Vancouver Based Gold company with a major project in California.

1. An Experienced Team
Building A New Gold Company
February 2013
www.deltagold.com

2. Forward Looking Statements
This presentation may contain “forward-looking information” within the meaning of Canadian securities acts or “forward-looking
statements” within the meaning of Section 21E of the Securities Exchange Act of 1934 of the United States. Forward-looking
statements are subject to a variety of risks and uncertainties which could cause actual events or results to differ from those
reflected in the forward-looking statements, including, without limitation, risks and uncertainties relating to the interpretation of
drill results and the estimation of mineral resources, the geology, grade and continuity of mineral deposits, future material
production, the possibility that future exploration, development results will not be consistent with the Company’s expectations,
accidents, equipment breakdowns, title matters and surface access, labour disputes, the potential for delays in exploration
activities, the potential for unexpected costs and expenses, commodity price fluctuations, currency fluctuations, failure to obtain
adequate financing on a timely basis and other risks and uncertainties, including those described under Risk Factors in the
management discussion and analysis. In addition, forward-looking information is based on various assumptions including,
without limitation, the expectations and beliefs of management, the assumed long term price of gold, that the Company will
receive required permits and access to surface rights, that the Company can access financing, appropriate equipment and
sufficient labour and that the political environment within California will continue to support the development of environmentally
safe mining projects. Should one or more of these risks and uncertainties materialize, or should underlying assumptions prove
incorrect, actual results may vary materially f
i
t
t l
lt
t i ll from th
those d
described i f
ib d in forward-looking statements. A
d l ki
t t
t Accordingly, readers are
di l
d
advised not to place undue reliance on forward-looking statements.
Forward-looking statements may prove inaccurate, as actual results and future events could materially differ from those
anticipated in such statements. Delta Gold undertakes no obligation to update forward-looking statements if circumstances or
management estimates, assumptions or opinions change, except as required by applicable law.
This presentation may use the terms “indicated" and “inferred" as these terms are defined under Canada's National Instrument
43-101. U.S. Investors are advised that, while such terms are recognized and required by Canadian regulations, they are not
recognized by the United States Securities and Exchange Commission ("SEC") and may not be comparable to similar information
for United States mining or exploration companies. As such, certain information contained in this news release concerning
descriptions of mineralization and resources under Canadian standards is not comparable to similar information made public by
United States companies subject to the reporting and disclosure requirements of the SEC. U.S. investors are cautioned not to
assume that any part or all of the mineral deposits described in these categories will ever be converted into proven or probable
reserves, as defined in the SEC's Industry Guide No. 7.
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1

3. Delta Gold - Strategy and Objectives
Build
B ild a gold mining company by assembling a portfolio of low cost and highld i i
b
bli
tf li
fl
t
d hi h
quality, producing and development-stage gold assets in stable jurisdictions
Focus on economically, environmentally and socially viable projects
ocus o eco o ca y, e
o
e a y a d soc a y ab e p ojec s
leveraging the Delta Gold team’s experience and skill sets
Maintain very high safety, environmental and social standards
Generate superior returns for Delta Gold’s shareholders and meaningful
benefits for the communities in which we operate
www.deltagold.com
2

4. Delta Gold – Formula for Success
The Delta Gold Formula:
Quality Resource
+
+
+
+
+
+
+
=
Good Jurisdiction
Technical Excellence
High Environmental Integrity
Cultural Respect
Good Communication
Community Economic Benefits and Business Opportunities
Training, Hiring and Buying Locally
ECONOMIC SUCCESS AND SUSTAINABILITY
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3

5. Delta Gold - Corporate Highlights
Flagship asset – Imperial Project, California
 Feasibility and permitting stage gold deposit
 Defined Resource(1):
o 879,000 oz Indicated
o 1,298,000 oz Inferred
Imperial
 Dormant since 2002
Proven management team
 On-budget and on-time project execution history
o Highly successful mine permitting track record
o Excellent CSR reputation
Management and Board of Directors with great breadth and depth of
experience and a history of delivering shareholder value
Pipeline of additional growth opportunities
(1) Effective March 30, 2012 and calculated at a Cutoff Grade of 0.17 g/t within a constraining Whittle optimised shell at US$1,400/oz gold price as per technical report issued November 5, 2012 entitled “Preliminary
Economic Assessment Technical Report for the Imperial Project, California, USA” prepared by SRK Consulting
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4

