NA Marketing Presentation

TSX–NYSE MKT: RIC

POSITIONING FOR SUSTAINABLE GROWTH

North American MarketingNovember 5, 2015

www.richmont-mines.com 2

FORWARD LOOKING STATEMENTS

Safe Harbor Statement & Cautionary Note to U.S. Investors Concerning Resource Estimates

This presentation contains forward-looking statements that include risks and uncertainties. The factors that couldcause actual results to differ materially from those indicated in such forward-looking statements include changes in theprevailing price of gold, the Canadian-U.S. exchange rate, grade of ore mined and unforeseen difficulties in miningoperations that could affect revenue and production costs. Other factors such as uncertainties regarding governmentregulations could also affect the results. Other risks may be detailed from time to time in Richmont Mines Inc.’speriodic reports and annual notice.

The resource estimates in this presentation were prepared in accordance with NI 43-101 adopted by the CanadianSecurities Administrators. The requirements of NI 43-101 differ significantly from the requirements of the United StatesSecurities and Exchange Commission (the “SEC”). In this presentation, we use the terms “Measured”, “Indicated” and“Inferred” Resources. Although these terms are recognized and required to be used in Canada, the SEC does notrecognize them. The SEC permits U.S. mining corporations, in their filings with the SEC, to disclose only those mineraldeposits that constitute “Reserves”. Under United States standards, mineralization may not be classified as a Reserveunless the determination has been made that the mineralization could be economically and legally extracted at the timethe determination is made. United States investors should not assume that all or any portion of a Measured orIndicated Resource will ever be converted into “Reserves”. Furthermore, “Inferred Resources” have a great amount ofuncertainty as to their existence and whether they can be mined economically or legally, and United States investorsshould not assume that “Inferred Resources” exist or can be legally or economically mined, or that they will ever beupgraded to a more certain category.

U.S. Investors are urged to consider the disclosure in our annual report on Form 20-F, File No. 001-14598, which maybe obtained from us or from the SEC’s web site: http://sec.gov/edgar.shtml.

(All amounts are in Canadian dollars, unless otherwise indicated.)

http://sec.gov/edgar.shtml


RICHMONT MINES OVERVIEW

Quality Asset Base in Canada

Growing Production Profile

Decreasing Cost Structure

Growing Cash Flow Streams

Significant Exploration Potential

Strong Balance Sheet

Favourable Canadian Dollar Exposure

Low Shares Outstanding (58M)


CAPITAL STRUCTURE

Capital Structure(1)

Issued & Outstanding Shares 58.1M

Options 4.2M

Fully Diluted 62.5M

Cash(1) C$76.5

Total Debt(1)(2) C$6M

Ticker RIC:TSX–NYSE

Market Capital C$231M

(1) As of Sept. 30, 2015(2) Long-term debt is comprised of capital lease obligations

$76.5MCASH

$6MDEBT

Analyst Coverage

CIBC Kevin Chiew

Macquarie Capital Markets Michael Gray

National Bank Financial Adam Melnyk

PI Financial Brian Szeto

TD Securities Daniel Earle

Paradigm Capital Don Blyth

RIC (as of Nov. 2, 2015)

TSX C$

NYSE MKT US$

Closing price $4.10 $3.17

52-week range $2.17-$4.55 $1.91-$3.68

Market Cap (M’s) $231M $184M

3-month daily trading avg. 81,089 134,538


SOLID PERFORMANCE AND ORGANIC GROWTHQ3

20159-months

20152015

Guidance

Gold produced (oz) 23,478 75,651 87,000-95,000

Gold sold (oz) 22,962 75,319

Cash cost per oz. (CAN$)(1) $926 $961 $935-$1,035

AISC (CAN$)(1) $1,311 $1,290 $1,335-$1,490

Cash cost per oz. (US$)(1) $707 $763 $750-$825

AISC (US$)(1) $1,001 $1,024 $1,075-$1,190

(1) Refer to the Non-GAAP performance measures contained in the Q3 MD&A.

