STRIKE RESOURCES LIMITED — Governance Information 2006

Feb 20, 2006

MARKET ANNOUNCEMENT

Pre-Reinstatement Disclosure - Following Corporate Governance Best Practice Recommendations

The Company's Corporate Governance Statement (CGS) is attached.

The extent to which the Company has followed the ASX Corporate Governance Council's 10 principles of good corporate governance and best practice recommendations are as follows:

Principle 1: Lay solid foundations for management and oversight	Compliance	CGS References /Comments
1.1 Formalise and disclose the functions reserved to the board and thosedelegated to management.	Yes	2, 3, 3, 4, 1
1.2 Provide the Information Indicated in Guide to reporting on Principle 1.The following material should be included in the corporate governance sectionof the annual report:· an explanation of any departure from best practice recommendation 1.1.The following material should be made publicly available, ideally by posting it tothe company's website in a clearly marked corporate governance section:• the statement of matters reserved for the board or a summary of the boardcharter or the statement of delegated authority to management.	Yes	Annual ReportsWebsiteCGS.
Principle 2: Structure the board to add value
2.1 A majority of the board should be independent directors.	No	3.5
2.2 The chairperson should be an independent director	Yes	3, 3.3, 3.5
2.3 The roles of chairperson and chief executive officer should not beexercised by the same individual.	Yes.	3, 3, 2, 3, 3, 4, 1
2.4 The board should establish a nomination committee	No.	4.2
2.5 Provide the information indicated in Guide to reporting on Principle 2.The following material should be included in the corporate governance section	Yes	Annual ReportsWebsite
of the annual report:• the skills, experience and expertise relevant to the position of director heldby each director in office at the date of the annual report		CGS
. the names of the directors considered by the board to constituteindependent directors and the company's materiality thresholds
· a statement as to whether there is a procedure agreed by the board fordirectors to take independent professional advice at the expense of thecompany
the term of office held by each director in office at the date of the annualreport
. the names of members of the nomination committee and their attendance atmeetings of the committee

ASX Code: SRK

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www.strikeresources.com.au

STRIKE RESOURCES LIMITED (formerly Fast Scout Limited) Level 14, 221 St Georges Terrace, Perth WA 6000 T | (03) 9214 9700 F | (08) 9822 1515

A.B.N. 94 088 489 724

E | Info@strikeresources.com.au

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200602185RK Pre-Reinstatement Disclosure - Compliance with Corporate Governance Best Practice Recommendations

• an explanation of any departures from best practice recommendations 2.1.2.2, 2.3, 2.4 or 2.5.
The following material should be made publicly available, ideally by posting it tothe company's website in a clearly marked corporate governance section:
• a description of the procedure for the selection and appointment of newdirectors to the board
. the charter of the nomination committee or a summary of the role, rights,responsibilities and membership requirements for that committee
• the nomination committee's policy for the appointment of directors.
Principle 3: Promote ethical and responsible decision-making
3.1 Establish a code of conduct to guide the directors, the chief executiveofficer (or equivalent), the chief financial officer (or equivalent) and any otherkey executives as to:	No	6
3.1.1 the practices necessary to maintain confidence in the company'sIntegrity
3.1.2 the responsibility and accountability of individuals for reporting andinvestigating reports of unethical practices.
3.2 Disclose the policy concerning trading in company securities by directorsofficers and employees.	Yes	3.8
3.3 Provide the information indicated in Guide to reporting on Principle 3.	Yes	Annual Reports
The following material should be included in the corporate governance section		Website
of the annual report;		cgs
· explanation of any departures from best practice recommendations 3.1, 3.2or 3,3,		3.8
The following material should be made publicly available, ideally by posting it tothe company's website in a clearly marked corporate governance section:
· any applicable code of conduct or a summary of its main provisions. Thisdisclosure may be the same as that required under Principle 10.
. the trading policy or a summary of its main provisions.
Principle 4: Safeguard Integrity in financial reporting
4.1 Require the chief executive officer (or equivalent) and the chief financialofficer (or equivalent) to state in writing to the board that the company'sfinancial reports present a true and fair view, in all material respects, of thecompany's financial condition and operational results and are in accordancewith relevant accounting standards.	Yes	4.1, 7
4.2 The board should establish an audit committee.	No	4.2
4.3 Structure the audit committee so that it consists of:	Nο	4.2, 3
. only non-executive directors
· a majority of independent directors
. an independent chairperson, who is not chairperson of the board
• at least three members.
4.4 The audit committee should have a formal charter.	Nο	4.2
4.5 Provide the information indicated in Guide to reporting on Principle 4.	Yes	Annual Reports
The following material should be included in the corporate governance sectionof the annual report:		WebsiteCGS
· details of the names and qualifications of those appointed to the auditcommittee, or, where an audit committee has not been formed, those who fulfilthe functions of an audit committee