6. Imperial Project – Highlights
Advanced stage gold development
project
Location easily accessible by road - 30
minutes from city of Yuma Arizona, and
Yuma, Arizona
international airport
Over 60,000 meters of drilling
Feasibility Study and draft EIS
completed by Glamis Gold in 1996
Long mining history in the area,
including New Gold’s operating Mesquite
Mine
Contracted to purchase 100% of
Imperial Project from Goldcorp
 $30 million in Delta Gold equity + gold price
participation above $1300/oz
Issued NI 43-101 compliant Technical
Report and Preliminary Economic
Assessment November 5, 2012
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5

7. Imperial Project – Setting
Gentle topography
Benign climate
 365 d/y operations
No critical habitat for
endangered fauna or flora
species was identified in past
environmental studies
Culturally sensitive area
Unemployment rates in both
Yuma and Imperial counties
have
ha e been consistently among
consistentl
highest in the U.S. ~ 29.9% in
August 2012 (1)
East Pit area looking towards Indian Pass
(1) U.S. Bureau of Labor statistics
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6

8. Imperial Project – Infrastructure and Tenure
Excellent power, water and
transportation infrastructure
656 claims covering 5,721 acres
Validated claims by BLM secure title to
resource and give right to permit
Imperial Project: Drilled and tested large volume
t
ll
water well
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7

9. Imperial Project – Technical Characteristics
Geological setting similar to that found
at nearby Mesquite and Picacho mines
Gold deposit is epithermal, disseminated,
deeply oxidized
Delineated
Imperial Project Pit Shells
West Pit
Resource(1)
(2)
Singer Pits
East Pit
 Indicated 879,000 ounces gold
 Inferred 1,298,000 ounces gold
Low strip ratio 2.68:1
Low cost mining due to weakly cemented
gravel overburden
Excellent metallurgy
 83% recovery projected
 Low reagent consumption
(1) Effective March 30, 2012 and calculated at a Cutoff Grade of 0.17 g/t within a constraining Whittle optimised shell at US$1,400/oz gold price as per technical report issued November 5, 2012 entitled “Preliminary Economic
Assessment Technical Report for the Imperial Project, California, USA” prepared by SRK Consulting
(2) Pit shell 27 as per technical report entitled “Preliminary Economic Assessment Technical Report for the Imperial Project, California, USA” prepared by SRK Consulting. PEA Life of Mine Plan, 1.19 Million ozs recovered, 89
Million Tons ore at a 2.68 strip ratio (Includes 47% from Inferred Resources. Mineral resources that are not mineral reserves do not have demonstrated economic viability)
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8

10. Imperial Project – PEA Summary
Incremental Opportunities:
PEA Highlights(1)
fleet / contract mining
o Potential reduction ~ $65 million
 Improved pit development /
backfilling sequence to reduce postmining waste re-handling
 Negotiate alternate reclamation and
backfilling plan
 Optimise crushing/agglomerating,
including evaluation of run-of-mine
processing to reduce operating costs
Mining Method
Open Pit, Heap Leach
Processing Rate
25,000 tpd
Mine Production Life
10 years
y
Strip Ratio (waste:ore)
2.68
Metallurgical Recovery
83%
Total Gold Recovered
 Decrease capital cost by leasing mining
1.187 mozs
(2)
Average Annual Gold Production
119,000 ozs
Cash Costs (including royalty,
refining)
US$599/oz
Total life of mine cash costs
US$ 965/oz
Initial Capital Cost
US$202 million
(3)
g
p
LOM Sustaining Capital
$
US$74 million
Closure Capital
US$149 million
Pre-Tax NPV (5%, US$1,300/oz Au)
US$215 million
Pre-Tax IRR
23%
Post-Tax NPV (5%, US$1,300/oz Au)
US$136 million
Post-Tax IRR
19%
Capital Payback Period
3.5 years
(1) Costs effective March 30, 2012 and calculated at a US$1,300/oz gold price as per technical report issued November 5, 2012 entitled “Preliminary Economic Assessment Technical Report for the Imperial Project, California,
USA” prepared by SRK Consulting
(2) Inferred resources were used in the life-of-mine (“LOM”) plan with inferred resources representing 47% of the material planned for processing. Mineral resources that are not mineral reserves do not have demonstrated
economic viability. There is no certainty that all or any part of the mineral resources will be converted into mineral reserves. Mineral reserves can only be estimated as a result of an economic evaluation as part of a
preliminary feasibility study (“PFS”) or a feasibility study (“FS”) of a mineral project. Accordingly, at the present level of development, there are no mineral reserves at the Imperial Project.
(3) See details on slide 29 in Appendix
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9

