Santa Elena Mine; On Time and Under Budget

TSX-V: SVL NYSE MKT: SVLC

PDAC March 2013

Disclaimer

Qualified PersonUnder National Instrument (NI 43-101) Standards of Disclosure for Mineral Projects, the Qualified Person for this presentation is N. Eric Fier, CPG, P.Eng. and Chief Operating Officer for SilverCrest Mines Inc., who has reviewed and approved its contents.

2

The information provided in this presentation is not intended to be a comprehensive review of all matters and developments concerning the Company. It should be read in conjunction with all other disclosure documents of the Company. The information contained herein is not a substitute for detailed investigation or analysis. No securities commission or regulatory authority has reviewed the accuracy or adequacy of the information presented.

FORWARD-LOOKING STATEMENTS

This presentation contains “forward looking statements” within the meaning of Canadian securities legislation and the United States Securities Litigation Reform Act of 1995. Such forward looking ‐ ‐statements concern the Company’s anticipated results and developments in the Company’s operations in future periods, planned exploration and development of its properties, plans related to its business and other matters that may occur in the future. These statements relate to analyses and other information that are based on expectations of future performance, including silver and gold production and planned work programs. Statements concerning reserves and mineral resource estimates may also constitute forward looking statements to the extent that they involve estimates of the mineralization that ‐will be encountered if the property is developed and, in the case of mineral reserves, such statements reflect the conclusion based on certain assumptions that the mineral deposit can be economically exploited.

Forward looking statements are subject to a variety of known and unknown risks, uncertainties and other factors which could cause actual events or results to differ from those expressed or implied by the ‐forward looking statements, including, without limitation: risks related to precious and base metal price fluctuations; risks related to fluctuations in the currency markets (particularly the Mexican peso, ‐Canadian dollar and United States dollar); risks related to the inherently dangerous activity of mining, including conditions or events beyond our control, and operating or technical difficulties in mineral exploration, development and mining activities; uncertainty in the Company’s ability to raise financing and fund the exploration and development of its mineral properties; uncertainty as to actual capital costs, operating costs, production and economic returns, and uncertainty that development activities will result in profitable mining operations; risks related to reserves and mineral resource figures being estimates based on interpretations and assumptions which may result in less mineral production under actual conditions than is currently estimated and to diminishing quantities or grades of mineral reserves as properties are mined; risks related to governmental regulations and obtaining necessary licenses and permits; risks related to the business being subject to environmental laws and regulations which may increase costs of doing business and restrict our operations; risks related to mineral properties being subject to prior unregistered agreements, transfers, or claims and other defects in title; risks relating to inadequate insurance or inability to obtain insurance; risks related to potential litigation; risks related to the global economy; risks related to the Company’s status as a foreign private issuer in the United States; risks related to all of the Company’s properties being located in Mexico and El Salvador, including political, economic, social and regulatory instability; and risks related to officers and directors becoming associated with other natural resource companies which may give rise to conflicts of interests.

Should one or more of these risks and uncertainties materialize, or should underlying assumptions prove incorrect, actual results may vary materially from those described in the forward looking ‐statements. The Company’s forward looking statements are based on beliefs, expectations and opinions of management on the date the statements are made. For the reasons set forth above, investors ‐should not place undue reliance on forward looking statements. he information contained herein is nota a substitute for detailed investigation or analysis. No securities commission or regulatory authority ‐has reviewed the accuracy or adequacy of the information presented.All monetary figures are expressed in United States dollars unless otherwise specified.

Under National Instrument (NI 43-101) Standards of Disclosure for Mineral Projects, the Qualified Person for this presentation is N. Eric Fier, CPG, P.Eng. and Chief Operating Officer for SilverCrest Mines Inc., who has reviewed and approved its contents.

