Global Cobalt Corp. (TSX.V:GCO) Presentation

1. DEVELOPING VALUE Global Cobalt Corp. “Powered by Cobalt” TSXV:GCO, OTCBB:GLBCF, FRA:3P0

2. CAUTIONARY STATEMENTS Regarding Forward-‐Looking Statements This presentaJon includes certain “forward-‐looking statements” and “forward-‐looking informaJon” within the meaning of applicable securiJes laws, concerning the business, operaJons and financial performance and condiJon of the Company. All statements, other than statements of historical fact, are forward-‐looking statements. Forward-‐looking statements are frequently, but not always, idenJfied by words such as “plans”, “expects”, “anJcipates”, “believes”, “intends”, “esJmates”, “potenJal”, “possible” and similar expressions, or statements that events, condiJons or results “will”, “may”, “could”, or “should” occur or be achieved. Forward-‐looking statements contained in this presentaJon include statements with respect to: expectaJons regarding the potenJal mineralizaJon and geological merits of the Company’s projects, including the Karakul Project and the Werner Lake Project; the Company’s goals regarding development of the Karakul Project and regarding raising capital and conducJng further exploraJon and development of its projects; the Company’s proposed plans for advancing its projects, including drilling and other exploraJon work; expectaJons regarding the conJnuity of mineral deposits, including in relaJon to adjacent or other properJes (including producing or past-‐producing properJes) that are in the vicinity or same region as the Company’s projects; expectaJons regarding any environmental issues that may affect planned or future exploitaJon and exploraJon programs; mineral exploitaJon and exploraJon program cost esJmates; statements with respect to the future price of cobalt and other metals; Jming and compleJon of geological studies and reports; receipt and Jming of the necessary exploitaJon permits and other third party approvals; and government regulaJon of mineral exploraJon and development operaJons in Russia. EsJmates of mineral resources and mineral reserves may also consJtute forward-‐looking statements and informaJon in that they represent esJmates of mineralizaJon that may be encountered if mining is commenced, and/or economic viability of such mineralizaJon. Forward-‐looking statements involve various risks and uncertainJes. There can be no assurance that such statements will prove to be accurate, and actual results and future events could differ materially from those anJcipated in such statements. Important factors that could cause actual results to differ materially from our expectaJons include the uncertainJes involving the need for addiJonal financing to explore and develop properJes and availability of financing in the debt and capital markets; uncertainJes involved in the interpretaJon of drilling results and geological tests and the esJmaJon of reserves and resources; the need for cooperaJon of government agencies and naJve groups in the development and operaJon of properJes; the need to obtain permits and governmental approvals; risks of construcJon and mining projects such as accidents, equipment breakdowns, bad weather, non-‐compliance with environmental and permit requirements, unanJcipated variaJon in geological structures, ore grades or recovery rates; unexpected cost increases; fluctuaJons in metal prices and currency exchange rates; the impact of economic sancJons on companies conducJng business in Russia; and other risk and uncertainJes disclosed in reports and documents filed by the Company with applicable securiJes regulatory authoriJes from Jme to Jme. The forward-‐looking statements made herein reflect the Company’s beliefs, opinions and projecJons on the date the statements are made. Except as required by law, the Company assumes no obligaJon to update the forward-‐looking statements of beliefs, opinions, projecJons, or other factors, should they change. Regarding Historical Resources Note that the C1 and C2 resource esJmates shown are historical in nature and do not use categories defined in Canadian NaJonal Instrument 43-‐101 Standards of Disclosure for Mineral Projects (“NI 43-‐101”) and accordingly are not compliant with NI 43-‐101 or Canadian InsJtute of Mining, Metallurgy and Petroleum (“CIM”) standards. [The exact date of these es=mates is unknown]. Historical resource esJmates are based on the Russian reserve system and based primarily on trench and prospecJng samples only. These resources are considered historical in nature under NI 43-‐101 and a qualified person under NI 43-‐101 has not done sufficient work to classify the historical esJmate as current mineral resources. The Company is not treaJng the historical esJmate as current mineral resources. Regarding Mineral Reserve and Resource Es=mates Unless otherwise indicated, all reserve and resource esJmates included in this presentaJon have been prepared in accordance with NI 43-‐101 and CIM standards. Canadian standards, including NI 43-‐101, differ significantly from the requirements of the United States SecuriJes and Exchange Commissions , and reserve and resource informaJon in this presentaJon may not be comparable to similar informaJon disclosed by U.S. companies. In parJcular, and without limiJng the generality of the foregoing, the term “resource” does not equate to the term “‘reserves”. Under U.S. standards, mineralizaJon may not be classified as a “reserve” unless the determinaJon has been made that the mineralizaJon could be economically and legally produced or extracted at the Jme the reserve determinaJon is made. Qualified Person Mr. Paul Sarjeant, P. Geo., is a Qualified Person as defined by NI 43-‐101. Mr. Sarjeant is the Company’s Vice President ExploraJon, and, unless otherwise indicated, has prepared or supervised the preparaJon of the technical informaJon contained in this presentaJon and/or reviewed and approved such disclosure. For more informaJon, see the individual technical reports and news releases available under the Company’s profile at www.sedar.com 2 All monetary amounts in this presentaJon are in Canadian dollars unless otherwise indicated.