11. Imperial Project - Highlights

Defined resource

Technically de-risked

Low capital intensity

Low cash costs
Feasibility Study
and Permitting
Imperial Project: Proposed leach pads site and Cargo Muchacho Mountains
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10

12. Imperial Project – Project History
Glamis Gold completed exploration, feasibility study, ordered mining equipment and
issued draft EIS/EIR for public comment in 1996
Delta Gold team members have past history with Imperial exploration
Project faced opposition from NGOs and local Quechan Tribe. Focus on spiritual and
cultural values of the area, as well as desert preservation agenda
In January 2001, a Negative Record of Decision was issued by the Bureau of Land
Management, citing legal opinion th t P j t would result in “undue impairment” of
M
t iti
l
l
i i
that Project
ld
lt i “ d
i
i
t” f
spiritual and cultural values however the decision was rescinded in November 2001,
based on a revised legal opinion, allowing EIS/EIR process to resume
In 2002, low gold p
,
g
prices (~US$300/oz) and new SMARA regulations requiring
(
$
/ )
g
q
g
backfilling of open pit mines in California rendered the Project uneconomic
Goldcorp acquired Glamis in November 2006 and Project remained dormant
Delta Gold s purchase agreement with Goldcorp completed in 2012 following a yearGold’s
2012,
long evaluation and due diligence process
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11

13. Imperial Project – Permitting Environment in California
California’s current mine permitting regulatory environment
demands very high standards (e.g. backfilling open pits)
 Delta Gold welcomes opportunity to meet these standards
 Resulting mine will be first class operation
The BLM validation of the mineral claims in July 2002 gives
Delta Gold the legal right to pursue permitting of
the Imperial Project
Imperial Project desert setting
Case Study: In 2012, Golden Queen Mining Co. Ltd. permitted the Soledad Mountain
open pit mine in California
April 2007
A il
Submitted application to Kern
County for a revised Mining &
Reclamation Plan
July 2009
Air Quality & Health Risk Assessment
completed / submitted to the Kern
County Planning Department & the
Eastern Kern Air Pollution Control
District (EKAPCD); approved April 2010
July 2010
Lohantan Regional Water Quality
Control Board approved Waste
Discharge Requirements
April 2010
Kern County Planning
Commission unanimously
approved the Project
www.deltagold.com
July 2012
Kern County approved information
submitted in regards to Condition 107
of the Conditional Use Permits
(fully permitted)
Feb 2011
10 applications for
Authority to Construct
permits submitted to
EKAPCD
Feb 2012
EKAPCD issued the
Authority to Construct
u o y o o
u
permits
12

