Source: Federated Farmers

ACT’s plan to transfer responsibility for managing game animals on conservation land to the Game Animal Council needs a major rethink, Federated Farmers says.

Richard Dawkins, Federated Farmers pest management spokesperson, says allowing the Game Animal Council to set game population targets is extremely concerning.

“ACT has fired a shot with this policy, but they’ve completely missed the mark,” he says.

“Hunters generally see deer as a valuable resource. They want healthy herd numbers, plenty of hunting opportunities and, in some places, quality trophy animals.

“On the other hand, many farmers view those same deer as pests that cause huge problems when they damage pasture, crops, fences, forestry and native vegetation.”

That conflict is evident in ACT’s description of Himalayan tahr as a ‘treasured herd’, Dawkins says.

“They may be treasured by hunters, but they’re also an introduced pest that can cause significant damage to vulnerable high-country vegetation.

“Under ACT’s plan, the people who value the animals would be setting the limits, while neighbouring farmers could carry the consequences and the costs.

“That is an obvious conflict of interest.”

Dawkins says there is plenty in the announcement worth discussing.

“Hunters make a valuable contribution to conservation and back country maintenance, and we support better access and more secure funding for community groups.

“But giving hunters control of population targets crosses a line.

“ACT has made a significant mistake by assuming the interests of hunters and neighbouring farmers are automatically aligned – they are not.

“Farmers should not be expected to carry the cost of maintaining game animal populations for someone else’s recreational benefit.”

Federated Farmers says the practicalities are also far more complex than ACT’s announcement suggests.

Game animal management sits alongside the Wild Animal Control Act, the Conservation Act, Treaty obligations, public access, visitor safety and communications with people using conservation land.

It must also work alongside OSPRI, regional pest management plans, 1080 operations and control programmes for goats, pigs and other species.

“These animals are often managed across the same landscape,” Dawkins says.

“Having one organisation managing deer while another manages goats, biodiversity and disease control risks duplication, conflicting objectives and more bureaucracy.”

Dawkins says the Wapiti Foundation demonstrates that carefully designed partnerships between hunters and government can work in specific circumstances.

“That success reflects a unique arrangement with clearly defined objectives and does not justify transferring responsibility for setting deer population targets nationwide.

“Good local partnerships should be expanded where they work, not used as the basis for a wholesale transfer of responsibility.”

Dawkins says the answer is clear targets, better coordination and targeted investment.

“Federated Farmers agrees the current system is not delivering the level of feral browser control New Zealand needs, but simply transferring responsibility from DOC to the Game Animal Council is not the answer.

“What we need is a properly funded national feral browser strategy that brings hunters, farmers, DOC, OSPRI, councils, iwi, foresters and conservation groups around the same table, with clear targets, responsibilities and accountability.

“Similar to the coordinated approaches used for wilding conifers and wallabies, hunters should have a strong seat at the table and an important role in delivery, but they should not set population targets alone.”

Population targets should be informed by independent ecological monitoring, animal health risks and the effects on neighbouring landowners.

Dawkins says more International Visitor Levy funding could significantly increase pest control, monitoring and community partnerships.

“Hunters are an important part of the solution, but they cannot be the sole judge of how many pest animals should remain on the landscape.

“Good policy must balance hunting values with the rights of neighbouring landowners and the protection of New Zealand’s environment.”

MIL OSI

MIL OSI

As Malaysia gears up for Visit Malaysia 2026 and Visit Johor 2026, Forest City expects heightened regional interest in eco and golf tourism

– Published and distributed with permission of Media-Outreach.com.

A Napier man has been sentenced to 150 hours of community work after being found guilty of four charges relating to unsafe drone flights in controlled airspace near Napier Airport.

The defendant operated a DJI Mavic Air 2 drone on multiple occasions in 2023 within controlled airspace around Napier Airport without the required air traffic control authorisation. He was also found guilty of operating the drone carelessly and in a manner that caused unnecessary danger.

Civil Aviation Authority (CAA) Deputy Chief Executive Regulatory Enablement and Response, Gayle Holmes, says the case highlights the real risks unsafe drone use can create in an increasingly busy and shared airspace environment.

“It reinforces why drone rules exist and why every drone operator has a responsibility to understand the rules and operate safely.”

