corporate presentation october 2014 update

A Mid-Tier Australian Gold Producer October 2014TSX : CRK

OTCQX : CROCF

FRANKFURT : XGC

Forward Looking Information

2

This presentation contains forward-looking information under Canadian securities legislation. Forward-looking information includes, but is not limited to, statements withrespect to the development potential and timetable of the projects; the Company’s ability to raise additional funds as necessary or on commercially reasonable terms; thefuture price of gold; the estimation of mineral resources and mineral reserves; conclusions of economic evaluation (including scoping studies); the realization of mineralresource and reserve estimates; the timing and amount of estimated future production, development and exploration; costs of future activities; capital and operatingexpenditures; success of exploration activities; mining or processing issues; currency exchange rates; government regulation of mining operations; and environmentalrisks. Generally, forward-looking information can be identified by the use of forward-looking terminology such as “plans”, “expects” or “does not expect”, “is expected”,“budget”, “scheduled”, “estimates”, “forecasts”, “intends”, “anticipates” or “does not anticipate”, or “believes”, or variations of such words and phrases or statements thatcertain actions, events or results “may”, “could”, “would”, “might” or “will be taken”, “occur” or “be achieved”. Forward-looking information is based on the opinions andestimates of management as of the date such statements are made. Estimates regarding the anticipated timing, amount and cost of mining at the projects are based onassumptions underlying mineral resource estimates and the realization of such estimates; results of previous mining activities at the projects, and detailed research andanalysis completed by independent of the Company; research and estimates regarding the timing of delivery for long-lead items; knowledge regarding the factorsconsultants and management involved in building a mine and other factors described in the technical reports and Annual Information Form filed under the profile of theCompany on SEDAR. Capital and operating cost estimates are based on results of previous mining activities, research of the Company and independent consultants,recent estimates of construction and mining costs and other factors that are set out in the scoping study. Production estimates are based on mine plans and productionschedules, which have been developed by the Company’s personnel and independent consultants. Forward-looking information is subject to known and unknown risks,uncertainties and other factors that may cause the actual results, level of activity, performance or achievements of the Company to be materially different from thoseexpressed or implied by such forward-looking information, including but not limited to risks related to: timing and availability of external financing on acceptableterms; unexpected events and delays during construction, expansion and start-up; variations in ore grade and recovery rates; receipt and revocation of governmentapprovals; actual results of exploration and mining activities; changes in project parameters as plans continue to be refined; future prices of gold; failure of plant,equipment or processes to operate as anticipated; accidents, labour disputes and other risks of the mining industry. Although management of the Company hasattempted to identify important factors that could cause actual results to differ materially from those contained in forward-looking information, there may be other factorsthat 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 futureevents could differ materially from those anticipated in such statements. Accordingly, readers should not place undue reliance on forward-looking information. TheCompany does not undertake to update any forward-looking information except in accordance with applicable securities laws.

Investors are advised that National Instrument NI 43-101 of the Canadian Securities Administrators requires that each category of mineral reserves and mineral resourcesbe reported separately. Mineral resources that are not mineral reserves do not have demonstrated economic viability. Due to the uncertainty of measured, indicated orinferred mineral resources, these mineral resources may never be upgraded to proven and probable mineral reserves.

Bill Nielsen P.Geo., is a “qualified person” as such term is defined in National Instrument 43-101 and has reviewed and approved the technical information and dataincluded in this presentation.

Cautionary Note to U.S. Investors Concerning Estimates of Measured, Indicated or Inferred ResourcesThe information presented uses the terms “measured”, “indicated” and “inferred” mineral resources. United States investors are advised that while such terms arerecognized and required by Canadian regulations, the United States Securities and Exchange Commission does not recognize these terms. “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 mineralresource 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 economicstudies. 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.

Forward Looking Information

3

Non-IFRS MeasuresCrocodile Gold believes that investors use certain indicators to assess gold mining companies. The indicators are intended to provide additional information and shouldnot be considered in isolation or as a substitute for measures of performance in accordance with the International Financial Reporting Standards.

