre spacing) to convert Indicated Mineral Resources to Mineral Reserves, and 40,000 metres per year of final delineation or definition drilling (production
drilling) for stope delineation. This amounts to a total of 115,000 metres of drilling per year, representing an estimated annual budget of C$17.25 million.



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MEXICO

The Corporations properties in Mexico include the Peñasquito Mine, the Los Filos Mine, the El Sauzal Mine, the
Noche Buena Project and the Camino Rojo Project. The Peñasquito Mine and the Los Filos Mine, each described below, are considered to be material mineral properties to Goldcorp.

PEÑASQUITO MINE, MEXICO

The Peñasquito Mine is indirectly wholly-owned by Goldcorp. The Peñasquito Mine is an open pit mining operation
located in north-central Mexico with two separate process facilities, an oxide ore facility and a plant to process sulfide ore. The oxide ore is processed through a heap leach/Merrill-Crowe facility that went into production in February 2008. The
first gold pour for the oxide circuit was on May 10, 2008. Line 1 of the sulfide plant started operating in September 2009 and first concentrate was shipped November 2009. The Peñasquito Mine achieved commercial production in September
2010.

Guillermo Pareja, P.Geo., Manager Resource Evaluation, Goldcorp and Maryse Belanger, P.Geo., Senior Vice President,
Technical Services, Goldcorp, prepared a technical report in accordance with NI 43-101 entitled Goldcorp Inc., Peñasquito Polymetallic Operation, Zacatecas State, Mexico NI 43-101 Technical Report dated effective January 8,
2014 (the Peñasquito Report). Guillermo Pareja and Maryse Belanger are qualified persons under NI 43-101. The following description of the Peñasquito Mine has been summarized, in part, from the Peñasquito
Report and readers should consult the Peñasquito Report to obtain further particulars regarding the Peñasquito Mine. The Peñasquito Report is available for review on the SEDAR website located at www.sedar.com under
the Corporations profile.

All scientific and technical information in this summary relating to any updates to the
Peñasquito Mine since the date of the Peñasquito Report, other than the Mineral Reserve and Mineral Resource estimates, has been reviewed and approved by the authors of the Peñasquito Report.

The Mineral Reserve and Mineral Resource estimates for the Peñasquito Mine included in the following section have been
reviewed and approved by Maryse Belanger, P.Geo., Senior Vice President, Technical Services, Goldcorp, who is a qualified person under NI 43-101.

Property Description and Location

The operating entity for the Peñasquito Mine is an indirectly wholly-owned Goldcorp subsidiary, Minera
Peñasquito. Peñasquito is situated in the western half of the Concepción Del Oro district in the northeast corner of Zacatecas State, Mexico, approximately 200 kilometres northeast of the city of Zacatecas.

Mining at the Peñasquito Mine commenced in 2010 and full production commenced in 2011. The Peñasquito Mine is
comprised of 19 mining concessions (45,752.9423 hectares), as at January 8, 2014, held in the name of Minera Peñasquito. Concessions were granted for durations of 50 years and a second 50-year term can be granted if the applicant has
abided by all appropriate regulations and makes the application within five years prior to the expiration date. Obligations which arise from the mining concessions include performance of assessment work, payment of mining taxes and compliance with
environmental laws. Duty payments for the concessions have been made as required. Minimum expenditures, pursuant to Mexican regulations, may be substituted for sales of minerals from the mine for an equivalent amount. Goldcorp holds additional
tenure in the greater Peñasquito Mine area (within about 200 to 300 kilometres of the Peñasquito Mine infrastructure), which is under application, is granted, or is part of joint ventures with third parties.

A two percent net smelter return royalty is payable to Royal Gold on production from both the Peñasco and Chile
Colorado pits which constitute the Peñasquito Mine. The Mexican Government has passed a new mining royalty, effective 1 January 2014, which will consist of a 7.5% mining royalty imposed on earnings before interest, tax, depreciation and
amortization (EBITDA). There is also an additional 0.5% royalty on precious metals revenue (applicable to precious metals mining companies) that will also be in effect as of January 1, 2014. In 2007, Silver Wheaton Corp. (Silver
Wheaton) acquired 25 percent of the silver produced by the Peñasquito Mine over the life-of mine for an upfront cash payment of $485 million and a per ounce cash payment of the lesser of $3.90 and



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the prevailing market price (subject to an inflationary adjustment commencing in 2011), for silver delivered under the contract.

Environmental liabilities are limited to those that would be expected to be associated with a polymetallic mine, where
productions occurs from open pit sources, and where disturbance includes mining operations, roads, site infrastructure, heap leach, and waste and tailings disposal facilities. A closure and reclamation plan has been prepared for the mine site.
Goldcorp holds the appropriate permits under local, state and federal laws to allow for mining operations.

Accessibility, Climate,
Local Resources, Infrastructure and Physiography

There are two access routes to the site. The first is via a
turnoff from Highway 54 onto the State La Pardita road, then onto the Mazapil to Cedros State road. The second access is via the Salaverna by-pass road from Highway 54 approximately 25 kilometres south of Concepción Del Oro. Within the
Peñasquito Mine, access is by foot trails and tracks. The closest rail link is 100 kilometres to the west. There is a private airport on site and commercial airports in the cities of Saltillo, Zacatecas and Monterrey. Travel from
Monterrey/Saltillo is approximately 150 kilometres, about two hours to site. Travel from Zacatecas is approximately 275 kilometres, about 3.5 hours to site.

Power is currently supplied through the Mexican central grid from the Mexican Federal Electricity Commission. On
January 25, 2011, Goldcorp signed a power delivery agreement with a subsidiary of InterGen, pursuant to which InterGen will construct and operate a 200 megawatt gas-fired combined cycle power plant to deliver 177 megawatts of supplied
electricity to the Peñasquito Mine and other operations in Mexico for a minimum term of 20 years. Construction of the power plant began in December 2012, with completion projected for the first quarter of 2015. An amendment to the original
contract to increase the supplied electricity by five megawatts is currently pending approval by Goldcorp. Goldcorp holds all necessary permits for the power line and road access to site.

Process and potable water for the Peñasquito Mine is sourced from the Torres-Vergel well field located six kilometres
west of the Peñasquito Mine and permits to pump up to 35 million cubic metres per year from this source have been received. The existing supply of groundwater is not sustainable in the long term and has resulted in a reduction of plant
throughput in 2013 due to lower than planned volumes from the current infrastructure. In 2012 and 2013, expansion to the current TorresVergel well field have occurred. To allow plant production to return to design levels, an additional
groundwater source within the Cedros basin has been identified. This area is named the Northern Well Field, and is approximately 60 kilometres northwest of the Peñasquito Mine and construction will take place during 2014. Under the Mining Law
in Mexico, the owner of a mining concession is entitled to use the water extracted from the mine in connection with exploration and mining activities. The Peñasquito Mine recycles almost 70 percent of the water it uses in the mining process
with the existing tailings facility.

There is sufficient suitable land available within the Goldcorp mineral tenure for
tailings disposal, mine waste disposal, and mining-related infrastructure, such as the open pit, process plant, workshops and offices. A skilled labour force is available in the region where the Peñasquito Mine is located and in the
surrounding mining areas of Mexico. Accommodation comprises a 1,900-bed camp with full dining, laundry and recreational facilities. Fuel and supplies are sourced from nearby regional centres such as Monterrey, Monclova, Saltillo and Zacatecas and
imports from the United States via Laredo.

Mining concessions give the holder the right to mine within the concession
boundary, sell the mining product, dispose of waste material generated by mining activities within the lease boundary, and have access easements. Surface rights in the vicinity of the Chile Colorado and Peñasco open pits are held by four
ejidos, as well as certain private owners. Goldcorp has signed current land use agreements with three of the ejidos and the relevant private owners. Under current agreements with the ejidos, payments are made to the ejidos on an annual basis, in
addition to certain upfront payments that have already been made.

There is litigation pending regarding the land use
agreement with Ejido Cerro Gordo. The Cerro Gordo lands include 60% of the mine pit area, the waste dump, and explosives magazine. On June 18, 2013 the agrarian courts in Mexico ruled that the land use agreement was null and ordered the Cerro
Gordo lands to be returned to the Ejido Cerro Gordo. Minera Peñasquito has prepared the required filings and is taking steps to expropriate the Cerro



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Gordo lands. Negotiations are continuing between Minera Peñasquito and authorized representatives of the Ejido Cerro Gordo with a view to reaching a mutually beneficial settlement of a
land claim. To date, operations at the Peñasquito Mine have not been impacted by these legal proceedings. If a settlement is not reached regarding use of the Cerro Gord lands and a new land use agreement is not entered into, there is a risk
to the Mineral Reserves and mine operations as a portion of the Peñasco open pit and infrastructure associated with the Cerro Colorado pit fall within the Cerro Gordo lands.

The climate is generally dry with precipitation being limited for the most part to a rainy season in the months of June and
July. Annual precipitation for the area is approximately 700 millimetres, most of which falls in the rainy season. The Peñasquito Mine area can be affected by tropical storms and hurricanes which can result in short-term high precipitation
events. Temperatures range between 20 degrees Celsius and 30 degrees Celsius in the summer and zero degrees Celsius to 15 degrees Celsius in the winter. Mining operations can be conducted year-round.

The Peñasquito Mine is situated in a wide valley bounded to the north by the Sierra El Mascaron and the south by the
Sierra Las Bocas. Except for one small outcrop, the area is covered by up to 30 metres of alluvium. The terrain is generally flat, rolling hills; vegetation is mostly scrub, with cactus and coarse grasses. The prevailing elevation of the property is
approximately 1,900 metres above sea level.

History

The earliest recorded work in the Peñasquito Mine consists of excavation of a shallow shaft and completion of two drill
holes in the 1950s. Kennecott Canada Explorations Inc. through its Mexican subsidiary, Minera Kennecott S.A. de C.V. (Kennecott) acquired initial title to the Peñasquito Mine and commenced exploration in 1994. Regional
geochemical and geophysical surveys were undertaken in the period 1994 to 1997. This work led to the early discovery of two large mineralized diatreme breccia bodies, the Outcrop (Peñasco) and Azul Breccias. Kennecott completed 250 rotary air
blast (RAB) drill holes (9,314 metres) to systemically sample bedrock across the entire Peñasquito Mine area which resulted in the discovery of the Chile Colorado silver-lead-zinc-gold zone. A total of 72 reverse
circulation and core drill holes (24,209 metres) were sited to test mineralization at the Outcrop Breccia, Azul Breccia, and Chile Colorado zones.

In 1998, Western Copper Holdings Ltd. (Western Copper) acquired a 100 percent interest in the
Peñasquito Mine from Kennecott. Western Copper completed a nine hole (3,185 metres) core drilling program and 13.4 line kilometres of tensor controlled source audio frequency magnetollurics geophysical survey work the same year. Exploration
efforts were focused on the Chile Colorado zone and the Azul Breccia pipe targets. Western Copper optioned the property to Minera Hochschild S.A. (Hochschild) in 2000. Hochschild completed 14 core holes (4,601 metres), eleven of
which were sited into the Chile Colorado anomaly, but subsequently returned the property to Western Copper. From 2002 to 2009, Western Copper completed an additional 874 core and reverse circulation drill holes (496,752 metres) and undertook a
scoping-level study, a pre-feasibility study, and a feasibility study in 2003, 2004, and 2005 respectively. The feasibility study was updated in 2006. Under the assumptions in the studies, the Peñasquito Mine returned positive economics. In
2003, Western Copper underwent a name change to Western Silver Corporation (Western Silver). Glamis acquired Western Silver in May 2006, and the combined company was subsequently acquired by Goldcorp in November 2006.

During 2005, a drill rig was used to perform geotechnical field investigations to support the design of the heap leach
facility, waste rock piles, tailings impoundment and process plant. Standard penetration tests were performed. Construction in the Peñasquito Mine commenced in 2007. In October 2009, the first lead and zinc concentrates were produced and
concentrate shipment to smelters commenced with first sales recorded in November 2009.



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Geological Setting

Regional Geology

The regional geology is dominated by Mesozoic sedimentary rocks, which are intruded by Tertiary stocks of intermediate
composition (granodiorite and quartz monzonite), and overlain by Tertiary terrestrial sediments and Quaternary alluvium. The Mesozoic sedimentary rocks comprise a 2.5-kilometre thick series of marine sediments deposited during the Jurassic and
Cretaceous Periods with a 2,000-metre thick sequence of carbonaceous and calcareous turbiditic siltstones and interbedded sandstones underlain by a 1,500 to 2,000-metre thick limestone sequence.

Local Geology

The Mesozoic sedimentary rocks of the Mazapil area were folded into east-west arcuate folds during the Laramide orogeny.
End-Laramide extension was accommodated by northwest-, northeast- and north-striking faults, contemporaneous with deposition of Tertiary terrestrial sediments in fault-bounded basins. Tertiary granodiorite, quartz monzonite, and quartzfeldspar
porphyry were also intruded during this period of extension. Current topography reflects the underlying geology, with ranges exposing anticlines of the older Mesozoic rocks, while valleys are filled with alluvium and Tertiary sediments overlying
synclinal folds in younger Mesozoic units. Tertiary stocks and batholiths are better exposed in the ranges. Two diatreme pipes, Peñasco and Brecha Azul, intrude the Caracol Formation shales in the centre of the Mazapil valley, and form the
principal hosts for known gold-silver-lead-zinc mineralization at Peñasquito. The breccia pipes are believed to be related to quartzfeldspar porphyry stocks beneath the Peñasquito Mine area. The current bedrock surface is
estimated to be a minimum of 50 metres (and possibly several hundred metres) below the original paleo-surface when the diatremes were formed. The brecciated nature of the host rock indicates that the diatremes explosively penetrated the Mesozoic
sedimentary units and it is likely that they breached the surface; however eruption craters and ejecta aprons have since been eroded away. Alluvium thickness averages 30 to 50 metres at Peñasquito, and this cover obscured the diatremes apart
from one small outcrop of breccia near the center of the Peñasco diatreme, rising about five metres above the valley surface. The single outcrop near the center of the Peñasco pipe contained weak sulphide mineralization along the south
and west side of the outcrop, representing the uppermost expression of much larger mineralized zones below.

Property Geology

Peñasco and Brecha Azul are funnel-shaped breccia pipes, which flare upward, and are filled with brecciated sedimentary
and intrusive rocks, cut by intrusive dikes. The larger diatreme, Peñasco, has a diameter of 900 metres by 800 metres immediately beneath surface alluvial cover, and diatreme breccias extend to at least 1,000 metres below surface. The Brecha
Azul diatreme, which lies to the southeast of Peñasco, is about 500 metres in diameter immediately below alluvium, and diatreme breccias also extend to at least 1,000 metres below surface. Porphyritic intrusive rocks intersected in drilling
beneath the breccias may connect the pipes at depth. Polymetallic mineralization is hosted by the diatreme breccias, intrusive dikes, and surrounding siltstone and sandstone units of the Caracol Formation. The diatreme breccias are broadly
classified into three units, in order of occurrence from top to bottom within the breccia column, which are determined by clast composition: sediment-clast breccia, mixed-clast (sedimentary and igneous clasts), and intrusive-clast breccias.
Sedimentary rock clasts consist of Caracol Formation siltstone and sandstone; intrusion clasts are dominated by quartz-feldspar porphyry. For the purposes of the geological block model, the sediment-clast and mixed-clast breccias were combined into
one unit, and are distinguished from the intrusion-clast breccia. A variety of dikes cut the breccia pipes and the immediately adjacent clastic wall-rocks. These dikes exhibit a range of textures from porphyry breccia, to quartzfeldspar and
quartz-eye porphyries, to porphyritic, to aphanitic micro breccias. For the block model they are combined into a single intrusive domain.

The Peñasco and Brecha Azul diatremes are considered to represent breccia-pipe deposits developed as a result of
Tertiary intrusion-related hydrothermal activity. Alteration, mineral zoning, porphyry intrusion breccia clasts, and dykes all suggest the diatreme-hosted deposits represent distal mineralization some distance above an underlying
quartzfeldspar porphyry system. Such deposits commonly exhibit structural influence from graben faults or faulting related to cauldron subsidence. The Peñasco and Brecha Azul diatremes lie along a northwest-trending system of
subvertical fractures within the central axis of the broad northwest oval of sericitepyritequartz



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calcite alteration. This may reflect the orientation of the porphyry intrusion underlying the known mineralization. Both of the breccia pipes lie within a hydrothermal alteration shell consisting
of a proximal sericitepyritequartz (phyllic) alteration assemblage, distal sericitepyritequartzcalcite assemblage, and peripheral chloriteepidotepyrite (propylitic) alteration halo. A halo of generally lower
grade disseminated zincleadgoldsilver mineralization lies within the sericitepyritequartzcalcite assemblage surrounding the two breccia pipes.

Exploration

Exploration activities on the Peñasquito Mine have included geological mapping, reverse circulation and core drilling,
ground geophysical surveys, mineralization characterization studies and metallurgical testing of samples. Petrographic studies and density measurements on the different lithologies have also been carried out. Much of this work has been superseded by
the data obtained during the drilling programs that support the Mineral Resource and Mineral Reserve estimates and by data collected during mining operations.

From 2006 to 2013, Goldcorp completed 286 core and 93 reverse circulation exploration drill holes, plus 46 metallurgical, 40
geotechnical, 298 condemnation, and 26 in-fill drill holes. An updated feasibility study was completed, mining was commenced (2007), the first doré was produced (2008), mechanical completion of the first mill/flotation line (50,000 tonnes per
day) (2009) and production and shipment of the first concentrates were produced and shipped (2009).

A deep
exploration drilling program was conducted between 2011 and 2013 to test for the presence of sulphide manto and skarn-hosted mineralization at depth. The exploration target was to define mineralization that might be able to support potential
underground development adjacent to and/or between the Peñasco and Brecha Azul diatreme pipes. Manto and skarn-hosted mineralization was intercepted starting at 900 metres below the surface. Potentially significant skarn- and breccia- hosted
mineralization was located between the Brecha Azul and Peñasco diatremes. There is also potential for additional deposit styles within the extensive Peñasquito Project, including base metal skarns and porphyry-related disseminated
deposits in geological settings. Exploration for these mineralization styles is ongoing. Goldcorp conducted an additional drilling campaign to the north of Peñasco in 2011, which consisted of 59 shallow reverse circulation drill-holes
designed to collect bedrock samples from immediately beneath the alluvial cover. Anomalies identified by this program were later tested to greater depth with core drill-holes. No significant mineralization was identified from the programs.

In the opinion of the authors of the Peñasquito Report, the exploration programs completed to date are appropriate to
the style of the deposits and prospects within the Peñasquito Mine and support the genetic and affinity interpretations.

Mineralization

Both the Peñasco and Chile Colorado deposits are centered on diatreme breccia pipes, the Peñasco diatreme at
Peñasco, and the Brecha Azul diatreme at Chile Colorado. The diatremes contain and are surrounded by coalesced halos of disseminated, veinlet and vein-hosted sulphides and sulphosalts containing silver and gold. Mineralization consists of
disseminations and veinlets and veins of various combinations of medium to coarse-grained pyrite, sphalerite, galena, and argentite. Sulphosalts of various compositions are also abundant in places, including bournonite, jamesonite, tetrahedrite,
polybasite, pyrargyrite, stibnite, rare hessite, chalcopyrite and molybdenite. Gangue mineralogy includes calcite, sericite, and quartz, with quartz, rhodochrosite, fluorite, magnetite, hematite, pyrite, garnets (grossulariteandradite) and
chloriteepidote. Carbonate is more abundant than quartz as a gangue mineral in veins and veinlets, particularly in the crackle breccia that occurs commonly at the diatreme margins.

Mantos-style sulphide replacements of carbonate strata have been identified within the Caracol Formation adjacent to the
diatreme pipes, beneath the clastic-hosted disseminated sulphide zones. They consist of semi-massive to massive sulphide replacements of sub-horizontal limestone beds, as well as structurally-controlled cross-cutting chimney-style, steeply dipping,
fracture and breccia zones filled with high concentrations of sulphides. The sulphides are generally dominated by sphalerite and galena, but also contain significant pyrite. Gangue minerals (commonly carbonates) are subordinate in these
strata-replacement mantos and cross-cutting chimneys. Stratiform and chimney mantos are characterized by their very high zinc, lead, and silver contents, with variable copper and gold contributions.



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A new style of CopperGoldSilverZincLead garnet skarn
mineralization with dissolution breccias has been identified at depth between the Peñasco and Brecha Azul diatremes. Mineralization identified to date occurs within the Indidura, Cuesta del Cura and the TaraisesLa Caja Formations. The
main trend of this mineralization is northwestsoutheast, with the best grades located between the diatremes. The skarn has horizontal dimensions of approximately 1,000 metres by 1,200 metres and is open at depth. This polymetallic
mineralization is hosted by garnet skarn and associated breccias, mainly as chalcopyrite, sphalerite, gold, and silver. Gangue minerals consist of pyrite, calcite, garnet, and magnetite. The garnet skarns are often surrounded by halos of hornfels,
especially in siliciclastic units, and/or marble and recrystallized limestone in carbonate units. The deep exploration programs have also identified quartz feldspar porphyry with strong sericite-pyrite-quartz-calcite and potassic alteration, which
contain occasional veinlets of quartz with molybdenite, and veins with secondary biotite and magnetite disseminated in the wall rocks.

In the opinion of the authors of the Peñasquito Report, the mineralization style and setting of the deposit is
sufficiently well understood to support Mineral Resource and Mineral Reserve estimation.

Drilling

Drilling completed on the Peñasquito Mine area for the period 1994 to 2013 comprised 1,333 drill holes totalling
689,847 metres. Drilling has focused on the exploration and delineation of three principal areas: the Chile Colorado Zone, the Brecha Azul Zone and the Peñasco Zone.

Reverse circulation drilling was conducted using down-hole hammers and tricone bits, both dry and with water injection. Some
reverse circulation drilling was performed as pre-collars for core drill holes. Core drilling typically recovered HQ size core (63.5 millimetres diameter) from surface, then was reduced to NQ size core (47.6 millimetres) where ground conditions
warranted. Metallurgical holes were typically drilled using PQ size core (85 millimetres).

Any break in the core made
during removal from the barrel was marked with a colour line. When breakage of the core was required to fill the box, edged tools and accurate measure of pieces to complete the channels was the common practice to minimize core
destruction. The end of every run was marked with a wooden tick and the final depth of the run. Core was transferred to wooden core boxes, marked with up and down signs on the edges of the boxes using indelible pen. The drill
hole number, box number and starting depth for the box was written before its use, whilst end depth were recorded upon completion. All information was marked with indelible pen on the front side of the box and also on the cover. All core from the
Goldcorp drill programs has been processed on site. Core boxes were transported to the core shed by personnel from the company that was managing the drill program, or the drilling supervisor.

Geotechnical Drilling

Oriented core drilling for geotechnical purposes was performed in 2004 with eight core holes completed in the area of the
planned Chile Colorado pit and three core holes in the planned Peñasco pit area for a total 11 core holes (4,126 metres). Core holes were oriented at an angle of 60 degrees to the horizontal and were sited to intersect the November 2005
design basis pit wall one-third of the ultimate wall height above the base of the final pit level. Core hole diameters were typically HQ3 (61 millimetres diameter) but were telescoped down to NQ3 (45 millimetres) if difficult drilling conditions
were encountered. Core was recovered in a triple tube core barrel assembly. Core recovery for the Peñasquito Mine drilling programs averaged 97 percent. Sample recoveries were not routinely recorded for reverse circulation holes.

Recent drilling, in the period 2010 to 2013, when the mine was operational, has comprised 22 drill holes (7,253.2 metres). Six
of these holes were sited in the Chile Colorado pit and the remainder was drilled for support of the Peñasco pit. Holes ranged in dip from vertical to 65 degrees and were either HQ3 or PQ3 in size. The drill holes were sited to provide
geotechnical information for pit phase designs and for support of potential modification of pit wall slope angles in selected pit sectors. A total of 68 laboratory triaxial tests of intact rocks were performed and 52 direct shear tests to estimate
the unconfined strength of the intact rock. An additional target was obtaining information on the bedding planes within the Caracol Formation. The RQD model was updated with the recent drill information, and a total of 1,211 holes were used. A total
of 1,348 holes and 13 geomechanical cells were used to



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construct the bedding model. Additional drilling is planned in 2014 to provide further data on the partial pit phase designs planned for Peñasco, primarily to test the north and west pit
sectors.

Metallurgical Drilling

Metallurgical drilling was first performed between 2003 and 2006, with 13 holes (4,016 metres) completed. Holes averaged 310
metres in depth. An additional 28 core holes were drilled in 2006 to 2012, consisting of 28 holes (15,375 metres), which were typically 550 metres long. During 2013, 28 holes (9,156 metres) were completed, averaging 510 metres in length.

Hydrogeological Drilling

A number of water wells have been completed in support of supply of the Peñasquito Mines water needs.

Geological and Geotechnical Logging

Logging of reverse circulation drill cuttings and core utilized standard logging procedures. Logs recorded lithologies,
breccia type, fracture frequency and orientation, oxidation, sulphide mineralization type and intensity, and alteration type and intensity. In July 2013, digital logging was implemented. Logs are stored on the mine server in an exploration database.
Information now recorded includes lithology, alteration, minerals, structural features, oxidation description, and vein types. Core was photographed; core photographs are retained on the mine server. Video was recorded from drill collar to toe;
these digital files are stored on hard disc. Geotechnical logging for pit design purposes was typically completed at three metre intervals, and recorded on compact discs. For site location purposes, geotechnical logging included sample descriptions,
Standard Penetration Test blow counts, sample numbers and visual classifications based on the united soil classification system. From 2010 onwards, all geotechnical logging has been stored in an acQuire database.

Collar Surveys

Collar surveys have been performed by a qualified surveyor since 2002. Since preparation for mining operations commenced in
2007, all surveys have been performed using digital global positioning system instruments. All drill hole collars are identified with a concrete monument, allowing all drill holes to be identified at a later date. The monument is placed directly
over the hole collar on completion of each drill hole.

Down-hole Surveys

Down-hole surveys are completed by the drilling contractor using a single shot, through the bit, survey instrument. Drill
holes are surveyed on completion of each hole as the drill rods are being pulled from the hole. Use of a gyroscopic survey instrument began in 2012, when Silver State Survey was contracted. In the first 800 metres of any drill hole, Silver State
Survey takes a measurement at 50 metre intervals and at the end of the drill hole.

Deposit Drilling

Drill hole spacing is generally on 50 metre sections in the main deposits spreading out to 400 metre spaced sections in the
condemnation zones. Drill spacing is wider again in the areas outside the conceptual pit outlines used to constrain Mineral Resources. Drilling covers an area of approximately 11 kilometres east to west by seven kilometres north to south with the
majority of drill holes concentrated in an area 2.1 kilometres east to west by 2.8 kilometres north to south.

Drilling is
normally perpendicular to the strike of the mineralization. Depending on the dip of the drill hole, and the dip of the mineralization, drill intercept widths are typically greater than true widths.



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Sampling and Analysis

Peñasquito Mine project staff has been responsible for sample collection, core splitting, run-of mine assaying,
preparation of samples, storage and security from inception to date. All analyses of exploration drill-hole and surface samples were performed by certified off-site analytical laboratories.

Reverse circulation drill cuttings were sampled at intervals of two metres. The material was split at the drill into several
portions of 12 kilograms or less. A handful of rock chips from each sample interval was collected and logged by experienced onsite geologists. Data from the drill logs were entered digitally into files for computer processing. From mid-2013, all
data are entered digitally into the database.

The standard sample interval is two metres. Some samples are limited to
geological boundaries and are less than two metres in length. Logging was completed at the drill site prior to splitting. Splitting of the core was supervised by the geologist who logged the core in order to ensure sampling integrity. For
condemnation drill holes, core was assayed every two metres out of 20 metres unless geologic inspection dictated otherwise. A senior Goldcorp geologist examined the core, defined the primary sample contacts, and designated the axis along which to
cut the core. Special attention is taken in veined areas to ensure representative splits are made perpendicular to, and not parallel to, veins.

Standard reference material samples and blanks were inserted in a documented sequence into the sample stream going to the
assay laboratory. Cut samples were bagged and numbered in polyethylene bags. Groups of 20 sample bags were placed in larger bags and labelled with the name and address of the laboratory, and the number and series of samples that were contained
within the bag. A Peñasquito Mine truck transports the sacks approximately once per week to the ALS Chemex laboratories in Guadalajara, Mexico. ALS Chemex was responsible for sample preparation throughout exploration and infill drilling
phases through its non-accredited sample preparation facilities in Guadalajara. All samples were dispatched to the ALS Chemex Vancouver, Canada laboratory facility for analysis, which, at the time the early work was performed, was ISO-9000
accredited for analysis; the laboratory is currently ISO-17025 certified and is independent of Goldcorp. The umpire (check) laboratory is Acme Laboratories in Vancouver, which holds ISO-9000 accreditations for analysis. SGS Mexico has also been used
for check analyses, which holds ISO/IEC 17025:2005 certification. The run-of-mine laboratory is not certified.

Blast
holes are sampled as whole-hole samples by an experienced sampler. During 2008, Goldcorp staff completed a total of 1,229 specific gravity measurements on drill core. An additional 127 bulk density measurements were also available from Dawson
Metallurgical Laboratories Inc. Utah. Specific gravity data were then used to assign average bulk specific gravity values by lithology. From 2011, a standard procedure was implemented, whereby a density sample, 20 centimetres in length, was taken
every 20 metres from core holes. Core is coated, and the specific gravity measured using the water displacement method. To end November 2013, a total of 3,802 determinations have been made.

In the opinion of the authors of the Peñasquito Report, quality of the drill, sampling and analytical data are suitable
to support Mineral Resource and Mineral Reserve estimation and mine planning.

A number of independent data checks
have been performed, in support of feasibility-level studies, and in support of technical reports, producing assessments of the database quality on the Peñasquito Mine. No significant problems with the database, sampling protocols, flow
sheets, check analysis program, or data storage were noted. Goldcorp performed sufficient verification of the data and database to support Mineral Resources and Mineral Reserves being estimated.

Security of Samples

Blanks and standard reference materials have been used in sampling programs by Goldcorp. The seven standard reference
materials were prepared by Metcon Research, Tucson, Arizona from Peñasquito Mine mineralization. Blank samples comprise non-mineralized limestones from the general Peñasquito Mine area. Goldcorp acquired eight new standard reference
materials in December 2009 which consist of Peñasquito core prepared by SGS and submitted to round-robin analyses by several certified laboratories. Blank samples utilized



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since 2013 consist of crushed non-mineralized sandstone from reverse circulation holes drilled in 2011 to the north of the Peñasquito Mine area.

Entry of information into databases utilized a variety of techniques and procedures to check the integrity of the data
entered. Electronic data entry (without a paper log step) is still being implemented. Digital drill-hole logging was implemented in mid-2013 using acQuire software. Assays received electronically from the laboratories are now imported directly into
the database. Analytical certificates received since 2010 have been stored in the data base and were validated via the acQuire software. Drill-hole collar and down-hole survey data were manually entered into the database prior to 2013. Since
initiation of digital logging and full implementation of the acQuire database in 2013, the collar and down-hole surveys are imported into the database using acQuire. Data are verified on entry to the database by means of built-in program triggers
within the mining software. Checks are performed on surveys, collar co-ordinates, lithology data, and assay data.

Paper
records have been archived for all assay and quality assurance and quality control data, geological logging and bulk density information, down-hole and collar coordinate surveys. All paper records were filed by drill-hole for rapid location and
retrieval of any information desired. Assays, down-hole surveys, and collar surveys were stored in the same file as the geological logging information. Sample preparation and laboratory assay protocols from the laboratories were also monitored and
kept on file. Exploration data are appropriately stored on a mine server, and data are regularly backed up by the Peñasquito Mine IT department.

Sample security was not generally practiced at the Peñasquito Mine during the drilling programs, due to the remote
nature of the site. Sample security relied upon the fact that the samples were always attended or locked at the sample dispatch facility. Sample collection and transportation have always been undertaken by Goldcorp or laboratory personnel using
company vehicles. Drill samples were picked up at site by ALS Chemex, prepared to a pulp in Guadalajara, Mexico, and sent by ALS Chemex via air to the ALS Chemex analytical laboratory in Vancouver, Canada. 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. Assay pulps and crushed reject material are returned by ALS Chemex to Goldcorps core
shack in Mazapil for storage. Drill core is stored in wooden core boxes on steel racks in the buildings adjacent to the core logging and cutting facilities. The core boxes are racked in numerical sequence by drill hole number and depth oarse rejects
in plastic bags are stored in cardboard boxes on steel racks in a separate locked building. The coarse reject boxes are labelled and stored by sample number.



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Typically, drill programs included insertion of blank, duplicate and standard
reference material samples. The quality assurance and quality control program results do not indicate any problems with the analytical programs; therefore the gold, silver, and base metal analyses from the core drilling are suitable for support of
Mineral Resource and Mineral Reserve estimation.

The authors of the Peñasquito Report are of that opinion that the
quality of the drill, sampling and analytical data are suitable to support Mineral Resource and Mineral Reserve estimation and mine planning.

Mineral Reserve and Mineral Resource Estimates

The following table sets forth the estimated Mineral Reserves for the Peñasquito Mine as of December 31, 2013:

Proven and Probable Mineral Reserves (1)(2)(5)(6)(7)(8)

|                |  |                   |  |                   |        |  |                        |  |      |                          |  |  |          |  |  |          |      |  |                           |  |      |                             |  |  |                          |  |  |                          |        |  |  |  |       |  |  |  |       | 
|--------------- |  | ----------------- |  | ----------------- | ------ |  | ---------------------- |  | ---- | ------------------------ |  |  | -------- |  |  | -------- | ---- |  | ------------------------- |  | ---- | --------------------------- |  |  | ------------------------ |  |  | ------------------------ | ------ |  |  |  | ----- |  |  |  | ----- | 
|                |  |                   |  |                   |        |  | Grade                  |  |      | Contained Metal          | 
|                |  |                   |  |                   |        |  |                        |  |      |                         
|Deposit         |  | Category          |  | Tonnes
(millions) |        |  | Gold
(grams
per
tonne) |  |      | Silver
(grams
per
tonne) |  |  | Lead
(%) |  |  | Zinc
(%) |      |  | Gold
(millions
of ounces) |  |      | Silver
(millions
of ounces) |  |  | Lead
(millions
ofpounds) |  |  | Zinc
(millions
ofpounds) |       
|                |  |                   |  |                   |        |  |                        |  |      |                         
|Peñasquito Mine |  | Proven            |  |                   | 335.03 |  |                        |  | 0.71 |                          |  |  | 34.67    |  |  |          | 0.35 |  |                           |  | 0.85 |                             |  |  | 7.67                     |  |  |                          | 373.42 |  |  |  | 2,621 |  |  |  | 6,308 | 
|Mill (3)        |  | Probable          |  |                   | 194.94 |  |                        |  | 0.47 |                          |  |  | 24.70    |  |  |          | 0.25 |  |                           |  | 0.62 |                             |  |  | 2.95                     |  |  |                          | 154.81 |  |  |  | 1,074 |  |  |  | 2,665 | 
|                |  | Proven + Probable |  |                   | 529.97 |  |                        |  | 0.62 |                          |  |  | 31.00    |  |  |          | 0.32 |  |                           |  | 0.77 |                             |  |  | 10.62                    |  |  |                          | 528.23 |  |  |  | 3,695 |  |  |  | 8,973 | 
|                |  |                   |  |                   |        |  |                        |  |      |                         
|Peñasquito Mine |  | Proven            |  |                   | 41.97  |  |                        |  | 0.42 |                          |  |  | 32.66    |  |  |          |     |  |                           |  |     |                             |  |  | 0.56                     |  |  |                          | 44.07  |  |  |  |      |  |  |  |      | 
|Heap Leach (4)  |  | Probable          |  |                   | 41.49  |  |                        |  | 0.33 |                          |  |  | 24.60    |  |  |          |     |  |                           |  |     |                             |  |  | 0.44                     |  |  |                          | 32.81  |  |  |  |      |  |  |  |      | 
|                |  | Proven + Probable |  |                   | 83.46  |  |                        |  | 0.37 |                          |  |  | 28.65    |  |  |          |     |  |                           |  |     |                             |  |  | 1.00                     |  |  |                          | 76.88  |  |  |  |      |  |  |  |      | 



|(1) | The Mineral Reserve estimates for the Peñasquito Mine set out in the table above were prepared by Mr. Peter Nahan, a Goldcorp employee
and have been reviewed and approved by Maryse Belanger, P. Geo., Senior Vice President, Technical Services, Goldcorp, who is a qualified person under NI 43-101. The Mineral Reserves are classified as proven and probable, and are based on the CIM
Standards.
|--- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | Mineral Reserves are estimated using commodity prices of $1,300 per ounce, a silver price of $22 per ounce, a lead price of $0.90 per pound and a
zinc price of $0.90 per pound; and an economic function that includes variable operating costs and metallurgical recoveries.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(3) | The estimated metallurgical recovery rate for the Peñasquito Mine (Mill) is 564% for gold, 565% for silver, 6372% for lead
and 75% for zinc.
|--- | -----------------------------------------------------------------------------------------------------------------------------------------------

|(4) | The estimated metallurgical recovery rate for the Peñasquito Mine (Heap Leach) is 50% for gold and 2228% for silver.
|--- | ---------------------------------------------------------------------------------------------------------------------

|(5) | Gold and silver cut-off grades are estimated assuming no contribution from the other metal, whereas the actual cut-off is based on net smelter
return estimation of $0.05 per tonne on a block-by-block basis applying all revenue and associated costs.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(6) | Tonnages are rounded to the nearest 10,000 tonnes, grades are rounded to two decimal places.
|--- | --------------------------------------------------------------------------------------------

|(7) | Rounding as required by reporting guidelines may result in apparent differences between tonnes, grade and contained metal content
|--- | ---------------------------------------------------------------------------------------------------------------------------------

|(8) | Tonnage and grade measurements are in metric units. Contained gold and silver ounces are reported as troy ounces. Contained lead and zinc pounds are
Imperial pound units.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------

The following table sets forth the estimated Mineral Resources for the
Peñasquito Mine as of December 31, 2013:

Measured, Indicated and Inferred Mineral Resources (1)(2)(3)(4)(5)(6)(7)(8)(9)

(excluding Proven and Probable Mineral Reserves)

|                |  |                      |  |                   |        |  |                        |  |      |                          |  |  |          |  |  |          |      |  |                           |  |      |                             |  |  |                           |  |  |                           |        |  |  |  |       |  |  |  |       | 
|--------------- |  | -------------------- |  | ----------------- | ------ |  | ---------------------- |  | ---- | ------------------------ |  |  | -------- |  |  | -------- | ---- |  | ------------------------- |  | ---- | --------------------------- |  |  | ------------------------- |  |  | ------------------------- | ------ |  |  |  | ----- |  |  |  | ----- | 
|                |  |                      |  |                   |        |  | Grade                  |  |      | Contained Metal          | 
|                |  |                      |  |                   |        |  |                        |  |      |                         
|                |  | Category             |  | Tonnes
(millions) |        |  | Gold
(grams per
tonne) |  |      | Silver
(grams per
tonne) |  |  | Lead
(%) |  |  | Zinc
(%) |      |  | Gold
(millions of ounces) |  |      | Silver
(millions of ounces) |  |  | Lead
(millions of pounds) |  |  | Zinc
(millions of pounds) |       
|                |  |                      |  |                   |        |  |                        |  |      |                         
|Peñasquito Mine |  | Measured             |  |                   | 32.23  |  |                        |  | 0.25 |                          |  |  | 23.51    |  |  |          | 0.27 |  |                           |  | 0.67 |                             |  |  | 0.26                      |  |  |                           | 24.36  |  |  |  | 192   |  |  |  | 476   | 
|Mill            |  | Indicated            |  |                   | 248.38 |  |                        |  | 0.27 |                          |  |  | 30.81    |  |  |          | 0.31 |  |                           |  | 1.05 |                             |  |  | 2.16                      |  |  |                           | 246.04 |  |  |  | 1,698 |  |  |  | 5,750 | 
|                |  | Measured + Indicated |  |                   | 280.61 |  |                        |  | 0.27 |                          |  |  | 29.97    |  |  |          | 0.31 |  |                           |  | 1.01 |                             |  |  | 2.42                      |  |  |                           | 270.40 |  |  |  | 1,889 |  |  |  | 6,226 | 
|                |  | Inferred             |  |                   | 40.79  |  |                        |  | 0.17 |                          |  |  | 30.82    |  |  |          | 0.18 |  |                           |  | 0.38 |                             |  |  | 0.22                      |  |  |                           | 40.42  |  |  |  | 162   |  |  |  | 342   | 



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---

|                |  |                      |  |  |      |  |  |  |      |  |  |  |       |  |  |  |   |  |  |  |   |  |  |  |      |  |  |  |      |  |  |  |   |  |  |  |   | 
|--------------- |  | -------------------- |  |  | ---- |  |  |  | ---- |  |  |  | ----- |  |  |  | - |  |  |  | - |  |  |  | ---- |  |  |  | ---- |  |  |  | - |  |  |  | - | 
|                |  |                      |  |  |      |  |  |  |      | 
|Peñasquito Mine |  | Measured             |  |  | 0.23 |  |  |  | 0.18 |  |  |  | 11.14 |  |  |  |  |  |  |  |  |  |  |  | 0.00 |  |  |  | 0.08 |  |  |  |  |  |  |  |  | 
|Heap Leach      |  | Indicated            |  |  | 3.83 |  |  |  | 0.18 |  |  |  | 15.84 |  |  |  |  |  |  |  |  |  |  |  | 0.02 |  |  |  | 1.95 |  |  |  |  |  |  |  |  | 
|                |  | Measured + Indicated |  |  | 4.06 |  |  |  | 0.18 |  |  |  | 15.57 |  |  |  |  |  |  |  |  |  |  |  | 0.02 |  |  |  | 2.03 |  |  |  |  |  |  |  |  | 
|                |  | Inferred             |  |  | 1.74 |  |  |  | 0.12 |  |  |  | 14.50 |  |  |  |  |  |  |  |  |  |  |  | 0.01 |  |  |  | 0.81 |  |  |  |  |  |  |  |  | 



|(1) | The Mineral Resource estimates for the Peñasquito Mine set out in the table above have been reviewed and approved by Maryse Belanger, P.
Geo., Senior Vice President, Technical Services, Goldcorp, who is a qualified person under NI 43-101. Mineral Resources are classified as measured, indicated and inferred, and are based on the CIM Standards.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | Mineral Resources are exclusive of Mineral Reserves.
|--- | ----------------------------------------------------

|(3) | Mineral Resources are not Mineral Reserves and do not have demonstrated economic viability.
|--- | -------------------------------------------------------------------------------------------

|(4) | Mineral Resources are reported to commodity prices of $1,500 per ounce, a silver price of $24 per ounce, a lead price of $1 per pound and a zinc
price of $1 per pound.
|--- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(5) | Mineral Resources are defined with Lerchs-Grossmann pit shells: that include: variable metallurgical recoveries, based on material types such that
recoveries into the lead concentrate for normal ores range from 5677% for gold, 6482% for silver, 6978% for lead and 6185% for zinc in normal ores; for the low-lead ores, the recovery ranges are projected to be 3547%
(gold), 5570% (silver), 3564% (lead), and 25% (zinc); heap leach recoveries of 57% for gold and 24% for silver; variable slope angles that range from 35 to 49o, ore and waste mining costs of $2.16 per tonne, process costs of
$7.91 per tonne general and administrative costs of $2.33 per tonne.
|--- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(6) | Mineral resources considered amenable to open pit mining methods are reported to a cut-off grade of $0.05 per tonne profit.
|--- | ---------------------------------------------------------------------------------------------------------------------------

|(7) | Tonnages are rounded to the nearest 1,000 tonnes, grades are rounded to two decimal places.
|--- | -------------------------------------------------------------------------------------------

|(8) | Rounding as required by reporting guidelines may result in apparent summation differences between tonnes, grade and contained metal content.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------

|(9) | Tonnage and grade measurements are in metric units. Contained gold and silver ounces are reported as troy ounces. Contained lead and zinc pounds are
Imperial pound units.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------

As part of project commissioning and initial operations, fluctuations to life of
mine average predictions, and requires that reviews of operations use sufficient data to be meaningful over the life of mine. Depending on the jurisdiction, assumptions made in feasibility studies as to social licence, environmental permitting,
environmental monitoring and closure requirements, and regulatory regimes can subject to change by the time a mining operation has reached what is considered to be the average life of mine output.