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20060218 SRK Pre-Reinstatement Disclosure - Compliance with Corporate Governance Best Practice Recommondations

. the number of meetings of the audit committee and the names of theattendees
* explanation of any departures from best practice recommendations 4.1, 4.2,4.3.4.4 or 4.5.
The following material should be made publicly available, ideally by posting it tothe company's website in a clearly marked corporate governance section;
• the audit committee charter
· information on procedures for the selection and appointment of the externalauditor, and for the rotation of external audit engagement partners.
Principle 5: Make timely and balanced disclosure
5.1 Establish written policies and procedures designed to ensure compliancewith ASX Listing Rule disclosure requirements and to ensure accountability at asenior management level for that compliance.	Yes	7.8.2
5.2 Provide the Information indicated In Gulde to reporting on Principle 5.	Yes	Annual Reports
The following material should be included in the corporate governance sectionof the annual report:		WebsiteCGS
· explanation of any departures from best practice recommendation 5.1 or5.2.
The following material should be made publicly available, ideally by posting it tothe company's website in a clearly marked corporate governance section:
· a summary of the policies and procedures designed to guide compliancewith Listing Rule disclosure requirements.
Principle 6: Respect the rights of shareholders
6.1 Design and disclose a communications strategy to promote effectivecommunication with shareholders and encourage effective participation atgeneral meetings	Yes	8.1
6.2 Request the external auditor to attend the annual general meeting and beavailable to answer shareholder questions about the conduct of the audit andthe preparation and content of the auditor's report.	Yes	Annual GeneralMeetings
6.3 Provide the information indicated in Guide to reporting on Principle 6.	Yes	Annual Reports
The following material should be included in the corporate governance sectionof the annual report:		WebsiteCGS
· explanation of any departures from best practice recommendations 6.1 or6.2.
The following material should be made publicly available, ideally by posting it tothe company's website in a clearly marked corporate governance section:
· a description of the arrangements the company has to promotecommunication with shareholders.
Principle 7: Recognise and manage risk
7.1 The board or appropriate board committee should establish policies on riskoversight and management.	Yes	7
7.2 The chief executive officer (or equivalent) and the chief financial officer (orequivalent) should state to the board in writing that:	Yes	7
7.2.1 the statement given in accordance with best practice recommendation4.1 (the integrity of financial statements) is founded on a sound system of riskmanagement and internal compilance and control which implements thepolicies adopted by the board.
7.2.2 the company's risk management and internal compliance and controlsystem is operating efficiently and effectively in all material respects.

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20060218 SRK Pre-Reinstatement Disclosure - Compliance with Corporate Governance Best Practice Recommendations

7.3 Provide the information indicated in Guide to reporting on Principle 7.	Yes	Annual Reports
The following material should be included in the corporate governance sectionof the annual report:		WebsiteCGS
explanation of any departures from best practice recommendations 7.1, 7.2or $7.3.$
The following material should be made publicly available, ideally by posting it tothe company's website in a clearly marked corporate governance section:
- a description of the company's risk management policy and internalcompliance and control system.
Principle 8: Encourage enhanced performance
8.1 Disclose the process for performance evaluation of the board, itscommittees and individual directors, and key executives.	Yes	3.11
8.2 Provide the information indicated in Guide to reporting on Principle 8.	Yes	Annual Reports
The following material should be included in the corporate governance sectionof the annual report:		WebsiteCGS
. whether a performance evaluation for the board and its members has takenplace in the reporting period and how it was conducted
· an explanation of any departure from best practice recommendation 8.1.
The following material should be made publicly available, ideally by posting it tothe company's website in a clearly marked corporate governance section:
· a description of the process for performance evaluation of the board, itscommittees and individual directors, and key executives.
Principle 9: Remunerate fairly and responsibly
9.1 Provide disclosure in relation to the company's remuneration polices toenable investors to understand (i) the costs and benefits of those policies and(II) the report link between remuneration paid to directors and key executivesand corporate performance.	Yes	Annual Reports
9.2 The board should establish a remuneration committee.	No	4.2
9.3 Clearly distinguish the structure of non-executive directors' remunerationfrom that of executives.	Yes.	Annual Reports
9.4 Ensure that payment of equity-based executive remuneration is made inaccordance with thresholds set in plans approved by shareholders.	N/A	No equity-basedexecutiveremuneration inріасе
9.5 Provide the information indicated in Guide to reporting on Principle 9.	Yes	Annual Reports
The following material should be included in the corporate governance sectionof the annual report:		WebsiteCGS
· disclosure of the company's remuneration policies referred to in best.practice recommendation 9.1 and in Box 9.1
• the names of the members of the remuneration committee and theirattendance at meetings of the committee
• the existence and terms of any schemes for retirement benefits, other thanstatutory superannuation, for non-executive directors
· an explanation of any departures from best practice recommendations 9.1,$9.2, 9.3, 9.4$ or $9.5$ .
The following material should be made publicly available, ideally by posting it tothe company's website in a clearly marked corporate governance section:
. the charter of the remuneration committee or a summary of the role, rights,responsibilities and membership requirements for that committee.

