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I N V E S T O R P R E S E N T A T I O N 0 6 . 1 5 1 DI SCLAI MER AND OTHER MATTERS SAFE HARBOR: Some statements contained in this presentation are forward-looking statements within the meaning of the Private Securities Litigation Reform Act of


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SLIDE 1

I N V E S T O R P R E S E N T A T I O N 0 6 . 1 5

1

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SLIDE 2

DI SCLAI MER AND OTHER MATTERS

SAFE HARBOR: Some statements contained in this presentation are forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995 and applicable Canadian securities laws. I nvestors are cautioned that forward-looking statements are inherently uncertain and involve risks and uncertainties that could cause actual results to differ materially. Such statements include com ments regarding: timing and cash operating costs over the life of m ine; the Com pany being fully financed for development at a reduced cost of capital; the rise in total costs, and im proved efficiencies that reduce unit and per ounce costs; Wassa grade forecasts

  • ver the remainder 2015; Bogoso refractory costs reducing over the next three quarters; the easing of load shedding and the reduction in Wassa diesel power costs; the

im pact of a decreased strip ratio and maintenance on Bogoso costs for the remainder of 2015; the im provement in the Company’s cost profile once the underground mines are in production; the benefits of the stream and loan transaction; Golden Star transform ing to a non-refractory miner with a declining cash cost profile; the tim ing for the development of and production from the underground mines and the payback period; and plans for deeper drilling at Wassa. Factors that could cause actual results to differ materially include timing of and unexpected events at the Bogoso oxide and sulfide processing plants and/ or at the Wassa processing plant; variations in ore grade, tonnes m ined, crushed or milled; variations in relative am ounts of refractory, non-refractory and transition ores; delay or failure to receive board

  • r government approvals and permits; construction delays; the availability and cost of electrical power; tim ing and availability of external financing on acceptable term s;

technical, perm itting, m ining or processing issues, including difficulties in establishing the infrastructure for Wassa Underground; changes in U.S. and Canadian securities markets; and fluctuations in gold price and input costs and general econom ic conditions. There can be no assurance that future developments affecting the Com pany will be those anticipated by management. Please refer to the discussion of these and other factors in our Annual I nformation Form for the year ended Decem ber 31, 2013. Additional factors, if applicable, will be included in our Annual I nformation Form for the year ended Decem ber 31, 2014, which will be filed on SEDAR at www.sedar.com. The forecasts contained in this presentation constitute management’s current estimates, as of the date of this presentation, with respect to the matters covered thereby. We expect that these estimates will change as new inform ation is received and that actual results will vary from these estimates, possibly by material am ounts. While we may elect to update these estimates at any time, we do not undertake to update any estimate at any particular tim e or in response to any particular event. I nvestors and

  • thers should not assume that any forecasts in this presentation represent management’s estimate as of any date other than the date of this presentation.

NON- GAAP FI NANCI AL MEASURES: I n this presentation, we use the terms "cash operating cost per ounce" or “CoC per ounce” and "all-in sustaining cost per ounce“

  • r “AI SC per ounce”. These terms should be considered as Non-GAAP Financial Measures as defined in applicable Canadian and United States securities laws and should

not be considered in isolation or as a substitute for measures of performance prepared in accordance with GAAP. "Cash operating cost per ounce" for a period is equal to the cost of sales excluding depreciation and am ortization for the period less royalties and production taxes, minus the cash com ponent of metals inventory net realizable value adjustments and severance charges divided by the num ber of ounces of gold sold during the period. "All-in sustaining costs per ounce" com mences with cash

  • perating costs and then adds sustaining capital expenditures, corporate general and adm inistrative costs, mine site exploratory drilling and greenfield evaluation costs

and environmental rehabilitation costs. This measure seeks to represent the total costs of producing gold from operations. These measures are not representative of all cash expenditures as they do not include income tax payments or interest costs. These measures are not necessarily indicative of operating profit or cash flow from

  • perations as would be determined under I nternational Financial Reporting Standards. Changes in numerous factors including, but not lim ited to, m ining rates, m illing

rates, gold grade, gold recovery, and the costs of labor, consumables and m ine site general and adm inistrative activities can cause these measures to increase or