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200

400

600

800

1,000

1,200

-

20,000

40,000

60,000

80,000

100,000

120,000

FY-15 FY-16 FY-17 FY-18

Cas

h co

sts

per o

z. (C

AD$)

Gol

d Pr

oduc

tion

(oz)

Source: ThomsonOne Consensus Data

Production (oz) Cash Costs (CAD$/oz)

Growing Production - Decreasing Cash Costs

0.000.100.200.300.400.500.600.700.800.90

FY-15 FY-16 FY-17 FY-18

Cas

h Fl

ow p

er s

hare

(C$)


OCF/PS



ISLAND GOLD MINE OVERVIEW

High-grade underground mine in Canada

Expansion opportunity to grow production

Growing production and declining cost structure

Potential to expand reserve and resource base

Exploration potential laterally and at depth

Q3 2015

9-months2015

2015 Guidance

Gold Production (oz) 15,076 40,837 45,000-50,000

Gold Sold (oz) 14,233 38,859

Cash costs/oz (C$)(1) $890 $1,036 $935-$1,035

AISC (C$)(1) $1,267 $1,416 $1,350-$1,495

Cash costs/oz (US$)(1) $680 $823 $748-$828

AISC (US$) (1) $968 $1,125 $1,080-$1,196

Reserves (oz)(2) 183,750

Gold Grade (g/t) 6.39

M&I Resources (oz) 219,050


(1) Refer to the Non-GAAP performance measures contained in the Q3 MD&A. (2) Refer to full 2014 Reserve and Resource information at the end of this presentation


Growing Production andDecreasing Costs

Mining and Milling Ramp-up

ISLAND GOLD: ON TRACK FOR RECORD 2015

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Gold Production Cash Costs AISC

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0100200300400500600700800900

Q4 14 Q1 15 Q2 15 Q3 15

g/t

Tonn

es p

er d

ay

Underground tpd Mill tpd Head grade (g/t)

Island GoldQ3

20159-months

20152015

Guidance

Gold produced (oz) 15,076 40,837 45,000-50,000

Gold sold (oz) 14,233 38,859

Cash cost per ounce (CAN$)(1) $890 $1,036 $935-$1,035

AISC (CAN$)(1) $1,267 $1,416 $1,350-$1,495

Cash cost per ounce (US$)(1) $680 $823 $748-$828

AISC (US$)(1) $968 $1,125 $1,080-$1,196(1) Refer to the Non-GAAP performance measures contained in the Q3 MD&A.


Underground Mine Productivity Mill Productivity

ISLAND GOLD: POSITIONING FOR GROWTH

0.01.02.03.04.05.06.07.08.09.010.0

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Q4 14 Q1 15 Q2 15 Q3 15 PEA BaseCase

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ms

per t

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Tonn

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ay

Underground tpd Head grade (g/t)

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over

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(%)

Tonn

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ay

Mill tpd Recoveries (%)

Island GoldQ3

20159-months

2015

Underground tpd 669 660

Mill tonnes 66,416 181,785

Mill tpd 722 666

Head grade (g/t) 7.27 7.20

Recoveries (%) 97.12 97.01

Sustaining Costs ($000’S) 5,371 14,754

Project and non-sustaining exploration costs ($000’s) 8,234 18,124


Development Ore vs. Unit Costs

$1,088

$1,447

1000

1100

1200

1300

1400

1500

1600

1700

1800

As of Nov. 6, 2015USD Gold CAD Gold

ISLAND GOLD: OPTIMIZING UNIT COSTS

$44SG&A (20%)

2015 YTD Unit Cost Allocation

$139MINING (62%)

$32MILLING

(14%)

$8ROYALTIES (4%)

Strong Leverage to Canadian Dollar95% of Cash Outflows in CAD$

70% 65% 60% 55% 50% 45% 40% 35% 30% 25% 20% 15% 10% 5%

Q1 2015 (70%)

Q4 2014 (50%)

Q3 2015 $114/tonne

(46%) Q3 2014(43%)

Q2 2015(39%)

PEA (2017-2022)$74/tonne

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$ pe

r Ton

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evel

opm

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re

Development Ore Unit Mining Costs


ISLAND GOLD: PEA OVERVIEW• Potential for increased production and lower AISC

0

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1000

1200

Q4 2014 Q1 2015 Q2 2015 Q3 2015 PermittedCapacity

Permitted Capacity 900tpdBase Case 800tpd

• Phased approach with Phase 1 (800 tpd)

• Mining from a depth of 450 to 860 metres over three long-hole mining horizons

• Excludes resources above the 450 metre level, isolated resource blocks and parallel zones

• Avg. production of approx. 78,000 gold ounces per year from 2017 to 2022 at $552/oz cash costs

• Potential Expansion Case to 1,150 tpd in H1 2017

PEA Summary 2017-2022

Tonnes Milled (Mt) 1.7

Head Grade (g/t) 8.67

Mine life excl. transition period (years) 6

Daily mine production (tpd) 801

Gold recovery (%) 96.5

Production (Koz) 464.6

Average annual gold production (Koz) 78

Total operating cost ($M) 256

Average cash operating cost ($/t) 148

Average cash operating cost ($/oz) 552

Transition Period Project Capital 2015-2016 ($M) 62

Sustaining Capital ($M) (2017-2022) 40.5

Mill Expansion OpportunityExpanded Case: 1,150tpd


ISLAND GOLD MINE: PEA BASE CASE (800TPD)

Developing deeper resource to create substantial long-term growth.