The Court heard evidence of the drone being flown thousands of feet above the legal height limit, beyond visual line of sight, in and above cloud cover, at night during a fireworks display, and while an aircraft was landing at Napier Airport.

This was not a case involving recreational drone use in a park or another low-risk environment. The offending involved repeated flights in airspace used by passenger aircraft, training aircraft, medical flights and other aviation operators.

Ms Holmes says our aviation system relies on people understanding and following the rules that keep everyone safe.

“Controlled airspace is carefully managed to protect aircraft, passengers and people on the ground, and unauthorised drone activity in these areas creates real risk. A collision between a drone and an aircraft has the potential to cause catastrophic harm.”

“We take a proportionate approach to regulation, which includes education and guidance. However, when there are clear breaches that create safety risks, enforcement action may be necessary.”

Drone operators, whether flying recreationally or commercially, should familiarise themselves with the rules before every flight. This includes requirements relating to airports, controlled airspace, height limits, maintaining visual contact with their drone, and getting authorisation when required.

Practical guidance is available on the CAA drones pages, including information on where people can fly, training options and pre-flight checks.

Details of charges

The defendant was convicted in the Napier District Court on 16 June 2026 on the following charges:

Under Section 57 of the Civil Aviation Act 1990, he was convicted and discharged for: operating an unmanned aircraft in controlled airspace without prior authorisation from the Napier air traffic control where the operation was not a shielded operation.

He was sentenced for the following charges:

• Under Section 43A of the Civil Aviation Act 1990, for: operating an aircraft in a careless manner
• Under Section 44 of the Civil Aviation Act 1990, two charges, for: operating an aircraft in a manner that caused unnecessary danger.

MIL OSI

Designed for today’s experience-driven travellers, the locally inspired hotel brand will bring its distinctive blend of thoughtful design, meaningful connections, and neighbourhood experiences to two of Southern Thailand’s most dynamic destinations

– Published and distributed with permission of Media-Outreach.com.

The threshold level at which CSI Fish & Game would recommend to the Minister a closure of the region’s sea-run salmon fishery has been defined.

MIL OSI

HONG KONG SAR – Media OutReach Newswire – 26 June 2026 – IX Asia Indexes today announced the 1^st Half 2026 Review of the IX Digital Asset Industry Classification System (“DAICS^®“), aiming to provide professionals worldwide with a transparent and standardized classification scheme to determine sector and exposure of particular digital assets. DAICS^® classifies digital assets into 2 main categories: a) Cryptocurrencies and b) Asset Backed Tokens (ABTs) in a 3-tier system for each category. For Cryptocurrencies: Tier 1-Industry/ Tier 2-Sector/ Tier 3-Sub-sector; and for ABTs: Tier 1-Asset Type/ Tier 2-Branch/ Tier 3-Sub-branch. The results are as follows:

• DAICS^® coin coverage: As of 31^st May, the top 50 coins by average market capitalization across the past 90 days
• DAICS^®market capitalization coverage: 97.45%*
• The % coverage of market capitalization of the 50th ranked coin: 0.06%**
• Member changes within the Top 50 Coins in DAICS^®: seven coins added and six coins deleted
• Additions: Canton (CC), Tether Gold (XAUT), Pax Gold (PAXG), Global Dollar (USDG), Aster (ASTER), Ripple USD (RLUSD), USDD (USDD)
• Deletions: Ethena (ENA), Aptos (APT), Worldcoin (WLD), Polygon (POL), Story (IP), Arbitrum (ARB)
• 7 Green Coins labelled: Internet Computer (ICP), Binance (BNB), Hedera (HBAR), Solana (SOL), Sui (SUI), XRP (XRP), Canton (CC)

*Special currency treatment of DAICS^® applies, where any wrapped or second-level cryptocurrency is not considered in the calculation for the market capitalization of DAICS^®
**Based on 31^st May 2026
G: Green Coin

The rankings of additions and deletions for the DAICS^® top 50 cryptocurrencies are listed in Appendix 1. All classification changes, including the ixCrypto Infrastructure Index and ixCrypto Stablecoin index, will take effect on 24^th July 2026, with market capitalization, rankings, and weightings available at www.ix-index.com.