  • decrease. We believe that these measures are the sam e or sim ilar to the measures of other gold mining com panies, but may not be comparable to sim ilarly titled

measures in every instance. In order to indicate to stakeholders the company’s earnings excluding the non-cash (gain)/ loss on the fair value of debentures, non-cash im pairment charges and severance charges, the Com pany calculates adjusted net loss attributable to Golden Star shareholders" and "adjusted net loss per share attributable to Golden Star shareholders" to supplement the condensed interim consolidated financial statements. I NFORMATI ON: The information contained in this presentation has been obtained by Golden Star from its own records and from other sources deemed reliable, however no representation or warranty is made as to its accuracy or completeness. The technical information relating to Golden Star’s material properties disclosed herein is based upon technical reports prepared and filed pursuant to National I nstrum ent 43-101 Standards for Disclosure of Mineral Properties ("NI 43-101") and other publicly available information regarding the Com pany, including the following: (i) “NI 43-101 Technical Report on a Preliminary Economic Assessment of the Wassa Open Pit Mine and Underground Project in Ghana” effective October 30, 2014 prepared by SRK Consulting (UK) Limited; (ii) “NI 43-101 Technical Report on Resources and Reserves, Golden Star Resources Ltd., Bogoso Prestea Gold Mine, Ghana” effective December 31, 2013 prepared by SRK Consulting (UK) Lim ited, and (iii) “NI 43-101 Technical Report on Preliminary Economic Assessment of Shrinkage Mining of the West Reef Resource, Prestea Underground Mine, Ghana”. Additional information is included in Golden Star’s Annual Information Form for the year ended Decem ber 31, 2013 which is filed on SEDAR. Mineral Reserves were prepared under the supervision of Dr. Martin Raffield, Senior Vice President Technical Services for the Com pany. Dr. Raffield is a "Qualified Person" as defined by Canada’s National Instrument 43-101. The Qualified Person reviewing and validating the estimation of the Mineral Resources is S. Mitchel Wasel, Golden Star Resources Vice President of Exploration. CURRENCY: All monetary amounts refer to United States dollars unless otherwise indicated. 2 I nvestor Presentation June 2015

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SLIDE 3

MANAGEMENT AND BOARD

Sam Coetzer, President and CEO Appointed CEO in 2013 after joining in 2011 as COO. Sam is a mining engineer and member of the World Gold Council. He has 27 years of international experience with Kinross, Xstrata, Xstrata Coal and Placer Dome. André van Niekerk, EVP and CFO André joined in 2006 and spent 5 years in Ghana as head of finance and business

  • perations, whereafter he was appointed

Group Controller. He was appointed CFO in

  • 2014. Prior to joining Golden Star, André

spent 6 years with KPMG Daniel Ow iredu, EVP and COO Daniel was appointed COO in 2013, after joining Golden Star in 2006 as VP, Ghana

  • Operations. He has 20 years of experience

in West African mining. Most recently, he was Deputy COO for AngloGold where he managed construction and operation of the Bibiani, Siguiri and Obuasi mines. Tim Baker, Chairman Appointed Chairman in January 2013. Tim recently served as the COO of Kinross. He is a geologist with over 30 years of global project development and operational experience in Chile, Tanzania, US, Venezuela, Kenya and Liberia. Tony Jensen, Director Tony has 25 years of mining experience and is CEO of Royal Gold. Prior to joining Royal Gold, he was the Mine GM of Cortez and spent 18 years with Placer Dome. Tony has extensive experience in the US and Chile where he held several senior management positions. Anu Dhir, Director Anu is the MD of Miniqs, a private group that develops resource projects. She is a Director of Atlatsa Resources, Frontier Rare Earths and Energulf Resources. Prior to founding Miniqs, Anu was VP Corporate Development and Company Secretary at Katanga. Craig Nelson, Director Craig is a geologist with 30 years of mining

  • experience. He was Founder, CEO of Avanti
  • Mining. Formerly, Craig was EVP Exploration
  • f Gold Fields; Founder, CEO and Chairman
  • f the Metallica Resources and held

numerous strategic positions at Lac Minerals. Rob Doyle, Director Rob has 30 years of mining experience. Recently, he was Founder and CEO of Medoro Resources. Prior to this, he served as CFO of Pacific Stratus Energy, Coalcorp Mining and Bolivar Gold Corp. Currently, Rob serves as a Director of Mandalay Resources and Detour Gold Bill Yeates, Director Bill is one of the founding partners of Hein & Assoc where he served on the ExCo and was their National Director of Auditing and

  • Accounting. Bill has 40 years of auditing

experience with public companies in extractive industries.