The Peñasquito Mine operation was reviewed in 2013. The following deviations from the 2008 feasibility study
assumptions, based on third quarter 2013 data, were noted:



| |  |  | Changes to metal price and exchange rate assumptions;
| | - |  | -----------------------------------------------------

| |  |  | Changes to the value estimation methodology used in the Mineral Resource block model;
| | - |  | -------------------------------------------------------------------------------------

| |  |  | Updates to the pit shell assumptions used in pit optimization;
| | - |  | --------------------------------------------------------------

| |  |  | Updates, based on the current knowledge of processing and treatment costs, of the cut-off grade used to determine material sent to either the
low-grade stockpile or the waste rock storage facilities;
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

| |  |  | Updates to the mine plan such that only material with a low strip-ratio is considered to be mineable whereas previous studies have higher
strip-ratio material included in the mine plan;
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

| |  |  | Detailed plant throughput data on a fully representative set of production data indicated that the block-scale mineralogical variability was not
captured at the sampling spacing available during the feasibility studies. Grade of payable elements was acceptable; however, there were some selective mining unit blocks that had significantly elevated potentially deleterious and penalty-incurring
elements. This has resulted in a number of blocks falling below the current economic threshold used for the Mineral Reserves;
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

| |  |  | Identification of these higher-penalty selective mining unit blocks has required modifications to in-pit sequencing and mine design so that the
material is either not mined at all, or is sent to waste, or is sent to the low-grade stockpile;
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

| |  |  | Updates to metallurgical recovery assumptions. Earlier studies had assumed fixed recoveries, and these assumptions were replaced in 2013 by a set
of recovery equations based on actual plant performance;
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

| |  |  | Updates to the assumptions regarding treatment and refining costs; prior to 2013, these were assumed to be fixed;
| | - |  | -----------------------------------------------------------------------------------------------------------------

| |  |  | Changes to the classifications used for concentrates, such that there are five concentrate types in 2013;
| | - |  | ---------------------------------------------------------------------------------------------------------

| |  |  | Updates to operating and general and administrative costs from 2006 to 2013;
| | - |  | ----------------------------------------------------------------------------

| |  |  | Updates to sustaining capital cost estimates from 2006 to 2013;
| | - |  | ---------------------------------------------------------------

| |  |  | Imposition by the Mexican authorities of a royalty on precious metals production from January 2014;
| | - |  | ---------------------------------------------------------------------------------------------------

| |  |  | Changes by the Mexican authorities to the taxation regime from January 2014; and
| | - |  | --------------------------------------------------------------------------------

| |  |  | Capital costs and operating costs for additional water infrastructure to support mine water supply and for the second tailings storage facility.
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------



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---

As a consequence, the estimates for the Mineral Resources and Mineral Reserves
were revised, as documented in the Peñasquito Report. The mine plan was rescheduled based on the estimated Mineral Reserves available.

Mining Operations

Mining Method

Mine production during the first three quarters of 2013 was 167.2 million metric tonnes. For 2014, the throughput rate
selected was based on the assumption that a 110 kilotonnes per day operation can be sustained using the available water well field. From 2015 onwards the operation is expected to benefit from the availability of a new water pipeline and the mine
schedule reflects a throughput rate of 115 kilotonnes per day for the remainder of the mine life. The current mine plan is based on the 2013 Mineral Reserve estimates, and will produce oxide and sulphide material to be processed through the existing
heap leach facility and sulphide plant respectively over a 13-year mine life (2014 to 2026). Material movement peaks in 2014 with 637,807 kilotonnes, decreasing to 179,646 kilotonnes in the last year of operation in 2026.

A stockpiling strategy will be practiced. The mine plan considers the value of the blocks mined on a continuous basis combined
with the expected concentrates quality. From time to time ore material with a NSR profit value between $0.05 and $5.00 is stockpiled to process first higher-value ore. In some instances, the ore is segregated into stockpiles of known composition to
allow for blending known quantities of material at the stockpile as required by the mill/customer. Stockpiling at Peñasquito also allows for forward planning for ore quality to ensure optimal mill performance and consistent gold production to
match, within the normal bounds of expected variability, the mine plan.

The final pit will have one contiguous outline at
surface but will consist of two distinct pit bottoms, one on the Peñasco Zone and one on the Chile Colorado (Brecha Azul) zone. Open pit mining is undertaken using a conventional truck-and-shovel fleet. Drill patterns range from nine metres
by nine metres in overburden to 4.3 metres by five metres in sulphide ore. The heap leach ore drill pattern is being adjusted as needed to ensure rock fragmentation of about 127 to 152 millimetres for leaching.

Metallurgical Process

The Peñasquito Mine consists of a leach facility that processes a nominal 25,000 tonnes per day of oxide ore and a
sulphide plant that processes a nominal 115,000 tonnes per day of sulphide ore. Mine construction commenced in 2007. In October 2009, the first lead and zinc concentrates were produced and concentrate shipment to smelters commenced with first sales
recorded in November 2009.

Ore placement on the heap leach pad began in February 2008. On April 8, 2008, ore
leaching was initiated and the first gold pour occurred on May 10, 2008. During the first three quarters of 2013, a total of 11,918,119 dry metric tonnes of ore were placed on the leach pad. A total of 40,413 ounces of gold and 1,306,258 ounces
of silver were produced from the oxide facility in the first three quarters of 2013. Over the life of mine gold and silver recovery from the oxide heap leach has stabilised. Based on this data, future gold and silver recovery from the heap will be
fixed at 57 percent for gold and 24 percent for silver.

Oxide Ore

Run-of-mine oxide ore is delivered to the heap leach pile from the mine by haul trucks. Lime is added to the ore, prior to
addition of the ore to the pad. Ore is placed in ten metre lifts, and leached with cyanide solution. Pregnant leach solution is clarified, filtered, and de-aerated, then treated with zinc dust to precipitate the precious metals. The precipitated
metals are subsequently pressure filtered, and the filter cake smelted to produce doré.

Sulphide Ore

Run-of-mine sulphide ore is delivered to the crusher dump pocket from the mine by 290 tonne rear-dumphaul trucks. The
crushing circuit is designed to process up to 148,000 tonnes per day of run-of-mine sulphide ore to



- 59 -



---

80 percent passing 159 millimetres. The crushing facility initially consisted of a gyratory crusher capable of operating at 92 percent utilization on a 24-hour-per-day, 365-days-per-year basis; a
parallel in-pit crushing circuit has since been included to support higher throughput.

For the first three quarters of
2013, a total of 29,005,248 dry metric tonnes of ore with an average grade of 0.42 grams per ton of gold, 21.79 grams per tonne of silver, 0.49 percent zinc and 0.25 percent lead was processed through the sulphide plant facility, for a total of
249,237 ounces of gold, 15,599,950 ounces of silver, 237,657,000 pounds of zinc, and 121,979,000 pounds of lead produced (payable metal). Metallurgical recoveries averaged 64 percent for gold, 77 percent for silver, 75 percent for zinc, and 76
percent for lead.

Metallurgical Opportunities

Two upside opportunities have been identified, and evaluations of these opportunities are ongoing.

Concentrate Enrichment Process

Due to the complex nature of the orebody, the lead concentrate can contains relatively high levels of copper, arsenic and
antimony. Goldcorp has evaluated processes for treatment of the copper concentrate for selective removal of arsenic and antimony and is developing a process for this purpose whereby arsenic and antimony would be removed from the copper concentrate,
with antimony recovered separately, and a potentially marketable copper concentrate, containing gold and silver, would be produced.

Pyrite Leach

The Peñasquito deposit contains gold, silver, lead, and zinc. Gold is primarily recovered into a lead concentrate, with
recoveries typically in the 65 percent to 70 percent range. The majority of unrecovered gold is associated with pyrite, which is not recovered by the current flotation process.

To increase overall gold (and silver) recovery, an evaluation is progressing to assess the viability of leaching a pyrite
concentrate which will be recovered from the current zinc flotation tailing. Preliminary metallurgical laboratory investigations at the mine have developed a process for the generation of a gold- and silver-bearing pyrite concentrate. This
concentrate can subsequently be ground and leached with cyanide to recover a portion of its precious metal content.

Mine Life

To support declaration of Mineral Reserves, Goldcorp prepared an economic analysis to confirm that the economics
based on the Mineral Reserves over a 13-year mine life could repay life-of-mine operating and capital costs. The mine was evaluated on an after-tax free cash flow basis. Results of this assessment indicated positive economics until the end of mine
life, and supported Mineral Reserve declaration. Life-of mine cash flow after annual sustaining capital requirements is US$5,249 million. Sensitivity analysis was performed on the base case life of mine after-tax net present value. The results of
this analysis demonstrate that the financial outcome is most sensitive to operating costs. The next most sensitive parameters are exchange rates, gold prices and gold production.

Markets/Contracts

Goldcorp currently has an operative refining agreement with Met Mex Penoles for refining of doré produced from the
Project. Goldcorps bullion is sold on the spot market, by marketing experts retained in-house by Goldcorp. The terms contained within the sales contracts are typical and consistent with standard industry practice, and are similar to contracts
for the supply of doré elsewhere in the world. Part of the silver production is forward-sold to Silver Wheaton.

The markets for the lead and zinc concentrates from the Peñasquito Mine are worldwide with smelters located in Mexico,
North America, Asia and Europe. Metals prices are quoted for lead and zinc on the London Metals Exchange and for gold and silver by the London Bullion Market Association. The metal payable terms and smelter treatment and refining charges for both
lead and zinc concentrate represent typical terms for the market and



- 60 -



---

qualities produced by the Peñasquito Mine. In addition to the forward sales contract for silver production with Silver Wheaton, Goldcorp has entered into sales and collar option agreements
for the base metals volumes in relation to Peñasquito Mine concentrate sales.

Taxes

The income tax rate applicable to corporations in Mexico was increased from 28 percent to 30 percent effective January 1,
2014. In addition, a tax-deductible mining royalty of 7.5 percent on earnings before the deduction of interest, taxes, depreciation and amortization, as well as an additional 0.5 percent royalty on precious metals revenue (applicable to precious
metals mining companies) will be in effect as of January 1, 2014.

Environment

Various baseline studies, including with respect to water, air, noise, wildlife, forest resources and waste and materials have
been completed. Environmental permits are required by various Mexican Federal, State and municipal agencies, and are in place for Project operations. The initial Project environmental impact assessment was authorized on December 18, 2006. This
initial document was prepared based on a 50,000 tonnes per day production rate. Additional impact assessments for extensions or modifications to increase permitted capacity to 150,000 tonnes per day have been filed and approved since 2008. Reviews
of the environmental permitting, legal, title, taxation, socio-economic, marketing and political factors and constraints for the Peñasquito Mine support the declaration of Mineral Reserves using the set of assumptions outlined in the
Peñasquito Report.

Exploration and Development

Exploration potential remains under the current open pits, and may support underground mining; such an alternative is under
consideration through planned conceptual-level engineering studies. The skarn and mantos mineralization identified at depth may also support a potential underground operation; studies are also planned to investigate this option. Currently no
underground Mineral Resources or Mineral Reserves are declared.



- 61 -



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LOS FILOS MINE, MEXICO

The Los Filos Mine is indirectly wholly-owned by Goldcorp. In operation since 2007, the Los Filos Mine consists of two
open-pit mines  Los Filos and El Bermejal  and one underground mine. The open-pit operation began commercial production in January 2008.

Maryse Belanger, P.Geo., Senior Vice President, Technical Services, Goldcorp, prepared a technical report in accordance with
NI 43-101 entitled Los Filos Gold Operation, Guerrero State, Mexico NI 43-101 Technical Report (the Los Filos Report) that has an effective date of December 31, 2012. Maryse Belanger is a qualified person under NI
43-101. The following description of the Los Filos Mine has been summarized, in part, from the Los Filos Report and readers should consult the Los Filos Report to obtain further particulars regarding the Los Filos Mine. The Los Filos Report is
available for review under Goldcorps profile on SEDAR at www.sedar.com.

All scientific and technical
information in this summary relating to any updates to the Los Filos Mine since the date of the Los Filos Report, other than the Mineral Reserve and Mineral Resource estimates, has been reviewed and approved by the authors of the Los Filos Report.

The Mineral Reserve and Mineral Resource estimates for the Los Filos Mine included in the following section have been
reviewed and approved by Maryse Belanger, P. Geo., Senior Vice President, Technical Services, Goldcorp, who is a qualified person under NI 43-101.

Property Description and Location

The Los Filos Mine is located in Los Filos mining district of central Guerrero State and the mining operations lie within the
southern part of the Morelos National Mineral Reserve known as Morelos Sur. The Los Filos Mine consists of 20 exploitation concessions totalling 4,622 hectares located within the municipality of Eduardo Neri, Guerrero, Mexico. Goldcorp owns 100% of
the Los Filos Mine. All of the exploitation concessions are held in the name of Goldcorps subsidiary, Desarollos Mineros San Luis, S.A. de C.V., and have a term of 50 years. The expiration dates vary depending on the date the concession was
granted. As per Mexican requirements for grant of tenure, the concessions comprising the Los Filos Mine have been surveyed on the ground by a licensed surveyor. Mining concessions give the holder the right to mine within the concession boundary,
sell the mining product, dispose of waste material generated by mining activities within the lease boundary, and have access to easements. Obligations which arise from the mining concessions include the performance of assessment work, payment of
mining taxes and compliance with environmental laws. All appropriate payments have been made to the relevant authorities, and the licences are in good standing. Minimum expenditures, pursuant to Mexican regulations, may be substituted for sales of
minerals from the mine for an equivalent amount.

Goldcorp has secured a total of 3,920 hectares of surface rights, and
currently holds all the surface rights required for the Los Filos Mine operations, including the area of both pits, process and ancillary facilities areas, roads, services and a buffer area securing future growth and potential exploration targets.
Surface rights have been secured by either acquisition of private and public land or by entering into temporary occupation agreements with surrounding communities. Agreements are typically 20 to 30 years in duration and payments are made on an
annual basis, with the annual payment amount linked to the Mexican consumer price index. Currently, the temporary occupation agreements are re-negotiated every five years, with the next period of negotiations occurring in 2014.

The existence in Mexico of a communal form of agrarian land ownership called ejidos and comunidades
agrarias can present special problems for surface land use. Ejidos are communal farms where individuals have surface rights to specific plots of land, but most land-use decisions must be made by the members of the ejido as a whole. Ejidos and
comunidades together cover about one-half of the Mexican territory; the other half remaining is legally defined as Pequeña Propiedad (private property). Both property types exist in the Los Filos Mine areas: private property and
propiedad social (ejidos and comunidades). Goldcorp has entered into temporary occupation agreements with the appropriate ejidos and comunidades, and has made and selective private property purchases to ensure the continuation of mining
operations.



- 62 -



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Current environmental liabilities are limited to those normally associated with
an operating gold mine where production occurs from open pit and underground sources, including roads, site infrastructure, and heap leach, waste dumps and disposal facilities. Goldcorp has estimated site rehabilitation and closure costs at
$20,900,000. Bonding requirements under Mexican regulatory requirements have been met.

No royalties are payable to any
entity. Current Mexican legislation does not require government royalty payments. The Corporation also holds the appropriate permits under local, state and federal laws to allow for mining operations.

Accessibility, Climate, Local Resources, Infrastructure and Physiography

From Mexico City, the Los Filos Mine can be accessed from Highway 95, a major paved highway, by turning off at the town of
Mezcala onto a dirt road that leads to the mine site. Driving time to the site from Mexico City is approximately three hours. The Los Filos Mine area is also served by a network of local roads. In addition, a private airstrip services the mine site
with flights to the site boarded at the Cuernavaca Airport. Flying time between the site and the Cuernavaca Airport is approximately 25 minutes.

The Los Filos Mine is located in a tropical arid zone. Average annual temperatures range from approximately 18 degrees Celsius
to 26 degrees Celsius. Average annual precipitation is 590 millimetres, most of which falls in the months of June through August. Very little precipitation occurs between the months of November and April. However, the Los Filos Mine area can be
affected by tropical storms and hurricanes which can result in short-term, high precipitation events. Mining operations are conducted year-round.

Goldcorp holds sufficient surface rights in the Los Filos Mine area to support the mining operations contemplated in the
life-of-mine plan, including access and power line easements. The mining operations are located near established power and road infrastructure at Mezcala. The nearby communities of Chilpancingo, Iguala, and Cuernavaca are also centers for the supply
of materials and mining personnel. Currently, 1,226 persons are employed on site. Power is supplied through the local utility service, Comision Federal de Electricidad. Process and potable water for the Los Filos Mine is sourced from a large well
and filtration gallery on the Rio Balsas located 1.5 kilometres west of Mezcala. The availability of power, water, communications facilities and an existing workforce supports declaration of Mineral Resources and Mineral Reserves.

The Los Filos Mine area is characterized by large limestone mountains divided by wide valleys. The slopes of the hills vary
from very flat to steep slopes. Valley slopes are covered with hardwood forest while the valley bottoms are generally farmed. The maximum elevation in the Los Filos Mine area, at 1,820 metres above sea level, is the summit of El Bermejal hill. The
valley of Carrizalillo lies at an altitude of 1,000 to 1,100 metres above sea level.

A total of 255 plant species were
identified in the vicinity of the Los Filos Mine area. These species are all located outside of the mining disturbance areas and have not been impacted by the Los Filos Mine. Five plant species of commercial interest were identified in the mine site
area. Fires in the area are common and have reduced the diversity of the vegetation. The current mining and construction activities have also resulted in clearing of vegetation. A total of 103 fauna species were identified in the region, most of
which were birds. The Los Filos Mine area lies on a migratory route for two bird species.

History

Much of the early exploration and mining activity in the area was focused on the neighbouring Nukay claim prior to the
discovery of the Los Filos Mine in 1995. The Nukay mine (the Nukay Mine), operated by Minera Guadalupe S.A. de C.V., is one of the earliest operations in the area, with first underground production in the period from 1938 to 1940;
however, there are no production records from this period. Underground operations reopened in 1946, and continued until 1961 producing about 0.5 million tonnes at 18 grams per tonne gold. A third period of exploitation occurred from open pits
commencing in 1984. There is also no production record from this period. Exploration activities completed in the period 1984 to date include geological mapping, geochemical sampling, geophysical surveys, reverse circulation and core drilling,
underground, metallurgical, geotechnical and hydrological drilling, development studies, and permitting activities.



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The Los Filos Mine area was only subject to sporadic prospecting through the
twentieth century until Teck Corporation (Teck) became interested in the Nukay property in 1993 and completed an agreement with Minera Miral S.A. de C.V. which was in the process of buying out the then-owners of Minera Nukay S.A.
de C.V., the holders of the Nukay licence. Minera Nuteck S.A. de C.V. was formed by Teck and Miranda Mining Development Corporation and conducted regional exploration and a drilling campaign around the Nukay operations, focusing on the potential for
mineralized skarns around the targets. The discovery hole for the Los Filos deposit was drilled in August 1995.

Initial
geotechnical studies were completed during the 1990s, and comprised core logging and desktop and site assessments of sub-surface conditions in the immediate vicinity of the mineralization at Los Filos and El Bermejal. Hydrological studies were
completed in the same time period, to provide baseline data collection. More detailed studies were completed by independent consultants to support feasibility-level assessments. Work included geotechnical assessment of infrastructure locations such
as the proposed plant, waste dump and tailings sites, groundwater exploration, hydrogeological studies, drainage assessments, and water and contaminant studies. The geotechnical models are reasonably established, and are based on drill data, rock
mass classification, and stability modeling carried out during the feasibility studies. The hydrological model is based on drill data.

In 1996, work focused on the delineation of the Los Filos and Pedregal prospects; these were subsequently recognized as the
one continuous deposit. In 1997, delineation drilling at the Los Filos Mine continued and a first Mineral Resource estimate was performed. Teck undertook Mineral Resource estimate updates, preliminary mining studies, and metallurgical test work
between 1998 and 2002.

In November 2003, Goldcorp gained 100% ownership of the Los Filos Mine through the purchase of
Miranda Mining Development Corporation and associated agreements with Teck. In 2004, additional delineation, drilling, geotechnical and environmental studies and metallurgical test work were conducted to support feasibility-level studies on the
mineralization and Mineral Reserves were declared. In 2008, the Nukay Mine, which was also acquired, was integrated with the Los Filos Mine operations as the Los Filos underground mine.

The El Bermejal deposit was identified in 1989. The El Bermejal deposit was initially overlooked due to low gold grades at
surface and the negative results from diamond drilling by Draco and the Mineral Resources Council (Consejo de Recursos Minerales, currently: Mexican Geological Survey). Little attention was paid to this area until 1986 when geologists from
Industrias Peñoles S.A. de C.V. (Peñoles) sampled jasperoids within an extensive oxidation zone on top of Cerro Bermejal. Gold values were outlined in association with the oxide zone and jasperoids. In 1988, geophysicists recognized
strong magnetic and induced polarization anomalies and in 1989, Peñoles started a detailed exploration program for bulk mineable gold deposits. Peñoles completed a Mineral Resource estimate and pre-feasibility study in 1994 that
envisaged a 13,000 tonnes per day open pit and heap leaching operation.

During 2003, Wheaton River Minerals Ltd.
evaluated the El Bermejal deposit and conducted a due diligence review of the project. Subsequently, a number of pits and adits were excavated to obtain bulk samples for validation of the local grade estimates and to provide representative material
for metallurgical test work. On March 22, 2005, Luismin acquired the El Bermejal gold deposit from Minera El Bermejal, S. de R.L. de C.V., a joint venture between Peñoles and Newmont Mining Corporation (Newmont). Due
diligence metallurgical studies on the El Bermejal mineralization for heap leach amenability were initiated and additional diamond core drilling conducted to support Mineral Resource and Mineral Reserve estimates, and to support open pit mining
studies. In 2005, further metallurgical, geotechnical, and engineering studies were undertaken resulting in the integration of El Bermejal and Los Filos into one comprehensive proposed mining operation.

Feasibility level studies into the Los Filos, El Bermejal open pits and the Los Filos underground mine were completed between
2005 and 2007. The underground operations have been integrated with the Los Filos open pit operations, which commenced production from the Los Filos and El Bermejal deposits in 2007.



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Geological Setting

Regional and Local Geology

The Los Filos and El Bermejal deposits are located in the Mezcala district in southern Mexico. They lie near the centre of a
large, circular-shaped feature known as the MorelosGuerrero Basin. The roughly circular basin is occupied by a thick sequence of Mesozoic platform carbonate rocks successively comprising the Morelos, Cuautla, and Mezcala Formations, and has
been intruded by a number of early Tertiary-age granitoid bodies. The basin is underlain by Precambrian and Palaeozoic basement rocks. The Morelos Formation comprises fossiliferous medium- to thickly-bedded finely-crystalline limestones and
dolomites. The lower contact is not exposed within the Los Filos Mine, but the Morelos Formation has a thickness of at least 1,570 metres near the community of Mezcala. The Cuautla Formation transitionally overlies the Morelos Formation. It
comprises a succession of thin- to medium-bedded silty limestones and sandstones with argillaceous partings and minor shale intercalations. The Mezcala Formation in turn transitionally overlies the Cuautla Formation and consists of a platform to
flysch-like succession of interbedded sandstones, siltstones, and lesser shales which have been extensively altered to hornfels near intrusive contacts.

The Cretaceous sedimentary rocks and granitoid intrusions are unconformably overlain by a sequence of intermediate volcanic
rocks and alluvial sedimentary rocks (red sandstones and conglomerates) which partially cover the region. The Mesozoic succession was folded into broad northsouth-trending paired anticlines and synclines as a result of east-vergent compression
during Laramide time. The Los Filos Mine area lies at the transition between belts of overthrust rocks to the west and more broadly-folded rocks to the east.

Regional structures include sets of northeast- and northwest-trending strike faults and fractures which cut both the carbonate
sequence and the intrusive rocks. The distribution of intrusive bodies in northwest-trending belts is thought to reflect the control on their emplacement by northwest-trending faults. Regional mineralization styles comprise skarn-hosted and
epithermal precious metal deposits and volcanogenic massive sulphide deposits. In Guerrero, these occur as two adjacent arcuate belts, with the gold belt lying to the east and on the concave margin of the massive sulphide belt. Both belts are
approximately 30 kilometres wide and over 100 kilometres long, from northwest to southeast.

Garnet skarn predominates at
the base of the deposits with traces of SiO2 grading upward to chlorite and epidote plus abundant SiO2 towards the top. Sericite is abundant, but is restricted to the apexes of the stocks. Skarn formation occurred in three stages, with late
hydrothermal veining overprinting the sequence. Pervasive jasperoids typically occur associated with the late veining stage, replacing skarn and intrusive rocks and forming a silica cap.

Property Geology

The Los Filos Mine deposit includes the mineralization mined in the Los Filos/4P open pit, and the mineralization mined by
underground in the Los Filos Norte and Sud underground workings that were formerly known as the Nukay deposit. The underground workings currently incorporate a number of zones, including IndependenciaSubida, Diegos, Nukay, Conchita, and
Peninsula. The open pit includes the Los Filos and 4P sectors. The El Bermejal deposit includes mineralization mined in the Bermejal North and South sectors, and the Guadalupe deposit. A former underground operation exploited part of the Guadalupe
deposit.

In the Los Filos area, mineralization is associated with two dioritic to granodioritic composition stocks that
were emplaced in carbonate rocks of the Morelos Formation. The stocks, known as East and West, are early Tertiary in age. Intrusion resulted in development of high-temperature calc-silicate and oxide metasomatic alteration (skarn) assemblages that
were followed by distinct meso- to epithermal alteration. Hematite and magnetite are typical skarn minerals, but diopside which is more usually recognized in skarn assemblages, is not present. The Los Filos (Nukay) deposit formed along the north,
east and southern margins of the East stock that geological evidence and argon dating have indicated is slightly older than the West stock. The differing morphology of the East and West stocks is interpreted to reflect different structural controls
during emplacement. The deposit is hosted primarily by a diorite sill that dips between 20 degrees and 50 degrees to the east away from the East stock. The diorite was emplaced into a large, moderately-dipping, active structure that parallels
bedding in the marble. The sill has a sigmoidal shape that starts out roughly flat at the stock, extends east at a moderate dip for about 200



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metres, then thins and flattens out again at depth. Alteration associated with mineralization is extremely varied and ranges from high temperature metasomatic to lower temperature epithermal
alteration.

The 4P portion of the greater Los Filos deposit comprises the El Grande, Aguita, Zona 70, and
Crestón Rojo zones. Mineralization is hosted within Cretaceous-aged medium-bedded to massive fossiliferous limestone of the Morelos Formation. The carbonates were intruded by granodioritic plutons and related dioritic stocks and dike bodies,
resulting in the formation of marble within the calcareous rocks and local development of calc-silicate endoskarn in the intrusive rocks. Pods of calc-silicate and iron-rich exoskarn in the marble formed along contacts. Two main outcrops of
intrusive rock, termed the East and West stocks, are of particular exploration interest.

The El Grande zone is situated
in the northwest part of the East stock where numerous northeast-trending inliers of carbonates lie in a complex relationship with the intrusive rocks. Gold mineralization occurs in both the intrusive and the variably altered carbonate slabs. The
gold zones tend to be thin and erratic, and do not appear to correlate well from hole to hole along lithologic contacts, although the mineralization may be following low-angle structures that cross cut the wall rock slabs.

The Aguita lies along the east side of the West stock, where a thin band of iron-skarn has formed along the northsouth
contact between the intrusion and marble. The mineralization extent is about 200 metres along strike.

Zona 70, which lies
to the northwest of Crestón Rojo, and south of La Conchita, has been combined with Crestón Rojo for the purposes of Mineral Resource estimation. Mineralization at Zona 70 occurs beneath the marble cap rock within a linear,
northwest-trending ridge-like cupola of granodiorite that breaches the surface in a small, elliptical outcrop at the TNP095 drill site. Zones of beta-quartz granodiorite were noted in drilling, and likely occur along south-dipping, low-angle
structures. Significant gold values are present only in the highly oxidized material. Gold is also found in the thin bands of exoskarn that follow the contact, particularly in zones showing strong late-retrograde alteration to massive iron-oxides
with the introduction of significant haematitic jasperoidal silica.

At Crestón Rojo, Granodiorite extends beneath
the marble cap to the south and southwest away from the East stock and under the marble that covers the area. Skarn alteration of the marble is developed along most of the intrusive contacts and ranges from ten metres to 30 metres in thickness.
Virtually all of the skarn consisted of massive magnetite replacement that has subsequently been oxidized to massive iron-oxide, and much has been replaced by later jasperoidal silica. Gold mineralization is found both in the exoskarn and in the
granodiorite, and is associated with the claysericitesilicaK-feldsparsulphidehematite alteration typical of mineralization in the East stock intrusive rocks. Mineralization occurs as scattered, erratic zones with no
clear continuity along lithologic projections. It is likely that the mineralization follows south-dipping, low angle structures that are not readily evident in the drilling.

The El Bermejal-Guadalupe deposit geology consists of calcareous and argillaceous rocks of Cretaceous age that are intruded by
granodiorite stocks of Tertiary age, forming metasomatic halos at their contacts. Tertiary volcanic rocks partly cover the area. Irongold mineralization is best developed at the granodioritelimestone contacts and also within endoskarn.
Endoskarn shows incipient garnetization and marmorization that decreases outwards. Thickness of the zones varies from ten to 150 metres with an average of 80 metres. Mineralization extends continuously all around the apophysis of the intrusion which
is approximately 600 metres in diameter. The shape of the deposit mimics a shell around the dome shape of the intrusion. Important structural controls that strike northsouth and eastwest, account for bends and widening of the zones at
the Tajo-Mez and Contacto Norte areas.

Exploration

Exploration has been undertaken by Goldcorp, its precursor companies, or by contractors. Exploration activities on the Project
have included regional and detail mapping, rock, silt and soil sampling, trenching, reverse circulation and diamond drilling, ground IP geophysical surveys, mineralization characterization studies and metallurgical testing of samples. Petrographic
studies and density measurements on the different lithologies have also been carried out.

Regional and detailed
geological mapping was completed in a number of phases. Map scales varied from regional (1:25,000) to prospect scale (1:1,000). These are generic scales and need verification. Map results were



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used to identify areas of quartz veining, alteration, silicification and sulphide outcrop that warranted additional work. Soil, channel, pit, adit, underground, grab and rock sampling were used
to evaluate mineralization potential and generate targets for reverse circulation and core drilling. Overall, there are 6,906 surface channel samples and 39,007 underground channel samples, which are stored in a database as proxy drill holes.
Surface geochemical data have been superseded by the drill programs, and production data.

Two ground magnetic geophysical
surveys were completed in 2007, over the Los Filos-Nukay zone, and over the Minitas area. Both surveys used 100 metre station spacing. The ground geophysical surveys were used to vector into mineralization and generate targets for drill programs.

Potential remains in the immediate vicinity of the Los Filos and El Bermejal open pits to identify additional
mineralization that may support Mineral Resource estimation. The corridor from the El Bermejal south area to the Guadeleupe deposit is particularly prospective. Regionally, additional targets include the San Pablo deposit and the Xochipala prospect.

Mineralization

The deposits in the Los Filos Mine area are considered to be typical of intrusion-related goldsilver skarn deposits.
Skarns develop in sedimentary carbonate rocks, calcareous clastic rocks, volcaniclastic rocks or (rarely) volcanic flows. They are commonly related to high to intermediate-level stocks, sills, and dykes of gabbro, diorite, quartz diorite, or
granodiorite composition. Skarns are classified as calcic or magnesian types; the calcic subtype is further subdivided into pyroxene, epidote, or garnet-rich members. These contrasting mineral assemblages reflect differences in the host rock
lithologies as well as the oxidation and sulphidation conditions in which the skarns developed.

Mineralization frequently
displays strong stratigraphic and structural controls. Deposits can form along silldyke intersections, sillfault contacts, beddingfault intersections, fold axes, and permeable faults or tension zones. In the pyroxene-rich and
epidote-rich types, mineralization commonly develops in the more distal portions of the alteration envelopes. In some districts, specific assemblages of reduced, Fe-rich intrusions can be spatially related to Au-skarn mineralization. Mineralization
in the garnet-rich Au skarns tends to lie more proximal to the intrusions.

Deposits range from irregular lenses and veins
to tabular or stratiform ore bodies with lengths ranging up to many hundreds of metres. Mineral and metal zoning is common in the skarn envelope. Gold is frequently present as micrometer-sized inclusions in sulphides, or at sulphide grain
boundaries. Mineralization is either hosted by, or spatially associated with, marble formed during contact metamorphism of the carbonates. Massive magnetite, hematite, goethite and jasperoidal silica, with minor associated pyrite, pyrrhotite,
chalcopyrite and native gold typically occur in the veins and metasomatic replacement bodies that developed at the contacts between the carbonates and intrusive rocks.

Drilling

Drill programs have been completed primarily by contract drilling crews, supervised by geology staff from the Project operator
at the time. The current drill database contains 2,844 drill holes (594,889 metres), of which 1,626 (230,821 metres) are core holes, and the remaining 1,218 holes (230,821 metres) are reverse circulation.

Reverse circulation drilling was conducted using down-hole hammers and tricone bits, both dry and with water injection. Ground
water is generally absent in the marble, but minor water flow is typically present in the underlying intrusive rocks. Water flow was rarely high enough to impact the drilling, although water had to be injected to improve sample quality.
Experimentation with various drilling techniques over the durations of the exploration programs led to the development of a rigorous drilling protocol in order to optimize sample quality. The rods used were 10 feet or 20 feet in length, and samples
of the drill cuttings were collected at intervals of five feet. Penetration rates averaged 60 metres per day per drill, with an average hole depth of approximately 230 metres. Some reverse circulation drilling was performed as pre-collars for core
drill holes. Sample recoveries were not routinely recorded for reverse circulation holes.



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Diamond drilling typically recovered HQ size core (63.5 millimetres in diameter)
from surface, then was reduced to NQ size core (47.6 millimetres) where ground conditions warranted. Following drilling methods tests, face-discharge bits were used for all drilling. In general, core recoveries were good, averaging around 90%.
Metallurgical holes were typically drilled using PQ size core (85 millimetres).

Drill diameters for the underground
operations are either NTW (56 millimetres) or HQ size, depending on the rig that is used. Although the vein and skarn orientations are variable within the Los Filos Mine area, generally drill orientations were appropriate for the style and
orientation of the mineralization in the area being drilled.

Drill spacing across the deposits that have Mineral
Resources estimated is at about 35 metres x 35 metres in areas with close-spaced drilling, widening to about 70 metres x 70 metres in the areas that are less well drilled. Drill spacing is wider again in the areas outside the conceptual pit outlines
used to constrain Mineral Resources. Drill hole orientations range from zero degrees to 225 degrees. Dips range between 65 degrees and 90 degrees, and are typically 90 degrees. Hole depths range from zero metres to 600 metres and average 350 metres.
Underground drilling is performed by Goldcorp personnel. Initial drill spacings are 25 metres x 50 metres, and tighten to a final spacing of 25 metres x 25 metres. Platform drilling is typically undertaken at a five metre x five metre spacing. Drill
hole lengths vary from about 40 metres to as much as 350 metres, but typically average about 200 metres in length. In the South zone of the underground operations, the drill azimuth is usually at 180 degrees, whereas in the North zone, azimuths are
commonly zero degrees/360 degrees. Dips vary depending on the target mineralization, from zero degrees to 90 degrees.

Los
Filos Mine currently operates ten drills that drill a 63/4 inch hole diameter. Blast holes are typically spaced at five metres x six metres
in ore zones, and are six metres deep. Drilling is normally perpendicular to the strike of the mineralization. Depending on the dip of the drill hole, and the dip of the mineralization, drill intercept widths are typically greater than true widths

Sampling and Analysis

Logging of RC drill cuttings and core utilized standard logging procedures that recorded lithological, mineralogical and
geotechnical data. Drill collars are surveyed by mine personnel, using total station instruments. Historic drill holes were picked up as collars could be located. Initial downhole surveys were performed using acid etching; since 2003, a Reflex
downhole survey instrument has been used, with surveys generally at 50 metre intervals downhole. Sample collection and handling of reverse circulation drill cuttings and core was done in accordance with industry standard practices, with procedures
to limit sample losses and sampling biases. Reverse circulation samples are typically 1.52 metres. Core is sampled so as to identify lithological changes, and typically does not exceed 1.5 metre lengths. Splitting was done using a tile saw or
Rockman saw when solid, or by hand with a knife or spatula when soft. Hydrasplit manual hydraulic splitters have also been used. Sample intervals in core and reverse circulation drilling, comprising maximum of 1.5 metre and 1.52 metre intervals
respectively, are considered to be adequately representative of the true thicknesses of mineralization. The sampling has been done over a sufficiently large area to determine deposit limits, and the data collected adequately reflects deposit
dimensions, true widths of mineralization, and the style of the deposits. The samples are representative of the mineralization, and respect the geology of the deposits.

QA/QC measures have been undertaken since about 2000. QA/QC includes submission of standard reference materials and blanks,
and re-assay of a proportion of the samples.

Sample preparation and analytical laboratories used during the exploration
and delineation drilling programs on the Los Filos Mine include Bondar Clegg, Skyline and ALS Chemex (which acquired Bondar Clegg and Skyline). ALS Chemex holds ISO 17025 accreditations for selected analytical methods. ALS Chemex is independent of
Goldcorp. The onsite mine laboratory is operated by SGS Laboratories and is independent of Goldcorp. The SGS laboratory in Durango, Mexico, was the check laboratory in 2012. The laboratory has held ISO-17025 certifications for selected analytical
methods since 2009. The laboratory is also independent of Goldcorp.



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The sample preparation method from 2000 to 2003 comprised crushing to 75% passing
10 mesh, then pulverizing to a minimum of 95% passing 150 mesh. In 2003, the pulverization changed to a minimum of 85% passing 200 mesh.

Since 2003, gold assays are run using a one assay-ton (30 gram) charge, with atomic absorption finish. Assays exceeding ten
grams per tonne gold were re-analyzed using fire assay with gravimetric finish. Copper and silver assays were performed using a one gram charge, aqua regia digestion and atomic absorption analysis. Silver values exceeding 100 grams per tonne silver
were reanalyzed using a one-ton fire assay with gravimetric finish. Approximately 2.5% of the splits from the exploration core samples were routinely re-assayed to confirm initial results and, if the check assays were at variance with the original
assay, a second split sample was assayed.

Goldcorps quality control and data verification procedures incorporated a
system of repeat assaying and blanks. One in 20 samples sent to the laboratory were identified for repeat analysis. Goldcorp introduced a blank sample immediately after the repeat sample, in other words every batch consists of 22 samples. The blank
material was limestone sourced from the local river, several kilometres away from the Los Filos Mine area.

Drill sampling
has been adequately spaced to first define, then infill, gold and copper anomalies to produce prospect-scale and deposit-scale drill data. Drill hole spacing varies with depth. Drill hole spacing in shallow oxide mineralization is approximately 150
metres. Average drill hole spacing in the core of the deposits is about 50 metres. Drill hole spacing increases with depth as the number of holes decrease and holes deviate apart. Average spacing at the base of the ultimate reserve pits is about 25
and 35 metres. Sample preparation procedure is in line with industry-standard methods for gold deposits.

Data Verification

A number of check assay programs have been conducted on legacy (historic) drill samples, in 1998, 2000, and 2001. In general
the programs found no particular bias, and a good correlation was noted between the original assays and the check assays. Database verification was performed in 2002, 2003, and 2006 in support of technical report preparation. No significant errors
were noted. Validation checks performed by operations personnel on data used to support estimation comprise checks on surveys, collar co-ordinates, lithology data, and assay data.

A number of reverse circulation holes on Los Filos Mine have been twinned with diamond drill holes. Checks on the twin data
were performed in 2002 and 2003; results indicated a reasonable agreement in picking out the mineralized zone with differences in average grades explained by nugget effect in two samples taken several metres apart in most cases.

International Mining Consultants (IMC), a third-party independent consulting firm, performed the open pit
Mineral Resource and Mineral Reserve estimates. Since 2008, IMC have reviewed the procedures used to handle, log, and prepare samples for shipment and the QA/QC programs in place. In IMCs opinion, the current procedures are very good and there
are no significant issues that would preclude the use of data in Mineral Resource and Mineral Reserve estimation. NCL Limited, a third-party independent consulting firm, performed the underground Mineral Resource and Mineral Reserve estimates.
During 2012, NCL undertook a review of the QA/QC data available for the Los Filos Mine underground. No significant issues that would preclude the use of data in Mineral Resource and Mineral Reserve estimation were identified from the review.

The authors of the Los Filos Report have reviewed the appropriate reports, and are of the opinion that the data verification
programs undertaken on the data collected from the Los Filos Mine adequately support the geological interpretations, the analytical and database quality, and therefore support the use of the data in Mineral Resource and Mineral Reserve estimation,
and in mine planning. No sample biases were identified from the QA/QC programs undertaken and ample data collected adequately reflect deposit dimensions, true widths of mineralization, and the style of the deposit. External reviews of the database
have been undertaken in support of acquisitions, support of feasibility-level studies, in support of technical reports, and in support of Mineral Resource and Mineral Reserve estimates, producing independent assessments of the database quality. No
significant problems with the database, sampling protocols, flow sheets, check analysis program, or data storage were noted.



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Security of Samples

Sample security was not generally practiced at Los Filos Mine during the drilling programs, due to the remote nature of the
site. Sample security relied upon the fact that the samples were always attended or locked at the sample dispatch facility. Sample collection and transportation have always been undertaken by company or laboratory personnel using company vehicles.
Drill samples were picked up at site by ALS Chemex, prepared to a pulp in Guadalajara, Mexico, and sent by ALS Chemex via air to the ALS Chemex analytical laboratory in Vancouver, Canada. 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.

Assay pulps and crushed reject material are returned by ALS Chemex to Goldcorps core shack at the Los Filos Mine for
storage. Weathering has deteriorated the integrity of individual pulps from earlier drill programs. Some pulps are stored at the Teck storage facility in Iguala. Drill core is stored in wooden-plastic core boxes on steel racks in the buildings
adjacent to the core logging and cutting facilities. The core boxes are racked in numerical sequence by drill hole number and depth. Coarse rejects in plastic bags are stored in cardboard boxes on steel racks in a separate locked building. The
coarse reject boxes are labelled and stored by sample number.

Entry of information into databases utilized a variety of
techniques and procedures to check the integrity of the data entered. The databases are acceptable to support Mineral Resource and Mineral Reserve estimation.

