A Leading Intermediate Copper Producer October 2014 1 Cautionary Note Forward Looking Information This presentation, and the documents incorporated by reference herein, may contain “forward-looking information” within the meaning of Canadian securities legislation and “forward-looking statements” within the meaning of the United States Private Securities Litigation Reform Act of 1995 (collectively, “forward-looking statements”). These forward-looking statements are made as of the date of this document and Capstone does not intend, and does not assume any obligation, to update these forward-looking statements, except as required under applicable securities legislation. Forward-looking statements relate to future events or future performance and reflect our expectations or beliefs regarding future events. Forward-looking statements include, but are not limited to, statements with respect to the estimation of mineral resources and mineral reserves, the realization of mineral reserve estimates, the timing and amount of estimated future production, costs of production and capital expenditures, the success of our mining operations, environmental risks, unanticipated reclamation expenses and title disputes. In certain cases, forward-looking statements can be identified by the use of words such as “plans”, “expects”, “budget”, “scheduled”, “estimates”, “forecasts”, “intends”, “anticipates”, “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” or the negative of these terms or comparable terminology. By their very nature, forward-looking statements involve known and unknown risks, uncertainties and other factors that may cause our actual results, performance or achievements to be materially different from any future results, performance or achievements expressed or implied by the forward-looking statements. Such factors include, among others, risks related to inherent hazards associated with mining operations; future prices of copper and other metals; counterparty risks associated with sales of our metals; our ability to raise capital; foreign currency exchange rate fluctuations; accuracy of mineral resource and mineral reserve estimates; changes in general economic conditions; uncertainties and risks related to the potential development of the Santo Domingo Project; increased operating and capital costs; challenges to title to our mineral properties; operating in foreign jurisdictions with risk of changes to governmental regulation; compliance with governmental regulations; dependence on key management personnel; compliance with environmental laws and regulations; reliance on approvals, licenses and permits from governmental authorities; impact of climatic conditions on our Pinto Valley, Cozamin and Minto operations; potential conflicts of interest involving our directors and officers; aboriginal title claims and rights to consultation and accommodation; limitations inherent in our insurance coverage; land reclamation and mine closure obligations; labour relations; increasing energy prices; competition in the mining industry; risks associated with joint venture partners; and our ability to integrate new acquisitions into our operations. Although we have attempted to identify important factors that could cause our actual results, performance or achievements to differ materially from those described in our forward-looking statements, there may be other factors that cause our results, performance or achievements not to be as anticipated, estimated or intended. There can be no assurance that our forward-looking statements will prove to be accurate, as our actual results, performance or achievements could differ materially from those anticipated in such statements. Accordingly, readers should not place undue reliance on our forward-looking statements. Alternative Performance Measures “C1 Cash Cost”, “Cash Cost” and “Adjusted Net Earnings” are Alternative Performance Measures. Alternative performance measures are furnished to provide additional information. These performance measures are used by management to monitor performance, to plan and to assess the overall effectiveness and efficiency of mining operations. These performance measures may not be comparable to similar data presented by other mining companies. These performance measures should not be considered in isolation as a substitute for measures of performance included in the Company’s unaudited condensed interim consolidated financial statements prepared in accordance with IFRS. Currency All amounts are in US$ unless otherwise specified. 