- Crocodile Gold is a mid-tier Australian gold producer with operations in Victoria and the Northern Territory. - In 2013, Crocodile Gold produced 210,000 ounces of gold, up from 155,000 ounces in 2012, and is on track to meet its 2014 guidance of 200,000-210,000 ounces. - Crocodile Gold has a growth pipeline including the Big Hill project, which has completed a positive feasibility study and environmental review, with permitting expected in Q3 2014.

1. A Mid-Tier Australian Gold Producer
September 2014
TSX : CRK
OTCQX: CROCF
FRANKFURT : XGC

2. Forward Looking Information
2
Thispresentationcontainsforward-lookinginformationunderCanadiansecuritieslegislation.Forward-lookinginformationincludes,butisnotlimitedto,statementswithrespecttothedevelopmentpotentialandtimetableoftheprojects;theCompany’sabilitytoraiseadditionalfundsasnecessaryoroncommerciallyreasonableterms;thefuturepriceofgold;theestimationofmineralresourcesandmineralreserves;conclusionsofeconomicevaluation(includingscopingstudies);therealizationofmineralresourceandreserveestimates;thetimingandamountofestimatedfutureproduction, developmentandexploration;costsoffutureactivities;capitalandoperatingexpenditures;successofexplorationactivities;miningorprocessingissues;currencyexchangerates;governmentregulationofminingoperations;andenvironmentalrisks.Generally,forward-lookinginformationcanbeidentifiedbytheuseofforward-lookingterminologysuchas“plans”,“expects”or“doesnotexpect”,“isexpected”, “budget”,“scheduled”,“estimates”,“forecasts”,“intends”,“anticipates”or“doesnotanticipate”,or“believes”,orvariationsofsuchwordsandphrasesorstatementsthatcertainactions,eventsorresults“may”,“could”,“would”,“might”or“willbetaken”,“occur”or“beachieved”.Forward-lookinginformationisbasedontheopinionsandestimatesofmanagementasofthedatesuchstatementsaremade.Estimatesregardingtheanticipatedtiming,amountandcostofminingattheprojectsarebasedonassumptionsunderlyingmineralresourceestimatesandtherealizationofsuchestimates;resultsofpreviousminingactivitiesattheprojects,anddetailedresearchandanalysiscompletedbyindependentoftheCompany;researchandestimatesregardingthetimingofdeliveryforlong-leaditems; knowledgeregardingthefactorsconsultantsandmanagementinvolvedinbuildingamineandotherfactorsdescribedinthetechnicalreportsandAnnualInformationFormfiledundertheprofileoftheCompanyonSEDAR.Capitalandoperatingcostestimatesarebasedonresultsofpreviousminingactivities,researchoftheCompanyandindependentconsultants,recentestimatesofconstructionandminingcostsandotherfactorsthataresetoutinthescopingstudy.Productionestimatesarebasedonmineplansandproductionschedules,whichhavebeendevelopedbytheCompany’spersonnelandindependentconsultants.Forward-lookinginformationissubjecttoknownandunknownrisks,uncertaintiesandotherfactorsthatmaycausetheactualresults,levelofactivity,performanceorachievementsoftheCompanytobemateriallydifferentfromthoseexpressedorimpliedbysuchforward-lookinginformation,includingbutnotlimitedtorisksrelatedto:timingandavailabilityofexternalfinancingonacceptableterms;unexpectedeventsanddelaysduringconstruction,expansionandstart-up;variationsinoregradeandrecoveryrates;receiptandrevocationofgovernmentapprovals; actualresultsofexplorationandminingactivities;changesinprojectparametersasplanscontinuetoberefined;futurepricesofgold;failureofplant,equipmentorprocessestooperateasanticipated; accidents,labourdisputesandotherrisksoftheminingindustry.AlthoughmanagementoftheCompanyhasattemptedtoidentifyimportantfactorsthatcouldcauseactualresultstodiffermateriallyfromthosecontainedinforward-lookinginformation,theremaybeotherfactorsthatcauseresultsnottobeasanticipated,estimatedorintended.Therecanbenoassurancethatsuchstatementswillprovetobeaccurate,asactualresultsandfutureeventscoulddiffermateriallyfromthoseanticipatedinsuchstatements.Accordingly,readersshouldnotplaceunduerelianceonforward-lookinginformation.TheCompanydoesnotundertaketoupdateanyforward-lookinginformationexceptinaccordancewithapplicablesecuritieslaws.
InvestorsareadvisedthatNationalInstrumentNI43-101oftheCanadianSecuritiesAdministratorsrequiresthateachcategoryofmineralreservesandmineralresourcesbereportedseparately.Mineralresourcesthatarenotmineralreservesdonothavedemonstratedeconomicviability.Duetotheuncertaintyofmeasured,indicatedorinferredmineralresources,thesemineralresourcesmayneverbeupgradedtoprovenandprobablemineralreserves.
BillNielsenP.Geo.,isa“qualifiedperson”assuchtermisdefinedinNationalInstrument43-101andhasreviewedandapprovedthetechnicalinformationanddataincludedinthispresentation
CautionaryNotetoU.S.InvestorsConcerningEstimatesofMeasured,IndicatedorInferredResources
Theinformationpresentedusestheterms“measured”,“indicated”and“inferred”mineralresources.UnitedStatesinvestorsareadvisedthatwhilesuchtermsarerecognizedandrequiredbyCanadianregulations,theUnitedStatesSecuritiesandExchangeCommissiondoesnotrecognizetheseterms.“Inferredmineralresources”haveagreatamountofuncertaintyastotheirexistence,andastotheireconomicandlegalfeasibility.Itcannotbeassumedthatalloranypartofaninferredmineralresourcewilleverbeupgradedtoahighercategory.UnderCanadianrules,estimatesofinferredmineralresourcesmaynotformthebasisoffeasibilityorothereconomicstudies.UnitedStatesinvestorsarecautionednottoassumethatalloranypartofmeasuredorindicatedmineralresourceswilleverbeconvertedintomineralreserves.UnitedStatesinvestorsarealsocautionednottoassumethatalloranypartofaninferredmineralresourceexists,oriseconomicallyorlegallymineable. Non-IFRSMeasures
CrocodileGoldbelievesthatinvestorsusecertainindicatorstoassessgoldminingcompanies.TheindicatorsareintendedtoprovideadditionalinformationandshouldnotbeconsideredinisolationorasasubstituteformeasuresofperformanceinaccordancewiththeInternationalFinancialReportingStandards.
“OperationalCashCostperOunce”isanon-IFRSperformancemeasurewhichcouldprovideanindicationoftheminingandprocessingefficiencyattheoperations.Itisdeterminedbydividingtheoperatingexpenses,excludingstock-basedcompensationallocatedtotheoperatingexpenseandnextofsilverrevenue,bythenumberofouncesofgoldsold.Therearevariationsinthemethodofcomputationof“operationalcashcostperounce”asdeterminedbytheCompanycomparedwithotherminingcompanies.FormoredetailontheOperationalCashCostperOuncedeterminationforCrocodileGold,pleasevisitwww.sedar.comorwww.crocgold.comandreviewthelatestAnnualFinancialStatementsissuedonMarch19,2013.
Note for Pages 8-10 and 15 : 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 April 29th, 2012; 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 June 1, 2013; REPORTONTHEMINERALRESOURCES&MINERALRESERVESOFTHEUNIONREEFSGOLDPROJECTdated 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; REPORTONTHEMINERALRESOURCES&MINERALRESERVESOFTHEBURNSIDEGOLDANDBASEMETAL PROJECT dated December12, 2013.
Notes for Page 11: 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