Mineral Reserve and Mineral Resource Estimates

The following table sets forth the estimated Mineral Reserves for the Los Filos Mine as of December 31, 2013:

Proven and Probable Mineral Reserves (1)(2)(3)(4)(5)(6)(7)(8)(9)(10)(11)

|                  |  |                   |        |  |                        |  |      |                          |  |  |                           |  |  |                             |      |  |  |  |       | 
|----------------- |  | ----------------- | ------ |  | ---------------------- |  | ---- | ------------------------ |  |  | ------------------------- |  |  | --------------------------- | ---- |  |  |  | ----- | 
|                  |  |                   |        |  | Grade                  |  |      | Contained Metal          | 
|Category          |  | Tonnes
(millions) |        |  | Gold
(grams per
tonne) |  |      | Silver
(grams per
tonne) |  |  | Gold
(millions of
ounces) |  |  | Silver
(millions of
ounces) |     
|                  |  |                   |        |  |                       
|Proven            |  |                   | 67.15  |  |                        |  | 0.98 |                          |  |  | 5.63                      |  |  |                             | 2.11 |  |  |  | 12.16 | 
|Probable          |  |                   | 243.22 |  |                        |  | 0.75 |                          |  |  | 5.42                      |  |  |                             | 5.84 |  |  |  | 42.35 | 
|Proven + Probable |  |                   | 310.37 |  |                        |  | 0.80 |                          |  |  | 5.46                      |  |  |                             | 7.95 |  |  |  | 54.52 | 



|(1) | The Mineral Reserves for the Los Filos Mine set out in the table above have been reviewed and approved by Maryse Belanger, P. Geo., Senior Vice
President, Technical Services, Goldcorp, who is a qualified person under NI 43-101. The Mineral Reserves are classified as proven and probable, and are based on the CIM Standards.
|--- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | Mineral Reserves amenable to open pit mining are contained within Measured and Indicated pit designs, and supported by a mine plan, featuring
variable throughput rates depending on the pit being mined, variable metallurgical recoveries depending on geometallurgical domain, and cut-off optimization.
|--- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(3) | Mineral Reserves amenable to underground mining are contained within stope designs that have a minimum horizontal continuity of ten metres, and
minimum mining width of one metre, and supported by a mine plan that features variable stope thicknesses depending on zone; and cut-off optimization.
|--- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(4) | Based on a gold price of $1,300 per ounce and a silver price of $22 per ounce.
|--- | ------------------------------------------------------------------------------

|(5) | The Los Filos crush-leach ore is based on an operational 0.5 grams per tonne gold cut-off grade, run of mine ore is based on a variable 0.22 to 0.5
grams per tonne gold operational cut-off grade that is determined by lithology. The El Bermejal Mineral Reserve is based on a 0.2 grams per tonne operational run of mine cut-off grade.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(6) | Mineral Reserves amenable to underground mining are reported based on a cut-off grade of 3.64 grams per tonne gold.
|--- | -------------------------------------------------------------------------------------------------------------------

|(7) | Dilution in Mineral Reserves amenable to underground mining is assigned an average grade of one gram per tonne gold and five grams per tonne silver
and assumed to be 0.85 metre thickness on average.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(8) | Mining recovery in Mineral Reserves amenable to underground mining is variable, based on stope width and can range from 75100%.
|--- | --------------------------------------------------------------------------------------------------------------------------------

|(9) | Process gold recoveries for Mineral Reserves amenable to open pit mining vary from 6477% for crush-leach ore and from 4959% for run of
mine ore at Los Filos; recoveries at El Bermejal vary from 5373%. A 5% silver recovery is assumed from all geometallurgical domains.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(10) | Process gold recoveries for Mineral Reserves amenable to underground mining are estimated at 72%. A 5% silver recovery is assumed from all zones.
|---- | -------------------------------------------------------------------------------------------------------------------------------------------------

|(11) | Numbers may not add up due to rounding.
|---- | ---------------------------------------



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The following table sets forth the estimated Mineral Resources for the Los Filos
Mine as of December 31, 2013:

Measured, Indicated and Inferred Mineral Resources
(1)(2)(3)(4)(5)(6)

(excluding Proven and Probable Mineral Reserves)

|                     |  |                  |        |  |                        |      |                          |       |                           |      |                             |      
|-------------------- |  | ---------------- | ------ |  | ---------------------- | ---- | ------------------------ | ----- | ------------------------- | ---- | --------------------------- | -----
|                     |  |                  |        |  | Grade                  |      | Contained Metal         
|Category             |  | Tonnes
(million) |        |  | Gold
(grams per
tonne) |      | Silver
(grams per
tonne) |       | Gold
(millions of
ounces) |      | Silver
(millions of
ounces)
|                     |  |                  |        |  |                       
|Measured             |  |                  | 9.87   |  |                        | 2.89 |                          | 11.47 |                           | 0.92 |                             | 3.64 
|Indicated            |  |                  | 71.39  |  |                        | 0.82 |                          | 7.05  |                           | 1.88 |                             | 16.19
|Measured + Indicated |  |                  | 81.26  |  |                        | 1.07 |                          | 7.59  |                           | 2.79 |                             | 19.82
|Inferred             |  |                  | 191.67 |  |                        | 0.82 |                          | 5.97  |                           | 5.03 |                             | 36.79



|(1) | The Mineral Resources for the Los Filos Mine set out in the table above have been reviewed and approved by Maryse Belanger, P. Geo., Senior Vice
President, Technical Services, Goldcorp, who is a qualified person under NI 43-101. The Mineral Resources are classified as measured, indicated and inferred, and are based on the CIM Standards.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | Based on a gold price of $1,500 per ounce and a silver price of $24 per ounce.
|--- | ------------------------------------------------------------------------------

|(3) | Mineral Resources potentially amenable to open pit mining methods use a mining cost of $1.23-$1.50, process cost of $2.79, process recovery of 56%,
and a refining cost of $3.26 per ounce. Mineral Resources potentially amenable to underground mining use a mining cost of $97.99, process cost of $4.79, process recovery of 72%, and a refining cost of $3.26 per ounce.
|--- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(4) | Mineral Resources potentially amenable to open pit mining methods are reported to variable gold cut-off grades of 0.2 grams per tonne gold for
mineralization from El Bermejal and Guadalupe, and 0.22 grams per tonne gold to 0.5 grams per tonne gold for mineralization from Los Filos, 4P, and Aguita. Mineral Resources potentially amenable to underground mining are reported to a gold cut-off
grade of 2.94 grams per tonne gold.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(5) | Mineral Resources are exclusive of Mineral Reserves. Mineral Resources are not known with the same degree of certainty as Mineral Reserves and do
not have demonstrated economic viability.
|--- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(6) | Numbers may not add up due to rounding.
|--- | ---------------------------------------

Mining Operations

Mining commenced in 2007, with the first gold pour the same year. Two open pits, Los Filos and Bermejal, are currently in
operation. Equipment is owner-operated, and mining is based on conventional truck-and-shovel operations. All open pit ore and waste requires blasting. Mineralization from the open pits is trucked to either the run-of-mine heap leach pad or to the
crusher. Average daily production in 2013 was 204,952 tonnes. The current life-of-mine plan assumes production from open pit sources until 2030. The production rate will be 22.4 million tonnes per year for the first six years and
12.3 million tonnes per year for the remaining years of a 17 year mine life. The mine plan currently contains future production that is attributed to Inferred Mineral Resources. These Inferred blocks were set to waste for the purposes of
Mineral Reserve declaration. While there is reasonable expectation that some or all of the Inferred Mineral Resources can be upgraded and classified as higher-confidence Mineral Resources with additional exploration and blast hole drilling programs,
Goldcorp cautions that some or all of this Inferred mineralization may not be able to be converted to higher-confidence Mineral Resource categories or eventually to Mineral Reserves.

Underground mining recommenced in 1996. Production is from two main areas and about 18 separate ore zones using a cut-and-fill
mining method. Equipment is owner-operated, and mining is based on conventional jumboload-haul-dumptramming operations. All ore and waste requires blasting. Ore from the underground mine is trammed to the surface and then trucked to the
stockpile of the crusher at Los Filos Mine. Average daily production in 2013 was 1,094 tonnes. The current life-of-mine plan assumes production from underground until 2025.

Infrastructure required to support mining activities is sufficient for the current life of mine. Construction for a second
leach pad was completed in October 2013. The mine camp is currently able to accommodate 292 persons. Power is supplied by Comision Federal de Electricidad and an emergency power plant was constructed during 2008 to provide back-up power for the
leach pumps and gold recovery plant.

Water for the operations is sourced from a large well and filtration plant located
1.5 kilometres west of Mezcala. The water plant has access to the Rio Balsas, which is a large perennial river. Water rights were granted



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in 2006 by the appropriate Mexican authorities. A probabilistic water balance model has been developed for the heap leach facilities, diversion channels and process ponds. The Los Filos Mine is
operated as a zero discharge system. Los Filos does not discharge process water to surface waters, and there are no direct discharges to surface waters. All wastewater from the offices, camp and cafeteria is treated in 15 wastewater treatment plants
prior to discharge to the environment.

Five waste rock storage facilities are in use; three at Los Filos, and two at El
Bermejal. In-pit backfill is contemplated toward the end of the mine life. The facilities have a combined life of mine planned storage capacity of 851 million tonnes for the waste dumps and 299 million tonnes for pit infill. Until 2013,
all landfill waste was disposed of in the Mezcala landfill facility. During 2014, Goldcorp intends to construct a landfill facility on site for operational use.

Mineralization from both the underground and open pit operations is classified as either low-grade or high-grade ore. If
high-grade, material is sent to a crushing system, consisting of a primary and secondary crusher, and reduced to a particle size of 80% passing minus 3⁄4
inches (19 millimetres). Material is then sent to the heap leach pad via overland conveyor/stacking. If low-grade, material is sent straight to the leach pad as run-of-mine ore. Currently, there are two leach pads in operation which are divided in
three sections, one for the crush ore and two for run-of-mine ore. The leachate is sent to a carbon adsorptiondesorptionrecovery plant, where a gold enriched liquor is obtained and sent to electrowinning cells to recover a sludge
containing gold, silver and some impurities. This step is followed by smelting to recover the goldsilver as doré.

Goldcorp has an operative refining agreement with Johnson Matthey for refining of doré produced from the mine.
Goldcorps bullion is sold on the spot market, by marketing experts retained in-house by Goldcorp. The terms contained within the sales contracts are typical and consistent with standard industry practice, and are similar to contracts for the
supply of doré elsewhere in the world. Part of the silver production is forward-sold to Silver Wheaton.

Based on
the current mine plan, life of mine capital costs are estimated at $946 million, or an average of $56 million per year. The estimate includes capital costs, sustaining capital costs, capitalized exploration, and development and stripping costs. For
the current life of mine financials, which are the 2013 business plan for the mine, capital costs are based on operating experience and quotes received from manufacturers during 2012. Sustaining capital costs reflect current price trends.

The results of a sensitivity analysis demonstrate that the Los Filos Mine financial outcome is most sensitive to variations in
the gold grade and gold price. The next most sensitive parameter is operating costs. Capital costs have the least influence on cash flows. The author of the Los Filos Report has reviewed the financial analysis and confirm that the Los Filos Mine has
positive economics until the end of mine life, which supports Mineral Reserve declaration.

An infill and exploration
drilling program is recommended, which will encompass about 34,955 metres of drilling at a total program cost of about $8 million, assuming drilling costs of $130 per metre.



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CENTRAL AND SOUTH AMERICA

The Corporations properties in the Central and South America region include the Marlin Mine, the Pueblo Viejo Mine
(40%), the Cerro Negro Project, the El Morro Project (70%), the Alumbrera Mine (371/2%) and the Cerro Blanco Project. The Pueblo Viejo
Mine and the Cerro Negro Project, each described below, are considered to be material mineral properties to Goldcorp.

PUEBLO VIEJO
MINE, DOMINICAN REPUBLIC

Goldcorp holds an indirect 40% interest in the Pueblo Viejo Mine. Barrick holds the other
60% interest in, and operates the Pueblo Viejo Mine. The Pueblo Viejo Mine, located in the Dominican Republic is an open pit gold mine. Commercial production commenced at the Pueblo Viejo Mine in January 2013.

Luke Evans, M.Sc., P.Eng., Principal Geologist and Executive Vice President, Geology and Mineral Resources, Roscoe Postle
Associates Inc., Hugo M. Miranda, C.P., Prinicpal Mining Engineer, RPA (USA) Ltd. and Kathleen Ann Altman, P.E., Principal Metallurgist, RPA (USA) Ltd., prepared a technical report addressed to Pueblo Viejo Dominicana Corporation
(PVDC), the operating company for the joint venture partners, Barrick and Goldcorp in accordance with NI 43-101 entitled Technical Report on the Pueblo Viejo Project, Sanchez Ramirez Province, Dominican Republic dated
March 27, 2014 (the Pueblo Viejo Report). Luke Evans, Hugo M. Miranda and Kathleen Ann Altman are each qualified persons under NI 43-101. The following description of the Pueblo Viejo Mine has been summarized, in part, from
the Pueblo Viejo Report and readers should consult the Pueblo Viejo Report to obtain further particulars regarding the properties held by the Pueblo Viejo Mine. The Pueblo Viejo Report is available for review under Goldcorps profile on SEDAR
at www.sedar.com.

The Mineral Reserve and Mineral Resource estimates for the Pueblo Viejo Mine included in
the following section have been reviewed and approved by Maryse Belanger, P. Geo., Senior Vice President, Technical Services, Goldcorp, who is a qualified person under NI 43-101.

Property Description and Location

The Pueblo Viejo Mine is located in the central part of the Dominican Republic on the Caribbean island of Hispaniola in the
province of Sanchez Ramirez. The Pueblo Viejo Mine is 15 kilometres west of the provincial capital of Cotui and approximately 100 kilometres northwest of the national capital of Santo Domingo, in an area of moderately hilly topography, and is
situated on the Montenegro Fiscal Reserve which covers an area of 4,880 hectares. The two main areas of alteration and mineralization are the Monte Negro and Moore deposits. The deposits of precious and base metals consist of high sulphidation,
quartz-alunite epithermal gold and silver deposits.

PVDC is the holder of the right to lease the Montenegro Fiscal
Reserve by virtue of a special lease agreement of mining rights, effective as of July 29, 2003, as amended in November 2009 and on October 5, 2013 (the Special Lease Agreement). The Special Lease Agreement provides PVDC
with the right to operate for a 25 year period, which was triggered on February 26, 2008, with rights of renewal allowing for a total of 75 years. Under the Special Lease Agreement, PVDC is obliged to pay to the government of the Dominican
Republic: income tax; a net smelter return royalty; and a net profits interest.

The second amendment to the Special Lease
Agreement, which became effective on October 5, 2013, mainly covers changes to the special tax regime previously agreed in the Special Lease Agreement. The most notable modifications included: elimination of a 10% return embedded in the initial
capital investment for the purposes of the net profits interest calculation; an extension to the period over which PVDC may recover its capital investment; a delay of application of net profits interest deductions; a reduction in tax depreciation
rates; and establishment of a graduated minimum tax. The graduated tax rate will be adjusted up or down based on future metal prices. The agreement also includes the following broad parameters consistent with the previous terms of the Special Lease
Agreement: corporate income tax rate of 25%; net smelter return royalty of 3.2%; and net profits interest of 28.75%.



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PVDC holds all surface rights necessary to access and exploit the deposits. PVDC
has acquired all of the permits necessary to operate the Pueblo Viejo Mine at the present time. In addition to the mine operations, by means of the second amendment to the Special Lease Agreement, the Dominican Republic granted PVDC a power
concession to generate electricity for consumption by the Pueblo Viejo Mine and the right to sell excess power. Also, in March 2012, PVDC obtained an environmental permit for the Quisqueya Power Plant and a power transmission line from San Pedro to
the Pueblo Viejo Mine site. The full list of obligations arising from the various permits, licences, and agreements total some 4,600, of which 80% relate to the mine site and the remaining 20% relate mainly to the power transmission line and other
aspects of power supply.

The government of the Dominican Republic remains responsible for the relocation, where
necessary, of those persons dwelling in the Los Cacaos basin. Pursuant to the Special Lease Agreement, environmental remediation within the mine site and its area of influence is the responsibility of PVDC, while the Dominican government is
responsible for historic impacts outside the development area and for the hazardous substances located at the Rosario Resources Corporation of New York (Rosario) plant site. However, agreement was reached in 2009 that PVDC would
donate up to $37.5 million, or half of the governments total estimated cost of $75 million, for its clean-up responsibilities. In December 2010, PVDC agreed to contribute the remaining $37.5 million on behalf of the government towards these
clean-up activities.

In 2005, as updated in 2007, PVDC completed a feasibility study on the Pueblo Viejo Project (the
Pueblo Viejo Feasibility Study). An environmental and social impact assessment (ESIA) and environmental management plan (EMP) were approved by the Secretariat of State for the Environment and
Natural Resources on December 26, 2006 and the environmental licence No. 0101-06 was issued in January 2007 (the Environmental Licence). Conditions of the Environmental License include detailed designs for tailings dams,
installation of monitoring stations and submission for review of the waste management plan and incineration plant design. Other changes have been submitted to the authorities for additional facilities. The last amendment to the Environmental License
was issued on November 13, 2013, which authorized the construction of an emulsion plant. An environmental license modification for project process expansion was submitted to authorities in late 2008 and approved in September 2010.

The Environmental Licence requires a compliance bond that corresponds to ten percent of the cost of the Environmental
Adjustment and Management Plan (PMAA) defined for the operational phase. At the end of the operational phase, PVDC will provide the corresponding bond at ten percent of the total amount of the PMAA for the closure and post closure
phases.

Accessibility, Climate, Local Resources, Infrastructure and Physiography

Access to the Pueblo Viejo Mine from Santo Domingo is by a four lane, paved highway, which then connects to a paved, two lane,
secondary highway at the town of Piedra Blanca, approximately 78 kilometres from Santo Domingo, the location of the main port facility. A network of haul roads supplement existing roads so that mine trucks can haul ore, waste, mine overburden and
limestone. As well as the existing access roads, the site infrastructure includes accommodations, offices, truck shop, medical clinic and other buildings, water supply, tailings storage facility and water treatment facilities. Some of these
facilities are being upgraded or renovated. The Pueblo Viejo Mine has filled most non-technical staff positions and labour requirements from local communities and the total number of employees at the Pueblo Viejo Mine as of December 2013 was 2,011.

There is a tropical climate with little fluctuation in seasonal temperatures. The average annual temperatures are 25
degrees Celsius, and temperatures range from daytime highs of 32 degrees Celsius to night time lows of 18 degrees Celsius. Annual rainfall is approximately 1,800 millimetres, with May through October typically being the wettest months. The Dominican
Republic is in an area where hurricanes occur, with the hurricane season typically from August to November.

The central
region of the Dominican Republic is dominated by the Cordillera Central mountain range. The Pueblo Viejo Mine is located in the eastern portion of the Cordillera Central mountain range where local topography ranges from 565 metres to approximately
65 metres above sea level. There is little primary vegetation on the Pueblo Viejo Mine site and surrounding concessions. Secondary vegetation is abundant outside of the excavated areas and can be quite dense.



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The tailings storage facility is operating in the El Llagal valley approximately
3.5 kilometres south of the plant site and the progressive raising of a large rock-filled dam with an impermeable saprolite core is underway. With respect to Mineral Reserve estimates, the current mine life is constrained by tailings storage
facility availability.

The Pueblo Viejo Mine is supplied electric power from two sources via two independent 230 kilovolt
transmission circuits. See Mining Operations. Initial water for earthworks and construction is being supplied largely from the Maguaca River, but also from the pipeline that connects the Hondo Reservoir and the freshwater pond. The
Hatillo and Hondo Reservoirs supply fresh water to the site. Reclaimed water from the tailings storage facility sites is used as a supplementary water supply under drought and flood situations. Barge-mounted pumps at the larger Hatillo Reservoir
pump fresh water to the Hondo Reservoir for make-up purposes. Fresh water is then pumped to a fresh water/fire water tank at 400 metre level and a freshwater pond, and from there it is distributed throughout the site for process, fire protection,
and potable needs. The potable water is a treated system.

Domestic waste water from the various sites is collected
through an underground gravity sewer system. Separate, underground, gravity systems serve the construction and operations camps. The clean effluent is discharged to the local river system. Non-hazardous domestic solid waste is sent by truck to a
central handling facility. An incinerator is installed at the non-hazardous waste dump to burn the solid waste.

History

The earliest records of Spanish mine workings at Pueblo Viejo are from 1505, although Spanish explorers sent into
the interior of the island during the second visit of Columbus in 1495 probably found the deposit being actively mined by the native population. The Spanish mined the deposit until 1525, when the mine was abandoned in favour of newly discovered
deposits on the American mainland. There are few records of activity at Pueblo Viejo from 1525 to 1950, when the Dominican government sponsored geological mapping in the region. Exploration at Pueblo Viejo focused on sulphide veins hosted in
unoxidized sediments in stream bed outcrops.

Rosario optioned the property in 1969. As before, exploration was directed
first at the unoxidized rock where sulphide veins outcropped in the stream valley and the oxide cap was only a few metres thick. As drilling moved out of the valley and on to higher ground, the thickness of the oxide cap increased to a maximum of 80
metres, revealing an oxide ore deposit of significant tonnage. In 1972, Rosario Dominicana S.A. was incorporated. Open pit mining of the oxide deposits started in the Moore deposit in 1975. In 1979, the Dominican Republic Central Bank purchased all
foreign-held shares in the mine. Rosario continued exploration throughout the 1970s and early 1980s, looking for additional oxide resources to extend the life of the mine. Rosario employed several drilling methods. The majority of holes were
vertical with a drill hole spacing ranging 20 metres to 80 metres. Core recoveries were reported to be approximately 50% in areas of mineralization and within silicified material.

The Monte Negro, Mejita, and Cumba deposits were identified by soil sampling and percussion drilling, and were put into
production in the 1980s. Rosario also performed regional exploration, evaluating much of the ground adjacent to the Pueblo Viejo concessions, with soil geochemistry surveys and percussion drilling. An airborne electro-magnetic survey was flown over
much of the Maimon Formation to the south and west of the Pueblo Viejo Mine. With the oxide resources diminishing, Rosario initiated studies on the underlying refractory sulphide resource in an effort to continue the operation and in 1986 and 1992,
feasibility studies were conducted.

Rosario continued to mine the oxide material until approximately 1991, when the oxide
resource was essentially exhausted. A carbon-in-leach plant circuit and new tailings facility at Las Lagunas were commissioned to process transitional sulphide ore at a maximum of 9,000 tonnes per day. Results were poor, with gold
recoveries varying from 30% to 50%. Selective mining continued in the 1990s on high-grade ore with higher estimated recoveries. Mining in the Moore deposit stopped early in the 1990s owing to high copper content (which resulted in high cyanide
consumption) and ore hardness. Mining ceased in the Monte Negro deposit in 1998, and stockpile mining continued until July 1999, when the operation was shut down. In 24 years



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of production, the Pueblo Viejo mine produced a total of 5.5 million ounces of gold and 25.2 million ounces of silver.

Three companies were involved in Rosarios attempt to find a strategic partner in 1992 and 1996: GENEL JV, Mount Isa
Mines Ltd. (MIM), and Newmont Mining Corporation (Newmont). The process was never completed but each of the three companies conducted work on the property for their evaluations. The GENEL JV expended six million
dollars between 1996 and 1999 in studying the project and advancing the privatization process. Studies included diamond drilling, developing a new geological model, mining studies, evaluation of refractory ore milling technologies, socioeconomic
evaluation and financial analysis. In 1996, the GENEL JV drilled 20 holes, 11 in the Moore deposit and nine in the Monte Negro deposit. All holes were drilled at an angle and down-hole surveys were performed. GENEL JV used a GPS to locate drill
holes and to survey the existing pits. In late 1996 and into 1997, MIM drilled 31 holes for a total of 4,600 metres at Pueblo Viejo, 15 in the Moore deposit and 16 in the Monte Negro deposit. Core size was HQ size with occasional reductions to NQ
size as necessary to complete the holes. Five holes were vertical and 26 were drilled at an angle. MIM collected a metallurgical sample from drill core, carried out detailed pit mapping, completed induced polarization geophysical surveys over the
known deposits and completed aerial photography over the mining concessions. MIM proposed to carry out a pilot plant and use ultra-fine grinding/ferric sulphate leaching. In each of 1992 and 1996 Newmont had proposed to carry out a pilot plant and
feasibility study for ore roasting/bio-oxidation. Samples were collected for analysis, but no results are available.

In
2000, the government of the Dominican Republic invited international bids for the leasing and mineral exploitation of the Pueblo Viejo sulphide deposits. Placer Dome was the successful bidder and the parties negotiated the Special Lease Agreement,
which became effective on July 29, 2003. Placer Dome conducted structural pit mapping of the Moore and Monte Negro open pits in 2002. Placer Dome also mapped and sampled a 105 square kilometre area around the concessions as part of an ongoing
environmental baseline study to identify acid rock drainage sources outside the main deposit areas. Part of the regional mapping and sampling program focused on evaluating the potential for mineralization in the proposed El Llagal tailings storage
area. Mapping and stream sediment sampling were conducted in the El Llagal valley and adjacent Maguaca and Naranjo river valleys. Further geotechnical evaluation of the El Llagal valley resulted in BGC Engineering Inc. drilling 20 core holes and
collecting numerous outcrop samples. Select samples identified with the most favourable mineralization were sent for gold and trace element analysis. Placer Dome completed 3,039 metres of core drilling in 18 holes during 2002 and
15,331 metres of core drilling in 115 holes during 2004 using thin-walled NQ size rods that produce 57 millimetre core. All but one of the holes was angled. Placer Dome drilled with oriented core to calculate the true orientations of bedding,
veining and faulting in the deposit areas. Drill holes were logged on paper using codes, graphic logs, and geologists remarks. Geological information related to assay intervals was recorded on a geology log. A second log was used to record
structural information and a third log used to record geotechnical information.

In February 2006, Barrick acquired Placer
Dome and subsequently sold a 40% stake in the Pueblo Viejo Project to Goldcorp.

In August 2010, the open pit prestripping
started. A total of 2.3 million tonnes were mined in 2010, 17.4 million tonnes in 2011, 16.1 million tonnes in 2012, and 15.3 million tonnes in 2013. The total ore mined between 2010 and 2013 is 33.9 million tonnes. The
processing plant started in September 2012 and the total ore processed was 5.2 million tonnes for the period ending in December 2013. The contained gold processed in the same period of time was 994,500 ounces and the gold sold was 645,100
ounces.

Geological Setting

Regional Geology

The Pueblo Viejo Mine is hosted by the Lower Cretaceous Los Ranchos Formation, a series of volcanic and volcaniclastic rocks
that extend across the eastern half of the Dominican Republic, generally striking northwest and dipping southwest. The Los Ranchos Formation consists of a lower complex of pillowed basalt, basaltic andesite flows, dacitic flows, tuffs, and
intrusions, overlain by volcaniclastic sedimentary rocks, and interpreted to be a Lower Cretaceous intra-oceanic island arc, one of several bimodal volcanic piles that form the base of the



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Greater Antilles Caribbean islands. The unit has undergone extensive seawater metamorphism (spilitization), and lithologies have been referred to as spilite (basaltic-andesite) and keratophyre
(dacite).

Local Geology

The Pueblo Viejo member of the Los Ranchos Formation is confined to a restricted, sedimentary basin measuring approximately
three kilometres north to south by two kilometres east to west. The basin is filled with lacustrine deposits that range from coarse conglomerate deposited at the edge of the basin to thinly bedded carbonaceous sandstone, siltstone, and
mudstone deposited further from the paleo-shoreline. In addition, there are pyroclastic rocks, dacitic domes, and diorite dykes within the basin. The Pueblo Viejo member is bounded to the east by volcaniclastic rocks, and to the north and west by
Platanal Member basaltic-andesite (spilite) flows and dacitic domes. To the south, the Pueblo Viejo member is overthrust by the Hatillo Limestone Formation.

Property Geology

Pueblo Viejo is a high sulphidation, quartz-alunite epithermal gold and silver deposit. High sulphidation deposits are
typically derived from fluids enriched in magmatic volatiles, which have migrated from a deep intrusive body to an epithermal crustal setting, with only limited dilution by groundwater or interaction with host rocks. Major dilatant structures or
phreatomagmatic breccia pipes provide conduits for rapid fluid ascent and so facilitate evolution of the characteristic high sulphidation fluid. Mineralization is predominantly pyrite with lesser amounts of sphalerite and enargite. Pyrite
mineralization occurs as disseminations, layers, replacements, and veins. Sphalerite and enargite mineralization is primarily in veins, but disseminated sphalerite has been noted in core.

The Moore deposit is located at the eastern margin of the Pueblo Viejo member sedimentary basin. Stratigraphy consists of
finely bedded carbonaceous siltstone and mudstone overlying horizons of spilite, volcanic sandstone, and fragmental volcaniclastic rocks. The entire sequence has a shallow dip to the west. The eastern margin of the sedimentary basin hosting the
Moore deposit is defined by fragmental volcaniclastic rocks and non-carbonaceous sedimentary rocks. Bedding generally dips shallowly westwards (less than 25 degrees) but locally, steep faults with north-northeast and north-northwest strikes have
rotated bedding into steep orientations. The north-northeast faults appear to link with a north-northwest trending fault that controls the eastern margin of the Moore dacite porphyry and is a boundary to a gold-bearing pyrite vein zone at North
Hill. The westward-dipping thrust and bedding plane faults offset pyrite veins with only minor displacement evident. The faults are associated with an intense cleavage and bedding-parallel quartz veins with gold mineralization. In the Moore deposit,
silica and kaolinite are more common in the upper parts of the system. In the now depleted oxide mineralization, silicification was closely associated with gold mineralization and caused mineralized zones to form hills with relief of about 200
metres. Locally, veins and masses of pyrophyllite cut the jasperoid bodies.

The Monte Negro deposit is located at the
northwestern margin of the sedimentary basin. Stratigraphy consists of inter-bedded carbonaceous sediments ranging from siltstone to conglomerate, interlayered with volcaniclastic flows. These volcaniclastic flows become thicker and more abundant
towards the west. In the eastern part of the Monte Negro deposit area, the bedding dip is shallow to the southwest; in the west, the dip is shallow to the northwest. The Monte Negro Sediments overlie a horizon of spilite and spilite-derived
conglomerate. The conglomerate consists of pebble to boulder size clasts of spilite that are often silicified and a light pink colour. Silicification is likely volcanogenic, occurring prior to the sedimentation of the basin. The conglomerate horizon
represents either a basal conglomerate channelled into the margin of the basin or a reworked, brecciated flow top of the spilite below. The horizon ranges in thickness from tens of metres to non-existent and is likely filling channels in the uneven
spilite surface below. In Monte Negro, silica and kaolinite are more abundant in the upper portions of the deposit, and a silica cap is present. Silicification is more widespread at Monte Negro and not as closely associated to gold mineralization.
Regardless, gold content is typically higher in silicified or partially silicified (quartz-pyrophyllite) rock.

Exploration

The main components of PVDCs 2006 exploration program, were data compilation and integration, rock sampling
and pit mapping, alteration studies, geophysical surveys (induced polarization pole  dipole and ground magnetic readings), geochemical surveys and diamond drilling. The 2006 program allowed better definition of



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deposit geology and significantly increased the amount of ounces in both Moore and Monte Negro deposits. The 2007 exploration program resulted in the discovery of new deeper mineralization on the
east side of Monte Negro and additional mineralization in the west part of the Moore pit. In 2008, definition drilling was carried out to increase resources at Monte Negro North and between the Moore and Monte Negro pits. In 2009, PVDC undertook a
major re-logging program of all historical drill core, carried out detailed geological mapping of pits and construction excavations, and reinterpreted the geological models underpinning Mineral Resource and Mineral Reserve estimates. From 2010 to
2013, PVDC continued the geological mapping of the pit and construction excavation, and also undertook a close-spaced reverse circulation grade control drilling program for Phase 1 pit designs in the Moore and Monte Negro open pits. A small number
of water wells were drilled.

Mineralization

The Pueblo Viejo deposits are classed as high sulphidation, epithermal gold and silver of the quartz-alunite style. They are
characterized by veins, vuggy breccias and sulphide replacements ranging from pods to massive lenses, occurring generally in volcanic sequences and associated with high-level hydrothermal systems. Acid leaching, advanced argillic alternation, and
silicification are characteristic alternation styles. Grade and tonnage varies widely. Pyrite, gold, electrum and enargite/luzonite are typical minerals and minor minerals include chalcopyrite, sphalerite, tetrahedrite/tennantite, galena, marcasite,
arsenopyrite, silver sulphosalts, and tellurides.

There were three stages of advanced argillic alteration associated with
precious metal mineralization. The third stage of mineralization occurred when hydro-fracturing of the silica cap produced pyrite-sphalerite-enargite veins with silicified haloes. Individual stage three veins have a mean width of four
centimetres and are typically less than ten centimetres wide. Exposed at the surface, individual veins can be traced vertically over three pit benches (30 metres). Veins are typically concentrated in zones that are elongated
north-northwest and can be 250 metres long, 100 metres wide and 100 metres vertical. Stage three veins contain the highest precious and base metal values and are more widely distributed in the upper portions of the deposits. The most
common vein minerals are pyrite, sphalerite, and quartz with lesser amounts of enargite, barite, and pyrophyllite. Trace amounts of electrum, argentite, colusite, tetrahedrite-tennantite, geocronite, galena, siderite and tellurdes are also found in
veins.

Gold is intimately associated with pyrite veins, disseminations, replacements, and layers within the zones of
advanced argillic alteration. Gold values generally are the highest in zones of silicification or strong quartz-pyrophyllite alteration. These gold-bearing alteration zones are widely distributed in the upper parts of the deposits and tend to funnel
into narrow feeder zones. Gold occurs as native gold, sylvanite (AuAgTe4), and aurostibnite (AuSb2). The principal carrier of gold is
pyrite where the sub-microscopic gold occurs in colloidal-size micro inclusions (less than 0.5 micrometres) and as a solid solution within the crystal structure of the pyrite. Silver content tends to correlate gold content and silver has a strong
association with stage three veins, where it occurs in a variety of minerals. Most copper occurs as enargite hosted in stage three veins and only trace amounts of chalcocite and chalcopyrite have been recorded. The majority of zinc occurs as
sphalerite, primarily in stage three veins and , to a lesser extent, as disseminations. Lead minerals include galena, geocronite, boulangerite, and bournonite, most of which are present as fine inclusions or within fractures in pyrite, sphalerite,
and enargite. Elevated lead values were found in the structural feeder zone in the Moore deposit and lead may provide clues on where to search for other feeder zones.

The Moore Deposit

Pyrite-rich, gold-bearing veins at Moore have a mean width of four centimetres and are steeply-dipping with a trend
commonly north-northwest. Secondary pyrite vein-sets trend north-south and north-northeast.

Thinly bedded carbonaceous
siltstones and andesitic sandstones in the West Flank dip shallowly westwards. Dips increase towards the west where north-trending thrusts displace bedding. Pyrite and limonite-rich veins with gold mineralization are sub-vertical and trend commonly
north-northwest. Quartz veins with gold trend northwest oblique to the pyrite veins have a similar strike to the interpreted contact with the overlying Hatillo limestone. They also occur as tension-gash arrays in centimetre-scale dextral shear zones
that trend north-northwest. Two main north-northeast faults were mapped across the West Flank, sub-parallel with the Moore dacite porphyry contact.



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Bedding to the north of the Moore dacite porphyry dips shallowly westwards. There
are three steep-dipping, gold-bearing, pyrite-rich vein sets: northwest, northeast and north south. Northwest trending veins generally contain enargite and sphalerite, while northeast trending veins are more pyrite ± pyrophyllite rich. The
average vein width is 3.5 centimetres.

The Monte Negro Deposit

Pyrite-rich veins with gold mineralization are sub-vertical and have bimodal trends, which are interpreted to form conjugate
sets. The mean width is two centimetres. The north-northwest trending set is sub-parallel to the strike of bedding and fold axes. Enargite and sphalerite-bearing veins with gold dominantly trend north-northeast and have a mean width of three
centimetres. The combination of vein trends forms a high-grade gold zone (Vein Zone One) which extends 500 metres north-northwest, and is 150 metres wide and up to 100 metres thick between the F5 Fault to the east and the Main Monte Negro Fault to
the west. The fault pattern is dominated by steep north-northwest trending faults sub-parallel to the dominant pyrite vein set. The main Monte Negro Fault is a 25 metre by 500 metre zone of silicification, brecciation, mineralization, folding, and
faulting.

Close to the interpreted Monte Negro Fault, bedding dips more westerly and strikes north-northwest. Mineralized
veins at the Monte Negro South Zone are relatively pyrite-poor, sphalerite-rich, and wider (five centimetres to six centimetres). The veins are sub-vertical and trend northwest. The episodic vein fill demonstrates a clear paragenesis (massive
pyrite-enargite-sphalerite-grey silica). Shallow-dipping bedding and sub-vertical sphalerite-silica veins on the southern margin of Monte Negro South are cut by a westerly-dipping thrust and the fault dips 35 degrees. The main zone of gold
mineralization that results from this combination of structures extends for approximately 150 metres along the West Thrust Fault.

The primary controls on the geometry of the gold deposits at the Pueblo Viejo Mine are strong quartz-pyrophyllite alteration
and quartz-pyrite veining along sub-vertical structures and stratigraphic zones. The veins are tens of centimetres wide but are most commonly less than two centimetres wide. Narrow veinlets occur along bedding planes and along fracture surfaces.
These veins are commonly highly discordant to bedding but locally branch out along shallow-dipping bedding planes, linking high angle veins in ladder-like fashion without obvious preferred orientations. These veins served as feeders to the layered
and disseminated mineralization that occurs in shallower levels in the deposit. The result is composite zones of mineralization within fracture systems and stratigraphic horizons adjacent to major faults that served as conduits for hydrothermal
fluids. The outer boundary of advanced argillic alteration, combined with lithological and veining zones were used to generate domains for Mineral Resource estimation.

Drilling

Drilling campaigns have been conducted by most of the participating companies over the years. Overall, at least 3,684 drill
holes totalling 286,780 metres have been drilled on the property from the 1970s to 2013.

PVDC completed 10,015 metres of
core drilling in 53 holes during 2006 using thin-walled NQ rods that produce 57 millimetre core. Drill pads were located using GPS or surface plans where the GPS signal was weak, and were marked with wooden pegs. After completion, the drill hole
locations were surveyed in Universal Transverse Mercator coordinates by a professional surveyor, translated into the mine coordinate system, and entered into the drill hole database. Two or three down-hole surveys were completed in all drill holes
using a Sperry-Sun single-shot survey camera. Surveys were spaced every 60 metres to 75 metres, and deviation of the drill holes was minimal. Azimuth readings were corrected to true north by subtracting 10 degrees.

A total of 63,340 metres were drilled in 203 core holes in 2007, resulting in the discovery of new deeper mineralization on
the east side of Monte Negro and additional mineralization in the west part of the Moore pit. During 2008, PVDC completed 123 diamond drill holes for 32,509 metres. The programs targeted definition drilling on open mineralization at Monte Negro
North, definition drilling between the Moore and Monte Negro pits and geotechnical drilling to define pit slope parameters. In addition 19 diamond drill holes for 3,366 metres were drilled into the limestone areas to assist in the definition of
limestone quality for construction and processing purposes. In 2010, PVDC undertook a close-spaced, reverse circulation, grade control drilling program for phase one pit shells in



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the Moore and Monte Negro open pits. This drilling comprised 1,120 holes for 38,485 metres in Monte Negro and 593 holes for 22,026 metres in Moore. In-fill reverse circulation drilling of 33
holes for 5,306 metres was also carried out within the limestone resource areas. PVDC continued close-spaced reverse circulation grade control drilling program for Phase 1 pit shells in the Moore and Monte Negro pits. A total of 22,876 metres
were completed in 2011. In 2012, the reverse circulation grade control drilling totalled 903 holes for 34,518 metres in the Monte Negro pit and 661 holes for 26,188 metres in the Moore pit and hydrogeology drilling totalled 94 holes for 15,321
metres. The reverse circulation grade control drilling totalled 623 holes for 24,868 metres in the Monte Negro pit and 1,028 holes for 44,578 metres in the Moore pit and hydrogeology drilling totalled 92 holes for 16,854 metres in 2013. PVDC sampled
81 of the hydrogeology holes drilled in 2012 and 2013, including 67 piezometer holes. The Mineral Resource estimate includes composites from 41 piezometer holes.

Geotechnical and water management drilling at the Pueblo Viejo Mine was completed by BGC Engineering Inc.
(BGC), an international consulting firm specializing in geotechnical and water resources engineering. From 2001 to 2010, BGC drilled 370 drill holes totalling 11,705 metres for geotechnical and water management purposes. Water
Management Consulting (WMC) drilled some drill holes in 2003 and 2004. The BGC and WMC holes from 2001 to 2010 are mostly short holes and have been excluded from the Mineral Resource estimate because they were not assayed.
Consequently, there has been essentially no new exploration drilling since 2008 and the resource drill hole database has not changed significantly since then except for some additional assays from 41 reverse circulation water holes drilled by PVDC
in 2012 and 2013.

Sampling and Analysis

Sample intervals were normally two metres, but were shortened at lithological, structural, or major alteration contacts. Three
metre samples are used in non-mineralized zones. Prior to marking the sample intervals, geotechnicians photographed and geotechnically logged the core, then a geologist quick-logged the core, marking all the geological contacts. Geotechnicians then
marked the sample intervals and assigned sample numbers. After the sample intervals were marked, the geologist logged the core in detail and the core was sent for sampling where it was cut into halves using a core saw. Drill core is cut in half with
a diamond blade saw at site. The entire second half of core is kept for records and future metallurgical test work, and the other half is placed in sample bags and numbered. Since mid-2010, sub-samples are prepared on-site and the pulverized samples
are sent to Acme Analytical Laboratories Ltd. in Santiago and ALS Chemx Labs Ltd. in Peru. PVDC currently requests gold assays by fire assay with atomic absorption on 30 gram aliquots and gravimetric finishes for all assays exceeding ten grams per
tonne of gold. Silver and zinc values are analyzed using aqua regia digestion method and atomic absorption finish. A 35-element inductively coupled plasma atomic emission spectroscopy analysis is done on all samples. Sulphur and carbon are assayed
by LECO furnace. The crushing and pulverizing specifications have been further increased to the current standard of 85% passing -10 mesh and 90% passing -200 mesh, respectively. The PVDC laboratory does periodic sieve checks as part of its internal
quality control procedures. The reverse circulation grade control samples were mostly sent to ALS Chemex in Lima up until early 2013, when the Pueblo Viejo Mine began assaying the samples directly at the PVDC laboratory. The main difference is that
the PVDC laboratory uses a 15 gram aliquot compared to 30 gram at ALS Chemex.

The QA/QC procedures in place since 2007
consist of the introduction of blanks, standards (commercial and custom), core duplicates, coarse duplicates and cleaning blanks into the sampling process. Each batch is submitted with 76 samples, of which two are blanks, two to three are standards,
two are core duplicates, two are coarse duplicates, and seven are cleaning blanks. The PVDC geology department currently inserts four certified reference materials, four field duplicates, and four blanks into each batch of 60 samples. This is in
addition to the twelve internal control samples inserted by the PVDC laboratory, which include four certified reference materials, two coarse preparation blanks, two reagent blanks, two duplicates, and two replicates. Consequently, 40% of the
samples in each batch of 60 samples are quality control samples.