2 About Capstone Low-risk copper producer focused on the Americas Minto Yukon, Canada Kutcho BC, Canada Stable cash flow generation from three mines Head Office BC, Canada Pinto Valley Arizona, US Financial flexibility to fund growth Cozamin Zacatecas, Mexico Proven track record of sustainable growth Santo Domingo Region III, Chile A leading intermediate copper producer 3 PRODUCTION DEVELOPMENT EXPLORATION Three operating mines Growth Projects Portfolio Production assets located in stable geographies in the Americas producing >100 k tonnes of copper annually Disciplined approach to construction, offering significant growth in planned copper production over next five years Early-stage base metals exploration properties Pinto Valley Arizona, US 66.3 k tonnes copper1 Cozamin Region III, Chile CS 70%; KORES 30% Zacatecas State, Mexico 20 k tonnes copper1 Santo Domingo Chile SQM - option to earn up to 70% of Project Providencia (3,500 sq km) CS 70%; KORES 30% - 6 properties Kutcho British Columbia, Canada Long term Short term Portfolio Minto Yukon, Canada 18.5 k tonnes copper1 1.±5%; see news release dated March 26, 2014. 4 Two-Tiered Growth Strategy 1. Robust organic growth potential Potential increase at Pinto Valley - PV3 scoping study underway Further opportunities at operating mines Advancing the Santo Domingo project Building the exploration portfolio 2. Growth through strategic acquisition Maintain disciplined, well-balanced approach with a conservative and flexible balance sheet Low-risk, mining-friendly jurisdictions in the Americas Copper asset in or near production Capstone is well-positioned for profitable growth, supported by considerable financial flexibility 5 Pinto Valley Mine Large, long life producing Copper Mine Acquired in October 2013 from BHP for $650M Operating copper mine in Globe-Miami district of Arizona: Asset diversification into one of the world’s most favorable mining jurisdictions for tax, regulation and labour Commenced operation in 1975 Fully permitted with established infrastructure and skilled workforce $194M restart capital spent by BHP in 2012 Brand new mining fleet, mill upgrades, crushing plant, control systems, infrastructure 6 Pinto Valley Mine Open Pit Mine in Arizona, US Mine life (years) 12 Production – 2014 Guidance (k tonnes Cu ±5%) 66.3 Production1 – Nine Months 2014 YTD (k tonnes) 51.2 C1 cash cost2 – Six Months 2014 YTD ($/payable lb Cu) C1 cash cost2 – 2014 guidance ($/payable lb Cu) $2.10 $1.90 - $2.00 Measured & Indicated contained copper3 (k tonnes) By-products 4,765 Mo, Ag Key Points PV2 mine plan represents only 16% of the total M&I Resource Work underway to evaluate possible mine life extension beyond 2026 and potential increase in throughput Potential for meaningful impact on production and growth PV2 PFS does not include all the projected impact of process improvements Pinto Valley added 57 thousand tonnes of copper annually for over 12 years 1. Includes concentrate and cathode. 2. C1 Cash Cost is an Alternative Performance Measure, which is net of by-product credits as well as treatment and selling costs. 3. Pinto Valley Mine 2014 Pre-Feasibility Study, April 2014. Mineral Reserves and Resources take into account mining activities until January 1, 2014, and are reported above 0.18% Cu Cut-off Grade. . See Forward-Looking Statements and Cautionary Note for NI 43-101 information. 7 PV2 Pre-Feasibility Summary & Mine Plan – March 2014 Summary of March 2014 PV2 PFS Mine Life (years) 12.3 1,[email protected]%1 Mineral Resources Mineral Reserves [email protected]% Planned Throughput (ktpd) 50 - 52 Avg. Annual Production – Contained in Concentrate (M lbs) 119.5 Avg. Annual Production – Cathode (M lbs) 6.3 Est. LOM Avg. C1 Cash Costs $2.00 LOM Sustaining Capital ($ millions) $187.9 After-tax NPV, 8% ($M) $738 50 0.40% Total Material Moved 0.35% 40 0.30% 35 30 0.25% 25 0.20% 20 0.15% 15 0.10% 10 Capital Expenditure ($M) Payable Copper (k tonnes) 0.05% 5 0 0.00% 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 47 62 12 12 9 11 14 6 5 5 3 2 0 64.1 54.8 65.1 55.8 56.2 54.1 57.0 56.1 54.7 52.3 59.7 41.0 12.0 1. Pinto Valley Mine 2014 Pre-Feasibility Study, April 2014. Mineral Reserves and Resources take into account mining activities until January 1, 2014, and are reported above 0.18% Cu Cut-off Grade. See Forward-Looking Statements and Cautionary Note for NI 43-101 information. 2026 8 Copper Grade % Material Mined (M t/year) 45 Pinto Valley Improvement Strategy Underway 2012-2013 Restart Ramp-up to 50 ktpd 2014 Stabilize Stabilize at 50 ktpd Increase throughput to 52 ktpd BHP Copper Cities Upcoming Catalysts 2016+ Optimize Pinto Valley Focus on improving reliability and costs BHP Miami Scoping study for PV3 underway Extended mine life Expanded production Freeport Miami Engage and empower workforce to improve site performance Leverage existing organizational structure to facilitate continuous improvement Source: Google maps. Town of Miami KGHM Carlota 9 Cozamin Mine Underground Mine in Zacatecas State, Mexico Mine life remaining (years) 6.5 Production – 2014 guidance (k tonnes Cu ±5%) 20.0 Production – Nine Months 2014 YTD (k tonnes) 15.2 C1 cash cost1 – Six Months 2014 YTD ($/payable lb Cu) C1 cash cost1 – 2014 guidance ($/payable lb Cu) By-products 2014 2015 Ongoing exploration program $1.23 $1.30 - $1.40 Zn, Pb, Ag 2017+ Silver stream sale expires April 2017 to significantly improve economics (currently ~1.5M oz/year) 1. C1 Cash Cost is an Alternative Performance Measure, which is net of by-product credits as well as treatment and selling costs. See ForwardLooking Statements and Cautionary Note for NI 43-101 information. 