Crocodile Gold is a mid-tier gold producer with assets in Australia including two operating mines in Victoria and one nearing production in the Northern Territory, with the goal of increasing production to 200,000-230,000 ounces in 2012 through integration and expansion. The company has additional exploration projects and over 4,000 square kilometers of land holdings with the objective of growing reserves and resources. Crocodile Gold pursues a strategy of growth through exploration, development of projects like Union Reefs and Maud Creek, and value-creating acquisitions.

1. A New Mid-Tier Gold Producer
TSX: CRK
OTCQX: CROCF CORPORATE PRESENTATION
FRANKFURT: XGC

2. Forward Looking Information
TSX:CRK OTCQX: CROCF
This presentation contains forward-looking information under Canadian securities legislation. Forward-looking information includes, but are not limited to, statements with respect to the
development potential and timetable of the projects; the future price of gold; the estimation of mineral resources; conclusions of economic evaluation (including scoping studies); the
realization of mineral resource estimates; the timing and amount of estimated future production, development and exploration; costs of future activities; capital and operating expenditures;
success of exploration activities; mining or processing issues; currency exchange rates; government regulation of mining operations; and environmental risks. 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 that certain actions, events or results “may”, “could”, “would”, “might” or
“will be taken”, “occur” or “be achieved”. Forward-looking information is based on the opinions and estimates 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 on assumptions underlying mineral resource estimates and the realization of such estimates; results of previous
mining activities at the projects, and detailed research and analysis completed by independent of the Company; research and estimates regarding the timing of delivery for long-lead items;
knowledge regarding the factors consultants and management involved in building a mine and other factors described in the technical reports and Annual Information Form filed under the
profile of the Company 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 production schedules, 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 those expressed or implied by such forward-looking information, including but not
limited to risks related to: timing and availability of external financing on acceptable terms; unexpected events and delays during construction, expansion and start-up; variations in ore grade
and recovery rates; receipt and revocation of government approvals; 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 has
attempted to identify important factors that could cause actual results to differ materially from those contained in forward-looking information, 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 information. The Company 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 resources be reported
separately. Mineral resources that are not mineral reserves do not have demonstrated economic viability. Due to the uncertainty of measured, indicated or inferred mineral resources, these
mineral resources may never be upgraded to proven and probable mineral reserves.
Certain information contained herein may be considered to be future-oriented financial information, which was designed and approved by management of Crocodile Gold for the purposes of
assessing the value of the acquisition. Readers are cautioned that such information may not be appropriate for their use, and readers should consult their financial advisors as appropriate.
David Keough F.AusIMM of Crocodile Gold is a “qualified person” as such term is defined in National Instrument 43-101 and has reviewed and approved the technical information and data
included in this press release.
Non-GAAP Measures
Crocodile Gold believes that investors use certain indicators to assess gold mining companies. The indicators are intended to provide additional information and should not be considered in
isolation or as a substitute for measures of performance in accordance with the International Financial Reporting Standards.
“Cash Cost per Ounce” is a non-GAAP performance measure which could provide an indication of the mining and processing efficiency at the operations. It is determined by dividing the
operating expenses, excluding stock-based compensation allocated to the operating expense and next of silver revenue, by the number of ounces of gold sold. There are variations in the
method of computation of ‘cash cost per ounce” as determined by the Company compared with other mining companies. For more detail on Cash Cost per Ounce determination for Corocidle
gold, please visit www.sedar.com or www.crocgold.com and review the latest Annual Financial Statements issued on March 19, 2012.
Cautionary Note to U.S. Investors Concerning Estimates of Measured, Indicated or Inferred Resources
The information presented uses the terms “measured”, “indicated” and “inferred” mineral resources. United States investors are advised that while such terms are recognized 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 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.
2

3. Investment Advantage
TSX:CRK OTCQX: CROCF
Assets
 Australian-based production and exploration
 Mineral Resources: 4.9 million ounces M&I and 2.7 million ounces inferred
 Over 4,000 sq. km land package with proven historical production
 Significant infrastructure and accessibility
Production
 Two Operating mines and One new mine nearing commercial production
 One 2.4 million TPA processing facility (NT) & Two 1.0 million TPA facility (Victoria)
 Expanding production profile with decreasing cash costs
 New projects being added to the production pipeline
Exploration
 Outstanding potential to discover additional resources
 Extensive exploration project and development pipeline
 Exploration strength with potential for further joint venture opportunities
3