“Operational Cash Cost per Ounce” is a non-IFRS performance measure which could provide an indication of the mining and processing efficiency at the operations. It isdetermined by dividing the operating expenses, excluding stock-based compensation allocated to the operating expense and net of silver revenue, by the number ofounces of gold sold. There are variations in the method of computation of “operational cash cost per ounce” as determined by the Company compared with other miningcompanies. For more detail on the Operational Cash Cost per Ounce determination for Crocodile Gold, please visit www.sedar.com or www.crocgold.com and review thelatest Annual Financial Statements issued on March 19, 2014.

“All-In Sustaining Costs per Ounce of Gold” - Effective December 31, 2013, the Company has adopted an all-in sustaining cost (“AISC”) performance measure thatreflects all of the expenditures that are required to produce an ounce of gold from current operations. While there is no standardized meaning of the measure across theindustry, the Company’s definition confirms to the AISC definition as set out by the World Gold Council in its guidance dated June 27, 2013. The World Gold Council is anon-regulatory, non-profit organization established in 1987 whose members include global senior mining companies. The Company believes that this measure will beuseful to external users in assessing operating performance and the ability to generate free cash flow from current operations.

The Company defines AISC as the sum of operating cash costs (per above), sustaining capital (capital required to maintain current operations at existing levels), capitallease repayments, corporate general and administrative expenses, in-mine exploration expenses and rehabilitation accretion and amortization related to currentoperations. AISC excludes capital expenditure related to projects to mine expansion, exploration and evaluation related to growth projects, rehabilitation accretion andamortization not related to current operations, financing costs, debt repayments, share-based compensation not related to operations, and taxes.

Notes for Page 16 : For information regarding mineral resource and reserve estimates, including parameters used to generate the estimates and depletion, please see

the technical reports titled: NI43-101 TECHNICAL REPORT FOSTERVILLE GOLD MINE, VICTORIA, AUSTRALIA PREPARED FOR CROCODILE GOLD CORP dated

May 27th, 2014; NI43-101 TECHNICAL REPORT STAWELL GOLD MINE, VICTORIA, AUSTRALIA PREPARED FOR CROCODILE GOLD CORP dated April 9th, 2012.

For the Northern Territory Mineral Reserve Estimates please refer to the technical reports titled: REPORT ON THE MINERAL RESOURCES & MINERAL RESERVES OF

THE COSMO DEEPS GOLD PROJECT dated May 27, 2014;

REPORT ON THE MINERAL RESOURCES & MINERAL RESERVES OF THE UNION REEFS GOLD PROJECT dated December 31, 2012; REPORT ON THE

MINERAL RESOURCES & MINERAL RESERVES OF THE PINE CREEK GOLD PROJECT dated December 31, 2012; REPORT ON THE MINERAL RESOURCES &

MINERAL RESERVES OF THE MAUD CREEK GOLD PROJECT dated December 31, 2012;

REPORT ON THE MINERAL RESOURCES & MINERAL RESERVES OF THE BURNSIDE GOLD AND BASE METAL PROJECT dated December 12, 2013.

Notes for Page 12: The PEA is preliminary in nature and is based on a number of assumptions that may be changed in the future as additional information becomes

available. Mineral resources that are not mineral reserves do not have demonstrated economic viability. The PEA includes inferred mineral resources that are considered

too speculative geologically to have the economic considerations applied to them that would enable them to be categorized as mineral reserves, and there is no certainty

that the PEA will be realized. The information relating to the PEA and mineral reserves and resources can be found in the document titled NI 43-101 Technical Report –

Big Hill Enhanced Development Projects at Stawell Gold Mine dated June 4, 2014.