Since August 1, 2007, PVDC has been sending
approximately five percent of the pulps to a secondary laboratory. The ACME on-site preparation facility carried out regular granulometric control tests on approximately three percent of the crushed and pulverized material. The results were
monitored by ACME and PVDC personnel. The PVDC laboratory has continued this practice and these results are included in monthly QA/QC reports. Monitoring is undertaken on a batch by batch basis. Any check results that fell outside the established
control



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limited, PVDC examined the cause and, if found not to be the result of a sample number switch, the relevant batch was re-assayed.

Barrick reviewed assays for MIM, GENEL JV, Rosario and Placer Dome drilling in both the Moore and Monte Negro deposits. In
general, it found reasonable agreement of the orientation, tenor, and thickness of mineralization between drilling campaigns in both deposits where MIM, GENEL JV, Rosario, and Placer Dome drill holes cross. Histograms of the historical drilling
campaigns show that the diamond core drilling from all campaigns except PVDC compare well with the global distribution. The PVDC drilling was targeted at the periphery of the existing mineralization so that overall lower grades would be expected.
The reverse circulation and rotary drilling compare well also, with the exception of the Placer Dome rotary holes which are biased high and were possibly preferentially drilled in shallow high grade areas to better delineate early production. The
information from these holes should have been removed from the database, but this does not constitute a material issue. Approximately 2.5% of the Rosario data have been verified against original documents. The Rosario core, reverse circulation and
some rotary data are generally reliable and those that are considered to be of questionable validity have not been used in resource estimates. As noted earlier, most of the shallow Rosario drill holes were drilled in oxide areas now mined out and
have virtually no influence on sulphide Mineral Resource estimates. GENEL JV and Placer Dome data have been verified and are considered reliable. MIM data has not been verified against original documents and there is some risk involved with using
that data. On the basis of comparisons between mineralized intersections in MIM holes and those in nearby Placer Dome holes, the risk of using the MIM data is considered to be acceptable. Placer Dome data has been verified against original documents
and is considered to be reliable. The authors of the Pueblo Viejo Report also undertook some verification checks of data against original documents.

The authors of the Pueblo Viejo Report concluded that the drilling data are acceptable for the purposes of overall Mineral
Resource and Mineral Reserve estimation and economic assessments. Some of the data may result in minor inaccuracies in local estimates.

Security of Samples

Prior to making geotechnical measurements, the entire core interval is removed from the core box and placed in a long trough
made of angle-iron. The fractures in the core are lined up, and artificial fractures are identified. This process allows the technician to mark the orienting line on the core for a better estimate of core recovery. The core is cut in half and the
entire second half of core is kept for records and future metallurgical testwork. The archived half of the core is stored on site for future reference in suitable storage conditions. The sampled half is placed in plastic sample bags marked with the
appropriate sample number and sealed with a numbered security tag. Since mid-2010, PVDC has been preparing the sub-samples on-site and sending the pulverized samples to commercial laboratories. The reverse circulation grade control samples were
mostly sent to ALS Chemex in Lima up until early 2013 when the mine began assaying the samples directly at the PVDC laboratory.

The authors of the Pueblo Viejo Report reviewed the descriptions of drilling and related practices and, in 2014, visited the
site and held discussions with site geologists. The quality of drilling and related practices has varied over history. The authors of the Pueblo Viejo Report consider results from PVDC to be acceptable and to have shown that sample preparation
carried out by PVDC and assaying completed by PVDC and the commercial laboratories are acceptable for resource estimate purposes. The authors of the Pueblo Viejo Report further consider sample security to be adequate and to meet industry standards.



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Mineral Reserve and Mineral Resource Estimate

The following table sets forth the estimated Mineral Reserves for Goldcorps 40% interest in the Pueblo Viejo Mine as of
December 31, 2013:

Proven and Probable Mineral Reserves (1)(2)(3)(4)(5)(6)

|                  |  |                   |  |                       |  |                         |  |            |  |                          |  |                            |  |                           
|----------------- |  | ----------------- |  | --------------------- |  | ----------------------- |  | ---------- |  | ------------------------ |  | -------------------------- |  | --------------------------
|                  |  |                   |  | Grade                 |  | Contained Metal        
|Category          |  | Tonnes
(millions) |  | Gold
(grams pertonne) |  | Silver
(grams pertonne) |  | Copper
(%) |  | Gold
(millions ofounces) |  | Silver
(millions ofounces) |  | Copper
(millionsof pounds)
|                  |  |                   |  |                       |  |                         | 
|Proven            |  | 14.59             |  | 3.35                  |  | 24.45                   |  | 0.09       |  | 1.57                     |  | 11.47                      |  | 28                        
|Probable          |  | 47.31             |  | 3.22                  |  | 19.23                   |  | 0.12       |  | 4.89                     |  | 29.25                      |  | 124                       
|Proven + Probable |  | 61.90             |  | 3.25                  |  | 20.46                   |  | 0.11       |  | 6.46                     |  | 40.72                      |  | 152                       





|(1) | The Mineral Reserves for Pueblo Viejo Mine set out in the table above have been reviewed and approved by Maryse Belanger, P.Geo., Senior Vice
President, Technical Services, Goldcorp, who is a qualified person under NI 43-101. The Mineral Reserves are classified as proven and probable, and are based on the CIM Standards.
|--- | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | No cut-off grade is applied. Instead the profit of each block in the Mineral Resource is calculated and included in the Mineral Reserve if the value
is positive.
|--- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------

|(3) | Mineral Reserves are estimated using an average long-term price of $1,100 per ounce of gold, $21.00 per ounce of silver and $3.00 per ounce of
copper.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------

|(4) | 100% mining recovery and no dilution.
|--- | -------------------------------------

|(5) | Numbers may not add up due to rounding.
|--- | ---------------------------------------

|(6) | The authors of the Pueblo Viejo Report are not aware of any environmental, permitting, legal, title, taxation, socio-economic, marketing, political
or other modifying factors that could materially affect the Mineral Resource estimate.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

The following
table sets forth the estimated gold, silver and copper Mineral Resources for Goldcorps 40% interest in the Pueblo Viejo Mine as of December 31, 2013:

Measured, Indicated and Inferred Gold, Silver and Copper Mineral Resources
(1)(2)(3)(4)(5)(6)(7)(8)

(excluding Proven and Probable Mineral Reserves)

|                     |  |                   |  |                       |  |                         |  |            |  |                         |  |                            |  |                           
|-------------------- |  | ----------------- |  | --------------------- |  | ----------------------- |  | ---------- |  | ----------------------- |  | -------------------------- |  | --------------------------
|                     |  |                   |  | Grade                 |  | Contained Metal        
|Category             |  | Tonnes
(millions) |  | Gold
(gramsper tonne) |  | Silver
(grams pertonne) |  | Copper
(%) |  | Gold
(millionsofounces) |  | Silver
(millions ofounces) |  | Copper
(millions ofpounds)
|                     |  |                   |  |                       |  |                         | 
|Measured             |  | 2.04              |  | 2.58                  |  | 15.41                   |  | 0.12       |  | 0.17                    |  | 1.01                       |  | 5                         
|Indicated            |  | 75.03             |  | 2.42                  |  | 13.25                   |  | 0.09       |  | 5.84                    |  | 31.97                      |  | 153                       
|Measured + Indicated |  | 77.07             |  | 2.42                  |  | 13.31                   |  | 0.09       |  | 6.01                    |  | 32.99                      |  | 159                       
|Inferred             |  | 3.31              |  | 3.11                  |  | 20.27                   |  | 0.11       |  | 0.33                    |  | 2.16                       |  | 8                         





|(1) | The Mineral Resources for Pueblo Viejo Mine set out in the table above have been reviewed and approved by Maryse Belanger, P.Geo., Senior Vice
President, Technical Services, Goldcorp, who is a qualified person under NI 43-101. The Mineral Resources are classified as measured, indicated and inferred, and are based on the CIM Standards.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | Mineral Resources are estimated based on an economic cut-off value.
|--- | -------------------------------------------------------------------

|(3) | Mineral Resources are estimated using a long-term price of $1,500 per ounce of gold, $24.00 per ounce of silver and $3.50 per ounce of copper.
|--- | ----------------------------------------------------------------------------------------------------------------------------------------------

|(4) | A minimum mining width (block size) of 10 metres was used.
|--- | ----------------------------------------------------------

|(5) | Mineral Resources are exclusive of Mineral Reserves. Mineral Resources do not have demonstrated economic viability.
|--- | -------------------------------------------------------------------------------------------------------------------

|(6) | Mineral Resource situated in reserve pit excluded due to tailings storage facility capacity constraint.
|--- | -------------------------------------------------------------------------------------------------------

|(7) | Numbers may not add due to rounding.
|--- | ------------------------------------

|(8) | The authors of the Pueblo Viejo Report are not aware of any environmental, permitting, legal, title, taxation, socio-economic, marketing, political
or other modifying factors that could materially affect the Mineral Resource estimate.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

There has been a
significant reduction in the Mineral Reserves estimate due to the employment of a lower gold price in the estimation of Mineral Reserves and a reduction in the tailings storage facility capacity. With the lower gold price, construction of the Upper
Llagal tailings storage facility no longer met the Corporations investment criteria for risk-adjusted returns.



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Metallurgy

The Pueblo Viejo ore is refractory and consists primarily of gold and silver intimately associated with pyrite that occurs as
encapsulated sub-micron particles and in solid solution. As a result, there is a requirement to chemically break down the pyrite to recover the precious metals. In addition, there are cyanide consuming minerals and preg-robbing carbonaceous material
in some ores. Pyrite and sphalerite are the two main sulphide minerals, both occurring in veins and disseminated within the host rock. Using lithological and mineralization criteria, five metallurgical ore types have been defined, including two for
the Moore deposit and three for the Monte Negro deposit. The main criterion used to define metallurgical domains was carbon content, i.e., separating carbonaceous rocks from lower carbon-content rocks in each deposit.

In addition to the mineralogical examinations used to identify gold association in the various ore types, diagnostic leach
procedures were also used. Test results showed that approximately 55% to 70% of the gold is encapsulated in sulphide minerals and is not recoverable by cyanide leaching without prior destruction of the sulphide matrix. For the two black sedimentary
ore types, 19% to 29% of the gold in the ore was preg-robbed by gold adsorption onto organic carbon. Metallurgical testwork indicated that pressure oxidation (POX) of the whole ore followed by carbon-in-leach cyanidation of the
autoclave product will recover 88% to 95% (average 91.6%) of the gold and 86% to 89% (average 87%) of the silver. The efficient and trouble-free operation of the POX circuit relies heavily on maintaining relatively constant sulphur content in the
autoclave feed. Studies showed that there are wide variations in the sulphur content of the ore as the blocks are mined sequentially. The variation in sulphur grade ranges from 3% to 20% sulphur and generally between 5% and 10%. Blending of ores
prior to crushing is carried out.

The processing plant was still in the commissioning process at the time of the Pueblo
Viejo Report authors site visit but is expected to reach full capacity during the first half of 2014 following completion of de-bottlenecking modifications to the lime circuit. The authors of the Pueblo Viejo Report do not believe it is
unreasonable considering the complexity of the circuits.

Mining and Processing Operations

The Pueblo Viejo Mine consists of two open pits: Moore and Monte Negro. Mining operations are undertaken by a conventional
truck and shovel method. Mine development began in August 2010 and current mine activity is in the Monte Negro 1 and Moore 1 phases. Commercial production began in January 2013 and the ramp-up to commercial production is expected in 2014. The
reserve mine life is 20 years. Higher grade ore is processed in the early years, while lower grade ore is stockpiled for later processing in order to maximize project economics. Only Measured and Indicated Resources have been used for revenue
estimation in the pit optimization and mine design work. Inferred Resources within the mine design have been considered as waste. The ore stockpiles are classified as high grade, medium grade and low grade material. As at December 31, 2013, the
total ore on stockpile was 29 million tonnes and will reach the maximum of approximately 80 million tonnes by 2023. The waste to ore ratio is 1.5:1.0 for the final pit design excluding stockpile.

The pit stages have been designed to optimize the early extraction of the higher grade ore. Notwithstanding, the driver of the
mine schedule is the sulphur blending requirement. Sulphur grade is as important as the gold grade, because the metallurgical aspects of the processing operation, the recoveries achieved, and the processing costs, all strongly depend on a very
consistent, low-variability sulphur content in the plant feed. The combination of direct feed and stockpile rehandle is the current short term blending strategy of the Pueblo Viejo Mine. Total ore on stockpiles will reach a maximum of approximately
80 million tonnes.

Potentially acid generating waste rock from the Moore and Monte Negro pits is hauled to the El
Llagal tailings area, and is submerged in the tailings facility The total storage capacity of the tailings storage facility is for 279 million cubic metres of waste material (waste volume). The methodology used by PVDC for pit limit
determination, cut-off grade optimization, production sequencing and scheduling, and estimation of equipment/manpower requirements is in line with standard industry practices.

The processing method requires a significant amount of slurry and lime derived from high quality limestone. The limestone
tonnage required, with acceptable quality, has been located in the vicinity of the Pueblo



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Viejo Mine. Ground limestone and lime are required to neutralize acidic liquors and to control the pH in the carbon in leach circuit. The limestone plant consists of primary crushing and
screening, grinding, calcining, and lime slaking.

The ore processing rate and the nominal plant capacity is set at 24,000
tonnes per day of refractory ore. It consists of the following unit operations: primary crushing; semi-autogenous grinding and ball mill grinding with pebble crushing; POX; hot curing; counter-current-decantation washing; iron precipitation; copper
sulphide precipitation and recovery; neutralization; solution cooling; lime boiling for silver enhancement; carbon-in-leach circuit; carbon acid washing, stripping and regeneration; electrowinning; refining; cyanide destruction; tailings disposal;
tailings effluent and acid rock drainage treatment; and limestone crushing, calcining and lime staking. The processing rate is flexible passed on the sulphur content of the ore and will not always achieve 24,000 tonnes per day since the average
sulphur grade of the reserves varies. The short term planning activities are particularly important in terms of setting up the mining process and then delivering early high grade ore to satisfy the processing plant ore quality requirements. The
short- term planning includes well prepared daily, weekly and monthly mine production schedule documents. The monthly plan includes a detailed forecast for three months prepared using the XACT software. With regard to long-term planning, only
Mineral Reserves were included in the production scheduling. A mine production schedule was developed from the Pueblo Viejo Mine design including Monte Negro and Moore deposits. The mining schedule includes 125.7 million tonnes of ore and
187.5 million tonnes of waste in the next 10 years, including 2014, with an average waste to ore ratio of 1.5:1.0. The total annual mining rate ranges from 26 million metric tonnes per annum to 36 million metric tonnes per annum
during the life of mine plan.

The Pueblo Viejo Mine is supplied electric power from two sources via two independent 230
kilovolt transmission circuits. The primary source of electric power for the mine is the Quisqueya 1 Power Plant, which is located near the city of San Pedro de Macoris. A single 114 kilometre long 230 kilovolt circuit directly connects the
Quisqueya 1 Power Plant to the Pueblo Viejo Mine Substation. A second 138 kilometre long 230 kilovolt circuit connects the Quisqueya 1 Power Plant with Piedra Blanca Substation, which is then connected to the Pueblo Viejo Mine Substation via another
27 kilometre long 230 kilovolt circuit. The Pueblo Viejo Mine Substation is connected to the Pueblo Viejo Mine. Quisqueya 1 is a dual-fuel combined cycle reciprocating engine power plant capable of producing up to 220 megawatts of electric power.
The plant consists of 12 Wartsila 18V50DF engine-generators rated at 17 megawatts each, and a single 17 megawatt steam turbine driven by steam produced from the exhaust of the engines. Heavy fuel oil is currently the primary source of fuel for the
power plant. The power plant will be switched to natural gas fuel when an economic supply is made available. The secondary source of electric power for the mine is the Dominican Republics national power grid, referred to as the Systema
Electrico Nacional Interconectado (SENI). The Pueblo Viejo Mine is interconnected to the SENI via the 250 megavolt-amperes rated Piedra Blanca Substation step-up transformer. As the Pueblo Viejo Mine peak load was 129.7
megawatts as at the date of the Pueblo Viejo Report and the average load at full production is approximately 115 megawatts, the Quisqueya 1 Power Plants capacity exceeds the mine load. As a result, excess power from the Quisqueya 1 Power Plant
is transmitted to Piedra Blanca Substation and sold to various SENI customers at the grid marginal price. Selling excess power to the grid provides additional revenue and allows the power plant to operate at closer to its peak efficiency.

The Hatillo and Hondo Reservoirs supply fresh water to the site. Reclaimed water from tailing storage facilities is used as a
supplementary water supply under drought and flood situations. The potable water is a treated system.

The capital costs
for the Pueblo Viejo Mine over the life-of-mine total approximately $1.2 billion. The open pit capital cost estimate includes $156 million of mining equipment replacement as part of the $234 million total mining capital cost estimate. The processing
capital cost estimate of $691 million includes infrastructure and tailings storage facility construction as the main expenses for the next 17 years of operation. The general and administrative capital cost includes environmental and power capital
costs as part of the $273 million over the life of the mine. Mine pre-stripping costs were treated as an operating cost for the purposes of the Pueblo Viejo Report, and mine site exploration capital was excluded as that capital should be expended
against future mineral resources. For 2013, the average operating cost per tonne milled for mining, processing, and general and administrative costs was approximately $112 per tonne and the total all in cash cost cash cost was approximately $757 per
ounce. The 2013 budget was 6.4 megatonnes of ore milled compared to the 4.4 megatonnes actually processed in 2013. The budget for 2014 is 7.4 megatonnes of ore processed at 4.77 grams per tonne of gold, 20.77 grams per tonne of silver,



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and 0.07% copper. The unit cost should improve as the mine and processing plant ramp up to achieve the designed production rate. The open pit, processing plant, and infrastructure are in place to
support an increase from the 2013 production in 2014. The 2013 actual general and administrative cost was $76.7 million.

Gold, silver, and copper are the principal commodities at the Pueblo Viejo Mine and are freely traded, at prices that are
widely known, so that prospects for sale of any production are virtually assured. The Pueblo Viejo Mine is a large modern operation and Barrick and Goldcorp are major international firms with policies and procedures for the letting of contracts. The
contracts for smelting and refining are normal contracts for a large producer. There are numerous contracts at the mine including project development contracts to provide services to augment Barricks efforts.

Mine development is designed to treat the majority of surface water that has been impacted by historical mining activity, and
to control water quality during mine operation and post closure so that the water released to the receiving environment will meet water quality standards established by the Dominican Republic government and the World Bank. The process treated water
is discharged to the Margajita River. The point for water quality monitoring is the outfall of the Effluent Treatment Plant. A secondary point located at the confluence of the Margajita River and the Hatillo Reservoir serves as a reference point for
a better understanding of water quality interaction of discharged water and the reservoir. Within the PVDC development area, two dams were constructed to collect and store acid rock drainage contaminated water prior to treatment. Contaminated water
from the proposed mining areas is captured at Dam 1, located in the headwaters of Arroyo Margajita. Acid rock drainage runoff from the low grade ore stockpile area is captured at Dam 3 adjacent to the Moore pit in the upper Mejita drainage. Water
levels behind Dam 1 and Dam 3 are maintained at the lowest possible level at all times to provide sufficient storage for the calculated 200 year return period storm event. The pond behind Dam 1 is designed with a geomembrane liner to limit seepage.
Both dams are constructed with spillways designed to pass the probable maximum flood resulting from the 24-hour probable maximum precipitation.

Acid rock drainage studies confirmed that historic mining and current acid rock drainage generation within the mine site had
severely impacted the surrounding area. EnviroGold Limited is developing an operation for re-treating Las Lagunas tailings. PVDC built a water treatment plant larger than would otherwise be required for mining operations. It is understood that the
Las Lagunas project area would become the responsibility of the Dominican government on completion of the Pueblo Viejo Project and that no liability should fall to PVDC. However, because of the proximity of the area to PVDCs operations and the
uncertainty of the political and social environment in seven or more years time, there is some risk that PVDC may become involved. Any involvement should not represent a material risk to the Pueblo Viejo Mine.

PVDC plans to progressively reclaim the mine site as sections of the site become available. The current mine closure plan was
prepared in June 2011. New information from the commissioning stage of the project, the first operational months, new mine plans, and aerial imaging available in 2013 resulted in producing improved closure cost calculations, which are under review.
The design of the mine closure plan considers a number of interrelated components. Among these are legal and other obligations, closure objectives, environmental and social considerations, technical design criteria, closure assumptions, health and
safety hazards, and relinquishment conditions. The overall, long term post-closure land use objective for the site is to return it to a self-sustaining condition suitable to support pre-mining land use activities such as small scale agriculture,
hunting, and artisanal forestry.



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CERRO NEGRO PROJECT, ARGENTINA

The Cerro Negro Project is indirectly wholly-owned by Goldcorp. The Cerro Negro Project, located in southern Argentina, is an
advanced-stage development project containing several high-grade vein structures, including Eureka, Mariana Central, Mariana Norte, San Marcos, Bajo Negro and Vein Zone.

Maryse Belanger, P. Geo., Senior Vice President, Technical Services, Goldcorp and Sophie Bergeron, eng., Senior Mining
Engineer, Goldcorp, prepared a technical report in accordance with NI 43-101 entitled Cerro Negro Gold Project, Santa Cruz Province, Argentina, NI 43-101 Technical Report on Updated Feasibility Study dated April 5, 2011 (the
Cerro Negro Report). Maryse Belanger and Sophie Bergeron are each qualified persons under NI 43-101. The following description of the Cerro Negro Project has been summarized, in part, from the Cerro Negro Report and readers should
consult the Cerro Negro Report to obtain further particulars regarding the Cerro Negro Project. The Cerro Negro Report is available for review under Goldcorps profile on SEDAR at www.sedar.com.

All scientific and technical information in this summary relating to any updates to the Cerro Negro Project since the date of
the Cerro Negro Report, other than the Mineral Reserve and Mineral Resource estimates, has been reviewed and approved by the authors of the Cerro Negro Report.

The Mineral Reserve and Mineral Resource estimates for the Cerro Negro Project included in the following section have been
reviewed and approved by Maryse Belanger, P. Geo., Senior Vice President, Technical Services, Goldcorp, who is a qualified person under NI 43-101.

Project Description and Location

The Cerro Negro Project contains six known major mineralized zones, including Bajo Negro, Eureka, Mariana Central and Mariana
Norte, San Marcos and Vein Zone and is located about 345 kilometres by road southwest of Comodoro Rivadavia in the Province of Santa Cruz. The Cerro Negro Project is held in the name of Oroplata S.A. (Oroplata), an indirectly
wholly-owned subsidiary of Goldcorp, and consists of ten mining leases (minas) totalling 21,548 hectares, and three exploration licence applications (cateos), covering 5,338.8 hectares. A thin gap 20 metres
wide by 3,000 metres long currently exists internal to the tenements and Goldcorp has initiated the process required to eliminate the gap. Tenure for minas is indefinite, providing that annual payments are made in February and July each year. Until
granted, there are no expiry dates for cateos.

The tenements lie on parts of five estancias (farms), respectively Cerro
Negro, El Retiro, La Unión, Mariana and Los Tordos. Goldcorp has access and occupation agreements with the owners of the Cerro Negro, El Retiro, La Unión and Los Tordos estancias in force allowing access to ground that is not
controlled and allowing exploration activities to be conducted. From 2006 to 2010, Andean purchased the surface title to about 11,100 hectares of the Cerro Negro, Mariana and Los Tordos estancias that overlay deposits and adjacent prospects.

Newcrest Mining Ltd. has a royalty of $1 million in the event that a proven ore reserve (as defined by the Australasian Joint
Ore Reserves Committee Code) of greater than one mega-ounce of gold is delineated and that the constructed plant has achieved 80% of its designed operating capacity for ten consecutive days. A royalty of three percent will be payable to the Province
of Santa Cruz. In addition, there is a Provincial Sustainability Fund royalty of up to one percent net smelter return and a Municipality Sustainability Fund royalty of 1% of net earnings. An advance payment of a portion of the Provincial royalty was
made pursuant to an agreement entered into with the Province of Santa Cruz at the end of 2012. The advance payment will be recovered from future payments once production begins.

Environmental liabilities are limited to those that would be expected to be associated with a project that is in the
development phases, and includes an exploration decline and associated infrastructure, roads, and exploration drill pads. An environmental impact report has been lodged for the Cerro Negro Project and is updated annually. On December 13, 2010,
the Santa Cruz Province approved the environmental impact assessment for development and production, based on the 2010 feasibility study completed by Andean. In December 2011, the Cerro Negro Project received approval of an amended Environmental
Impact Assessment (EIA) by the Provincial authorities in Santa Cruz province. The approval of the amended EIA permits construction of the plant with throughput increased from 1,850 tonnes per day to 4,000 tonnes per day and
the concurrent mining of three veins: Eureka, Mariana Central and



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Mariana Norte. A new EIA amendment will be required for a proposed airfield and the appropriate authorization is expected to be filed in the near term. Goldcorp has obtained and expects to
maintain the appropriate permits under local, state and federal laws to allow mining operations. Goldcorp has ensured that the current exploration activities are also appropriately permitted. Goldcorp has obtained a fiscal stability certificate
for all federal taxes as of October 13, 2011. Due to the current devaluation process and limited access to foreign reserves in Argentina, the Central Bank has not granted foreign exchange stability. Goldcorp is currently reviewing the
case to analyse the merits of challenging the lack of foreign exchange stability taking into consideration that mining projects with fiscal stability certificates in place do not have access to foreign exchange stability.

Accessibility, Climate, Local Resources, Infrastructure and Physiography

Vehicle access to the Cerro Negro Project takes approximately 1.5 hours from Perito Moreno. Within the Cerro Negro Project, a
network of internal gravel roads service the various prospecting and exploration sites. Principal access to the Cerro Negro Project is via a newly constructed road, approximately 45 kilometres in length from the Construction Site / Plant area to the
east to Highway 39, on land owned by Goldcorp.

The Cerro Negro Project is located in the arid to semi-arid Patagonian
Region of Argentina. The site is affected by strong, persistent westerly winds, particularly in the warmer months and average annual temperature is 7.7 degrees Celsius. The average annual rainfall is 172 millimetres. It is expected that any planned
mining activity will be able to be conducted year-round. Road access can occasionally be curtailed or temporarily slowed for short periods if exceptionally heavy snowfall occurs.

Power to all facilities is currently generated by diesel generators. Generators are installed at the new Eureka substation
which will provide all of Eurekas surface and underground electricity requirements until connection to the grid is completed. Additional generators supply power to both Marina Central and Mariana Norte development areas. Water for potable and
industrial use at Cerro Negro is supplied from bored wells, at various locations. The water quality from the wells is to potable standard and does not require any treatment other than filtration although water is treated by reverse osmosis to
further enhance the quality. The Cerro Negro Project has no formal settlements within its boundaries and the closest towns are Perito Moreno (population 4,200), located approximately 75 kilometres by road, and Las Heras (population 12,206), located
107 kilometres to the northeast, which can provide basic services. Most supplies and services are sourced from Caleta Olivia, Comodoro Rivadavia or Buenos Aires. There is an available workforce that requires training. Power will be supplied from a
grid connection and the Cerro Negro Project will have an installed maximum power demand of approximately 30 megawatts planned for the first half of 2014. Water supply to the process plant and infrastructure will be provided from bored water wells
located in the valley adjoining the plant site and also excess water recycled from the underground mining operations. Transport of doré will be through Comodoro Rivadavia and Buenos Aires to the final refinery destination.

The Cerro Negro Project lies on the Deseado Massif. Topography is generally gently rolling with a few deeply incised valleys.
Elevations range between 300 metres above sea level and 600 metres above sea level. Low scrub bushes and grass that are typical of areas with a harsh climate and poor soils constitute the vegetation in the area.

History

Gold mineralization was first recognized in the Cerro Negro Project area in 1992. Minera Newcrest Argentina S.A.
(Newcrest) undertook a reconnaissance exploration program over the Deseado Massif region in 1993, which identified mineralization at the Eureka, Mariana, El Retiro, and Las Margaritas and Vein Zone areas. Newcrest picked up an
option over the Silica Cap prospect tenement and applied for additional ground to cover the identified gold anomalous areas. Preliminary mapping and sampling of Vein Zone and Silica Cap were completed in 1994.

Newcrest completed geological mapping and sampling in 1995, which identified significant mineralization and identified several
anomalous zones. Pegasus Gold International Inc. (Pegasus) joint-ventured the Eureka-Mariana portion of the Newcrest tenure in 1996, and undertook 13 reverse circulation drill holes and conducted trenching at the San Marcos
prospect. Due to non-maintenance and Newcrest dropping its option on the Silica Cap claim, the resulting open ground was staked by MIM Argentina Exploraciones (MIM) in June 1995. Between



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1995 and 1996, MIM completed rock-chip sampling of the Vein Zone and Silica Cap prospects; dipole-dipole induced polarization and ground magnetic geophysical surveys; and property-wide geological
mapping, rock and soil sampling, and trenching. A total of 17 reverse circulation drill holes were completed in the areas.

In 1997, Newcrest and MIM entered a joint venture and completed geological mapping at the Eureka, Las Margaritas, and Mariana
Sur prospects; a soil geochemistry orientation study and mobile metal ion soil geochemistry survey; portable infrared mineral analyzer analysis of clay alteration minerals in samples from 11 reverse circulation holes; preliminary metallurgical
studies; trenching; ground magnetics and dipole-dipole induced polarization geophysical surveys; an airborne radiometric and aeromagnetic geophysical survey; and 13 core and 47 reverse circulation holes. Newcrest withdrew from the joint venture in
early 1999, and MIM gained 100% control of the Cerro Negro Project.

Oroplata optioned the Cerro Negro Project from MIM in
2000. Work completed from 2000 to 2003 consisted of evaluation and ground checking of Landsat and ASTER spectral anomalies; reconnaissance mapping and sampling; and 22 reverse circulation drill holes.

In December 2003, Andean Resources Limited (Andean) entered into an agreement with MIM to acquire a 51%
interest in the Cerro Negro Project, and subsequently acquired a 100% interest through the acquisition of Oroplata Pty Ltd., the parent entity of Oroplata. Andean undertook data validation, geological mapping, reconnaissance rock chip sampling,
backhoe trenching, gradient-array resistivity, dipole-dipole resistivity, gradient-array chargeability, and ground magnetic surveys, petrographic and mineralogical descriptions, and 591 reverse circulation and core drill holes, totalling 140,599
metres. Mineral Resource estimates were undertaken in each year from 2005 to 2010. A pre-feasibility study was completed in 2008, and a feasibility study was completed in 2010.

Since the acquisition of the Cerro Negro Project in December 2010, Goldcorp has completed further drilling, which identified
significant additional mineralization at the Mariana Central, Mariana Norte, San Marcos deposits and their extensions. As a result, in April 2011 Goldcorp completed the Cerro Negro Report, an updated feasibility study, to incorporate this additional
mineralization.

Geological Setting

Regional Geology

The Cerro Negro Projects gold-silver veins are situated near the western margin of the Deseado Massif, a 60,000 square
kilometre rigid crustal block in southern Argentina bounded to the north by the Río Deseado, to the south by the Río Chico, to the east by the Atlantic coast, and to the west by the Andean Cordillera.

Local Geology

The known deposits and prospects at the Cerro Negro Project are distributed within a volcanic-subvolcanic complex which was
intruded and overlain by a series of rhyolite domes. The eruptive products of the rhyolitic volcanic events form an ignimbrite apron. Some of these are post-mineral and have preserved the epithermal systems. Lacustrine sediments, travertine, and
sinter deposited on the Late Jurassic paleo-surface also lie stratigraphically above the Au-Ag deposits. Older ignimbrites that lie east of the volcanic-subvolcanic complex host mineralization at Bajo Negro and Vein Zone. Structurally, the area
shows a pattern of dominant northwest and subordinate east-west faults considered to form the margins of a series of pull-apart basins. Gold-silver veins were emplaced in both east-west- and northwest-trending faults.

Property Geology

The deposits within the Cerro Negro Project are considered to be examples of low-sulfidation, epithermal gold-silver deposits.
These deposits were formed as high-level hydrothermal systems, varying in crustal depth from about one kilometre to near-surface settings beneath surficial hot springs. Host rocks are extremely variable, ranging from andesite to rhyolite ignimbrites
and volcaniclastic sedimentary units. Calc-alkaline andesitic compositions predominate as volcanic rock hosts, but deposits can also occur in areas with bimodal volcanism and



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extensive subaerial ashflow deposits. A third, less common association is with alkalic intrusive rocks and shoshonitic volcanics. Clastic and epiclastic sediments in intra-volcanic basins and
structural depressions are the principal non-volcanic host rocks.

Mineralization in the near surface environment occurred
beneath in hot spring systems, or in the slightly deeper underlying hydrothermal conduits. Hanging wall fractures in mineralized structures are particularly favourable for high-grade mineralization. Deposits are typically zoned vertically over about
a 250 metre to 350 metre interval at and immediately below zones of episodic boiling. Silicification is the most common alteration type with multiple generations of quartz and chalcedony, which are typically accompanied by adularia and calcite.

Mineralization characteristically consists of pyrite, electrum, gold, silver, and argentite. Other minerals can include
chalcopyrite, sphalerite, galena, tetrahedrite, and silver sulphosalt and/or selenide minerals. In alkalic host rocks, tellurides, roscoelite and fluorite may be abundant, with lesser molybdenite as an accessory mineral.

Exploration

Exploration has been undertaken by Goldcorp, its precursor companies (gold exploration by Andean Resources), or by contractors
(geophysical surveys and geological consultants). Exploration activities at the Cerro Negro Project have included geological mapping, diamond core drilling, reverse circulation drilling, trenching, soil and sediment sampling, ground geophysical
surveys, mineralization characterization studies and metallurgical testing of samples. Petrographic studies and density measurements on the different lithologies have also been conducted.

Andean performed surface geological mapping from 2005 to 2008 over areas of veining to identify lithologies, areas of quartz
veining, and visible sulphide mineralization. Mapping of the San Marcos area in 2009 used Quickbird imagery and hand-held GPS device. Mapping noted the distribution of mineralized quartz float and barren silicified boulders and attention was paid to
the distribution of potential vein host rocks versus post-mineral cover. Silicification and breccias were also noted and mapped.

During reconnaissance exploration from 2007 to 2010, a total of 289 rock chip samples were taken from areas of quartz outcrop
resulting in the discovery of the Eureka West mineralization. In 2011, exploration activities focused on drilling the known mineralized areas.

Initial gradient-array resistivity, dipole-dipole resistivity, gradient-array chargeability, and ground magnetics surveys were
performed from 2005 to 2008 by Akubra Exploraciones and Argali Geofísica (Argali).

Geophysical
surveys were conducted by Argali from September to December 2009 covering the San Marcos prospect consisted of ground magnetics, chargeability and gradient-array resistivity as part of a larger project that extended a previous magnetic survey and
gradient array resistivity surveys. The entire Argali survey comprised 1,419.3 line-kilometres of ground magnetics and 788 line-kilometres of gradient array. Both surveys were run on north-south grid lines, pegged by the geophysical contractor,
spaced 50 metres apart. Ground-magnetic measurements extended the previous coverage of the Eureka area to the north and west. The most conspicuous feature is a west-northwest-trending lineament which coincides with the southern breccia vein at San
Marcos. The lineament can be traced for at least three kilometres west-northwest and eight kilometres east-southeast of San Marcos and is clearly a major fault. There are a number of west- to west-northwest-trending resistivity anomalies in a
west-northwest-trending zone of generally low resistivity whose southern limit is the magnetic lineament. There is abundant unoxidized pyrite associated with the Mariana Norte and Mariana Central veins, and perhaps for this reason, there are strong
gradient-array chargeability anomalies associated with the deposits.

Additional gradient array IP/Resistivity geophysical
surveys were conducted in late 2011 and early 2012 by Quantech Geophysics. This work filled in gaps in previous coverage between the Marianas-San Marcos area and the Buena Vista-Vein Zone area. Geophysical lineaments in the previous surveys were
connected by the Quantech additions. These lineaments represent prospective trends for Au-Ag mineralization.



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During 2005, 10 north-trending trenches totalling 745 metres were excavated at
Vein Zone, and one trench totalling 212 metres was excavated at Bajo Negro. Additional trenching was undertaken in 2006 and 2007, including excavation and sampling of five backhoe trenches at the western end of the Eureka vein system to expose the
Eureka West vein. Andean excavated six backhoe trenches at Bajo Negro in 2008. Two trenches were designed to investigate a resistivity feature east of the known vein, and the other four were used to explore the area to the northwest and southeast of
the outcrops.

In 2009, Andean excavated three backhoe trenches south of the silicified ridge at Mariana that contains
most of the anomalous vein quartz float. The trenches exposed highly brecciated andesite and some quartz fragments but no in situ veins.

Mineralization

Vein systems at Vein Zone, Eureka, Bajo Negro, San Marcos, Mariana Sur, and Mariana Central strike northwest to
west-northwest, but Vein Zone and Eureka also have some east-trending segments. Vein mineralogy is dependent on the location of veins relative to the Eureka Volcanic-Subvolcanic Complex. Veins in the complex contain significant silver as well as
gold, and the Eureka veins also contain abundant adularia and ginguro-style sulphides. Veins outside the dome complex are hosted by ignimbrite and contain low silver grades, coarse pyrite rather than ginguro sulphides, and lack macroscopic adularia
or carbonate in the gangue.

The Bajo Negro vein is a single structure consisting of chalcedonic to crystalline quartz
plus well-crystallized pyrite or (more commonly) iron oxide after pyrite. Free gold, some of it probably supergene, is commonly visible. Bladed quartz replacing carbonate is present in most drill intersections of the vein. The vein is deeply
weathered and contains supergene (and probably hypogene) kaolinite and hematite throughout. Much of the vein is brecciated and cemented with jasperoid (silica plus iron oxide). To date, the Bajo Negro vein has been defined by drilling over a strike
length of almost 1,200 metres, with an average true width of 3.9 metres and a known vertical extent of up to 300 metres.

In the Vein Zone, gold is associated with oxidized pyrite and manganese oxide along with hematite-goethite, minor sphalerite,
kaolinite, illite, and adularia. Arsenic, manganese, and barium are locally anomalous. Platy quartz that is a pseudomorph of carbonate, colloform banding, and open or clay-filled vugs accompanies the gold. The mineralization occurs within an
extensive envelope of kaolinitic alteration that changes sharply to sericitic alteration in the footwall. The low-grade, bulk-minable Vein Zone as presently defined is almost 500 metres long, occurs over a vertical extent close to 400 metres and,
excluding the footwall vein, is up to 80 metres thick.

Eureka vein textures are typical of low-sulphidation epithermal
systems and include colloform and crustiform banding, cockade, and manganese/iron-oxide matrix breccias. At deeper levels, especially in the principal vein, delicate alternating colloform bands of quartz and adularia are developed, and bonanza
gold-silver grades are associated with dark, fine-grained ginguro sulphide bands. Both native gold and native silver appear especially abundant in dark quartz veinlets or on their margins. Oxidation and a possible post-mineralization phase of
hypogene oxidation or deep surficial oxidation have remobilized the silver. Better grade mineralization has a strike extent of about 1,500 metres and the entire mineralized zone, including stockwork and vein material, can reach 100 metres in width.
However, the economic widths are much less, ranging up to 20 metres and averaging five metres.

The mineralized
east-trending vein at San Marcos is a braided vein system dominated by two primary veins, along with two separate sub-parallel veins and a hanging wall split. The two primary veins are more persistent and predictable than the subsidiary veins. A
hanging wall vein split intersects the primary vein at an angle of about 40 degrees dipping near vertically and then rolls over and dips south-southwest, opposite of the main vein. While this hanging wall split forms a relatively well-defined
structure, it carries very little gold. There is quartz-veined stockwork silicified wall rock material, but it is only weakly mineralized. The main hanging wall and footwall veins strike east-west and are defined over a strike length of 750 metres.
These veins, and the subsidiary hanging wall and footwall veins, dip vertically and occasionally as shallow as 80 degrees. The main hanging wall vein, which is on the north side, averages 1.8 metres thick and has a maximum thickness of ten metres;
the main footwall vein, which is on the south side, averages 2.3 metres thick and has a maximum thickness of 11 metres.



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Mariana Central is made up of a main vein, a hanging wall split that separates
from the main vein near the east end of the deposit and then rejoins the main vein 300 metres farther to the west-northwest, and a separate, roughly parallel, secondary hanging wall vein that occurs about 100 metres into the hanging wall of the main
and hanging wall split veins. All of the defined veins have small, discontinuous sub-parallel veins. The main vein strikes west-northwest at about 305 degrees and dips rather consistently at about 65 degrees to the north. Overall dimensions of the
main vein are 800 metres long by 300 metres high by an average of over five metres thick, reaching a maximum modeled thickness of 19 metres. The Mariana Central vein system has undergone a series of mineralizing events commencing with barren
carbonate and culminating in major gold-silver deposition.

Mariana Norte is made up of a main vein, often with an
adjacent sub-parallel footwall vein. A hanging wall split separates from the main vein near the east end of the deposit at an angle of about 20 degrees. This hanging wall split dips very steeply northeast at over 80 degrees. The main vein strikes
west-northwest at about 280 degrees and dips rather consistently at about 60 degrees to the north. Overall dimensions of the main vein are 700 metres long by 400 metres high averaging 3.5 metres wide; the widest part of the vein is approximately
10.2 metres.

The Mariana mineralization is unoxidized and contains abundant pyrite, some of which is well crystallized,
and other sulphides. Fine-grained black sulphides and sulphosalts are present especially at Mariana Central. Ginguro banding is also present but is not as abundant as at Eureka, and colloform-banded and apparent ginguro-textured quartz float is
abundant on the surface.

Drilling

Drilling completed between 1996 and 2010 consisted of 307 reverse circulation drill holes totalling 87,959 metres and 569 core
drill holes totalling 132,449.6 metres for a total of 876 drill holes and 220,409.45 metres. In 2011, Goldcorp completed an aggressive exploration program at the Cerro Negro Project with total core drilling of 140,202 metres. In 2012, Goldcorp
completed another aggressive exploration drilling campaign totalling 146,112 metres in 421 diamond core holes. The primary focus of the exploration drilling programs in 2011 and 2012 was the infill drilling and extension of the Mariana Central,
Mariana Norte and San Marcos veins. These efforts resulted in significant extensions to the strike length of all three veins and demonstrated the continued emergence of the adjacent San Marcos Sur deposit. At Eureka, the first vein scheduled for
production, preliminary definition drilling is successfully confirming the current reserve and resource model. In addition, several new veins were discovered: east of Mariana Norte, south and east of San Marcos, north of Bajo Negro, as well as in
the southern portion of the Cerro Negro concession block (Las Margaritas). These highlight the strong regional potential of the overall Cerro Negro land package. Over 21,000 metres were drilled within a four month period in 2013 testing new targets
and expanding on existing deposits. The greatest success was in the Bajo Negro vein system, in the East Belt of the property, with a significant extension to the strike length. Despite continued successes of the drilling programs and additional
targets identified in early 2013, due to lower metal prices and a challenging business climate in the Province of Santa Cruz, all exploration activities at site were suspended indefinitely in the third quarter of 2013.

