This presentation provides guidance on Crocodile Gold's 2015 production and costs. It expects to produce 205,000-220,000 ounces of gold at an operational cash cost of $780-860 per ounce and an all-in sustaining cost of $1,020-1,100 per ounce. It also completed an agreement to terminate a cash flow sharing arrangement, allowing it to fully retain future cash flows. Crocodile Gold has three producing mines in Australia and generated a strong cash balance in Q4 2014.

1. JANUARY 2015
Investor Presentation

2. Forward Looking Information
2
This presentation contains forward-looking information under Canadian securities legislation. Forward-looking information includes, but is not limited to, statements with
respect to the development potential and timetable of the projects; the Company’s ability to raise additional funds as necessary or on commercially reasonable terms; the
future price of gold; the estimation of mineral resources and mineral reserves; conclusions of economic evaluation (including scoping studies); the realization of mineral
resource and reserve 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
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.
Mark Edwards MAIG MAusIMM (CP)., 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 presentation.
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.

3. Non-IFRS and Additional Information
3
Non-IFRS 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.
“Operational Cash Costs per Ounce” is a non-IFRS performance measure which could provide an indication of the mining and processing efficiency at the operations.
The Company calculates operating cash costs per ounce by deducting silver sales revenue as a by-product from operating expenses per the consolidated statement of
operations, then dividing by the gold ounces sold during the applicable period. Operating expenses include mine site operating costs such as mining, processing and
administration as well as royalties, however excludes depletion and depreciation, share-based payments and rehabilitation costs. There are variations in the method of
computation of “operational cash costs per ounce” as determined by the Company compared with other mining companies. For more detail on the operational cash costs per
ounce determination for Crocodile Gold, please visit www.sedar.com or www.crocgold.com and review the latest Annual Financial Statements issued on March 19, 2014.
“All-In Sustaining Costs per Ounce of Gold (“AISC”)” Effective December 31, 2013, the Company has adopted an all-in sustaining cost (“AISC”) performance measure
that reflects 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 the
industry, the Company’s definition conforms to the AISC definition as set out by the World Gold Council in its guidance dated June 27, 2013. The World Gold Council is a non-
regulatory, non-profit organization established in 1987 whose members include global senior mining companies. The Company believes that this measure will be useful 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), capital lease repayments, corporate general and administrative
expenses, in-mine exploration expenses and rehabilitation accretion and amortization related to current operations. AISC excludes capital expenditures for significant
improvements at existing operations deemed to be expansionary in nature, exploration and evaluation related to growth projects, rehabilitation accretion and amortization not
related to current operations, financing costs, debt repayments, share-based compensation not related to operations, and taxes.
Additional Information
Notes for Page 15 and 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
27, 2014 and; NI43-101 TECHNICAL REPORT – BIG HILL ENHANCED DEVELOPMENT PROJECT AT STAWELL GOLD MINE MINERAL RESOURCES & RESERVES
PREPARED FOR CROCODILE GOLD CORP dated June 6, 2014. 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 and;
REPORT ON THE MINERAL RESOURCES & MINERAL RESERVES OF THE BURNSIDE GOLD AND BASE METAL PROJECT dated December 12, 2013.
Mineral resources that are not mineral reserves do not have demonstrated economic viability.
Notes for Page 17: 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 AND RESOURCE UPDATE 2011, ON THE SILVERTIP PROPERTY, NORTHERN BRITISH COLUMBIA, CANADA
FOR SILVERCORP METALS INC. dated June 15, 2011.

