Royal Gold Analyst and Investor Day June 3, 2016 Cautionary - - PowerPoint PPT Presentation

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Royal Gold Analyst and Investor Day June 3, 2016 Cautionary - - PowerPoint PPT Presentation

Royal Gold Analyst and Investor Day June 3, 2016 Cautionary Statement This presentation contains certain forwardlooking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Such forwardlooking statements


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Royal Gold Analyst and Investor Day

June 3, 2016

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SLIDE 2

Cautionary Statement

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This presentation contains certain forward‐looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Such forward‐looking statements involve known and unknown risks, uncertainties, and other factors that could cause actual results to differ materially from the projections and estimates contained herein and include, but are not limited to: expected gold equivalent ounce production in the March 2016 quarter and beyond; production, cost, reserve and mine life estimates and forecasts from the operators of the Company’s royalty and stream properties; reserves and resources, construction progress and projected start‐up dates at the Cortez Crossroads, Rainy River and Wassa and Prestea projects; anticipated growth in the volume of metals subject to the Company’s royalty and stream interests; the impact of exchange rates on the Company’s full year effective tax rate; adequacy of liquidity; sources and uses of capital; projected cash balances and leverage amounts; statements concerning the Company’s dividend rates and market valuation; analyst valuations with and without value for Mount Milligan; return on investment expectations; statements concerning continued operation of Mount Milligan regardless of Thompson Creek’s financial situation; and statements or estimates from operators of properties where we have royalty and stream interests regarding the timing of development, construction and commencement of production, or their projections of steady, increasing or decreasing production once in operation. Factors that could cause actual results to differ materially from these forward‐looking statements include, among others: the risks inherent in construction, development and

  • peration of mining properties, including those specific to new mines being developed and operated in foreign countries; changes in gold, silver,

copper, nickel and other metals prices; performance of and production at the Company’s properties; decisions and activities of the Company’s management; unexpected operating costs; decisions and activities of the operators of the Company’s royalty and stream properties; changes in

  • perators’ mining and processing techniques or royalty calculation methodologies; resolution of regulatory and legal proceedings (including with Vale

regarding Voisey’s Bay); unanticipated grade, geological, metallurgical, environmental, processing or other problems at the properties; inaccuracies in technical reports and reserve estimates; revisions by operators of reserves, resources, mineralization or production estimates; changes in project parameters as plans of the operators are refined; the results of current or planned exploration activities; discontinuance of exploration activities by

  • perators seeking additional financing from the Company or third parties; economic and market conditions; variations between operators’ production

estimates and our estimates of net GEOs; operations on lands subject to aboriginal rights; the ability of operators of development properties to finance construction to project completion and bring projects into production and operate them in accordance with feasibility studies; challenges to the Company’s royalty interests, or title and other defects in the Company’s royalty properties; errors or disputes in calculating royalty payments or stream deliveries, or payments or deliveries not made in accordance with royalty or stream agreements; the liquidity and future financial needs of the Company; the impact of future acquisitions and royalty and stream financing transactions; adverse changes in applicable laws and regulations; litigation; and risks associated with conducting business in foreign countries, including application of foreign laws to contract and other disputes, environmental laws, enforcement and uncertain political and economic environments. These risks and other factors are discussed in more detail in the Company’s public filings with the Securities and Exchange Commission. Statements made herein are as of the date hereof and should not be relied upon as of any subsequent date. The Company’s past performance is not necessarily indicative of its future performance. The Company disclaims any

  • bligation to update any forward‐looking statements.

Endnotes located on page 71.

June 3, 2016

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SLIDE 3

3

Our Team, Agenda

Strategy

Tony Jensen, President & CEO

Transactions

Bill Heissenbuttel, VP Corporate Development

Capitalization

Stefan Wenger, CFO & Treasurer

Evaluation

Mark Isto, Vice President Operations

Protection

Bruce Kirchhoff, VP General Counsel & Corporate Secretary

Measurement

Karli Anderson, VP Investor Relations

June 3, 2016

(effective July 1, 2016)

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SLIDE 4

4

Our Team

Royal Gold (Canada)

Alistair Baker, Director, Business Development

RGLD Gold AG

Jason Hynes, Director of Business Development and Global Sales

Royal Gold, Inc.

Randy Shefman, Associate General Counsel

June 3, 2016

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SLIDE 5

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Board of Directors

Left to right: Jamie Sokalsky, Independent Director; Kevin McArthur, Independent Director; Gordon Bogden, Independent Director; Craig Haase, Independent Director; William Hayes, Independent Director and Chairman of the Board; and Ronald J. Vance, Independent

  • Director. Not pictured is Chris M.T. Thompson, Independent Director.