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SLIDE 4

GOLDEN STAR OPERATI ONS I N GHANA

4 I nvestor Presentation June 2015

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SLIDE 5

I NVESTI NG I N PROFI TABLE GROWTH

— Established producing gold miner with wealth of in-country experience — Extensive infrastructure provides significant operational leverage — Brownfield low-risk development projects set to transform group production profile — On track to deliver ounces at cash operating cost of $750 per

  • unce over LOM

— Expected to be fully financed for development at reduced cost of capital

5 I nvestor Presentation June 2015

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SLIDE 6

DELI VERI NG ON STRATEGY

STRATEGY ACTI ON Favour operating margin over total ounces produced 150,000 oz of Bogoso production to be replaced with 75,000 high margin Prestea oz’s 2014 Mineral Reserves reduced to 1.9M oz with removal of the high cost refractory ounces 2014 High grade non-refractory Inferred Mineral Resources increased by 1.2M oz Leverage off existing infrastructure IRR on development projects in excess of 70% achieved through operational leverage Capex per ounce for both projects in lowest quartile for West Africa Reduce costs at operations through behavioural change and productivity enhancements Lower level of mine operating expenses maintained for three quarters Disciplined focus on return on capital Investment in development drilling extended Wassa’s LOM and increased grade Decision taken not to continue refractory

  • perations

Two year process secured financing at lowest cost

  • f capital

6 I nvestor Presentation June 2015

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SLIDE 7

Q1 2015 OPERATI ONAL PERFORMANCE

MINING DEVELOPMENT OPTIMISATION

Focus on STARTER

PIT at Wassa PRE- CONSTRUCTION

work at Wassa progressed New high pressure pump INCREASES tailings

THROUGHPUT BOGOSO NORTH

Pit mined out Prestea underground

REHABILITATION

continues Bogoso

HEAD COUNT REDUCED by 15%

  • ver last 12 months

LIMITED INTERRUPTIONS

from load shedding and power issues Prestea surface

  • perations

PERMITTING PROGRESSED

7 I nvestor Presentation June 2015

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SLIDE 8

Q1 2015 FI NANCI AL PERFORMANCE

REVENUE LOWER

Revenue was $77M, with 63,245 ounces at an average realised gold price of $1,210 per ounce

COSTS FLAT

Total mine operating expenses were reduced quarter over quarter to $69M Cash operating costs (COC) per ounce1 were $1,061

NEGATIVE EARNINGS

Adjusted net loss to shareholders of $9M

1. See note on slide 2 regarding Non-GAAP Financial Measures

8 I nvestor Presentation June 2015

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SLIDE 9

2015 YTD WASSA PROJECT UPDATE — Mineral Reserve and Resource estimates updated

— Mineral Reserves declined as low grade ore excluded, grade increased to 2.04 g/ t — M&I Mineral Resources increased to 3.5M oz at higher grade of 2.21 g/ t Au — Dramatic increase in Inferred Mineral Resources to 1.4M oz at 3.79 g/ t Au

— Q1 2015 Feasibility Study results announced

— IRR of 83% , NPV5% $176M — Pre-production capex of $39M confirmed — First production expected mid 2016, commercial production mid 2016, LOM extends to 2024 — LOM cash operating costs of $780 per oz, AiSC of $938 per oz

— Senior management team hired and on site — Equipment, including underground mining fleet, either in transit or on site — Platform for exploration decline complete — Construction to start July 2015, open pit mining not impacted

— $7.3M of $28M budget for 2015 spent to date

9 I nvestor Presentation June 2015

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SLIDE 10

2015 YTD PRESTEA PROJECT UPDATE — Underground mine with adjacent surface deposits — Detailed engineering and estimation work for Feasibility Study progressed, results expected July 2015 — Q1 2015 capex of $2.4M on rehabilitation of main underground mining levels — Development plans being accelerated – capex for 2015 revised up to $29 million — Permitting a surface pits progressing well, production expected by end 2015

— Bogoso non-refractory plant will process tailings supplemented by oxide ores from surface pits

10 I nvestor Presentation June 2015

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SLIDE 11

Commercial production achieved underground Construction

  • f exploration

decline commences First stopes reached

TI MELI NE TO DELI VERY

* Development of projects dependent on positive study results

WASSA PRESTEA*

Preparation

  • f surface

pits commences

Q3’15 Q3’15

First production from Wassa underground stopes Underground Shaft rehabilitation commences

Q3’15

Feasibility study completed

July 2015

First production from surface pits

Q4’15

First production from underground stopes

Q4’16 July 2015 Q2’16 Q3’16

11 I nvestor Presentation June 2015

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SLIDE 12

TRANSFORMATI ONAL GOLD STREAM AND LOAN AGREEMENT

— Aggregate proceeds from Royal Gold and subsidiary of $150M — Gold stream of $130M:

—207,500 ounces delivered at cash price of 20% of spot —3% of production at 30% of spot in tail stream, with option to repurchase 50% of this

— Four year $20M secured term loan note, interest rate linked to gold price

—At Au $1,200 rate is 7.5% —Rate shall not exceed 11.5% —No early prepayment penalty

— Existing $38M Ecobank I loan retired immediately — Royal Gold to take security against mining assets

12 I nvestor Presentation June 2015

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SLIDE 13

STRONG RATI ONALE FOR TRANSACTI ON

— Secures financing for development of Wassa and Prestea on reasonable terms — Significant improvement in cost profile expected once underground mines in production — Transition to non-refractory producer, in-line with Company’s stated strategy — Low capital intensity projects, short timeline to production and good free cash flow — Brownfield projects benefit from existing infrastructure and lower execution risk — Unlocks further exploration upside at both assets — Establishes a strong partnership with Royal Gold, validates Wassa and Prestea’s potential

13 I nvestor Presentation June 2015

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SLIDE 14

FI NANCI NG STRUCTURE FI T FOR PURPOSE

  • $55M of $130M stream proceeds

available in up-front capital

  • $20M loan and portion of stream

proceeds used to repay $38M Ecobank I loan

  • Five additional payments of $15M

provided every 3 mo, beginning September 2015

  • Financing expected to fully fund

development of Wassa and Prestea Underground projects

  • Incremental stream proceeds of

$33M for working capital and general corporate purposes

RGLD Stream $130M RGI Loan $20M Wassa $39M Ecobank Debt $38M Sources of Funds Uses of Funds Prestea $40M Working Cap and General Purposes $33M

14 I nvestor Presentation June 2015

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SLIDE 15

MI NE PRODUCTI ON PROFI LES

114,000 120,000 169,000 200,000 218,000 175,000 176,000 171,000 114,000 11,000

  • 50,000

100,000 150,000 200,000 250,000 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 4,000 60,000 91,000 75,000 73,000 19,000 25,000 50,000 75,000 100,000 2016 2017 2018 2019 2020 2021

WASSA PRESTEA*

15 I nvestor Presentation June 2015 * Development of projects dependent on positive study results

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SLIDE 16

NEW MI NES DELI VER I MPROVED COST PROFI LE

Note: See note on slide 2 regarding Non-GAAP Financial Measures,. Cash operating costs exclude royalties, AISC includes cash operating costs rehabilitation and sustaining capital and royalties on the assumption of $1,200 Au

— Golden Star is transforming to a non-refractory miner with a declining cash cost profile — Largest land package on Ashanti Goldbelt provides potential for new ore sources to add near and long term production and further reduce costs

16 I nvestor Presentation June 2015

$500 $700 $900 $1,100 $1,300 2014 2015E 2016E 2017E 2018E 2019E 2020E 2021E 2022E CoC per Oz. AiSC per Oz.

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SLIDE 17

ATTRACTI VE COST POSI TI ON, LOW I NI TI AL CAPI TAL

Wassa UG Prestea UG Karma Bombore Obotan (Phase 1) Banfora Yaramoko Yaoure Fekola Natougou Bouly Kalana Enchi Sissingue Prestea UG + Wassa UG

  • $100

$200 $300 $400 $500 $400 $500 $600 $700 $800 $900 Remaining Development Capex (US$ mm) LOM Average Annual Cash Costs (US$/ oz Au)

Bubble size represents LOM avg. annual Au production (100 koz shown)

— In production at both operations by end of 2016 — Payback on both operations of less than 3.5 years

1. For ease of comparison, all Golden Star average annual cash costs are reflected above inclusive of royalties

17 I nvestor Presentation June 2015

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SLIDE 18

FUNDI NG ALLOWS FOR FURTHER EXPLORATI ON AT WASSA — Geophysical and geochemical anomalies indicated that mineralized trend continues 6 km south of the last step out fence — Deeper drilling will be conducted south of the known high grade mineralization

18 I nvestor Presentation June 2015

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SLIDE 19

Investment Case

Established gold mining company with 15 years of production history in Ghana Successfully reduced overall operating costs over last two years Fully funded projects to deliver low cost

  • unces through 2026

Largest land package on the Ashanti Gold belt Low political risk in a stable African mining jurisdiction Significant exploration & development upside Offers investors leveraged, un-hedged exposure to the gold price