ISLAND GOLD MINE: PEA BASE CASE (800TPD)


ISLAND GOLD MINE: PLANNED NEAR-MINE EXPLORATION DRILLING


ISLAND GOLD MINE: 2015 PLANNED REGIONAL EXPLORATION DRILLING


BEAUFOR MINE OVERVIEWQ3

20159-months

2015

Gold Production (oz) 5,714 20,759

Gold Sold (oz) 5,919 21,638

Cash costs/oz (C$)(1) $974 $974

AISC (C$) $1,225 $1,144

Cash costs/oz (US$)(1) $744 $773

AISC (US$) $936 $908

Reserves (oz)(2) 32,750


M&I Resources (oz) 189,850


(1) Refer to the Non-GAAP performance measures contained in the Q3 MD&A. (2) Refer to full 2014 Reserve and Resource information at the end of this presentation

Development of the Q Zone extends mine life

Target of reaching the mineralized structure by early 2016

28,000m of exploration drilling and 8,000m of definition drilling year to date


MONIQUE MINE & CAMFLO MILL OVERVIEW

Camflo Mill

Monique Mine Q3 2015

9-months2015

Gold Production (oz) 2,688 14,055

Gold Sold (oz) 2,810 14,822

Cash costs/oz (C$)(1) $1,005 $745

AISC (C$)(1) $1,020 $762

Cash costs/oz (US$)(1) $768 $592

AISC (US$)(1) $779 $605

(1) Refer to the Non-GAAP performance measures contained in the Q3 MD&A.

Milling of the lower-grade cash-flow accretive stockpiled ore during Q3

Processing of the lower grade stockpile will be completed by the end of 2015

Cash margin on processing stockpiled ore of approx. $746 per ounce in Q3

Toll milling opportunities at the 1,200 tpd Camflo Mill


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LSG RIC KGI KDX WDO CRJ

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14.00

WDO KGI CRJ LSG KDX RIC0.00

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6.00

WDO CRJ RIC KGI LSG KDX

-30%

-20%

-10%

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40%

RIC KDX CRJ WDO KGI LSG

RELATIVE VALUATION UPSIDE

2015 P/CF 2016 P/CF

Net cash/mkt cap Ev/oz (Resources)

Source: Bloomberg


WELL POSITIONED FOR SUSTAINABLE GROWTH

Significant Exploration Potential

Strong Balance Sheet

Favourable Canadian Dollar Exposure

Low Shares Outstanding (58M)

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200

400

600

800

1,000

1,200

-

20,000

40,000

60,000

80,000

100,000

120,000

FY-15 FY-16 FY-17 FY-18

Cas

h co

sts

per o

z. (C

AD$)

Gol

d Pr

oduc

tion

(oz)


Production (oz) Cash Costs (CAD$/oz)

Growing Production - Decreasing Cash Costs

0.000.100.200.300.400.500.600.700.800.90

FY-15 FY-16 FY-17 FY-18

Cas

h Fl

ow p

er s

hare

(C$)