June 3, 2016

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SLIDE 6

6

Royal Gold Evolution

RGLD Share Price Trailing 12 month revenue

Oil and Gas Exploration Oil and Gas Exploration

Gold Operating Company Precious Metals Royalty Company Royalty and Streaming Company

20 40 60 80 100 120 50 100 150 200 250 300 350 400 6/11/81 6/11/82 6/11/83 6/11/84 6/11/85 6/11/86 6/11/87 6/11/88 6/11/89 6/11/90 6/11/91 6/11/92 6/11/93 6/11/94 6/11/95 6/11/96 6/11/97 6/11/98 6/11/99 6/11/00 6/11/01 6/11/02 6/11/03 6/11/04 6/11/05 6/11/06 6/11/07 6/11/08 6/11/09 6/11/10 6/11/11 6/11/12 6/11/13 6/11/14 6/11/15

RGLD Revenue (TTM) RGLD Price

Pipeline/Cortez (1993) Royal Resources (1981) Peñasquito (2006) Andacollo (2009) Pueblo Viejo (2015) Troy (2004) Mount Milligan (2010)

June 3, 2016

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Royal Gold Vision & Strategy

We create long term value by providing leverage and optionality to gold price and reserve upside by:

  • Providing a portfolio of assets in some of the best gold districts in the world
  • Maintaining a fixed cost structure
  • Capital allocation discipline

Gold Focused Pay a Growing and Sustainable Dividend Invest at the Troughs and be Patient at the Top Reinvest Free Cash Flow in Long Lived Properties Be the Most Valuable, Not Necessarily the Largest

June 3, 2016

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8

Portfolio of Assets

Portfolio by Metal

85% of Revenue from Gold in the First 9 Months of Fiscal 2016

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 9 mths 2016 Gold Silver Other

June 3, 2016

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Portfolio of Assets

Distribution of Geography

80% of Revenue from Canada, Chile, US & Mexico in First 9 Months of Fiscal 2016

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 9 mths 2016 US Canada Chile Dominican Republic Mexico Africa Australia Other

June 3, 2016

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SLIDE 10

10 Gross Revenue $USD

Andacollo Mount Milligan Voisey's Bay Peñasquito Robinson

Golden Star

Taparko

Pueblo Viejo

Cortez

$0 $50,000,000 $100,000,000 $150,000,000 $200,000,000 $250,000,000 $300,000,000 $350,000,000 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 First 3 quarters FY04: Cortez/Pipeline was 88% of revenue FY10: Taparko was 24% of revenue FY07: Peñasquito was 41% of total assets, not producing yet, startup risk FY12: Andacollo was 24% of revenue FY15: Mount Milligan was 22% of net revenue

Cornerstone Properties generate cash flow that lead to more diversification

Portfolio of Assets

Cornerstone Properties

June 3, 2016

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80% of our portfolio asset value is in mines with reserve life >15 years,1 including:

Portfolio of Assets

Current Value Drivers

June 3, 2016

Pueblo Viejo, 20 years Mount Milligan, 21 years Andacollo, 20 years

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Portfolio of Assets

Life of Mines

80% of our portfolio asset value is in mines with reserve life >15 years,1 including:

June 3, 2016 5 10 15 20 25

Mt. Milligan Andacollo Voisey's Bay Pueblo Viejo Cortez Canadian Malartic Rainy River Peñasquito Leeville Robinson Golden Star Holt Mulatos

Years in production since we've owned it Years of remaining mine life

Years

2

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SLIDE 13

$1,000 $1,100 $1,200 $1,300 $1,400 $1,500 $1,600 $1,700 $1,800 $1,900

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  • Mt. Milligan II

Phoenix Wassa and Prestea Andacollo Stream

We raised money near the post‐financial crisis high in the gold price, then deployed capital near the trough

  • Mt. Milligan I

Spot Gold Price in US Dollars Pueblo Viejo RGLD Equity Raise at $1773 gold Rainy River

Capital Allocation

Opportunistic Capital Deployment

June 3, 2016

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SLIDE 14

$0.00 $0.10 $0.20 $0.30 $0.40 $0.50 $0.60 $0.70 $0.80 $0.90 $1.00

RGLD GG FNV SLW OR AEM ABX NEM HL ELD PAAS

0.00 0.20 0.40 0.60 0.80 1.00 1.20 1.40 1.60 1.80

15 straight years of dividend increases Dividend increased in calendar 2016 to $0.92 per share 29% payout ratio of operating cash flow in FY20151 21% compound annual growth rate (CAGR) since 2001 Equates to 1.6% annual yield (May 31, 2016)

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Annual Dividends Paid Per Share Calendar Years Dividend Yield2

Capital Allocation

Returning Capital to Shareholders

June 3, 2016

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SLIDE 15

50 100 150 200 250 300 350 400 450 500 SLW FNV RGLD

RGLD share count unchanged since 2012

15

Millions of Common Shares Outstanding

We have demonstrated positive stewardship of shareholder capital Our share count is a fraction of our peers, and nearly unchanged since Oct 2012

Capital Allocation

Disciplined Use of Equity

$0.00 $0.50 $1.00 $1.50 $2.00 $2.50 $3.00 $3.50 SLW FNV RGLD Operating Cash Flow Per Share1,2

June 3, 2016

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SLIDE 16

Assets representing 80% of revenue in the quarter ended March 30, 20161

5 10 15 20 25 $‐ $200 $400 $600 $800 $1,000 Millions Initial investment Cumulative net revenue through March 30, 2016 Estimated remaining mine life