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20060218SRK Pre-Reinstatoment Disclosure - Compilance with Corporate Governance Best Practice Recommendations

Principle 10: Recognise the legitimate interests of stakeholders
10.1 Establish and disclose a code of conduct to guide compliance with legaland other obligations.	No.	6
10.2 Provide the Information Indicated in Guide to reporting on Principle 10.	Yes	Annual Reports
The following material should be included in the corporate governance sectionof the annual report:		WebsiteCGS
* an explanation of any departure from best practice recommendation 10.1.
The following material should be made publicly available, ideally by posting it tothe company's website in a clearly marked corporate governance section:
· any applicable code of conduct or a summary of its main provisions.

For Further information:

Victor HoCompany SecretaryT | (08) 9214 9700E | vho@strikeresources.com.au

STRIKE RESOURCES LIMITED CORPORATE GOVERNANCE STATEMENT

$1.$ Framework and Approach to Corporate Governance and Responsibility

The Board is committed to maintaining the highest standards of Corporate Governance. Corporate Governance is about having a set of core values and behaviours that underpin the Company's activities and ensure transparency, fair dealing and protection of the interests of stakeholders.

The Board of Directors supports the Principles of Good Governance Corporate and Best Fractice Recommendations developed by the ASX CorporateGovernance Courcil ("Council"). The Company's practices are largely consistent with the Council'sguidelines - the Board considers that the Implementation of some recommendations are not appropriate having regard to the nature and scale of the Company's activities and size of the Board. The Board uses its best endeavours to ensure exceptions to the Council's guidelines do not have a negative impact on the Company and the best Interests of shareholders as a whole.

Details of all of the Council's recommendations can be found the -on-ASY website at http://www.asx.com.au/about/CorporateGovernance\_A A2.shtm.

Board of Directors - Role and responsibilities $\mathbf{2}$

In general, the Board is responsible for, and has the authority to determine, all matters relating to the policies, practices, management and operations of the Company. The Board is also responsible for the overall corporate governance of the Company, and recognises the need for the highest standards of behaviour and accountability in acting in the best interests of the Company as a whole. The Board also ensures that the Company complies with all of its contractual, statutory and any other legal or regulatory obligations. The Board has the final responsibility for the successful operations of the Company.

Where the Board considers that particular expertise or information is required, which is not available from within their number, appropriate external advice may be taken and reviewed prior to a final decision being made by the Board.

Without Intending to limit the general role of the Board, the principal functions and responsibilities of the Board include the following.

• formulation and approval of the strategic $(1)$ direction, objectives and goals of the Company;

• the prudential control of the Company's $(2)$ finances and operations and monitoring the financial performance of the Company;

• the resourcing, review and monitoring of $(3)$ executive management;

• ensuring that adequate internal control systems $(4)$ and procedures exist and that compliance with these systems and procedures is maintained.

