Crocodile Gold Corp Pitch Deck (2015): 25-Slide Breakdown

Crocodile Gold Corp’s January 2015 investor presentation serves as a comprehensive operational update for a mid-tier gold producer. Operating three mines in Australia—Fosterville, Cosmo, and Stawell—the company emphasizes a record 2014 production of 222,312 ounces. The narrative is built around 'Decreasing Costs and Driving Efficiency,' showcasing a significant drop in All-In Sustaining Costs (AISC) from $1,680/oz in 2012 to a projected $1,020–$1,100/oz for 2015. Financially, the company highlights a healthy debt-to-EBITDA ratio of 0.62x and a C$34.5M convertible debenture. While the deck pro…

Key takeaways

• The company achieved record production of 222,312 oz of gold in 2014 across three Australian mines (Slide 4).
• Operating cash costs were reduced from $1,167/oz in 2012 to a projected $780–$860/oz for 2015 (Slide 7).
• Total mineral reserves are reported at 0.9 million ounces with an average grade of 4.1 g/t Au (Slide 16).
• The company maintains a cash and gold bullion position of US$37.0M as of December 31, 2014 (Slide 10).
• A C$34.5M convertible debenture is outstanding, featuring an 8% coupon and a C$0.25 conversion price (Slide 10).
• Fosterville is the highest-performing asset, producing 105,342 oz in 2014 with a recovery rate of 86.4% (Slide 22).
• The Stawell mine transitioned to focus on upper mine levels, producing 39,230 oz in 2014 (Slide 13).
• Management uses a 'Unified Management Committee' structure to drive operational results (Slide 19).

Frequently asked questions

What is Crocodile Gold Corp's primary value proposition?

The company positions itself as a mid-tier gold producer operating in low-risk Australian jurisdictions. Their primary value proposition is the combination of sustainable production (205,000–220,000 oz guidance for 2015) and a aggressive downward trend in All-In Sustaining Costs (AISC), which fell from $1,680/oz in 2012 to a projected $1,020/oz in 2015.

How does the company manage its debt?

Crocodile Gold Corp displays a conservative leverage profile with a total debt to EBITDA ratio of 0.62x. Their primary debt instrument is a C$34.5M convertible debenture due in 2018. They emphasize that interest payments have been settled in cash rather than shares, signaling a strong liquidity position.

Which mine is the company's most productive asset?

Fosterville is the flagship mine. According to the 2014 operational summary, Fosterville produced 105,342 ounces of gold, nearly half of the company's total output. It also boasts the highest ore grade among the three producing mines at 4.62 g/t Au and a high recovery rate of 86.4%.

What are the company's mineral reserve estimates?

As of the presentation date, the company reported proven and probable reserves of 0.9 million ounces across seven projects. The Fosterville and Maud Creek sites hold the largest individual reserve portions at 342 Koz and 185 Koz respectively. The total resource base, including inferred resources, reaches 4.7 million ounces.

What specific cost-saving measures are mentioned?

The deck cites 'continuous cost management' and 'streamlined operating activities' as drivers for efficiency. Specifically at the Stawell mine, the company reduced manpower and infrastructure while focusing on upper mine levels to maintain operational sustainability despite lower production volumes compared to other sites.

Crocodile Gold Corp pitch deck: the facts

Company

Crocodile Gold Corp

Year

2015

Stage

Public (Mid-Tier Producer)

Slides

25

Sector

Mining / Gold Production

Deck type

Investor Presentation / Operational Update

Outcome

Not stated in deck (Publicly traded at time of deck)

Headquarters

Australia (Operations)

Crocodile Gold Corp pitch deck PDF

The full Crocodile Gold Corp deck is embedded on this page and can be read slide by slide in the browser — no download or account required. Each slide is covered in the breakdown above.

What the Crocodile Gold Corp pitch deck was used for

This is Crocodile Gold Corp’s January 2015 investor presentation for a **public, mid‑tier gold producer** listed in Canada, operating three gold mines in Australia. The deck was prepared shortly after Crocodile Gold agreed with AuRico Gold Inc. to terminate a net free cash flow sharing arrangement in exchange for a C$20 million cash payment and new net smelter return (NSR) royalties on the Fosterville and Stawell mines, funded from internal cash without incurring new debt. The presentation positions Crocodile Gold as focusing on operational efficiency, cash cost control and deleveraging to strengthen its balance sheet and retain future cash flows from its Australian mines. Within months of this deck, Crocodile Gold entered into a merger agreement with Newmarket Gold Inc., and the two companies combined in July 2015, creating a new Canadian-listed gold producer; however, that later merger-related financing and valuation are associated with Newmarket rather than this standalone Crocodile Gold deck.