3. STRATEGY OVERVIEW Explore market opportunities as they emerge in various sectors of the strategic metals sector with emphasis on those metals, such as cobalt, used in the rechargeable battery space. 3 3

4. MARKET CAPITALIZATION 4 Global Cobalt Corp. TSX-‐V:GCO Issued & Outstanding 88,621,588 Warrants 12,191,220 OpJons 5,205,000 Fully Diluted 106,017,808 52 Week High/Low $0.27/$0.035 Market Cap. $6M Warrants Expiry Date Issued Price Warrant Descrip=on Dec. 30, 2014 80,761 $1.50 FT Private Placement Sept. 19, 2015 1,737,000 $0.073 Private Placement Nov. 6, 2015 4,256,060 $0.070 Private Placement Jan. 27, 2017 6,117,399 $0.35 Private Placement Stock Op=ons Expiry Date Issued Price Value CAD $ Nov. 30, 2014 350,000 $0.34 $119,000 Jan. 15, 2015 300,000 $0.30 $90,000 Dec. 18, 2018 400,000 $0.24 $96,000 Dec. 18, 2018 4,155,000 $0.19 $789,450 IMHL 30% MANAGEMENT 10% INSTITUTIONAL 10% RETAIL 50% Ownership Structure

5. “POWERED BY COBALT” panel technology 5 LOW PRICE + SUPPLY RISK + GROWING DEMAND = OPPORTUNITY IN COBALT Renewable Energy • Solar • Wind generaJon (turbines) • Energy storage Aerospace Technology & Hardened Steel • Jet engine turbines & military technology • Wear resistant & high strength steel alloys EsJmated values given 43-‐101 non-‐compliant C1+C2 Soviet Resource in addiJon to historic equivalent of 10% of the P1 Soviet defined resource. • High speed steels • Magnets Hybrid Electric Vehicle (HEV) Baueries • EssenJal component in growing rechargeable bauery sector • Diminishes demand for fossil fuels and reduces air polluJon Digital Revolution and Electronics • Mobile phones & smartphones • Computers & other electronic goods including iPods & iPads • Integrated circuits 5

6. COBALT & RECHARGEABLE BATTERIES 60% Cobalt by Weight 10-‐20% Cobalt by Weight EsJmated values given 43-‐101 non-‐compliant C1+C2 Soviet Resource in addiJon to historic equivalent of 10% of the P1 Soviet defined resource. 6 FACT: Cobalt chemicals are a criJcal component for rechargeable baueries • The rechargeable bauery market is experiencing rapid growth due to the conJnued proliferaJon of portable electronic devices. • In addiJon the emergence of electric vehicles is anJcipated to further boost the demand for cobalt in baueries • Bauery is the single largest use of cobalt accounJng for 42% of cobalt demand and is the primary driver of the cobalt market LITHIUM COBALT BATTERIES: Advanced, Higher Energy Density, Lighter Is Lithium Cobalt Oxide (LCO) Lithium Nickel Manganese Cobalt Oxide (NMC) Lithium Nickel Cobalt Aluminum Oxide (NCA) 9% Cobalt by Weight By the Year 2020 COBALT use in bauery applicaJons is esJmated to be greater than the current enJre world market for refined cobalt Source: Roskill

7. DRIVING THE DEMAND 7 Baèry Usage Accounts for 42% of Cobalt Demand Nickel-‐Metal Hydride Baèries Lithium-‐Ion Baèries Bauery Usage, 42% 1-‐4kg of Cobalt in a Car Bauery 2-‐8kg of Cobalt in a Car Bauery Cobalt is recognized as strategically important by both the USA and EU as it is criJcal to a number metallurgical and chemical products and is suscepJble to supply concerns EsJmated values given 43-‐101 non-‐compliant C1+C2 Soviet Resource in addiJon to historic equivalent of 10% of the P1 Soviet defined resource. Super Alloys, 19% Other, 39% 61% of mined cobalt is sourced from the geo-‐ poliJcally unstable D.R. Congo China refines 43% of the world’s cobalt 15% 15% Cobalt by 60% Weight 60% Cobalt by Weight Cobalt Demand Source: Roskill

