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Corporate Presentation October 2014 Update

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Information about Corporate Presentation October 2014 Update

Published on October 15, 2014

Author: crocgold

Source: slideshare.net

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1. A Mid-Tier Australian Gold Producer October 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-basedcompensationallocatedtotheoperatingexpenseandnetofsilverrevenue,bythenumberofouncesofgoldsold.Therearevariationsinthemethodofcomputationof“operationalcashcostperounce”asdeterminedbytheCompanycomparedwithotherminingcompanies.FormoredetailontheOperationalCashCostperOuncedeterminationforCrocodileGold,pleasevisitwww.sedar.comorwww.crocgold.comandreviewthelatestAnnualFinancialStatementsissuedonMarch19,2014. Notes for Page 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 May 27th, 2014; NI43-101 TECHNICAL REPORT STAWELL GOLD MINE, VICTORIA, AUSTRALIA PREPARED FOR CROCODILE GOLD CORP dated April 9th, 2012. For the Northern Territory Mineral Reserve Estimates please refer to the technical reports titled: REPORT ON THE MINERAL RESOURCES & MINERAL RESERVES OF THE COSMO DEEPS GOLD PROJECT dated May 27, 2014; 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. The information relating to the PEA and mineral reserves and resources can be found in the document titled NI 43-101 Technical Report –Big Hill Enhanced Development Projects at Stawell Gold Mine dated June 4, 2014.

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 ozin 2012 •Production for Q3 2014 was 55,909 oz; on track for increased 2014 production guidance of 220-225,000 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 projects All within Australia – a first world country with one of the most mining friendly jurisdictions SIZABLE RESOURCES •Proven and Probable Reserves: 930,000 oz •M+I Resources: 4.8 million oz •Inferred Resources: 2.5 million oz

4. 2013-14 Milestones 4 Q4 ’13 •Reported Q3 production results with a 14% increase in production over Q2. •Exceeded 2013 guidance with 210,626 ounces produced at an average cash cost of $1,027/oz •Established 2014 production guidance of 200,000 –210,000 ounces gold at an average cost between $900 –$950/oz Q1 ‘14 •Executed three key contracts in the Northern Territory •Reported 2013 Annual Results: $300M in revenue and $67M in operational cash flow •Raised $18M with a private placement financing •Issued for public review, the Environmental Effects Statement for the Big Hill project Q2 ‘14 •Announced Big Hill Feasibility study with pre-tax IRR of 125%, an NPV (discounted at 8%) of AUD$39 million and reserves of 145,000 ounces of gold •Filed the Environmental Effects statement for review by government and residents Q3 ‘14 •Increased Production Guidance from 200,000 –210,000 ounces gold to 220,000 –225,000 ounces of gold

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 Not Yet Reported $- $200 $400 $600 $800 $1,000 $1,200 $1,400 - 10,000 20,000 30,000 40,000 50,000 60,000 70,000 Q1 '13 Q2 '13 Q3 '13 Q4 '13 Q1 '14 Q2 '14 Q3'14 US$ Per Oz 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 26,313 25,700 3,000 8,000 13,000 18,000 23,000 28,000 Q1 '13 Q2 '13 Q3 '13 Q4 '13 Q1 '14 Q2 '14 Q3 '14 Q4'14(E) Oz 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 17,942 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 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 9,654 3,900 3,000 8,000 13,000 Q1 '13 Q2 '13 Q3 '13 Q4 '13 Q1 '14 Q2 '14 Q3 '14 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 *Please refer to cautionary language on page 2.

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: Phoenix Copper Option and Sale Agreement •Crocodile Gold entered into a purchase agreement with Phoenix Copper Inc. for 100% of the Iron Blow andMount Bonniemassive sulphidedeposits for a 2% royalty on any gold and silver production. •Retain an option to buy back a 30% interest in the properties within six months ofPhoenix Coppercompleting a Feasibility Study by paying three times the accumulated exploration expenditures. •The option agreement allows Phoenix to earn up to a 90% interest in the nearby Burnside and Moline gold projects and Maud Creekbase metals project through a commitment to spend a total of$4 millionin exploration expenditures over the next four years. Rockland Option Agreement •Crocodile Gold entered into a uranium exploration agreement with Rockland Resources Pty. where Rockland received 100% uranium interest on the company’s property for a AUD$1 million exploration commitment over 4 years and a 1% net smelter royalty capped at AUD$2.5 million.

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 Sept 30, 2014) $92.75 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. Mineral Resources and Reserves* 15 Tonnes Au Grade Au (MM) (g/t) (Koz) Proven & Probable Reserves Cosmo 1.5 3.79 180 Fosterville 1.8 6.01 342 Pine Creek 1.3 1.55 62 Stawell 1.0 3.4 107 Burnside 0.2 1.93 10 Union Reefs 0.3 4.4 42 Maud Creek 1.0 5.4 185 Reserves 7.1 4.1 928 Measured and Indicated Resources (incl. of Reserves) Cosmo 4.5 3.6 500 Fosterville 16.6 3.87 2,069 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 2.94 109 Fosterville 6.3 3.78 777 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 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.

16. 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. Jo-AnneArchibald , Acting Corporate Secretary Ms. Jo-Anne Archibald holds an MBA from the Richard Ivey School of Business, a BSc. (Honours) from the University of Guelph, as well as an international accreditation (FCIS) from the Institute of Chartered Secretaries and Administrators. 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. 16

17. Board Of Directors Robert H. Getz, Chairman of the Board Mr. Robert Getz is a private investor and a Managing Director and co-founder of Cornerstone Equity Investors, LLC. Mr. Getz 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. 17

18. Investment Highlights 18 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 ozin 2012 •Production for Q3 2014 was 55,909 oz; on track for increased 2014 production guidance of 220-225,000 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 projects All within Australia – a first world country with one of the most mining friendly jurisdictions SIZABLE RESOURCES •Proven and Probable Reserves: 930,000 oz •M+I Resources: 4.8 million oz •Inferred Resources: 2.5 million oz

19. Investor Contact Information Find us on: TSX: CRK (CRK.DB, CRK.WT) OTCQX: CROCF FRANKFURT: XGC Crocodile Gold Corporation 19 Robert Dufour Chief Financial Officer 416-847-1847 info@crocgold.com www.crocgold.com

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