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To get in touch with a team in your local area, please call Mitchel Daniels (602) 824-0940 www.layne.com

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IN THIS ISSUE OF THE GLOBAL BUSINESS REPORT

OREX MINERALS LTD.

ALCAN CABLE

CU ORO RESOURCES

SUNCAST

STWA OIL & CLEAN TECH

A Tale of Two Countries: Orex Minerals Inc.In today's highly volatile world financial markets, having a strong management team is fun-damental to the bottom-line success for a junior exploration company. Canadian-based Orex Minerals Inc. (TSX-V: REX) has the business acumen, financial literacy and hands-on geo-logical expertise required to move projects forward to the next level.

Moreover, Orex's management team has proven their ability to discover and develop quality exploration projects that maximize shareholder value---the same team is widely recognized for the identification of La Preciosa Silver-Gold Deposit in Durango, Mexico for Orko Silver Corp. The management team has previously worked with some of the largest mining com-panies in the world and brings over 150 years of combined experience in corporate finance, project development and mineral exploration.

Orex currently has two very distinctive precious metals plays in its portfolio: Coneto Silver-Gold Project (Durango, Mexico) and Barsele Gold Project (Sweden). Each project has impres-sive merits of its own; packaged together, the chance of Orex making the next big resource

Suite 1180 - 999 W. Hastings Street Vancouver, BC Canada V6C 2W2 (604) 687-6310 info@orexminerals.com

A TALE OF TWO COUNTRIESA TALE OF TWO COUNTRIES

discovery increases dramatically.

Mexico – Coneto Silver-Gold Project

Orex’s Coneto Silver-Gold Project is located in the region around the village of Coneto de Comonfort, approx. 100 km north of the city of Durango, Mexico. The property is set in the Mesa Central, on the eastern flank of the Sierra Madre Occidental Mountains.

With a history of more than 450 years, Con-eto has been a mining camp since the days of the Conquistadores, yet is still underexplored by modern methods. The Coneto Mining District is in the heart of the “Mexican Silver Trend” – stretching from Guanajuato in the southeast, through to the states of Zacatecas and Durango – and hosts some of the world's largest silver deposits, including Fresnillo, Guanajuato, La Pitarrilla, La Preciosa, Real de Angeles, and Zacatecas mining camps.

The area exhibits an extensive system of hy-drothermal alteration indicative of the pres-ence of mineralization, with low to interme-diate-sulphidation epithermal Ag-Au quartz veins in a window of Tertiary age Lower Volcanic Group andesites. The mineral zona-tion shows that Coneto is high in a preserved epithermal system. In this type of deposit, the top is fluorite rich, zoning to precious metals

followed by base metals. Similar deposits have mineralized vertical extents in the 300 m - 600 m range.

The surrounding infrastructure is excellent, with power supplied from the national electric grid, readily accessible water and paved roads leading to the centre of the Coneto property. In addition, there is an abundance of local skilled workers and community services such as gasoline, groceries and healthcare.

In February 2012, Orex signed an Association Agreement with Fresnillo PLC to explore the Coneto Silver-Gold Project. Orex and Fresnillo PLC hold extensive contiguous mineral con-cessions in the Coneto Mining District, which collectively total approx. 17,600 ha and cover more than 40 known mineralized epithermal quartz veins.

Fresnillo plans to spend up to US $6,000,000 on the Coneto property in the next 3 years in order to earn 55% ownership, and has the right to earn 70% ownership by advancing Coneto to the pre-feasibility stage, or by spending an additional US $21,000,000.

A joint technical committee, including Orex and Fresnillo PLC representation, who man-ages exploration recently granted approval for a $2.5 Million Exploration Budget for this season (100% funded by Fresnillo PLC), which includes a 12,000-metre, Phase-II Diamond Drill Program at Coneto that commenced in late August. Drill results will be forthcoming this fall.

Exploration objectives for Orex’s Coneto Silver-Gold Project include a target deposit size of more than 100 million oz of silver equivalent (similar to their sister project, Orko Silver Corp's La Preciosa Silver-Gold Deposit). Orex has 100% ownership of 15,700 ha of mineral concessions at Coneto.

Sweden – Barsele Gold Project

Orex’s advanced-stage Barsele Gold Project is located approx. 600 km due north of Stock-holm & 40 km southeast of Storuman, a small town situated in Västerbottens Län, which is a regional district of Northern Sweden. The property is set in the midst of the Fennoscan-dian shield.