8. 16/05/2014 PRICED AT HISTORIC LOWS 8 Price forecasts… Roskill price forecasts to 2018 ($/lb) 25 20 15 10 5 0 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 MB prices Roskill forecasts Source: Roskill ! An export ban on DRC concentrates ! New mining code in DRC ! Power disruptions in Africa ! Lower than expected demand in key sectors and applications ! World economic markets falter Historical cobalt prices… Cobalt free market in warehouse monthly average prices (US$ per lb) Jan-97 Sep-97 May-98 Jan-99 Sep-99 May-00 Jan-01 Sep-01 May-02 Jan-03 Sep-03 May-04 Jan-05 Sep-05 May-06 Jan-07 Sep-07 May-08 Jan-09 Sep-09 May-10 Jan-11 Sep-11 May-12 Jan-13 Sep-13 May-14 EsJmated values given 43-‐101 non-‐compliant C1+C2 Soviet Resource in addiJon to historic equivalent of 10% of the P1 Soviet defined resource. $60 $50 $40 $30 $20 $10 $0 Source: Metal Bulletin Low Price High Price Source: Roskill presentaJon delivered at the Cobalt Development InsJtute Cobalt Conference May 21st, 2014

9. THE PROJECT PORTFOLIO 9 “Develop ExisJng Resources and Expand Our Asset Porvolio & Footprint in the Strategic Metals Sector, Regionally and Worldwide” Karakul Cobalt Project Altai Sister Projects EsJmated values given 43-‐101 non-‐compliant C1+C2 Soviet Resource in addiJon to historic equivalent of 10% of the P1 Soviet defined resource. Werner Lake Project Iron Creek Project

10. Core from Werner Drill Rig at Werner 10 WERNER LAKE – PRIMARY COBALT IN CANADA • The Werner Lake Project consists of the historic Werner Lake and Werner Lake West cobalt-‐copper-‐gold mines • The project lies within the Werner Lake Belt, that also hosts the historic Gordon Lake copper-‐nickel mine • The present day Werner Lake Project hosts the two former cobalt producers and several other auracJve exploraJon targets • The Werner Lake Mine produced 146,386 lbs of cobalt from 1940 to 1944 • The Werner Lake West Mine produced approximately 10,000 tonnes of cobalt ore between 1996 and 1997 under the direcJon of Canmine Resources CorporaJon • Significant opportunity to increase exisJng resource with planned exploraJon and extension program Tonnes Cobalt (%) Copper (%) Gold (opt) Proven Reserves* 140,031 0.47 0.26 0.008 Probable Reserves* 40,829 0.25 0.43 0.030 Total* 180,860 0.42 0.30 0.013 Indicated Resources* 51,456 0.13 0.20 0.003 Inferred Resources* 869,378 0.29 0.28 0.011 *The historical resource esJmates at Werner Lake are not being treated as a mineral reserve or mineral resource. Key assumpJons, parameters, and methods used to prepare the historical esJmates are not known. A qualified person has not done sufficient work to classify the historical esJmate as a mineral resource or mineral reserve. AddiJonal drilling and tesJng is required to determine a current classificaJon as a mineral resource or mineral reserve. The Company is not treaJng the historical informaJon as a current mineral resource or mineral reserve and the reader is cauJoned to not rely upon this data. Please refer to the “Werner Lake Mineral Belt ProperJes Technical Report” by Gerald Harper, Ph.D., P.Geo. (On), dated March 22, 2011 and revised June 23, 2011 as filed on SEDAR.

11. 11 LOCATION OF MINERAL DEPOSTS IN THE WERNER LAKE BELT Werner Lake Mine Gordon Lake Mine Norpax Deposit East Werner Lake Granitoid Rocks (undivided) Mafic Gneiss & ultramafic-mafic intrusions Metasedimentary migmatite assemblage Werner-Rex Lake Fault Magmatic Ni-Cu-Cr-PGE deposits Co-Cu and Co skarnoid deposits Remobilised sulphide deposits 0 4 km Location of Mineral Deposits in the Werner Lake Belt

12. 12 WERNER LAKE MINERAL BELT PHASE I & II DRILL RESULTS Completed: • 1.21% cobalt over 12.30 metres • High-‐grade intercept of over 12% cobalt over 0.90 metres • High-‐grade intercepts associated with anomalous Cu, Ni and Au values • Over 12% Co returned in hole WL10-‐004 showing a zone of more than 5% sulphides in peridoJte with porJons that carry from 5 to 45% sulphides • Discovery of high grade eastern extension of 800 metres from Werner Lake cobalt deposit • 7,565m of drilling in 31 holes over the winter and spring of 2009-‐2010 Next Steps: • Evaluate Werner Lake with a goal to resume the work necessary to finalize the already iniJated NI 43-‐101 compliant resource report

13. 13 SIMPLIFIED GEOLOGY, MINE SITES AND SHOWINGS Werner Lake West Metasedimentary Rocks Granitoid Intrusions Tonalite-Trondhjemite- Granodiorite Intrusions Migmatites Ultramafic Rocks Old Mine Site Amphibolite & Alteration Roads Fault Co-Cu-Au Mineralisation 0 250 km Limit of Mapping Limit of Mapping Werner Lake Project Simplified Geology, Mine Sites and Showings East Zone