http://www.sedar.com/

http://www.crocgold.com/

Investment Highlights

4

GROWING GOLD

PRODUCTION

GENERATING CASH

FLOW

SUSTAINABILITY

AND GROWTH

• Operating cash flow generated in Q2 2014 exceeded

$18 million

• Total Operating cash flow generated in 2013 exceeded

$67 million

• Operational Cash Costs for Q2 2014 decreased to $965

per ounce compared to $1,102 per oz in 2013

• All-In Sustaining Cash Costs for Q2 2014 decreased to

$1,316 per oz compared to $1,603 in Q2 2013

• Total Production for 2013 was 210,000 oz, up from

155,000 oz in 2012

• Production for Q3 2014 was 55,909 oz; on track for

increased 2014 production guidance of 220-225,000 oz

DECREASING

COSTS

• Advancing the Enhanced Big Hill Project at Stawell

• Exploration efforts focused on underground resource

definition to extend mine life at all projects

All within

Australia –

a first world

country with

one of the

most mining

friendly

jurisdictions

SIZABLE

RESOURCES

• Proven and Probable Reserves: 930,000 oz

• M+I Resources: 4.8 million oz

• Inferred Resources: 2.5 million oz

2013-14 Milestones

5

Q4 ’13

• Reported Q3 production results with a 14% increase in production over Q2.

• Exceeded 2013 guidance with 210,626 ounces produced at an average cash cost of $1,027/oz

• Established 2014 production guidance of 200,000 – 210,000 ounces gold at an average cost

between $900 – $950/oz

Q1 ‘14

• Executed three key contracts in the Northern Territory

• Reported 2013 Annual Results: $300M in revenue and $67M in operational cash flow

• Raised $18M with a private placement financing

• Issued for public review, the Environmental Effects Statement for the Big Hill project

Q2 ‘14• Announced Big Hill Feasibility study with pre-tax IRR of 125%, an NPV (discounted at 8%) of

AUD$39 million and reserves of 145,000 ounces of gold

• Filed the Environmental Effects statement for review by government and residents

Q3 ‘14• Increased Production Guidance from 200,000 – 210,000 ounces gold to 220,000 – 225,000

ounces of gold

6

2014 Outlook

Crocodile Gold is focused on building a strong, sustainable mining

company based on core mining principles and value-driven decision

making.

This will be accomplished through:

1. Building Confidence in the Geological and Block Modeling

2. Delivering Results from Operations to meet and/or exceed

Guidance Levels

3. Implementing Cost Controls for operations and adjusting Capital

Expenditures in a changing Metals Market

4. Continuing to review the Divestment of Non-Core Assets or

opportunities for Strategic Alliances

5. Advancing Growth Projects such as the Big Hill Project

7

2013-14 Operational Summary

Crocodile Gold is focused on maintaining sustainable levels of

production and managing costs.

2014 Gold Production:

220,000 - 225,000 oz

2014 Operating Cash Cost Per Ounce:

USD$900-$950

$1,150 $1,101

$924 $967 $971 $965

$-

$200

$400

$600

$800

$1,000

$1,200

$1,400

-

10,000

20,000

30,000

40,000

50,000

60,000

70,000

Q1 '13 Q2 '13 Q3 '13 Q4 '13 Q1 '14 Q2 '14 Q3'14

US$

Pe

r O

z

Oz

Pro

du

ced

NT FGM SGM Operational Cash Costs

Generating Positive Cash Flow

Crocodile Gold continues to generate positive operational cash flow.

8

$0.04

$0.03

$0.05 $0.05

$0.03

$0.04

$-

$0.01

$0.02

$0.03

$0.04

$0.05

$0.06

Q1 2013 Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014

Op

era

tio

nal

Cash

F

low

Per

Sh

are

$1,664 $1,401 $1,325 $1,273 $1,280 $1,291

$1,150 $1,101

$924 $967 $971 $965

$1,490

$1,603

$1,252 $1,257$1,307 $1,316

$-

$200

$400

$600

$800

$1,000

$1,200

$1,400

$1,600

$1,800

Q1 2013 Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014

US

$/O

Z

Average Gold Sale Price Operational Cash Costs All In Sustainable Costs

9

Gold Production:

Fosterville Gold Mine

Fosterville Processing Facility

2013 HIGHLIGHTS

• Production of ~98,000 ounces gold

• Positive underground delineation

program completed and Mineral

Resource estimate update issued in

2014

2014 HIGHLIGHTS

• Increased M+I resource estimate by

30%

GOALS FOR 2014

• Complete Capital Development

Programs (ventilation) and Tailings

• Increase underground productivity

• Continue to expand Mineral Reserve

and Mineral Resource estimates

• Production Guidance: 95,000 -

100,000oz

23,556 23,470

25,359 26,039 25,786

22,198

26,313 25,700

3,000

8,000

13,000

18,000

23,000

28,000

Q1 '13 Q2 '13 Q3 '13 Q4 '13 Q1 '14 Q2 '14 Q3 '14 Q4'14(E)