Sweden has a long and successful history of mining, and consistently ranks as one of Eu-rope's leading producers of metals. The coun-try has proactive legislation for exploration, development and extraction of its natural resources. Local and regional governments provide strong taxation incentives for foreign investment and project development, such as a 28% corporate tax rate and no mineral tax. Likewise, mineral license costs are low, and there is good security of tenure.

Major gold deposits, including Bjorkdal (El-gin Mining), Faboliden (Lappland Gold) and Svartliden (Dragon Mining) are located near the Barsele property.

“Granodiorite containing visible gold.”

The Barsele property consists of two types of mineralization, orogenic gold deposits and volcanogenic massive sulphides (VMS) hosted polymetallic deposits. Host rocks are a part of the prolific Proterozoic “Skellefte Trend”, where it meets the ‘Gold Line’ of Sweden. A medium-grained, highly fractured granodiorite hosts Au mineralization, which ranges in width from 200 m to 500 m, with a strike-extent in excess of 8 km.

Barsele has an extensive, well-developed infra-structure system of power, telecommunica

tions, transportation and water. In addition, there is an abundance of local skilled work-ers and community services such as gasoline, groceries and healthcare.

In February 2011, Orex identified a NI 43-101 Compliant Resource Estimate for Barsele (using 0.6 g/t Au cut-off). Please see Table 1 below.

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Organizational Project Management Delivers Business Results

Organizational Project Management (OPM) enables organizations to gain competitive advan-tages through effective delivery of their strategy. OPM is the integration of people, processes and information to deliver predictable project results.

IN 2010, THE PROJECT MANAGEMENT INSTITUTE PUBLISHED A SURVEY ON THE PULSE OF THE PROFESSION INDICATING THAT ONLY 51% OF PROJECTS FINISH ON TIME AND ON BUDGET. That could mean that by improving OPM, there is potential for an organization to almost double the number of projects completed, delivering greater business results.

Organizations that use standardized project management processes across the organization are shown to deliver more projects with better project results. This includes less scope creep and more projects achieving their business objectives. OPM provides a systemized approach with the coordination of people, processes and information across the domains of Project, Program and Portfolio.

Portfolio management is about selecting the right projects and programs to deliver the Organization’s strategy. This is where orga-nizations determine where to invest their resources, including their people, to deliver business value. This is where project and pro-gram priorities are set.

Program and project management is where initiatives are executed using consistent pro-cesses to deliver business results contributing to the organization’s strategic value. Using consistent processes across the organization is shown to be more effective than only using the processes in some departments.

The discipline of project management delivers value to an organization by enabling the deliv

ery of consistent and predictable project and program results. It is these business results that enable organizations to gain competitive advantages.

In today’s business climate with global competition, tighter budgets and more virtual work, organizations need to use Portfolio Management to address the alignment of Projects and Programs to their competitive business strategy.

The discipline of Portfolio and Proj-ect Management is a necessary com-ponent for successful business. By Brenda Comfort, PMPCertified OPM3® Professional CEO EXP Consulting Limited

•CloseproximitytoSmithers,BC,andExcellentInfrastructureincludingPower,Rail&DeepWaterPorts

• NI43-101IndicatedResource:87,100,000tonnes@0.303Copper&0.0084Molybdenum@0.20CopperCutoff

• $7.3MExplorationProgramisscheduledfor2013including35,000mofDiamondDrilling

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Electricity is a critical component in the extraction plant, upgrader and refinery modification projects at the Scotford site. “We’ve used Alcan NUAL® conductor in all of these oil sands projects,” says Driscoll.

“NUAL aluminum alloy is an acceptable and sometimes the preferred choice for wire and cable products in various electrical applications. NUAL is Alcan’s trade name for their 8000 series aluminum alloy conductor material. 8000 series aluminum alloy conductor is built into our corporate standards and we push to use it on projects where it provides an economic advantage. Our base standards include 8000 series alloy as being acceptable for motor and other feeders down to a certain size and we use it at different voltages.”

“We reviewed the Alcan testing results,” explains Driscoll. “We ran trials with aluminum alloy for feeders in some of our gas plants, gradually building up corporate knowledge of the product and our confidence that there weren’t any problems.

