1. Ready, Set, Go…
Marketing Presentation
January 17-21, 2014
TSX: AUQ / NYSE: AUQ
www.auricogold.com

2. FORWARD LOOKING STATEMENTS
This presentation contains forward-looking statements and forward-looking information as defined under Canadian and U.S. securities laws. All statements,
other than statements of historical fact, are forward-looking statements. The words "expect", "believe", "anticipate", "will", "intend", "estimate", "forecast",
"budget" and similar expressions identify forward-looking statements. Forward-looking statements include information as to strategy, plans or future financial or
operating performance, such as the Company’s expansion plans, project timelines, production plans, projected cash flows or capital expenditures, cost
estimates, projected exploration results, reserve and resource estimates and other statements that express management’s expectations or estimates of future
performance.
Forward-looking statements are necessarily based upon a number of factors and assumptions that, while considered reasonable by management, are
inherently subject to significant uncertainties and contingencies. Known and unknown factors could cause actual results to differ materially from those
projected in the forward-looking statements, including: uncertainty of production and cost estimates; fluctuations in the price of gold and foreign exchange
rates; the uncertainty of replacing depleted reserves; the risk that the Young-Davidson shaft will not perform as planned; the risk that mining operations do not
meet expectations; the risk that projects will not be developed accordingly to budgets or timelines, changes in laws in Canada, Mexico and other jurisdictions
in which the Company may carry on business; risks of obtaining necessary licenses, permits or approvals for operations or projects such as Kemess; disputes
over title to properties; the speculative nature of mineral exploration and development; risks related to aboriginal title claims; compliance risks with respect to
current and future environmental regulations; disruptions affecting operations; opportunities that may be pursued by the Company; employee relations;
availability and costs of mining inputs and labor; the ability to secure capital to execute business plans; volatility of the Company’s share price; continuation of
the dividend and dividend reinvestment plan; the effect of future financings; litigation; risk of loss due to sabotage and civil disturbances; the values of assets
and liabilities based on projected future cash flows; risks arising from derivative instruments or the absence of hedging; adequacy of internal control over
financial reporting; changes in credit rating; and the impact of inflation.
Actual results and developments are likely to differ, and may differ materially, from those expressed or implied by the forward-looking statements contained
herein. Such statements are based on a number of assumptions which may prove to be incorrect, including assumptions about: business and economic
conditions; commodity prices and the price of key inputs such as labour, fuel and electricity; credit market conditions and conditions in financial markets
generally; revenue and cash flow estimates, production levels, development schedules and the associated costs; ability to procure equipment and supplies
and on a timely basis; the timing of the receipt of permits and other approvals for projects and operations; the ability to attract and retain skilled employees and
contractors for the operations; the accuracy of reserve and resource estimates; the impact of changes in currency exchange rates on costs and results;
interest rates; taxation; and ongoing relations with employees and business partners. The Company disclaims any intention or obligation to update or revise
any forward-looking statements whether as a result of new information, future events or otherwise, except as required by applicable law.
Cautionary Note to U.S. Investors Concerning Measured, Indicated and Inferred Resources
This presentation uses the terms "measured," "indicated" and "inferred” resources. We advise investors that while those terms are recognized and required by
Canadian regulations, the United States Securities and Exchange Commission does not recognize them. “Inferred” resources” have a great amount of
uncertainty as to their existence and as to their economic and legal feasibility. It cannot be assumed that all or any part of an inferred resource will ever be
upgraded to a higher category. Under Canadian rules, estimates of inferred mineral resources may not form the basis of feasibility or other economic studies.
United States investors are cautioned not to assume that all or any part of measured or indicated mineral resources will ever be converted into mineral
reserves. United States investors are also cautioned not to assume that all or any part of an inferred mineral resource exists, or is economically or legally
mineable.
2

3. Positioned For Value Creation
►
Politically-friendly jurisdiction

►
Two core high-quality mining assets

►
Organic year over year production growth

►
Lower end of industry cost curve

►
Long mine life

►
Strong balance sheet

►
Pure gold leverage

►
Capital return to shareholders (regular dividends)