14. Imperial Project – Delta Gold’s Approach
The Delta Gold team has a unique reputation for respect for environmental and cultural
values. It has a track record of building positive, lasting and pragmatic relationships with
local communities. This approach is best known for:
 A focus on sincere consultation and progressive partnerships with First Nations
 Very high environmental standards – ethical and technical excellence
 An award-winning approach (PDAC e3 Award, BC Mining & Sustainability Award and
others)
 Precedent-setting cultural recognition by First Nation communities
Delta Gold will strive for early, open, direct and transparent communication with local
residents and communities – aiming to create understanding and confidence in Delta
Gold and the Imperial Project, where local residents are given the chance to make a
meaningful contribution to the Project evaluation and planning process
Delta Gold’s senior management team plans to demonstrate its commitment by
establishing a personal, early and sustained presence in the local community, and to build
direct relationships at all levels, one at a time
Delta Gold’s prime objective is for the Imperial Project to be a win-win scenario for
all
www.deltagold.com
13

15. Imperial Project – Feasibility Study Plan and Timeline
Goal: Completely update Feasibility Study and submit permit applications
 Strong focus on building relationship with local communities
Phase 1 – Initiate regulatory process
 Obtain permit to execute 19,000 metre drill program
p
,
p g
 Environmental Assessment work and update
Phase 2 – Feasibility Study
 Execute drill program, revise resource model
 Metallurgical testing
 Engineering studies, opex and capex estimates
1-year program estimated at ~$4 million – Start Feasibility Study
2-year program estimated at ~$10 million – Complete Feasibility Study
Environmental due diligence
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14

16. Delta Gold – Investment Highlights

Feasibility Study stage Imperial Project

Technically de-risked asset in safe jurisdiction


Low start-up capital requirement and low cash costs

The right team to advance Imperial Project through
permitting and into production
Strong opportunity pipeline
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15

17. The Imperial Project, California
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16

18. New Gold’s Mesquite Mine – Located 15 km away
New Gold core asset
Produced 3.7 million
ounces Au since
1986
+150,000 oz gold
per annum
Geology and
mineralization e
mine ali ation very
similar to Imperial
Project
2011 operating cash
flow f om Mesquite
flo from Mesq ite
was $103 million
New Gold’s Mesquite Mine easternmost pit, with Imperial Project and Picacho Peak in the distance
www.deltagold.com
17

19. Imperial Project – Goldcorp Acquisition Terms
Option to acquire 100% of the Imperial Gold Project from
for $30 million payable in Delta Gold shares
 On signing: $5.0 million (paid June 2012)
 On-going: $5.0 million per year over 4 years
 Contingent payment: $5.0 million on positive construction decision
 Additional contingent cash payments: Up to $15.0 million in price participation at gold price above
$ ,
$1,300/oz
(1)
 Work commitments: $2.0 million per year over 5 years
Goldcorp currently holds ~11.5% interest – Standstill and Voting Trust Agreement
(1) For 4 years of commercial production, cash payment to Goldcorp based on the following calculation: 50% x (actual gold price - US$1,300/oz) x total gold produced. Capped at cumulative $15 million.
www.deltagold.com
18

20. Imperial Project – Technical Characteristics
349 RC drill holes (~59,454 metres) and 9
core holes (~1,494 metres) drilled to date
Geological setting and oxide gold
mineralisation similar to that found at
nearby Mesquite and Picacho mines
Epithermal, disseminated and deeply
oxidized gold deposit hosted in biotite and
sericite gneiss formations
GLOBAL MINERAL RESOURCE INVENTORY (1)
As of March 31, 2012
Classification
ktonnes
g/t
oz
Indicated
45,763
0.60
879,000
Inferred
76,334
0.53
1,298,000
Calculated at a Cut-Off Grade of 0.17 g/t and within a Gemcom Whittle™ Optimised Shell at US$1,400/oz gold price
Extensive metallurgical test program – 1992
to 1996
 Column test recovery: 78% to 94% over 80 days
 Low reagent consumption (< 0 15 kg/t cyanide)
0.15
 Column and bottle roll results compared
favourably to Picacho and Mesquite reference
column tests
 Imperial recovery is better than Picacho and
equivalent to Mesquite oxide
 SRK Engineering estimates 83% recovery with
minus 2 inch crush and agglomeration
(1) As per technical report issued November 5, 2012 entitled “Preliminary Economic Assessment Technical Report for the Imperial Project, California, USA” prepared by SRK Consulting with an effective date of March 30, 2012
www.deltagold.com
19