Drill-hole collar location surveys are made to the nearest centimetre using a differential GPS unit. These collar surveys have
been made by Oroplata surveyors. Andean Resources and Goldcorp have completed down-hole surveys using a gyroscopic system for holes drilled since September 2008. The drill hole deviation is determined after completion of the hole as the drill string
is removed. Down-hole surveys are taken in increments of ten metres and 30 metres. Recoveries are estimated by comparing the weight of sample with the theoretical sample weight for the hole-size assuming a specific gravity of 2.35 grams per cubic
centimetre.

Drilling at Vein Zone encountered difficulties with recoveries in the mineralized intervals with both the
reverse circulation and core methods, but core drilling on balance provided better recoveries. Difficult drilling conditions resulted in poor diamond core recoveries in early stages of Andeans core drilling. Densely veined intervals appeared
to have particularly poor recoveries; however, there was no clear correlation of poor recovery with either increased or decreased grade.

Sampling and Analysis



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All reverse circulation holes drilled by Andean were sampled every metre, with
the exception of the first hole drilled at Vein Zone (sampled every two metres). The primary samples are organized, and drill-rig duplicates and blanks are inserted into the sample stream in consecutive numbers so that the analytical laboratory is
unaware of these samples. Andean also placed a dummy sample in the sample stream as a placeholder for the to-be-inserted pulp standards after sample preparation, including pulverizing, is completed. One of each blank, standard, and
duplicate sample was inserted per approximately 71 samples. Goldcorp uses similar procedures to those used previously by Andean.

Comparison of assay results of core drilling samples versus reverse circulation drilling samples from the Vein Zone and Eureka
deposits indicated that the reverse circulation drilling samples were, on average, lower grade than the core drilling samples. Mine Development Associates (MDA) noted that there was a relationship between core recovery and grade
at Vein Zone which imparted some uncertainty for those samples, but did not necessarily mean there was a bias in the samples. Subsequent to the development drilling at Eureka, development drilling has been entirely by core methods, and MDA placed no
qualifications on the sample quality at Bajo Negro, Mariana Central, Mariana Norte, and San Marcos. Those samples deemed by MDA to be questionable or in doubt, were excluded from use in Mineral Resource estimation.

Drill core is transferred to the core shack at the exploration camp where it is laid out and washed by a technician. The core
recovery and rock quality designation are measured between wood blocks. The core is then marked up in one metre intervals taking core recovery into account. The geologist marks the core with a line for splitting using a diamond rock saw for core
samples of the vein and a hydraulic splitter for the remainder of the holes, producing a sample of one kilogram to 3.5 kilograms. Core samples collected for analysis are typically one metre in length, but range from 20 centimetres to two metres.
Bagged core samples are laid out in an orderly fashion, and then standard, blank, and duplicate samples are inserted in the sample stream.

The drill hole assay intervals include areas of non-mineralized and very low grade mineralization, and confirm that sampling
is representative of the copper, gold, and silver grades in the deposit, reflecting areas of higher and lower grades.

Bulk density measurements are currently made on-site by Oroplata technical staff. Alex Stewart Argentina S.A. made these
measurements on behalf of Andean Resources prior to the Goldcorp acquisition. Alex Stewart conducted the measurements on a batch basis, using small pieces of drill core or half-core, previously oven-dried in the sample preparation laboratory. To
calculate the bulk density, the sample was briefly immersed in melted paraffin wax to provide a thin uniform wax coating. It was then weighed in air and in water. From time to time, checks were made by measuring the volume of water displaced by the
sample and deriving bulk density by the ratio of weight to volume. For the Bajo Negro Mineral Resource estimate, Andean did its own measurements of specific gravity, on site, using a conventional water-immersion method on pieces of drill core. The
weight of the wax is taken into account when calculating the specific gravity.

MDA has observed Andeans and
Goldcorps technicians doing the specific gravity measurements and checked the calculation procedure. No procedural deficiencies were noted. The method used for specific gravity measurements has one deficiency; it cannot account for large vugs
on the outsides of the specimens, if those vugs do not completely fill with wax. Such large vugs exist in the mineralized quartz veins at Eureka, and somewhat less commonly at Bajo Negro. For the 2009 Mineral Resource estimates, MDA made an
adjustment to compensate for this and to account for unavoidable sample selection biases. During 2010, Andean adopted a dry volumetric measurement method, at MDAs suggestion. This methodology has been continued by Goldcorp.

Current QA/QC practices include insertion of blanks, sample duplicates, and on-site and commercially available standards to
check for contamination in crushing of the sample, cross contamination within the laboratory, assay precision, and accuracy. Each drill shift has a QA/QC person that attends to the sample analysis. One of these geologists is the QA/QC manager and is
responsible for tracking and updating the assay results and database. Limits are set for the QA/QC standard samples to fall within an acceptable range, a warning range and a failure category. The acceptable range for blank samples is set at six
times the detection limit of the element in question. All failures are reported to the assay lab, and the manager and lab work together to find a reason for the discrepancy. Often this results in a re-assay of the standard and samples which are
adjacent to it. The original assays are entered into the database. Duplicate samples do not have a failure limit as all assays are accepted. The difference in duplicate assays



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indicates the precision level of the laboratory analysis and/or can point towards issues such as a nugget problem. Insertion of QA/QC samples is by an Oroplata employee prior to the
pulps being forwarded to Santiago, Chile for analysis. This insertion is done with all efforts for the sample to be blind. All QA/QC samples are tracked and results reported on a monthly and year-end basis.

MDA completed a number of data checks in support of database validation during 2010 and 2011. For collar checks, MDA used a
hand-held GPS to check the locations of 58 drill-hole collars. Given the constraints of a hand-held instrument, no collar errors were noted. Digital data files were compared to the collar locations in Andeans project database. This check
indicated that the locations and collar orientations of the drill holes in the project database are those obtained by the surveyors. For down-hole surveys, MDAs check of the gyroscopic down-hole surveys in the project database consisted of
comparing the original files to the data in the database. No issues were discovered using this method. For geological data, no formal checks were made, but as MDA performed geological modeling from the drill logs. For analytical data, MDA obtained
all new assay data directly. This made it possible for MDA to compile, independently of Oroplata, an assay table for all of the deposits at the Cerro Negro Project. MDA compared the data in its assay table to the equivalent data in Oroplatas
assay table. The database was considered to be clean and able to support Mineral Resource estimation. For density data, while at the project site during January 2010, MDA observed Oroplatas technicians performance of specific gravity
measurements and checked the calculation procedure. No procedural deficiencies were noted.

Core from mineralized zones,
as well as the adjacent ten metres or more of stockwork and unmineralized wall rock, was visually inspected by MDA for independent sampling. Nineteen specific samples were chosen by MDA without consulting Oroplata from multiple, broadly-spaced drill
holes to represent a variety of grade ranges, including unmineralized material, and consecutive high- and low-grade samples were commonly chosen from the same drill hole. Samples were split by Oroplata staff under MDA supervision, and the resulting
samples delivered by MDA to the Acme preparation facility, where the standard Oroplata preparation protocols were followed. The Acme Laboratories (Acme) check assays compared well with the originals. MDA also performed QA/QC
checks, including inserting standards, checking blanks and checking assays and duplicates.

Security of Samples

All preparation and handling of samples at the Cerro Negro Project is done by Goldcorp employees, and prior to that, was
performed by Andean employees. Once the drill samples have been collected, they are brought to a secure area next to the core shack and placed in steel-wire-reinforced plastic bins that are held on-site until a sufficient number of samples have been
collected for a shipment. Once the bins are filled, usually weekly, a private trucking company is called to come to site and transport the samples directly to the Acme preparation laboratory in Mendoza, Argentina. The plastic bins are covered with
an impermeable tarpaulin that is only removed upon arrival to the laboratory, and during this two-day drive, no other cargo is loaded on top of the truck. Acme personnel unload the samples and put them in the queue for preparation. Any sample number
errors or missing samples are reported, and no work is performed until the problem is resolved.

Once delivered, the
samples are under Acmes control until the preparation of the pulps is completed. Then, an individual hired by Oroplata takes custody of the pulps and inserts the standards and blanks into the sample pulp sequence according to instructions that
have been emailed. After this, the pulps are returned to Acme, who takes responsibility for shipping them to Santiago, Chile.

Andean retained a small washed split of each reverse circulation sample interval, which is stored in a reverse circulation
chip tray. The coarse and fine rejects (pulps) from Acme are returned on a regular basis and are stored in Cerro Negro Project sample storage sheds. Half core is retained in core trays and stored on site.

Mineral Reserve and Mineral Resource Estimates

The following table sets forth the estimated Mineral Reserves for the Cerro Negro Project as of December 31, 2013:

Proven and Probable Mineral Reserves (1)(2)(3)(4)



| |  |  |  |       |  |                 |  |  |  | 
| |  |  |  | ----- |  | --------------- |  |  |  | 
| |  |  |  | Grade |  | Contained Metal



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|                  |  |                   |  |                        |  |                          |  |                          |  |                           
|----------------- |  | ----------------- |  | ---------------------- |  | ------------------------ |  | ------------------------ |  | --------------------------
|Category          |  | Tonnes
(millions) |  | Gold
(grams per
tonne) |  | Silver
(grams per
tonne) |  | Gold
(millions
ofounces) |  | Silver
(millions
ofounces)
|                  |  |                   |  |                        | 
|Proven            |  | 0.04              |  | 11.08                  |  | 204.00                   |  | 0.01                     |  | 0.26                      
|Probable          |  | 18.87             |  | 9.43                   |  | 80.94                    |  | 5.72                     |  | 49.10                     
|Proven + Probable |  | 18.91             |  | 9.43                   |  | 81.20                    |  | 5.74                     |  | 49.36                     



|(1) | The Mineral Reserves for the Cerro Negro Project set out in the table above have been reviewed and approved by Maryse Belanger, P. Geo., Senior Vice
President, Technical Services, Goldcorp, who is a qualified person under NI 43-101. The Mineral Reserves are classified as proven and probable, and are based on the CIM Standards.
|--- | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | Based on a gold price of $1,350 per ounce and a silver price of $24 per ounce.
|--- | ------------------------------------------------------------------------------

|(3) | The estimated metallurgical recovery rate is 90% for gold and 75% for silver.
|--- | -----------------------------------------------------------------------------

|(4) | Numbers may not add up due to rounding.
|--- | ---------------------------------------

The following table sets forth the estimated Mineral Resources for the Cerro Negro Project as of December 31, 2013:

Measured, Indicated and Inferred Mineral Resources (1)(2)(3)(4)(5)

(excluding Proven and Probable Mineral Reserves)

|                     |  |                  |  |                        |  |                          |  |                          |  |                           
|-------------------- |  | ---------------- |  | ---------------------- |  | ------------------------ |  | ------------------------ |  | --------------------------
|                     |  |                  |  | Grade                  |  | Contained Metal         
|Category             |  | Tonnes
(million) |  | Gold
(grams per
tonne) |  | Silver
(grams per
tonne) |  | Gold
(millions
ofounces) |  | Silver
(millions
ofounces)
|                     |  |                  |  |                        | 
|Measured             |  |                 |  |                       |  |                         |  |                         |  |                          
|Indicated            |  | 5.12             |  | 3.12                   |  | 22.95                    |  | 0.51                     |  | 3.78                      
|Measured + Indicated |  | 5.12             |  | 3.12                   |  | 22.95                    |  | 0.51                     |  | 3.78                      
|Inferred             |  | 5.32             |  | 4.81                   |  | 34.35                    |  | 0.82                     |  | 5.87                      



|(1) | The Mineral Resources for the Cerro Negro Project set out in the table above have been reviewed and approved by Maryse Belanger, P. Geo., Senior
Vice President, Technical Services, Goldcorp, who is a qualified person under NI 43-101. The Mineral Resources are classified as measured, indicated and inferred, and are based on the CIM Standards.
|--- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | Based on a gold price of $1,500 per ounce and a silver price of $27 per ounce.
|--- | ------------------------------------------------------------------------------

|(3) | The cut-off grade for Vein Zone is 0.80 grams per tonne of gold equivalent. The cut-off grade for the underground deposits is 3.25 grams per tonne
of gold equivalent.
|--- | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(4) | Mineral Resources are exclusive of Mineral Reserves. Mineral Resources are not known with the same degree of certainty as Mineral Reserves and do
not have demonstrated economic viability.
|--- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(5) | Numbers may not add up due to rounding.
|--- | ---------------------------------------

Mining Operations

Longhole mining with cemented backfill was selected to develop the underground Eureka, Mariana Norte, Mariana Central, San
Marcos and Bajo Negro veins to suit the ore-body geometry and rock quality. In narrow zones, longitudinal stopes will be used to maximize recovery of the ore-body. The high grade Eureka ore-body will be developed as an underground mine and processed
first, followed in turn by the underground mines of Mariana Central and Norte, San Marcos, Bajo Negro and the open pit Vein Zone ore-bodies. The plant will commence initial feed in mid 2014 and will process 4,000 metric tonnes per day once at full
production capacity. During the sixteen-year mine life, 5.47 million ounces of gold and 36.15 million ounces of silver metal will be produced. The mining will be undertaken from concurrent underground operations utilizing standard
underground mining equipment. This expected mine life includes the new Mineral Reserves and Mineral Resources that were announced in February 2013.

Vein Zone will be mined late in the mine life by an open pit method using standard drilling, blasting, loading and hauling
operations. A longitudinal long-hold stoping retreat mining method is proposed for Mariana Central, Mariana Norte and San Marcos veins, and the mining equipment, load rates, water management and pumping, ventilation and safety design will be similar
to that planned for Eureka. Small-scale mining of the Eureka vein from surface is occurring and will likely continue throughout 2014 and possibly into 2015. Most of this material is outside of any calculated resources or reserves and because of its
location at surface and low strip ratio, it



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can be mined with existing permits and is expected to provide a supplemental source of additional mill feed.

The plant feed will be initially from Eureka, then from Mariana Central, Mariana Norte, and then in parallel from San Marcos,
Bajo Negro and Vein Zone. The plant has been designed for a total throughput of approximately 1,460,000 tonnes per annum (approximately 4,000 tonnes per day). The mine plan includes maintaining a stockpile of ore on the run-of-mine pad near the
crusher. At the end of 2013, the surface ore stockpile consisted of 285,000 tonnes of ore, consisting of 87% from Eureka, 7% from Mariana Central, 1% from Mariana Norte and 5% from the Eureka surface veins. Production mining from Eureka commenced in
April 2013 with Mariana Central scheduled to begin production in the second half of 2014, and Mariana Norte in 2015. San Marcos production is tentatively planned to commence in 2019. Vein Zone and Bajo Negro production is scheduled to commence in
2021 and 2022 respectively. Waste storage has been designed for Eureka, Baja Negro, Mariana Norte, Mariana Central, San Marcos. During backfilling, the waste stockpiles will be totally consumed. Waste from Vein Zones life of mine will be
stored in a single waste dump. To avoid water contamination, the exact location of the waste and ore storage for San Marcos, Mariana Norte and Mariana Central will be determined at the completion of the hydrogeology study results. Environmental
liabilities are limited to those that would be expected to be associated with a project that is in pre-development, including an exploration decline and associated infrastructure, roads, and exploration drill pads. Goldcorp is not aware of any
significant environmental, social or permitting issues that would prevent continued exploitation of the Cerro Negro Project deposits.

With production expected to average 525,000 ounces of gold in its first five full years of production and cash costs expected
to average less than $350 per ounce, Cerro Negro is well-positioned as Goldcorps next cornerstone gold mine. The Cerro Negro project is progressing and is on track to produce first gold at mid-year 2014, with commercial production expected to
be achieved in the fourth quarter of 2014. The initial capital cost estimate is expected to be between $1.6 and $1.8 billion. The Corporation expects estimated gold production of between 130,000 and 180,000 ounces in 2014.

Metallurgical test work has shown that the mineralization is amenable to being processed using conventional technologies, and
acceptable recoveries were returned. Metallurgical test work completed on the Cerro Negro Project has been appropriate to establish process routes that are applicable to the mineralization types and was performed on samples that were representative
of the mineralization. The metallurgical process route proposed uses conventional technology. The process plant and associated service facilities will process run-of-mine ore delivered to the primary crusher. The process encompasses crushing and
grinding of the run-of-mine ore, leaching, counter-current decantation, solution clarification, zinc precipitation and smelting to produce gold/silver bars that are shipped to a refinery for further processing. The counter-current decantation
tailings will be filtered and washed to recover cyanide prior to being re-pulped and pumped to the tailings storage facility.

The Cerro Negro Project will produce and sell a gold and silver doré to generate revenue. The doré will be sold
to a refinery for separation into gold and silver bullion. Sales contracts expected at precious metal spot prices fixed by the London Metals Exchange may be entered into with refiners and are expected to be typical of and consistent with standard
industry practice and are similar to contracts for the supply of doré elsewhere in the world.

The Argentinean
income tax rate for a corporation is set at 35%. There is also an export tax on gold doré which is 5%. The general rate for value added tax is 21%.

Exploration and Development

Significant exploration potential remains within the Cerro Negro Project. All of the deposits are open at depth, and the
investigation of the vein systems within the Cerro Negro Project is likely to identify additional mineralization.

Despite
progress on construction during 2013, the project has been, and continues to be, subject to a number of challenges, the impacts of which have been incorporated into the current project plans., These include:



| |  |  | An approximate six month delay in 2013 related to the start of construction for the main power transmission line due to the delay in issuance of
necessary permits;
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Significant in-country inflation at an annualized rate of approximately 25% to 30%;
| | - |  | -----------------------------------------------------------------------------------



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| |  |  | Labour and contractor productivity issues; and
| | - |  | ----------------------------------------------



| |  |  | Uncertainty related to the Resource Tax imposed by the Provincial Government of Santa Cruz enacted in the third quarter of 2013.
| | - |  | --------------------------------------------------------------------------------------------------------------------------------

As a result of these challenges, the Corporation elected to defer certain capital spending at Cerro
Negro, including the cessation of all exploration activity in the third quarter of 2013 which will continue into 2014, and the deferral of continued underground development of the Mariana Norte deposit until late 2014. The deferral of development of
the Mariana Norte vein is not expected to impact gold production during the first five years of operations.

Infrastructure and
Construction

Engineering, Procurement and Construction Management activities reached 78% completion, with
detailed engineering 100% complete at the end of 2013. Key activities and developments in 2013 include:



| |  |  | Major civil and concrete works at the process plant completed by year end;
| | - |  | --------------------------------------------------------------------------



| |  |  | Steel shell for the mill was 94% complete, with interior steel platforms at 96% complete;
| | - |  | -----------------------------------------------------------------------------------------



| |  |  | Construction of the high voltage power line is progressing well with expected completion in the first quarter of 2014, in conjunction with
submission to the regulatory agencies of the permit to connect to the national grid. At the end of 2013, progress on installation of the towers and construction of the substation had reached approximately 72% completion;
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | The haul road for transporting ore from the mines to the plant was completed at the end of 2013 and the first material was transported to the
stockpile pad at the plant;
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | The primary crusher circuit was started and tested with material during the fourth quarter of 2013;
| | - |  | ---------------------------------------------------------------------------------------------------



| |  |  | Leach tank shell fabrication and all eight thickener shells were completed in December 2013; and
| | - |  | ------------------------------------------------------------------------------------------------



| |  |  | Grinding mill installation was completed, ready for liner installation and final alignments in the first quarter of 2014.
| | - |  | -------------------------------------------------------------------------------------------------------------------------

Mine Development

Significant development progress was made on the three underground deposits of Eureka, Mariana Central and Mariana Norte
during 2013. Total underground development of 7,702 metres was completed in 2013, in comparison with 4,981 metres in 2012. Underground ore development from Eureka commenced on April 1, 2013 and initial ore development commenced at Mariana
Central and Mariana Norte during June 2013.

Despite a strike by unionized mine workers during the last eleven days of
December 2013, production ore levels established new highs during the fourth quarter as mining activities at Eureka approached planned commercial production levels. Underground development at Mariana Central mine continues and is yielding modest
development ore tonnes in preparation for commencement of production mining during 2014. Combined mine production is steadily increasing as expected towards planned production levels of 4,000 tonnes per day.

During the fourth quarter of 2013, a small surface mining operation commenced on portions of the surface veins at Eureka.
Modest ore tonnes are planned from these veins as a supplement to underground ore production. At the end of 2013, the surface ore stockpile consisted of 285,000 tonnes of ore, consisting of 87% from Eureka, 7% from Mariana Central, 1% from Mariana
Norte and 5% from the Eureka surface veins. At the end of 2013, the combined tonnes and grade of ore stockpiles were:



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|                       |  |                    |             |  |  |  |              |  |  |  |            |  |  |  |          |  |  |  |         | 
|---------------------- |  | ------------------ | ----------- |  |  |  | ------------ |  |  |  | ---------- |  |  |  | -------- |  |  |  | ------- | 
|                       |  | Three Months Ended |             |  |  |  |              |  |  |  |            | 
|                       |  |                    |             |  |  |  |              |  |  |  | Cumulative | 
|Cerro Negro Production |  |                    | December 31 |  |  |  | September 30 |  |  |  | June 30    |  |  |  | March 31 |  |  |  | Project | 
|(Surface Stockpile)    |  |                    | 2013        |  |  |  | 2013         |  |  |  | 2013       |  |  |  | 2013     |  |  |  | to date | 
|Tonnes (in millions)   |  |                    | 127,536     |  |  |  | 67,297       |  |  |  | 38,738     |  |  |  | 11,004   |  |  |  | 284,887 | 
|Grade Au (grams/tonne) |  |                    | 8.24        |  |  |  | 11.86        |  |  |  | 14.23      |  |  |  | 13.93    |  |  |  | 10.53   | 
|Grade Ag (grams/tonne) |  |                    | 146.7       |  |  |  | 274.7        |  |  |  | 262        |  |  |  | 277.5    |  |  |  | 205.6   | 

Total underground mine development during the fourth quarter of 2013 was 1,659 metres,
compared to 2,152 metres in the prior quarter. Development at Mariana Norte was suspended in the first week of the fourth quarter which negatively impacted overall development, as did the strike at the end of December:



|                 |  |                    |             |  |  |  |              |  |  |  |            |  |  |  |          |  |  |  |         | 
|---------------- |  | ------------------ | ----------- |  |  |  | ------------ |  |  |  | ---------- |  |  |  | -------- |  |  |  | ------- | 
|                 |  | Three Months Ended |             |  |  |  |              |  |  |  |            | 
|                 |  |                    |             |  |  |  |              |  |  |  | Cumulative | 
|Development Area |  |                    | December 31 |  |  |  | September 30 |  |  |  | June 30    |  |  |  | March 31 |  |  |  | Project | 
|(Metres)         |  |                    | 2013        |  |  |  | 2013         |  |  |  | 2013       |  |  |  | 2013     |  |  |  | to date | 
|Eureka           |  |                    | 966         |  |  |  | 1,185        |  |  |  | 1,273      |  |  |  | 1,283    |  |  |  | 12,117  | 
|Mariana Central  |  |                    | 684         |  |  |  | 630          |  |  |  | 442        |  |  |  | 324      |  |  |  | 2,570   | 
|Mariana Norte    |  |                    | 9           |  |  |  | 337          |  |  |  | 387        |  |  |  | 182      |  |  |  | 1,224   | 
|Total            |  |                    | 1,659       |  |  |  | 2,152        |  |  |  | 2,102      |  |  |  | 1,789    |  |  |  | 15,911  | 

Exploration

Over 21,000 metres were drilled within a four month period in 2013, testing new targets and expanding on existing deposits.
The greatest success was in the Bajo Negro vein system, in the East Belt of the property, with a significant extension to the strike length. Despite continued successes of the drilling programs and additional targets identified in early 2013, due to
lower metal prices and a challenging business climate in the Province of Santa Cruz, all exploration activities at site were suspended indefinitely in the third quarter of 2013.

Capital Expenditures

At December 31, 2013, total project expenditures and future commitments were $1,328 million, excluding exploration, of
which $1,111 million has been spent and $217 million is committed. Capital expenditures and capitalized exploration, including deposits on mining interests and net of capitalized interest, for the three months ended December 31, 2013 were $178
million and $nil, respectively ($611 million and $11 million for the year ended December 31, 2013, respectively).



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RISK FACTORS

Goldcorps business is the acquisition, financing, exploration, development and operation of mining properties. As a
result, the operations of the Corporation are speculative due to the high-risk nature of its business. These are not the only risks and uncertainties that Goldcorp faces. Additional risks and uncertainties not presently known to the Corporation or
that the Corporation currently considers immaterial may also impair its business operations. These risk factors could materially affect the Corporations future operating results and could cause actual events to differ materially from those
described in forward-looking statements relating to the Corporation.

Exploration, Development and Operating Risk

Mining operations generally involve a high degree of risk. Goldcorps operations are subject to all of the hazards and
risks normally encountered in the exploration, development and production of gold, silver, copper, lead and zinc including unusual and unexpected geologic formations, seismic activity, rock bursts, cave-ins, flooding and other conditions involved in
the drilling and removal of material, any of which could result in damage to, or destruction of, mines and other producing facilities, damage to life or property, environmental damage and possible legal liability. Mining and milling operations are
subject to hazards such as equipment failure or failure of retaining dams around tailings disposal areas which may result in environmental pollution and consequent liability. Although appropriate precautions to mitigate these risks are taken, these
risks cannot be eliminated.

Although Goldcorps activities are primarily directed towards mining operations, its
activities also include the exploration for and development of mineral deposits. Discovery or acquisition of new mineral deposits is necessary to replace Mineral Reserves that are mined by operations. Development of new mineral deposits is necessary
to sustain and to grow the Corporations future operations. There is no certainty that the expenditures made by Goldcorp towards the search for, evaluation of, and development into commercial production of mineral deposits will be successful.

The exploration for and development of mineral deposits also involves significant risks. While the discovery of an ore
body may result in substantial rewards, few properties which are explored are ultimately developed into producing mines. Major expenses are typically required to locate and establish Mineral Reserves, to develop metallurgical processes and to
construct mining and processing facilities at a particular site. It is difficult to ensure that the exploration or development programs planned by Goldcorp or any of its joint venture partners will result in a profitable commercial mining operation.

In particular, Goldcorp remains focused on advancing its suite of high quality gold projects as part of its five-year
growth profile. However, the Corporations ability to maintain, or increase, its annual production of gold, silver, copper, lead, and zinc depends in significant part on its ability to bring these projects into production and to expand existing
mines. Although the Corporation utilizes the operating history of its existing mines to derive estimates of future operating costs and capital requirements, such estimates may differ materially from actual operating results at new mines or at
expansions of existing mines.

Whether a mineral deposit will be commercially viable depends on a number of factors, which
include, among other things, the interpretation of geological data obtained from drill holes and other sampling techniques; feasibility studies (which include estimates of cash operating costs based upon anticipated tonnage and grades of ore to be
mined and processed); the particular attributes of the deposit, such as size, grade and metallurgy; expected recovery rates of metals from the ore; proximity to infrastructure and labour; the cost of water and power; anticipated climatic conditions;
cyclical metal prices; fluctuations in inflation and currency exchange rates; higher input commodity and labour costs; and government regulations, including regulations relating to prices, taxes, royalties, land tenure, land use, importing and
exporting of minerals and environmental protection. Some of the Corporations development projects are also subject to the successful completion of final feasibility studies, issuance of necessary permits and other governmental approvals and
receipt of adequate financing. The exact effect of these factors cannot be accurately predicted, but the combination of any of these factors may adversely affect Goldcorps business.



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Although the Corporations feasibility studies are generally completed with
the Corporations knowledge of the operating history of similar ore bodies in the region, the actual operating results of its development projects may differ materially from those anticipated, and uncertainties related to operations are even
greater in the case of development projects. Future development activities may not result in the expansion or replacement of current production with new production, or one or more of these new projects may be less profitable than currently
anticipated or may not be profitable at all, any of which could have a material adverse effect on our results of operations and financial position.

Construction and Start-Up

Goldcorps projects are at various stages of evaluation, construction and development. There are inherent construction
and permitting-related risks to the development of all new mining projects. These risks include the availability and delivery of critical equipment; the hiring of key personnel for construction, commissioning and operations; delays associated with
contractors; budget overruns due to changes in the cost of fuel, power, materials, supplies and currency fluctuations; and potential opposition from non-governmental organizations, community and indigenous groups, environmental groups or local
groups.

It is common in new mining operations to experience unexpected costs, problems and delays during construction,
development and mine start-up, often due to circumstances beyond the owners control. In addition, delays in the commencement of mineral production often occur. Accordingly, Goldcorp cannot provide assurance that its activities will result in
profitable mining operations at its development projects.

Furthermore, there are risks associated with the construction
of an entirely new mining project relating to, among other things, supervision of the contractors, construction supervision, cost estimating, obtaining required permits and approvals and the management of personnel. Goldcorp will be required to rely
upon outside consultants, engineers and others for additional construction expertise in respect of its development projects.

Commodity Prices

The majority of Goldcorps revenues are derived from the sale of gold and silver, and to a lesser extent, copper, lead
and zinc. The price of the Common Shares, Goldcorps financial results and exploration, and the Corporations development and mining activities in the future may be materially adversely affected by declines in the price of gold, silver,
copper, lead and zinc. Gold, silver, copper, lead and zinc prices fluctuate widely and are affected by numerous factors beyond Goldcorps control, such as the sale or purchase of metals by various central banks and financial institutions,
interest rates, exchange rates, inflation or deflation, fluctuation in the value of the United States dollar and foreign currencies, global and regional supply and demand, and the political and economic conditions of major metals-producing and
metals-consuming countries throughout the world. The prices of gold, silver, copper, lead and zinc have fluctuated widely in recent years, and future price declines could cause continued development of and commercial production from Goldcorps
properties to be uneconomic. Depending on the price of gold, silver, copper, lead and zinc, cash flow from mining operations may not be sufficient and Goldcorp could be forced to discontinue production and may lose its interest in, or may be forced
to sell, some of its properties. Future production from Goldcorps mining properties is dependent on gold, silver, copper, lead and zinc prices that are adequate to make these properties economically viable.

Furthermore, Mineral Reserve calculations and life-of-mine plans using significantly lower gold, silver, copper, lead and zinc
prices could result in material write-downs of Goldcorps investment in mining properties and increased amortization, reclamation and closure charges.

In addition to adversely affecting Goldcorps Mineral Reserve estimates and its financial condition, declining commodity
prices can impact operations by requiring a reassessment of the feasibility of a particular project. Such a reassessment may be the result of a management decision or may be required under financing arrangements related to a particular project. Even
if the project is ultimately determined to be economically viable, the need to conduct such a reassessment may cause substantial delays or may interrupt operations until the reassessment can be completed.



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Need for Additional Mineral Reserves and Mineral Resources

Goldcorp must continually explore to replace and expand its Mineral Reserves and Mineral Resources as its mines produce gold,
silver, copper, lead and zinc. Goldcorps ability to maintain or increase its annual production of gold, silver, copper, lead and zinc depends in significant part on its ability to find new Mineral Reserves and Mineral Resources, to bring new
mines into production, and to expand Mineral Reserves and Mineral Resources at existing mines. There is no assurance that Goldcorp will be able to maintain or increase its annual production, bring new mines into production or expand the Mineral
Reserves and Mineral Resources at its existing mines.

Capital Cost and Operational Cost Estimates

Goldcorp prepares budgets and estimates of cash costs and capital costs of production for each of its operations and its main
costs relate to material costs, personnel and contractor costs, energy costs and closure and reclamation costs. However, despite Goldcorps best efforts to budget and estimate such costs, as a result of the substantial expenditures involved in
the development of mineral projects and the fluctuation of costs over time, development projects may be prone to material cost overruns. Goldcorps actual costs may vary from estimates for a variety of reasons, including: short-term operating
factors; revisions to mine plans; risks and hazards associated with mining; natural phenomena, such as inclement weather conditions, water availability, floods, and earthquakes; and unexpected labour shortages or strikes. Operational costs may also
be affected by a variety of factors, including: changing waste-to-ore ratios, ore grade metallurgy, labour costs, the cost of commodities, general inflationary pressures and currency exchange rates. Many of these factors are beyond Goldcorps
control. Failure to achieve estimates or material increases in costs could have an adverse impact on Goldcorps future cash flows, business, results of operations and financial condition.

Furthermore, delays in the construction and commissioning of mining projects or other technical difficulties may result in
even further capital expenditures being required. Any delay in the development of a project, or cost overruns or operational difficulties once the project is fully developed may have a material adverse effect on Goldcorps business, results of
operations and financial condition.

Foreign Operations

Goldcorp conducts significant operations outside of Canada and the United States, and as such Goldcorps operations are
exposed to various levels of political, economic and other 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;
extreme fluctuations in currency exchange rates; high rates of inflation; labour unrest; the risks of war or civil unrest; renegotiation or nullification of existing concessions, licenses, permits and contracts; illegal mining; changes in taxation
policies; 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.

Changes, if any, in mining or investment
policies or shifts in political attitude in these jurisdictions may adversely affect Goldcorps operations or profitability. Operations may be affected in varying degrees by government regulations with respect to, but not limited to,
restrictions on production, price controls, export controls, currency remittance, income taxes, expropriation of property, foreign investment, maintenance of claims, environmental legislation, land use, land claims of local people, water use and
mine safety.

Failure to comply strictly with applicable laws, regulations and local practices relating to mineral right
applications and tenure, could result in loss, reduction or expropriation of entitlements, or the imposition of additional local or foreign parties as joint venture partners with carried or other interests.

Risk factors specific to certain jurisdictions are described separately. See Economic and Political Instability in
Argentina and Security in Mexico. The occurrence of the various factors and uncertainties related to the economic and political risks of operating in foreign jurisdictions cannot be accurately predicted and could have a material
adverse effect on Goldcorps operations or profitability.



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Resource Nationalism

As governments continue to struggle with deficits and concerns over the effects of depressed economies, the continuing
strength in commodity prices has resulted in the mining and metals sector being targeted to raise revenue. Governments are continually assessing the fiscal terms of the economic rent for a mining company to exploit resources in their countries.
Numerous countries, including Argentina, Australia, Brazil, Chile, Guatemala, Mexico and Venezuela, have recently introduced changes to their respective mining regimes that reflect increased government control or participation in the mining sector,
including, but not limited to, changes of law affecting foreign ownership and take-overs, mandatory government participation, taxation and royalties, working conditions, rates of exchange, exchange control, exploration licensing, export duties,
repatriation of income or return of capital, environmental protection, as well as requirements for employment of local staff or contractors or other benefits to be provided to local residents.

The Corporation believes that the countries in which it operates are relatively stable for foreign investment. However, the
recent occurrence of these mining regime changes in both developed and developing countries adds uncertainties that cannot be accurately predicted and any future material adverse changes in government policies or legislation in the jurisdictions in
which Goldcorp operates that affect foreign ownership, mineral exploration, development or mining activities, may affect the viability and profitability of the Corporation.

Government Regulation

The mining, processing, development and mineral exploration activities of Goldcorp are subject to various laws governing
prospecting, development, production, taxes, labour standards and occupational health, mine safety, toxic substances, land use, water use, land claims of local people and other matters. Although Goldcorps mining and processing operations and
exploration and development activities are currently carried out in accordance with all applicable rules and regulations, no assurance can be given that new rules and regulations will not be enacted or that existing rules and regulations will not be
applied in a manner which could limit or curtail production or development. Amendments to current laws and regulations governing operations and activities of mining and milling or more stringent implementation thereof could have a material adverse
impact on Goldcorp. In addition, changes to laws regarding mining royalties or taxes, or other elements of a countrys fiscal regime, may adversely affect Goldcorps costs of operations and financial results.

See also Resource Nationalism above.

Ejido Land Claims

Article 27 of the Mexican Constitution and subsequent legislation established the ejido and communal landholding
as forms of land tenure in Mexico. There are eleven ejido communities in the vicinity of the Corporations Mexican mining operations and ejido lands cover all of the lands used by the Corporation for its current mining operations at its
Peñasquito, Los Filos and El Sauzal mines. The Corporation enters into temporary occupation agreements ranging from five to 30 years with the ejido communities which allow the Corporation to use the surface of the lands for its mining
operations. In Mexico, mining rights that are covered under a concession do not include direct ownership or possession rights over the surface, or surface access, and at any particular time the Corporation may be involved in negotiations with
various ejido communities to enter into new temporary occupation agreements or amend existing agreements. Failure to reach agreement may cause delays to operations and projects, and on occasion, lead to litigation.

See Recent Developments  Update on Land Claim Settlement with Cerro Gordo Ejido and Legal Proceedings
and Regulatory Actions  Cerro Gordo Ejido Claim.

Availability of Supplies

As with other mining companies, certain raw materials and supplies used in connection with Goldcorps operations are
obtained from a sole or limited group of suppliers (including, for example, truck tires and sodium cyanide). Due to an increase in activity in the global mining sector, there has been an increase in global demand for such resources and a decrease in
the suppliers inventory which, at times, has caused unanticipated cost increases, an



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inability to obtain adequate supplies and delays in delivery times, thereby impacting operating costs, capital expenditures and production schedules. Although Goldcorp makes efforts to ensure
that there are contingency plans in place in the event of a shortfall of supply, if a supplier is unable to adequately meet Goldcorps requirements over a significant period of time and Goldcorp is unable to source an alternate third party
supplier on reasonable commercial terms, this could have a material adverse effect on Goldcorps business, results of operations and financial condition.

Availability of Key Executives and Other Personnel

Goldcorp is dependent on the services of key executives, including, among others, its President and Chief Executive Officer,
Chief Financial Officer and Chief Operating Officer. The success of Goldcorps operations is also dependent on its highly skilled and experienced workforce. There is competition over highly skilled experienced workers (in addition to increased
labour costs). In part this competition arises from the lower number of new workers entering the mining industry during the industry downturn in the late 1990s and early 2000s. In addition, the development of new mines in geographic
areas without an established mining industry requires training of inexperienced workers to staff these new mines. Although Goldcorp places a high priority on hiring and retaining key talent, as well as embracing technology that diminishes the impact
of workplace shortages, the loss of these persons or Goldcorps inability to attract and retain additional highly skilled employees may adversely affect its business and future operations.

Health Hazards and Personal Safety

Mining operations generally involve a high degree of risk. The personnel involved in Goldcorps operations are subject to
many inherent health and safety risks and hazards, including, but not limited to, rock bursts, cave-ins, flood, falls of ground, chemical hazards, mineral dust and gases, use of explosives, noise, electricity and moving equipment (especially heavy
equipment) and slips and falls, which could result in occupational illness or health issues, personal injury, and loss of life, and/or facility and personnel evacuation. Although Goldcorp experienced two fatalities in 2013, the Corporations
vision of making Goldcorp Safe Enough for Our Families is well understood by its employees and the Corporation continues to advance safety performance across all regions of its operations and projects and has put an additional focus on
several key areas, including: (a) increased senior management visibility in the field; (b) improved risk identification and communication across the Corporation; (c) updated Golden Rules and the launch of Life Saving
Rules; and (d) improvement of emergency response capabilities for all locations. In addition, Goldcorp will develop and implement effective management systems to identify, minimize and manage health and safety risks; promote and enhance
employee commitment and accountability; provide training and information; strive for continuous improvement by setting targets and measuring results; and provide the resources to achieve a safe and healthy work environment. Although these
precautions to mitigate these risks have been taken, these risks cannot be eliminated and may adversely affect Goldcorps reputation, business and future operations. See also, Description of the Business  Safety Commitment and
Description of the Business  Occupational Health and Safety Policy.

Current Global Financial Condition

Market events and conditions, including the disruptions in the international credit markets and other financial
systems, the deterioration of global economic conditions in 2008 and 2009 and, more recently, in Europe, along with political instability in the Middle East and budget deficits and debt levels in the United States, have caused significant volatility
to commodity prices. These conditions have also caused a loss of confidence in the broader United States, European and global credit and financial markets and resulting in the collapse of, and government intervention in, major banks, financial
institutions and insurers and creating a climate of greater volatility, less liquidity, widening credit spreads, less price transparency, increased credit losses and tighter credit conditions. Notwithstanding various actions by governments, concerns
about the general condition of the capital markets, financial instruments, banks, investment banks, insurers and other financial institutions caused the broader credit markets to further deteriorate and stock markets to decline substantially. These
events are illustrative of the effect that events beyond Goldcorps control may have on commodity prices, demand for metals, including gold, silver, copper, lead and zinc, availability of credit, investor confidence, and general financial
market liquidity, all of which may affect the Corporations business.



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Goldcorp is also exposed to liquidity and various counterparty risks including,
but not limited to: (i) financial institutions that hold Goldcorps cash; (ii) companies that have payables to Goldcorp, including concentrate customers; (iii) Goldcorps insurance providers; (iv) Goldcorps
lenders; (v) Goldcorps other banking counterparties; and (vi) companies that have received deposits from Goldcorp for the future delivery of equipment. Goldcorp is also exposed to liquidity risks in meeting its capital expenditure
requirements in instances where cash positions are unable to be maintained or appropriate financing is unavailable. These factors may impact the ability of Goldcorp to obtain loans and other credit facilities in the future and, if obtained, on terms
favourable to Goldcorp. Furthermore, repercussions from the 2008-2009 economic crisis continue to be felt, as reflected in increased levels of volatility and market turmoil. As a result of this uncertainty, Goldcorps planned growth could
either be adversely or positively impacted and the trading price of Goldcorps securities could either be adversely or positively affected.

Economic and Political Instability in Argentina

The Cerro Negro Project is located in Santa Cruz Province in Argentina. There are risks relating to an uncertain or
unpredictable political and economic environment in Argentina, especially as social opposition to mining operations in certain parts of the country and increasingly protectionist economic measures grow. Certain political and economic events such as:
(i) the inability of the Cerro Negro Project to obtain United States dollars in a lawful market of Argentina; (ii) acts or failures to act by a governmental authority in Argentina; (iii) acts of social and political violence in
Argentina; and (iv) the devaluation of the peso, could have a material adverse effect on Goldcorps activities at the Cerro Negro Project.

The current Argentinean government placed currency controls on the ability of companies and its citizens to obtain United
States dollars, in each case requiring Central Bank approval (resulting in, at times, a limitation on the ability of multi-national companies to distribute dividends abroad in United States dollars) and revoked exemptions previously granted to
companies in the oil and gas and mining sectors from the obligation to repatriate 100% of their export revenues to Argentina for conversion in the local foreign exchange markets, prior to transferring funds locally or overseas. Similarly, the
government adopted a requirement that importers provide notice to the government and obtain approval for importation before placing orders for certain goods. These actions indicate that the Argentinean government may alter or impose additional
requirements or policies that may adversely affect Goldcorps activities in Argentina in the future.

There is also
the risk of political violence and increased social tension in Argentina as Argentina has experienced periods of civil unrest, crime and labour unrest. Roadblocks (piqueteros) by members of the local communities, unemployed people and unions can
occur on most national and provincial routes without notice. There is no assurance that disruptions will not occur in the future which could materially affect access to the Cerro Negro Project during the projects development or the operation
of the mine altogether.

Security in Mexico

In recent years, criminal activity and violence has increased in Mexico and spread from border areas to other areas of the
country and neighbouring Guatemala. Violence between the drug cartels and human trafficking organizations and violent confrontations with authorities has steadily increased. As well, incidents of violent crime, kidnapping for ransom and extortion by
organized crime have increased. Many incidents of crime and violence go unreported and law enforcement authorities efforts to reduce criminal activity are challenged by a lack of resources, corruption and the power of organized crime.

Goldcorps sites have taken a variety of measures to protect their employees, property and production facilities
from these security risks. Goldcorp also regularly reviews the safety of access routes and the physical security of its installations. Notwithstanding these measures, incidents of criminal activity, trespass, theft and vandalism have occasionally
affected Goldcorp employees, contractors and their families.