4. Our Assets
TSX:CRK OTCQX: CROCF
West Howley/ Union Reefs
Rising Tide
International
Cosmo
Maud Creek
Legend Fosterville
Operations
Projects Stawell
4

5. Our Assets
TSX:CRK OTCQX: CROCF
Victoria State
Fosterville Production
Operations
Stawell Production
Northern Territory
West Howley/Rising
Production (completion in Q2 2012)
Tide
Operations
Pre-Production
Cosmo
(Anticipated Commercial Production Q4 2012)
International Pre-Production (Permitting)
Projects Union Reefs Advanced Exploration
Maud Creek Advanced Exploration
5

6. Our Assets
Fosterville & Stawell - Acquisition TSX:CRK OTCQX: CROCF
 Transaction closed on May 4th
 Acquisition Terms
 $55 million cash paid at closing
 20 million shares of Crocodile Gold issued to AuRico Gold (subject to Six Month Lockup)
 Deferred payments based on Net Free Cash Flow (NFC) as defined by purchase
agreement:
 First $60mm of NFC is paid 100% to CRK
 Next $30mm of NFC is paid 100% to AUQ
 Next $30mm is shared 50/50 between CRK and AUQ
 Beyond the initial $120mm, NFC is shared 80/20 between CRK and AUQ
Fosterville Mine, Victoria
Stawell Mine, Victoria
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7. Fosterville & Stawell
Acquisition - Key Benefits TSX:CRK OTCQX: CROCF
2012
Creates a Mid-Tier, Australian-Focused Producer 230
 Ability to produce 200,000 – 230,000 oz in 2012(1) Production (000’s oz) 200
 Additional mines de-risk “single asset risk”
Financially Attractive to Shareholders 1,100
 Consummated with minimal shares issued 1,000
Cash Costs (A$/oz)
 Changes Crocodile Gold’s cash flow profile and
strengthened liquidity position allows for flexibility
Numerous Potential Synergies and Cost Saving
130
Opportunities
EBITDA (A$MM) 100
 Financial, Commercial and Technical Benefits
(1) Assumes full 2012 production for Fosterville & Stawell . CRK took ownership as of May 4th 2012
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8. Fosterville & Stawell
Acquisition - Key Benefits TSX:CRK OTCQX: CROCF
Significant Management/Operation Team Synergies
 Combination of 3 seasoned teams with a wealth of experience
 Creation of a shared services group of experts providing support to the operations
Acquisition Milestones
 Transaction closed: May 5th
 Integration team put in place on May 14th
 A$75mm debt facility with associated Gold Swap arrangement closed: June 12th
 Consolidation of short, medium and long term strategy: August 12th
Furthers Crocodile Gold Strategy to Act as a Consolidator in Australia
 Numerous additional opportunities to add producing assets in Australia accretively
 Benefits of increased scale furthers synergies, both in operations and in cost of capital (stock
re-rating as company grows)
 Significant free cash flow generation could allow Crocodile Gold to grow without large
issuances of stock

9. Production
2012 – MD&A Outlook TSX:CRK OTCQX: CROCF
Northern Territories
 Suspension of surface mining occurred in Q2
2012
 Ramp-up of Cosmo Mine
 Production 40,000 to 45,000 ounces
State of Victoria
 Integration of Fosterville and Stawell mines in
Victoria.
 Decision to ramp down U/G operations at
Stawell 2012 Production Profile
Ounces
 Production 151,000 to 161,000 ounces
Q3 – YTD Production
 93,376 ounces
 141,625 ounces, including FGM and SGM
production prior to May 5th
9

10. Production
NT - International Pit: Permitting TSX:CRK OTCQX: CROCF
Historic Production
 745,000t @ 1.6g/t Au for 31,000 oz 3D model
 Pit backfilled when mining ceased in 1995 South Gandy’s
 Located within 20km of Union Reefs mill
Key Milestones
 September 25th: Department of Mines and
Energy granted In-Principle approval to move Conceptualized pit
forward with pit redevelopment
 Expect mining to start Q2 of 2013
Production Plan
 Estimated 50,000 to 60,000oz
 Stripping ratio: 3 to 1
 3 years of operation – Start-up to completion
10