21. Imperial Project – Mine Limits and Cost Reduction Potential
Mine to consist of two main open pits, West
Pit and East Pit, separated by the smaller
Singer Pits
 Potential for a single open pit at higher g
g
p
p
g
gold prices
p
– facilitates backfill sequencing
West Pit
Singer Pits
Majority of waste is weakly cemented
gravels yielding low overall mining cost of
US$1.48/tonne
Opportunities:
East Pit
 Some resource expansion potential between West
Pit and East Pit and down dip of the Singer Pits
 Studying various crushing options, including runy g
g p
,
g
of-mine processing
www.deltagold.com
20

22. Imperial Project – Mining Details
Major Mining Equipment
Year 1
Maximum
Hydraulic Excavators
RH200 – 34 cy
2
2
Front End Loaders
F
tE dL d
Cat 994 – 26 cy
1
1
Haulage Trucks
Cat 793 – 240 ton
8
10
Blasthole Drills
12 ¼”
2
2
Ore mining sequence
 W t Pit: Years -1 t 5
West Pit Y
1 to
 Singer Pits: Years 4 to 5
 East Pit: Years 3 to 10
 Backfilling West Pit begins in Year 5
 Backfilling completed Year 16
Mining Cost - $1.34/ton material
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21

23. Imperial Project – Capital Cost Details
Pre-Production
Life of Mine
$34.7
$34.7
Mining (Incl. Spares)
$77.1*
$114.0*
Crushing & ADR Plant
$46.5
$46.5
Heap Leach Pad
$16.7
$44.1
Infrastructure
$13.1
$13.1
EPCM, Owners, Other
Sustaining
$20.6
$21.5
Contingency
g
y
$29.8
$38.8
Sub-Total
$238.5
$312.7
Less Pre-Production Sales
($36.6)
($36.6)
Total Capital Costs
$201.9
$276.1
In US$ millions where applicable
Pre-Strip
As per technical report issued November 5, 2012 entitled “Preliminary Economic Assessment Technical Report for the Imperial Project, California, USA” prepared by SRK
Consulting with an effective date of March 30, 2012
* Contract mining opportunity not considered under this scenario
C t
t i i
t it
t
id
d
d thi
i
www.deltagold.com
22

24. www.deltagold.com
Riverstone
e
Carpathian
n
Gold
Astur Gold
d
Vista Gold
d
Victoria Gold
d
Carpathian
Gold
Atacama
A
Pacific
Vista Gold
oldgroup
Go
De
elta Gold
Exeter
Delta Gold
d
Victo
oria Gold
Exeter
Goldgroup
p
Guyana
Goldfields
s
Rainy River
Esperanza
a
Sabina
a
Belo Sun
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Premier Gold
d
Sulliden Gold
d
Lydian Int'
'l
Golden Queen
n
Pilot Gold
d
Romarco
o
Torex
x
Rubicon
n
EV / Gold Resource (US$/oz)
e
verstone
Riv
0.00x
Midas Gold
d
0.20x
Belo Sun
B
0.40x
d
Midway Gold
0.60x
Sabina
0.80x
Atacama
a
Pacific
Price / Net Asset Value (1)(2)
stur Gold
As
Guyana
G
Goldfields
Mid Gold
das
n
Golden Queen
way Gold
Midw
den Gold
Sullid
Rubicon
speranza
Es
dian Int'l
Lyd
mier Gold
Prem
Rainy River
Romarco
R
Torex
Pilot Gold
P / NAV (x)
Delta Gold – Attractive Relative Valuation
EV / Gold Resource
180
150
120
90
60
30
0
Note: As at February 15th, 2013. Assumes C$/US$ exchange rate of 1.0065
(1) NAV based on analyst consensus estimates except Delta Gold which is based on 2012 PEA
(2) Illustrative Delta Gold analysis assumes treatment of US$25 million instalment payments to Goldcorp as a liability; NAV based on 2012 PEA (5% discount rate, US$1,300/oz gold price)
23