3

4. Quality North American Asset Base
Streamlined Asset Base on the Lower End of the Industry Cost Curve
$1,895
Cash cost curve (US$/oz)
2011 gold price
range
$1,319
Young-Davidson
Fosterville
Ocampo
El Cubo
Stawell
El Chanate
Current Assets
Divested Assets
Percentile of total gold production
Monetized high-cost, non-core assets for proceeds of $1 Billion (2012)(1)
(1) Refer to endnote #1.
Source: 2011 Brook Hunt Data
4

5. Robust Financial Position
$290M in Liquidity
(as of September 30, 2013)
$329.6M Returned to Shareholders
(as of October 31, 2013)
Dividends
$29.6M
Undrawn
Debt
Facility
$150M
Cash & Eq.
$140M
Share
Buyback
$300M
Fully Funded, Shareholder Value Creation Business Model
5

6. Disciplined Growth Drives Shareholder Value
Company-Wide Production Growth(6)
55,000
50,000
Gold Ounces Produced
45,000
40,000
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
Q3 12
Q4 12
Q1 13
Young-Davidson
Q2 13
Q3 13
Q4 13
El Chanate
Solid quarter over quarter production growth
(6) Refer to endnote #6.
6

7. Delivering Reliable and Sustainable Growth
Q1
Q2
Q3
Q4
Year-end
Dec. 31/13
2013 Guidance
28,281
29,252
30,099
33,106
120,738
120,000-140,000
-
-
-
$663
$663
-
$694
$716
$666
$983
$757
-
$694
$716
$666
$850
$744
$575-$675
17,889
18,751
18,804
16,420
71,864
70,000-80,000
$563
$602
$588
$615
$592
$550-$600
46,170
48,003
48,903
49,526
192,601
190,000-220,000
$635
$655
$628
$766
$676
$565-$645
Young-Davidson
Gold Ounces Produced3
Underground Cash Costs per oz.
Open Pit Cash Costs per oz.
Total Cash Costs per oz.1,2
El Chanate
Gold Ounces Produced
Total Cash Costs per oz.2
Consolidated Results
Gold Ounces Produced3
Total Cash Costs per oz.1,2
1. Prior to commissioning the underground mine at Young-Davidson, cash costs were calculated on ounces produced from the open pit only. All underground costs were capitalized, and any revenue related to
underground ounces sold was credited against capital. Subsequent to the declaration of commercial production in the underground mine, cash costs are calculated on ounces produced from both the open pit
and underground mines, and revenue related to the sale of underground ounces is recognized in the Company’s Statement of Operations as revenue.
2. Cash costs are prior to inventory net realizable value adjustments & reversals, and are estimates only and subject to change. See the Non-GAAP Measures section on page 20 of the Management’s Discussion
and Analysis for the nine months ended September 30, 2013. Underground cash costs per ounce and open pit cash costs per ounce do not have a standardized meaning prescribed by International Financial
Reporting Standards (“IFRS” or “GAAP”). They are therefore considered to be non-GAAP measures and may not be comparable to similar measures presented by other companies. Underground cash costs per
ounce and open pit cash costs per ounce are determined by allocating production and refining costs to the underground and open pit tonnes mined and processed, and then dividing by the relevant ounces
produced.
3. Includes pre-production gold ounces from the Young-Davidson underground mine prior to the declaration of commercial production in the underground mine on October 31, 2013.
►
Sixth consecutive quarter of company-wide production growth
►
Well positioned for continued company-wide production growth
7

8. Young-Davidson Gold Mine
Stable and Growing Production Profile(6)
Gold Ounces Produced
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
Q3 12
(6) Refer to endnote #6.
Q4 12
Q1 13
Q2 13
Q3 13
Q4 13
8