1. Cryptocurrencies
1.1 Structure and Definitions

Tier 1: Industry Changes
The industry groups remain unchanged, with 5 industries and the respective weightings as follows:

Tier 2: Sector Changes
The number of sectors remains unchanged at 18.

1.2 Reclassification Changes
This review doesn’t have any reclassification of the existing coins. The DAICS® 1H 2026 cryptocurrencies classification is available in Appendix 2.

1.3 Green Coin Label
This review identifies 7 Green Coins, classified based on their energy-per-unit-transaction, which is defined as the amount of energy consumed for a successful single unit transaction of the coin in the blockchain network. The coins selected rank in the top 15 percentile of the least energy-consuming cryptocurrencies out of the 50 DAICS^® constituents. The table below lists these low-energy coins.

Note: G as ‘Green Coin‘ labelling for cryptocurrencies that adhere to the principles of sustainability

2. Asset Backed Tokens (ABT)
2.1 Structure and Definitions

Tier 1: Asset Type Changes
The asset types remain unchanged at 6 as follows:
1) Culture (205),
2) Real Estate (215),
3) Financials (235),
4) Entertainment (255),
5) Natural Resources (265), and
6) Green Economy (275)

Tier 2: Branch Changes
The number of branches remains unchanged at 32.

2.2 Classification Changes
This review doesn’t have any reclassification of the existing assets.

2.3 Coverage of DAICS^®
IX Asia Indexes has classified 2 ABTs in 1H 2026, which are Tether Gold (XAUT) and PAX Gold (PAXG). As of May 31, 2026, ABTs comprised 2.05% of the total market capitalization of digital assets, a rise from 0.91% in the 2025 2H review, which shows that ABT’s presence in the market has become more significant.

With accelerating growth and dominance of stable coins in the past two half yearly reviews, the IX Asia Tokenisation Advisory Committee has decided to expand the coverage to “50 coins + stablecoins within top 50” starting from the next review.

A classification summary and definition table of both cryptocurrencies and ABTs are available in Appendices 3 and 4. For further information regarding the methodology of the DAICS^®, please refer to the “IX Digital Asset Industry Classification System”- principle and guiding methodology on the company website https://ix-index.com/daics.html.

Additions and Deletions in DAICS^® Top 50 Cryptocurrencies

Additions

Deletions

G: Green Coin

Classification of the Top 50 Coins by Industry and Sector

Note: NEW for newly added branch

² United Nations 17 sustainable development goals covering 1) No Poverty 2) Zero Hunger 3) Good Health and Well-Being 4) Quality Education 5) Gender Equality 6) Clean Water and Sanitation 7) Affordable And Clean Energy 8) Decent Work and Economic Growth 9) Industry, Innovation and Infrastructure 10) Reduced inequalities 11) Sustainable Cities and Communities 12) Responsible Consumption and Production 13) Climate Action 14) Life Below Water 15) Life on Land 16) Peace, Justice and Strong Institutions and 17) Partnerships for the Goals https://sdgs.un.org/goals

Note:
G as ‘Green Coin‘ for cryptocurrencies that adhere to the principles of sustainability
NEW for newly added sector

DAICS^® Industry and Sector Definition

Note: NEW for newly added sector

DAICS^® Asset Type and Branch Definition

Note: NEW for newly added branch

² United Nations 17 sustainable development goals covering 1) No Poverty 2) Zero Hunger 3) Good Health and Well-Being 4) Quality Education 5) Gender Equality 6) Clean Water and Sanitation 7) Affordable And Clean Energy 8) Decent Work and Economic Growth 9) Industry, Innovation and Infrastructure 10) Reduced inequalities 11) Sustainable Cities and Communities 12) Responsible Consumption and Production 13) Climate Action 14) Life Below Water 15) Life on Land 16) Peace, Justice and Strong Institutions and 17) Partnerships for the Goals https://sdgs.un.org/goals

Hashtag: #IX #DAICS

The issuer is solely responsible for the content of this announcement.

– Published and distributed with permission of Media-Outreach.com.

SINGAPORE – Media OutReach Newswire – 26 June 2026 – Beyond academic rankings and programme offerings, students today are placing increasing emphasis on campus life, wellbeing support, and a sense of belonging when choosing where to pursue higher education.