4. 4
• THREE PRODUCING MINES IN AUSTRALIA
‒ Fosterville, Cosmo (Union Reefs Mill), Stawell
• MID-TIER GOLD PRODUCER
‒ Record Production of 222,312 oz in 2014
• SUSTAINABLE PRODUCTION
‒ 2015E Production 205,000 – 220,000 oz
• DECREASING COSTS*
‒ 2015E Operating Cash Costs guidance
US$780 – $860/oz
‒ 2015E All-In Sustaining Cash Costs (“AISC”)(1)
guidance US$1,020 – $1,100/oz
• POSITIVE CASH FLOW GENERATION
• GROWTH FROM PROJECTS
• EXPERIENCED OPERATIONAL MANAGEMENT TEAM
Company Snapshot
Low Risk
Jurisdictions
• Proven & Probable Reserves: 0.9 million oz
• M&I Mineral Resources: 4.8 million oz (incl. of 2P)
• Inferred Mineral Resources: 2.5 million oz
*See Non-IFRS Disclosures page 3 of this presentation.
(1) All-In Sustaining Cash Costs per Ounce (“AISC”) includes Corporate General and Administrative Expenses.

5. • Record production in 2014 of 222,312 oz, up 5.5% from 2013
• Achieved second consecutive year of production above 200,000 oz
Historical Growth and Sustainable Production
41%
4-Year
Production
CAGR
5
* Crocodile Gold acquired the Fosterville and Stawell Gold Mines with effect from May 5, 2012. Information presented
prior to this date is for comparative purposes only.

6. • Consistent decrease in Annual
Operational cash costs and AISC(1)
• On target to achieve Operational
cash cost guidance of $900 -
$950/oz in 2014
• Further cost reductions expected in
2015 due to continuous cost
management and operational
efficiencies
Decreasing Costs and Driving Efficiency
On target to achieve 2014
Operational cash cost guidance of $900 - $950/oz
6
*See Non-IFRS Disclosures page 3 of this presentation.
(1) All-In Sustaining Cash Costs per Ounce (“AISC”) includes Corporate General and Administrative Expenses.

7. • Focused on maintaining predictable and sustainable levels of production
• Delivering cost efficiencies to drive down operating costs throughout our business
• 2015 Operational Cash Costs per oz are expected to decrease to $780 - $860, from 2014 guidance of
$900 - $950 per oz
2015 Production and Cash Cost Guidance
(US) $ Fosterville Cosmo Stawell Consolidated 2015
Gold Production (oz) 100,000 – 105,000 75,000 – 85,000 ~30,000 205,000 – 220,000
Operational Cash Costs
per ounce*
$670 - $750 $850 - $930 $945 - $1,025 $780 - $860
AISC per ounce*(1) $1,020 - $1,100
*See Non-IFRS Disclosures page 3 of this presentation.
(1) All-In Sustaining Cash Costs per Ounce (“AISC”) includes Corporate General and Administrative Expenses.
7

8. Generating Positive Operational Cash Flow
8
• Generating positive operational
cash flow despite decrease in gold
prices
• Average realized gold price of
US$1,292 per ounce in 9M/14
decreased 11.3% from $1,456 per
oz in 9M/13
• Operational cash flow of $18.2
million in Q3/14
• 4.1% improvement in operational
cash flow to $48.9 million in 9M/14
from $46.9 million in 9M/13
8

9. • On January 14, 2015, Crocodile Gold closed its Agreement with AuRico Gold Inc. (“AuRico”) to terminate a cash
flow sharing arrangement previously established between the two companies when Crocodile Gold acquired the
Fosterville and Stawell Gold Mines from AuRico in 2012.
• As part of the Agreement, Crocodile Gold has paid AuRico C$20.0M (US$16.7M) in cash and has granted AuRico a
net smelter return royalty of 2% from the Fosterville Gold Mine, effective as of January 14, 2015, and a 1% royalty
from the Stawell Gold Mines commencing January 1, 2016.
• Strong Q4/14 performance resulted in a solid cash balance at year-end that enabled Crocodile Gold to fund the
one-time payment without the addition of debt.
• As a result, Crocodile Gold is released from its obligation to pay AuRico any further net free cash flow generated
from its Fosterville and Stawell Gold Mines.
• Crocodile Gold will now fully benefit and retain 100% of its strong free cash flows. This Agreement was a critical
step in supporting the future growth toward the 5 Year Strategy of Crocodile Gold.
Free Cash Flow Agreement Completed
9