10 Minto Mine Open Pit & Underground Mine in Yukon, Canada Mine life remaining (years) 7 Production - 2014 guidance (k tonnes Cu ±5%) 18.5 Production – Nine Months 2014 YTD (k tonnes) 15.1 C1 cash cost1 – Six Months 2014 YTD ($/payable lb Cu) $2.20 C1 cash cost1 –2014 guidance ($/payable lb Cu) $2.45 - $2.55 Life of mine projected C1 cash cost1 $1.92 By-products 2014 Mineral Reserves 9,[email protected]%2 Mineral Resources 49,[email protected]%2 2015 Higher grade ore feeding mill through Q3. Permit application filed for all remaining Mineral Reserves. Au, Ag Minto North high-grade ore to feed mill in 2015. 2016 Significant production from high-grade Minto North pit. 1. C1 Cash Cost is an Alternative Performance Measure, which is net of by-product credits as well as treatment and selling costs. 2. Mineral Reserves and Resources take into account mining activities until December 31, 2013, and are reported above a 0.5% Cu COG (Underground Mineral Reserves reported above a $64.40 NSR COG). See Forward-Looking Statements and Cautionary Note for NI 43-101 information. 11 Santo Domingo Project Copper-Iron Development Project in Region III, Chile Project Area Diego de Almagro Superior infrastructure 7 kms from town, power lines & sub-station 110 kms from port Low elevation (~1,000 masl) Paved road access Low environmental risk 12 Santo Domingo – July 2014 Feasibility Study Confirms the value as a robust, low cost copper project Unlevered Internal Rate of Return of 17.9% (27.3% assuming $1B project debt or 60% leverage) $797 million after-tax NPV, discounted at 8% 18-year mine life, 128M lbs Cu, 4.2 Mt Fe, 16 k oz Au annually Off-take agreements committed for 50% of Cu and Fe LOM LOM by-product C1 cash costs1 negative $0.06/lb payable Cu LOM co-product C1 cash costs1 $1.50/lb payable Cu Attractive opportunity in a community that demonstrates strong support for the project A long-life, low cost copper project 1. C1 Cash Cost is an Alternative Performance Measure. C1 Cash Cost on a by-product basis includes gold and iron credits. See Forward-Looking Statements and Cautionary Note for NI 43-101 information. 13 Santo Domingo FS – CAPEX & Funding CAPEX1,2 Partnership & Funding Structure3 Initial cost $1.7B Owned 70% Capstone and 30% Korea Resources Corporation (KORES) Sustaining Capital: $368M KORES largest Capstone shareholder (11%) LOM off-take agreement for 50% of Cu & Fe magnetite concentrate on then prevailing market terms KORES to participate in arranging debt financing Process Plant $380M Port $180M Mine $157M Pipelines $172M Plant / Mine Infrastructure Contingency $242M EPCM $115 Indirect Costs $290 $163M KORES Equity $179M CS Equity $416M 65% Project Debt $1,105M 1. Source: Santo Domingo Project; Region III, Chile; NI 43-101 Technical Report on Feasibility Study dated July 8, 2014, 100% basis. 2. Accuracy range of -10% to +15% for capital costs and operating costs. 3. Illustration based on feasibility study capital of $1.7B and assumed project debt of 65%. 14 Santo Domingo Project – Development Plan Next Steps1 2014 2015 2016+ Power purchase agreement Stage-gate 1 - EIA approval (Q1) Finalize maritime concession for port Stage-gate 2 – Engineering 60-65% complete (Q3) Stage-gate 3 - Engineering effectively complete (Q1) Production estimated +2 years from construction decision Decision on if, how, and when to proceed will depend on many factors Power and infrastructure Strong social license & regulatory support Attractive economics Other attractive production opportunities Financing plan and risk mitigation Proceeding in a disciplined manner with a stage-gate process for decision making 1. Subject to the commercial and regulatory environment in Chile and not within Capstone’s control. Various decisions are dependent on the availability of low cost power as well as regulatory approval, and clear demonstration of an economically viable project with appropriate financing in place and a supportive environment for development. 15 200 $2.00 150 $1.50 100 $1.00 50 $0.50 0 $0.00 2012 2013 Cozamin Minto 2 2014 2015 Pinto Valley 2016 2017 Santo3 Domingo 70% 2018 2,3,4 C1 Cash Costs 3 Potential for significant cash flow generation 1. Assumes a positive construction decision on Santo Domingo with commissioning in 2017 (Capstone 70% ownership – based on FS dated July 8, 2014); does not include by-product metal production at any mine or project. 