• the identification of significant business risks $(5)$ and ensuring that such risks are adequately managed:

• the timeliness, accuracy and effectiveness of $(6)$ communications and reporting to shareholders and the market:

• $(7)$ the establishment and maintenance $\sim$ f appropriate ethical standards:

• $(B)$ responsibilities typically assumed by an audit committee including:

  • reviewing and approving the audited $(a)$ ennual and reviewed half yearly financial reports;
  • $(b)$ reviewing the appointment of the external auditor, their independence, the audit fee, and any questions of resignation or dismissal:

• $(9)$ responsibilities typically assumed bv - a remuneration committee including:

  • reviewing the remuneration and $(a)$ performance of both Executive and Non-Executive Directors:
  • $(b)$ setting policies for Executives' remuneration, setting the terms and conditions of employment for Executives. undertaking reviews of Executive's performance, including, setting goals and reviewing progress in achieving those goals;
  • reviewing the Company's Executive and $(c)$ employee Incentive schemes and making recommendations on any proposed changes.

• responsibilities typically assumed $(10)$ bv a nomination committee including:

  • $(a)$ devising criteria for Board membership. regularly reviewing the need for various skills and experience on the Board and Identifying specific individuals for nomination as Directors;
  • oversight of Board and Executive $(b)$ succession plans.

• а. Board of Directors - Composition, Structure and Process

The Board has been formed so that it has effective composition, size and commitment to adequately discharge its responsibilities and duties given Its current size and the scale and nature of the Company's activities. The names of the Directors currently in office and their qualifications and experience are stated in the Directors' Report for the year ended 30 June 2005 and

also in the Prospectus of the Company dated 23 December 2005.

On 26 September 2005, Mr H. Shanker Madan, an experienced senior geologist with more than 30 years of world-wide experience in the exploration and evaluation of mineral deposits for various commodities, wasappointed a Non-Executive Director to assist in guiding the Company's transition to a resource focused company. Mr Madan was appointed Managing Director after the Company's Annual General meeting on 22 December 2005 (at where shareholders approved the change of activities of the Company to a mineral exploration and development company).

On 28 October 2005, Dr John Stephenson, previously Exploration Director of Rio Tinto Australasia with more then 35 years experience in the mineral exploration business, was appointed Non-Executive Chairman to guide the Board and assist the Company through the same transition.

Skills, knowledge and experience $3.1.$

Directors are appointed based on the specific corporate and governance skills and experience required by the Company. The Board should contain Directors with a relevant blend of personal experience in accounting and finance, law, financial and investment markets, financial management and public company administration, and Director-level business or corporate experience, having regard to the scale and nature of activities of the Company.

As referred to above, with the change of direction of the Company to the resources sector, the Board has added 2 Directors with extensive experience in mineral exploration and evaluation.

12 Non-Executive and Executive Directors

Dr John Stephenson is a Non-Executive Chairman.

Mr Shanker Madan is Managing Director.

The remaining 2 Board members (Messrs Farood Khan and Victor Ho) are Executive Directors.

$3.3.$ Chairman and Managing Director

The Chairman leads the Board and has responsibility for ensuring the Board receives accurate, timely and clear information to enable Directors to perform their dutles as a Board.

Dr John Stephenson was appointed Chalrman on 26 October 2005.

Mr Shanker Madan was appointed Managing Director on 22 December 2005.

3.4. Company Secretary

The Company Secretary is appointed by the Board and is responsible for developing and maintaining the Information systems and processes that are appropriate for the Board to fulfil its role and is responsible to the Board for ensuring compliance with Board procedures and governance matters. The Company Secretary is also responsible for overseeing

and coordinating disclosure of information to the ASX as well as communicating with the ASX. The Company Secretary is currently Mr Victor Ho (also an Executive Director), whose qualifications and experience are stated in the Directors' Report for the year ended 30 June 2005 and also in the Prospectus of the Company dated 23 December 2005.

3.5. Independence

An Independent Director, in the view of the Company, is a Non-Executive Director who:

• $(1)$ is not a substantial shareholder of the Company or an officer of, or otherwise associated directly with, a substantial shareholder of the Company:
• within the last 3 years has not been employed in $(2)$ an Executive capacity by the Company, or been a Director after ceasing to hold any such employment:
• within the last 3 years has not been a principal $($ $\Box)$ of a material professional adviser or a material consultant to the Company, or an employee materially associated with a service provider:
• Is not a material supplier or customer of the $(4)$ Company, or an officer of or otherwiseassociated directly or indirectly with a material supplier or customer:
• has no material contractual relationship with the $(5)$ Company other than as a Director of the Company:
• $(5)$ has not served on the Board for a period which could, or could reasonably be perceived to. materially interfere with the Director's ability to act in the best interests of the Company; and
• is free from any interest and any business or $(7)$ other relationship which could, or could reasonably be perceived to, materially interfere with the Director's ability to act in the best interests of the Company.