This shift reflects a broader trend across the sector, where institutions are being evaluated not only on academic outcomes, but also on their ability to provide holistic student experiences that support mental wellbeing, social integration, and career readiness.

At the Singapore Institute of Management (SIM), student engagement has become a central pillar of the learning experience, with a wide network of student led clubs and communities designed to support both personal and professional development.

A Growing Priority: Belonging and Wellbeing
Industry observations indicate that students, particularly those transitioning from secondary education or arriving from overseas, often face challenges such as social isolation, cultural adjustment, and limited peer support networks. Research also highlights that being away from familiar support systems and adapting to a new cultural and academic environment can be an isolating process, contributing to increased stress, anxiety, and reduced perceived social support

To address this, SIM has developed a structured student life ecosystem supported by its Student Development initiatives and programmes such as Project1095, which emphasises learning beyond the classroom and holistic growth. With close to 80 student clubs and co-curricular activities available, students are provided with multiple avenues to build connections and integrate into campus life.

From Co-Curricular Activities to Career Readiness
Student clubs are increasingly seen as more than recreational clubs, playing a meaningful role in preparing students for the workforce. Participation in such communities enables students to develop transferable skills aligned with employer expectations, including leadership, collaboration, and communication.

At SIM, student led initiatives span a broad spectrum, from arts and cultural groups that foster creativity and teamwork through performances and events, to sports and wellness communities that promote physical resilience and discipline. Leadership platforms such as student councils provide opportunities for students to organise initiatives and represent the student body, while international student communities support cultural integration and inclusivity.

In addition, special interest and professional clubs offer exposure to industry trends and peer led learning. Collectively, these platforms provide practical experiences that complement academic programmes and contribute to graduates’ overall employability.

Reflecting a Broader Shift in Higher Education
The increasing importance placed on student life reflects a wider evolution in higher education, where institutions are expected to support both academic achievement and personal development.

By investing in student communities and engagement, institutions like SIM are responding to this shift, providing environments where students can not only gain qualifications, but also build networks, resilience, and a strong sense of identity.

As prospective students weigh their options, the availability of vibrant campus communities and support systems is likely to remain a key differentiator in the higher education landscape.

Reference:

1. The experience of loneliness among international students participating in the BBC Loneliness Experiment: Thematic analysis of qualitative survey data – https://www.sciencedirect.com/science/article/pii/S2666518223000189?
2. Mental health concerns and needs of international students in higher education settings: A scoping review protocol – https://pmc.ncbi.nlm.nih.gov/articles/PMC12334020/
3. SIM CCA – https://www.sim.edu.sg/degrees-diplomas/life-at-sim/co-curricular-activities
4. SIM Project 1095 – https://project1095.simge.edu.sg/

https://www.sim.edu.sg/

Hashtag: #SIMGlobalEducation #SIMGE #GlobalEducation #InternationalDegree #CareerReady #FutureSkills

The issuer is solely responsible for the content of this announcement.

– Published and distributed with permission of Media-Outreach.com.

SINGAPORE – Media OutReach Newswire – 24 June 2026 – Asia Pacific Rayon’s (APR), a member of the RGE group of companies founded by Sukanto Tanoto, is showcasing the Riau Complex as a model for employee living that is redefining how industrial companies support their workforce. More than a residential area, the integrated township has established a new benchmark for employee living by combining quality housing, education, healthcare, recreation and community facilities within a single, self-sustaining ecosystem.

Designed to support employees and their families at every stage of life, the Riau Complex fosters a strong sense of community while providing convenient access to essential services close to the workplace. This integrated approach not only enhances wellbeing and work-life balance, but also strengthens workforce engagement, talent retention and long-term operational resilience. As industrial operations increasingly compete for skilled talent, purpose-built living environments such as the Riau Complex serve as a model for how companies can create thriving communities that support both employee success while driving sustainable business growth.

Located in Pangkalan Kerinci, the Riau Complex demonstrates how integrated residential infrastructure can enable industrial growth while enhancing employee wellbeing and community development. What began in 1993 as a quiet riverside village of just 200 homes has grown into a thriving township of more than 100,000 people today, and is now home to APR’s world-class viscose rayon operations. Over the years, the area has evolved into a key industrial and residential hub in Riau Province, supporting thousands of employees, contractors and local businesses connected to the broader manufacturing ecosystem.