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Estimated Years of Remaining Reserves

* Includes proceeds from sale of the Andacollo Royalty; see Andacollo Stream

*

Long Term Value Creation

Investment Returns and Thesis

June 3, 2016

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Long Term Value Creation

Gold Reserve Optionality and Growth

Organic growth represents reserve optionality ~20% growth in attributable gold reserves after acquisition

June 3, 2016

$0 $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 $1,800 $2,000 1 2 3 4 5 6 7 8 9 10 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Gold price

Attributable Gold Ounces (millions) Equity Reserve Growth Acquired Reserves $Au (EOY)

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Long Term Value Creation

Gold Reserve Waterfall

June 3, 2016

Organic growth represents reserve optionality Organic growth largely offsets consumption

0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 2005 Reserves Acquisitions Depletion Growth 2015 Reserves Attributable Gold Ounces (millions)

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SLIDE 19

‐$4,000 ‐$2,000 $0 $2,000 $4,000 $6,000 $8,000 Total capital invested to date Revenue to Date Estimated Value of 7.3Moz Net Equity Reserves * $1250 gold, at 80% recovery

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$3.5B

In Millions of $USD Last 12 months

$2.0B $7.3B Consolidated investments have paid back ~60% of investment to date Indicative simple return of ~3X investment

Long Term Value Creation

Return on Investment Expectations

June 3, 2016

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RGLD total return outperformed S&P 500 Total Return & Gold Price since 2000

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Percentage Total Return

Long Term Value Creation

Historical Performance

‐500 500 1000 1500 2000 2500 3000 3500 RGLD Total Return Gold Price in US Dollars % Change S&P 500 Total Return Level % Change

Source: YCharts

June 3, 2016

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0x 5x 10x 15x 20x 25x 30x 35x 40x May‐11 Aug‐11 Nov‐11 Feb‐12 May‐12 Aug‐12 Nov‐12 Feb‐13 May‐13 Aug‐13 Nov‐13 Feb‐14 May‐14 Aug‐14 Nov‐14 Feb‐15 May‐15 Aug‐15 Nov‐15 Feb‐16 May‐16

Trading at a substantial discount to last 5‐year average price/cash flow1

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Long Term Value Creation

Historical Valuation

Last 5 year average 24x Cash Flow

June 3, 2016

Source: YCharts

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Long Term Value Creation

Mount Milligan Investment

Lien Rankings1

RGLD Investment Net revenue

June 3, 2016

$0 $200 $400 $600 $800 $1,000 $1,200 Revenue RGLD Investment In Millions of $USD $0 $200 $400 $600 $800 $1,000 $1,200 Street Consensus NAV of Mount Milligan net of stream2 Principal Secured Notes

Consensus value after senior secured bonds ~$800M

Equipment Financing ($59M) Senior Secured Bonds ($314M currently) Royal Gold – Au in concentrate Royal Gold – Stream Unsecured Bonds ($517M)

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Peñasquito

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  • First quartile of worldwide production costs
  • 21 year mine life
  • Located in British Columbia, Canada
  • Appeals to gold or copper production
  • Royal Gold’s interest is secured

Mount Milligan – Thompson Creek, Canada

Long Term Value Creation

Mount Milligan Attributes

June 3, 2016

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Creativity in deal structure Disciplined capital allocation Operating expertise Governance and oversight Incentives that foster discipline and align with shareholders

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Royal Gold’s Competitive Advantages

June 3, 2016

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SLIDE 25

Creativity Disciplined capital allocation Operating expertise Governance and oversight Alignment with shareholders

25

Bill Heissenbuttel

Vice President Corporate Development

June 3, 2016

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Creativity

Our Investment Criteria

Main criteria for investment:

  • Resource optionality
  • Metal price optionality

Complement our existing portfolio

  • Exposure to meaningful multi‐cycle cash flow allows reinvestment in the business

and supports shareholder returns

Successful acquisitions meet our criteria and consider the requirements of

  • ur counterparties
  • Each acquisition has unique features that achieve this aim
  • Asset Quality
  • Counterparty
  • Country

June 3, 2016

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SLIDE 27

Why we like Pueblo Viejo:

  • Tier 1 asset by any measure (>1 Moz/year on 100% basis, <$700/oz AISC)1
  • Long‐life asset with significant potential for resource conversion
  • Quality operator

Unique considerations:

  • JV ownership structure
  • Pre‐existing project finance facility
  • Silver circuit ramp‐up
  • Declining grade profile over the life of the mine

What Barrick required:

  • Maximize cash upfront for debt reduction
  • Non-debt treatment
  • Maintain exposure to metal prices
  • No amendment to debt or JV arrangements

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Creativity

Case Study # 1 – Pueblo Viejo

June 3, 2016

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Timeline

  • Identified as an attractive opportunity in 2013 and discussions on and off
  • Two‐phase competitive process started April, 2015; transaction announced

August 5, 2015

Exhaustive due diligence process

  • Multi‐disciplinary team formed:
  • Technical: metallurgy/processing (2), reserves(2), exploration, mining, infrastructure,

environmental/social/permitting

  • Legal: counsel from United States, Dominican Republic, Canada, Cayman Islands and