2. C1 cash costs for 2015 and beyond do not factor in deferred stripping and movements in ore stockpile for Minto. 3. C1 Cash Cost is an Alternative Performance Measure. See Forward-Looking Statements and Cautionary Note for NI 43-101 information 16 C1 Cash Cost/lb3 of Payable Cu Produced Cu Production (k tonnes) Strong Projected Organic Growth Profile(1) Financial Position 2014E Capex ($M) At June 30, 2014 ($M) $0.9 $3.0 $20.9 $16.1(1) $24.8 $123.1 Development Total Cash $128.5 Undrawn Credit Facilities $ 67.2 Total Liquidity $195.7 Op Cash Flow Before Changes in Working Capital (1H 2014) $104.7 $17.4 $18.0 $22.0 Sustaining Pinto Valley Cozamin Minto Santo Domingo Kutcho Conservative and flexible financial position 1. Represents pre-stripping of Minto North; set to begin on August 15, 2014, contingent upon receipt of the necessary permits and licenses. 17 Capstone Is Well-Positioned For Profitable Growth 2014 and beyond Short term Pinto Valley Focus on cost efficiencies and potential mine life extension Cozamin Reliable production with ongoing exploration Minto Mine plan to optimize production and minimize cost Santo Domingo Advance engineering and secure power; next stage-gate decision point in Q1 2015 Exploration Focus on 350,000 hectare property in Chile Acquisition Criteria Copper, in production, in the Americas A leading intermediate copper producer 18 Appendix 1. Board of Directors 2. Senior Management Team 3. Financial & Operating Results 4. Revolving Credit Facilities 5. C1 Cash Costs 6. Mine Cost Breakdown 7. 2014 Operating Guidance 8. 2014 Capital Expenditure Guidance 9. Historical Financial Performance 10. Historical Operating Performance 11. Record of Growth in Mineral Resource Base 12. History of Pinto Valley Mine 13. Minto Mineral Reserve and Mineral Resource Areas 14. Minto Mineral Resources and Underground Development 15. Santo Domingo July 2014 Feasibility Study Summary 16. Proposed Power Expansions in Regions of Santo Domingo 17. Project Providencia - Key Deposits in Analogous Metallogenic Settings 18. NI 43-101 Information 19 Board of Directors Name Experience Lawrence Bell Former Chairman & CEO of BC Hydro, Director of Silver Wheaton George Brack - Non-Executive Chairman Mining & investment banking, former industry head of Scotia Capital Chantal Gosselin Former VP & Portfolio Manager of Goodman Investment Counsel. Previously with Sun Valley Gold LLP, Blackhawk Mining & Pan American Silver GookHo Lee Executive Advisor for KORES. Formerly with LS-Nikko Copper Inc., LG-Nikko Copper Inc. & LG Metal Co. Ltd. Kalidas Madhavpeddi President of Azteca Consulting LLC & CEO of Forex Investment Group. Former Sr. VP Business Development of Phelps Dodge Dale Peniuk - Audit Committee Chairman Financial & board expertise, former Partner with KPMG Darren Pylot - President, CEO & Director Founder of Capstone Mining Corp. Richard Zimmer Former President & CEO of Far West Mining. Previously with Teck & Bow Valley Industries 20 Senior Management Team Years Experience Years Mining Experience Founder of Capstone Mining Corp. 20 20 Jim Slattery, Sr VP & CFO Former CFO of Imnet Mining, Wescast Industries & Canadian General Tower 33 9 Gregg Bush, Sr VP & COO Former COO of Minefinders, Mine GM & Operations of Barrick/Placer Dome, 12 years in Chile 30 30 Brad Mercer, Sr VP Exploration Formerly with Sherwood Copper Corp., Miramar Mining & Royal Oak 30 30 Robert Blusson, VP Finance Formerly with Lundin Mining & EuroZinc 12 8 Cindy Burnett, VP IR Formerly with Western Lithium, Skye Resources, Ivanhoe Energy & Nova Chemicals 35 6 Peter Hemstead, VP Mktg. & Treasurer Formerly with Sherwood Copper Corp. & PricewaterhouseCoopers LLP 18 8 Jason Howe, VP Business Development Co-founder & former CFO of Silverstone Resources Corp. Formerly with PricewaterhouseCoopers LLP 20 10 Wendy King, VP Legal, Risk & Governance Former Sr. VP General Counsel, Government Relations, Chief Compliance Officer and Corporate Secretary with Central 1 Credit Union & Weyerhaeuser Company 18 1 Guy Le Bel, VP Evaluations Formerly with Quadra Mining, BHP Billiton Base Metals, Rio Algom & Cambior Inc. 30 30 Gillian McCombie, VP HR Formerly with Placer Dome, Hunter-Dickinson & TELUS 18 14 David Sinitsin, VP Technical Services Formerly with Canaco Resources, Silver Standard Resources & Freeport-McMoRan 30 30 Brad Skeeles, VP North American Operations Formerly with Newmont Mining, INCO & BHP Billiton 26 26 Name Experience Darren Pylot, President, CEO & Director 21 Financial & Operating Results Q2 2014 Q2 2013 Revenue ($M) $171.7 $58.3 Copper in concentrates produced (tonnes) 27,212 8,765 Copper cathode produced (tonnes) 526 - Payable copper produced (tonnes) 26,785 8,419 $2.03 $1.70 24,563 7,783 Realized copper price ($ per lb sold) $3.36 $3.16 Net earnings ($M) Per common share: $16.6 $0.04 $9.2 $0.02 Adjusted EBITDA1 ($M) Per common share: $64.8 $0.17 $28.8 $0.08 Operating cash flow before changes in working capital1 ($M) Per common share: $56.5 $0.15 $28.6 $0.08 $181.0 ($456.3) C1 cash cost1 ($ per payable lb of Cu produced) Copper sold (tonnes) Net debt (cash)1 ($M) 1. These are Alternative Performance Measures. See Forward-Looking Statements and Cautionary Note for NI 43-101 information. 