AGM VOTING ORGANISING, page-4

Prominent print media articles and evening current affairs free-to-air T.V. programmes featured Central Petroleum around time of ASX listing. Landholding size being bigger than some countries / combination of countries and range of resource prospects detailed with enthusiasm.

Likely numerous long-term owner / shareholders were influenced by publicity and subsequent company announcements. More recently publicity is infrequent, intermittent, peripheral to topic / indirect, with invitation to company offices for quarterly report webcast withheld without notice or explanation - despite discussions there is no indication it will be re-instated. Brokers continue their print silence.

Number of small shareholdings has changed last 12 months form 8031 ( 69.86% outside top 20 ) to 7852 ( 71.59%). Size of top 20 holdings now is smaller for each holding. Likely recent purchases are by pivot traders ( opportunistic short-term traders with no interest or involvement in ongoing company matters ) anticipating Dukas windfall. Some buyers are averaging down higher costs entry trapped by rejected SOA trades.

Disposable recurring income 7 cps from Mereenie, Dingo, Palm Valley production, finances choices about everything for company - a position it hasn't been in since early after IPO.

Success at Range confirming Qld govt. estimate of recoverable gas 75-90 PJ, with field life 10 years, gives average annual income 5.4 cps / 6.497 cps making disposable income from all fields 7 + 5.4 / 6.497 = 12.4 cps / 13.4976 cps.

Now is an energising experience for Board, executives, owners / shareholders analysing exploration prospects, prioritising prospectivity, planning work, sequencing, correlating disposable income with planned spending, allocating funding to competing activities, evaluating benefits of retaining existing corporate structure vs IPO frontier prospects, initiation of dividends - setting company development pathway likely next five years.

Many current continuing 7852 owner / shareholders outside top 20 likely have tax / disposable income / wealth circumstances significantly different to Board, executives, consultants, influencing / forming current organisational re-founding decisions. Theoretical / technical knowledge differences will also inform decision making.

Board and company officers make decisions that protect their professional reputations, minimise external controversy, they are confident they can legally defend. Generalised caution may exclude integration of science based, safe, environmentally beneficial hydraulic fracturing into regular planning, and value adding entrepreneurial opportunities may go unrecognised or avoided.

Theoretical certification, operational experience, administrative expertise do not automatically produce excellent decisions, as company life cycle histories demonstrate. Owners / shareholders assertive injection of their wisdom into decision making is essential. Owners / shareholders prompt
clear direct guidance to Boards / executives in objective setting / planning decisions is seminal.

Owners / shareholders outside top 20 have different situations it is clear. Some analyses / goals / timing of events may be shared and be more achievable to mutual benefit through co-operation between parties. 100 owners / shareholders acting together can legally put formal motions to company for distribution at companys expense to all owners / shareholders for voting.

CTP's dramatic history beginning with huge land holding in blaze of media attention, lapsing into continuing media obscurity, small brief exploration success, oil market collapse near death experience, SOA debacle, continuing east coast energy market chaos, NGP lifeline, current developing company transmogrification likely has continuing owners / shareholders discombobulated. Meet the challenge, externalise the energy, follow Boris'
re-invigorating example by individaully and co-operatively intervening taking control.