Although Goldcorp has implemented measures to protect its
employees, contractors, property and production facilities from these security risks, there can be no assurance that security incidents, in the future, will not have a material adverse effect on Goldcorps operations, especially if criminal
activity and violence continue to escalate. Such incidents may halt or delay production, increase operating costs, result in harm to employees,



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contractors or visitors, decrease operational efficiency, increase community tensions or otherwise adversely affect Goldcorps ability to conduct its business.

Corruption and Bribery Risk

The Corporations operations are governed by, and involve interactions with, many levels of government in numerous
countries. The Corporation is required to comply with anti-corruption and anti-bribery laws, including the CanadianCorruption of Foreign Public Officials Actand the U.S. Foreign Corrupt Practices Act, as well as similar laws in the
countries in which the Corporation conducts its business. In recent years, there has been a general increase in both the frequency of enforcement and the severity of penalties under such laws, resulting in greater scrutiny and punishment to
companies convicted of violating anti-corruption and anti-bribery laws. Furthermore, a company may be found liable for violations by not only its employees, but also by its third party agents. Although the Corporation has adopted a risk-based
approach to mitigate such risks, including the implementation of training programs and policies to ensure compliance with such laws, such measures are not always effective in ensuring that the Corporation, its employees or third party agents will
comply strictly with such laws. If the Corporation finds itself subject to an enforcement action or is found to be in violation of such laws, this may result in significant penalties, fines and/or sanctions imposed on the Corporation resulting in a
material adverse effect on the Corporations reputation and results of its operations.

Human Rights

Various international and national laws, codes, resolutions, conventions, guidelines and other materials relate to human
rights (including rights with respect to the environment, health and safety surrounding Goldcorps operations). Many of these materials impose obligations on government and companies to respect human rights. Some mandate that government consult
with communities surrounding potential or operating Goldcorp projects regarding government actions which may affect local stakeholders, including actions to approve or grant mining rights or permits. The obligations of government and private parties
under the various international and national materials pertaining to human rights continue to evolve and be defined. One or more groups of people may oppose Goldcorps current and future operations or further development or new development of
Goldcorps projects or operations. Such opposition may be directed through legal or administrative proceedings or expressed in manifestations such as protests, roadblocks or other forms of public expression against Goldcorps activities,
and may have a negative impact on Goldcorps reputation. Opposition by such groups to Goldcorps operations may require modification of, or preclude the operation or development of, Goldcorps projects or may require Goldcorp to enter
into agreements with such groups or local governments with respect to Goldcorps projects, in some cases, causing considerable delays to the advancement of its projects.

See also Indigenous Peoples below.

Environmental Risks and Hazards

Goldcorps operations are subject to environmental regulation in the various jurisdictions in which it operates. These
regulations mandate, among other things, the maintenance of air and water quality standards and land reclamation. They also set out limitations on the generation, transportation, storage and disposal of solid and hazardous waste. Environmental
legislation is evolving in a manner which will likely, in the future, require stricter standards and enforcement, increased fines and penalties for non-compliance, more stringent environmental assessments of proposed projects and a heightened degree
of responsibility for companies and their officers, directors and employees. There is no assurance that future changes in environmental regulation, if any, will not adversely affect Goldcorps results of operations. Failure to comply with these
laws, regulations and permitting requirements may result in enforcement actions, including orders issued by regulatory or judicial authorities causing operations to cease or be curtailed, and may include corrective measures requiring capital
expenditures, installation of additional equipment, or remedial actions. Parties engaged in mining operations or in the exploration or development of mineral properties may also be required to compensate those suffering loss or damage by reason of
the mining activities and may have civil or criminal fines or penalties imposed for violations of applicable laws or regulations. The occurrence of any environmental violation or enforcement action may have an adverse impact on Goldcorps
reputation.



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Furthermore, environmental hazards may exist on the properties on which Goldcorp
holds interests which are unknown to Goldcorp at present and which have been caused by previous or existing owners or operators of the properties.

In addition, production at certain of Goldcorps mines involves the use of sodium cyanide which is a toxic material.
Should sodium cyanide leak or otherwise be discharged from the containment system, Goldcorp may become subject to liability for clean-up work that may not be insured. While appropriate steps are taken to prevent discharges of pollutants into the
ground water and the environment, Goldcorp may become subject to liability for hazards that it may not be insured against.

There has also been increased global attention and the introduction of regulations restricting or prohibiting the use of
cyanide and other hazardous substances in mineral processing activities. In addition, the use of open pit mining techniques has come under scrutiny in certain mining jurisdictions, and some governments are reviewing the use of such methods. For
example, in late 2010, the Argentinean Congress approved legislation that restricts mining and other industrial activities in where glaciers are present. In addition, several provincial governments in Argentina have adopted prohibitions on open pit
mining. Although such restrictions do not currently affect any of the Corporations projects, if legislation restricting or prohibiting the use of cyanide or open pit mining techniques were to be adopted in a region in which the Corporation
operates, there would be a serious and adverse impact on the Corporations results of operations and financial position. Additionally, if the use of cyanide were to be restricted or prohibited in a jurisdiction in which Goldcorps
operations rely on the use of cyanide, it would have a significant adverse impact on Goldcorp as there are few, if any, substitutes for cyanide that are as effective in extracting gold from the ore.

See also Permitting below.

Permitting

Goldcorps operations in each of the jurisdictions in which it operates are subject to receiving and maintaining permits
(including environmental permits) from appropriate governmental authorities. Furthermore, prior to any development on any of its properties, Goldcorp must receive permits from appropriate governmental authorities. There is no assurance that
necessary permits will be obtained or that delays will not occur in connection with obtaining all necessary renewals of such permits for the existing operations, or additional permits for any possible future changes to operations, or additional
permits associated with new legislation.

Additionally, it is possible that previously issued permits may become suspended
for a variety of reasons, including through government or court action. For example, on April 27, 2012, the Supreme Court of Chile issued a decision suspending the approval of the environmental permit for the El Morro Project which was
previously issued on March 14, 2011, which had the impact of suspending all project field work executed under the terms of the permit. In October 2013, the environmental authority of the Atacama Region, Comision de Evaluacion Ambiental approved
the Environmental Impact Study, and this approval was subsequently challenged in November 2013. The Court of Appeals of Copiapo issued an injunction in favour of the plaintiffs which prohibits Goldcorp-El Morro from conducting construction
activities. See Legal Proceedings and Regulatory Actions.

There can be no assurance that Goldcorp will
continue to hold or obtain, if required to, all permits necessary to develop or continue operating at any particular property.

Keewatin Decision

In August 2011, an Ontario court issued a ruling that may affect future permitting of mining operations and other land uses
within the Keewatin Lands (the lands in which the Red Lake Gold Mines are situated). Permits for mine operations are issued by the Province of Ontario. However, because the court ruled that Ontario requires federal authorization (or Treaty 3 First
Nations consent) to the taking up of lands in Keewatin where doing so would significantly interfere with Treaty 3 harvesting rights, the Province of Ontario can only issue land authorizations so long as such authorizations do
not have such effect. While the trial court provided some guidance on how to determine if an action would have the effect of significantly interfering with harvesting rights, the issue was ambiguous and would require further definition
by the courts. The decision was stayed pending appeal.



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On March 18, 2013, the Ontario Court of Appeal overturned the trial
judges ruling and allowed the appeal. The Court of Appeal disagreed with the trial judges interpretation of Treaty 3, which imposed a two-step federal and provincial approval process, and concluded that the Province of Ontario can avail
itself of the taking up powers under Treaty 3, so as to limit harvesting rights, without conducting separate consultation with the federal government.

Although Goldcorp currently has all required permits for its Red Lake Gold Mines operations, any change or uncertainty in the
permitting process may have an adverse impact on Goldcorps operations. There can be no assurance that delays or new objections will not occur in connection with obtaining all necessary renewals of such permits for the existing operations or
additional permits for any possible future changes to operations.

See also Permitting above.

Climate Change Risks

Goldcorp acknowledges climate change as an international and community concern and it supports and endorses various
initiatives for voluntary actions consistent with international initiatives on climate change. However, in addition to voluntary actions, governments are moving to introduce climate change legislation and treaties at the international, national,
state/provincial and local levels. Where legislation already exists, regulation relating to emission levels and energy efficiency is becoming more stringent. Some of the costs associated with reducing emissions can be offset by increased energy
efficiency and technological innovation. However, if the current regulatory trend continues, Goldcorp expects that this will result in increased costs at some of its operations.

In addition, the physical risks of climate change may also have an adverse effect on Goldcorps operations. These risks
include the following:

Sea level rise:Goldcorps operations are not directly threatened by current
predictions of sea level rise. All of the Corporations operations are located well inland at elevations from 100 metres to 4,000 metres above sea level. However, changes in sea levels could affect ocean transportation and shipping facilities
which are used to transport supplies, equipment and personnel to Goldcorps operations and products from those operations to world markets.

Extreme weather events:Extreme weather events (such as increased frequency or intensity of hurricanes, increased snow
pack, prolonged drought) have the potential to disrupt operations at the Corporations mines. Where appropriate, Goldcorps facilities have developed emergency plans for managing extreme weather conditions, however, extended disruptions to
supply lines could result in interruption to production.

Resource shortages:Goldcorps facilities depend on
regular supplies of consumables (diesel, tires, sodium cyanide, etc.) and reagents to operate efficiently. In the event that the effects of climate change or extreme weather events cause prolonged disruption to the delivery of essential commodities,
then Goldcorps production efficiency is likely to be reduced.

Although Goldcorp makes efforts to mitigate the
physical risks of climate change by ensuring that extreme weather conditions are included in emergency response plans as required, there can be no assurance that these efforts will be effective and that the physical risks of climate change will not
have an adverse effect on Goldcorps operations and therefore profitability.

Infrastructure and Water

Mining, processing, development and exploration activities depend, to one degree or another, on adequate infrastructure.
Reliable roads, bridges, power sources and water supply are important determinants, which affect capital and operating costs. Unusual or infrequent weather phenomena, sabotage, community, government or other interference in the maintenance or
provision of such infrastructure could adversely affect Goldcorps business, financial condition and results of operations.



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A key operational risk is the availability of sufficient power and water supplies
to support mining operations. Large amounts of power and large volumes of water are used in the extraction and processing of minerals and metals. Certain of Goldcorps property interests are located in remote, undeveloped areas and the
availability of infrastructure such as water and power at a reasonable cost cannot be assured. Conversely, other Goldcorp properties are located in areas that have many competing demands for power and water and access to sufficient supplies will
need to be negotiated by Goldcorp. Power and water are integral requirements for exploration, development and production facilities on mineral properties.

Goldcorps ability to obtain a secure supply of power and water at a reasonable cost depends on many factors, including:
global and regional supply and demand; political and economic conditions; problems that can affect local supplies; delivery; and relevant regulatory regimes.

Even a temporary interruption of power or water could adversely affect an operation. For example, second quarter 2012 mill
throughput at the Peñasquito Mine was affected by inadequate water supply. Prolonged drought conditions in the region contributed to lower-than-expected water recharge in the well field as well as lower-than-expected water production from the
pit dewatering program. This condition limited plant throughput in June 2012 and affected plant throughput in the second half of 2012. A water and tailings study was completed in 2013 to develop a comprehensive long-term water strategy for the
Peñasquito district, however there are no assurances that a suitable long-term water strategy will be developed that will completely mitigate the risk of water shortages in the future.

An increase in prices could also negatively affect Goldcorps business, financial condition and results of operations.
Establishing such infrastructure for Goldcorps development projects will, in any event, require significant resources, identification of adequate sources of raw materials and supplies and necessary cooperation from national and regional
governments, none of which can be assured. There is no guarantee that Goldcorp will secure these power, water and access rights going forward or on reasonable terms.

Reclamation Costs

Goldcorp is required by various governments in jurisdictions in which it operates to provide financial assurance sufficient to
allow a third party to implement approved closure and reclamation plans if it is unable to do so. These laws are complex and vary from jurisdiction to jurisdiction. The laws govern the determination of the scope and cost of the closure and
reclamation obligations and the amount and forms of financial assurance.

As of December 31, 2013, Goldcorp has
provided the appropriate regulatory authorities with $406 million in reclamation financial assurance for mine closure obligations in the various jurisdictions in which it operates. The amount and nature of the financial assurances are dependent upon
a number of factors, including Goldcorps financial condition and reclamation cost estimates. Changes to these amounts, as well as the nature of the collateral to be provided, could significantly increase Goldcorps costs, making the
maintenance and development of existing and new mines less economically feasible. However, the regulatory authorities may require further financial assurances. To the extent that the value of the collateral provided to the regulatory authorities is
or becomes insufficient to cover the amount of financial assurance Goldcorp is required to post, Goldcorp would be required to replace or supplement the existing security with more expensive forms of security, which might include cash deposits,
which would reduce its cash available for operations and financing activities. There can be no guarantee that Goldcorp will be able to maintain or add to its current level of financial assurance. Goldcorp may not have sufficient capital resources to
further supplement its existing security.

Although the Corporation has currently made provisions for certain of its
reclamation obligations, there is no assurance that these provisions will be adequate in the future. Failure to provide regulatory authorities with the required financial assurances could potentially result in the closure of one or more of
Goldcorps operations, which could result in a material adverse effect on its operating results and financial condition.



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Exchange Rate Fluctuations

Exchange rate fluctuations may affect the costs that the Corporation incurs in its operations. Gold, silver, copper, lead and
zinc are sold in United States dollars and the Corporations costs are incurred principally in United States dollars, Canadian dollars, Mexican pesos, Guatemalan quetzal, Dominican Republic pesos, Argentinean pesos and Chilean pesos. The
appreciation of non-United States dollar currencies against the United States dollar can increase the cost of gold, silver, copper, lead and zinc production and capital expenditures in United States dollar terms. Goldcorp has a risk management
policy that includes hedging its foreign exchange exposure to reduce the risk associated with currency fluctuations. The Corporation has entered into Canadian dollar and Mexican peso currency hedge contracts to purchase the respective foreign
currencies at pre-determined United States dollar amounts. These contracts were entered into to normalize operating, capital and general and administrative expenses incurred by the Corporations foreign operations expressed in United States
dollar terms. In accordance with its risk management policy, the Corporation may hedge up to 50% of its expenditures over any 12 months on a going forward basis and up to 30% of its expenditures over any 13 to 24 months on a going forward basis.

See also Hedging below.

Joint Ventures

Goldcorp holds an indirect 40% interest in the Pueblo Viejo Mine, and an indirect 40% interest in the Dee/South Arturo
Project, the remaining interest in each of these properties being held indirectly by Barrick. Goldcorp also holds an indirect 371/2%
interest in the Alumbrera Mine, the other 121/2% and 50% interests being held indirectly by Yamana and Glencore Queensland, respectively.
Goldcorps interest in these properties is subject to the risks normally associated with the conduct of joint ventures. The existence or occurrence of one or more of the following circumstances and events could have a material adverse impact on
Goldcorps profitability or the viability of its interests held through joint ventures, which could have a material adverse impact on Goldcorps future cash flows, earnings, results of operations and financial condition:
(i) disagreement with joint venture partners on how to develop and operate mines efficiently; (ii) inability to exert influence over certain strategic decisions made in respect of joint venture properties; (iii) inability of joint
venture partners to meet their obligations to the joint venture or third parties; and (iv) litigation between joint venture partners regarding joint venture matters.

To the extent that the Corporation is not the operator of its joint venture properties, the success of any operations will be
dependent on the operators for the timing of activities related to these properties and Goldcorp will be largely unable to direct or control the activities of the operators. Goldcorp is subject to the decisions made by the operator in the operation
of the property, and will rely on the operators for accurate information about the properties. Although Goldcorp expects that the operators of the properties to which it owns an interest will operate these properties with the highest standards and
in accordance with the respective operating agreements, there can be no assurance that all decisions of the operators will achieve the expected goals.

Acquisition Strategy

As part of Goldcorps business strategy, the Corporation has sought and will continue to seek new mining and development
opportunities in the mining industry. In pursuit of such opportunities, Goldcorp may fail to select appropriate acquisition targets or negotiate acceptable arrangements, including arrangements to finance acquisitions or integrate the acquired
businesses and their personnel into Goldcorp. Ultimately, any acquisitions would be accompanied by risks. For example, there may be a significant change in commodity prices after Goldcorp has committed to complete the transaction and established the
purchase price or exchange ratio; a material ore body may prove to be below expectations; Goldcorp may have difficulty integrating and assimilating the operations and personnel of any acquired companies, realizing anticipated synergies and
maximizing the financial and strategic position of the combined enterprise, and maintaining uniform standards, policies and controls across the organization; the integration of the acquired business or assets may disrupt Goldcorps ongoing
business and its relationships with employees, suppliers, contractors and other stakeholders; and the acquired business or assets may have unknown liabilities which may be significant.

In the event that Goldcorp chooses to raise debt capital to finance any such acquisition, Goldcorps leverage will be
increased. If Goldcorp chooses to use equity as consideration for such acquisition, existing



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shareholders may suffer dilution. Alternatively, Goldcorp may choose to finance any such acquisition with its existing resources.

Goldcorp cannot assure that it can complete any acquisition or business arrangement that it pursues, or is pursuing, on
favourable terms, or that any acquisitions or business arrangements completed will ultimately benefit Goldcorps business. Furthermore, there can be no assurance that Goldcorp would be successful in overcoming the risks identified above or any
other problems encountered in connection with such acquisitions.

Integration of Osisko

The Osisko Offer is being made with the expectation that its successful completion and the integration of Osisko with the
Corporation thereafter will result in increased earnings and cost savings for the combined entity. This expectation is based on presumed synergies from consolidation and enhanced growth opportunities of the combined entity. These anticipated
benefits will depend in part on whether the operations, systems, management and cultures of each of Osisko and Goldcorp can be integrated in an efficient and effective manner, the timing and manner of completion of any subsequent acquisition
transaction and whether the expected bases or sources of synergies do in fact produce the benefits anticipated. Most operational and strategic decisions, and certain staffing decisions, with respect to the combined entity have not yet been made and
may not have been fully identified. These decisions and the integration of the two companies may present significant challenges to management, including the integration of systems and personnel of the two companies, and special risks, including
possible unanticipated liabilities, significant one-time write-offs or restructuring charges, unanticipated costs and the loss of key employees. There can be no assurance that there will be operational, financial or other synergies realized by the
combined entity, or that the integration of the two companies operations, systems, management and cultures will be timely or effectively accomplished, or ultimately will be successful in increasing earnings and reducing costs. In
addition, synergies assume certain long-term realized gold prices. If actual prices were below such assumed prices, that could adversely affect the synergies to be realized. In addition, the performance of Osiskos operations after consummation
of the Osisko Offer could be adversely affected if the Corporation cannot retain selected key employees of Osisko to assist in the integration and operation of the Corporation and Osisko.

Reputational Risk

Damage to the Corporations reputation can be the result of the actual or perceived occurrence of any number of events,
and could include any negative publicity (for example, with respect to the Corporations handling of environmental matters or the Corporations dealings with community groups), whether true or not. The increased usage of social media and
other web-based tools used to generate, publish and discuss user-generated content and to connect with other users has made it increasingly easier for individuals and groups to communicate and share opinions and views in regards to the Corporation
and its activities, whether true or not. Although the Corporation believes that it operates in a manner that is respectful to all stakeholders and that it takes care in protecting its image and reputation, the Corporation does not ultimately have
direct control over how it is perceived by others. Reputation loss may result in decreased investor confidence, increased challenges in developing and maintaining community relations and an impediment to the Corporations overall ability to
advance its projects, thereby having a material adverse impact on financial performance, financial condition, cash flows and growth prospects.

Competition

The mining industry is competitive in all of its phases. Goldcorp faces strong competition from other mining companies in
connection with the acquisition of properties producing, or capable of producing, precious and base metals, as well as the necessary labour and supplies required to develop such properties. Some of these companies have greater financial resources,
operational experience and technical capabilities than Goldcorp. As a result of this competition, Goldcorp may be unable to maintain, acquire or develop attractive mining properties on terms it considers acceptable or at all. Consequently,
Goldcorps revenues, operations and financial condition could be materially adversely affected.

Indigenous Peoples

Various international and national laws, codes, resolutions, conventions, guidelines, and other materials



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relate to the rights of indigenous peoples. Goldcorp operates in some areas presently or previously inhabited or used by indigenous peoples. Many of these materials impose obligations on
government to respect the rights of indigenous people. Some mandate that government consult with indigenous people regarding government actions which may affect indigenous people, including actions to approve or grant mining rights or permits. ILO
Convention 169, which has been ratified by Argentina, Chile, Guatemala, and Mexico, is an example of such an international convention. The obligations of government and private parties under the various international and national materials
pertaining to indigenous people continue to evolve and be defined. Examples of recent developments in this area include the United Nations Declaration of the Rights of Indigenous People and the International Finance Corporations revised
Performance Standard 7 which requires governments to obtain the free, prior, and informed consent of indigenous peoples who may be affected by government action, such as the granting of mining concessions or approval of mine permits.

The Corporations current and future operations are subject to a risk that one or more groups of indigenous people may
oppose continued operation, further development, or new development of Goldcorps projects or operations. Such opposition may be directed through legal or administrative proceedings or expressed in manifestations such as protests, roadblocks or
other forms of public expression against the Corporations activities. Opposition by indigenous people to the Corporations operations may require modification of or preclude operation or development of the Corporations projects or
may require the Corporation to enter into agreements with indigenous people with respect to the Corporations projects.

Uncertainty in the Estimation of Ore/Mineral Reserves and Mineral Resources

The figures for Ore/Mineral Reserves and Mineral Resources contained in this annual information form are estimates only and no
assurance can be given that the anticipated tonnages and grades will be achieved, that the indicated level of recovery will be realized or that Ore/Mineral Reserves could be mined or processed profitably. There are numerous uncertainties inherent in
estimating Ore/Mineral Reserves and Mineral Resources, including many factors beyond Goldcorps control. Such estimation is a subjective process, and the accuracy of any Mineral Reserve or Mineral Resource estimate is a function of the quantity
and quality of available data and of the assumptions made and judgments used in engineering and geological interpretation. Short-term operating factors relating to the Ore/Mineral Reserves, such as the need for orderly development of the ore bodies
or the processing of new or different ore grades, may cause the mining operation to be unprofitable in any particular accounting period. In addition, there can be no assurance that gold, silver, copper, lead or zinc recoveries in small scale
laboratory tests will be duplicated in larger scale tests under on-site conditions or during production.

Fluctuation in
gold, silver, copper, zinc or lead prices, results of drilling, metallurgical testing and production and the evaluation of mine plans subsequent to the date of any estimate may require revision of such estimate. The volume and grade of reserves
mined and processed and recovery rates may not be the same as currently anticipated. Any material reductions in estimates of Ore/Mineral Reserves and Mineral Resources, or of Goldcorps ability to extract these Ore/Mineral Reserves, could have
a material adverse effect on Goldcorps results of operations and financial condition. See also Description of the Business  Cautionary Note to United States Investors Concerning Estimates of Measured, Indicated and Inferred
Resources.

Uncertainty Relating to Inferred Mineral Resources

Inferred Mineral Resources that are not Mineral Reserves do not have demonstrated economic viability. Due to the uncertainty
which may attach to Inferred Mineral Resources, there is no assurance that Inferred Mineral Resources will be upgraded to Proven and Probable Mineral Reserves as a result of continued exploration.

Indebtedness

As of December 31, 2013, the Corporation had aggregate consolidated indebtedness of $2,362.5 million (including the
$862.5 million aggregate principal amount of 2% Convertible Senior Notes due May 2014 and $1.5 billion in Senior Notes) and a revolving credit facility of up to $2 billion (the Credit Facility). Since then, Goldcorp has entered
into a commitment letter dated January 10, 2014 for a $1.25 billion acquisition facility, which is undrawn, in connection with the Osisko Offer (the Acquisition Facility), and has currently drawn $600 million under the Credit
Facility. As a result of this indebtedness, the Corporation is required to use a portion of its cash



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flow to service principal and interest on its debt, which will limit the cash flow available for other business opportunities. In addition, under the financing arrangements for the Pueblo Viejo
Mine, both Barrick (60%) and Goldcorp (40%) have each provided guarantees on behalf of PVDC in favour of the lenders whereby both parent companies guarantee PVDCs repayment obligations under the financing arrangements (however, such
guarantees terminate upon certain operational completion tests being met). There is currently a total $937 million drawn by PVDC (of which Goldcorp has guaranteed $375 million).

The Corporations ability to make scheduled payments of the principal of, to pay interest on or to refinance its
indebtedness depends on the Corporations future performance, which is subject to economic, financial, competitive and other factors beyond its control. The Corporation may not continue to generate cash flow from operations in the future
sufficient to service the debt and make necessary capital expenditures. If the Corporation is unable to generate such cash flow, it may be required to adopt one or more alternatives, such as reducing or eliminating dividends, selling assets,
restructuring debt or obtaining additional equity capital on terms that may be onerous or highly dilutive. The Corporations ability to refinance its indebtedness will depend on the capital markets and its financial condition at such time. The
Corporation may not be able to engage in any of these activities or engage in these activities on desirable terms, which could result in a default on its debt obligations. In addition, the ratings assigned to the Corporations outstanding
indebtedness may change as the result of the incurrence of additional debt under the Acquisition Facility.

The terms of
the Corporations Credit Facility and the Acquisition Facility require the Corporation to satisfy various affirmative and negative covenants and to meet certain financial ratios and tests. These covenants limit, among other things, the
Corporations ability to incur further indebtedness if doing so would cause it to fail to meet certain financial covenants, create certain liens on assets or engage in certain types of transactions. Although at present, given the
Corporations strong balance sheet, these covenants do not restrict the Corporations ability to conduct its business as presently conducted, there are no assurances that in future, the Corporation will not be limited in its ability to
respond to changes in its business or competitive activities or be restricted in its ability to engage in mergers, acquisitions or dispositions of assets. Furthermore, a failure to comply with these covenants, including a failure to meet the
financial tests or ratios, would likely result in an event of default under the facilities and would allow the lenders to accelerate the debt.

Additional Capital

The mining, development, expansion and exploration of Goldcorps properties, will require ongoing financing, especially
in light of Goldcorps near-term development of its key development projects and the potential for rising and unforeseen costs as well as potential fluctuations in metal prices. Although Goldcorp expects to finance its growing operations and
development costs with anticipated cash-flows, with its existing assets (including cash and cash equivalents) and with its revolving credit facility, if necessary, Goldcorp may require additional capital to fund its costs, especially if there is a
significant decrease in metal prices. Failure to obtain any necessary additional financing may result in delaying or indefinite postponement of exploration, development or production on any or all of Goldcorps properties or even a loss of
property interest. There can be no assurance that additional capital or other types of financing will be available if needed or that, if available, the terms of such financing will be favourable to Goldcorp.

Hedging

Currently, Goldcorps policy is to not hedge future gold sales. Goldcorp currently hedges lead, zinc and copper to manage
price exposure to fluctuations in those base metals. Goldcorp also hedges its diesel fuel price exposure and foreign currencies exposures to manage adverse price movements impacting costs specific to diesel fuel prices and foreign currencies.

There is no assurance that a hedging program designed to reduce the price risk associated with fluctuations in base metals,
diesel fuel prices or foreign currencies will be successful. Although hedging may protect Goldcorp from an adverse price change, it may also prevent Goldcorp from benefiting fully from a positive price change.

Peñasquito Mine Concentrate Transportation and Marketing Risk



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Concentrates containing combinations of gold, silver, lead and zinc are produced
in large quantities at the Peñasquito Mine and loaded onto highway road vehicles for transport to in-country smelters or to sea ports for export to foreign smelters in markets such as Asia, Europe and North America. This type of process
involves a high level of environmental and financial risk. Goldcorp could be subject to potential significant increases in road and maritime transportation charges and treatment and refining charges. Transportation of such concentrate is also
subject to numerous risks including, but not limited to, delays in delivery of shipments, road blocks, terrorism, weather conditions and environmental liabilities in the event of an accident or spill. Goldcorp could be subject to limited smelter
availability and capacity and could also face the risk of a potential interruption of business from a third party beyond its control, which in both cases could have a material adverse effect on Goldcorps operations and revenues. There is no
assurance that smelting, refining or transportation contracts for the Peñasquito Mines products will be entered into on acceptable terms or at all.

Litigation

The Corporation is, from time to time, involved in various claims, legal proceedings and complaints arising in the ordinary
course of business. Goldcorp cannot reasonably predict the likelihood or outcome of these actions. If the Corporation is unable to resolve these disputes favourably, it may have a material adverse impact on its financial performance, cash flow and
results of operations. See Legal Proceedings and Regulatory Actions.

Labour and Employment Matters

While Goldcorp believes that it has good relations with both its unionized and non-unionized employees, production at
Goldcorps mining operations is dependent upon the efforts of Goldcorps employees. In addition, relations between Goldcorp and its employees may be impacted by changes in the scheme of labour relations which may be introduced by the
relevant governmental authorities in whose jurisdictions Goldcorp carries on business. Adverse changes in such legislation or in the relationship between Goldcorp with its employees may have a material adverse effect on Goldcorps business,
results of operations and financial condition.

Land Title

Although the title to the properties owned by Goldcorp was reviewed by or on behalf of Goldcorp, no assurances can be given
that there are no title defects affecting such properties. Title insurance generally is not available, and Goldcorps ability to ensure that it has obtained a secure claim to individual mineral properties or mining concessions may be severely
constrained. Goldcorp has not conducted surveys of all of the claims in which it holds direct or indirect interests and, therefore, the precise area and location of such claims may be in doubt. Accordingly, Goldcorps mineral properties may be
subject to prior unregistered liens, agreements, transfers or claims, including native land claims, and title may be affected by, among other things, undetected defects. In addition, Goldcorp may be unable to operate its properties as permitted or
to enforce its rights with respect to its properties. Any defects in the title to the properties owned by Goldcorp could have a material and adverse effect on its cash flow, results of operations and financial condition.

Insurance and Uninsured Risks

Goldcorps business is subject to a number of risks and hazards generally, including adverse environmental conditions,
industrial accidents, labour disputes, unusual or unexpected geological conditions, ground or slope failures, cave-ins, mechanical failures, changes in the regulatory environment and natural phenomena such as inclement weather conditions, fires,
floods, hurricanes and earthquakes. Such occurrences could result in damage to mineral properties or production facilities, personal injury or death, environmental damage to Goldcorps properties or the properties of others, delays in mining,
monetary losses and possible legal liability.

Although Goldcorp maintains insurance to protect against certain risks in
such amounts as it considers reasonable, its insurance will not cover all the potential risks associated with a mining companys operations. Goldcorp may also be unable to maintain insurance to cover these risks at economically feasible
premiums. Insurance coverage may not continue to be available or may not be adequate to cover any resulting liability. Moreover, insurance against risks such as loss of title to mineral property, environmental pollution, or other hazards as a result
of exploration and production is not generally available to Goldcorp or to other companies in the mining



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industry on acceptable terms. Goldcorp might also become subject to liability for pollution or other hazards which may not be insured against or which Goldcorp may elect not to insure against
because of premium costs or other reasons. Losses from these events may cause Goldcorp to incur significant costs that could have a material adverse effect upon its financial performance and results of operations.

Information Systems Security Threats

Goldcorp has entered into agreements with third parties for hardware, software, telecommunications and other information
technology (IT) services in connection with its operations. Goldcorps operations depend, in part, on how well the Corporation and its suppliers protect networks, equipment, IT systems and software against damage from a
number of threats, including, but not limited to, cable cuts, damage to physical plants, natural disasters, terrorism, fire, power loss, hacking, computer viruses, vandalism and theft. The Corporations operations also depend on the timely
maintenance, upgrade and replacement of networks, equipment, IT systems and software, as well as pre-emptive expenses to mitigate the risks of failures. Any of these and other events could result in information system failures, delays and/or
increase in capital expenses. The failure of information systems or a component of information systems could, depending on the nature of any such failure, adversely impact the Corporations reputation and results of operations.

Although to date the Corporation has not experienced any material losses relating to cyber attacks or other information
security breaches, there can be no assurance that Goldcorp will not incur such losses in the future. The Corporations risk and exposure to these matters cannot be fully mitigated because of, among other things, the evolving nature of these
threats. As a result, cyber security and the continued development and enhancement of controls, processes and practices designed to protect systems, computers, software, data and networks from attack, damage or unauthorized access remain a priority.
As cyber threats continue to evolve, the Corporation may be required to expend additional resources to continue to modify or enhance protective measures or to investigate and remediate any security vulnerabilities.

Share Prices of Investments

Goldcorps investments in securities of other public companies (including its investment in Tahoe) are subject to
volatility in the share prices of such companies. There can be no assurance that an active trading market for any of the subject shares is sustainable. The trading prices of the subject shares could be subject to wide fluctuations in response to
various factors beyond Goldcorps control, including, quarterly variations in the subject companies results of operations, changes in earnings (if any), estimates by analysts, conditions in the industry of such companies and macroeconomic
developments in North America and globally, currency fluctuations and market perceptions of the attractiveness of particular industries. Such market fluctuations could adversely affect the market price of Goldcorps investments and the value
Goldcorp could realize on such investments.



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Subsidiaries

Goldcorp is a holding company that conducts operations through Canadian and foreign subsidiaries, joint ventures and
divisions, and a significant portion of its assets are held in such entities. Accordingly, any limitation on the transfer of cash or other assets between the parent corporation and such entities, or among such entities, could restrict
Goldcorps ability to fund its operations efficiently. Any such limitations, or the perception that such limitations may exist now or in the future, could have an adverse impact on Goldcorps valuation and stock price.

Market Price of the Corporations Securities

The Common Shares are listed on the TSX and the NYSE. Securities of mining companies have experienced substantial volatility
in the past, often based on factors unrelated to the financial performance or prospects of the companies involved. These factors include macroeconomic developments in North America and globally, currency fluctuations and market perceptions of the
attractiveness of particular industries. The price of the Common Shares are also likely to be significantly affected by short-term changes in gold, silver, copper, lead or zinc prices or in its financial condition or results of operations as
reflected in its quarterly earnings reports.

As a result of any of these factors, the market price of the Common Shares
at any given point in time may not accurately reflect Goldcorps long-term value. Securities class action litigation often has been brought against companies following periods of volatility in the market price of their securities. Goldcorp may
in the future be the target of similar litigation. Securities litigation could result in substantial costs and damages and divert managements attention and resources.

Conflicts of Interest

Certain of the directors and officers of Goldcorp also serve as directors and/or officers of other companies involved in
natural resource exploration and development and consequently there exists the possibility for these directors and officers to be in a position of conflict. Any decision made by any of these directors and officers involving Goldcorp will be made in
accordance with their duties and obligations to deal fairly and in good faith with a view to the best interests of Goldcorp and its shareholders. In addition, each of the directors is required to declare and refrain from voting on any matter in
which these directors may have a conflict of interest in accordance with the procedures set forth in the Business Corporations Act(Ontario) and other applicable laws.

DIVIDENDS

During the 10 months ended October 31, 2010, the Corporation paid monthly dividends to shareholders in the amount of
$0.015 per Common Share. On October 27, 2010, the Corporation announced that the Board authorized an increase in the annual dividend to $0.36 per Common Share, an increase of 100%, payable as a monthly dividend of $0.03 per Common Share. The
increased monthly dividend of $0.03 per Common Share commenced for shareholders of record as of November 12, 2010 and continued until February 2011. On February 24, 2011, the Corporation announced an 11% increase in the annual dividend to
$0.408 per Common Share. The increased monthly dividend of $0.034 per Common Share commenced for shareholders of record as of March 17, 2011, and was paid monthly until November 2011. On December 5, 2011, the Corporation announced a 32%
increase in the annual dividend to $0.54 per Common Share. The increased monthly dividend of $0.045 per Common Share commenced for shareholders of record as of December 16, 2011. During the financial year ended December 31, 2012, the
Corporation paid monthly dividends to shareholders in the amount of $0.045 per Common Share. On January 7, 2013, the Corporation announced an 11% increase in the annual dividend to $0.60 per Common Share. During the financial year ended
December 31, 2013, the Corporation paid monthly dividends to its shareholders in the amount of $0.05 per Common Share.

Although the Corporation expects to continue paying an annual cash dividend, the timing and the amount of the dividends to be
paid by the Corporation will be determined by the Board from time to time based upon, among other things, cash flow, the results of operations and financial condition of the Corporation and its subsidiaries, the need for funds to finance ongoing
operations, compliance with credit agreements and other instruments, and such other considerations as the Board considers relevant.



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DESCRIPTION OF CAPITAL STRUCTURE

The authorized share capital of the Corporation consists of an unlimited number of Common Shares. As of December 31, 2013
and March 28, 2014, 812,256,730 Common Shares and 813,190,774 Common Shares were issued and outstanding, respectively. Holders of Common Shares are entitled to receive notice of any meetings of shareholders of the Corporation, to attend and to
cast one vote per Common Share at all such meetings. Holders of Common Shares do not have cumulative voting rights with respect to the election of directors and, accordingly, holders of a majority of the Common Shares entitled to vote in any
election of directors may elect all directors standing for election. Holders of Common Shares are entitled to receive on a pro-rata basis such dividends, if any, as and when declared by the Board at its discretion from funds legally available
therefor and upon the liquidation, dissolution or winding up of the Corporation are entitled to receive on a pro-rata basis the net assets of the Corporation after payment of debts and other liabilities, in each case subject to the rights,
privileges, restrictions and conditions attaching to any other series or class of shares ranking senior in priority to or on a pro-rata basis with the holders of Common Shares with respect to dividends or liquidation. The Common Shares do not carry
any pre-emptive, subscription, redemption or conversion rights, nor do they contain any sinking or purchase fund provisions.

RATINGS

The following table sets out the ratings of Goldcorps corporate debt by the rating agencies indicated as at
December 31, 2013:



|                  |  |                           |  |               
|----------------- |  | ------------------------- |  | --------------
|Standard & Poors |  | Moodys Investors
Service |  | Fitch Ratings 
|BBB+              |  | Baa2                      |  | BBB           
|CreditWatch NEG   |  | stable outlook            |  | stable outlook

Standard & Poors Ratings Services (S&P) credit ratings
are on a rating scale that ranges from AAA to D, which represents the range from highest to lowest quality. Ratings AAA to BBB- are considered investment grade, and BB+ to D are considered speculative grade. The ratings from AA to CCC may be
modified by the addition of a plus (+) or minus () sign to show relative standing within the major rating categories. S&Ps rating outlook assesses the potential direction of a long-term credit rating over the intermediate
term (typically six months to two years). In determining a rating outlook, consideration is given to any changes in the economic and/or fundamental business conditions. When an event, unexpected change or criteria change occurs that is likely to
cause a ratings change in the near term, S&P places the rating on CreditWatch, which replaces the outlook on that rating. CreditWatch highlights the potential direction of a short- or long-term rating. It focuses on identifiable events and
short-term trends that may cause ratings to be placed under special surveillance by S&P. These may include mergers, recapitalizations, voter referendums, regulatory action, performance deterioration of securitized assets, or anticipated
operating developments. S&Ps BBB+ rating for Goldcorp was put on CreditWatch with negative implications on the proposed Osisko Offer. CreditWatch with negative implications means that a rating may be lowered. A CreditWatch listing
does not mean a rating change is inevitable. The BBB rating is the fourth highest of the investment grade ratings. According to the S&P rating system, debt securities rated BBB are more subject to adverse economic conditions, however, the
obligors capacity to meet financial commitments is adequate.

Moodys Investors Service
(Moodys) credit ratings are on a rating scale that ranges from Aaa to C, which represents the range from highest to lowest quality. Moodys appends numerical modifiers 1, 2 and 3 to each generic rating classification
from Aa through Caa. The modifier 1 indicates that the obligation ranks in the higher end of its generic rating category; the modifier 2 indicates a mid-range ranking; and the modifier 3 indicates a ranking in the lower end of that generic category.
According to Moodys, a rating of Baa is the fourth highest of nine major categories. Obligations rated Baa are judged to be medium-grade and subject to moderate credit risk and as such may possess certain speculative characteristics.

Fitch Ratings Ltd. (Fitch Ratings) credit ratings are on a rating scale that ranges from AAA to D, which
represents the range from highest to lowest quality. The terms investment grade and speculative grade have established themselves over time as shorthand to describe the categories AAA to BBB (investment grade) and BB to D
(speculative grade). The ratings from AA to B may be modified by the addition of a plus (+) or minus () sign to



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show relative standing within the major rating categories. The BBB rating is the fourth highest of eleven major categories. According to Fitch Ratings system, BBB ratings indicate good
credit quality and that the expectations of default risk are currently low. The capacity for payment of financial commitments is considered adequate, but adverse business or economic conditions are more likely to impair this capacity.

Goldcorp understands that the ratings are based on, among other things, information furnished to the above ratings agencies by
Goldcorp and information obtained by the ratings agencies from publicly available sources. The credit ratings given to Goldcorps corporate debt by the rating agencies are not recommendations to buy, hold or sell debt instruments since such
ratings do not comment as to market price or suitability for a particular investor. There is no assurance that any rating will remain in effect for any given period of time or that any rating will not be revised or withdrawn entirely by a rating
agency in the future if, in its judgment, circumstances so warrant. Credit ratings are intended to provide investors with (i) an independent measure of the credit quality of an issue of securities; (ii) an indication of the likelihood of
repayment for an issue of securities; and (iii) an indication of the capacity and willingness of the issuer to meet its financial obligations in accordance with the terms of those securities. Credit ratings accorded to Goldcorps corporate
debt may not reflect the potential impact of all risks on the value of debt instruments, including risks related to market or other factors discussed in this annual information form. See also Risk Factors.

TRADING PRICE AND VOLUME OF COMMON SHARES

The Common Shares are listed and posted for trading on the NYSE under the symbol GG and on the TSX under the
symbol G. The following table sets forth information relating to the trading of the Common Shares on the TSX for the months indicated.



|               |  |           |  |          |  |           
|-------------- |  | --------- |  | -------- |  | ----------
|Month          |  | High
(C$) |  | Low
(C$) |  | Volume    
|January 2013   |  | 38.33     |  | 33.81    |  | 52,596,514
|February 2013  |  | 36.50     |  | 32.83    |  | 43,669,652
|March 2013     |  | 34.71     |  | 32.76    |  | 44,833,897
|April 2013     |  | 34.27     |  | 27.74    |  | 97,948,933
|May 2013       |  | 31.02     |  | 26.55    |  | 85,315,766
|June 2013      |  | 31.20     |  | 23.26    |  | 57,928,674
|July 2013      |  | 30.70     |  | 24.62    |  | 86,393,260
|August 2013    |  | 33.80     |  | 25.93    |  | 68,061,136
|September 2013 |  | 31.90     |  | 25.72    |  | 67,273,266
|October 2013   |  | 28.68     |  | 24.07    |  | 70,058,215
|November 2013  |  | 26.39     |  | 23.46    |  | 61,814,188
|December 2013  |  | 23.50     |  | 21.87    |  | 53,788,223

The price of the Common Shares as quoted by the TSX at the close of business on
December 31, 2013 was C$23.04 and on March 28, 2014 was C$27.79.

DIRECTORS AND OFFICERS

The following table sets forth the name, province/state and country of residence, position held with the Corporation and
principal occupation of each person who is a director and/or an executive officer of the Corporation.