Barbados

  • Political: consultant with extensive Dominican experience
  • Full access to electronic dataroom
  • Site visit by the due diligence team and CEO
  • Project model created with extensive sensitivity analysis to reflect due diligence

conclusions

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Creativity

Case Study # 1 – Pueblo Viejo

June 3, 2016

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SLIDE 29

Unique structure developed to address ownership and distributions:

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Creativity

Case Study # 1 – Pueblo Viejo

June 3, 2016

Collection account a key feature:

  • Account is funded 2 quarters in advance
  • Delivery obligations to Royal Gold are senior to distributions to Barrick
  • All dividends/distributions to Barrick routed through account
  • Stress tested for various commodity prices, tax levels and operating and capital

costs to ensure Royal Gold and Barrick’s interests are aligned

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SLIDE 30

Other features included to reduce risk: Fixed 70% silver recovery component Increased ongoing payment Designed for optimum coverage ratio of ~2:1

  • Spot price payment rises from 30% to 60% to accommodate potentially increased
  • perating costs associated with lower grade in later years

Stream right-sized for the project

  • Project cash flows stress‐tested for material changes to assumptions
  • End result is an innovative structure that met Barrick requirements and mitigates
  • ngoing risk to Royal Gold

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Creativity

Case Study # 1 – Pueblo Viejo

June 3, 2016

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SLIDE 31

Why we like Rainy River:

  • High‐quality project in a mining-friendly jurisdiction
  • Long-life asset with significant exploration potential
  • Low costs of operation expected

Unique considerations:

  • Development project
  • Existing indebtedness at the corporate level

What New Gold required:

  • Committed capital to coincide with development spending
  • Non-debt treatment
  • Maintain exposure to metal prices and exploration upside
  • Work within bank facility and indenture covenant structures

31

Creativity

Case Study # 2 – Rainy River

June 3, 2016

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SLIDE 32

Timeline

  • Identified as an attractive opportunity in 2013
  • Two‐phase competitive process started April, 2015; transaction announced July

20, 2015

Exhaustive due diligence process

  • Multi‐disciplinary team formed:
  • Technical: processing, reserves/resources, exploration, underground/open pit mining,

construction, environmental/social/permitting, title

  • Full access to electronic dataroom
  • Site visit by the due diligence team
  • Project model created to reflect due diligence conclusions

32

Creativity

Case Study # 2 – Rainy River

June 3, 2016

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SLIDE 33

Stream terms addressed New Gold’s objectives:

  • Advance payment in tranches, with second payment due upon reaching 60%

development threshold

  • Stream step‐down to provide continued exposure to resource upside

Terms protecting Royal Gold’s interest include:

  • Evidence of sufficient liquidity to complete development prior to payment of

second tranche

  • Restrictions on additional debt and liens until return of our advance payment
  • Security over a collection account

End result protected Royal Gold’s interest while providing New Gold cost‐ effective flexibility to continue development at Rainy River

33

Creativity

Case Study # 2 – Rainy River

June 3, 2016

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SLIDE 34

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JV structure between Contago Ore, Inc. (CORE) and Royal Gold under which Royal Gold can earn a 40% interest by spending $30 million by the end of 2018 Following completion of the 40% earn‐in, Royal Gold has a drag‐along right on

  • ne‐third of CORE’s remaining 60% in the event Royal Gold sells its interest

Royal Gold acquired a 3% NSR on Tetlin lease ground and 2% NSR on claims located by CORE since July 2012 for $6 million Unique and efficient exploration and project management structure with JV managed by Royal Gold The area under agreement covers 744,000 acres (leases and claims)

June 3, 2016

Creativity

Case Study # 3 – Tetlin

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SLIDE 35

We are very open and creative to make opportunities work, but not all do:

  • Short‐life, high‐cost assets
  • Capped streams
  • Streams or royalties with full buy‐backs
  • Unfunded development projects/caps
  • Certain jurisdictions

Applying our investment criteria consistently is key to generating long‐term value

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What Doesn’t Work

June 3, 2016

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Competition

Number of companies in our sector little changed over the last few years

June 3, 2016

2 4 6 8 10 12 14 16 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Royal Gold Franco Nevada Silver Wheaton AuRico Metals Abitibi Royalties Virginia Mines Callinan Royalties XDM Royalty Premier Royalty Tanzanian Royalty Exploration Corp Global Royalty Corp Gold Royalties Corporation Lumina Royalty Sandstorm Metals and Energy Sandstorm Gold Gold Wheaton Americas Bullion Silverstone Resources International Royalty Battle Mountain Gold Exploration Altius Anglo Pacific Osisko Royalties Orion Triple Flag Maverix

Average is 11 companies

Number of Companies

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SLIDE 37

Creativity

  • Listening to the counterparty
  • Customizing a solution to their issues
  • Drawing from credit oriented project finance experience

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Competitive Advantage

June 3, 2016

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SLIDE 38

Creativity Disciplined capital allocation Operating expertise Governance and oversight Alignment with shareholders