9. Young-Davidson Mine
Q4 2013
2013
2013E(4)
33,106
120,738
120,000-140,000
Underground Cash Costs per oz.
$663
$663
Open Pit Cash Costs per oz.
$983
$757
$850
$744
Production (gold ounces)(6)
Cash Costs (per gold
ounce)(2)(3)
Open Pit
$575-$675
P&P Reserves (oz.)(5)
M&I Resources (oz.)(5)
0.9 million
Inferred Resources (oz.)(5)
MCM shaft
operational
April/13
3.8 million
1.3 million
►
U/G unit costs: approx. $39/t (Nov/Dec)
►
2014 mine plan is 75% laterally accessed
& 100% vertically accessed
9890L
9590L
►
Low-cost producer & strong year-over-year
production growth profile
9400L
►
Long mine life: further expansion as
reserves increase
Mid-Shaft
Loading
Pocket
9200L
NG Shaft
►
MCM Shaft
Highly productive, wide zones
8900L
(2) Refer to endnote #2.
(3) Refer to endnote #3.
(4) Refer to endnote #4.
(5) Refer to endnote #5.
(6) Refer to endnote #6.
9

10. Young-Davidson Productivity
Annual Production Growth(6)
Young-Davidson Milestones
160,000
U/G commercial production declared
140,000
Oct. 31/13
U/G productivity (Q4) (Year-End target:
2,000 tpd)
2,590 tpd
U/G unit mining costs (target sub-$45/t)
$39/t
(Nov/Dec)
Gold Oz.
120,000
100,000
80,000
60,000
40,000
Mill facility productivity (Q4)
(nameplate 6,000 tpd)
6,969 tpd
Commissioned paste backfill plant
20,000
-
Dec. 31/13
2012
2013
2014E
Young-Davidson ramping-up to be one of largest gold mines in the Abitibi
3,000
Underground Productivity Growth(6)
9,000
Underground Mine Ramp-up
(Year-End Productivity Targets)
8,000
Tonnes per Day
Tonnes per Day
2,500
2,000
1,500
1,000
7,000
6,000
5,000
4,000
3,000
2,000
500
1,000
-
-
Q1
Q2
Q3
Q4
2014
2015
2016
2017
(6) Refer to endnote #6.
10

11. El Chanate Gold Mine
Consistent, Stable Production
Stable Annual Gold Production
75,000
Gold Production Oz.
70,000
65,000
60,000
55,000
50,000
45,000
40,000
2011
►
2012
2013
2014E
High exploration potential for expansion of
existing resources
2012
Cash Costs (per gold ounce)(2)(3)
►
Northwest extension targets
►
2013E(4)
71,145
Production (gold ounces)(6)
2013
71,864
70,000-80,000
$434
$592
$550-$600
Southeast extension targets
P&P Reserves (oz.)(5)
(2) Refer to endnote #2.
(3) Refer to endnote #3.
1.2 million
(4) Refer to endnote #4.
(5) Refer to endnote #5.
(6) Refer to endnote #6.
11

12. New High Grade Mineralization
Rono(5)
Hole ID
Length (m)
Grade Au g/t
CHCI-760
CHCI-761
CHCI-766
18.0
42.0
51.0
7.5
19.5
0.88
0.50
0.33
0.74
0.93
CHCI-821
In-Pit Drilling(5)
Hole ID
Length (m)
Grade Au g/t
CHCI-775
CHCI-776
CHCI-799
CHCI-836
54.0
48.0
6.0
24.0
2.56
2.90
7.60
2.70
NW Extension(5)
Hole ID
CHCI-769
CHCI-800
Length (m)
37.5
28.5
Grade Au g/t
0.94
0.67
Loma Prieta(5)
Hole ID
(5) Refer to endnote #5.
Length (m)
Grade Au g/t
CHCI-815
CHCI-817
CHCI-818
CHCI-829
19.5
9.0
9.0
6.0
0.78
1.37
0.58
1.18
12