OIL SANDS PROJECT – MUSKEG RIVER PLANTFORT MCMURRAY, AB

TIM DRISCOLLHEAD ELECTRICAL ENGINEER, SHELL CANADA

The fuel Canadians count on to keep the country moving makes many miles in its journey from the oil sands to the gas pumps. “It all starts at the Muskeg River Mine north of Fort McMurray, Alberta,” says Tim Driscoll, Head Electrical

Engineer, Shell Canada. “Trucks and shovels mine the oil and sand mixture from just below the surface. Some of the biggest trucks in the world – the 400 tonne size – haul the oil sand to the crushing stations where it is conveyed to huge rotating bins, broken into small chunks, then using heat, water and a solvent, these chunks are further processed into bitumen, a very heavy oil. Daily, over 150,000 barrels of clean bitumen are produced. Then, the bitumen is mixed with a thinner and pumped 470 kilometres, through the Corridor Pipeline, to the upgrader at Scotford, near Edmonton.

At Scotford, a hydro cracking process breaks down the heavy oil molecules to form a synthetic crude, which is then refined into gasoline and other finished products. The hydro cracking process produces more barrels of crude out than the bitumen input, and does not produce the waste product of coke.” The completed project is expected to produce about 10% of Canada’s crude oil needs.

PROJECT PROFILE

8000 series aluminum alloy conductor is built into our corporate standards

CuOro: The wall of metal putting the Cu in Cu-lombiaCanadian junior exploration company CuOro Resources (TSXV: CUA) is rapidly earning a name as the leading base metals project in a country better known for its gold and coal assets. The company debuted on the TSXV in March 2011 and in little more than a year has pro-gressed to the advanced exploration stage and completed 17,000m of a 25,000m initial drill program at its Santa Elena copper-gold project in Antioquia, some 140km north of Medellin.

While most junior explorers in Colombia have been scrambling to obtain gold exploration projects, CuOro took an option to acquire a 100% interest in a base metals project that was originally explored by Noranda in the 1990s. It subsequently changed hands a couple of times before CuOro signed an option agreement in February 2011. “CuOro’s strategy is to take an advanced stage project and finance it well to rapidly advance it to the feasibility stage,” says president & CEO Robert Sedgemore.

Santa Elena has been classified as a VMS (volcanic massive sulphides) deposit, which is a type of ore body characterised by the presence of large quantities of metal-bearing sulphide miner-als that were created by volcanic-associated hydrothermal events in submarine environments. This is evident in the large outcrops, such as the El Azufral outcrop that has a strike length of over 100m and is up to 11m in true thickness, which is literally a wall of metal. The massive sulphide mineralization means the rocks have a silvery patina due to the metals they contain and are much heavier that granite, a common rock in the area. The minerals typically associ-

ated with VMS deposits are copper, zinc and lead, but may also include gold and silver. The Santa Elena project is a VMS deposit that con-tains copper with zinc, gold and silver.

CuOro has produced a string of high-grade, near surface drill results including 12.0m @ 4.28% Cu in a newly discovered massive sulphide body in hole SEDDH-83; 10.0m @ 3.21% Cu in hole SEDDH-79; and 6.0m @ 9.42% Cu in hole SEDDH-53. Such high grades, and the fact that they are near sur-face, opens the way for the development of an economic mining project at a modest capital expenditure (capex) cost. These two factors mean that there will be less overburden to strip away to reach the ore and that CuOro will not have to move massive volumes of material that is typically the case at the lower grade (sub 1% Cu) deposits copper mines in Chile and Peru in order to be profitable.

Other project factors that will help project de-velopment economics at Santa Elena include ease of access by a paved highway, just three hours from regional business centre Medellin, and close to some of the main hydroelectric generation facilities in Colombia, meaning it will be able to benefit from the ready availabil-ity of cheap power and water, at very little ad-ditional cost to the company. “Typically, 20% to 30% of the capex of a mining project is to build the infrastructure it will need. For Santa Elena, that infrastructure is already in place, shaving tens of millions of project develop-ment costs,” says Sedgemore. With so many factors working in the project’s favour, CuOro will have a great deal of flexibility in terms of the size of operation it may eventually build. "If you're looking at all of the boxes to tick when you're developing a project, Santa Elena has everything required to put a mine into production," he continues.

Sedgemore, the founder and main driver of the company, is no stranger to developing high potential base metals projects having formerly been the chief engineer at Escondida in Chile, the world’s biggest producing cop-per mine, where he executed several expan-sion phases. He was also formerly the senior industry mining specialist at the International Finance Corporation, overseeing investments in mining projects around the world. This helped him build strong connections with the financial community, which he has success-fully harnessed to launch and develop CuOro.