38

Stefan Wenger

Chief Financial Officer

June 3, 2016

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Date Item ($USD millions) March 31, 2016 Undrawn Revolver $350.0m March 31, 2016 Working Capital $151.0m March 31, 2016 Total Available Liquidity $501.0m Strong and Growing Operating Cash Flow Fiscal 3Q Operating Cash Flow Increased 27% from the December quarter $66.1m Near‐Term Conditional Commitments Existing conditional commitments at Rainy River and Golden Star expected to be funded primarily through cash flow from

  • perations (net of $20m payment to GSR

in April 2016) $125m

Disciplined Capital Allocation

Conservative Balance Sheet

June 3, 2016

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SLIDE 40

Strong banking partners

  • HSBC, Scotia, CIBC, BAML and GS

Current drawn interest rate of LIBOR +2.25%

  • Declines to LIBOR +1.75% at a net

leverage ratio below 2X

Total capacity of $650 million; matures in March 2021 $300 million drawn at March 31 leaving $350 million of undrawn capacity Expect to maintain cash balance of $100 million

40 $0 $100 $200 $300 $400 $500 $600 $700 Millions

Historical Use of Credit Facility

Outstanding Available

Disciplined Capital Allocation

Credit Facility Evolution

June 3, 2016

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SLIDE 41

March 31 Working Capital, $151 Wassa Prestea, $50

Revolver Availability at March 31,2016, $350 Operating Cash Flow

$0 $1,000 All values in $US millions Sources of Cash Uses of Cash

Strong Operating Cash flow driving steadily declining leverage and increased liquidity Adjusted TTM Operating Cash flow of $220.6 million Expected FY 2017 net debt/EBITDA leverage ratio

  • f less than 2X

Modest level of committed investments:

  • Rainy River ($75M);
  • Wassa and Prestea

Underground ($50M)

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Estimated FY2017 Sources and Uses

Golden Star, $45

Disciplined Capital Allocation

FY 2017 Sources and Uses

June 3, 2016

Rainy River, $75

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SLIDE 42

March 31 Working Capital, $151 Wassa Prestea, $50

Revolver Availability at March 31,2016, $350 Operating Cash Flow

$0 $1,000 All values in $US millions Sources of Cash Uses of Cash

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Estimated FY2017 Sources and Uses

Golden Star, $45

Disciplined Capital Allocation

FY 2017 Sources and Uses

June 3, 2016

Rainy River, $75

Good access to additional capital for accretive acquisitions if necessary:

  • Financing approach focused
  • n minimizing cost of capital

and supporting per share metrics

  • Regular evaluation of all

available financing alternatives and internal capital tower

  • Comfortable with aggregate

leverage in the range of 3X

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SLIDE 43

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

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Many of our properties are amongst the lowest cost in the industry, with a weighted average gross margin of 55%1 inclusive of stream payments

Average gross margin 55%

Disciplined Capital Allocation

Portfolio Quality

June 3, 2016

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SLIDE 44

Disciplined Capital Allocation

Business Segments

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Golden Star, $135

Royalty Segment Passive Income US ~40% of revenue

Streaming Segment Metals Trading Switzerland ~60% of revenue

Funds new streaming transactions Funds royalty investments, corporate expenses, dividends and debt service

June 3, 2016

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SLIDE 45

The principal objectives of the sales policy are to:

  • Achieve an average sales price that approximates

the average spot price during each reporting period

  • Maintain physical inventory in allocated form
  • No speculation
  • Once allocated, each gold and silver delivery is sold
  • ver the period until the next delivery is expected

based on average time between deliveries

  • Wassa and Prestea – one delivery every 2 weeks
  • Milligan – one delivery approximately every 3 weeks
  • Andacollo – one delivery per month
  • Pueblo Viejo – one delivery per quarter
  • Physical inventory levels range from 15K to 25K

GEO’s at any given quarter end

  • Inventory levels primarily driven by timing of

Milligan deliveries and size of Pueblo Viejo deliveries

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Disciplined Capital Allocation

Sales Process and Inventory

June 3, 2016

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SLIDE 46

Our low expenses reflect the scalability of our business and help safeguard

  • ur low cost of capital for the long term

46

50 100 150 200 250 300 350 RGLD SG&A Expense (Annual)($m) RGLD Revenue (Annual)($m)

Disciplined Capital Allocation

Scalability

June 3, 2016

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SLIDE 47

Higher cash flow per employee than Apple or Exxon

47

Disciplined Capital Allocation

Efficiency

June 3, 2016 $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000

AAPL CFO Per Employee (Annual) RGLD CFO Per Employee (Annual) XOM CFO Per Employee (Annual)

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SLIDE 48

Creativity Disciplined capital allocation Operating expertise Governance and oversight Alignment with shareholders

48

Mark Isto

Vice President Operations

June 3, 2016

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SLIDE 49

In a typical year:

49

Capital Allocation

Rigorous Due Diligence

100

  • Inquiries

~20‐25  Desktop Evaluations 10‐15  Advanced Evaluations (data room) 5‐10  Due Diligence Efforts 4‐8