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|                                                     |  |                                                                             |  |                                                                                                     
|---------------------------------------------------- |  | --------------------------------------------------------------------------- |  | ----------------------------------------------------------------------------------------------------
|Name,
Province/State and
Country of Residence        |  | Position(s) with the Corporation                                            |  | Principal Occupation                                                                                
|                                                     |  |                                                                            
|Ian W. Telfer
British Columbia, Canada               |  | Chairman of the Board and a
Director (director since February 2005)         |  | Chairman of the Board of Goldcorp                                                                   
|                                                     |  |                                                                            
|Douglas M. Holtby (1)(2)(3)
British Columbia, Canada |  | Vice Chairman of the Board and
Lead Director (director since February 2005) |  | President and Chief Executive Officer of ArbutusRoad Investments Inc. (a private investment company)
|                                                     |  |                                                                            
|Charles A. Jeannes
British Columbia, Canada          |  | President, Chief Executive Officer
and a Director (director since May 2009) |  | President and Chief Executive Officer of Goldcorp                                                   
|                                                     |  |                                                                            
|John P. Bell(3)(4)
British Columbia, Canada          |  | Director since February 2005                                                |  | Independent Director                                                                                
|                                                     |  |                                                                            
|Beverley A. Briscoe (1)(4)
British Columbia, Canada  |  | Director since April 2006                                                   |  | President of Briscoe Management Limited                                                             
|                                                     |  |                                                                            
|Peter J. Dey (2)(3)
Ontario, Canada                  |  | Director since June 2006                                                    |  | Chairman of Paradigm Capital Inc.                                                                   
|                                                     |  |                                                                            
|P. Randy Reifel (2)(4)
British Columbia, Canada      |  | Director since November 2006                                                |  | President of Chesapeake Gold Corp.                                                                  
|                                                     |  |                                                                            
|A. Dan Rovig (2)(4)
Nevada, United States            |  | Director since November 2006                                                |  | Independent Consultant                                                                              
|                                                     |  |                                                                            
|Blanca Treviño (1)(3)
León, Mexico                   |  | Director since February 2012                                                |  | President and Chief Executive Officer of Softtek, S.A.de C.V.                                       
|                                                     |  |                                                                            
|Kenneth F. Williamson (1)(3)
Ontario, Canada         |  | Director since November 2006                                                |  | Independent Consultant                                                                              
|                                                     |  |                                                                            
|Lindsay A. Hall
British Columbia, Canada             |  | Executive Vice President and Chief Financial Officer                        |  | Executive Vice President and Chief Financial Officerof Goldcorp                                     
|                                                     |  |                                                                            
|Timo Jauristo
British Columbia, Canada               |  | Executive Vice President, Corporate Development                             |  | Executive Vice President, Corporate Development ofGoldcorp                                          
|                                                     |  |                                                                            
|George Burns
British Columbia, Canada                |  | Executive Vice President and Chief Operating Officer                        |  | Executive Vice President and Chief OperatingOfficer of Goldcorp                                     
|                                                     |  |                                                                            
|Russell Ball
British Columbia, Canada                |  | Executive Vice President, Capital Management                                |  | Executive Vice President, Capital Management ofGoldcorp                                             
|                                                     |  |                                                                            
|Charlene Ripley
British Columbia, Canada             |  | Executive Vice President, General Counsel                                   |  | Executive Vice President, General Counsel ofGoldcorp                                                
|                                                     |  |                                                                            
|Maryse Belanger
British Columbia, Canada             |  | Senior Vice President, Technical Services                                   |  | Senior Vice President, Technical Services of Goldcorp                                               
|                                                     |  |                                                                            
|Brent Bergeron
British Columbia, Canada              |  | Senior Vice President, Corporate Affairs                                    |  | Senior Vice President, Corporate Affairs of Goldcorp                                                
|                                                     |  |                                                                            
|Horacio Bruna
Mexico City, Mexico                    |  | Senior Vice President, Mexico                                               |  | Senior Vice President, Mexico of Goldcorp                                                           



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|                                              |  |                                                  |  |                                                            
|--------------------------------------------- |  | ------------------------------------------------ |  | -----------------------------------------------------------
|Name,
Province/State and
Country of Residence |  | Position(s) with the Corporation                 |  | Principal Occupation                                       
|                                              |  |                                                 
|Paul Farrow
British Columbia, Canada          |  | Senior Vice President, People and Safety         |  | Senior Vice President, People and Safety of Goldcorp       
|                                              |  |                                                 
|Charles Ronkos
Nevada, United States          |  | Senior Vice President, Exploration               |  | Senior Vice President, Exploration of Goldcorp             
|                                              |  |                                                 
|Colette Rustad
British Columbia, Canada       |  | Senior Vice President, Controller                |  | Senior Vice President, Controller of Goldcorp              
|                                              |  |                                                 
|Mark A. Ruus
British Columbia, Canada         |  | Senior Vice President, Tax                       |  | Senior Vice President, Tax of Goldcorp                     
|                                              |  |                                                 
|Cheryl A. Sedestrom
Nevada, United States     |  | Senior Vice President, Metals Marketing          |  | Senior Vice President, Metals Marketing of Goldcorp        
|                                              |  |                                                 
|Eduardo Villacorta
Santiago, Chile            |  | Senior Vice President, Central and South America |  | Senior Vice President, Central and South America ofGoldcorp
|                                              |  |                                                 
|Chris Woodall
Ontario, Canada                 |  | Senior Vice President Canada and US Operations   |  | Senior Vice President Canada and US Operations ofGoldcorp  
|                                              |  |                                                 
|Luis Canepari
British Columbia, Canada        |  | Vice President, Information Technology           |  | Vice President, Information Technology of Goldcorp         
|                                              |  |                                                 
|Pablo Castaños
Colorado, United States        |  | Vice President, Corporate Social Responsibility  |  | Vice President, Corporate Social Responsibility ofGoldcorp 
|                                              |  |                                                 
|Kathy Chan
British Columbia, Canada           |  | Vice President, Assistant Controller             |  | Vice President, Assistant Controller of Goldcorp           
|                                              |  |                                                 
|Frank Crema
British Columbia, Canada          |  | Vice President, Treasurer                        |  | Vice President, Treasurer of Goldcorp                      
|                                              |  |                                                 
|Jerry W. Danni
Colorado, United States        |  | Vice President, Environment                      |  | Vice President, Environment of Goldcorp                    
|                                              |  |                                                 
|Rohan Hazelton
British Columbia, Canada       |  | Vice President, Strategy                         |  | Vice President, Strategy of Goldcorp                       
|                                              |  |                                                 
|Simon Hille
British Columbia, Canada          |  | Vice President, Technical Services               |  | Vice President, Technical Services of Goldcorp             
|                                              |  |                                                 
|Michael Hubbard
Arizona, United States        |  | Vice President, Project Services and Studies     |  | Vice President, Project Services and Studies ofGoldcorp    
|                                              |  |                                                 
|Joanne Klein
British Columbia, Canada         |  | Vice President, People                           |  | Vice President, People of Goldcorp                         
|                                              |  |                                                 
|Jeff La Foy
Colorado, United States           |  | Vice President, Finance, Projects                |  | Vice President, Finance, Projects of Goldcorp              
|                                              |  |                                                 
|Wendy Louie
British Columbia, Canada          |  | Vice President, Financial Reporting              |  | Vice President, Financial Reporting of Goldcorp            
|                                              |  |                                                 
|Harold Bernard Loyer
Arizona, United States   |  | Vice President, Projects and Construction        |  | Vice President, Projects and Construction of Goldcorp      



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|                                              |  |                                                           |  |                                                                      
|--------------------------------------------- |  | --------------------------------------------------------- |  | ---------------------------------------------------------------------
|Name,
Province/State and
Country of Residence |  | Position(s) with the Corporation                          |  | Principal Occupation                                                 
|                                              |  |                                                          
|Richard J. Orazietti
British Columbia, Canada |  | Vice President, Internal Audit                            |  | Vice President, Internal Audit of Goldcorp                           
|                                              |  |                                                          
|David Parsons
British Columbia, Canada        |  | Vice President, Insurance                                 |  | Vice President, Insurance of Goldcorp                                
|                                              |  |                                                          
|Raman Randhawa
British Columbia, Canada       |  | Vice President, Operations Finance                        |  | Vice President, Operations Finance of Goldcorp                       
|                                              |  |                                                          
|Bill Shand
South Dakota, United States        |  | Vice President, Operations and Maintenance                |  | Vice President, Operations and Maintenance ofGoldcorp                
|                                              |  |                                                          
|Anna M. Tudela
British Columbia, Canada       |  | Vice President, Regulatory Affairs and CorporateSecretary |  | Vice President, Regulatory Affairs and CorporateSecretary of Goldcorp
|                                              |  |                                                          
|Jeff Wilhoit
British Columbia, Canada         |  | Vice President, Investor Relations                        |  | Vice President, Investor Relations of Goldcorp                       



|(1) | Member of the Audit Committee.
|--- | ------------------------------

|(2) | Member of the Compensation Committee.
|--- | -------------------------------------

|(3) | Member of the Governance and Nominating Committee.
|--- | --------------------------------------------------

|(4) | Member of the Sustainability, Environment, Health and Safety Committee.
|--- | -----------------------------------------------------------------------

The principal occupations of each of the Corporations directors and executive officers within the past five years are
disclosed in the brief biographies set forth below.

Ian W. Telfer  Chairman of the Board and
Director. Mr. Telfer was appointed Chairman of the Board of the Corporation effective November 15, 2006 and served as Chairman of the World Gold Council from December 2009 to June 2013. Prior thereto, he was President and Chief
Executive Officer of the Corporation since March 17, 2005 and Chairman and Chief Executive Officer of Wheaton River Minerals Ltd. (Wheaton River) prior to such time since September 2001. Mr. Telfer has over 30 years
experience in the precious metals business. He has served as a director and/or officer of several Canadian and international companies. Mr. Telfer is a Fellow in the Institute of Chartered Accountants. He holds a Bachelor of Arts degree from
the University of Toronto and a Masters in Business Administration from the University of Ottawa. Mr. Telfer is a member of the National Association of Corporate Directors (NACD).

Douglas M. Holtby  Vice Chairman of the Board and Lead Director. Mr. Holtby is the Vice-Chairman of
the Board and Lead Director of the Corporation. He is also President and Chief Executive Officer of private investment company Holtby Capital Corporation and Chairman of the Board of Silver Wheaton Corp. From 1974 to 1989, he was President of
Allarcom Limited, from 1982 to 1989, he was President of Allarcom Pay Television Limited, from 1989 to 1996, he was President, Chief Executive Officer and a director of WIC Western International Communications Ltd. and Chairman of Canadian Satellite
Communications Inc. and from 1998 to 1999, he was a Trustee of ROB.TV and CKVU. He is a Fellow Chartered Accountant. Mr. Holtbys financial sophistication, accounting background, extensive investment and management experience, and business
and strategic expertise significantly enhance the skill set of the Board and its committees. Mr. Holtby is a member of the NACD and the Institute of Corporate Directors (ICD).

Charles A. Jeannes  President, Chief Executive Officer and Director. Mr. Jeannes was appointed
President and Chief Executive Officer of the Corporation effective January 1, 2009. He previously held the role of Executive Vice President, Corporate Development of the Corporation from November 2006 until December 2008. From 1999 until the
completion of the acquisition of Glamis, he was Executive Vice President, Administration, General Counsel and Secretary of Glamis. Prior to joining Glamis, Mr. Jeannes worked for Placer Dome, most recently as Vice President of Placer Dome North
America. He holds a Bachelor of Arts degree from the University of Nevada and graduated from the University of Arizona School of Law with honours in 1983. He practiced law from 1983 until 1994 and has broad experience in mining transactions, public
and private financing, permitting and



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international regulation. Mr. Jeannes brings significant institutional knowledge of the Corporations business to his role as a member of the Board and as the current President and
Chief Executive Officer. His business, legal and transactional background, as well as his extensive experience in the mining industry, provide a direct benefit to the Board and valuable insight into all aspect of the management of the Corporation.
Mr. Jeannes is a member of the NACD.

John P. Bell  Director. Mr. John Bell is a former
Canadian Ambassador to the Ivory Coast and to Brazil. Currently, he is an Honorary Consul to the Ivory Coast. He also served as High Commissioner to Malaysia from 1993 to 1996. Mr. Bell was special advisor to the Canadian Minister of Foreign
Affairs and Head of the Canadian Delegation on environment issues during the lead-up to the Earth Summit in Rio de Janeiro in June 1992, and was Canadas chief negotiator at the Earth Summit. Mr. Bell has been Chief Federal Negotiator for
the Indian Affairs and has served on several not-for-profit boards of directors. Mr. Bell is also an independent director of Tahoe. He holds a Bachelor of Commerce and an Honorary Doctorate of Laws from the University of British Columbia.
Mr. Bells background as an ambassador and extensive experience with environmental and regulatory issues in Canada and throughout the world provide to management and the Board valuable insight into the international regulatory and policy
developments affecting the Corporations business. Mr. Bells depth of knowledge in matters relating to the environment and public policy add to the Boards breadth of experience and further enhance Goldcorps ability to
improve and build upon the Corporations environmental and corporate social responsibility policies and activities. Mr. Bell is a member of the NACD and the ICD.

Beverley A. Briscoe  Director. Ms. Briscoe has been President of Briscoe Management Limited since
2004. From 2003 to 2007, she was Chair of the Industry Training Authority for BC, from 1997 to 2004, she was President and owner of Hiway Refrigeration Limited, from 1994 to 1997, she was Vice President and General Manager of Wajax Industries
Limited, from 1989 to 1994, she was Vice President, Finance of Rivtow Group of Companies and, from 1983 to 1989, she was Chief Financial Officer of various operating divisions of The Jim Pattison Group. Ms. Briscoe is currently a director of
Ritchie Bros. Auctioneers Incorporated. She is a Fellow Chartered Accountant. She holds a Bachelor of Commerce degree from the University of British Columbia. Ms. Briscoe brings an important range of extensive and diverse financial, accounting
and business experience to the Board. In addition, Ms. Briscoes experience managing financial and reporting matters benefits the Corporation with respect to the issues overseen by the Corporations Audit Committee. Ms. Briscoe
is a member of the NACD. On March 2, 2011, Ms. Briscoe received the Lifetime Achievement Award at the 12th Annual Influential Women in Business Awards and on May 30, 2012,
Ms. Briscoe was presented with the Institute of Corporate Directors 2012 ICD Fellowship Award.

Peter J. Dey
 Director. Mr. Dey is a well-known senior corporate executive and an experienced corporate director. He is Chairman of Paradigm Capital Inc., an independent investment dealer. He is also a director of Granite REIT and Caracal
Energy Inc. He is a former Chairman of the Ontario Securities Commission and former Chairman of Morgan Stanley Canada, and he was a Senior Partner of Osler, Hoskin & Harcourt LLP. In 1994, he chaired the Toronto Stock Exchange Committee on
Corporate Governance, and has since been involved with developing global corporate governance standards as Chairman of the Private Sector Advisory Group of the Global Corporate Governance Forum. He holds a Masters of Laws degree from Harvard
University, a Bachelor of Laws degree from Dalhousie University and a Bachelor of Science degree from Queens University. Mr. Deys intimate familiarity with all aspects of capital markets, financial transactions and domestic and
international markets provides value and informed perspective to management and the Board. His legal experience and work with the Toronto Stock Exchange and other forums also provides the Corporation with a significant and enhanced perspective on
governance issues. Mr. Dey is a member of the NACD.

P. Randy Reifel  Director. Mr. Reifel
is President and a director of Chesapeake Gold Corp. that explores for precious metals in Mexico and Central America. Mr. Reifel was appointed to the Board in November 2006. Prior thereto, he had been a director of Glamis since June 2002
following the acquisition of Francisco Gold Corp. In 1993, Mr. Reifel founded and served as President and a director of Francisco Gold Corp. which discovered the El Sauzal gold deposit in Mexico and the Marlin gold deposit in Guatemala.
Mr. Reifel holds a Bachelor of Commerce degree and a Masters of Science degree in Business Administration from the University of British Columbia. Mr. Reifels extensive experience in the mining industry, coupled with his background
in precious metals exploration and project development, combine to provide valuable industry insight and perspective to both the Board and management. Mr. Reifel is a member of the NACD.



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A. Dan Rovig  Director. Mr. Rovig was appointed to the
Board in November 2006. Prior thereto, he had been a director and Chairman of the Board of Glamis since November 1998. Before his appointment as Chairman, Mr. Rovig served first as President of Glamis from September 1988 until his appointment
as a director and the President and Chief Executive Officer of Glamis and its subsidiaries from November 1989 to August 1997 when he retired. Prior to 1988, Mr. Rovig was an executive officer of British Petroleum Ltd., including its
subsidiaries Amselco Minerals Inc. and BP Minerals America, for five years. He holds a Bachelor of Science in Mining Engineering, a Masters of Science in Mineral Dressing Engineering from Montana College of Mineral Science and Technology and a
Doctor of Science (honoris causa) from Montana Tech of the University of Montana. He is also a registered member of the Society for Mining, Metallurgy and Exploration, and the Geological Society of Nevada. In 2008, Mr. Rovig was recognized as a
Legion of Honor Member by the Society of Mining, Metallurgy and Exploration. In December 2001, he was elected to the American Mining Hall of Fame and in May 1995 he received the Gold Medallion Award at Montana Tech of the University of Montana.
Mr. Rovigs extensive experience and recognized standing in the mining industry, as well as his significant operations and management experience and in-depth technical knowledge of Goldcorps mining operations, provides valuable
insight and perspective to both the Board and management. Mr. Rovig is a member of the NACD.

Blanca
Treviño  Director. Ms. Treviño is currently President and Chief Executive Officer of Softtek, S.A. de C.V. (Softek). Under her leadership, Softtek has become a leading information technology
services company in Latin America. As President, Ms. Treviño has positioned Softtek as a key part of Mexico, opening its doors to the United States as a provider of IT services. This shaped what is known today as Nearshore,
Softteks trademarked delivery model, and a term widely used in the industry to define outsourcing services provided by countries within close proximity. Throughout her 25-year career, Ms. Treviño has gained international
recognition as a promoter of the IT services industry in and from emerging countries. To help increase the participation of Latin America in the IT field, Ms. Treviño has collaborated with various governments in the early strategies of
development. Ms. Treviño has been on the Board of Directors for Wal-Mart de Mexico SAB De CV since 2006, and has been a board member for several universities and nonprofit organizations. She has also been a frequent presenter in national
and international forums related to entrepreneurialism, information technology and the role of women in business. She has participated in forums at the World Bank, Inter-American Development Bank, Kellogg School of Management, Harvard Business
School and London Business School. Beyond the IT industry, she is identified by several media publications as one of the most influential executives in Mexico and Latin America. Ms. Treviño was the first woman to be inducted into the
prestigious IAOP (International Association of Outsourcing Providers) Outsourcing Hall of Fame and has been named one of the Top 25 Businesswomen by The Latin Business Chronicle, and a Rising Star on Fortunes list of the 50 Most Powerful
Women, among other accolades. Originally from Monterrey, Mexico, Ms. Treviño studied Computer Science at the Instituto Tecnológico de Estudios Superiores de Monterrey (ITESM). Ms. Treviños significant experience
in the IT industry, coupled with her experience as an entrepreneur, bring important insight to both the Board and management. Ms. Treviño is a member of the NACD.

Kenneth F. Williamson  Director. Mr. Williamson was appointed to the Board in November 2006. Prior
thereto, he had been a director of Glamis since 1999. He was Vice-Chairman, Investment Banking at Midland Walwyn/Merrill Lynch Canada Inc. from 1993 to 1998. He has worked in the securities industry for more than 25 years, concentrating on financial
services and the natural resource industries in the United States and Europe. Mr. Williamson is a director of a number of companies in the natural resource sector. He holds a Bachelor of Applied Science (P.Eng.) degree from the University of
Toronto and a Masters in Business Administration from the University of Western Ontario. Mr. Williamsons experience in the investment banking and natural resources industries, in both domestic and international markets, combined with his
knowledge of commodities and securities markets, provides the Board with valuable insight and perspective on these issues. In addition, Mr. Williamson brings valuable financial expertise and understanding to the Board. Mr. Williamson is a
member of the NACD.

Lindsay A. Hall  Executive Vice President and Chief Financial Officer.
Mr. Hall was appointed Executive Vice President and Chief Financial Officer of Goldcorp on April 19, 2006. Mr. Hall is a Chartered Accountant with extensive experience in senior financial positions in the energy industry. He has held
a series of progressively senior positions at various major business units of Duke Energy Corporation, culminating in the role of Vice President and Treasurer. Mr. Hall also previously held the position of Vice President, Finance, for Westcoast
Energy until it was acquired by Duke Energy Corporation. Mr. Hall has a Bachelor of Arts in Economics and a Bachelor of Commerce (Honours) from the University of Manitoba.



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Timo Jauristo  Executive Vice President, Corporate
Development. Mr. Jauristo was appointed Vice President, Corporate Development of the Corporation effective June 16, 2009. On July 8, 2010, Mr. Jauristo was appointed Executive Vice President, Corporate Development of
Goldcorp. Mr. Jauristo is a geologist with over 30 years of international experience in the mining industry in gold, base metals and uranium. He spent 15 years with Placer Dome in various operating and corporate roles in exploration in
Australia and Asia and in business development. Mr. Jauristo served as the General Manager Corporate Development at Placer Dome from August 1997 to June 2005. Mr. Jauristo was involved in numerous merger and acquisition transactions in
many of the major gold producing regions of the world. Between leaving Placer Dome in 2005 and joining Goldcorp in 2009, Mr. Jauristo was the Chief Executive Officer of Zincore Metals Inc. from November 2006 to May 2009 and was the Chief
Executive Officer of Southwestern Resources Corp. from September 2007 to May 2009, both junior mining companies with exploration and development assets mostly in Peru.

George Burns  Executive Vice President and Chief Operating Officer. Mr. Burns was appointed Executive
Vice President and Chief Operating Officer on August 8, 2012. On April 1, 2011, Mr. Burns was appointed Senior Vice President, Mexico from his prior position as Senior Vice President, Canada and United States of the Corporation.
Mr. Burns joined Goldcorp on August 8, 2007 and has over 35 years of experience in the mineral sector, including executive, operations, development and engineering leadership roles in gold, copper and coal operations. Prior to joining
Goldcorp, Mr. Burns was Vice President and Chief Operating Officer of Centerra Gold Inc. Mr. Burns served in various capacities for Asarco, including Vice President of Mining as well as numerous capacities for Cyprus Minerals Corporation
and he began his career with the Anaconda Company in 1978. Mr. Burns received a Bachelor of Science degree in Mining Engineering from the Montana College of Mineral Science and Technology in 1982.

Russell Ball  Executive Vice President, Capital Management. Mr. Ball was appointed Executive Vice
President of Capital Management at Goldcorp on May 1, 2013. Prior to his role at Goldcorp, Mr. Ball served as Executive Vice President and Chief Financial Officer for Newmont. Over his 19 years with Newmont, Mr. Ball worked in audit,
finance, treasury and investor relations before joining the executive team as Chief Financial Officer. His tenure at Newmont has taken him to Indonesia, Australia, Canada, Peru, Mexico, New Zealand, Ghana and the United States. Prior to Newmont,
Mr. Ball was a manager in the finance and audit groups with Pricewaterhouse Coopers in Durban, South Africa. Mr. Ball serves as a Director and Audit Committee Chair of Molycorp, Inc. (NYSE: MCP). He is both a Chartered Accountant from the
Institute of Chartered Accountants of South Africa and a Certified Public Accountant in Colorado.

Charlene Ripley
 Executive Vice President, General Counsel. Ms. Ripley was appointed Executive Vice President, General Counsel at Goldcorp effective April 1, 2013. Prior to her role at Goldcorp, Ms. Ripley served as SVP &
General Counsel at Linn Energy in Houston where she was responsible for leading the legal, information technology, corporate governance, compliance, government affairs, insurance and risk management departments, as well as supporting several
multi-million and billion dollar growth transactions. Ms. Ripley holds a Bachelor of Arts, with distinction, from the University of Alberta and earned her law degree from Dalhousie University in Halifax, Nova Scotia. She is a member of The Law
Society of British Columbia, The Law Society of Alberta, Texas State Bar and Canadian Bar Association. Ms. Ripley serves on the BC Provincial Advisory Board for the Heart and Stroke Foundation of Canada. She was honored in 2012 by the Greater
Houston Womens Chamber of Commerce as the Breakthrough Woman for the Energy Industry and received The Association of Women Attorneys 2013 Premiere Women in Law award. In 2013 she was recognized by Women in Mining UK as one of their 100 Global
Inspirational Women in Mining.

Maryse Belanger  Senior Vice President, Technical Services.
Ms. Belanger was appointed Senior Vice President, Technical Services on October 24, 2012 and prior to that she served as Vice President, Technical Services from October 2011 to October 2012. Prior to that, she served as Director, Technical
Services from October 2009 to October 2011. She has more than 25 years experience in the mining industry, which includes all aspects of geostatistics, mine planning, mining operations, managing technical services teams, preparing pre-feasibility and
feasibility studies, implementing best practices and corporate standards and providing oversight to corporate development activities. Prior to joining Goldcorp, Ms. Belanger was Director, Technical Services for Kinross Gold Corporation
(Kinross) from October 2003 to October 2009.



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Brent Bergeron  Senior Vice President, Corporate Affairs.
Mr. Bergeron has 20 years of international and government relations experience in many sectors such as government software, broadcasting, telecommunications and utilities. From June 2009 until October 2010, Mr. Bergeron was employed
by Harris Computer Systems Inc., the Advanced Utility Division, as Vice President of Business and Strategic Development. Prior to this position, Mr. Bergeron held progressively senior positions at various companies in Canada and Mexico
where he was responsible for government relation and business development activities in Latin America, Africa, Europe and Asia. Mr. Bergeron has a Bachelor of Arts (Economics) and Master of Arts (Economics) degree from Carleton University.

Horacio Bruna  Senior Vice President, Mexico. Mr. Bruna was appointed Senior Vice President, Mexico
on August 21, 2012 and prior to that he served as Vice President, Canada and US Operations from April 1, 2011 to August 21, 2012. Mr. Bruna is a Civil Mining Engineer with 36 years experience in the mining sector,
managing copper and gold mines in the exploration, development and operational stages in Chile, Mexico, Spain and Canada. Mr. Bruna was initially involved in the Collahuasi and Quebrada Blanca projects in Chile from 1979 to 1992 as
Resident Manager working for Falconbridge Canada, and in 1992 he was the Special Projects Superintendant at Kidd Creek Mines in Northern Ontario. From 1993 to 1994, Mr. Bruna was the Chief of Operations at the Asnalcollar Mine in
Spain. From 1997 to 2006 he served as the General Manager for Antofagasta Minerals PLC of the Michilla copper mine. Mr. Bruna joined Goldcorp in 2006 as the manager of the La Coipa gold mine in northern Chile. From January
2008 to February 2008 he was the Mine Manager at the Nukay mine in Guerrero, Mexico. Mr. Bruna served as the Chief Operating Officer of the Mexican operations for the Corporation from October 2008 to September 2010. Mr. Bruna has
a Civil Mining Engineer degree from the University of Chile.

Paul Farrow  Senior Vice President, People and
Safety. Mr. Farrow was appointed Senior Vice President, People and Safety on February 15, 2012 and prior to that he served as Vice President, Safety and Health. Prior to that, he served as Director of Safety in 2007. Prior to
joining Goldcorp, Mr. Farrow was a principal with Environmental Resources Management in Toronto (since 2003). From 2000 to September, 2003, Mr. Farrow was President at Hunter Jordan Associates. He has over 25 years experience in the
safety, health and environmental fields as well as a background in management consulting.

Charles Ronkos 
Senior Vice President, Exploration. Mr. Ronkos was appointed Vice President, Exploration of the Corporation effective January 1, 2007. On July 8, 2010, Mr. Ronkos was appointed Senior Vice President, Exploration of
Goldcorp. From 1999 until the completion of the acquisition of Glamis, Mr. Ronkos worked most recently as Vice President, Exploration of Glamis. He was employed with Glamis since 1992, seven of those years with Rayrock Resources Inc. prior to
its acquisition by Glamis. He holds a Bachelor of Arts degree from the Wittenberg University and graduated from the University of Nevada with a Master of Science degree in 1981. His 35 year career includes assignments with Rio Algom, Battle Mountain
Gold, Pegasus, Hecla and Cordex.

Colette Rustad  Senior Vice President, Controller.
Ms. Rustad was appointed Vice President, Corporate Controller of the Corporation effective May 2, 2007. On July 8, 2010, Ms. Rustad was appointed Senior Vice President, Corporate Controller of Goldcorp. Ms. Rustad has over
20 years experience as an international finance professional in the mining/resource/finance industries. During her 11 year tenure at Placer Dome, she held senior leadership positions that included Vice President, Chief Financial Officer, Africa,
based in Johannesburg; Director, Global Audit Services and Treasurer, North America. During her eight year tenure at Ernst & Young, Toronto, she specialized in both audit and tax in the financial institution and resources industries. She is
a member of the Institute of Chartered Accountants of Ontario and British Columbia; completed the Advanced Management Program, the Wharton Business School, at the University of Pennsylvania; and has a Bachelor of Commerce degree from the University
of Calgary.

Mark A. Ruus  Senior Vice President, Tax. Mr. Ruus was appointed Vice President, Tax
of the Corporation effective November 15, 2006, having joined the Corporation in July 2006. On July 8, 2010, Mr. Ruus was appointed Senior Vice President, Tax of Goldcorp. He is responsible for global tax planning, tax-related support
of corporate development and finance activities and tax compliance. Before joining the Corporation, Mr. Ruus was Vice President, Taxation for Placer Dome where he played leading tax roles for ten years. Prior to this he spent 14 years with
Price Waterhouse (pre-merger with Coopers & Lybrand) servicing primarily international resource companies. Mr. Ruus is a Chartered Accountant and holds a Bachelor of Commerce degree from the University of Calgary.



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Cheryl A. Sedestrom  Senior Vice President, Metals Marketing.
Ms. Sedestrom was appointed Senior Vice President, Metals Marketing of Goldcorp on July 8, 2010. From May 2008 to July 2010 she served as Vice President, Metals Marketing and prior to that as Vice President, Risk Management from
January 1, 2007 to May, 2008. From 2000 until the completion of the acquisition of Glamis, Ms. Sedestrom served as Vice President, Finance, Chief Financial Officer and Treasurer of Glamis. Ms. Sedestrom has over 25 years of experience
in the mining and financial industries with Glamis and Goldman Sachs & Co., including the J. Aron commodity-trading division. Ms. Sedestrom is a Certified Public Accountant and holds a M.B.A. in accounting as well as a B.A. in
political science, both from the University of Michigan.

Eduardo Villacorta  Senior Vice President, Central
and South America. Mr. Villacorta was appointed Vice President of Operations, Central and South America effective December 1, 2009. Mr. Villacorta has been involved with Goldcorps Central & South American
operations, projects and joint ventures in the region for more than 12 years now. He went to law school at the National University of Honduras, with an emphasis on corporate law and has emphasized his academic education on management and
negotiations. As a member of Abogados y Asesores Corporativos S.A.C., a law firm in Honduras, he worked for several mining companies in the country, one of them being Glamis which he joined in 2001 as General Manager of the San Martín gold
mine. Prior to his current position, Mr. Villacorta was the Executive Director for the region.

Chris Woodall
 Senior Vice President Canada and US Operations. Mr. Woodall was appointed Vice President Operations, Canada and US in January 2013 and then promoted to Senior Vice President Operations, Canada and US in May 2013. Prior to this he
held the positions of Senior Director, Mining Operational Support and Area General Manager with Barrick. Mr. Woodall was instrumental in turning around the Hemlo Operations site and succeeded in making it more efficient. Throughout his career,
he has been recognized for his successes in extending mine life as a result of improving mine efficiency and for making fundamental safety and cultural changes. Mr. Woodall has over 25 years of experience in the mineral sector with a strong
emphasis on underground mining. He began his career in gold mining in Tennent Creek, Australia in 1985. He has also held management positions with the Renison Tin Mine, Henty Gold Mine in Tasmania and the CSA Copper Mine in New South Wales,
Australia. Mr. Woodall received a Bachelor of Engineering degree in Mining Engineering from the Western Australian School of Mines in 1991 and also holds a degree in surveying from the University of South Australia.

Pablo Castaños  Vice President, Corporate Social Responsibility.Mr. Castaños is Vice
President, Corporate Social Responsibility of the Corporation. Prior to this appointment and upon joining the Corporation in August 2013 he served as Director, Environmental Compliance. Mr. Castaños has over 16 years of experience
including 2 years as a World Bank Consultant and 10 years in the mining sector with Golden Minerals and Apex Silver Mines serving different roles which included Vice President, Corporate Affairs and Director, Government Affairs.
Mr. Castaños holds a Licentiate in Economic Sciences from the Universidad Gabriela Mistral in Chile and an MBA in Finance from a joint program between the Universidad Gabriela Mistral and Massachusetts Institute of Technology.

Luis Canepari  Vice President, Information Technology. Mr. Canepari was appointed Vice
President, Information Technology on February 15, 2013. As Vice President, Information Technology, Mr. Canepari leads the global information technology organization and is responsible for driving and overseeing enterprise-wide plans to
further realize value from our strategic business and technology investments, particularly leveraging SAP as our strategic platform. Mr. Canepari joined Goldcorp in November 2012, serving as Director, Information Technology Applications. Before
joining Goldcorp, Mr. Canepari held the position of Director of Engineering and Construction in AES Corporation based in Arlington, Virginia. Prior to that, Mr. Canepari held several information technology leadership positions at AES
Corporation and EXXon Mobil Corporation. Mr. Canepari holds an MBA degree from Georgetown University, Washington, DC and a Bachelor in Science degree with a major in Systems Engineering from Universidad Metrolopolitana, Caracas, Venezuela. He
is also a Certified Information Security Manager and a Certified Information Security Auditor.

Kathy Chan 
Vice President, Assistant Controller. Ms. Chan was appointed Vice President, Assistant Controller of the Corporation effective May 19, 2010. Prior to joining the Corporation, Ms. Chan was employed by Impact Financial
Management Inc. and provided financial and management consulting services in the capacity of controller and corporate secretary for several resource companies including Gold Wheaton Gold Corp. (TSX),



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Calypso Uranium Corp., Thor Exploration Ltd., and Cap-Link Ventures Ltd. (listed on the TSX Venture Exchange) from February 2007 to April 2010. From July 2006 to February 2007, Ms. Chan
served as the Senior Manager of Financial Reporting with the British Columbia Transmission Corporation. Over a period of eleven years, Ms. Chan has held various financial reporting positions at Duke Energy Gas Transmission (formerly Westcoast
Energy Inc.), ultimately as Director of Financial reporting. Ms. Chan is a Chartered Accountant and holds a Bachelor of Business Administration from Simon Fraser University.

Frank Crema  Vice President, Treasurer. Mr. Crema was appointed Vice President, Treasurer of the
Corporation effective April 28, 2010. He has twenty-six years experience as an accountant and international finance professional in the mining industry. Mr. Crema joined Goldcorps finance department on May 15, 2006 as
its Assistant Treasurer. During his eighteen year career with Placer Dome, he held various accounting positions within the parent company. This time was followed by a number of treasury positions of increasing responsibility over the last
twelve years with two Placer Dome subsidiaries culminating with the position of Senior Treasury Analyst with the parent company. Mr. Crema is a member of Certified General Accountants of British Columbia (1986) and a graduate of the
University of British Columbia Commerce undergraduate program (1982).

Jerry W. Danni  Vice President,
Environment. Mr. Danni was appointed Vice President, Environment of Goldcorp on January 7, 2013. Prior to joining Goldcorp, he held the position of Executive Vice President with Golden Minerals Company. He previously served as
Senior Vice President, Environmental, Health and Safety with Kinross, and as Vice President Environmental Affairs with Cyprus Amax. Mr. Danni has more than 30 years of international mining industry experience, with extensive experience in
environmental and sustainability senior positions. He holds a Bachelor Degree in Chemistry, is a member of the Society of Mining Engineers, and is a past Director of the U.S. National Mining Association.

Rohan Hazelton  Vice President, Strategy. Mr. Hazelton was appointed Vice President, Strategy on
July 25, 2012. He is responsible for developing and evaluating strategic initiatives as well as guiding the Corporations overall corporate strategies. Mr. Hazelton has held a variety of senior management positions at Goldcorp
including Vice President of Finance, Chief Financial Officer of Goldcorp Mexico, Corporate Controller, and Head of Gold Sales. Mr. Hazelton in a Chartered Accountant with over 15 years of finance experience, 10 of those years at senior
positions within the mining industry. Mr. Hazelton previously worked for Deloitte LLP and Arthur Andersen LLP and was a commercial loans officer for Dialog Bank Moscow, Russia. Mr. Hazelton has a B.A. in Math and Economics from Harvard
University.

Simon Hille  Vice President, Technical Services.Mr. Hille was appointed Vice
President, Technical Services of Goldcorp on January 1, 2014. Mr. Hille is an Extractive Metallurgist with extensive experience in senior technical positions in the mining industry, with a proven track record in developing new
technologies. He has held a series of progressively senior positions in both production and corporate levels at various major mining companies, including Barrick, Newcrest Mining, Western Mining Corporation and Placer Dome. Mr. Hille spent five
years as the Senior Manager Metallurgy and Process for Barrick in Toronto prior to joining Goldcorp as the Director Metallurgy in 2012. He holds a Bachelor of Science in Extractive Metallurgy from the Western Australian School of Mines.

Michael Hubbard  Vice President, Project Services and Studies. Mr. Hubbard joined Goldcorp in August
of 2013 in the role of Vice President, Project Services and Studies. Prior to that, Mr. Hubbard had 13 years of experience with Kinross and Newmont in similar roles. Mr. Hubbard has over 30 years of experience in the mining industry and
has served in various field and corporate project management capacities on six continents involving both green and brownfields development. He holds a Bachelor of Science degree in civil engineering from the University of Arizona and is a registered
professional engineer in multiple states.

Joanne Klein  Vice President, People.Ms. Klein was
appointed Vice President, People on January 1, 2014. Prior thereto, she served as Director, Compensation since joining Goldcorp in May 2011 until December 2013. Ms. Klein has over 16 years of experience in Human Resource specializing in
compensation. She has held a series of progressively senior positions at various global organizations in Canada, the US and Europe. Prior to joining Goldcorp, Ms. Klein held the position of Director, Compensation Strategy and Design at TELUS
from April 2008 to February 2011 and Vice President, Reward at Deutsche Bank AG from June 2003 to March 2011 in both London, England and New York, USA. Ms. Klein started her career with Deloitte in their International Assignments



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Tax practice in London, England where she successfully achieved her Association of Tax Technicians qualification. Ms. Klein also holds a Bachelor of Arts in Accountancy (Honours) from
Glasgow Caledonian University.

Jeff La Foy  Vice President, Finance, Projects. Mr. La Foy joined
the Corporation in January 2014 in the role of Vice President, Finance, Projects. Prior to that, Mr. La Foy had 15 years of experience with Newmont in various corporate roles, including Chief Financial Officer of a Newmont joint venture, Group
Executive of Strategic, Operations and Business planning, as well as various regional executive and operational leadership roles including Group Executive of Business South American, Regional Controller South America and Operations Manager of the
Conga project. Mr. La Foy holds a Juris Doctorate degree in Law from the University of Iowa, a Masters of Sciences degree from the California State University  Chico and is a Certified Public Accountant  Colorado and a Licensed
Attorney  Florida.

Wendy Louie  Vice President, Financial Reporting. Ms. Louie was
appointed Vice President, Financial Reporting on May 19, 2010 and prior to that she served as Vice President, Controller of the Corporation from November 15, 2006 to May 2007. Prior to that she served as Vice President, Assistant
Controller from May 3, 2007 to May 2010, when she was appointed Vice President, Financial Reporting. Prior to joining the Corporation, from May 2003 to May 2006, she was a Senior Tax Manager at Ernst & Young, and prior thereto, over a
period of nine years, held various financial reporting positions at Duke Energy Gas Transmission (formerly Westcoast Energy Inc.), ultimately as Director of Corporate Accounting. Ms. Louie is a Chartered Accountant and holds a Bachelor of
Commerce from the University of British Columbia.

Harold Bernard Loyer  Vice President, Projects and
Construction. Mr. Loyer was appointed Vice President, Project South America in November 2012. Prior to that he served as Senior Project Director, South America from August 2011 to November 2012 and was based in Santiago, Chile.
Mr. Loyer joined Goldcorp in April 2010 where he was a part of the construction development team that completed the construction and the first year of operations at the Peñasquito Mine. Prior to joining Goldcorp, Mr. Loyer spent
five years at FLSmidth Minerals serving as Vice President, Minerals Technology where he was responsible for all global process technology, manufacturing and material handling. Prior to that he served 15 years with BHP Billiton, spending the last 10
years in Peru and Chile where he held operational leadership roles and led a number of projects. Mr. Loyer has served on the boards of various international companies including KOCH-MVT Material Handling, RAHCO International, Conveyor
Engineering, Excel Foundry and CEIM Centro de Entrenamiento Industrial y Minero in Antofagasta, Chile.

Richard J.
Orazietti  Vice President, Internal Audit.Mr. Orazietti joined Goldcorp on January 16, 2012 and was appointed Vice President, Internal Audit effective February 15, 2012. Prior to Goldcorp, Mr. Orazietti was Vice
President of Finance at BCE Inc., Canadas largest communications company where he led the financial management of various operating divisions including most recently, its residential services business. Prior to joining BCE Inc. in December
2004, he was Director, Operational Finance at 360networks Corp, a North American telecommunications provider, where he held several increasingly senior roles in Finance and was a key member of the management team involved in the sale of the
360networks Canadian operations to BCE Inc. He brings to the company extensive experience in financial and operational management, strategic planning, mergers and acquisitions and restructuring. Mr. Orazietti is a Chartered Accountant in
British Columbia and holds a Bachelor of Business Administration from Simon Fraser University.

David Parsons 
Vice President, Insurance.Mr. Parsons is Vice President, Insurance of the Corporation. Prior to this appointment he was Director, Corporate Services and Financial Analysis from 2004 to 2010. He was employed by Wheaton River in
2001, serving as Controller until October 2004, and was directly involved in the acquisitions by Wheaton River and the subsequent merger with Goldcorp in 2005. Mr. Parsons holds a Bachelor of Arts degree from the University of British
Columbia and is a Certified General Accountant with over 28 years experience in the gold mining industry, having served in the roles of Controller, Chief Financial Officer and Director of public companies.

Raman Randhawa  Vice President, Operations Finance.Mr. Randhawa was appointed Vice President,
Operations, Finance on November, 20, 2012. Mr. Randhawa is a Chartered Accountant with over ten years experience in the mining industry. He has held a series of senior financial leadership roles at Goldcorp. Prior



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to joining Goldcorp in 2005, Mr. Randhawa worked at the international firm of Ernst & Young. Mr. Randhawa has a Bachelor of Business Administration (Finance and Accounting)
from Simon Fraser University.

Bill Shand  Vice President, Operations and Maintenance. Mr. Shand
was appointed Vice President, Operations and Maintenance Strategy on October 24, 2012. Prior thereto, he held the position of Mine General Manager at Goldcorps Wharf Mine from July 2009 to October 2012. Mr. Shand is a Professional
Engineer with over 20 years of experience in the mining industry. He has held a series of progressively senior positions at Goldcorp and Placer Dome. Other positions held by Mr. Shand include Senior Metallurgist, Milling Manager, Maintenance
Manager, and Safety Manager. Mr. Shand has a Bachelor of Metallurgical Engineering (Honours) from the Technical University of Nova Scotia.