The company raised C$10M at C$1 per share during its IPO in March 2011 and followed this days later with a C$15M raise at C$2 per share. Base metals producer Hudbay Miner-als took a 14.3% stake in the company during the initial financing before a hole had even been drilled at Santa Elena, based on the large, high-grade outcrops, such as TEM 1, that extend for 70m. With CuOro only recently one year old, Sedgemore followed this in May 2012 by organizing a financial agreement potentially worth up to C$47.5M with Pacific Road, one of the leading natural resource in-vestment funds in the world.

The financing agreement is related to the project milestones and the achievement of positive results and secures the funds CuOro will need to progress Santa Elena to the Feasi-bility Study stage. It will also generate support for the stock price in the short term via Pacific Road’s commitment to buy at least 2M CuOro shares in the open market prior to exercising the first of two financing options it has.

The Pacific Road agreement presents a long-term financing plan for CuOro, which has been structured in a creative way so that the company can increase its market value, reduce dilution on future financings and secure the funds it needs to advance its projects beyond feasibility. For CuOro, this means that the company can focus on defining and delimiting a copper resource at Santa Elena and com-pleting the various technical studies that will enable its Board of Directors to make a mine development decision, rather than having to constantly fret over the difficult conditions of the financial markets, as many of his peers and competitors will have to do.

CuOro has completed about 17,000m of its initial 25,000m drilling campaign at Santa Elena and is advancing towards being able to issue a NI 43-101 resource statement in early 2013.

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Lumisave™ is a Canadian company that specializes in Second Generation LED solutions, utilizing new patented Ceramic Multi-Chip™ LED technology.

Established in 2009 Lumisave specializes in oil & gas, mining and forestry lighting. Lumisave has offices in Prince George, BC and Calgary, AB for the convenience of both Alberta and British Columbia customers.

Lumisave’s mission is to provide a high quality product and service which satisfies all of our customers needs and expects to improve its level of service by encouraging management and staff to be involved in the research, development and implementation of new and improved product.

LUMISAVE ADVANTAGES

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If you are not familiar with Edmonton based SUNcast Polytech Inc, now is the opportune time to become aware of this growing company. They have the unique ability to reduce downtime, improve wear, and environmental im-pact.

Long known as a supplier of wear parts to demanding and wide-ranging oilsands applications, Suncast has gained in-creased interest as a result of the benefits of its proprietary process technology called ReCast™. The technology de-veloped by SUNcast makes it possible to rebuild or recycle worn polyurethane (PU) parts. It also creates a completely secure bond between virgin and cured PU cast elastomer, enabling ReCast™ parts to perform successfully in some of the toughest environments. [NOTE: – 4 words deleted at end of prior sentence] Because cast elastomer PU is an expensive material and has not been recyclable, SUNcast’s technology offers an opportunity for operators to reuse what was waste.

ReCast™ has been successfully used to rebuild wear parts for a variety of applications includ-ing pipeline pigs, drive sprockets and scraper bars, as well as suction and hub liners for slurry pumps. ReCast™ parts have been manufactured with as much as 90% recycled material.

Supplying tough parts that respond to environmental and operational concerns has been the responsibility entrusted to Suncast by its customers for many years. Producing parts aimed at overcoming challenging wear issues while at the same time working with leaders in the field who insist on solutions that address environmental needs, has become Suncast’s special niche with some of the biggest players in the oilsands.

WHAT IS RECAST™

ReCast™ is a proprietary process technology that Suncast has developed to rebuild or recycle worn polyurethane (PUR) parts. The technology has been successfully used to rebuild wear parts for a variety of applications in oilsands, hydrocarbon transportation and other high wear envi-ronments.

Suncast has been supporting its customers in supplying parts that meet or exceed life cycle expectations and that also can be ReCast ™ many times, saving material costs and dramatically reducing the volume of waste deposited in landfills.

Since Suncast did its early research and development of ReCast™, there has been a steady in-crease in both public and private sector emphasis on finding solutions to environmental con-cerns. Suncast has responded with continual refinements to its ReCast™ process.

Environmental and regulatory goals that are expected to continue to get high profile attention in coming years include: waste minimization, reduction of landfill use/expansion and increased reuse/recycling initiatives. To varying degrees, ReCast™ contributes to the achievement of goals in all these areas. It is estimated that Suncast has reduced landfill waste by hundreds of thou-sands of pounds, while achieving repeated high performance use of many types of ReCast™ parts.