13. Kemess Underground
Copper/gold porphyry deposit located in British Columbia, Canada
Value Surfacing Opportunity
►
Brownfields site with surface infrastructure
(incl. mill, power and old pit for tailings storage)
►
Gold Eq. reserves: 2.6M ounces(5)
►
Underground block cave mine producing
560M lbs Cu and 1.3M oz Au LOM
►
Feasibility study (Mar. ‘13) base case at
$1,300 Au, $3 Cu and Fx of C$1:US$1
Existing infrastructure:
Mill facilities and previously permitted tailings storage
Kemess Underground Production Profile(5)
60
250,000
50
200,000
40
150,000
30
100,000
20
50,000
10
Copper Production (millions of pounds)
70
300,000
Gold Production (ounces)
350,000
►
$450M initial capex, $14.56/t unit costs
►
Cash costs of $213/oz Au net of Cu credits
►
Ongoing optimization work shows potential
for >$225M NAV and 12.5% IRR
►
Permitting in progress and IMA signed with
First Nations
►
Significant leverage to higher metal prices
0
0
1
2
Gold (ounces)
(5) Refer to endnote #5.
3
4
5
6
7
8
9
10
Copper (as Au equivalent ounces)
11
12
13
14
Copper (millions of lbs)
13

14. Production and Cash Flow Growth
Gold Ounces Produced
Growing production profile(4)(8)
300,000
250,000
200,000
150,000
100,000
50,000
0
2012A
2013A
2014E
2015E
Decreasing capital expenditures and growing free cash flow stream(9)
US$ (millions)
$200
$100
$0
2012A
2013E
2014E
2015E
($100)
($200)
($300)
Capex
FCF $1,600 Au
FCF $1,500 Au
($400)
(4) Refer to endnote #4.
(8) Refer to endnote #8.
(9) Refer to endnote #9.
FCF $1,400 Au
FCF $1,300 Au
FCF $1,200 Au
14

15. Positioned For Value Creation
►
Politically-friendly jurisdiction

►
Two core high-quality mining assets

►
Organic year over year production growth

►
Lower end of industry cost curve

►
Long mine life

►
Strong balance sheet

►
Pure gold leverage

►
Capital return to shareholders (regular dividends)

15

16. Appendix

17. AuRico Institutional Shareholders
AuRico Gold, Inc. (AUQ_TSE)
Institutional Ownership (Jan 14/14)
Institution Name
Shares (AUQ_TSE)
% S/O
Style
City
Van Eck Associates Corporation
21,108,959
8.54
Growth
New York
Wellington Management Company, LLP
20,743,684
8.39
Value
Boston
Donald Smith & Company, Inc.
20,255,247
8.20
Value
New York
River Road Asset Management, LLC
9,239,622
3.74
Value
Louisville
USAA Asset Management Company
7,297,057
2.95
Specialty
San Antonio
Heartland Advisors, Inc.
6,026,703
2.44
Value
Milwaukee
Artisan Partners, L.P.
5,552,303
2.25
Growth
Milwaukee
Fiera Capital Corporation (Asset Management)
4,706,930
1.90
Value
Montreal
Geologic Resource Partners, LLC
4,484,100
1.81
Alternative
Boston
Opus Capital Management, Inc.
4,195,496
1.70
Value
Cincinnati
Columbia Management Investment Advisers, LLC
4,123,130
1.67
Value
Boston
Sun Valley Gold, LLC (U.S.)
3,493,185
1.41
Alternative
Ketchum
OppenheimerFunds, Inc.
2,900,000
1.17
Growth
New York
Wells Capital Management, Inc.
2,593,433
1.05
Aggressive Growth
San Francisco
CPP Investment Board
2,579,212
1.04
Index
Toronto
PSP Investments
2,141,809
0.87
Value
Montreal
BlackRock Asset Management Canada, LTD
2,101,586
0.85
Index
Toronto
Global X Management Company, LLC
2,098,312
0.85
Index
New York
Eagle Boston Investment Management, Inc.
1,719,709
0.70
Value
Boston
Federated Global Investment Management
1,595,175
0.65
Aggressive Growth
New York
Intrepid Capital Management, Inc.
1,566,090
0.63
Value
Jacksonville Beach
TD Asset Management, Inc.
1,561,733
0.63
Growth
Toronto
Deutsche Bank Trust Company Americas
1,489,341
0.60
Value
New York
UOB Asset Management, LTD (Singapore)
1,386,800
0.56
Growth
Singapore
Oxford Asset Management, LLP
1,307,824
0.53
Alternative
Oxford
17