Located approximately two hours from Pekanbaru, the Riau Complex integrates modern housing with education, healthcare and lifestyle infrastructure to support employees and their families near APR’s manufacturing operations. The self-sustaining community enables a smooth transition to life in Pangkalan Kerinci while fostering belonging, stability and a strong multicultural environment. Regular initiatives such as Cultural Week bring together employees of diverse nationalities to share traditions, food and performances, strengthening social cohesion and cross-cultural understanding.

The complex also hosts accredited schools managed by the Kerinci Citra Kasih Foundation (YKCK), including Mutiara Harapan School (SMH) and an International Baccalaureate (IB) Diploma school in Riau Province. Dedicated medical clinics, sports facilities and the RGE Community Centre (RGECC) further support employee wellbeing, professional productivity and community engagement.

Green spaces, recreational facilities and community activities further promote balanced living for residents of all ages. Together, these elements support not only operational efficiency but also the broader social and developmental wellbeing of the community, while the proximity to manufacturing sites helps reduce commuting time and improve work-life balance.

For many APR employees, these facilities play an important role in both their professional and personal life. By integrating residential, educational and recreational infrastructure into a single ecosystem, the Riau Complex supports workforce stability, employee wellbeing and APR’s long-term operational growth. The development also reflects how industrial companies are increasingly investing beyond manufacturing operations to create sustainable communities that can attract talent, strengthen employee engagement and support long-term regional development.

https://www.aprayon.com

Hashtag: #RGE #AsiaPacificRayon #APR #Indonesia #Kerinci #Riau #Vicose #Rayon #Talent #Community

The issuer is solely responsible for the content of this announcement.

– Published and distributed with permission of Media-Outreach.com.

MIL OSI

Harnessing Innovative Technologies to Drive Cultural Mobility and Foster Global Exchange

– Published and distributed with permission of Media-Outreach.com.

The upscale mixed-use development will feature luxury duplex villas, hotel rooms and lifestyle-led amenities in one of India’s leading wellness and spiritual destinations

– Published and distributed with permission of Media-Outreach.com.

MIL OSI

PERTH, Australia, Sept. 02, 2025 (GLOBE NEWSWIRE) —

HIGHLIGHTS

Ore Reserves Estimate Upgrade

• 33% increase in DSO (Direct Shipping Ore) grade Ore Reserves at Minim Martap to 144DMt of ore at 51.2% Al₂O₃ and 1.7% SiO₂ over 20 year mine life
• High alumina grade of >51% and low silica content will command a long-term price premium of up to US$11/t over Guinea Standard bauxite
• Ore Reserves for both Makan and Ngoundal will be completed during H2, 2025

Production – Staged development to reduce initial capital

• First ore production planned for Q1, 2026 and first bauxite shipment planned for H1, 2026
• Existing rail capacity available prior to the PQ2 rail upgrade allows low Capex, fast track development strategy
• Stage 1/Year 1 ore production target scheduled for 1.2WMt
• Staged production target to 6.0 wMtpa in Year 4 and 10.0 wMtpa in Year 6 has been scheduled around PQ2 rail upgrade. Further expansion above 10.0 wMtpa will be reviewed post PQ2
• The Project’s 20-year mine plan will be updated once Makan and Ngaoundal mine plans are completed
• Key investment of 9.1% in Camrail ensures strategic implementation in PQ2 upgrade and discussions ongoing with Camrail to potentially increase this.

Economics¹

• Stage 1 CAPEX to first ore shipment of US$96M
• AFG Bank Cameroon (AFG) debt facility of US$140M (with US$26 million drawn down to date) and existing cash in excess of Stage 1 capital development costs
• NPV₆ (Pre-tax) of US$835M
• IRR (Pre-tax) of 29%
• CAPEX to 2.1WMtpa production target (Year 2) an additional US$63M, CAPEX to 6.5WMtpa production target (Year 5) an additional US$187M and CAPEX to 10.0WMtpa production target (Year 7) an additional US$101M
• C1 Operating Costs: US$34.71/wmt (average LOM) detailed as follows:

Infrastructure

• Canyon acquired a 9.1% equity position in Camrail, the rail operator, in March 2025
• The World Bank has committed US$818M to upgrade the rail corridor under the PQ2 funding program. Camrail is scheduled to complete this work in 2030.
• Access to existing port infrastructure at Port du Bois (Douala) supports the Project’s low capital cost development strategy
• Purchase orders for rail locomotives and wagons have been placed with first equipment deliveries scheduled for Q1, 2026
• Mining, ore haulage and road upgrade contracts placed, and mining equipment scheduled to arrive on site Q1, 2026
• Project construction commenced in July 2025
• Project team in place with additional key hires to be made in H2, 2025

Investor Webinar/ Conference Call

• The Company will host an investor webinar and conference call today at 11am AWST, with details to follow in a separate announcement

Canyon Chief Executive Officer Peter Secker commented: “The compelling Definitive Feasibility Study outcome and Ore Reserves Upgrade will add to the significant momentum Canyon has achieved at Minim Martap.

“We have a world-class bauxite Project on any measure, with scale, a quality resource, and a highly supportive jurisdiction backing a Project that represents a major economic opportunity for Cameroon.

“With a project NPV of US$835M and IRR of 29%, in combination with a high grade 51% Al2O3 Ore Reserve places our product at the premium end of the market.

“Our staged approach to the development, along with its highly competitive 1^st Stage US$96M CAPEX, efficient mining process and US$140M debt financing in place, makes Minim Martap a compelling opportunity for our investors, and we look forward to taking them on an exciting journey with us through the Project’s execution and into production in H1, 2026.”

A Media Snippet accompanying this announcement is available by clicking on this link.

ASX Chapter 5 Compliance and Cautionary Statement

The production targets referred to in this announcement are 100% based on Proved and Probable Ore Reserves estimated at the Project. The current Proved and Probable Ore Reserves utilises 144.0Mt over the 20-year mining plan, which represents a portion of 30% of current global Measured category Mineral Resources estimated at the Project.

None of the Inferred category Mineral Resources underpin the production target. It is noted that there is a low level of geological confidence associated with Inferred Mineral Resources. There is no certainty that further exploration work will result in upgrading the Inferred Resources to Indicated status or that the production target itself will be realised.

The Ore Reserve and Mineral Resource Estimate have been prepared by Competent Persons, with Competent Persons Statements in Appendix 1.

The DFS developed engineering designs to provide costs at a +/- 15% level of accuracy.

The Company has concluded that it has a reasonable basis for providing the production targets, forecast financial information and other forward-looking statements included in this announcement. The detailed reasons for that conclusion are outlined throughout this announcement and all material assumptions, including JORC modifying factors (Appendix 3, JORC Table 1, Section 4) upon which the forecast financial information is based, are disclosed in this announcement. This announcement has been prepared in accordance with the JORC Code 2012 and the ASX Listing Rules.

All material assumptions relating to production targets and financial forecasts are detailed in this report and the Ore Reserve Statement in Appendix 2 on page 47.

Refer also to the further disclaimers and cautionary statements included before the Appendices to this announcement.

Leading bauxite developer Canyon Resources Limited (ACN 140 087 261) (ASX: CAY) (‘Canyon’ or the ‘Company’) has released the updated Definitive Feasibility Study (‘DFS’) for the Company’s flagship Minim Martap Bauxite Project (‘Minim Martap’ or ‘the Project’), which confirms the Project’s strong economics and outlines a pathway for the phased development of what is planned to be a major new bauxite producer.

The release of the DFS coincides with an updated Mineral Resource and results of an Ore Reserve Update for the Project. The Ore Reserve estimate has been increased by one third to 144Mt of DSO grade ore at 51.2% Al₂O₃ and 1.7% SiO₂, and which will underpin the long-term future of Minim Martap.

Located in Cameroon, Minim Martap will be executed as a capital-efficient, staged development by Canyon, with first ore production planned for Q1 CY2026 and first shipment to take place in 1H CY2026.

Canyon has commenced early works for the Project, including the construction of the Inland Rail Facility (IRF) that will be used to transfer ore from road to rail, the upgrade of the haul road to transfer ore to the IRF and the procurement of long lead items such as locomotives for rail haul.

The Company’s recently announced funding in the form of debt from AFG Bank Cameroon (AFG) (~US$140M), and equity from an options exercise by Eagle Eye Asset Holdings Pte Ltd (EEA) (A$25.4M) will fund long lead items and the Project’s Stage 1 CAPEX of US$96M.