Within the current Board, Dr John Stephenson Is an Independent Director. The balance of the Board, being Executive Directors, are not considered Independent under the criteria referred to above.

The Board considers that the Company was and is not currently of a size, nor are its affairs of such complexity to justify the appointment and further expense of a majority of independent Non-Executive Directors. The Board believes that the individuals on the Board can make, and do make, quality and independentjudgments in the best interests of the Company on all relevant Issues.

If the Company's activities increase in size, nature and scope the size of the Board will be reviewed periodically and the optimum number of Directors required for the Board to properly perform its responsibilities and functions.

3.6. Conflicts of Interest

To ensure that Directors are at all times acting in the interests of the Company, Directors must:

disclose to the Board actual or potential $(1)$ conflicts of interest that may or might reasonably be thought to exist between the interests of the Director and the Interests of any other parties in carrying out the activities of the Company; and

$(2)$ if requested by the Board, within 7 days or such further period as may be permitted, take such necessary and reasonable steps to remove any conflict of interest.

If a Director cannot or is unwilling to remove a conflict of interest then the Director must, as per the Corporations Act, absent himself from the room when Board discussion and/or voting occurs on matters about which the conflict relates (save with the approval of the remaining Directors and subject to the Corporations Act).

$3.71$ Related Party Transactions

Related party transactions Include any financial transaction between a Director and the Company as defined in the Corporations Act or the ASX Listing Rules. Unless there is an exemption under the Corporations Act from the requirement to obtain shareholder approval for the related party transaction, the Board cannot approve the transaction. The Company also discloses related party transactions in its financial report as required under relevant Accounting Standerds.

Share Dealings and Disclosures $3.8.$

The Company's policy regarding Directors, Executives and employees dealing in its securities, is set by the Board. The Board restricts Directors, Executives and employees from acting on material information until it has been released to the market and adequate time has been given for this to be reflected in the security's prices. Executives and employees and Directors are required to consult the Chairman and the Board respectively, prior to dealing in securities in the Company or other companies in which the Company has a relationship.

Dealings are not permitted at any time whilst in the possession of price sensitive information not already available to the market. In addition, the Corporations Act prohibits the purchase or sale of securities whilst a person is in possession of inside information.

$3.9.$ Board Nominations

The Board will consider nominations for appointment or election of Directors that may arise from time to time having regard to the corporate and governance skills required by the Company and procedures outlined in the Constitution and the Corporations Act.

3.10. Terms of Appointment as a Director

The current Directors of the Company have not been appointed for fixed terms. The constitution of the Company provides that a Director other than the Managing Director may not retain office for more than three calendar years or beyond the third annual general meeting following his election, whichever is longer, without submitting himself for re-election. One third of the Directors (save for a Managing Director) must retire each year and are eligible for re-election. The Directors who retire by rotation at each annual general meeting are those with the longest length of time in office since their appointment or last election.

3.11. Performance Review and Evaluation

It is the policy of the Board to ensure that the Directors and Executives of the Company be equipped with the knowledge and Information they need to discharge their responsibilities effectively, and that Individual and collective performance is regularly and fairly reviewed. Although the Company is not of a size to warrant the development of formal processes for evaluating the performance of its Board, Individual Directors and Executives, there is on-going monitoring by the Chairman and the Board. The Chairman also speaks to Directors Individually regarding their role as a Director.

3.12. Meetings of the Board

The Chairman and Company Secretary generally schedules monthly formal Board meetings. In addition, the Board meets whenever necessary to deal with specific matters requiring attention between scheduled monthly meetings. Circulatory Resolutions are also utilised where appropriate either in place or in addition Board meetings are held formal Board meetings. predominantly by telephone conferencing as not all Directors are resident in the one city. However, the Board will convene face to face meetings from time to time as is appropriate based on the particular items of business for consideration.

Each member of the Board is committed to spending sufficient time to enable them to carry out their duties as a Director of the Company.

It is recognised and accepted that Board members may also concurrently serve on other boards, either in an executive or non-executive capacity.

3.13. Independent Professional Advice

Subject to prior consultation with the Chairman, each Director has the right to seek Independent legal and other professional advice at the Company's expense concerning any aspect of the Company's operations or undertakings in order to fulfil their duties and responsibilities as Directors.