Oz

Pro

du

ced

10

Gold Production:

Cosmo Gold Mine

Cosmo Access Portal

2013 HIGHLIGHTS


• Commercial Production declared and

full ramp-up of mine completed

• Sustainable production levels achieved

in 2013

GOALS FOR 2014

• Continue cost reduction activities

• Increase mine production

• Realize ongoing savings with new

mine contractors

• Expand Mineral Resource estimate

through underground drill programs

• Production Guidance: 75,000-

80,000oz

13,169

17,706

21,316 21,915

17,841

21,845

17,942

22,400

3,000

8,000

13,000

18,000

23,000

28,000

Q1 '13 Q2 '13 Q3 '13 Q4 '13 Q1 '14 Q2 '14 Q3 '14 Q4'14(E)

Oz

Pro

du

ced

11

Gold Production:

Stawell Gold Mine

Stawell Processing Facility

2013 HIGHLIGHTS


• Successful underground exploration

programs to extend mine life

• Streamlined operations to support

reduced manpower and infrastructure

levels

GOALS FOR 2014

• Exploring opportunities within the

existing mining lease, including the

Big Hill Project

• Release positive Feasibility Study for

Big Hill

• Receive permit approval for Big Hill

project (expected in Q4)

• Production Guidance: ~30,000oz12,228

7,085

8,531

10,322 9,956 9,981

9,654 9,800

3,000

8,000

13,000

Q1 '13 Q2 '13 Q3 '13 Q4 '13 Q1 '14 Q2 '14 Q3 '14 Q4'14(E)

Oz

Pro

du

ced

12

South

Gandy’s

Big Hill Pit

Growth Projects:

Big Hill Enhanced Development Project

Project Milestones

• The Environmental Effects

Statement for the project was

issued for Public Review in late

March 2014

• Final recommendations are

expected in Q4 2014

• NI 43-101 compliant Feasibility

Study issued in early June with

positive economics and 3.0 Mt @

1.7 g/t Au for 160,000 Indicated

gold ounces

Stawell Mill

Big Hill Project

Financials Summary* Pre-Tax Post Tax

Gold Price A$1,415 A$1,415

Undiscounted Cash

Flow (AUD$)(M)A$49.2 A$30.3

NPV @ 8% Discount

(AUD$)(M)A$38.5 A$22.6

IRR 125.3% 79.1%

Payback Period (Years) 1.5 1.9

*Please refer to cautionary language on page 2.

13

Strategic Projects:

Non-Core Asset Divestment

Non-Core Asset Divestment

Crocodile Gold continues to look for opportunities to divest or Joint Venture (JV) non-core assets primarily in the

Northern Territory. The benefits include:

• Returning upside in the form of Earn-in Rights, Royalties and other similar arrangements

• Carrying cost savings

• Sharper focus on core producing assets

Completed Divestments:

Phoenix Copper Option and Sale Agreement

• Crocodile Gold entered into a purchase agreement with Phoenix Copper Inc. for 100% of the Iron Blow and Mount

Bonnie massive sulphide deposits for a 2% royalty on any gold and silver production and the option to buy back a

30% interest in the properties.

• The Company also entered into an option agreement which allows Phoenix to earn up to a 90% interest in the

nearby Burnside and Moline gold projects and Maud Creek base metals project through a commitment to spend a

total of $4 million in exploration expenditures over the next four years.

Rockland Option Agreement

• Crocodile Gold entered into a uranium exploration agreement with Rockland Resources Pty. where Rockland

received 100% uranium interest on the company’s property for a AUD$1 million exploration commitment over 4 years

and a 1% net smelter royalty capped at AUD$2.5 million.