22 Revolving Credit Facilities At June 30, 2014 Senior Secured Senior Secured Reducing Amount $200 million $200 million Term 4 years from October 2013 2.5 year from October 2013 Interest Rate US Libor + 2.5% Standby Fee 0.56% Payment Schedule Interest only Covenants 8 equal quarterly payments starting April 4, 2014 EBITDA/Interest Expense ≥ 3.00:1:00 Senior Secured Debt/EBITDA not more than 3:00:1:00 Total Debt/EBITDA not more than 4:00:1:00 Initial Use $87.2 million supporting letters of credit for PV reclamation, remainder fully drawn for Pinto Valley purchase and working capital purposes Fully drawn for Pinto Valley purchase Balance as at June 30, 2014 $133 million $178 million 23 C1 Cash Cost(1) Q2 2014 $0.27 $(0.16) Total Consolidated C1 Cash Cost1 ($ per payable lb of Cu produced) $2.50 $2.46 $2.35 $(0.05) $0.44 $2.00 $0.39 ($0.12) $2.13 $2.03 $1.76 $1.74 $1.50 $0.33 ($0.34) $1.24 $1.23 $1.00 $0.50 $0.00 Pinto Valley Operating costs + Cozamin Treatment & selling costs - Minto By-product credits = Pinto Valley + Cozamin + Minto C1 Cash Cost/lb1 1. C1 Cash Cost is an Alternative Performance Measure, which is net of by-product credits as well as treatment and selling costs. 24 Mine Cost Breakdown(1) Consolidated Pinto Valley 3% 3% 13% 16% 26% 8% 26% 8% 8% 8% 15% Cozamin 27% 19% Minto 5% 20% 4% 6% 4% 12% 10% 24% 31% 11% 6% 3% 15% Salaries Contractors & Consultants Maintenance Diesel, Gas & Lubricants Power Consumables Other G&A 25% 45% 1. Cost of production in US$ for the 8 months ended as of August 30, 2014. Excluding by-product credits and TCRCs 25 2014 Operating Guidance Pinto Valley Cozamin Minto Total Tonnes milled (M) 18.2 1.2 1.4 20.8 Copper grade (%) 0.39 1.85 1.49 0.55 Copper recovery (%) 88.5 93.4 92.4 89.0 63,500 20,000 18,500 102,000 2,800 - - 2,800 - 9,000 - 9,000 660 - - 660 - 1,700 - 1,700 0.3 1.6 0.2 2.1 - - 17,670 17,670 $1.90 - $2.00 $1.30 - $1.40 $2.45 - $2.55 $1.90 - $2.00 Production (contained in concentrates) Copper (tonnes) Copper cathode (tonnes) Zinc (tonnes) MoS2 (000s lbs) Lead (tonnes) Silver (million ounces) Gold (ounces) C1 cash costs per pound of payable copper produced net of by-product credits and selling costs1 1. This is an alternative performance measure, please see “Alternative Performance Measure” definition at the beginning of this presentation. 26 2014 Capital Expenditure Guidance Capital Expenditure Breakdown ($M) Pinto Valley Cozamin Santo Domingo2 Minto Kutcho Total Sustaining 22.0 18.0 17.4 - - 57.4 PV2 Capital 24.8 - - - - 24.8 Brownfield Exploration - 3.0 - - - 3.0 Deferred Stripping1 - - 16.1 - - 16.1 Development Projects - - - 20.9 0.9 21.8 46.8 21.0 33.5 20.9 0.9 123.1 Total 2014 Capital Expenditure Guidance Kutcho $0.9 Santo Domingo $20.9 $123.1M budgeted for capital expenditures in 2014 Pinto Valley $46.8 Minto $33.5 $26.5M spent six months 2014 YTD An additional $10.1M budgeted for greenfield exploration in 2014 $3.5M spent six months 2014 YTD Cozamin $21.0 1. Pre-stripping of Minto North is set to begin on August 15, 2014, contingent upon receipt of the necessary permits and licenses. 2. Represents Capstone’s 70% share of capital expenditure. 27 Historical Financial Performance Revenue3 ($M) $400 $350 $300 $250 $200 $150 $100 $50 $0 $353 $306 $301 Adjusted EBITDA1,3 ($M) $332 $333 $250 $162 2008 2009 2010 2011 2012 2013 Six Months 2014 YTD $121 $117 2008 $59 $60 2009 2010 2011 $120 2012 2013 $121 Six Months 2014 YTD $105 $86 $75 $80 $56 $114 $94 $100 $85 $80 $106 $36 $120 $100 $142 $103 $140 $123 $120 $40 $146 Operating Cash Flow Before Changes in Working Capital3 ($M) Capital Additions2,3($M) $140 $160 $140 $120 $100 $80 $60 $40 $20 $0 $60 $33 $27 $20 $40 $28 $20 $0 $0 2008 2009 2010 2011 2012 2013 Six Months 2014 YTD 2008 2009 2010 2011 2012 2013 Six Months 2014 YTD Deferred Stripping Capital Additions 1. This is an Alternative Performance Measure. 2. Includes deferred stripping at Minto. 2008 capex includes $13 million from old Capstone for 9 months in 2008. 