• High-gradeGold&Si lver• LargeLandPackage:Over26,000Hectares• C lose Prox imi ty to Smi thers , Br i t i sh Co lumbia• PermittedbytheBritishColumbiaGovernmentMiningPermit&EnvironmentalManagementActPermit

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FourQuest Energy provides pre-commissioning as well as regular shutdown and maintenance services to the Energy Industry including: steam blowing, air blowing, oil �ushing, chemical cleaning, �uid pumping, nitrogen services, engineering & procedure writing, pipeline pigging and testing, static load tank testing, hydro-testing and �ltration & heating services. We are focused on ful�lling the needs of our clients in the Oil and Gas and Power industry across Canada, the Middle East and Caspian.

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flowing from point A to point B. A technology that can reduce the energy used could have a tremendous beneficial impact on the environ-ment. Beyond that it could save oil companies huge amounts of money and increase their revenues by increasing the amount of oil that they can move through current pipelines.STWA’s oil pipeline efficiency technology is called Applied Oil Technology™ (AOT™) and its performance has been tested in a series of field tests at the Department of Energy’s Rocky Mountain Oilfield Testing Center in Casper, Wyoming, AOT™. These tests have shown AOT™ can improve oil pipeline ef-ficiencies in many different ways. The DOE tested several different metrics including viscosity reduction, pump station efficiency, and pressure drop among others. Viscosity is the thickness or heaviness of oil. The more thick or viscous oil is, the harder it is to move it through pipelines and the more energy it re-quires. AOT™ reduces viscosity and therefore

Oil is one the biggest businesses in the world. It is not well known for being green or clean. However according to the American Pipeline Institute, between 2000 and 2010, the U.S. based oil and natural gas industry invested $71 billion in greenhouse gas mitigating technolo-gies in North America. This is far more than the $43 billion invested by the U.S. federal government and almost as much as the $74 billion invested by the rest of private industry in that same time period. This may come as a great surprise to many. The investment trend is continuing and some private investors may wonder what the oil industry is willing to place its bets on. How about a clean technology that not only makes the oil industry ‘greener’ but can also make it more profitable?

A well-kept secret may be Santa Barbara-based STWA, Inc. which happens to be standing at the intersection of the energy and the clean tech industries. STWA has developed and is now commercializing a technology that could make the transportation of oil through pipe-lines more efficient. In some tests they have seen improvements of up to 56%. This means the cost of transporting oil through pipelines in the future could cost roughly half of what it costs today.

Does this matter? The Association of Oil Pipelines says that 71% of all petroleum trans-ported in the U.S. flowed through pipelines. All along these pipelines, pump stations are set up where pumps are using energy to keep oil

Oil & Clean Tech: How STWA, Inc. Is Ready to Profit From This Seemingly Unlikely Intersection

makes oil easier to move. All these test results were published and can be found on the U.S. Department of Energy’s web site (http://www.rmotc.doe.gov/testreports.html).

So what does the oil industry think about this? An industry trade group called the Pipeline Research Council International has funded some of these recent AOT™ tests. The Pipe-line Research Council International is the preeminent global collaborative research and development organization of, by, and for the energy pipeline industry. Its members col-lectively fund technologies that they deem promising for their industry. Members include the top energy companies in world including BP, Conoco, Enbridge and ExxonMobil, just to name a few. It appears the oil pipeline indus-try is interested. An industry that is investing billions into clean technologies has noticed STWA and is apparently investing in seeing how well their technology works.

Globally, STWA has announced it is commer-cializing AOT™ in China through an agree-ment with a Chinese company, TDC, which is funding the regulatory approval process of AOT™ in China, the fastest growing energy consumer in the world. A new commercial pipeline has already been identified in the Shandong Province near Beijing where AOT™ may be deployed, once it completes certain approvals. The Chinese have a national man-date to reduce energy intensity by 16% in the coming few years. They may see the reduction AOT™ offers in the energy required to move oil to be a part of what can help them reach that goal. Results of a recent AOT™ test in China were published by the China Petroleum Pipeline Administration’s PetroChina Pipeline R&D Center.

STWA is publicly traded on OTCBB in the

U.S. under the stock ticker ZERO and has a market capitalization of about $60 million. It is a pre-revenue company, on the verge of com-mercialization. The Company just announced it has commenced commercial manufacturing of its units in the US. STWA has no long term debt. Although the price of its AOT™ units have not been announced, STWA stated in its published newsletter that it may pursue an an-nuity sales model where it would share 50/50 in the principle net savings AOT™ creates for a pipeline operators. Analysts could run the numbers on this, which could turn out to have many more zeros being added onto these ini-tial millions. Oil and clean tech may be a good a combina-tion after all.

life cy∙cle | ’lïf - sī-k l|

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