11. Exploration
TSX:CRK OTCQX: CROCF
Strategy
 Growth through greenfields and brownfields exploration
Exploration Goals
 Reserves: Increase reserves from 1M oz to 1.5M oz.
 Resources: Increase mineral resources from 7.6M oz to
10M oz
2012 Objectives
 Assessment of information collected in 2011 for
identification of next opportunities
 Assessment of recently acquired land position in State of
Victoria
 Advance Union Reefs & Maud Creek projects
11

12. Exploration - NT - Union Reefs
Underground Deposits TSX:CRK OTCQX: CROCF
Historical Production
 800,000 oz Au from open pits - AngloGold
 Ore successfully treated at the Union Reefs mill
 Prospect deposit located within 1,000m from existing
infrastructure
2011 - 2012 Key Exploration Results*
 Prospect: 4.23m@27.0g/t Au, 2.5m @240.4 g/t Au
 Crosscourse: 181.2m@1.81g/t Au, 12.3m @8.9g/t Au
2012 Key Milestones
 Completed a 11,500m drilling program
 Update of resources model & desktop study – Q3 2012
 Board decision on Phase II – Underground exploration
decline – Q4 2012
*Refer to previous press releases dated October 13, 2011 and January 20,2012 and May 9th for detailed
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results

13. Exploration – NT - Maud Creek
Surface/Underground Deposit TSX:CRK OTCQX: CROCF
Historical Production Future Development
 173,600t @3.32g/t Au for 18,500oz  Open pit followed by underground operation
 Mineral Resource:  Partially refractory – metallurgical testing
 Measured & Indicated - 9,288,000t @ 3.1g/t Au for indicates 90-95% recovery by flotation with
935,000oz. Greater than 4.5g/t Au – 3.1 Mt @ 6.3 g/t concentrates grading 3-6 opt.
for 628,000oz
 Applicability of Fosterville BIOX technology
 Inferred Mineral Resources - 1,072,000t @2.4g/t Au
for 82,000oz (using a 1.0g/t Au cut-off)  Near the town of Katherine – 8km haul road to
paved highway
2012 Key Milestones
 Update of mineral resources model,
metallurgy & scoping study – Q2 & Q3
 Board decision on Phase II – 10,000m of
drilling with associated metallurgical testing
Q4
 Board decision on Phase III – Initiate pre-
feasibility study – Q4
13

14. Our Growth Strategy
TSX:CRK OTCQX: CROCF
Short Term – Focus on higher quality ore
– Ramp-up of Cosmo underground mine
– Integration of Fosterville and Stawell operations
– Permitting of Pine Creek (International Mine)
Medium Term – Maximize value of gold assets
– Advance projects such as Union Reefs and Maud Creek
– Assessment of expanded land position in the State of Victoria
– Consolidate assets
Long Term – Explore
– Continued investment in exploration on an annual basis
– Value creating acquisition
14

15. Our Growth Strategy
2012 Q2 – Financial position TSX:CRK OTCQX: CROCF
At June 30, 2012 (US$):
 Total Asset Value $462,000,000
 Working Capital $10,000,000
 Cash Position $25,000,000
Three months ended June 30, 2012 (US$):
 Revenue $57,000,000
 Mine Operating Earnings $6,000,000
 Cash Generated by Operations $5,000,000
Credit Suisse AG Debt Facility A$75 million
 Fixed payment: A$1.923mm per month, January 2013 to March 2016
 Swap Sale Contracts for 8,000 oz. of gold per month at average price of A$1,540/oz., July
2012 to March 2016:
- Call Contracts for 4,000 ounces of gold per month at A$2,100 per ounce over the same term
- 8,000 oz per month represent less than 40% of production. Remaining 60% sold at spot price
15