  • Proposals

0‐5

  • Completed Transactions

June 3, 2016

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SLIDE 50

50

Section View

Main Peak North Peak

Due Diligence efforts cover technical, legal and commercial aspects of the proposed transaction Our technical assessment focuses on:

  • Overall operational viability and project deliverability
  • Gross income aspects of project (geology/resource

estimation/metallurgy/minability)

Assessment of the project and senior management teams ability to deliver Our analysis and ultimate valuation is focused on value drivers and risks of achieving outcomes that create impact for the operator and Royal Gold

Operating Expertise

Our Evaluation Process

June 3, 2016

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Operating Expertise

Our Evaluation Process

Scope Due Diligence (define key value drivers, issues, define team members) Data Review (all team members review there areas)

Site Visit (technical, project/mine team assessment) Red Flag Review (determine if any “no go” issues have been defined)

Define Value Drivers and Risks (revise financial model based on team view of value drivers)

Stream Opportunity

Phase 1 Review (limited data, financial model development, strategic fit discussion)

Due Diligence Process

Dismiss

Requests Additional data Subject experts Output Financial model parameters, Comprehensive report, Board briefing Legal Commercial

June 3, 2016

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52

Section View

Main Peak North Peak

Operating Expertise

Our Evaluation Process

Project Performance Risk – we capture expected project performance in the definition and assessment of Value Drivers

  • Systematic approach
  • Drives team member accountability
  • Clearly communicates findings between team and management

Parameter Vendor Financial Model RGI Financial Model Risk Rating Prior to Mitigation Variance Range Basis of Assessment/Comments Responsibility

Ore Tonnage (t) XXX XXX Moderate ‐X% ‐ X% Au Grade (g/t) XXX XXX Moderate ‐X% ‐ X% Ag Grade (g/t) XXX XXX Low‐Moderate ‐X% ‐ X% Cu Grade (%) XXX XXX Moderate ‐X% ‐ X% Waste Tonnage XXX XXX Moderate ‐X% ‐ X% Ore Processing Daily Mill Throughput (tpd) XXX XXX Low‐Moderate ‐X% ‐ X% Au Recovery XXX XXX Moderate ‐X% ‐ X% Ag Recovery XXX XXX High ‐X% ‐ X% Cu Recovery XXX XXX Moderate ‐X% ‐ X% Cu Concentrate Grade (%) XXX XXX Low ‐X% ‐ X% Risk Rating Low plus and minus variance typical for industry/no material schedule risk Low‐Moderate higher probability of a negative variance up to 5% Moderate higher probability of a negative variance up to 10%/schedule achievement possible with stringent management Moderate‐High higher probability of a negative variance up to 15% High higher probability of a negative variance up to >15%/unlikely schedule can be achieved Team Member 2 Definitions Open Pit Mining Team Member 1 Discussion of specific risks, method to include in financial model

Sample of the many of value drivers identified

June 3, 2016

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SLIDE 53

Input Parameter Feasibility Study Comments on Work Completed and Maturity Ranking Open Pit Mining Overall Maturity Mining Rate Preliminary

Sinking rate not attainable, rescheduling required

Material Characteristics Final

Bulk Density/Swell Factor/Moisture Content

Final Geotechnical Design - Pit Slopes Preliminary

Geotechnical slope design not supported by full study. Preliminary work seems to support 60 degree slopes. Weak zones at contact. Additional work required. Development Drilling Core Logging

  • Geotech Parameters

Detailed

Outside geotech firm supported data collection. Pit Slope Core Drilling

Detailed

Core drilling program completed Material Testing - Strength

Detailed

Testing completed Structural Analysis

Preliminary

Failure Analysis

Preliminary

Preliminary analysis complete, pending final report Hydrogeologic Model

Preliminary

Hydrogeology well understood. Dewatering model still under development. Wall Depressurization Analysis and Strategy

Preliminary

Assessment in progress

53

Completeness ‐ are studies for projects complete and developed to the standard defined – PFS or FS Systematically measure the project maturity, assess risks and determine financial model adjustments to mitigate risk.

Operating Expertise

Our Evaluation Process

June 3, 2016

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SLIDE 54

Protecting Royal Gold’s interests through:

  • Operational monitoring
  • Metal delivery and royalty

payment verification

  • Site visits
  • Risk assessment
  • Forecast/budget

development and planning

  • Counterparty relationship

building

Operating Expertise

Our Monitoring Process

Stream/Royalty Monitoring (payment audits, technical/financial) Production Forecast Update Annual Site Visit

(Tier 1 Properties)

Annual Information (annual budgets, LOM, reserves) RGLD Budgets & Forecasts (plans and production documentation)

Stream/Royalty

Annual Cycle

Investment Period Monitoring (technical site visits, monthly, reports)