18. Executive Team
Scott Perry, President & Chief Executive Officer
.
Scott Perry has held increasingly senior financial positions in the mining industry over the past 14 years. Most recently, he was AuRico's Chief Financial
Officer for over four years. Prior to joining AuRico, he was Chief Financial Officer (seconded from Barrick Gold Corporation) for Highland Gold Mining
Ltd., where he managed the Company's financial reporting and compliance commitments, as well as the execution of its short and long-term financial and
operational strategies. Scott also led Highland Gold's business and corporate development initiatives.
Before being seconded to Highland Gold, Scott held increasingly senior financial roles with Barrick in Australia, the United States, and in Russia, Central
Asia where he was instrumental in establishing Barrick's presence in Russia and assembling a strong financial team. Scott holds a Bachelor of
Commerce degree from Curtin University, a post-graduate diploma in applied finance and investment as well as a CPA designation.
Peter MacPhail, P. Eng., Executive Vice President & Chief Operating Officer
Peter MacPhail joined the AuRico team through the Northgate transaction, where he was Chief Operating Officer for eight years. Peter holds over 25
years of solid operational experience in both Canada and Australia.
While at Northgate, Peter had overall operations management responsibility for the Kemess, Fosterville and Stawell mines, as well as the YoungDavidson mine project. Prior to joining Northgate, Peter held increasingly senior roles at Noranda, Teck, Homestake and Barrick. Peter holds a BASc
degree in Mineral Engineering (1985) from the University of Toronto, and is a licensed professional engineer in Ontario
Robert Chausse, Executive Vice President & Chief Financial Officer
Robert Chausse brings with him more than 19 years of international finance and mining experience. Most recently he was the Vice President of Finance,
Operations and Projects for Kinross Gold Corporation, a position he held since 2009. Prior to that, Mr. Chausse was Chief Financial Officer for Baffinland
Iron Mines Corporation from 2006 to 2009 and held increasingly senior positions with Barrick Gold from 1998 to 2006. Robert received his Chartered
Accountant designation in 1990.
Trent Mell, Executive Vice President, Corporate Affairs
Trent Mell joined the Company in August 2012, with over 12 years of diversified experience in the mining sector. Trent began his mining career as a
securities and M&A lawyer at Stikeman Elliott, one of Canada’s leading law firms. Prior to joining AuRico, he held increasingly senior roles at the
corporate head offices of Barrick Gold, Sherritt International and North American Palladium. His responsibilities over that period included oversight of the
legal, government relations, human resources, and corporate development functions.
Trent has led a number of deals, including equity and debt financings, M&A, joint ventures and other mining transactions. He has also had significant
involvement in development projects, regional exploration initiatives and investor relations. Trent holds a B.A., B.C.L. (with distinction) and LL.B (with
distinction) from McGill University, a LL.M from Osgoode Hall and a joint MBA from the Kellogg School of Management and the Schulich School of
Business. He has also published papers on National Instrument 43-101 and has been a guest lecturer on mining topics.
18