3. The total 2008 information only includes results from the Cozamin Mine from November 24, 2008 to December 31, 2008. Year end 2010, 2011 and 2012 in accordance with IFRS. 2008 figures pro forma for combination with Sherwood Copper to include Cozamin and Minto for the full year. 28 Historical Operating Performance Realized Price/lb of Copper Sold ($) Copper Sold (tonnes) 60,000 51,164 45,405 50,000 40,000 38,691 29,892 33,022 35,879 35,834 2011 2012 30,000 20,000 10,000 0 2008 2009 2010 2013 $4.00 $3.50 $3.00 $2.50 $2.00 $1.50 $1.00 $0.50 $0.00 Six Months 2014 YTD C1 Cash Cost1,2 ($ per payable lb of Cu produced) $1.96 $1.50 $1.25 $1.40 $1.45 $1.50 $2.36 $2.31 2008 2009 2010 $3.90 2011 $3.66 2012 $3.30 $3.17 2013 Six Months 2014 YTD Cash Margin/lb of Copper Sold ($) $2.50 $2.00 $3.42 $1.72 $3.00 47% 55% $2.50 59% 63% $2.45 $2.02 59% $1.50 $1.00 $1.11 38% $2.16 $2.00 $1.03 48% $1.58 $1.28 $1.21 $1.00 $0.50 $0.50 $0.00 $0.00 2008 2009 2010 2011 2012 2013 Six Months 2014 YTD 2008 2009 2010 2011 2012 2013 1. This is an Alternative Performance Measure. * Commencing in 2011, financial results in accordance with IFRS. 2. The total 2008 information only includes results from the Cozamin Mine from November 24, 2008 to December 31, 2008, except for the C1 Cash Cost per pound of payable copper which are for the full year. Six Months 2014 YTD 29 Proven Track Record of Growth in Mineral Resource Base 1107% 2000 Santo Domingo Santo Domingo Pinto Valley 1500 Santo Santo Santo Santo Domingo Domingo Domingo Domingo Kutcho Kutcho 1000 500 0 CS Total Minto Cozamin CS Total Minto Cozamin Cozamin Cozamin Cozamin Cozamin 3000 0 0.004 0.003 0.002 0.001 Santo Domingo Pinto Valley Santo Domingo 0.02 0.018 0.016 Pinto Valley Kutcho Kutcho Santo Santo Santo Santo Kutcho Domingo Domingo Domingo Domingo CS Total Minto Cozamin CS Total Kutcho Minto Cozamin CS Total Kutcho Minto Cozamin Minto Minto Kutcho Cozamin Kutcho Cozamin Minto Kutcho Cozamin Minto Minto Cozamin Cozamin Cozamin Cozamin Minto Minto 2008 2009 2010 2011 2012 2013 Cu tonnes in Mineral Reserves* Per Share 0.005 Santo Domingo Kutcho Cu tonnes/share (basic) Cu tonnes/share (basic) 0.006 4000 1000 Cozamin Pinto Valley 5000 Cozamin 314% 1084% 6000 2000 Minto Minto CS Kutcho Total Kutcho Kutcho Cozamin Cozamin Kutcho Kutcho Minto Minto Minto Minto Minto 2008 2009 2010 2011 2012 2013 YTD 0.007 Cu tonnes in M&I Mineral Resources* 7000 2500 Thousands (tonnes) 8000 Cu tonnes in Mineral Reserves* Thousands (tonnes) 3000 Kutcho YTD Cu tonnes in M&I Mineral Resources* Per Share 383% 0.014 0.012 0.01 0.008 0.006 0.004 0.002 0 0 2008 2009 2010 2011 2012 2013 YTD 2008 2009 2010 2011 2012 2013 YTD * Includes Mineral Resources and Reserves as at January 1, 2014 . 70% share of Santo Domingo Mineral Resources as at August 31, 2012 and Mineral Reserves as at May 2, 2014. Kutcho as at Dec. 31, 2010. See Forward-Looking Statements and Cautionary Note for NI 43-101 information 30 History of Pinto Valley Pinto Valley Historical Production/Copper Prices PV production commenced by owner Cities Service (formerly Tennessee Corporation) PV Cu Production $5.00 Average Cu Price 225 PV acquired by Newmont subsidiary and placed PV on care and maintenance 200 175 Newmont announced plans to restart PV Capstone acquires PV PV operations restarted BHP Copper acquired PV $4.50 $4.00 $3.50 150 $3.00 BHP placed PV on care and maintenance due to temporarily low copper prices 125 100 $2.50 BHPB restarts PV $2.00 75 $1.50 50 $1.00 25 $0.50 0 $2014 2013 SMARRCO $11.4 (6%) 2012 2011 2010 2009 2008 2007 2006 2005 2004 2003 2002 2001 2000 BHP Billiton $194mm(1) re-start capital incorporated lessons learned from previous re-start Acquired new mining fleet Upgraded electrical and controls Significantly improved plant conditions to HSEC standards In-sourced mining 1999 1998 1997 1996 1995 1994 1993 1992 1991 1990 1989 1988 1987 1986 1985 1984 1983 1982 1981 1980 1979 1978 1977 1976 1975 2012 Re-start Capital Cost Mine $3.9 (2%) Contractors' Indirect (2) $8.9 (5%) EPCM $14.2 (7%) Mine Fleet $63.8 (33%) Infrastructure $21.2 (11%) Owner Cost $27.1 (14%) Source: BHP Copper. 1.Source: BHP Copper, in US$M. 2. The cost of employing contractors during project execution. Processing $43.7 (22%) 31 Historial Cu Price (Us$/lb) Historial Cu Production (mlbs) 250 BHPB placed PV on care and maintenance due to temporarily low copper prices Minto Mineral Reserve & Mineral Resource Areas A LEGEND Inferno North Minto North (extension of Minto North) N Mineral Reserves & Resources Inferno Other Deposits Fireweed Mining Complete (extension of Minto East) Minto Main Mill >3% Cu over ≥5m Deposit Area >2% Cu over ≥5m Exploration Corridor >1% Cu over ≥5m >0.5% Cu over ≥5m All other drill holes >50 Fault Creeks and Streams All Weather Gravel Road Camp Minto East Area 2/118 Key Points Minto South Copper Keel Wildfire/ Copper Keel NE Current Mineral Resource/Reserve has a 3.5 km strike length Other underground geophysical and geological targets exist Ridgetop A’ 500 meters 32 Minto Mineral Resources & Underground Development Inferno North Area 2/118 N S Wildfire 900masl 700masl Minto North Mining Complete Ridgetop Minto Main 500masl Copper Keel Mineral Reserves and Resources Minto East Other Deposits Fireweed Minto Permitting and Mining Phases I – III: Minto Main pit mining completed Q2 2011, stockpiles processed until Q2 2012 IV: Current Mining - Area 2/118 mined by open pit and underground V: Minto North to be mined by open pit; Minto East by