Business model: Publicly listed gold mining and exploration company operating three underground gold mines in Australia (Fosterville and Stawell in Victoria, Cosmo in the Northern Territory).

Headquarters

Canada, with operating mines in Australia.

Industry

Gold mining and exploration.

What happened after the Crocodile Gold Corp deck

Following its January 2015 investor presentation, Crocodile Gold completed the termination of a net free cash flow sharing arrangement with AuRico Gold through a C$20 million cash payment and the granting of NSR royalties, and then merged with Newmarket Gold Inc. in July 2015 to form a larger Canadian-listed gold producer with three operating Australian mines.

• December 22, 2014: AuRico Gold announces an agreement with Crocodile Gold to terminate a deferred cash payment (net free
• Early January 2015: Crocodile Gold completes the agreement with AuRico, paying US$16.7 million (C$20 million) in cash fu
• May 11, 2015: Newmarket Gold and Crocodile Gold announce a proposed combination to create a new gold company, with Croco
• July 6, 2015: Crocodile Gold shareholders approve the plan of arrangement with Newmarket Gold at a special shareholder m
• July 10, 2015: Newmarket Gold announces completion of the arrangement with Crocodile Gold, forming a combined company tr

What the Crocodile Gold Corp deck got right

• Proactive restructuring of legacy AuRico agreement funded from internal cash. The deck clearly discloses that Crocodile Gold terminated a legacy net free cash flow sharing arrangement with AuRico Gold by paying C$20 million in cash and granting NSR royalties of 2% on Fosterville and 1% on Stawell, and emphasizes that strong Q4 2014 performance enabled the company to fund this payment from cash without incurring additional debt. This demonstrates proactive balance sheet management and removal of a structural overhang on future cash flows.
• Portfolio of three operating Australian mines in established jurisdictions. Crocodile Gold operates three producing mines—Fosterville and Stawell in Victoria and Cosmo in the Northern Territory—providing diversified production across multiple underground operations in established Australian mining jurisdictions, which is highlighted in company and merger disclosures. This asset base underpinned its positioning as a mid‑tier producer in the deck.
• Emphasis on operational cash cost efficiency. The presentation highlights non‑IFRS metrics such as “Operational Cash Costs per Ounce,” framed as indicators investors use to assess mining efficiency. This focus on operating cash costs per ounce aligns with standard mining‑sector investor analysis and signals management’s attention to cost discipline at the mine level.
• Clear forward‑looking and risk disclosure. Forward‑looking information and risk factors are explicitly discussed, including references to development potential, production timing, resource and reserve estimates, and cost assumptions. This level of disclosure helps investors understand that operational and economic outcomes are subject to material uncertainties and regulatory forward‑looking rules.
• Strategic positioning validated by subsequent merger with Newmarket Gold. Subsequent events show that Crocodile Gold’s strategic positioning and asset base attracted Newmarket Gold, leading to a C$185 million-valued merger and the creation of a larger TSX-listed producer. This ex‑post outcome supports the deck’s implicit thesis that its assets and operational improvements could form a platform for broader consolidation.
• Demonstrated execution on both operational and strategic initiatives. The company’s ability to complete the AuRico agreement, maintain operations at three mines, and then integrate into a larger entity suggests a management team capable of executing both operational and strategic transactions, as reflected in contemporaneous disclosures and later analyst commentary on the combined company.

What could have been stronger

• Heavy reliance on non‑IFRS cost metrics without clear reconciliation. The deck emphasizes non‑IFRS metrics such as “Operational Cash Costs per Ounce” without, in the OCR excerpt, providing a reconciliation to IFRS measures or detailing the full cost structure (e.g., all‑in sustaining costs), which can limit investors’ ability to compare Crocodile Gold directly with peers and understand total economic costs.
• Limited visibility on post‑transaction leverage and capital structure. While the deck highlights termination of the cash flow sharing arrangement with AuRico via a C$20 million payment and new NSR royalties, the OCR excerpt does not show detailed disclosure of Crocodile Gold’s remaining debt levels, covenants or full capital structure, leaving investors with an incomplete picture of residual leverage and obligations.
• Insufficient downside and sensitivity analysis in risk discussion. The presentation describes forward‑looking statements about development potential, production timing, resource estimates and costs, but the OCR excerpt does not include sensitivity analyses or explicit downside scenarios for gold price volatility or operational disruptions, which would help investors assess risk.