16. Management
TSX:CRK OTCQX: CROCF
Chantal Lavoie, P. Eng. President & Chief Executive Officer, Chairman
Mr. Lavoie is a Professional Mining Engineer with extensive experience in mining operations and projects. Mr. Lavoie has spent the last eight years at De
Beers Canada Inc. ("De Beers") where he was responsible for the Canadian operations of De Beers including Snap Lake and Victor mines, the Gahcho Kue
project and was acting CEO of De Beers. Mr. Lavoie has also worked for Barrick Gold Corporation at Goldstrike in Nevada and Aur Resources Inc. at the
former Louvicourt mine.
Rob Dufour Interim Chief Financial Officer
Mr. Dufour is a Chartered Accountant (CA) with over 10 years of finance and accounting experience. He started his career with the Toronto office of
PriceWaterhouseCoopers. Later he joined Northgate Minerals Corporation as Corporate Controller and subsequently was promoted to Group Financial
Controller for Northgate Australian Venture Corporation (NAVCO) until it was acquired by Crocodile Gold Corporation.
Bill Nielsen, P. Geo Vice President Exploration
Mr. Nielsen is an accredited geologist with over 35 years of worldwide mineral exploration and development experience. Most recently, he has been
working as a senior industry consultant to mining exploration companies working with a variety of commodities in various countries and geological
environments. From 2003 to 2008, Mr. Nielsen was the V.P. Exploration of Nevsun Resources Ltd., where he played a significant role in the discovery of
the Bisha gold-VMS deposit in Eritrea. He has worked for companies within the Forbes & Manhattan Group since early 2010.
Colinda Parent, Vice President Corporate Development
Ms.Parent has extensive capital markets experience having spent over 15 years in institutional equity sales and 5 years in investment banking in Toronto.
Previously, Ms. Parent was one of the founders of Sandfire Securities, a Toronto-based institutional equity boutique focused on raising funds for and
trading stocks in small and mid-cap Canadian-listed resource companies. She also served on the Board and Executive Committee at Sandfire. Ms. Parent
is a CFA charter holder and has an MBA from the Ivey School of Business.
Operations Team : Ian Holland, General Manager, Fosterville Gold Mine
Troy Cole, General Manager, Stawell Gold Mine
Peter Crooks, General Manager, Northern Territory
16

17. Board Of Directors
TSX:CRK OTCQX: CROCF
On February 29, 2012 a new Board of Directors was constituted and Chantal Lavoie was appointed as Chairman.
George Faught, CA, Lead Director
Mr. 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.
Robert Getz, MBA, Director
Mr. Getz is a managing director and a co-founder of Cornerstone Equity Investors, LLC. Mr. Getz has strong experience in public and private debt and
equity financings and domestic and international mergers and acquisitions. Mr. Getz has served as a director of several public and private metals and
mining companies. He completed a B.A., cum laude, International Relations at Boston University in May 1985, and obtained his MBA, Finance in
February 1990 from The Stern School of Business at New York University.
Kevin Conboy, Director
Mr. Conboy was 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. 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.
17

18. Capital Structure
TSX:CRK OTCQX: CROCF
Share Structure (At October 1, 2012)
Union Reefs Mill, Northern Territory
Basic: 403.9 Million
Warrants: 68.3 Million
Options: 21.3 Million
Fully Diluted: 494.3 Million
Market Capitalization: $157.2 Million
52 Week Trading Range $0.29 – $0.62
52 Week Share Price Performance Gold Producer P/NAV Multiples
1.4
$0.70
1.2x
$0.60 1.2 1.1x
$0.50 1 0.9x 0.9x
$0.40 0.8x 0.8x
0.8
$0.30 0.6x 0.6x
0.6
$0.20 0.4x
$0.10 0.4 0.3x
0.2x
$0.00 0.2
0
ORV CRK GBG GSC EDV ASR OSK ELD AGI YRI AEM
Source: Raymond James Aug 2012 18

19. Investment Advantage
TSX:CRK OTCQX: CROCF
Assets
 Australian-based production and exploration
 Mineral Resources: 4.9 million ounces M&I and 2.7 million ounces inferred
 Over 4,000 sq. km land package with proven historical production
 Significant infrastructure and accessibility
Production
 Two Operating mines and One new mine nearing commercial production
 One 2.4 million TPA processing facility (NT) & Two 1.0 million TPA facility (Victoria)
 Expanding production profile with decreasing cash costs
 New projects being added to the production pipeline
Exploration
 Outstanding potential to discover additional resources
 Extensive exploration project and development pipeline
 Exploration strength with potential for further joint venture opportunities
19

20. Investor Contact Information
TSX:CRK OTCQX: CROCF
Crocodile Gold Corporation
Chantal Lavoie Investor Relations
Chairman, President and CEO Rob Hopkins
416-861-2964 416-861-5899
clavoie@crocgold.com info@crocgold.com
TSX: CRK
OTCQX: CROCF www.crocgold.com
FRANKFURT: XGC Find us on
A Member of the Forbes & Manhattan Group of Companies
20