OCF/PS


Quality Asset Base in Canada

Growing Production Profile

Decreasing Cost Structure



APPENDIX


RICHMONT MINES: MANAGEMENT TEAM

RENAUD ADAMS

President and Chief Executive Officer

NICOLE VEILLEUX

Vice-President Finance

STEVE BURLETON

Vice-President, Business Development

DANIEL ADAM

Vice-President Exploration

GEO PHD CPA, CA CFA, MBA

ANNE DAY

Vice-President, Investor Relations

MBA

MAXIME GRONDIN

Director, Human Resources and Health & Safety

MIGUEL MENDOZA

Director, Business Performance Management and Infrastructure

JEAN BASTIEN

Island Gold Mine General Manager

MARC-ANDRÉ LAVERGNE

Beaufor and Monique Division General Manager

BSC ISE P. ENG, MBA P. ENGCIRC

P. ENG

Legal Counsel & Corporate Secretary

MÉLISSA TARDIF


RICHMONT MINES: BOARD OF DIRECTORS

GREG CHAMANDY

Executive Chairman of the Board

RENAUD ADAMS

Director, President and Chief Executive Officer

ELAINE ELLINGHAM

Lead Director

MICHAEL PESNER

Director and Chairman ofthe Audit Committee

RENÉ MARION

Director

P. Geo., MBA CA P. ENGP. ENG

Co-Founder and Former CEO of Gildan Activewear

Previously TSX, IAMGOLD, Campbell Resources, Rio Algom

President of Hermitage Canada Finance, previously KPMG

Former CEO AuRico GoldCEO of Richmont Mines


49,196 oz

(1) Resources are exclusive of Reserves, and do not have demonstrated economic viability at this time. (2) Established on December 31/14, using a gold price of US$1,200/oz and an exchange rate of CAN

$1.0833=US$1.00. In 2013, a price of US$1,225/oz and an exchange rate of CAN$1.06=US$1.00 were used. (3) Underground Resources established for the C Zone and six other lateral zones below a vertical depth of

-400 metres.

As of Dec. 31, 2014 As of Dec. 31, 2013

Richmont Mines Inc.Mineral Reserves and Resources 1

Tonnes(metric)

Grade(g/t Au)

Au ozs contained

Tonnes(metric)

Grade(g/t Au)

Au ozs contained

Island Gold

P & P Reserves 2 (above -400 m) 463,500 6.04 90,000 644,500 6.01 124,450P & P Reserves 2,3 (below -400 m) 431,500 6.76 93,750 88,500 6.70 19,050Total P & P Reserves 2 895,000 6.39 183,750 733,000 6.09 143,500M & I Resources (above -400 m) 295,500 6.83 64,850 283,500 7.07 64,450Indicated Resources 3 (below -400 m) 438,000 10.95 154,200 456,000 11.52 168,900Total M & I Resources 733,500 9.29 219,050 739,500 9.81 233,350Inferred Resources (above -400 m) 369,500 6.97 82,800 363,000 7.09 82,750Inferred Resources 3 (below -400 m) 3,178,000 9.00 919,950 3,196,000 9.29 954,600Total Inferred Resources 3,547,500 8.79 1,002,750 3,559,000 9.07 1,037,350

Beaufor 4P & P Reserves 2 144,500 7.06 32,750 212,500 6.43 43,950M & I Resources 917,000 6.44 189,850 911,000 6.44 188,500Inferred Resources 743,000 6.51 155,600 906,000 6.50 189,200

Monique 5 P & P Reserves2 14,500 3.16 1,450 416,000 2.30 30,700Indicated Resources 107,500 4.88 16,850 107,500 4.88 16,850

Francoeur 6 M & I Resources 320,000 6.47 66,600 320,000 6.47 66,600

Inferred Resources 18,000 7.17 4,150 18,000 7.17 4,150

Wasamac 7 M & I Resources 15,251,500 2.86 1,402,250 15,251,500 2.86 1,402,250

Inferred Resources 18,759,000 2.66 1,605,400 18,759,000 2.66 1,605,400

Total GoldP & P Reserves 1,054,000 6.43 217,950 1,361,500 4.98 218,150M & I Resources 17,329,500 3.40 1,894,600 17,329,500 3.42 1,907,550Inferred Resources 23,067,500 3.73 2,767,900 23,242,000 3.80 2,836,100

MINERAL RESERVES AND RESOURCES

(4) W Zone and 350 Zone Reserves and Resources are included with the Beaufor Mine as at December 31, 2014..

(5) Monique Reserves are open-pit, and Resources are located underground directly below the open-pit.

(6) Underground Resources established as of December 31, 2012. (7) Francoeur Mine closed in November 2012.