10. Cash and Debt Positions
Preliminary Unaudited Cash Position and Working Capital as at December 31, 2014
• Cash Position: US$37.0M cash and gold bullion
• Working Capital: US$12.5M
Debt—Convertible Debenture
• Fulfilled debt position requirements in cash prior to due date.
• Successfully completed a private placement Q1/14 to raise money and pay out a credit facility with Credit
Suisse.
• Convertible debenture of C$34.5M due April 30, 2018, with an 8% coupon and C$0.25 conversion price.
Under the agreement, interest payments may be settled in cash or in shares. A total of three interest
payments have been made to date on the debenture, all on time, all settled in cash.
• Total Debt to LTM EBITDA was 0.6x as at September 30, 2014.
10

11. Fosterville Gold Mine Gold Production
Fosterville Processing Facility
2015 GOALS
• Increase underground productivity
• Continue to expand Mineral Reserve and Mineral
Resource estimates
• 2015 Production guidance: 100,000 – 105,000 oz
• 2015 Operational Cash Costs: US$670 – $750 per oz*
2014 HIGHLIGHTS
• RECORD ANNUAL GOLD PRODUCTION UP 7%
TO 105,342 OZ
• 2% IMPROVEMENT IN GRADE TO 4.62 G/T AU
• INCREASED TOTAL ANNUAL MILLED TONNES
2.9% TO 814,837 TONNES
• IMPROVED BLENDING PRACTICES OF
CARBONACEOUS ORE AND ONGOING
OPTIMIZATION OF THE LEACHING CIRCUIT
23,556 23,470
25,359 26,039 25,786
22,198
28,313 29,045
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
Q1/13 Q2/13 Q3/13 Q4/13 Q1/14 Q2/14 Q3/14 Q4/14
11
*See Non-IFRS Disclosures page 2.

12. Cosmo Gold Mine Gold Production
2015 GOALS
• Continue cost reduction activities
• Further improve mill recovery levels
• Expand Mineral Resource estimate through
underground drill programs
• 2015 Production guidance: 75,000 – 85,000 oz
• 2015 Operational Cash Costs: US$850 – $930 per oz*
2014 HIGHLIGHTS
• RECORD ANNUAL GOLD PRODUCTION UP 4.9%
TO 77,740 OZ
• INCREASED TOTAL ANNUAL MILLED TONNES
20.7% TO 868,399 TONNES
• UNDERGROUND ORE PRODUCTION UP 8.8% TO
793,156 TONNES
• SUCCESSFUL TRANSITION TO NEW MINING
CONTRACTOR RESULTED IN RECORD MONTHLY
AND QUARTERLY STOPING TONNES
13,169
17,706
21,316 21,915
17,841
21,845
17,942
20,112
0
5,000
10,000
15,000
20,000
25,000
Q1/13 Q2/13 Q3/13 Q4/13 Q1/14 Q2/14 Q3/14 Q4/14
Cosmo Access Portal
12
*See Non-IFRS Disclosures page 2.

13. Stawell Gold Mines Gold Production
Fosterville Processing Facility
2015 GOALS
• Big Hill Project plan modification and engagement with
local community
• Continue to operate in a sustainable way, further
streamline operations, and continue cost reduction
• 2015 Production guidance: ~30,000 oz
• 2015 Operational Cash Costs: US$945 – $1,025 per oz*
2014 HIGHLIGHTS
• ACHIEVED FULL YEAR RESULTS AS IT CONTINUES
TO FOCUS ON UPPER MINE LEVELS
• STRONG ANNUAL GOLD PRODUCTION OF
39,230 OZ, A 2.8% INCREASE VS. 2013
• UNDERGROUND ORE PRODUCTION OF 560,815
TONNES AT 2.58 G/T AU
• ACHIEVED OPERATIONAL SUSTAINABILITY ON
STREAMLINED OPERATING ACTIVITIES;
REDUCED MANPOWER AND INFRASTRUCTURE
12,228
7,085
8,531
10,322 9,956 9,981 9,654 9,639
0
5,000
10,000
15,000
Q1/13 Q2/13 Q3/13 Q4/13 Q1/14 Q2/14 Q3/14 Q4/14
Stawell Processing Facility
13
*See Non-IFRS Disclosures page 2.