25. Delta Gold – Pro Forma Share Capitalisation
Capital Structure
Pro Forma Basic Shares Outstanding
ITM Options & Warrants
191,171,258
7,698,592
Fully Diluted ITM Shares Outstanding
OTM Options & Warrants
199,099,850
[48,161,866]
Fully Diluted Shares Outstanding
www.deltagold.com
[247,617,159]
24

26. Management & Board of Directors
Marco A. Romero – President & Chief Executive Officer
Mr. Romero is an entrepreneur with over 30 years of diversified international experience in the mining and construction materials industries. He has
held leadership roles in exploration, environmental permitting, mine development and operations, mergers and acquisitions, corporate finance and
business management. Mr. Romero was the founder of Polaris Minerals Corporation and served as its President and Chief Executive Officer from
1999 to 2008. He remains one of its non-executive directors. Prior to that, Mr. Romero was Senior Vice President of Corporate Development of
Ivanhoe Mines Ltd. from 1998 to 2000. From 1991 to 1998, Mr. Romero was a co-founder and Executive Director of Eldorado Gold Corporation.
John H. Purkis – Senior VP, Operations & Chief Operating Officer
Mr. Purkis has +40 years of experience in the mining industry covering all aspects of the business, from exploration to mining and mine closure. He
was a co-founder and director of Polaris Minerals Corporation from 2000 to 2009. He is a director and officer of two private startup ventures: Galileo
Minerals Ltd. and Mexico Pacific Gold Ltd. He is the former CEO of CanAfrican Metals and Mining Corp., President and CEO of MCK Mining Corp.,
Vice-President, Mining and Development, of Atna Resources Ltd., Project Manager of the Pueblo Viejo Project for Genel Dominicana, Vice-President,
Projects of Inmet Mining Corporation, Vice-President, Mining, of Minnova Inc., and Chief Engineer of Cyprus Anvil Mining Corp. He has also held
senior roles at mines and projects including Quintette, Faro, Samatosum, Troilus, Cobre Panama and Antamina. Mr. Purkis holds a Bachelor of
Science, Engineering, from the Royal School of Mines in England and a Masters of Business Administration from Queens University in Canada.
Harry P. Sutherland – VP, Finance & Chief Financial Officer
Mr. Sutherland has +40 years of experience in senior positions with financial responsibilities in the mining industry. Mr. Sutherland was VP Finance
and CFO of Polaris Minerals Corporation from 2000 to 2006, Chief Financial Officer of Manhattan Minerals Corp. from 1996 to 1999, Chief Financial
Officer of Eldorado Gold from 1995 to 1996, Manager of Finance of Hudson Bay Mining and Smelting Ltd. from 1993 to 1995, and Chief Financial
Officer of Imperial Metals Corporation from 1984 to 1992. Mr. Sutherland held various finance and management positions with Gold Fields of South
Africa Ltd. from 1971 to 1982.
Alex Boronowski – Vice President, Evaluations
Mr. Boronowski is a geologist with +40 years of experience in surface and underground exploration, and mine development. His experience includes
domestic and international precious and base metal project evaluations and exploration for major companies, such as Cominco, Texasgulf, Kidd
Creek, TOTAL and Eldorado, and for various junior resource companies. Mr. Boronowski played a key role in the research, exploration and resource
definition of Polaris Minerals Corporation's Orca Quarry and its Eagle Rock Project.
Colin K. Benner – Chairman & Director
Mr. Benner is a professional mining engineer with over 40 years of experience in engineering and management in the Canadian and International
mining industry. Currently he serves as Executive Chairman of AuRico Gold Ltd., and Chairman of Corsa Coal Ltd. He is the past Executive Chairman
of PBS Coals Inc., CEO of Skye Resources Inc. and served as interim CEO of HudBay Minerals Inc. He has been directly involved in the successful
raising of capital for project development and in a number of commercial transactions in the mining industry including the taking public and sale of
PBS Coals, the acquisition of Rio Narcea Gold Mines, the merger of Lundin Mining Corp. and Tenke Mining Corp. and prior to this the merger of
Lundin Mining Corp. and EuroZinc Mining Corp. Mr. Benner has held several senior positions in the base metal, uranium and potash business, as
g
p
g
p
p
,
p
,
well as the precious metals sector. Some of these positions include Vice Chairman and CEO of Lundin Mining Corporation, Vice Chairman & CEO of
EuroZinc Mining Corporation, President & CEO of Breakwater Resources Ltd., President and CEO of Black Hawk Mining Ltd. and Executive Vice
President of Denison Mines Ltd. A qualified Independent Corporate Director. He is also a director of Adriana Resources, Adent Capital, Mercator
Minerals, Dalradian Resources, Lundin Mining and Troon Ventures.
www.deltagold.com
25