DO NOT BELIEVE ME

SILVERCREST, A SUCCESS STORY;

“EXPERIENCED EXECUTIVE OWNERSHIP”(Helps Protect Shareholders)

“BOOTS ON THE GROUND”(Don’t Be Lazy)

“DRILL TO KILL”(Don’t Waste Shareholders Time. Get Value ASAP or Move on)

“NOT ALL OUNCES (OR POUNDS) ARE CREATED EQUAL”(Don’t Pass Up Valuable Opportunities Just For Volumes Sake)

Experienced Management Team

J. Scott Drever, President (45 years experience) Strategic Planning, Mergers & Acquisitions. Management and operational experience with several production companies, including Placer Dome and Blackdome Mining.Barney Magnusson, CFO (35 years experience) Served as an Officer and Director of 6 mining (Dayton Mines, High River Gold Mines) companies that developed, constructed or operated 8 precious metals mines in North and South America.N. Eric Fier, CPG, P.Eng., COO (25 years experience) Operations, Project Evaluation & Management. Previously with Newmont Mining, Eldorado Gold, Pegasus Gold Corp. Involvement in construction and operations of 3 previous mines. Several major international discoveries.Brent McFarlane, VP Operations (25 years experience)Managed all phases of open pit and underground mining projects and instrumental in leading Mexican and Int’l projects through feasibility, construction, and production while working for Minefinders, Kappes Cassiday, TVI Pacific, Marston, and Pegasus Gold.Marcio Fonseca, P.Geo., VP Corporate Development (20 years experience)Served as Division Director at Macquarie Metals & Energy Capital with focus on equity and debt financing for the mining sector over the last 9 years. Prior to that, he held corporate positions in business development, project development, operations and exploration with Vale and Phelps Dodge in Latin America. Graham C. Thody, Director (30 years experience)Corp. finance and public company management. Director and President of UEX Corp., Chairman of the Board of Geologix.George W. Sanders, Director (30 years experience) Experience in mining and exploration finance. Previously with Canaccord Capital Corp., Richmont Mines Inc., Consolidated Cinola Mines Ltd., and Shore Gold Inc.Ross Glanville, Director (40 years experience) Experience in mining, exploration finance, valuations and fairness opinions. Director of Archon Minerals Limited, Clifton Star Resources Inc. and Starfield Resources Inc.

FO

UN

DER

S

Capital Structure & Trading History

SVL SHARE STRUCTURE

Issued & Outstanding: 107,602,129Warrants & Options: 6,910,300Fully Diluted Shares: 114,512,429Average Warrant Price: CAD $1.60Average Option Price: CAD $1.41

MANAGEMENT & KEY SHAREHOLDERS Fully Diluted J. Scott Drever, President: 2,141,226Barney Magnusson, CFO: 2,320,727N. Eric Fier, COO: 2,057,027Sprott Asset Management: 8.0%Libra Advisors: 5.7%Wellington Management: 5.5%AGF Investments: 3.7%J.P. Morgan Asset Management: 1.5%Independent Directors: 1,360,500

TRADING SUMMARY TSX.V NYSE MKT

90 - Day Avg. Daily Volume: 275,936 125,90052 Week High / Low: $3.17 / $1.55 $3.05/$1.52Share Price (February 25, 2013): CAD $2.50Market Cap: CAD $270 MCash: $50 M

Santa Elena Mine,Sonora Mexico

Santa ElenaCruz de Mayo La Joya

La Joya Project

Nine Months Ended 2012Revenue: $52.3 MillionCash Flow: $29.2 Million -

$0.33 / shareEarnings: $17.7 Million -

$0.20 / shareEst. Cash (Jan 30|13): $50 MillionOperating Cash Cost: $7.16 / Ag Eq oz*2012 Production: 2.37 Million oz Ag

Eq* Resource Base Probable: 21.7 million oz AgEq*Indicated: 9.2 million oz AgEq*Inferred: 222.6 million oz AgEq*

Major Ag-Cu-Au Discovery & Growing

* Silver Equivalency based on Ag:Au is 55:1 except for La Joya which is Ag:Au 50:1 and Ag:Cu 86:1

Company OverviewGrowing Mexican Low Cost Silver & Gold Producer

Santa Elena Mine (Location, Location, Location)

7

Construction & Production Stages (Timing, Timing, Timing)