14

Cash and Debt Positions

Cash Position and Working Capital (End of Q2 2014)

• Cash Position: US$30.5 Million

• Working Capital: US$16 Million

Debt—Convertible Debenture

• Crocodile Gold has a C$34.5 Million convertible debenture due on April 30, 2018, with an 8% coupon and $0.25 conversion price.

• All interest payments to date on the debenture have been settled in cash.

Capital Structure

15

Share Structure & Financial Details

Basic: 475.6 Million

Warrants: 63.4 Million

Options: 022.9 Million

Fully Diluted: 699.9 Million*

Market Capitalization:(As of Sept 30, 2014)

$92.75 Million

52 Week Trading

Range$0.33 – $0.075

52 Week Share Price Performance

Luxor Capital is the majority owner of Crocodile Gold with approximate ownership

of 56% position. Luxor is very supportive of management and involved with the

oversight of the Company with two active members on the Board of DIrectors.

Major Shareholder

*Fully diluted shares outstanding includes the full conversion of the convertible

debentures for 138,000,000 shares

$0.00

$0.05

$0.10

$0.15

$0.20

$0.25

$0.30

$0.35

Mineral Resources and Reserves*

16

Tonnes Au Grade Au

(MM) (g/t) (Koz)

Proven & Probable Reserves

Cosmo 1.5 3.79 180

Fosterville 1.8 6.01 342

Pine Creek 1.3 1.55 62

Stawell 1.0 3.4 107

Burnside 0.2 1.93 10

Union Reefs 0.3 4.4 42

Maud Creek 1.0 5.4 185

Reserves 7.1 4.1 928

Measured and Indicated Resources (incl. of Reserves)

Cosmo 4.5 3.6 500

Fosterville 16.6 3.87 2,069


Stawell 4.7 2.6 399

Burnside 7.6 1.4 336



M&I Resources 52.5 2.83 4,791

Inferred Resources

Cosmo 1.2 2.94 109

Fosterville 6.3 3.78 777


Stawell 1.0 4.7 145

Burnside 11.8 1.6 602



Inferred Resources 31.3 2.45 2,473

*Please refer to cautionary language on page 2 of this presentation

Crocodile Gold maintains

significant Measured and

Indicated Resources of

4.7 million ounces and

Inferred Resources of

2.4 million ounces.

Reserves for Crocodile

Gold’s projects total

approximately

1.0 million ounces.

Crocodile Gold Management Team

Rodney D. Lamond, P. Eng., President & Chief Executive Officer , Director

Mr. Rodney Lamond joined Crocodile Gold as President and Chief Executive Officer of Crocodile Gold in July 2013. Mr. Lamond

is a Professional Mining Engineer with over 25 years of operational experience in the mining industry

Robert Dufour, CPA, CA, Chief Financial Officer

Mr. Robert Dufour was appointed Chief Financial Officer in October 2012. Mr. Dufour is a Chartered Accountant with over 10

years of finance and accounting experience.

Troy Cole, General Manager, Stawell Gold Mine

Mr. Troy Cole joined Crocodile Gold Corporation in 2012 through the acquisition of the Stawell Gold Mines from Aurico. Mr. Cole

has been Stawell Gold Mines General Manager since 2007 and has the responsibilities of director, mine management and

engineering during his tenure.

Ian Holland, General Manager, Fosterville Gold Mine

Mr. Ian Holland joined Crocodile Gold through the Acquisition of the Fosterville Gold Mine in 2012 and has been in the role of

General Manager since 2007. Ian has over 17 years experience across a number of gold and base metal mining operations

throughout Australia. He is a geologist by background and has a strong track record in metalliferous operations.

Jason Morin, General Manager, NT Operations

Mr. Jason Morin joined Crocodile Gold in September 2013. He was most recently the General Manager of the Langlois Mine in

Quebec for Nyrstar where he successfully guided the site from care & maintenance to full name plant capacity in 6 months.

Mark Edwards, General Manager, Exploration and Business Development

Mr. Mark Edwards has been part of Crocodile Gold Northern Territory Project since since March 2010. Mr. Edwards is a qualified

geologist with approximately 16 years experience working on Gold and Industrial Mineral deposits in the Northern Territory,

Queensland, Western Australia, Tasmania and Botswana.