underground VI: PFS Q3 2012 added Copper Keel and Wildfire underground Mineral Reserves 33 Santo Domingo – July 2014 Feasibility Study Summary Estimated C1 cash cost3 Summary of July 2014 FS1,2 Mine life (years) 18 Average annual production LOM Avg: 128M lbs Cu, 4.2 Mt Fe, 16 koz Au First 5 years: 248M lbs Cu, 3.3 Mt Fe, 35 koz Au Planned throughput (tpd) Development capital LOM Avg: 60,500 First 5 Years: 65,000 LOM Avg: $ per payable lb of Cu produced negative $0.06 First 5 years: $ per payable lb of Cu produced $0.49 $1.7B Investment return (after tax) IRR: 17.9% NPV @ 8% discount rate: $797M Payback: 4.2 years By-products Fe, Au Metal price assumptions Cu: $2.85/lb Fe: $1.31/dmtu ($85/t conc. @ 65% Fe) Au: $1,275/oz Low-risk and relatively low-cost approach to increase value and maintain optionality 1. Source: Santo Domingo Project; Region III, Chile; NI 43-101 Technical Report on Feasibility Study dated July 8, 2014, 100% basis. 2. The report was compiled by AMEC’s Santiago office with an accuracy range of -10% to +15% for capital and operating costs. The estimates presented in the FS are current as of October 2013. 3. C1 Cash Cost is an Alternative Performance Measure. C1 Cash Cost on a by-product basis includes gold and iron credits. See Forward-Looking Statements and Cautionary Note for NI 43-101 information 34 Proposed Power Expansions in Region of Santo Domingo Codelco (760 MW, US$758M) and BHP (517 MW, US$600M, planned for 2016) natural gas-fired combined cycle plants; GDF Suez (750 MW) coal plants and 500 kW line MEJILLONES SANTO DOMINGO TALTAL Senate approves SIC-Sing interconnection Jan. 9, 2014. Includes both operating and in-construction projects (1,500 MW, US$700M, 610 km) LINES - kV Under construction CHAÑARAL DIEGO DE ALMAGRO Proposed 110 66 or less Cardones Endesa Punta Alcalde coal-fired plant approved Jan 17, 2014 (740MW, SIC, US$1.4B) COPIAPO Node Transelec substation upgrade HUASCO TO SANTIAGO Connecting to Australis Power led Octopus Project at Penco (700 MW) and Alto Maipo hydro project (531 MW, SIC, US$700M) 35 Project Providencia – Region III Chile Older Key Deposits in Analogous Metallogenic Settings 1 IOCG Deposits – (Jurassic Volcanic Mantoverde District Santo Domingo Julia Reventon Younger Atacama Fault Option Boundary 1 Arc)1,3 IOCG Julia Reventon 2 IOCG Deposits - (Cretaceous Volcanic Arc)1,3 Candelaria Mantos Blancos Casualidad Teresa De Colmo Franke Altamira 3 2 145 kms 2 & 3 Porphyry Deposits – (Cretaceous Volcanic Arc)2,3 Spence Mine Virgo Sierra Overa Project Providencia lies ~80 kilometres north of Santo Domingo (3,500 sqkm) IOCG? Franke Altamira IOCG Casualidad Porphyry Virgo S.O. 120 kms 1. Chile’s IOCG deposits are related to early - mid Cretaceous magmatic activity but the host rocks may be older. 2. Late Cretaceous Age. 3. The blue, green and pink rocks in belts 1 & 2 are highly prospective for IOCG and for Cretaceous Age porphyry Cu deposits. These prospective rocks are inferred to continue under gravel cover (clear areas) and beneath Paleocene-Eocene volcanic rocks (dark greens on east side of map). 36 Compliance with NI 43-101 Unless otherwise indicated, Capstone has prepared the technical information in this presentation (“Technical Information”) based on information contained in the technical reports and news releases (collectively the “Disclosure Documents”) available under Capstone Mining Corp.’s company profile on SEDAR at www.sedar.com. Each Disclosure Document was prepared by or under the supervision of a qualified person (a “Qualified Person” or “QP”) as defined in National Instrument 43-101 – Standards of Disclosure for Mineral Projects of the Canadian Securities Administrators (“NI 43-101”). For readers to fully understand the information in this presentation, they should read the Technical Reports (available on www.sedar.com) in their entirety, including all qualifications, assumptions and exclusions that relate to the information set out in this presentation which qualifies the Technical Information. Readers are advised that mineral resources that are not mineral reserves do not have demonstrated economic viability. The Disclosure Documents are each intended to be read as a whole, and sections should not be read or relied upon out of context. The Technical Information is subject to the assumptions and qualifications contained in the Disclosure Documents. The technical information in this presentation has been prepared in accordance with Canadian regulatory requirements set out in National Instrument 43-101 Standards of Disclosure for Mineral Projects of the Canadian Securities Administrators ("NI 43-101") and reviewed by Brad Skeeles, P.Eng. VP of North American Operations (Technical Information related to mining and production) and Brad Mercer, P. Geol., Senior Vice President, Exploration (Technical Information related to mineral exploration activities), and