14. West East 0.028, 0.507 3.3 0.120, 0.560 1.4 0.05, 0.46 0.80 0.011, 0.382 10-030 10-013 10-017 10-022 10-032 10-024 *The historical resource esJmates at Werner Lake are not being treated as a mineral reserve or mineral resource. Key assumpJons, parameters, and methods used to prepare the historical esJmates are not known. A qualified person has not done sufficient work to classify the historical esJmate as a mineral resource or mineral reserve. AddiJonal drilling and tesJng is required to determine a current classificaJon as a mineral resource or mineral reserve. The Company is not treaJng the historical informaJon as a current mineral resource or mineral reserve and the reader is cauJoned to not rely upon this data. Please refer to the “Werner Lake Mineral Belt ProperJes Technical Report” by Gerald Harper, Ph.D., P.Geo. (On), dated March 22, 2011 and revised June 23, 2011 as filed on SEDAR. 14 WERNER LAKE MINERAL BELT IDEALIZED LONGITUDINAL SECTION 350 m 150 m 50 m Werner Lake Idealised Longitudinal Section (Looking North) 200m 250 m Surface Werner West Zone Old Mine Site Historic Resource Area Recent Drill Hole 10-019 1.21, 0.22 12.3 09-001 10-005 09-002 10-004 10-003 10-006 10-008 10-012 10-007 10-02310-019 10-020 10-011 10-009 10-010 10-028 10-018 10-021 10-025 10-027 10-026 10-015 10-016 10-029 10-033 10-031B 10-014 0.14, 0.38 3.1 0.124, 4.346 1.2 0.04, 0.20 1.9 0.012, 0.323 0.4 0.102, 0.266 2,4 0.10, 0.37 4.3 0.9 0.053, 0.159 1.2 0.122, 0.241 0.9 0.377, 0.135 1.6 NSR NSR NSR 0.011, 0.431 1.3 0.020, 0.234 0.9 NSR 0.025, 2.43 4.9 0.289, 0.096 4.7 0.288, 0.156 1.1 NSR NSR NSR 0.279, 0.085 2.7 0.039, 0.422 1.4 0.007, 0.142 1.0 0.017, 0.274 3.0 0.196, 0.145 2.8 NSR % Co, % Cu m

15. 15 WERNER LAKE GOALS, PROJECTIONS & FUNDING REQUIREMENTS TASK STATUS FUNDING REQUIREMENT Complete NI 43-‐01 Resource EsJmaJon Q4 2014 $50,000 ValidaJon, Infill & Expansion Drilling • RecommendaJon of 1,800m Q4 2014/Q1 2015 $450,000 Metallurgical Sampling/Preliminary Test Work Q1 2015 $50,000 -‐ $75,000 Preliminary Economic Assessment (PEA) Q2 2015 $50,000 -‐ $100,000 Environmental Assessment Work Q2/Q3 2015 TBD Meet IFC Performance Standards requirements • Environmental & Social Impact Assessment TBD TBD

16. “The addi)on of Iron Creek into our cobalt project por8olio is exci)ng and diversifies our project mix at a )me when cobalt is becoming increasingly important in the baAery sector.” 16 A FOOTHOLD IN THE FAMED IDAHO COBALT BELT • The Iron Creek project provides Global Cobalt with a foothold in the Idaho Cobalt Belt, the most prolific belt of cobalt mineralisaJon in the United States. • Consists of seven patented mining claims of approximately 118 acres located in Lemhi County about 26 miles southwest of the town of Salmon, Idaho. • Discovered in the 1940’s as a possible iron deposit, past work by previous operators idenJfied several zones of cobalt-‐copper mineralisaJon. • Extensive drilling, sampling, and geologic work was completed on two of the most promising areas. • Numerous other exploraJon targets have been idenJfied on the property that have yet to be fully evaluated. Entrance to ExisJng Adit at Iron Creek

17. 17 IRON CREEK PROJECT LOCATION Salmon River Montana Idaho Lemhi County Custer County Hwy 75 Hwy 93 Hwy 28 Hwy 93 Challis Macay Bear Track Blackbird Yellowjacket Salmon Cobalt 0 20 Miles Iron Creek Project Idaho Cobalt Project Idaho USA

18. 18 IRON CREEK PROJECT HIGHLIGHTS • The Iron Creek project provides Global Cobalt with a foothold in the Idaho Cobalt Belt, the most prolific belt of cobalt mineralisaJon in the United States. • Approximately 30,000 feet of diamond drilling and 1,500 feet of underground drixing has been completed exploring the project by previous operators. • Historic literature defines "two disJnct lenses of cobalt mineralizaJon." • The first lens esJmated to contain 1,050,000 tons grading 0.61% cobalt and 0.3% copper and having a strike length of about 750 feet. • A second lens of high-‐grade cobalt mineralizaJon of 229,000 tons extends for 600 feet of strike length, is deeper than the first lens, and averages about 0.48% Co and 0.24% Cu. • Historic met work indicates that the project has low arsenic levels that disJnguishes the project from others in the belt • A posiJve as it make potenJal process handling easier and less costly *The historical resource esJmates at the Iron Creek Project are not being treated as a mineral reserve or mineral resource. Key assumpJons, parameters, and methods used to prepare the historical esJmates are not known. A qualified person has not done sufficient work to classify the historical esJmate as a mineral resource or mineral reserve. AddiJonal drilling and tesJng is required to determine a current classificaJon as a mineral resource or mineral reserve. The Company is not treaJng the historical informaJon as a current mineral resource or mineral reserve and the reader is cauJoned to not rely upon this data