June 3, 2016 54

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SLIDE 55

55

Reserve Update

2015 Reserves & Resources

10 20 30 40 50 60 70 2014 2015 2014 2015 Million ozs

Total Portfolio Gold Resources

Prod & Dev Evaluation

M & I Inferred 22% 25%

Gold million ounces 85.9 17% 5.8 14% Silver million ounces 780 2% 44 193% GEO Basis (Au+Ag) million ounces 6.4 21% Copper million pounds 12,350 1% 201 3% Lead million pounds 3,732 ‐1% 74.8 ‐1% Zinc million pounds 10,259 ‐2% 208.8 ‐2% Nickel million pounds 1,780 132% 48.1 132% Cobalt million pounds 103 186% 2.8 180% Molybdenum million pounds 373 0% 4.3 0% GEO Basis (all metals) million ounces 7.3 18% Change Metal Units Reserves Reserves Royalty Equity Yr on Yr Change Yr on Yr

June 3, 2016

Attributable Reserves

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SLIDE 56

56

Reserve Update

2015 Material Reserve Additions1

June 3, 2016

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SLIDE 57

57

0.7 0.8 1.0 1.3 4.3 4.5 5.7 5.8 5.3 5.1 5.8 0.0 0.3 0.4 0.3 0.5 0.7 0.5 0.5 0.3 0.2 0.6 0.3 0.9 0.7 0.6 1.9 1.8 1.0 0.9 1.1 0.9 0.9

1 2 3 4 5 6 7 8 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 GE Ounces (millions) (Calendar years ended December 31)1

Gold Silver Other Metals

Reserve Update

Attributable Reserves

June 3, 2016

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SLIDE 58

79% 8% 13% Calendar Year End 2015

Gold Silver Other

24% 19% 11% 7% 11% 4% 6% 16% 2% 2015 GEO Reserve by Property

Mt Milligan Andacollo Pascua Lama Penasquito Pueblo Viejo Voiseys Bay Nevada Other Precious Metals Base Metals and Other 58

Reserve Update

GEO Attributable Reserve Distribution1

June 3, 2016

7% 38% 9% 11% 31% 1% 3% 0% 2015 Year End GEO Reserves

USA Canada Mexico Central America South America Australia Africa Europe Dominican Republic

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SLIDE 59

Our source of competitive advantage: operating experience/technical

  • rientation has led to us to invest in some of the industry’s best quality,

longest‐lived assets

59

Competitive Advantage

June 3, 2016

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SLIDE 60

Creativity Disciplined capital allocation Operating expertise Governance and oversight Alignment with shareholders

60

Bruce Kirchhoff

Vice President, General Counsel

June 3, 2016

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SLIDE 61

61

Governance and Oversight

Best Practices

June 3, 2016

Separate Chief Executive Officer and Chairman of the Board Seven of eight directors are independent, including all members of the Audit and Finance Committee and the Compensation, Nominating and Governance Committee Significant Board refreshment since 2013 Significant director and executive officer stockholding requirements Majority voting in uncontested director elections Active stockholder engagement Stronger link between executive officer compensation and Company performance Anti‐hedging and anti‐pledging policies No perquisites and no excise tax gross‐ups for executive officers Continual monitoring of governance trends and best practices

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SLIDE 62

62

Protecting Our Interests–Voisey’s Bay

We inherited the case when we acquired International Royalty Corporation in 2010 Two claims were alleged when the case was filed in 2009; six more were added in late 2014 The Voisey’s Bay royalty is a 3% Net Smelter Return (2.7% to our account)

  • Royalty agreement allows deduction of “smelting and refining charges; penalties;

smelter assay costs and umpire assay costs; cost of freight and handling; marketing costs; insurance; customs duties; or mineral taxes or the like and export and import taxes or tariffs payable in respect of said concentrates”

June 3, 2016

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SLIDE 63

Creativity Disciplined capital allocation Operating expertise Governance and oversight Alignment with shareholders

63

Karli Anderson

Vice President Investor Relations

June 3, 2016

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SLIDE 64

Our approach to shareholder engagement

  • Year‐round engagement
  • Feedback loop: shareholders to management and board
  • Continuous improvement approach
  • Alignment of shareholder interests and executive compensation

Our measures of success:

  • Total shareholder return (TSR)
  • Financial strength
  • Premium valuation relative to peers and to benchmarks(GDX, S&P, etc)
  • Operating cash flow per share multiple
  • Directly influences our cost of capital
  • Counterparty relationships
  • Financing partner of choice

64 June 3, 2016

Alignment with Shareholders

Approach and Success Factors

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SLIDE 65

Short Term Financial / Operational Objectives:

  • Operating cash flow multiple relative to GDX constituents
  • Net GEO production

Individual Performance

  • Line of sight objectives for each individual

65

Alignment with Shareholders

FY16 Performance Measures

Long Term

  • Growth in annual net GEO production
  • Percentile rank 1‐yr, 2‐yr, 3‐yr TSR vs. GDX constituents

Strategic Objectives:

  • Acquisition & capital allocation
  • Financial strength
  • Ability to pay a growing dividend
  • Revenue diversification

Measures designed to correspond to long term value creation

June 3, 2016

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SLIDE 66

66

Royal Gold Strategy & Attributes

Royal Gold Attributes

  • Creativity in deal structure
  • Disciplined capital allocation
  • Operating expertise
  • Governance and oversight
  • Alignment with shareholders