Anna M. Tudela  Vice President, Regulatory Affairs and Corporate Secretary. Ms. Tudela was appointed
Vice President, Regulatory Affairs on May 20, 2008. Prior thereto, she served as Director, Regulatory Compliance from August 2007 to May 2008, was appointed Corporate Secretary on May 2, 2007 and served as Director, Legal and Assistant
Corporate Secretary from August 15, 2005 to May 2, 2007. Ms. Tudela has more than 25 years of experience in the securities and corporate finance areas. She is a member of the Canadian Society of Corporate Secretaries, the ICD, the
NACD, the British Columbia and Yukon Chamber of Mines, Forum for Women Entrepreneurs BC, the Rocky Mountain Mineral Foundation and a member of Women on Board. Prior to joining Goldcorp, Ms. Tudela worked in the Securities and Corporate Finance
Department of Davis LLP. Ms. Tudela was Corporate Secretary of Diamond Fields Resources Inc. from 1995 to 1996 and Director, Legal and Assistant Corporate Secretary of Silver Wheaton from July 2005 to October 2007.

Jeffrey Wilhoit  Vice President, Investor Relations. Mr. Wilhoit was appointed Vice President,
Investor Relations of the Corporation effective January 1, 2007. From November 2005 until the completion of the acquisition of Glamis, Mr. Wilhoit served as Director, Investor Relations of Glamis. Prior thereto, from November 1996 to
November 2005, Mr. Wilhoit served as Vice President of the Financial Relations Board, an investor relations consulting company based in Chicago, Illinois.

Directors are elected at each annual meeting of Goldcorps shareholders and serve as such until the next annual meeting
or until their successors are elected or appointed.

As at March 28, 2014, the directors and executive officers of
Goldcorp, as a group, beneficially owned, directly or indirectly, or exercised control or direction over 5,529,778 Common Shares, representing less than one percent of the total number of Common Shares outstanding before giving effect to the
exercise of options or warrants to purchase Common Shares held by such directors and executive officers. The statement as to the number of Common Shares beneficially owned, directly or indirectly, or over which control or direction is exercised by
the directors and executive officers of Goldcorp as a group is based upon information furnished by the directors and executive officers.

Cease Trade Orders, Bankruptcies, Penalties and Sanctions

No director or executive officer of the Corporation is, or within ten years prior to the date hereof has been, a director,
chief executive officer or chief financial officer of any company (including the Corporation) that, (i) was subject to a cease trade order, an order similar to a cease trade order or an order that denied the relevant company access to any
exemption under securities legislation, that was in effect for a period of more than 30 consecutive days, that was issued while the director or executive officer was acting in the capacity as director, chief executive officer or chief financial
officer; or (ii) was subject to a cease trade order, an order similar to a cease trade order or an order that denied the relevant company access to any exemption under securities legislation, that was in effect for a period of more than 30
consecutive days, that was issued after the director or executive officer ceased to be a director, chief executive officer or chief financial officer and which resulted from an event that occurred while that person was acting in the capacity as
director, chief executive officer or chief financial officer.

No director or executive officer of the Corporation, or a
shareholder holding a sufficient number of securities of the Corporation to affect materially control of the Corporation, (i) is, or within ten years prior to the date hereof has been, a director or executive officer of any company (including
the Corporation) that, while that person was acting in that capacity, or within a year of that person ceasing to act in that capacity, became bankrupt,



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made a proposal under any legislation relating to bankruptcy or insolvency or was subject to or instituted any proceedings, arrangement or compromise with creditors or had a receiver, receiver
manager or trustee appointed to hold its assets, other than Peter J. Dey, who ceased to be a director of the Chicago Sun Times in 2008, prior to the Chicago Sun Times filing for Chapter 11 Bankruptcy on March 31, 2009 and Jerry W. Danni, who
was an officer of Apex Silver Mines Ltd., which filed for Chapter 11 Reorganization on January 13, 2009; or (ii) has, within ten years prior to the date hereof, become bankrupt, made a proposal under any legislation relating to bankruptcy
or insolvency, or become subject to or instituted any proceedings, arrangement or compromise with creditors, or had a receiver, receiver manager or trustee appointed to hold the assets of the director, executive officer or shareholder.

No director or executive officer of the Corporation, or a shareholder holding a sufficient number of securities of the
Corporation to affect materially the control of the Corporation, has been subject to (i) any penalties or sanctions imposed by a court relating to securities legislation or by a securities regulatory authority or has entered into a settlement
agreement with a securities regulatory authority; or (ii) any other penalties or sanctions imposed by a court or regulatory body that would likely be considered important to a reasonable investor in making an investment decision, other than Ian
W. Telfer, who entered into a settlement agreement with staff of the Ontario Securities Commission in September 2013, was reprimanded and he agreed to pay C$200,000 towards the costs of staffs investigations.

Conflicts of Interest

To the best of Goldcorps knowledge, and other than as disclosed in this annual information form, there are no known
existing or potential conflicts of interest between Goldcorp and any director or officer of Goldcorp, except that certain of the directors and officers serve as directors and officers of other public companies, including Silver Wheaton and Tahoe,
and therefore it is possible that a conflict may arise between their duties as a director or officer of Goldcorp and their duties as a director or officer of such other companies. See Risk Factors  Conflicts of Interest.

LEGAL PROCEEDINGS AND REGULATORY ACTIONS

Suspension of Environmental Permit for El Morro Project

On May 26, 2011, the Comunidad Argícola Los Huasco Altinos (CAHA) filed a legal proceeding
requesting the invalidation of the resolution approving the El Morro Projects Environmental Impact Study that was previously issued by the Chilean environmental authority, Servicio de Evaluación Ambiental (SEA), on
the basis that the environmental assessment did not identify the indigenous communities within the projects baseline report, did not assess potential project impacts on those communities, and did not propose specific compensation and
mitigation measures for the indigenous communities. On April 27, 2012, the Supreme Court of Chile affirmed the relief granted by the Court of Appeals of Antofogasta and suspended the resolution until the deficiencies were corrected by the SEA.
As a result, the SEA initiated an administrative process in June of 2012 to address these deficiencies. In October 2013, the environmental authority of the Atacama Region, Comision de Evaluacion Ambiental approved the Environmental Impact Study
submitted by Goldcorp-El Morro. The decision resulted in a new Environmental Assessment Resolution issued in October 2013 (RCA 232). In November 2013, RCA 232 was challenged before the Court of Appeals of Copiapo, through a
constitutional claim. The Court of Appeals issued an injunction in favor of the plaintiffs which prohibits Goldcorp-El Morro from conducting construction activities. Goldcorp-El Morro has been admitted as an interested party to the constitutional
claim. A ruling by the Court of Appeals is anticipated by the second quarter of 2014 and if the claim is appealed, a final decision by the Supreme Court of Chile is expected by mid-2014. For the time being, all project field work executed under the
terms of the permit are suspended. Activities not related to site construction, such as detailed engineering, design work and architectural planning remain underway.

Cerro Gordo Ejido Claim

In 2005, prior to construction of the Peñasquito Mine, an agreement was negotiated with the Cerro Gordo Ejido for the
use of 600 hectares (approximately 1,483 acres) of surface land which includes 60% of the mine pit area, the waste rock facility and explosive magazine storage area and is located within the confines of the proposed Peñasquito Mine site. The
terms of the agreement were based on comparable surface valuations in the region as well



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as on similar agreements at the Peñasquito Mine and other Mexican mining operations. In 2009, the Cerro Gordo Ejido commenced an action against Minera Peñasquito in Mexicos
agrarian courts challenging the land use agreement. Following a series of legal proceedings, the agrarian courts ruled on June 18, 2013, that the land use agreement was null and ordered the land to be returned to the Cerro Gordo Ejido for
payment of 2.4 million pesos. Three separate claims are currently proceeding in the First District Court of Zacatecas by the Cedros and Mazapil Ejidos and a local transportation union which have resulted in the suspension of the agrarian
courts ruling, pending resolution of the three claims. The Cerro Gordo Ejido has appealed the suspension.

Negotiations are taking place under the official observation of the office of the Mexican Secretary of the Economy and
Goldcorp believes that proper representatives of both parties are currently engaged in a constructive process with a view to reaching a mutually beneficial settlement of the land claim. Goldcorp has filed with the office of the SEDATU the required
filings to expropriate the disputed lands. In addition, Goldcorp will continue to employ all legal means at its disposal to ensure continuity of operations and to protect Goldcorps mineral concession rights consistent with Mexican law.
Operations at the Peñasquito Mine have not been impacted. However, in the event the suspensions of the agrarian court ruling are revoked or the claims by the Ejido Cedros, Ejido Mazapil and transportation union are ultimately rejected, Ejido
Cerro Gordo would, absent any other intervening event be entitled to possession of the Cerro Gordo lands. Should this occur, mine operations would be adversely impacted, and in such circumstances, the ultimate resolution of this matter is not
determinable at this time.

In addition to the foregoing, the Corporation is, from time to time, involved in various
claims, legal proceedings and complaints arising in the ordinary course of business. The Corporation cannot reasonably predict the likelihood or outcome of these actions. Goldcorp does not believe that adverse decisions in any other pending or
threatened proceedings related to any matter, or any amount which may be required to be paid by reason therein, will have a material effect on the financial condition or future results of operations of the Corporation.

INTEREST OF MANAGEMENT AND OTHERS IN MATERIAL TRANSACTIONS

Other than as described below and elsewhere in this annual information form, since January 1, 2011, no director,
executive officer or 10% shareholder of the Corporation or any associate or affiliate of any such person or company, has or had any material interest, direct or indirect, in any transaction that has materially affected or will materially affect the
Corporation or any of its subsidiaries.

TRANSFER AGENT AND REGISTRAR

The transfer agent and registrar for the Common Shares in Canada is CST Trust Company at its principal offices in Vancouver,
British Columbia and Toronto, Ontario. The co-transfer agent and registrar for the Common Shares in the United States is Mellon Investor Services LLC at its principal offices in Jersey City, New Jersey.

MATERIAL CONTRACTS

The only material contracts entered into by the Corporation within the financial year ended December 31, 2013 or before
such time that is still in effect, other than in the ordinary course of business, is the purchase agreement dated June 1, 2009 between the Corporation and J.P. Morgan Securities Inc., as representative of several initial purchasers, in
connection with the sale of $862.5 million aggregate principal amount of 2% Convertible Senior Notes due 2014, available under the Corporations profile at www.sedar.com.



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INTERESTS OF EXPERTS

The following are the technical reports prepared in accordance with NI 43-101 from which certain technical information
relating to the Corporations mineral projects on a property material to the Corporation contained in this annual information form has been derived:



|1. | Red Lake Gold Mines  Stephane Blais, P.Eng., Technical Services Manager, Red Lake Gold Mines, Chris Osiowy, P.Geo., Manager of
Exploration, Red Lake Gold Mines, and Ian Glazier, P. Eng., Processing Manager, Red Lake Gold Mines, prepared a technical report in accordance with NI 43-101 entitled Red Lake Gold Operation, Ontario, Canada NI 43-101 Technical Report
dated March 14, 2011, as amended March 30, 2011.
|-- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



|2. | Éléonore Project  Denis Fleury, P.Eng., Chief Engineer, Éléonore Project, Andy Fortin, Eng., Manager,
Process and Surface Operations, Éléonore Project, Tony Brisson, P.Geo., Exploration Manager, Éléonore Project, Christine Beausoleil, P.Geo., Chief Geologist (Interim), Éléonore Project, Goldcorp, and Luc
Joncas, P.Eng., Mining Manager, Éléonore Project, Goldcorp prepared a technical report in accordance with NI 43-101 entitled Éléonore Gold Project, Québec, Canada, NI 43-101 Technical Report that has an
effective date of January 26, 2014.
|-- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



|3. | Peñasquito Mine  Guillermo Pareja, P.Geo., Manager Resource Evaluation, Goldcorp and Maryse Belanger, P.Geo., Senior Vice
President, Technical Services, Goldcorp, prepared a technical report in accordance with NI 43-101 entitled Goldcorp Inc., Peñasquito Polymetallic Operation, Zacatecas State, Mexico NI 43-101 Technical Report dated January 8,
2014.
|-- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



|4. | Los Filos Mine  Maryse Belanger, P.Geo., Senior Vice President, Technical Services, Goldcorp, prepared a technical report in
accordance with NI 43-101 entitled Los Filos Gold Operation, Guerrero State, Mexico NI 43-101 Technical Report that has an effective date of December 31, 2012.
|-- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



|5. | Pueblo Viejo Mine  Luke Evans, M.Sc., P.Eng., Principal Geologist and Executive Vice President, Geology and Mineral Resources, Roscoe
Postle Associates Inc., Hugo M. Miranda, C.P., Prinicpal Mining Engineer, RPA (USA) Ltd. and Kathleen Ann Altman, P.E., Principal Metallurgis, RPA (USA) Ltd., prepared a technical report in accordance with NI 43-101 entitled Technical Report
on the Pueblo Viejo Project, Sanchez Ramirez Province, Dominican Republic dated March 27, 2014.
|-- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



|6. | Cerro Negro Project  Maryse Belanger, P. Geo., Senior Vice President, Technical Services, Goldcorp, and Sophie Bergeron, eng., Senior
Mining Engineer, Goldcorp, prepared a technical report in accordance with NI 43-101 entitled Cerro Negro Gold Project, Santa Cruz Province, Argentina, NI 43-101 Technical Report on Updated Feasibility Study dated April 5, 2011.
|-- | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Each of these technical reports is available on SEDAR at www.sedar.com and a summary of
each of these technical reports is contained in this annual information form under Description of the Business  Mineral Properties. The authors of the technical reports have reviewed and approved the summaries of their respective
technical reports contained in this annual information form.

All scientific and technical information in this annual
information form relating to any updates to the Red Lake Gold Mines, the Peñasquito Mine, the Los Filos Mine, and the Cerro Negro Project since the date of the respective technical reports, other than the Mineral Reserve and Mineral Resource
estimates, has been reviewed and approved by the authors of the respective technical reports who are qualified persons under NI 43-101.

All Mineral Reserves, Ore Reserves and Mineral Resources estimates as at December 31, 2013 included in this annual
information form, have been reviewed and approved by Maryse Belanger, P. Geo., Senior Vice President, Technical Services, Goldcorp, a qualified person under NI 43-101.

Each of the aforementioned firms or persons held less than one percent of the outstanding securities of the Corporation or of
any associate or affiliate of the Corporation when they prepared the technical reports referred to above or following the preparation of such technical reports. None of the aforementioned firms or persons received



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any direct or indirect interest in any securities of the Corporation or of any associate or affiliate of the Corporation in connection with the preparation of such technical reports.

None of the aforementioned firms or persons, nor any directors, officers or employees of such firms, are currently expected to
be elected, appointed or employed as a director, officer or employee of the Corporation or of any associate or affiliate of the Corporation, other than Stephane Blais, Chris Osiowy, Ian Glazier, Denis Fleury, Andy Fortin, Tony Brisson, Christine
Beausoleil, Luc Joncas, Guillermo Pareja, Maryse Belanger and Sophie Bergeron who are each currently employed by Goldcorp or one of its subsidiaries.

Deloitte LLP (Deloitte) is the independent registered chartered accountants of the Corporation and is
independent within the meaning of the Rules of Professional Conduct of the Institute of Chartered Accountants of British Columbia and the rules and standards of the Public Company Accounting Oversight Board and the securities laws and regulations
administered by the SEC.

AUDIT COMMITTEE

The Corporations Audit Committee is responsible for monitoring the Corporations systems and procedures for
financial reporting and internal control, reviewing certain public disclosure documents and monitoring the performance and independence of the Corporations external auditors. The Audit Committee is also responsible for reviewing the
Corporations annual audited consolidated financial statements, unaudited interim consolidated financial statements and managements discussion and analysis of financial results of operations for both annual and interim consolidated
financial statements and review of related operations prior to their approval by the full Board.

The Audit
Committees charter sets out its responsibilities and duties, qualifications for membership, procedures for committee member removal and appointments and reporting to the Board. A copy of the charter is attached hereto as Schedule
A.

The members of the Corporations current Audit Committee are Beverley A. Briscoe (Chair), Douglas
Holtby, Blanca Treviño and Kenneth F. Williamson. Each of Ms. Briscoe and Treviño and Messrs. Holtby and Williamson are independent and financially literate within the meaning of National Instrument 52-110 Audit Committees
(NI 52-110). In addition to being independent directors as described above, all members of the Audit Committee must meet an additional independence test under NI 52-110 in that their directors fees are the only
compensation they, or their firms, receive from the Corporation and that they are not affiliated with the Corporation. The meaning of independence under NI 52-110 is set out in Schedule A to the Audit Committees charter.

The Audit Committee met four times in 2013. Each of Beverley A. Briscoe (Chair), Douglas M. Holtby, Blanca Treviño and
Kenneth F. Williamson were present at all four meetings.

Relevant Education and Experience

Set out below is a description of the education and experience of each audit committee member that is relevant to the
performance of his or her responsibilities as an audit committee member:

Beverley A. Briscoe 
Director. Ms. Briscoe has been President of Briscoe Management Limited since 2004. From 2003 to 2007, she was Chair of the Industry Training Authority for BC, from 1997 to 2004, she was President and owner of Hiway Refrigeration
Limited, from 1994 to 1997, she was Vice President and General Manager of Wajax Industries Limited, from 1989 to 1994, she was Vice President, Finance of Rivtow Group of Companies and, from 1983 to 1989, she was Chief Financial Officer of various
operating divisions of The Jim Pattison Group. Ms. Briscoe is currently a director of Ritchie Bros. Auctioneers Incorporated. She is a Fellow Chartered Accountant. She holds a Bachelor of Commerce degree from the University of British Columbia.
Ms. Briscoe brings an important range of extensive and diverse financial, accounting and business experience to the Board. In addition, Ms. Briscoes experience managing financial and reporting matters benefit the Corporation with
respect to the issues overseen by the Corporations Audit Committee. Ms. Briscoe is a member of the NACD. On March 2, 2011, Ms. Briscoe received the



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Lifetime Achievement Award at the 12th Annual Influential Women in Business Awards and on May 30, 2012, Ms. Briscoe was presented
with the Institute of Corporate Directors 2012 ICD Fellowship Award.

Douglas M. Holtby  Vice Chairman of the
Board and Lead Director. Mr. Holtby is the Vice-Chairman of the Board and Lead Director of the Corporation. He is also President and Chief Executive Officer of private investment company Holtby Capital Corporation and Chairman of the
Board of Silver Wheaton Corp. From 1974 to 1989, he was President of Allarcom Limited, from 1982 to 1989, he was President of Allarcom Pay Television Limited, from 1989 to 1996, he was President, Chief Executive Officer and a director of WIC Western
International Communications Ltd. and Chairman of Canadian Satellite Communications Inc. and from 1998 to 1999, he was a Trustee of ROB.TV and CKVU. He is a Fellow Chartered Accountant. Mr. Holtbys financial sophistication, accounting
background, extensive investment and management experience, and business and strategic expertise significantly enhance the skill set of the Board and its committees. Mr. Holtby is a member of the NACD and the ICD.

Blanca Treviño  Director. Ms. Treviño is currently President and Chief Executive
Officer of Softtek. Under her leadership, Softtek has become a leading information technology services company in Latin America. As President, Ms. Treviño has positioned Softtek as a key part of Mexico, opening its doors to the United
States as a provider of IT services. This shaped what is known today as Nearshore, Softteks trademarked delivery model, and a term widely used in the industry to define outsourcing services provided by countries within close proximity.
Throughout her 25-year career, Ms. Treviño has gained international recognition as a promoter of the IT services industry in and from emerging countries. To help increase the participation of Latin America in the IT field,
Ms. Treviño has collaborated with various governments in the early strategies of development. Ms. Treviño has been on the Board of Directors for Wal-Mart de Mexico SAB De CV since 2006, and has been a board member for several
universities and nonprofit organizations. She has also been a frequent presenter in national and international forums related to entrepreneurialism, information technology and the role of women in business. She has participated in forums at the
World Bank, Inter-American Development Bank, Kellogg School of Management, Harvard Business School and London Business School. Beyond the IT industry, she is identified by several media publications as one of the most influential executives in
Mexico and Latin America. Her experience and contribution as a business woman were recently honored by Endeavor, organization with presence in 12 countries that promote the emerging and development of new entrepreneurs, which during their Gala
2011 gave her a recognition for her experience as an entrepreneur. Ms. Treviño was also the first woman to be inducted into the prestigious IAOP (International Association of Outsourcing Providers) Outsourcing Hall of Fame and has
been named one of the Top 25 Businesswomen by The Latin Business Chronicle, and a Rising Star on Fortunes list of the 50 Most Powerful Women, among other accolades. Originally from Monterrey, Mexico, Ms. Treviño studied Computer
Science at the Instituto Tecnológico de Estudios Superiores de Monterrey (ITESM). Ms. Treviños significant experience in the IT industry, coupled with her experience as an entrepreneur bring important insight to both the
Board and management. Ms. Treviño is a member of the NACD.

Kenneth F. Williamson 
Director. Mr. Williamson was appointed to the Board in November 2006. Prior thereto, he had been a director of Glamis since 1999. He was Vice-Chairman, Investment Banking at Midland Walwyn/Merrill Lynch Canada Inc. from 1993 to 1998. He
has worked in the securities industry for more than 25 years, concentrating on financial services and the natural resource industries in the United States and Europe. Mr. Williamson is a director of a number of companies in the natural resource
sector. He holds a Bachelor of Applied Science (P.Eng.) degree from the University of Toronto and a Masters in Business Administration from the University of Western Ontario. Mr. Williamsons experience in the investment banking and
natural resources industries, in both domestic and international markets, combined with his knowledge of commodities and securities markets, provides the Board with valuable insight and perspective on these issues. In addition, Mr. Williamson
brings valuable financial expertise and understanding to the Board. Mr. Williamson is a member of the NACD.



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Pre-Approval Policies and Procedures

The Audit Committees charter sets out responsibilities regarding the provision of non-audit services by the
Corporations independent registered chartered accountants. This policy encourages consideration of whether the provision of services other than audit services is compatible with maintaining the auditors independence and requires Audit
Committee pre-approval of permitted audit and audit-related services.

External Auditor Service Fees

Audit Fees

The aggregate audit fees billed by the Corporations independent registered chartered accountants for the financial year
ended December 31, 2013 were $5,995,000 (for the financial year ended December 31, 2012  $6,114,963).

Audit-Related
Fees

The aggregate audit-related fees billed by the Corporations independent registered chartered
accountants for the financial year ended December 31, 2013 were $119,000 (for the financial year ended December 31, 2012  $171,953).

Tax Fees

The aggregate tax fees in respect of tax compliance, tax advice and tax planning billed by the Corporations independent
registered chartered accountants for the financial year ended December 31, 2013 were $567,000 (for the financial year ended December 31, 2012  $254,721).

All Other Fees

The aggregate non-audit fees billed by the Corporations independent registered chartered accountants for the financial
year ended December 31, 2013 were $266,000 (for the financial year ended December 31, 2012  $102,902). The 2013 fees relate to work performed relating to information technology leadership, mine safety and sustainability matters.

Auditor Partner Rotation

As a registrant with the United States Securities and Exchange Commission, the signing Deloitte audit partner and the
engagement quality control partner cannot serve in those roles on the Goldcorp audit team for more than five consecutive years. Deloitte audit partners of Goldcorp subsidiaries whose assets or revenues constitute 20% or more of the assets or
revenues of Goldcorps respective consolidated assets or revenues cannot serve in this role for more than seven consecutive years.

ADDITIONAL INFORMATION

Additional information relating to the Corporation can be found on SEDAR at www.sedar.com; on the United States
Securities and Exchange Commission website at www.sec.gov; or on Goldcorps website at www.goldcorp.com. Additional information, including directors and officers remuneration and indebtedness, principal
holders of the Corporations securities and securities authorized for issuance under equity compensation plans is contained in the management information circular of the Corporation dated March 18, 2014 which is available on SEDAR at
www.sedar.com and will be contained in the management information circular of the Corporation for its annual and special meeting to be held in May 2014, which will be available on SEDAR at www.sedar.com. Additional
financial information is provided in the Corporations audited consolidated financial statements and managements discussion and analysis for the financial year ended December 31, 2013.



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SCHEDULE A

GOLDCORP INC.

AUDIT
COMMITTEE CHARTER



|I. | PURPOSE
|-- | -------

The Audit Committee (Audit Committee or Committee) is a committee of the Board of Directors (the Board) of
Goldcorp Inc. (Goldcorp or the Company). The primary function of the Audit Committee is to assist the Board in fulfilling its financial reporting and controls responsibilities to the shareholders of the Company and the
investment community. The external auditors will report directly to the Audit Committee. The Audit Committees primary duties and responsibilities are:



| | A. | overseeing the integrity of the Companys financial statements and reviewing the financial reports and other financial information provided by
the Company to any governmental body or the public and other relevant documents;
| | -- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | B. | assisting the Board in oversight of the Companys compliance with legal and regulatory requirements;
| | -- | ----------------------------------------------------------------------------------------------------



| | C. | recommending the appointment and reviewing and appraising the audit efforts of the Companys independent auditor, overseeing the non-audit
services provided by the independent auditor, overseeing the independent auditors qualifications and independence and providing an open avenue of communication among the independent auditor, financial and senior management and the Board of
Directors;
| | -- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | D. | assisting the Board in oversight of the performance of the Companys internal audit function;
| | -- | ---------------------------------------------------------------------------------------------



| | E. | serving as an independent and objective party to oversee and monitor the Companys financial reporting process and internal controls, the
Companys processes to manage business and financial risk, and its compliance with legal, ethical and regulatory requirements;
| | -- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | F. | preparing Audit Committee report(s) as required by applicable regulators; and
| | -- | -----------------------------------------------------------------------------



| | G. | encouraging continuous improvement of, and fostering adherence to, the Companys policies, procedures and practices at all levels.
| | -- | ----------------------------------------------------------------------------------------------------------------------------------



|II. | COMPOSITION AND OPERATIONS
|--- | --------------------------



| | A. | The Committee shall operate under the guidelines applicable to all Board committees, which are located in item 31(vii) of Tab A-8, Board
Guidelines.
| | -- | ----------------------------------------------------------------------------------------------------------------------------------------------------



| | B. | The Audit Committee shall be comprised of at least three directors, all of whom are independent as such term is defined in Appendix A
of the Board Guidelines (Tab A-8).
| | -- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | C. | In addition, unless otherwise authorized by the Board, no director shall be qualified to be a member of the Audit Committee if such director
(i) is an affiliated person, as defined in Appendix One, or (ii) receives (or his/her immediate family member or the entity for which such director is a director, member, partner or principal and which provides consulting,
legal, investment banking, financial or other similar services to the Company receives), directly or indirectly, any consulting, advisory, or other compensation from the
| | -- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------





Approved by the Board on February 15, 2012







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| | Company other than compensation for serving in his or her capacity as member of the Board and as a member of Board committees.
| | ------------------------------------------------------------------------------------------------------------------------------



| | D. | All members shall, to the satisfaction of the Board of Directors, be financially literate as defined in Appendix One, and at least one
member shall have accounting or related financial management expertise to qualify as a financial expert as defined in Appendix One.
| | -- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | E. | If a Committee member simultaneously serves on the audit committees of more than three public companies, the Committee shall seek the Boards
determination as to whether such simultaneous service would impair the ability of such member to effectively serve on the Companys audit committee and ensure that such determination is disclosed.
| | -- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | F. | The Committee shall meet at least four times annually, or more frequently as circumstances require. The Committee shall meet within 45 days
following the end of each of the first three financial quarters to review and discuss the unaudited financial results for the preceding quarter and the related MD&A and shall meet within 90 days following the end of the fiscal year end to review
and discuss the audited financial results for the year and related MD&A prior to their publishing.
| | -- | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | G. | The Committee may ask members of management or others to attend meetings and provide pertinent information as necessary. For purposes of performing
their audit related duties, members of the Committee shall have full access to all corporate information and shall be permitted to discuss such information and any other matters relating to the financial position of the Company with senior
employees, officers and independent auditors of the Company.
| | -- | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | H. | As part of its job to foster open communication, the Committee should meet at least annually with management and the independent auditor in
separate executive sessions to discuss any matters that the Committee or each of these groups believe should be discussed privately. In addition, the Committee or at least its Chair should meet with the independent auditor and management quarterly
to review the Companys financial statements.
| | -- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | I. | Each of the Chairman of the Committee, members of the Committee, Chairman of the Board, independent auditors, Chief Executive Officer, Chief
Financial Officer or Secretary shall be entitled to request that the Chairman of the Audit Committee call a meeting which shall be held within 48 hours of receipt of such request.
| | -- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



|III. | RESPONSIBILITIES AND DUTIES
|---- | ---------------------------

To fulfill its responsibilities and duties the Audit Committee shall:



| | A. | Create an agenda for the ensuing year.
| | -- | --------------------------------------



| | B. | Review and update these Terms of Reference at least annually, as conditions dictate.
| | -- | ------------------------------------------------------------------------------------



| | C. | Describe briefly in the Companys annual report and more fully in the Companys Management Information Circular the Committees
composition and responsibilities and how they were discharged.
| | -- | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | D. | Documents/Reports Review
| | -- | ------------------------





Approved by the Board on February 15, 2012

A-2



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| | i) | Review with management and the independent auditors, the Companys interim and annual financial statements, management discussion and
analysis, earnings releases and any reports or other financial information to be submitted to any governmental and/or regulatory body, or the public, including any certification, report, opinion, or review rendered by the independent auditor for the
purpose of recommending their approval to the Board prior to their filing, issue or publication. The Chair of the Committee may represent the entire Committee for purposes of this review in circumstances where time does not allow the full Committee
to be available.
| | -- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | ii) | Review analyses prepared by management and/or the independent auditor setting forth significant financial reporting issues and judgments made in
connection with the preparation of the financial statements, including analyses of the effects of alternative GAAP methods on the financial statements.
| | --- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | iii) | Review the effect of regulatory and accounting initiatives, as well as off balance sheet structures, on the financial statements of the Company.
| | ---- | ------------------------------------------------------------------------------------------------------------------------------------------------



| | iv) | Review policies and procedures with respect to directors and officers expense accounts and management perquisites and benefits,
including their use of corporate assets and expenditures related to executive travel and entertainment, and review the results of the procedures performed in these areas by the independent auditor, based on terms of reference agreed upon by the
independent auditor and the Audit Committee.
| | --- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | v) | Review expenses of the Non-Executive Board Chair and of the CEO annually.
| | -- | -------------------------------------------------------------------------



| | vi) | Review the Companys aircraft flight record annually.
| | --- | -----------------------------------------------------



| | vii) | Ensure that adequate procedures are in place for the review of the Companys public disclosure of financial information extracted or derived
from the issuers financial statements, as well as review any financial information and earnings guidance provided to analysts and rating agencies, and periodically assess the adequacy of those procedures.
| | ---- | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | E. | Independent Auditor
| | -- | -------------------



| | i) | Recommend to the Board and approve the selection of the independent auditor, consider the independence and effectiveness and approve the fees and
other compensation to be paid to the independent auditor.
| | -- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | ii) | Monitor the relationship between management and the independent auditor including reviewing any management letters or other reports of the
independent auditor and discussing any material differences of opinion between management and the independent auditor.
| | --- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | iii) | Review and discuss, on an annual basis, with the independent auditor all significant relationships they have with the Company to determine their
independence and report to the Board of Directors.
| | ---- | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | iv) | Review and approve requests for any non-audit services to be performed by the independent auditor and be advised of any other study undertaken at
the request of management that is beyond the scope of the audit engagement letter and related fees. Pre-approval of non-audit services is satisfied if:
| | --- | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------







Approved by the Board on February 15, 2012

A-3



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| | a) | The aggregate amount of non-audit services not pre-approved expected to constitute no more than 5% of total fees paid by issuer and subsidiaries to
external auditor during fiscal year in which the services are provided;
| | -- | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | b) | the Company or a subsidiary did not recognize services as non-audit at the time of the engagement; and
| | -- | ------------------------------------------------------------------------------------------------------



| | c) | the services are promptly brought to Committees attention and approved prior to completion of the audit.
| | -- | ---------------------------------------------------------------------------------------------------------



| | v) | Ensure disclosure of any specific policies or procedures adopted by the Committee to satisfy pre-approval requirements for non-audit services by
the Companys external auditor.
| | -- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | vi) | Review the relationship of non-audit fees to audit fees paid to the independent Auditor, to ensure that auditor independence is maintained.
| | --- | -------------------------------------------------------------------------------------------------------------------------------------------



| | vii) | Ensure that both the audit and non-audit fees are disclosed to shareholders by category.
| | ---- | ----------------------------------------------------------------------------------------



| | viii) | Review the performance of the independent auditor and approve any proposed discharge and replacement of the independent auditor when circumstances
warrant. Consider with management and the independent auditor the rationale for employing accounting/auditing firms other than the principal independent auditor.
| | ----- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | ix) | At least annually, consult with the independent auditor out of the presence of management about significant risks or exposures, internal controls
and other steps that management has taken to control such risks, and the fullness and accuracy of the organizations financial statements. Particular emphasis should be given to the adequacy of internal controls to expose any payments,
transactions, or procedures that might be deemed illegal or otherwise improper.
| | --- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | x) | Arrange for the independent auditor to be available to the Audit Committee and the full Board as needed. Ensure that the auditors report directly
to the Audit Committee and are made accountable to the Board and the Audit Committee, as representatives of the shareholders to whom the auditors are ultimately responsible.
| | -- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | xi) | Oversee the work of the independent auditors engaged for the purpose of preparing or issuing an audit report or performing other audit, review or
attest services.
| | --- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | xii) | Ensure that the independent auditors are prohibited from providing the following non-audit services and determining which other non-audit services
the independent auditors are prohibited from providing:
| | ---- | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | a) | bookkeeping or other services related to the accounting records or financial statements of the Company;
| | -- | -------------------------------------------------------------------------------------------------------



| | b) | financial information systems design and implementation;
| | -- | --------------------------------------------------------



| | c) | appraisal or valuation services, fairness opinions, or contribution-in-kind reports;
| | -- | ------------------------------------------------------------------------------------





Approved by the Board on February 15, 2012

A-4



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| | d) | actuarial services;
| | -- | -------------------



| | e) | internal audit outsourcing services;
| | -- | ------------------------------------



| | f) | management functions or human resources;
| | -- | ----------------------------------------



| | g) | broker or dealer, investment adviser or investment banking services;
| | -- | --------------------------------------------------------------------



| | h) | legal services and expert services unrelated to the audit; and
| | -- | --------------------------------------------------------------



| | i) | any other services which the Public Company Accounting Oversight Board determines to be impermissible.
| | -- | ------------------------------------------------------------------------------------------------------



| | xiii) | Approve any permissible non-audit engagements of the independent auditors, in accordance with applicable legislation.
| | ----- | ---------------------------------------------------------------------------------------------------------------------



| | F. | Internal Audit
| | -- | --------------



| | i) | The Audit Committees understanding and approval of the annual internal audit plan;
| | -- | -----------------------------------------------------------------------------------



| | ii) | Structuring the internal audit function to promote operational independence;
| | --- | ----------------------------------------------------------------------------



| | iii) | Establishing a direct line of communication between the head of internal audit and the Audit Committee;
| | ---- | -------------------------------------------------------------------------------------------------------



| | iv) | Instituting appropriate communication and reporting lines between the internal auditors and management; and
| | --- | -----------------------------------------------------------------------------------------------------------



| | v) | Holding regular meetings between the head of internal audit and the Audit Committee.
| | -- | ------------------------------------------------------------------------------------



| | G. | Financial Reporting Processes
| | -- | -----------------------------



| | i) | In consultation with the independent auditor review the integrity of the organizations financial and accounting controls and reporting
processes, both internal and external.
| | -- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | ii) | Consider the independent auditors judgments about the quality and appropriateness, not just the acceptability, of the Companys
accounting principles and financial disclosure practices, as applied in its financial reporting, particularly about the degree of aggressiveness or conservatism of its accounting principles and underlying estimates and whether those principles are
common practices or are minority practices.
| | --- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | iii) | Consider and approve, if appropriate, major changes to the Companys accounting principles and practices as suggested by management with the
concurrence of the independent auditor and ensure that the accountants reasoning is described in determining the appropriateness of changes in accounting principles and disclosure.
| | ---- | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | H. | Process Improvement
| | -- | -------------------







Approved by the Board on February 15, 2012

A-5



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| | i) | Discuss with independent auditors (i) the auditors internal quality-control procedures; and (ii) any material issues raised by the
most recent internal quality-control review, or peer review, of the auditors, or by any inquiry of investigation by governmental or professional authorities, within the preceding five years, respecting one or more independent audits carried out by
the auditors, and any steps taken to deal with any such issues.
| | -- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | ii) | Reviewing and approving hiring policies for employees or former employees of the past and present independent auditors.
| | --- | -----------------------------------------------------------------------------------------------------------------------



| | iii) | Establish regular and separate systems of reporting to the Audit Committee by each of management and the independent auditor regarding any
significant judgments made in managements preparation of the financial statements and the view of each as to appropriateness of such judgments.
| | ---- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | iv) | Review the scope and plans of the independent auditors audit and reviews prior to the audit and reviews being conducted. The Committee may
authorize the independent auditor to perform supplemental reviews or audits as the Committee may deem desirable.
| | --- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | v) | Following completion of the annual audit and quarterly reviews, review separately with each of management and the independent auditor any
significant changes to planned procedures, any difficulties encountered during the course of the audit and reviews, including any restrictions on the scope of work or access to required information and the cooperation that the independent auditor
received during the course of the audit and reviews.
| | -- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | vi) | Review any significant disagreements among management and the independent auditor in connection with the preparation of the financial statements.
| | --- | -------------------------------------------------------------------------------------------------------------------------------------------------



| | vii) | Where there are significant unsettled issues the Committee shall ensure that there is an agreed course of action for the resolution of such
matters.
| | ---- | ----------------------------------------------------------------------------------------------------------------------------------------------------



| | viii) | Review with the independent auditor and management significant findings during the year and the extent to which changes or improvements in
financial or accounting practices, as approved by the Audit Committee, have been implemented. This review should be conducted at an appropriate time subsequent to implementation of changes or improvements, as decided by the Committee.
| | ----- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | ix) | Review activities, organizational structure, and qualifications of the CFO and the staff in the financial reporting area and see to it that matters
related to succession planning within the Company are raised for consideration at the full Board.
| | --- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | I. | Ethical and Legal Compliance
| | -- | ----------------------------



| | i) | Review managements monitoring of the Companys system in place to ensure that the Companys financial statements, reports and other
financial information disseminated to governmental organizations, and the public satisfy legal requirements.
| | -- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | ii) | Review, with the Companys counsel, legal and regulatory compliance matters, including corporate securities trading policies, and matters that
could have a significant impact on the organizations financial statements.
| | --- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------





Approved by the Board on February 15, 2012

A-6



---

| | iii) | Review implementation of compliance with the Sarbanes-Oxley Act, Ontario Securities Commission requirements and other legal requirements.
| | ---- | -----------------------------------------------------------------------------------------------------------------------------------------



| | iv) | Ensure that the CEO and CFO provide written certification with annual and interim financial statements and MD&A and the Annual Information
Form.
| | --- | ------------------------------------------------------------------------------------------------------------------------------------------------



| | J. | Risk Management
| | -- | ---------------



| | i) | Make inquires of management and the independent auditors to identify significant business, political, financial and control risks and exposures and
assess the steps management has taken to minimize such risk to the Company.
| | -- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | ii) | Ensure that the disclosure of the process followed by the Board and its committees, in the oversight of the Companys management of principal
business risks, is complete and fairly presented.
| | --- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | iii) | Review managements program of risk assessment and steps taken to address significant risks or exposures, including insurance coverage.
| | ---- | ---------------------------------------------------------------------------------------------------------------------------------------



|IV. | General
|--- | -------



| | i) | Conduct or authorize investigations into any matters within the Committees scope of responsibilities. The Committee shall be empowered to
retain independent counsel, accountants and other professionals to assist it in the conduct of any investigation.
| | -- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | ii) | Establish procedures for the receipt, retention and treatment of complaints received by the Company regarding accounting, internal accounting
controls, or auditing matters; and the confidential, anonymous submission by employees of concerns regarding questionable accounting or auditing matters.
| | --- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | iii) | Ensure disclosure in the Annual Information Form if, at any time since the commencement of most recently completed financial year, the issuer has
relied on any possible exemptions for Audit Committees.
| | ---- | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | iv) | Perform any other activities consistent with this Charter, the Companys Articles and By-laws and governing law, as the Committee or the Board
deems necessary or appropriate.
| | --- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | v) | Conduct a Committee annual self-evaluation and report to the Board of Directors.
| | -- | --------------------------------------------------------------------------------



|V. | ACCOUNTABILITY
|-- | --------------



| | A. | The Committee Chair has the responsibility to make periodic reports to the Board, as requested, on audit and financial matters relative to the
Company.
| | -- | -------------------------------------------------------------------------------------------------------------------------------------------------------



| | B. | The Committee shall report its discussions to the Board by maintaining minutes of its meetings and providing an oral report at the next Board
meeting.
| | -- | ------------------------------------------------------------------------------------------------------------------------------------------------------



| | C. | The minutes of the Audit Committee should be filed with the Corporate Secretary.
| | -- | --------------------------------------------------------------------------------









Approved by the Board on February 15, 2012

A-7



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TERMS OF REFERENCE FOR THE AUDIT COMMITTEE

Appendix One: Definitions Related to Audit Committee Composition

Affiliated Person under SEC Rules

An affiliated person, in accordance with the rules of the United States Securities and Exchange Commission adopted pursuant to the
Sarbanes-Oxley Act, means a person who directly or indirectly controls the Company, or a director, executive officer, partner, member, principal or designee of an entity that directly, or indirectly through one or more intermediaries,
controls, or is controlled by, or is under common control with, the Company.

Financial Literacy Under Multilateral Instrument 52-110

Financially literate, in accordance with NI 52-110, means that the director has the ability to read and understand a set
of financial statements that present a breadth and level of complexity of accounting issues that are generally comparable to the breadth and complexity of the issues that can reasonably be expected to be raised by the Companys financial
statements.

Financial Expert Under SEC Regulation S-K

A person will qualify as financial expert if he or she possesses the following attributes:



|a) | an understanding of financial statements and generally accepted accounting principles;
|-- | --------------------------------------------------------------------------------------



|b) | the ability to assess the general application of such principles in connection with the accounting for estimates, accruals and reserves;
|-- | ----------------------------------------------------------------------------------------------------------------------------------------



|c) | experience preparing, auditing, analyzing or evaluating financial statements that present a breadth and level of complexity of accounting issues
that are generally comparable to the breadth and complexity of issues that can reasonably be expected to be raised by the Companys financial statements, or experience actively supervising one or more persons engaged in such activities;
|-- | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



|d) | an understanding of internal controls and procedures for financial reporting; and
|-- | ---------------------------------------------------------------------------------



|e) | an understanding of audit committee functions.
|-- | ----------------------------------------------

A person shall have acquired such attributes through:



|a) | education and experience as a principal financial officer, principal accounting officer, controller, public accountant or auditor or experience in
one or more positions that involve the performance of similar functions;
|-- | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



|b) | experience actively supervising a principal financial officer, principal accounting officer, controller, public accountant, auditor or person
performing similar functions;
|-- | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------



|c) | experience overseeing or assessing the performance of companies or public accountants with respect to the preparation, auditing or evaluation of
financial statements; or
|-- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------



|d) | other relevant experience.
|-- | --------------------------