Chart, page-342

As you are aware I was disappointed with aspects of the quarterly, and I can see why you would infer adversely about some aspects of it. That is, of course your prerogative. I, myself, was surprised by a part. That could reflect fault of the company or fault on my behalf or neither or a combination of the three. As oldfolk reminds us, KCN has run on the smell of an oily rag for years That office in Sydney he refers to was shared with others

. In the transition from litigation stock to gold producer, new skills are required. In KCN's case this means employing people in different roles, who will be necessarily multiskilled, have differing assigned tasks They will find some tasks easier than others. There are bound to be errors, and to err is human. In the choice between deliberate action and oversight, chose oversight or defect of memory every time. Not only is it charitable, but it reflects actuality, and we are condemned to live in the real world where errors are commonplace.

Making the transition is necessarily difficult. But in the words of a US politician, "Any jackass can kick down a barn, but it takes a good carpenter to build one."

KCN by necessity has had no PR department, or perhaps none until very recently. The Board necessarily had to assume that role. They have spoken to me, people I know, LG, and others on this forum. I do not avail myself of this aspect as I think they have important jobs to do and I do not wish to get in the way. I don't think LG's relationship is special as opposed to others, but it is an avenue he exercises that others do not. I am sure they would have spoken to you before they had a PR Department.

Cheers