27. Management & Board of Directors (Continued)
John P.A. Budreski – Director
Mr. Budreski is an independent businessman who spent 25 years in the investment industry including investment banking, M&A, sales, trading and
research. Until January 2012, he was Vice-chairman of Cormark Securities, Inc. Prior to that, Mr. Budreski was the President and CEO of Orion
Securities and held senior positions with RBC Dominion Securities and Scotia Capital in investment banking, equity capital markets and managing
sales, trading and research teams. Mr. Budreski is also a director of Sandstorm Gold Ltd., Sandstorm Metals & Energy Ltd., Alaris Royalty
Corporation and Erdene Resource Development Corporation. He holds a Bachelor of Engineering from the Technical University of Nova Scotia and an
MBA f
from th U i
the University of C l
it
f Calgary.
William Myckatyn – Director
Mr. Myckatyn has +35 years of technical and management experience in mine financing, development and operations. Mr. Myckatyn was cofounder, Chairman and subsequently Vice-Chairman of Quadra Mining FNX until its takeover in 2012. Prior to forming Quadra Mining in 2002, he
was Chairman, President and CEO of Dayton Mining Corporation where he led the restructuring of the company and its subsequent merger with
Pacific Rim Mining Corp. Prior to this, he served as President and CEO of Princeton Mining Corporation and Gibraltar Mines Limited., and worked for
various operations controlled by Placer Dome Inc. and its associated and predecessor companies. Currently, Mr. Myckatyn is the Lead Director of
Pacific Rim Mining Corp. and a director of First Point Minerals Corporation, San Marco Resources and Oceanagold Corporation.
Gary D. Nordin – Sr. Technical Advisor
Mr. Nordin is a geologist with +40 years of international experience in the mining industry. He was a co-founder and a director of Polaris Minerals
Corporation from 2000 to 2009. Mr. Nordin is currently Vice President of Exploration of Orestone Mining Corp and a director of Canasil Resources
Inc. and Rae Wallace Mining. He is also the President of two private US exploration companies: Trend Resources LLC and Gale Peak Resource
Group. Mr. Nordin is former co-founder, director, and Vice President Exploration of Eldorado Gold Corporation (1991-2001) and a former cofounder, director and Vice-President Exploration of Bema Gold Corporation (1982-1990).
Roman Shklanka – Director
Dr. Shklanka is a geologist with +45 years of international experience in the mining industry. He is currently the Chairman of Kobex Minerals Inc.
and Pacific Imperial Mines Inc. He was Chairman of Polaris Minerals Corporation from 2000 to 2011 and Chairman of Canico Resource Corp., which
was acquired by CVRD in 2005. He was also Chairman of Sutton Resources Ltd. from 1995 to 1999, when it was acquired by Barrick Gold
Corporation. He was formerly Vice President of Exploration for Placer Dome. Dr. Shklanka was inducted into the Canadian Mining Hall of Fame in
2009 in recognition of his numerous career accomplishments
accomplishments.
www.deltagold.com
26

28. Contact Information
650 West Georgia Street, Suite 480
Vancouver, B.C.
V6B 4N7
Marco Romero, President & CEO
Telephone: (604) 681 – 2020 (101)
Fax: (604) 681 - 1011
info@deltagold.com
www.deltagold.com
www.deltagold.com
27