19. Endnotes
1.
The Company announced proceeds on sale of over $1 billion dollars during 2012, which is comprised of $55 million cash on the sale of Fosterville and Stawell to Crocodile Gold
Corporation, $100 million cash and $100 million in common shares on the sale of the El Cubo mine and Guadalupe y Calvo project to Endeavour Silver Corporation, and $750
million in cash on the sale of the Ocampo mine and a 50% interest in the Orion advanced development project to Minera Frisco.
2.
Cash Costs per Gold Ounce and All-In Sustaining Costs Per Gold Ounce are Non-GAAP measures that do not have any standardized meaning prescribed by International
Financial Reporting Standards (“IFRS” or “GAAP”), and that should not be considered in isolation from or as a substitute for performance measures prepared in accordance with
GAAP. See the Non-GAAP Measures section on page 20 of the Management's Discussion and Analysis for the nine months ended September 30, 2013 available on the Company
website at www.auricogold.com. 2013 fourth quarter/year end cash costs are prior to inventory net realizable value adjustments & reversals, and are estimates only and subject to
change.
3.
Cash costs for the Young-Davidson and El Chanate mines are calculated on a per gold ounce basis, net of by-product revenues and net realizable value adjustments. Gold ounces
include ounces sold at the El Chanate mine and ounces produced at the Young-Davidson mine. Prior to commissioning the underground mine at Young-Davidson, cash costs are
calculated on ounces produced from the open pit only. All underground costs were capitalized, and any revenue related to underground ounces sold was credited against capital
expenditures. Subsequent to the declaration of commercial production in the underground mine, cash costs are calculated on ounces produced from both the open pit and
underground mines, and revenue related to the sale of underground ounces is recognized in the Company’s Statement of Operations as revenue. 2013 fourth quarter/year end
cash costs are prior to inventory net realizable value adjustments & reversals, and are estimates only and subject to change.
4.
For more information regarding AuRico Gold’s 2013 operational estimates, including production, costs, and capital investments, please refer to the press release dated March 25,
2013 titled AuRico Reports Fourth Quarter and Annual Financial Results available on the Company website at www.auricogold.com.
5.
Reserves and resources for Young-Davidson and El Chanate mines, Kemess Underground Project, and Orion represent gold grade as per technical reports and Company
disclosure. For more information regarding AuRico Gold’s Mineral Reserves and Resources as at December 31, 2012 and the Kemess Feasibility Study, please refer to the press
release dated March 25, 2013 titled AuRico Reports 2012 Reserve & Resource Update and Kemess Feasibility Study Results, available on the Company website at
www.auricogold.com. Measured and indicated resources excludes inferred resources. Core lengths in El Chanate drilling highlights are not necessarily true widths.
6.
Production figures include gold ounces only. Production at the Young-Davidson mine includes pre-production ounces, which include ounces produced prior to the declaration of
commercial production on September 1, 2012, and the declaration of commercial production in the underground mine on October 31, 2013.
7.
The illustrative yield assumes the share price as of January 10, 2014. Figures for 2014-2016 operating cash flow apply consensus data for cash costs, production estimates, and
capex figures and a $1,300/oz gold price assumption. Consensus data is as of January 13, 2014. For more information regarding AuRico Gold’s dividend policy, please refer to the
press release dated February 21, 2013, available on the Company website at www.auricogold.com.
8.
Figures for 2012 include continuing operations only. Figures for 2013 are based on 2013 preliminary operational results released January 14, 2014 . Figures for 2014 and 2015 are
based on consensus data only. Consensus data is as of January 13, 2014.
9.
Figures for 2012 include continuing operations only. Figures for 2013 are based on 2013 preliminary operational results released January 14, 2014, and consensus data. The
calculation of 2014 and 2015 operating cash flow and free cash flow apply consensus data for cash costs, production estimates, and capex figures, and are based on a $1,300/oz
gold price assumption unless noted otherwise. Operating cash flow is before changes in working capital. Consensus data is as of January 13, 2014.
10. 2013 to 2015 per share numbers are based on the number of shares outstanding as of January 2014, subsequent to the completion of a $300M Substantial Issuer Bid.
19

20. Analyst Coverage
Analyst Coverage
1.
BMO Nesbitt Burns
2.
Canaccord Genuity
3.
CIBC
4.
Credit Suisse
5.
Cowen Securities
6.
Desjardins Securities
7.
Dundee Securities
8.
GMP Securities
9.
Mackie Research
10.
Macquarie Securities
11.
Merrill Lynch
12.
Raymond James
13.
RBC Capital Markets
14.
Scotiabank
15.
TD Securities
20