reviewed and approved by Gregg Bush, Senior Vice President and Chief Operating Officer for Capstone Mining, all QP’s under NI 43-101. This presentation summarizes some of the information contained in the Pinto Valley Mine 2014 Pre-Feasibility Study, dated April 28, 2014 , that was directed by Capstone with contributions from Kirkham Geosystems Ltd. (geology, Resource estimation), Independent Mining Consultants Inc. (reserve, geotechnical, mine design and schedule, equipment selection), KWM Consulting Inc. (metallurgy, mill operation), AMEC Environment & Infrastructure Inc. (tailings), Stantec (Infrastructure and PFS report compilation), SRK (US), Inc. (environmental), and Adam M Consulting Inc. (financial modelling). Personnel from each of these companies will be signing off as a QP as defined in NI 43-101 for their specific responsibilities. The following QP’s will author the technical report: Mel Lawson, P.E. of Stantec, Garth Kirkham, P.Geo. of Kirkham Geosystems Ltd., John Marek P.E. of Independent Mining Consultants, Inc., Ken Majors P.Eng. of KWM Consulting Inc, Tony Freiman, P.E. of AMEC Inc., Adam Majorkiewicz, P.Eng of Adam M Consulting Inc. and Cori Hoag C.P.G. of SRK. The January 1, 2014 Mineral Resource estimate reported herein for the Pinto Valley property was prepared by Garth Kirkham, P. Geo, Kirkham Geosystems Ltd., an independent QP. Based on the Mineral Resource Estimate, a standard methodology for pit limit analysis, mining sequence, and cut-off grade optimization, including application of mining dilution, process recovery, economic criteria and physical mine and plant operating constraints, has been followed to design the Pinto Valley pit and determine the Mineral Reserve Estimate dated January 1, 2014. This presentation summarizes some of the information contained in the NI 43-101 Technical Report on the Cozamin Mine, Zacatecas, Mexico dated July 31 , 2014. The following QP’s were responsible for the preparation of their relevant portions of the Technical Report: Patrick Andrieux, PhD., P.Eng. (Itasca Consulting Group. Inc), Dave Hallman, PE (Tetra Tech, Inc), Jenna Hardy, P.Geo. (Nimbus Management Ltd.), Mel Lawson, SME-RM (Stantec Consulting International LLC), Ken Major, P.Eng. (KWM Consulting Inc.), Vivienne McLennan, P.Geo. (Capstone Mining Corp.), Allan Schappert, SMERM (Stantec Consulting International LLC), Ali Shahkar, P.Eng. (Lions Gate Geological Consulting Inc.), Robert Sim, P.Geo. (Sim Geological Inc.), Brad Skeeles, P.Eng. (Capstone Mining Corp.), and Jeremy Vincent, P.Geo. (Capstone Mining Corp.). This presentation summarizes some of the information contained in the Minto Phase VI Preliminary Feasibility Study Technical Report dated January 2012. Qualified Persons under National Instrument 43-101 responsible for this report: John Sagman, BASc., P.Eng., PMP, Wayne Barnett, Pr.Sci.Nat., SRK Consulting (Canada), Inc., John Eggert, P.Eng, Eggert Engineering Ltd; Bruce Murphy, P.Eng., SRK Consulting (Canada), Inc.; Bill Hodgson, P.Eng., Genivar Inc.; Garth Kirkham, P. Geo, Kirkham Geosystems Ltd; Michael Levy, PE, SRK Consulting (Canada), Inc.; Brad Mercer, P.Geol. Capstone Mining Corp.; Pooya Mohseni, P.Eng. Minto Exploration; Marek Nowak, P.Eng., SRK Consulting (Canada) Inc.; and Colleen Roche, P.Eng. Capstone Mining Corp. who are responsible for certain sections of the PFS as detailed in the PFS. This presentation summarizes some of the information contained in the Santo Domingo Project; Region III, Chile; NI 43-101 Technical Report on Feasibility Study dated July 8, 2014, 100% basis. The following QP’s were responsible for the preparation of their relevant portions of the Technical Report based on the Feasibility Study: David Frost, F.AusIMM (AMEC Ingeniería y Construcción Ltda.), Hans Gopfert, P.Eng (AMEC Ingeniería y Construcción Ltda.), Joyce Maycock, P. Eng (AMEC Ingeniería y Construcción Ltda.), Vikram Khera, P. Eng (AMEC Ingeniería y Construcción Ltda.), Anna Klimek, P.Eng (AMEC Ingeniería y Construcción Ltda.), Roy Betinol, P.Eng. (BRASS Chile S.A.) -- Seawater and Magnetite Concentrate Pipeline System, Carlos Guzmán, F.AusIMM (NCL Ingeniería y Construcción Ltda.) -- Mineral Reserve Model, Mine Equipment and Mine Development , Tom Kerr, P.Eng. (Knight Piésold S. A.) - Tailings Storage Facility, David Rennie, P. Eng (Roscoe Postle Associates Inc.) -- Mineral Resource Model. The technical information in the July 8,2014 report was reviewed by Court Muggli, P.E., Project Director, Capstone Mining Corp., and Gregg Bush, P. Eng., Senior Vice President and Chief Operating Officer, Capstone Mining Corp., both QP’s under NI 43-101. 37 For additional information, please visit capstonemining.com or contact us at: Phone: +1-604-684-8894 Toll Free: 1-866-684-8894 Email: [email protected] 38 Last updated October 09, 2014
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