19. 19 IRON CREEK PROPERTY GEOLOGICAL COMPILATION Geological Compilation with Drill Holes Quartzite Argillite Iron Creek Property Argillite Quartzite No Name Zone 0 500 feet Underground Workings Drill Hole Geological Contact Limits of Sulphide Zone Tertiary Challis Volcanics Proterozoic Yellowjacket Fm Mineralisation Modified from Ristorcelli 1988 50 W 40 W 30 W 20 W 10 W

20. 20 IRON CREEK GOALS, PROJECTIONS & FUNDING REQUIREMENTS TASK STATUS FUNDING REQUIREMENT (Es=mated) CompilaJon of historic data into Technical Report Q4 2014/Q1 2015 $100,000 Geological Analysis with Supervision • Enhance the understanding of the geology and possible mineralizaJon Q1 2015 $100,000 Geophysical Survey • Airborne • Ground Q1 2015 $250,000 Diamond Drilling • IniJal recommendaJon of +/-‐ 7,000m to replicate historical drilling work effort Q2 2015 $1,750,000

21. THE ALTAI: A PRO-MINING REGION KARAKUL, Altai Republic Kazakhstan Mongolia China 21 Altai Republic, Russia

22. THE KARAKUL COBALT PROJECT EsJmated values given 43-‐101 non-‐compliant C1+C2 Soviet Resource in addiJon to historic equivalent of 10% of the P1 Soviet defined resource. • The Karakul deposit is a hydrothermal polymetallic sulphide deposit with elevated content of cobalt, copper, tungsten, bismuth and silver • At least five parallel north-‐ south trending structurally controlled sulphide zones are delineated by historical exploraJon works, including the Western, Eastern, Southwestern, Northeastern and Malachite Zones 22 The Karakul Camp

23. KARAKUL COBALT PROJECT EARN-IN BY GLOBAL COBALT EsJmated values given 43-‐101 non-‐compliant C1+C2 Soviet Resource in addiJon to historic equivalent of 10% of the P1 Soviet defined resource. • Global Cobalt has an opJon from Imperial Mining Holding Limited (“IMHL”) to earn 100% of five mineral resource projects including the following: • Karakul Cobalt Project • Altai Sister properJes: o Kuruozek; Yantau; Toshtuozek and Olendzhular • Enables greater control over a robust project porvolio • Ability to leverage itself for future opportuniJes • ConsideraJon for the OpJon in the ProperJes includes: • ObligaJon to incur minimum cumulaJve expenditures (up to $15M) by December 31, 2015 to earn up to a 74.9% interest in the properJes 23 Drill Rig at Karakul

24. 24 YEAR ROUND ACCESS

25. KARAKUL ESTIMATES 25 The current size, scale and potenJal of Karakul makes it one of the largest Global Cobalt Corporation NI 43-101 Technical Report on the Karakul Property and Adjacent Satellite Occurrences, Republic of Altai, Russian Federation known primary sources of the strategic metal cobalt globally. Table 1.1: Summary of KarakulMineral Resource Statement – By Mineralised Zone, Cut-off Grade of 0.05% Cobalt Equivalent WAI (June 30, 2014) Western Zone Resource Classification Rock Type Tonnes (Kt) Density Co (%) Bi (%) Cu (%) WO3 (%) Ag (g/t) CoEq (%) Contained Metal CoEq (t) Co (t) Bi (t) Cu (t) WO3 (t) Ag (t) Indicated Oxide 981.01 2.56 0.024 0.068 0.269 0.096 0.87 0.257 230.88 664.67 2,640.99 940.51 0.85 2,525.87 Indicated Sulphide 17,156.33 2.96 0.113 0.057 0.362 0.056 3.13 0.318 19,449.50 9,753.72 62,146.50 9,629.98 53.71 54,480.66 Total Indicated Oxide+Sulphide 18,137.34 0.109 0.057 0.357 0.058 3.01 0.314 19,680.38 10,418.39 64,787.49 10,570.49 54.56 57,006.53 Inferred Oxide 17.82 2.56 0.007 0.001 0.067 0.037 0.00 0.069 1.19 0.22 12.00 6.57 0.00 12.34 Inferred Sulphide 2,915.63 3.11 0.096 0.107 0.325 0.053 4.48 0.326 2,792.06 3,131.74 9,467.09 1,532.24 13.07 9,509.79 Total Inferred Oxide+Sulphide 2,933.45 0.095 0.107 0.323 0.052 4.46 0.325 2,793.25 3,131.96 9,479.09 1,538.81 13.07 9,522.13 Eastern Zone Inferred Oxide 147.26 2.56 0.034 0.061 0.211 0.102 3.08 0.261 49.54 89.36 311.16 150.84 0.45 384.91 Inferred Sulphide 5,971.10 2.89 0.078 0.066 0.218 0.045 1.80 0.237 4,636.72 3,939.70 13,001.47 2,690.20 10.73 14,167.84 Total Inferred Oxide+Sulphide 6,118.36 0.077 0.066 0.218 0.046 1.83 0.238 4,686.26 4,029.07 13,312.63 2,841.04 11.18 14,552.75 Notes: 1.Mineral Resources are not reserves until they have demonstrated economic viability based on a feasibility study or pre-feasibility study; 2.Mineral Resources are reported inclusive of any reserves; 3. Grade represents estimated contained metal in the ground and has not been adjusted for metallurgical recovery; 4. No additional mining factors applied and; 5. Numbers may not add due to rounding. 6. Co Equivalent calculated based on the following parameters assuming 100% recovery: Metals US$/lb (USD$/0z) US$/tonne CoEq factor Co 13.608 30,000 1 Cu 3.266 7,200 0.2400 Bi 9.888 21,800 0.7267 WO3 16.783 37,000 1.2333 Ag 20 0.6430 0.0021 Conversion Factor lb/kg g/troy oz 2204.623 31.10348 Factor 22.0462