Gold Focused Pay a Growing and Sustainable Dividend Invest at the Troughs and be Patient at the Top Reinvest Free Cash Flow in Long Lived Properties Be the Most Valuable, Not Necessarily the Largest

June 3, 2016

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SLIDE 67

Continued near‐term growth expected, driven by Pueblo Viejo and Rainy River1

Five Year Volume Pro-forma

67 June 3, 2016

200,000 220,000 240,000 260,000 280,000 300,000 320,000 FY2016 FY2017 FY 2018 FY 2019 FY 2020 Net GEOs1

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SLIDE 68

0.0x 10.0x 20.0x 30.0x 40.0x 50.0x 60.0x RGLD Price to CFO Per Share (TTM) FNV Price to CFO Per Share (TTM) SLW Price to CFO Per Share (TTM) FNV average P/CF (LTM)

Royal Gold trading at a substantial discount to historical cash flow per share1

68

Compelling Valuation

June 3, 2016

RGLD average P/CF (LTM) SLW average P/CF (LTM) Value gap between historical (29x) and current (15x) RGLD multiple

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SLIDE 69

69

Simple and efficient business model Straight forward strategy Portfolio of high quality, long lived assets

Growth embedded in current portfolio

Attractive returns, leveraged to price and reserve optionality

Disciplined capital allocation and processes Experienced and capable management and board

Compelling valuation

Compelling Investment

NASDAQ: RGLD

June 3, 2016

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SLIDE 70

Endnotes

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SLIDE 71

Many of the matters in these endnotes and the accompanying slides constitute forward looking statements and are subject to numerous risks, which could cause actual results to differ. See complete Cautionary Statement on page 2.

71

PAGE 12 PORTFOLIO OF ASSETS – CURRENT VALUE DRIVERS and PAGE 12 LIFE OF MINES, PAGE 57EQUITY RESERVES AND PAGE 58 NET GEO RESERVES 1 Based on reserves for year ended December 31, 2015 as reported by the operator. 2 Mulatos royalty is capped. Reflects estimated date that cap will be met. PAGE 14 CAPITAL ALLOCATION – RETURNING CAPITAL TO SHAREHOLDERS 1. Payout ratio of operating cash flow calculated as dividends paid divided by cash from operations for the fiscal year ended June 30, 2015. 2. Source is S&P Capital IQ. PAGE 15 CAPITAL ALLOCATION – DISCIPLINED USE OF EQUITY 1. Royal Gold’s operating cash flow for the period ended September 30, 2016 adjusted for the gain on the sale of the Andacollo royalty ($47.7 million). 2. Source for competitor operating cash flow per share is S&P Capital IQ. PAGE 16 CAPITAL ALLOCATION – INVESTMENT RETURNS 1. Mulatos royalty is capped. Reflects estimated date that cap on royalty at Mulatos will be met 2. IRR’S are historical. PAGE 17 RESERVE OPTIONALITY AND GROWTH

  • 1. Reflects gross gold reserves on areas subject to our interest, net of depletion as reported by the operators of those mines.

PAGE 21 LONG TERM VALUE CREATION – HISTORICAL VALUATION 1. Source is Ycharts. PAGE 22 LONG TERM VALUE CREATION – MOUNT MILLIGAN 1. The information presented is a simplified view of agreements between Royal Gold (including Royal Gold’s wholly‐owned subsidiaries) and Thompson Creek Metals(and its subsidiaries) as well as with the bondholders. For additional information please see Royal Gold’s public filings with the SEC. 2. Based on the average calculated from reports from CIBC (January 14, 2016), RBC (February 25, 2016) and Scotiabank (February 25, 2016). PAGE 26 CASE STUDY #1 – PUEBLO VIEJO 1. See Barrick’s press release dated February 17, 2016. PAGE 45 PORTFOLIO QUALITY 1. Gross Margin calculated as average metal price for the period less operating or cash cost per unit, with the balance calculated as a percentage of that metal price. Based on data provided to us by the operators of these properties and/or public data. PAGE 56 RESERVES 1. See Royal Gold’s press release dated April 28, 2016. PAGE 68 FIVE YEAR VOLUME PRO‐FORMA 1. Volumes are Net Gold Equivalent Ounces (GEO’s). GEO’s are calculated as revenue divided by the average quarterly gold price per ounce of gold. The pro forma totals are based on estimates from the operators of the properties on which we have a royalty or streaming interest. Those estimates are subject to risks and uncertainties as detailed on slide 2. PAGE 69 COMPELLING VALUATION

  • 1. Source is Ycharts for competitor multiples. Royal Gold’s operating cash flow multiple for FY2016 adjusted for the gain on the Andacollo royalty sales ($47.7 million).

Endnotes

June 3, 2016

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SLIDE 72

1660 Wynkoop Street, # 1000 Denver, CO 80202-1132 303.573.1660 info@royalgold.com www.royalgold.com 1660 Wynkoop Street, # 1000 Denver, CO 80202-1132 303.573.1660 info@royalgold.com www.royalgold.com