1. Santa Elena High Grade Open Pit

2. Crusher Facility On Time, Under Budget

$20M budget, $19M actual

3. Heap Leach Pad and Recovery Facility

4. Dore Production 2012: 33k oz Au, 535k oz Ag

8

Santa Elena - Simple & Systematic

9

Open Pit

Leach Pad

Phase 1Leach Pad Phase 2

Merrill Crowe Plant

Future CrushingCircuit

Waste Dump

Future CCDCircuit , 3000 tpd

Underground Decline Portal

Santa Elena Schedule and Costs, “On Time & Under Budget”

10“Simple, Systematic, & Aggressive Value to Stakeholders”

PROJECT COSTS (estimated US$)• Acquisition (2005 to 2009) = $ 4,000,000• Exploration and Studies (06 to 09) = $ 9,000,000• Construction (CAPEX) = $19,000,000 = under budget by $1,000,000• Total Costs from Inception = $32,000,000

PROJECT SCHEDULE• Acquisition: 2005• Discovery: 2006• Studies: 2007 & 2008• Permitting: 2008 & 2009• Financing: 2009 – Heap Leach vs. Conventional Mill (minimize RISK)• Construction and Production: 2009 and 2010 – “On Time”• Commercial Production: 2011

• Operating Earning to Sept. 31, ‘12 = $60,000,000 = payback in < 1 year

How Does Mine Construction Get “Off Schedule and Over Budget?” Unavailable Executive Management for onsite Critical Decision-Making. Lack of Ownership in Company or Project by Executive Management. Pressure by Executive Management to show robust economics from Consultants. Pressure for Consultants to show robust economics to keep their jobs and Project. Using the wrong or disinterested Construction Management team, shortage of

qualified engineers. Bypass components of Detailed Engineering and Construction to “just get the mine

into production to take advantage of metal prices and worry about fixing it later.” Lack of attention to Increasing Costs in the market. No onsite Cost Controls or

Timely “Red Flags” to Executive Management. Underestimation of Owners Costs. Bad Timing in the Materials Market for Cost Inflation. Underestimation of Political and Social impacts. Complex (location, infrastructure, mine plan, metallurgy) Projects increase capital

risk and potential cost overruns. Larger Projects have higher capital risk and attention to Details and Ownership.

“Like a plane crash, its never just one reason for the catastrophe!” 11

How Did Santa Elena Mine Construction Come in “On Schedule and Under Budget”

Available experienced Executive Management for onsite Critical Decision-Making. Ownership in Company by Executive Management. Executive Management was conservative/realistic in its approach with Consultants. Used the right Construction Management team for the job with qualified people. Bypassed some minor components of Detailed Engineering and paid for fix later. Strict Cost Controls and continuous Executive Management reviews to red flag

problems with immediate resolution. Conservative on Owners Costs. No upfront cost emphasis on Political and Social impacts, friendly location. Kept Santa Elena “simple and systematic” to decrease capital risk. Smaller Project, lower Capital Risk.

12

As Financiers or Investors; What to Look For When a Company is Going to Build a Mine

Ownership in Company by Executive Management, onsite decision-making. Executive Management track record in being conservative/realistic in its approach. Experienced Construction Management team with incentives for performance, solid

contract. Detailed Engineering consultants with good track record for project size. Strict Cost Controls policy and continuous Executive Management reviews. Know upfront costs on Political and Social impacts. Kept it simple and systematic to decrease capital risk. Consider starting out smaller

and grow from cash flow – part of Santa Elena’s success (“SilverCrest Model”). Good Timing in Materials Costs decreases (low in the market). Remember “Not all ounces or pounds are created equal”. Santa Elena has higher

net cash flow then many mines that are much larger.

13

Your Personal Check List;

Executive Construction ManagerWhere is the Construction

Manager?Who made this executive

decision?

Tel: (604) 694-1730 Toll Free: 1-866-691-1730

Fax: (604) 694-1761info@silvercrestmines.com www.silvercrestmines.com

Suite 501 - 570 Granville StreetVancouver, BC V6C 3P1

TSX.V: SVL | NYSE MKT: SVLC

Contact Us

15

Thank You, GraciasBooth # 2340, Suite 519