3. Investment Highlights
3
GROWING GOLD
PRODUCTION
GENERATING CASH
FLOW
GROWTH
POTENTIAL
•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 ozin 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 Q2 2014 was 54,024 ounces of gold; on track for 2014 production guidance of 200-210,000 oz
DECREASING
COSTS
•Current focus is on underground resource definition to extend mine life at all projects
•Further exploration will be based on the value added by the project
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

4. 2013-14 Milestones
4
Q2 ‘13
•Unwound gold swap position, significantly reducing debt from $70M to $11M
•Divested Tom’s Gully and Mount Bundy to Primary Gold
Q3 ‘13
•Filed MineralResource update on Northern Territory Assets
•CosmoGold Mine transitioned from ramp-up to sustainable producer with 21,300 ounces produced
•Increased productionguidance to 200,000 –205,000 oz from 170,000 –180,000 oz
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

5. 5
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

6. 6
2013-14 Operational Summary
Crocodile Gold is focused on maintaining sustainable levels of
production and managing costs.
2014 Production:
200,000 -210,000 oz
2014 Operating Cash Cost:
USD$900-$950
$1,150
$1,101
$924
$967
$971
$965
$-
$200
$400
$600
$800
$1,000
$1,200
$1,400
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
Q1 '13
Q2 '13
Q3 '13
Q4 '13
Q1 '14
Q2 '14
US$ PER OUNCE
OZ PRODUCED
NT
FGM
SGM
Operational Cash Costs

7. Generating Positive Cash Flow
Crocodile Gold continues to generate positive operational cash flow.
7
$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
Operational Cash Flow Per Share
$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
$1,800
Q1 2013
Q2 2013
Q3 2013
Q4 2013
Q1 2014
Q2 2014
US$/OZ
Average Gold Sale Price
Operational Cash Costs
All In Sustainable Costs