14. South
Gandy’s
Growth Projects
The Crocodile Gold Management Committee (“CGMC”) reviews available growth projects quarterly to establish
priorities, approve expenditures and to review performance.
D lode
B lode
A lode
C lode
Good pipeline of projects, several
which have been approved by CGMC
to date including:
‒ Big Hill Development Project
‒ Maud Creek
‒ Regional exploration mapping at
Esmeralda
‒ Cosmo Structural mapping
‒ Underground exploration drilling at
Fosterville, Cosmo and Stawell
‒ Surface exploration drilling at Stawell
Mapping Completed at Esmeralda
14

15. Mineral Resources*
Tonnes Au Grade Au
(MM) (g/t) (Koz)
Measured and Indicated Resources (incl. of Reserves)
Cosmo 4.5 3.6 500
Fosterville 16.6 3.9 2,069
Pine Creek 8.4 1.4 380
Stawell 4.7 2.6 399
Burnside 7.6 1.4 336
Union Reefs 3.0 2.4 236
Maud Creek 7.7 3.5 871
M&I Resources 52.5 2.83 4,791
Inferred Resources
Cosmo 1.2 2.9 109
Fosterville 6.3 3.8 777
Pine Creek 2.5 2.3 191
Stawell 1.0 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 2-3 of this presentation.
Crocodile Gold maintains significant Measured and Indicated Resources* of 4.8 million ounces and Inferred
Resources of 2.5 million ounces.
15

16. Mineral Reserves*
Tonnes Au Grade Au
(MM) (g/t) (Koz)
Proven & Probable Reserves
Cosmo 1.5 3.8 180
Fosterville 1.8 6.0 342
Pine Creek 1.3 1.6 62
Stawell 1.0 3.4 107
Burnside 0.2 1.9 10
Union Reefs 0.3 4.4 42
Maud Creek 1.0 5.4 185
Reserves 7.1 4.1 928
*Please refer to cautionary language on page 2-3 of this presentation.
Reserves* for Crocodile Gold’s projects total approximately 0.9 million ounces.
16

17. Strategic Projects
Crocodile Gold continues to look for opportunities to invest in attractive projects in low-risk jurisdictions.
Significant land holdings in the Northern Territory and also in the State of Victoria
• 2,061km2 in Northern Territory and 2,154km2 in Victoria.
JDS Silver: Silvertip Project, Northern British Columbia
• In early 2014, the company identified JDS Silver as a strategic opportunity given our extensive knowledge of
the project. The company completed its due diligence process and in Q3/14 invested $5.1M for a 19.9%
minority interest.
• The Silvertip project is a highly attractive near-production, high grade silver and polymetallic resource in a
stable mining jurisdiction in North America. Indicated Resources are 2.7Mt @ 341g/t Ag, 6.53% Pb and
9.12% Zn.*
• Capital requirements are low
‒ the mine includes a developed access decline, full camp facilities, and an access road. JDS Silver also
owns a full processing plant with power generating capabilities that is in excellent condition.
• JDS Silver underscores our core mining principals as we are highly familiar with the project’s site location and
geological setting.
*Please refer to cautionary language on page 2-3 of this presentation.
17

18. Non-Core Asset Divestment
Crocodile Gold is open to entering into Joint Ventures (JVs) of non-core assets primarily in the Northern
Territory and discussions are ongoing. Potential benefits include:
• Return upside in the form of earn-in rights, royalties and other similar arrangements
• Carrying cost savings
• Sharper focus on core producing assets
Crocodile Gold looks for opportunities to divest non-core assets and has completed a number of
divestments in 2014 which include:
Phoenix Copper Option and Sale Agreement
• Crocodile Gold entered into a sale agreement with Phoenix Copper (“Phoenix”) for 100% of the
Company’s Iron Blow and Mt. Bonnie massive sulphide deposits for a 2% royalty on precious metals
and claw back rights.
• 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 the Chessman base metals project.
Terms of the agreement include Pheonix’s commitment to spend AUD$4M in exploration
expenditures over the next four years.
Rockland Option Agreement
• Crocodile Gold entered into a uranium exploration agreement with Rockland Resources, where
Rockland received 100% uranium interest on the Company’s property for a AUD$1M exploration
commitment over four years. A 1.0% net smelter royalty is capped at AUD$2.5M.
18