17

Board Of Directors

Robert H. Getz, Chairman of the Board

Mr. Robert Getz is a private investor and a Managing Director and co-founder of Cornerstone Equity Investors, LLC. Mr. Getz has over 25 years

of experience as a private equity investor and has strong experience in domestic and international mergers and acquisitions and public and private

debt and financings. Mr. Getz has invested in and served as a director of many public and private metals and mining companies. He currently

serves as a director of Haynes International, Inc., a developer and producer of specialty nickel alloys and CML Holdings, Inc., which is the largest

iron ore producer in the western United States. Mr. Getz graduated from Boston University, where he received his BA degree, cum laude, and the

Stern School at New York University, where he received his MBA in finance.

Rodney D. Lamond, P. Eng., Director, President & Chief Executive Officer

George Faught, CPA, CA, Director

Mr. George Faught is a Chartered Accountant with over 25 years of senior management experience and is currently the Chief Executive Officer of

Aberdeen International Inc. He has served as the Chief Financial Officer of publicly traded companies in the natural resources, financial services

and pharmaceutical industries. Mr. Faught has broad financial management, corporate development and operating experience and from 1999 to

2005 served as the Chief Financial Officer for North American Palladium Ltd., a mid-tier platinum group metal producer. Prior to that, he served as

Chief Financial Officer for Hudson Bay Mining & Smelting Co. Ltd., an integrated base metals producer, and William Resources Inc., an

international gold producer. He also serves as a director of several public companies in the resource sector.

Kevin Conboy, Director

Mr. Kevin Conboy was previously President and Chief Executive Officer of Acordia, Inc., a subsidiary of Wells Fargo based in Chicago. As well,

he served as Chief Executive Officer for the NIA Group of Paramus, New Jersey. Mr. Conboy possesses a wealth of experience in the financial

markets and has considerable exposure to financial instruments and business transactions. He sits on a number of corporate and charitable

boards. Mr. Conboy completed a B.A. from Colorado State University in 1973.

Peter Tagliamonte, P. Eng., Director

Mr. Peter Tagliamonte is a professional mining engineer and also holds an MBA from the Richard Ivey School of Business, at the University of

Western Ontario. He is currently the President and CEO of Sulliden Gold, the former President and CEO of Central Sun Mining Inc. and former

Chief Operating Officer of Desert Sun Mining Corp. where he was responsible for the development of the Jacobina Mine in Brazil into a 4,200-

tonne-per-day mining operation. Mr. Tagliamonte has over 25 years of progressive managerial experience building and operating mines

worldwide, notably in Central and South America. In 2005, he received the Mining Journal's "Mine Manager of the Year" award in recognition for

his work in the mining sector.

18

Investment Highlights

19

GROWING GOLD

PRODUCTION

GENERATING CASH

FLOW

SUSTAINABILITY

AND GROWTH

• Operating cash flow generated in Q2 2014 exceeded

$18 million

• Total Operating cash flow generated in 2013 exceeded

$67 million

• Operational Cash Costs for Q2 2014 decreased to $965

per ounce compared to $1,102 per oz in 2013

• All-In Sustaining Cash Costs for Q2 2014 decreased to

$1,316 per oz compared to $1,603 in Q2 2013

• Total Production for 2013 was 210,000 oz, up from

155,000 oz in 2012

• Production for Q3 2014 was 55,909 oz; on track for

increased 2014 production guidance of 220-225,000 oz

DECREASING

COSTS

• Advancing the Enhanced Big Hill Project at Stawell

• Exploration efforts focused on underground resource

definition to extend mine life at all projects

All within

Australia –

a first world

country with

one of the

most mining

friendly

jurisdictions

SIZABLE

RESOURCES

• Proven and Probable Reserves: 930,000 oz

• M+I Resources: 4.8 million oz

• Inferred Resources: 2.5 million oz

Investor Contact Information

Find us on:TSX: CRK

(CRK.DB, CRK.WT)

OTCQX: CROCF

FRANKFURT: XGC

Crocodile Gold Corporation

20

Robert Dufour

Chief Financial Officer

416-847-1847

[email protected]

www.crocgold.com

corporate presentation october 2014 update

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