2015 GUIDANCE

Gold ounces produced (oz) 2015 Guidance

Island Gold Mine 45,000-50,000

Beaufor Mine & Monique Mine 42,000-45,000

Total ounces produced (oz) 87,000-95,000

Cash cost per ounce (CAN$)

Island Gold Mine $935-$1,035

Beaufor Mine & Monique Mine $935-$1,035

Consolidated Cash cost/oz (CAN$) $935-$1,035

AISC (CAN$)

Island Gold Mine $1,350-$1,495

Beaufor Mine & Monique Mine $1,125-$1,265

Consolidated AISC (CAN$) $1,335-$1,490

Cash cost per ounce (US$)(3)

Island Gold Mine $750-$825

Beaufor Mine & Monique Mine $750-$825

Consolidated Cash cost per ounce (US$) $750-$825

AISC (US$)(3)

Island Gold Mine $1,080-$1,200

Beaufor Mine & Monique Mine $900-$1,010

Consolidated AISC (US$) $1,075-$1,190

2015 Production and Cost GuidanceSustaining Capital (CAD$M) 2015 Guidance

Island Gold Mine $19.1

Beaufor Mine & Monique Mine $6.2

Total sustaining capital (CAD$M) $25.3

Sustaining Capital (US$M)(3)



Total sustaining capital (US$M) $20.2

Project and Exploration Capital (CAN$M)



Project and Exploration Capital (CAN$M) $31.0

Project and Exploration Capital (US$M)(3)



Project and Exploration Capital (US$M) $24.8

2015 Capital Investment Guidance

1) Refer to the Non-GAAP performance measures contained in the Q3 MD&A. 2) Refer to full 2014 Reserve and Resource information at the end of this presentation3) Using an exchange rate of 1.25 Canadian dollars to 1.0 US dollar


ISLAND GOLD MINE: C ZONE - METAL FACTOR (GRADE X WIDTH)


OUR VISION and STRATEGY

Our vision is to become a leading intermediate gold producer focused on the Americas generating superior per share valuation. We are committed to a Sustainable Business Model and a strategy of long-term growth, and will fully utilize the Corporation’s strong balance sheet, assets, cash flow, capital structure and the extensive experience of the Corporations’ Board of Directors and Management Team to build the next leading Canadian based intermediate gold company.

Our strategy, in the short term, will focus on becoming a leading junior gold producer by maintaining at all times a superior per share position on operational & financial metrics while maintaining a sustainable and risk adverse approach under a ‘Sustainable Business Model’.

We are guided by our core corporate values to achieve long term value for all of our stakeholders. By cultivating a culture of responsible performance, we are focused on operating in a sustainable manner while holding ourselves accountable to all of our stakeholders.


OUR VALUES

At the heart of this is a commitment to responsibility, integrity and accountability and the Corporation’s four corporate values of Family, Health & Safety, Growth and Team Work.

Health and Safety“Zero tolerance…”

Family“At the heart of

what unites us…”Richmont Mines is a family. Our

management team is easily accessible and actively listens to our employees and their

families. Richmont has put a number of plans and activities in place, including programs that

support work-family balance, scholarships, and student hiring.

Health and safety is a cardinal value of the corporation. Richmont Mines makes every effort to safeguard the health and safety of all of its employees. We implement efficient health and wellness programs and support our objectives with recognition programs.The only truly acceptable result is zero accidents.

Team Work “Working together...”

Richmont Mines strives to create a unified team by encouraging the involvement and

the participation of our employees and stakeholders. We want our employees to enjoy working together. Every position is important. Working together and promoting

cooperation promotes continued success and the achievement of greater objectives.

With an objective of becoming a leading junior gold producer in the short-term and an important intermediate gold producer, Richmont’s growth is supported by the development of our workforce, the health and safety of our employees, and cultivating good relations with the community, while having a transparent approach, driven by integrity and ethics.

Growth “We are building the future…”


SUSTAINABLE BUSINESS MODEL

We believe in developing Richmont based on the principles of sustainability, in order to deliver sustainable and superior value for all stakeholders with low risk exposure to precious metals.

SustainableHuman Resources

SustainableCommunity Development

SustainableProcess Improvement

SustainableGrowth Principles

Making work life sustainable through employee health & safety and wellness

programs, improved supervisory & operational planning/implementation practices and skills through training programs. Develop potential

leadership abilities through leadership program. Promote Life in Balance; family, work and

personal development.

Reducing inefficiency and waste through quality & performance management by implementation of “Lean” methods and balanced score card approach. Advanced knowledge and experience with energy efficiency, sustainable waste systems & construction/building practices.

Leadership and consulting skills for promoting comprehensive change

toward sustainability in communities and developing world-class relationships

with Aboriginal communities.

Developing sustainable exploration, development, operational and financial practices in order to deliver superior per share value, mitigation/management of risk exposure and discipline approach toward preserving best-in-class balance sheet and capital structure.