19. A Unified
Management
Committee is
the Key to
Delivering
Successful
Results.
19

20. Management Committee
• Rodney D. Lamond, P. Eng., President & Chief Executive Officer, Director
Mr. 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. 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 Mines
Mr. 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 had the responsibilities of director, mine management and
engineering during his tenure.
• Ian Holland, General Manager, Fosterville Gold Mine
Mr. 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. 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 and maintenance to full plant capacity in 6 months.
• Mark Edwards, General Manager, Exploration and Business Development
Mr. Edwards has been part of the Crocodile Gold Northern Territory Project 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.
20

21. APPENDIX
21

22. 2014 Operational Summary
Q1 2014 Q2 2014 Q3 2014 Q4 2014 FY 2014
Fosterville Gold Mine
Ore Milled (tonnes) 220,379 202,927 200,708 190,823 814,837
Grade (g/t Au) 4.32 3.95 5.02 5.26 4.62
Recovery (%) 84.3 85.7 86.8 88.5 86.4
Gold Production (oz) 25,786 22,198 28,313 29,045 105,342
Cosmo Gold Mine
Ore Milled (tonnes) 230,815 213,815 198,168 225,601 868,399
Grade (g/t Au) 2.79 3.69 3.03 3.05 3.14
Recovery (%) 85.9 86.3 92.8 90.9 88.9
Gold Production (oz) 17,841 21,845 17,942 20,112 77,740
Stawell Gold Mines
Ore Milled (tonnes) 227,627 234,363 232,840 232,157 926,987
Grade (g/t Au) 1.71 1.69 1.62 1.67 1.67
Recovery (%) 79.4 78.8 79.5 77.6 78.8
Gold Production (oz) 9,956 9,981 9,654 9,639 39,230
Total Production (oz) 53,583 54,024 55,909 58,796 222,312
22

23. Financial Results Q3 2014 Q3 2013 YTD 2014 YTD 2013
Revenue ($) 73,336,486 78,201,622 212,955,851 227,547,959
Cost of operations, including depletion and
depreciation ($)
(60,753,680) (69,616,330) (184,947,003) (225,607,737)
Mine operating income ($) 12,582,806 8,585,292 28,008,848 1,940,222
Net income (loss) ($) 8,583,897 3,319,678 9,192,491 (69,461,540)
Net income (loss) per share ($/share) 0.02 0.01 0.02 (0.17)
Cash generated from operating activities ($) 18,232,015 18,341,774 48,875,922 46,930,176
Investment in mine development, property,
plant and equipment ($)
17,644,265 17,777,671 51,455,322 57,711,990
Gold ounces produced 55,909 55,206 163,516 152,318
Gold ounces sold 56,486 58,890 164,833 155,221
Average realized gold price ($) 1,298 1,325 1,292 1,456
Average quoted gold price ($) 1,282 1,328 1,288 1,457
Operating cash costs per ounce sold ($)* 898 925 944 1,051
All-in sustaining cash costs per ounce ($)* 1,233 1,252 1,285 1,434
Q3 2014 Financial Highlights
*Refer to non-IFRS measures on page 3
23

24. Share Structure & Financial Details
Basic: 475.8 Million
Warrants: 63.9 Million
Options: 022.7 Million
Fully Diluted: 700.4 Million*
Market Capitalization:
(As of Jan 15, 2015)
$104.7 Million
52 Week Trading Range $0.13 – $0.35
Major Shareholder Luxor
remains very supportive
of management and
involved with the
oversight of the
Company with two
active members on the
Board of Directors.
*Fully diluted shares outstanding includes the full
conversion of the convertible debentures for
138,000,000 shares

25. Laura Lepore
Director, Investor Relations
e: llepore@crocgold.com t: 416-847-1848