3.14. Access to Company Information and Confidentiality

All Directors have the right of access to all relevant Company books and to the Company's Executive Management. In accordance with legal requirements and agreed ethical standards. Directors and Executives of the Company have agreed to keep confidential, information received in the course of the exercise of their duties and will not disclose non-public information except where disclosure is euthorised or legally mandated.

3.15. Directors' Deeds

The Company has also entered into a deed with each of the current Directors to regulate certain matters between the Company and each Director, both during the time the Directors holds office and after the Director ceases to be an officer of the Company (or wholly owned subsidiaries). A summary of the terms of such deed is contained within the Remuneration Report in the Director's Report for the year ended 30 June 2005

and also in the Prospectus of the Company dated 23 December 2005.

$\mathbf{A}$ Management

4.1 Executives

The Managing Director is responsible and accountable to the Board for the Company's management.

Mr Shanker Madan was appointed Managing Director on 22 December 2005.

The Company does not presently have a Chief Financial Officer ("CFO").

The Board had determined that the Executive Chairman and Managing Director (Mr Farooq Khan at the time) and the Company Secretary (Mr Victor Ho) were the appropriate persons to make the chief executive and CFO declarations respectively in respect of the year ended 30 June 2005, as required under section 295A and recommended by the Council.

$4.2.$ Board and Management Committees

In view of the current composition of the Board (which comprises three Executive and one Non-Executive Director) and the nature and scale of the Company's activities, the Board has considered that establishing formally constituted committees for audit, board nominations and remuneration would contribute little to its effective management.

Accordingly audit matters, the nomination of new Directors and the setting, or review, of remuneration levels of Directors and Executives are reviewed by the Board as a whole and approved by resolution of the Board (with abstentions from relevant Directors where there is a conflict of Interest). That is, matters typically dealt with by an audit, nominations and remuneration committee are dealt with by the full Board.

5. Remuneration Pollov

Please refer to the Remuneration Report in the Director's Report for the year ended 30 June 2005.

6. Code of Conduct and Ethical Standards

The Company is not of a size that warrants the establishment of a formal code of conduct that guides compliance with all levels of legal and other obligations to stakeholders. However, the Company's policies are focussed on ensuring that all Directors, Executives, and employees act with the utmost Integrity and objectivity In carrying out their duties and responsibilities, striving at all times to enhance the reputation and performance of the Company.

$71$ Internal Control and Risk Management

The Board is responsible for the identification, monitoring and management of significant business risks and the implementation of appropriate levels of Internal control, recognising however that no costeffective internal control system will preciude all errors and Irregularities. The Board regularly reviews and monitors areas of significant business risk.

The Board had determined that the Executive Chairman and Managing Director (Mr Farooq Khan at the time) and the Company Secretary were the appropriate persons to make the chief executive and CFO declarations respectively in respect of the vear ended 30 June 2005, on the risk management and Internal compliance and control systems recommended by the Council.

g. Communications

Communications to Market and Shareholders 8.1.

The Board recognises its duty to ensure that Its shareholders are informed of all malor developments affecting the Company's state of affairs. Information is communicated to shareholders and the market through:

• $(1)$ The Annual Report which is distributed to shareholders (usually with the Notice of Annual General Meeting);
• The Annual General Meeting and other general $(2)$ meetings called to obtain shareholder approvals as appropriate;
• $(3)$ The Half-Yearly Directors' and Financial Reports:
• $(4)$ Other announcements released to ASX as required under the continuous disclosurerequirements of the ASX Listing Rules and other information that may be mailed to shareholders.

The Company actively promotes communication with shareholders through a variety of measures, including the use of the Company's website and email. The Company's reports and ASX announcements may be viewed and downloaded from its website:www.strikeresources.com.au or the ASX website: www.asx.com.au under ASX code "SRK" (formerly "FSL"). The Company also maintains an email list for the distribution of the Company's announcements via email in a timeller manner.

8.2. Continuous Disclosure to ASX

The Board has designated the Company Secretary as the person responsible for overseeing and coordinating disclosure of information to the ASX as well ascommunicating with the ASX. In accordance with the ASX Listing Rules the Company Immediately notifies the ASX of information:

• concerning the Company that a reasonable (1) person would expect to have a material effect on the price or value of the Company's securities; and
• $(2)$ that would, or would be likely to, influence persons who commonly invest in securities in deciding whether to acquire or dispose of the Company's securities.

18 February 2006