26. DISTRICT STRATEGY 26 • Proximity of Altai Sister ProperJes to Karakul adds the possibility of addiJonal resources within 20km of Karakul • Provides significant upside to the creaJon of a new mining jurisdicJon in the Altai region • Kuruozek: • Extension of the Karakul mineralizing system less than 5km from the adit area • Olendzhular & Toshtuozek: • Excellent tungsten values and copper mineralizaJon exposed in surface trenching • Yantau: • Preliminary sampling idenJfied two areas of anomalous silver over Eastern Zone 26

27. JUNIOR RESOURCE COMPANY WITH MAJOR PARTNERS Beijing General Research Ins$tute of Mining & Metallurgy (BGRIMM): will act as engineering, procurement and construcJon contractor and develop a project assessment for markeJng solely in the China Beijing Easpring Material & Technology Co. (Easpring): SOEs European Bank for Reconstruc$on and Development (EBRD): is a current shareholder of Global Cobalt and will conJnue to provide vital financial and poliJcal input The Russian Federa$on: approved the foreign bid for a strategic asset, granted an open pit permit, and commiued along with the Altai Republic CDN $440M for local infrastructure with Karakul as the pilot project 27 “Con$nue to build a significant enterprise in coopera$on with influen$al and strong partners” preliminary off-‐take agreement in place with Easpring, a leading specialized supplier of cathode material for lithium-‐ion baueries to industry giants such as Samsung, Sony, Panasonic, and BYD CITIC Merchant Bank: provide relaJonships into CITIC Capital and other Chinese EsJmated values given 43-‐101 non-‐compliant C1+C2 Soviet Resource in addiJon to historic equivalent of 10% of the P1 Soviet defined resource.

28. 28 FOCUSED & MOTIVATED Ms. Erin Chu`er, President & CEO, Director • President and CEO of Global Cobalt; founded as Puget Ventures in 2007. • Prior to founding Puget, Ms. Chuuer worked for PlaJnum Group Metals, Mag Silver, West Timmins Mining. • ExperJse in management, finance, M&A, strategy and operaJons. • From 1992-‐2001, Ms. Chuuer held various posiJons for federal and provincial government officials, including the Leader of the federal OpposiJon, Minister of Indian Affairs and Minister of Defence. • Ms. Chuuer sits on the Boards of the Canadian Taxpayer's FederaJon and the MacDonald Laurier InsJtute, and is the Chair of the Canada Eurasian Russia Business AssociaJon, Vancouver Chapter. • Ms. Chuuer was recognized with a 2011 Business in Vancouver “Top 40 Under 40” achievement award. Mr. Oleg Scherbina, Chief Financial Officer • Mr. Scherbina is a financial manager with experience in all aspects of accounJng and financial management. • He has direct experience within the mining, construcJon and oil/gas sectors and has been involved with numerous mining companies, including Uranium One, Eureka Mining Plc and Bema Gold CorporaJon. • Currently, Mr. Scherbina is responsible for the development of the accounJng system for the parent company and subsidiary companies of Global Cobalt, as well as for day-‐to-‐day financial operaJons of the company, including contract review, payroll, budgeJng and financial control development. • Mr. Scherbina is fluent in English, Russian and Ukrainian and as such played an important role in the coordinaJon and execuJon of all finance-‐related acJviJes of the Bema Gold and Eureka Mining operaJons in Russia, while also managing administraJve and human resources funcJons. Mr. Paul Sarjeant, P.Geo, VP Explora=on • Mr. Sarjeant, P. Geo, has extensive exploraJon, project evaluaJon and acquisiJon experience both in Canada and internaJonally and has developed a solid background in company management through various execuJve management posiJons with several publicly traded junior resource companies. • Mr. Sarjeant began his career with Echo Bay Mines Ltd. as a project geologist working on projects in the NWT, Archean greenstone belts, Lupin Mine peripheral project, and skarn properJes in BC and Ecuador. • He was appointed Senior Geologist, InternaJonal ExploraJon Group, responsible for project evaluaJon outside of North America, including precious and base metals projects in South America, East Africa, South East Asia, Russia, Mongolia, Australia, New Zealand and Europe.