21. 2013 Operational Estimates
(4) Refer to endnote #4.
2013 Operational Estimates (March 25, 2013)(4)
Gold Production (ounces)
Young-Davidson
El Chanate
Total Production
Cash Costs per Ounce
Young-Davidson
El Chanate
Total Cash Costs per Ounce
All-in Sustaining Cash Costs
Young-Davidson
El Chanate
Total All-in Sustaining Cash Costs per Ounce
Capital Investment Program (US$000’s)
Young-Davidson
Non-recurring Growth Capital
Paste Backfill Plant
Shaft and Mid-Shaft Loading and Crushing Facility
Open Pit Mine Development
Sustaining Capital
Total Capital Investment – Young-Davidson
El Chanate
Non-recurring Growth Capital
Southeast Open Pit Expansion
Heap Leach Expansion
Sustaining Capital
Total Capital Investment – El Chanate
Total Capital Investment
Depletion and Amortization (US$ per ounce)
Young-Davidson
El Chanate
Total Depletion and Amortization
Exploration (US$000’s)
Young-Davidson
El Chanate
Other Properties
Total Exploration
General and Administrative (US$000’s)
Corporate G&A
120,000-140,000
70,000-80,000
190,000-220,000
$575-$675
$550-$600
$565-$645
$1,250-$1,350
$900-$1,000
$1,100-$1,200
$45,000-$50,000
$25,000-$30,000
$6,000-$8,000
$59,000-$62,000
$135,000-$150,000
$20,000-$25,000
$2,000-$3,000
$8,000-$12,000
$30,000-$40,000
$165,000-$190,000
$300-$310
$245-$255
$280-$290
Up to $3,500
Up to $3,500
Up to $8,000
Up to $15,000
$25,000
21

22. All-in Sustaining Cash Cost Allocation
All-in Sustaining Cash Costs
2013 All-in Sustaining Cash Costs
$1,100-$1,200 per ounce
Corporate
G&A
Exploration
• Provides increased transparency
• More representative of actual cost of production
• Removes influence of accounting treatments
• Can be reconciled to FCF
Sustaining
Cost Allocation
Materials/
Mtc
9%
Consumables
19%
Cash Costs
Diesel
9%
Labour
57%
(Includes contract
labour)
Power
6%
22

23. Sustainable Dividend Policy
►
Peer-leading, sustainable dividend
►
20% of OCF beginning in 2014
►
►
►
Encourages financial discipline
Linked to changes in business profitability
Includes a Dividend Reinvestment Plan (“DRIP”)
Illustrative Yield per Street Consensus Operating Cash Flow per Share
Initial dividend of
$0.16/per share
(7)(10)
Payout ratio: 20% OCF
4.1%
2.5%
2.9%
1.8%
2013
(7) Refer to endnote #7.
(10) Refer to endnote #10.
2014E
2015E
2016E
23

24. Proven and Probable Reserves
Proven Reserves
Tonnes
(000's)
Probable Reserves
Gold
(g/t)
Gold Oz.
(000's)
Tonnes
(000's)
Gold
(g/t)
Gold Oz.
(000's)
El Chanate
36,845
0.68
801
19,015
0.66
403
Young-Davidson - Surface
3,934
1.28
162
2,491
1.36
109
Young-Davidson - Underground
4,547
2.97
434
34,490
2.80
3,100
Total Young-Davidson
8,481
2.19
596
36,981
2.70
3,209
Kemess Underground (KUG)
-
-
-
100,373
0.56
1,805
AuRico - Total
45,326
0.96
1,397
156,369
1.08
5,417
Total Proven and Probable Reserves
Tonnes
(000's)
Gold
(g/t)
Gold Oz.
(000's)
El Chanate
55,859
0.67
1,204
Young-Davidson - Surface
6,425
1.31
271
Young-Davidson - Underground
39,037
2.82
3,534
Total Young-Davidson
45,462
2.60
3,804
Kemess Underground (KUG)
100,373
0.56
1,805
AuRico - Total
201,695
1.05
6,813
24

25. Measured and Indicated Resources
Measured Resources
Tonnes
(000's)
Gold
(g/t)
Indicated Resources
Gold Oz.
(000's)
Tonnes
(000's)
Gold
(g/t)
Gold Oz.
(000's)
El Chanate
1,233
0.31
12
2,235
0.40
29
Young-Davidson - Surface
98
1.60
5
193
1.76
11
Young-Davidson - Underground
877
4.17
118
8,654
2.59
722
Total Young-Davidson
975
3.91
123
8,846
2.58
733
Kemess Underground (KUG)
-
-
-
65,432
0.41
854
Orion (50%)
-
-
-
554
3.66
65
AuRico - Total
2,208
1.90
135
77,067
0.68
1,680
Total Measured and Indicated Resources
Tonnes
(000's)
Gold
(g/t)
Gold Oz.
(000's)
El Chanate
3,468
0.37
41
Young-Davidson - Surface
291
1.70
16
Young-Davidson - Underground
9,531
2.74
839
Total Young-Davidson
9,821
2.71
855
Kemess Underground (KUG)
65,432
0.41
854
Orion (50%)
554
3.36
65
AuRico - Total
79,274
0.71
1,815
25