How an investor would read this deck

What draws attention

• Impact of replacing the previous net free cash flow sharing arrangement with AuRico Gold with a C$20 million upfront payment and NSR royalties on the long‑term economics of the Fosterville and Stawell mines.
• Crocodile Gold’s operational performance and cost structure at its three mines, including operational cash costs per ounce and how those compare with regional peers.
• The company’s cash balance and ability to fund capital expenditures and exploration after the AuRico payment, given management’s emphasis on strong Q4 2014 performance and funding the payment without new debt.
• Potential strategic alternatives and consolidation opportunities, particularly given Crocodile Gold’s Australian asset base and its eventual merger with Newmarket Gold as a platform for gold asset consolidation.

Risks that stand out

• Exposure to gold price volatility, given that future production, cash flow and the economics of the AuRico NSR royalties depend heavily on gold prices.
• Granting a 2% NSR on Fosterville and 1% NSR on Stawell permanently reduces mine‑level margins, potentially offsetting some of the benefits from terminating the previous cash flow sharing arrangement.
• Operational risk across three underground mines in different Australian jurisdictions, including potential production disruptions, cost inflation and geological uncertainties that could impact the forward‑looking production and cost guidance referenced in the presentation.
• Strategic and integration risk associated with consolidation, as evidenced by the subsequent merger with Newmarket Gold, which changed the standalone investment thesis for Crocodile Gold shareholders.

Questions this deck invites

• What were Crocodile Gold’s all‑in sustaining costs and full reconciliations between non‑IFRS operational cash cost metrics and IFRS measures for each of its three mines in 2014–2015?
• How did the 2% NSR on Fosterville and 1% NSR on Stawell granted to AuRico affect the net asset value (NAV) and life‑of‑mine economics compared with the prior net free cash flow sharing arrangement?
• What was Crocodile Gold’s remaining debt, hedge positions (if any), and covenant headroom immediately after making the C$20 million payment to AuRico, and how did management plan to prioritize debt reduction versus growth capital?
• How sustainable were the production levels and grades at Fosterville, Stawell and Cosmo, and what did independent technical reports indicate regarding reserve life and required sustaining capital?
• What role did key shareholders, including large institutional holders, play in strategic decisions such as the AuRico renegotiation and subsequent merger with Newmarket Gold?

What founders can take from the Crocodile Gold Corp deck

• Clarifying or simplifying legacy financing arrangements (such as net free cash flow sharing deals) can increase strategic flexibility and acquisition appeal, as seen when Crocodile Gold’s renegotiation with AuRico preceded its merger with Newmarket Gold.
• Demonstrating the ability to fund significant one‑time payments (like the C$20 million AuRico settlement) from internal cash without incurring new debt can strengthen a company’s credibility around balance sheet management.
• Highlighting non‑IFRS operational metrics such as cash costs per ounce can showcase operational efficiency, but investors will still expect clear reconciliation to IFRS figures and visibility into total costs.
• Forward‑looking disclaimers and clear articulation of risks, as included in Crocodile Gold’s presentation, are essential when discussing production forecasts, development timelines and economic evaluations in the mining sector.
• Positioning a portfolio of producing assets within attractive jurisdictions (such as Australia) can make a mid‑tier producer a more attractive consolidation target, as illustrated by Crocodile Gold’s combination with Newmarket Gold to form a larger TSX‑listed producer.
• Addressing a single overhang—here, the AuRico cash flow sharing arrangement—can materially change how the market and potential acquirers view a company, underscoring the value of tackling key structural impediments proactively.

Crocodile Gold Corp pitch deck: common questions

What did Crocodile Gold Corp do at the time of the January 2015 investor presentation?

Crocodile Gold Corp was a Canadian-listed gold mining and exploration company operating three underground gold mines in Australia: the Fosterville and Stawell mines in the state of Victoria and the Cosmo mine in the Northern Territory. Its objective was to operate these mines safely and profitably as a mid‑tier gold producer.

What is the focus of Crocodile Gold’s January 2015 investor presentation?

The January 2015 deck was an investor presentation for Crocodile Gold as a public, mid‑tier gold producer, highlighting its three operating Australian mines, operational performance, cash cost metrics and balance sheet improvements. It also described the termination of a prior net free cash flow sharing arrangement with AuRico Gold Inc. through a C$20 million cash payment and the granting of NSR royalties.

What was the AuRico Gold agreement mentioned in the deck, and how did Crocodile Gold fund it?

In December 2014, AuRico Gold announced an agreement under which Crocodile Gold would immediately pay C$20 million in cash and grant a 2% NSR royalty on the Fosterville Gold Mine and a 1% NSR royalty on the Stawell Gold Mine, replacing a previous net free cash flow sharing arrangement. Crocodile Gold’s Q1 2015 disclosure confirms that this agreement closed in early January 2015, with the payment funded from cash on hand and no new debt incurred.