29. 29 FOCUSED & MOTIVATED Mr. Mitchell Smith, Corporate Development • Mr. Smith has over 10 years of experience in senior management roles encompassing markeJng, sales, shareholder relaJons, corporate communicaJons, public relaJons and business development. • Mr. Smith began his career in the mining sector in 2007, tenured with the Petaquilla Group of Companies (Petaquilla Minerals TSX:PTQ and Petaquilla Copper (TSX:PTC)) (nowFirst Quantum’s Cobre Panama project) where he worked in shareholders relaJons and managed communicaJons between the Vancouver and Panama headquarters. • Mr. Smith is responsible for developing, implemenJng and execuJng all aspects of Global Cobalt’s corporate development acJviJes in its transformaJon from Puget Ventures Inc. • Mr. Smith sits on the Editorial Board of the AssociaJon of Mineral ExploraJon BriJsh Columbia (AMEBC), an industry advocate organizaJon for successful and responsible mineral exploraJon & development and the predominant voice of mineral exploraJon and development in BriJsh Columbia. Mr. Graham Abbo`, Shareholder Rela=ons • Mr. Abbou has 12 years of corporate experience with Telus, with involvement in business sales, operaJons and team management and responsibility for mulJ-‐million dollar transacJons. • In-‐depth experience with long-‐cycle corporate deal development and complex relaJonship management. • Involvement with several public companies in business and corporate development (both strategic and financial), operaJons management and shareholders relaJons acJviJes. • Key member of team responsible for consolidaJng and finalizing the Salares Lithium property package into the publicly listed company that became Talison Lithium. Talison Lithium was acquired for over $750M in the first quarter 2013. Mr. Jaime Stallwood, Shareholder Rela=ons • 30 years entrepreneurial experience managing companies from early stage development to mulJ-‐million dollar NASDAQ listed companies on both the operaJons and corporate levels. • Managed a naJonal sales force in excess of 200 salespeople for a naJonal Telecom Provider while at the same Jme implemenJng naJonal consumer markeJng and iniJaJves. • Key involvement with LML Payment Systems (a NASDAQ listed company) that was sold for $110M in first quarter of 2013. • Has parJcipated in numerous M&A transacJons as well as subsequent integraJon, uJlizaJon and markeJng acJviJes.

30. 30 DEDICATED & EXPERIENCED BOARD OF DIRECTORS: Mr. Gaston Reymenants, Director Global Cobalt • DisJnguished career in mining, smelJng, refining and metal trading spans over forty years, during which, he was also responsible for the financing of several off-‐take projects in Australia, China and the Americas. • Served over 20 years with Falconbridge InternaJonal in various managerial posiJons and was part of the joint venture with Norilsk Kombinat. • Was managing director of Kola InternaJonal Murmansk, and held director and/or senior managerial posiJons with several companies with cobalt assets including Baja Mining, Polymet Mining and KCM. • Mr. Reymenants’s wealth of knowledge in the cobalt and industrial metals sectors will prove an excellent resource to Global Cobalt. Mr. Jean-‐Pierre Colin, Director Global Cobalt • Mr. Colin is a mining execuJve who provides corporate strategy consulJng services to boards and shareholders of high profile internaJonal mining companies and was was an investment banker, leading corporate finance and M&A departments of several securiJes brokerage houses in Canada. • He is a Director of Premier Gold Mines (TSX:PG), Director of Xmet Inc. (TSX.V:XME) and is special advisor to the ExecuJve Chairman and Board of BlackRock Metals Inc. • He is the former Faculty of Arts Co-‐Chair of the Waterloo Advisory Council, founder of Caratax Management Ltd., a manager of public flow-‐through share limited partnerships, and a former director of Wolfden Resources Inc., Pelangio Mines Inc., Virginia Gold Mines Inc., and NIM Management, the manager of over $730 million of flow-‐through funds. • Mr. Colin is a Member of the Bar of the Province of Quebec and holds a Master of Business AdministraJon from the University of Western Ontario, a Civil Law Degree from the University of Ouawa and a CerJficate in ComparaJve Law from the University of Manitoba. Mr. Alexander Ordanian, Director Global Cobalt • Mr. Ordanian's experience in the mineral, construcJon development and investment industry, specializing in corporate finance, capital markets and private business, spans well over twenty years. • He has a vast experience with emerging markets parJcularly in the Russian FederaJon and CIS countries as well as in Central and Eastern Europe. • He has operated and been associated with various board and senior management teams, and successfully managed the chief execuJve funcJon for a holding group of companies with mulJple business streams. • During his highly respected career he worked on key merger and acquisiJon transacJons with a number of major internaJonal companies including Mobil, BriJsh Petroleum and Shell. • Currently, Mr. Ordanian is a member of the Board of Directors of Imperial Mining Holding Limited and one of the directors of a North American merchant services company.