26. Inferred and Copper Resources
Inferred Resources
Tonnes
(000's)
Gold
(g/t)
Gold Oz.
(000's)
El Chanate
409
0.48
6
Young-Davidson - Surface
31
0.99
1
Young-Davidson - Underground
13,983
2.80
1,259
Total Young-Davidson
14,014
2.80
1,260
Kemess Underground (KUG)
9,969
0.39
125
Orion (50%)
91
3.33
10
AuRico - Total
24,483
1.78
1,400
Copper Reserves & Resources
Kemess
Tonnes
(000’s)
Copper
(%)
Copper lbs.
(000’s)
Probable Reserves
100,373
0.28
619,151
Indicated Resources
65,432
0.24
346,546
Inferred Resources
9,969
0.21
46,101
Silver Resources
Indicated Resources
554
309
Silver Oz.
(000's)
5,503
Inferred Resources
91
95
275
Orion (50%)
Tonnes
(000's)
Silver
(g/t)
26

27. Notes to Reserves and Resources
Notes:
•
Mineral Reserves and Resources have been stated as at December 31, 2012.
•
Mineral Resources are in addition to Mineral Reserves. Mineral Resources that are not Mineral Reserves do not have demonstrated economic viability when calculated using Mineral
Reserve assumptions. Reserves have been reported in accordance with NI 43-101, as required by Canadian securities regulatory authorities. In addition, while the terms “Measured”,
“Indicated and “Inferred” Mineral Resources are required pursuant to NI 43-101, the SEC does not recognize such terms. Canadian standards differ significantly from the requirements of
the SEC, and mineral resource information contained herein is not comparable to similar information regarding mineral reserves disclosed in accordance with the requirements of the SEC.
Investors should understand that “Inferred” Mineral Resources have a great amount of uncertainty as to their existence and great uncertainty as to their economic and legal feasibility. In
addition, investors are cautioned not to assume that any part or all of AuRico’s Mineral Resources constitute or will be converted into Reserves.
•
Following the completion of a joint venture agreement, Minera Frisco has a 50% interest in the Orion Project.
•
Mineral resource tonnage and contained metal have been rounded to reflect the accuracy of the estimate, and numbers may not add due to rounding.
The following metal prices were used for the calculation of Reserves and Resources:
Reserves
Resources
USD
Au $/oz
Ag $/oz
Cu $/lb
Au $/oz
Ag $/oz
Cu $/lb
El Chanate
$1,400
-
-
$1,600
-
-
Young-Davidson
$1,400
-
-
$1,600
-
-
Kemess Underground
$1,300
$23.00
$3.00
-
-
-
Orion
$13.00 NSR
$850
$13.00
-
Reserves and Resources were prepared under the supervision of the following Qualified Persons:
Resources
Reserves
El Chanate
Jeffrey Volk, CPG, FAusIMM, Director Reserves
and Resources, AuRico Gold Inc.
Chris Sharpe, P.Eng, Manager Mining, AuRico Gold Inc.
Young-Davidson - Open Pit
Jeffrey Volk, CPG, FAusIMM, Director Reserves
and Resources, AuRico Gold Inc.
Chris Sharpe, P.Eng, Manager Mining, AuRico Gold Inc.
Young-Davidson - Underground
Jeffrey Volk, CPG, FAusIMM, Director Reserves
and Resources, AuRico Gold Inc.
Chris Bostwick, FAusIMM, SVP Technical Services,
AuRico Gold Inc.
Kemess Underground
Jeffrey Volk, CPG, FAusIMM, Director Reserves
and Resources, AuRico Gold Inc.
Chris Bostwick, FAusIMM, SVP Technical Services,
AuRico Gold Inc.
Orion
Jeffrey Volk, CPG, FAusIMM, Director Reserves
and Resources, AuRico Gold Inc.
27