8. 8
Gold Production:
FostervilleGold 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
•CompleteCapital Development Programs (ventilation) and Tailings
•Increase undergroundproductivity
•Continueto expand Mineral Reserve and Mineral Resourceestimates
•Production Guidance: 95,000 - 100,000oz
23,556
23,470
25,359
26,039
25,786
22,198
25,700
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(E)
Q4'14(E)
Oz Produced

9. 9
Gold Production:
Cosmo Gold MineCosmo Access Portal
2013 HIGHLIGHTS
•Production of ~74,000 ounces gold
•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
21,800
20,500
3,000
8,000
13,000
18,000
23,000
Q1 '13
Q2 '13
Q3 '13
Q4 '13
Q1 '14
Q2 '14
Q3'14(E)
Q4'14(E)
Oz Produced

10. 10
Gold Production:
Stawell Gold MineStawell Processing Facility
2013 HIGHLIGHTS
•Production of ~37,000 ounces gold
•Successful underground exploration programsto 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
•Receivepermit approval for Big Hill project(expected in Q3)
•Production Guidance: ~30,000oz
12,228
7,085
8,531
10,322
9,956
9,981
5,300
3,900
3,000
8,000
13,000
Q1 '13
Q2 '13
Q3 '13
Q4 '13
Q1 '14
Q2 '14
Q3'14(E)
Q4'14(E)
Oz Produced

11. 11
South Gandy’sBig 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 Q3.
•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 ouncesStawell MillBig Hill Project
FinancialsSummary
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

12. 12
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:
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$2.5 million
Mt. Bundy Gold Project Divestment to Primary Gold (ASX:PGO)
•For the sale of the property, Crocodile Gold received 11.75 million restricted and unrestricted shares (10.5% ownership), a cash payment of AUD$ 3.35 million and a AUD$2.5 million capped royalty
•This eliminated the care and maintenance costs on Tom’s Gully Processing plant generating a savings of ~$600,000 per annum.

13. 13
Cash and Debt Positions
Cash Position and Working Capital (End of Q2 2014)
•Cash Position: US$34.2 Million
•Working Capital: US$21.4 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.

14. Capital Structure
14
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 Aug 31, 2014)
$116.5 Million
52 Week Trading Range
$0.33 –$0.075
52 Week Share Price Performance
LuxorCapitalisthemajorityownerofCrocodileGoldwithapproximateownershipof56%position.LuxorisveryactiveinthemanagementandoversightoftheCompanywithtwoactivemembersontheBoard.
MajorShareholder
*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

15. 15
52 Week Price Performance
for ~200,000 Ounce Producers
Source: Bloomberg, Intierradatabase of Gold Producers 2013
-100
-50
0
50
100
150
200
250
Crocodile Gold
SPTSX Index
Alamos
AuRico
Semafo
Teranga
Primero

16. 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
3.4
107
Burnside
0.2
1.93
10
Union Reefs
0.3
4.4
42
Maud Creek
1
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
Pine Creek
8.4
1.4
380
Stawell
4.7
2.6
399
Burnside
7.6
1.4
336
Union Reefs
3
2.4
236
Maud Creek
7.7
3.5
871
M&I Resources
52.5
2.83
4,791
Inferred Resources
Cosmo
1.2
2.94
109
Fosterville
6.3
3.78
777
Pine Creek
2.5
2.3
191
Stawell
1
4.7
145
Burnside
11.8
1.6
602
Union Reefs
4.3
2.2
305
Maud Creek
4.2
2.5
344
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.

17. 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 aProfessional 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.
Brianna Davies,J.D., Corporate Secretary
Ms. Brianna Davies has been involved with Crocodile Gold since its inception in 2009. Ms. Davies is a corporate securities lawyer with experience in the mining and resource sector,.
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 roleofGeneral 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 metalliferousoperations.
Jason Morin, General Manager, NT Operations
Mr. Jason Morin joined Crocodile Gold in September 2013. He was most recently the General Manager of the LangloisMine in Quebec for Nyrstarwhere 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 sinceMarch 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

18. 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 hasover 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 tothat, 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 inthe 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 SullidenGold, 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 JacobinaMine 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

19. Investment Highlights
19
GROWING GOLD
PRODUCTION
GENERATING CASH
FLOW
GROWTH
POTENTIAL
•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 ozin 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 Q2 2014 was 54,024 ounces of gold; on track for 2014 production guidance of 200-210,000 oz
DECREASING
COSTS
•Current focus is on underground resource definition to extend mine life at all projects
•Further exploration will be based on the value added by the project
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

20. Investor Contact Information
Rob Hopkins
Manager, Investor Relations
416-861-5899
info@crocgold.com
Find us on:
TSX: CRK
(CRK.DB, CRK.WT)
OTCQX: CROCF
FRANKFURT: XGC
Crocodile Gold Corporation
20
Robert Dufour
Chief Financial Officer
416-309-2135
www.crocgold.com