31. 31 DEDICATED & EXPERIENCED BOARD OF DIRECTORS CONTINUED: Mr. Peter Reynolds, Director Global Cobalt • Mr. Reynolds is engaged by EBRD to carry out reviews of EBRD's investments for several projects in Mongolia and Russia and was previously the EBRD's nominated Director on the Board of IMHL. • Nearly 40 years in the minerals industry, with high-‐level experience at various mines including being former Manager of OperaJons Planning & Mine Projects/Manager Mine Business Improvement at Olympic Dam and was former Managing Director Marlborough Resources as well as Mining Engineer Normandy Mining. Mr. Ray Castelli, Director Global Cobalt • Mr. Castelli was appointed CEO of Weatherhaven, one of the world's leading manufacturers of redeploy able camps and shelter systems, in January 2008. • Weatherhaven has grown to become a key supplier to the Canadian, US, Australian and NATO armed forces, numerous resource exploraJon companies as well as the United NaJons and other disaster and humanitarian relief agencies. • Mr. Castelli was co-‐founder and Senior Vice President of Quadrem, a Dallas-‐based global supply chain and e-‐procurement company, serving 19 of the world's largest natural resource companies, including Rio Tinto, BHP Billiton, Alcan and Inco. His role was to build the global organizaJon and product set for this e-‐business pioneer. • Mr. Castelli joined Alcan in 1995 following business school in Europe. He was promoted to Alcan's Montreal headquarters in 1997 as Director of Strategic Planning. Mr. Kamen Zahariev, Director Global Cobalt • Mr. Zahariev is a highly respected and experienced internaJonal debt and equity finance and investment professional with parJcular emphasis on Emerging Markets and Central and Eastern Europe. • Currently, Mr. Zahariev is a member of the investment commiuee at CEE Special SituaJon Fund and is a Director overseeing the team responsible for European Bank for ReconstrucJon and Development's (the EBRD) significant porvolio of restructuring projects throughout Central and Eastern Europe. • He has extensive experience as non-‐execuJve member of the board of investee companies and senior advisor of investment funds in the region. • In the last 15 years Kamen Zahariev has parJcipated in over 50 significant transacJons including project finance, M&A, private equity and workouts. • He is member on the supervisory board at Prista Oil B.V. Group, is a member of the BriJsh InsJtute of Directors and is also associated with several business organizaJons with interests in Eastern Europe. Mr. Marc Thomas, Director Global Cobalt • Mr. Thomas, P.Eng is an EU NaJonal who is fluent in Russian and has worked and traveled extensively throughout Russia & the former CIS countries for the past 15 years. • He is currently the General Director and Partner in IST, a technology company represenJng European and American industrial equipment in the Russian marketplace and serves as Director at Imperial Mining Holding Limited. • He has served in a series of leadership roles of increasing responsibility and is a high performing leader, with strategic and commercial acumen obtained from start-‐ups and business development in blue chip and fast growth Russian companies. • Mr. Thomas has also been involved with three corporate re-‐structurings in the natural resource sector. He holds an MBA from INSEAD (France) and a BSc., Engineering from the Colorado School of Mines.

32. SUMMARY VISION: Achieve growth as a leading strategic metals group and enhance overall value for shareholders STRATEGY: Balanced and flexible combinaJon of enhancing exisJng assets, organic growth and strategic acquisiJons PARTNERSHIPS: ConJnue to build a significant enterprise in cooperaJon with influenJal and strong partners ASSETS: Develop exisJng resources and expand asset porvolio & footprint in the natural resources sector, regionally and worldwide LEADERSHIP: Engaged to the central vision of advancing the porvolio of quality assets to ensure corporate growth & valuaJon 32 EsJmated values given 43-‐101 non-‐compliant C1+C2 Soviet Resource in addiJon to historic equivalent of 10% of the P1 Soviet defined resource.

33. 33 Global Cobalt Corporation TSX.V:GCO OTCBB:GLBCF FRA: 3P0 Suite 1510-1050 West Pender Street Vancouver, BC, V6E 3T4, Canada T. (604) 688-4219 F. (604) 688-4215 info@globalcobaltcorp.com www.GlobalCobaltCorp.com Twitter @GlobalCobalt “Powered by Cobalt” 33

34. EXPLORE DEVELOP ACQUIRE LEAD 34

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