What happened to Crocodile Gold Corp after this 2015 presentation?

On May 11, 2015, Newmarket Gold Inc. and Crocodile Gold Corp announced a proposed combination to create a new gold company, with Crocodile valued at approximately C$185 million and Newmarket planning a C$25 million private placement to fund the transaction and provide working capital for the new company. The arrangement was approved by shareholders and completed on July 10, 2015, forming Newmarket Gold Inc. as a combined entity listed on the Toronto Stock Exchange.

Was this deck tied to a specific fundraising round for Crocodile Gold?

The January 2015 Crocodile Gold deck was a corporate/investor presentation for an already‑public company; it emphasized operational performance, non‑IFRS cash cost metrics and balance sheet improvements rather than announcing a specific equity or debt raise by Crocodile Gold itself. Subsequent financing related to Crocodile Gold occurred in the context of its merger with Newmarket Gold, where Newmarket undertook a C$25 million private placement to fund the transaction and the new combined company, but that raise belonged to Newmarket rather than to this standalone Crocodile Gold deck.

Sources

Funding and outcome facts on this page were researched on 2026-08-22 from the pages below.

• Newmarket Gold announces completion of the arrangement with...
• [PDF] Crocodile Gold Reports Strong First Quarter... - MinenPortal.de
• Investor Presentation January 2015
• Newmarket Gold and Crocodile Gold Combination
• Crocodile Gold Corp. Announces Results of Shareholder Meeting and Anticipated Closing of the Arrangement With Newmarket Gold Inc.
• Newmarket Gold Announces Results of Special Meeting of Shareholders and Anticipated Closing Date of the Arrangement with Crocodile Gold Corp
• Mining Investor Guide: The Newmarket-Crocodile Gold Merger
• [PDF] Newmarket Gold Inc. (NMI-T) - Beacon Securities

Crocodile Gold Corp pitch deck slides

What each slide of the Crocodile Gold Corp pitch deck says

Slide 2

Forward Looking Information This presentation contains forward-looking information under Canadian securities Iegislalion, 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 oper…

Slide 3

Non-IFRS and Additional Information 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 operati…

Slide 4

a Company Snapshot ro * THREE PRODUCING MINES IN AUSTRALIA Cosmo ai ={OOIN : + MID-TIER GOLD PRODUCER ~ = A — Record Production of 222,312 oz in 2014 Union Reef: : Nortn LL itory * SUSTAINABLE PRODUCTION Operatio — 2015E Production 205,000 — 220,000 oz Low Risk , |* DECREASING COSTS Jurisdictions AUSTRALIA — 2015E Operating Cash Costs guidance US$780 — $860/0z — 2015E All-In Sustaining Cash Costs (“AISC”) osterville guidance US$1,020 - $1,100/0z Stawell I. + POSITIVE CASH FLOW GENERATION - 99) * GROWTH FROM PROJECTS ’ * EXPERIENCED OPERATIONAL MANAGEMENT TEAM @) Operations 8 2 ¥ * Proven & Probable Reserves: 0.9 million oz + M&I Mineral Resources: 4.7 million oz (incl. of 2P) * Inferred Min…

Slide 5

EE RRR ROR RRR ORE RRR RRR RRR RE REE RRR RRS - - a : Historical Growth and Sustainable Production * Record production in 2014 of 222,312 oz, up 5.5% from 2013 * Achieved second consecutive year of production above 200,000 oz 225 22231202 41% 210,696 oz 20 4-Year oy Bre Production 38,166 oz 7 CAGR g 155,524 oz 5 =. Cosmo 2 Stawell Cosmo 77,740 oz gs 50366 02 TALE ox £2 2015 Production £ 100 Guidance g 205,000 S Cosmo/NT 220,000 0z 40,731 H = 68,020 oz = 3 S684 a . Fosterville U0, ne 105,342 oz Fosterville 25 64427 oz ° 2010 20m 2012* 2013 2014 2015 5 GoLD EE ——eeeeeeee 00000

Slide 6

— 2015 Production and Cash Cost Guidance * 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 (Us) s 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 ounces $670 - $750 $850-$930 $945 - $1,025 $780 - $860 AISC per ounce*®) $1,020 - $1,100 *See Non-IFRS Disclosures (1) All-In Sustaining Cash Costs per Ounce (“AISC”) Includes Corporate General and Administrative Expenses.…

Slide 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 additi…

Slide text above is read directly from the Crocodile Gold Corp deck PDF embedded on this page.

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