RESOURCE AND RESERVE UPGRADE

The Ore Reserve estimation, conducted for the Minim Martap Deposit, adheres to the guidelines set by the Australasian Code for Reporting of Exploration Results, Mineral Resources, and Ore Reserves (JORC Code, 2012).

The 2025 Mineral Resource and Ore Reserve estimate for the Minim Martap bauxite deposit as reported by SRK is presented below in Table 1.

Pursuant to ASX Listing Rule 5.9.1, the Company provides the following summary in relation to Appendix 3 attached to this announcement.

MATERIAL DFS OUTCOMES AND ASSUMPTIONS

Economics

Minim Martap has exceptional economics, based on its low CAPEX requirements, and efficient mining and logistics that are forecast at US$35/wmt. These factors combine to provide the Project with a pre-tax NPV of US$835M and an IRR of 29%.

Figure 2 within the accompanying Media Snippet details the Project’s annual cashflows in real terms.

Production Target

The current 20-year mine plan and production schedule is based solely on the Proved Ore Reserve (JORC Code, 2012). The Life of Mine Plan (LOMP) provides a schedule of tonnes and grade for ore and waste over time for use in mining cost estimation and financial modelling.

The LOMP only includes Proved and Probable Ore Reserves as a source of DSO material.

Minim Martap can support elevated grades targeting 52% Al₂0₃ for the initial 3-year start-up period, before ramping up to 10 Million Wet Metric Tonnes/Annum of DSO product.

The operation will commence at the Danielle Plateau to minimise the required start-up time and capital before transitioning to Beatrice and Raymonde later in the mine life to effectively manage the SiO₂ in the product. SiO₂ is maintained below 2% total SiO₂ for the life of the mine.

The start-up period of the mine, due to low rail capacity, will require low machine utilisation from the mining fleet and therefore offer reasonable flexibility and redundancy early in the mine life.

Annual bauxite production schedule from the different plateaus of the Minim Martap Deposit is presented in Table 3.

The bauxite recovered from the surface mining process does not require any additional processing. The surface miner crushes the ore to the required size as a part of the mining process and this ore is then exported as DSO.

Mining method selected and other mining assumptions

The selected mining method for the Minim Martap Deposit is the use of surface miners, supported by front-end loaders (FELs) and truck haulage. This method is proven, efficient, and cost-effective for bauxite extraction, with successful use in similar areas like Guinea.

Run-of-Mine (ROM) ore will be transported to ROM pads and then off-site via an existing rail line. Waste material will largely be backfilled into the mined-out voids to support progressive rehabilitation, with minimal initial pre-stripping required on each plateau.

Cut-off grades were applied to meet a target product specification of 51% Al₂O₃ and ≤2% SiO₂. For the Danielle and Raymonde plateaus, Al₂O₃ cut-offs were necessary to meet the average Al₂O₃ requirement. However, as these deposits are naturally low in SiO₂, no further SiO₂ constraints were required beyond the existing resource cut-off of 15% SiO₂. In contrast, the Beatrice plateau contains high Al₂O₃ and did not require any Al₂O₃ cut-offs. However, it could not consistently meet the ≤2% SiO₂ threshold without significant losses. As a result, material from Beatrice was permitted to exceed the 2% SiO₂ target, provided it remained within the 2.5% low-quality SiO₂ limit, with blending during production ensuring compliance with overall product specifications. The cut-off grades are summarized below in Table 4:

Ore loss and dilution are applied within the mining models. The Danielle and Raymonde plateaus experienced limited impact from dilution due to their elevated Al₂O₃ cut-off; resulting in the application of a 25 cm loss and dilution approach, which aligns with the operational precision of the proposed surface miners. At Beatrice, a 0.7 m loss-only approach was applied to minimise the risk of reintroducing high-SiO₂ material through dilution. The following losses were also applied to account for operational constraints:

• 0.5 m ore loss is applied at the base of the deposit where the orebody comes into direct contact with the underlying clay zone.
• 0.5 m ore loss is also applied at the top of the deposit where the ore outcrops at surface to account for the stripping of topsoil and the potential contamination of ore by organic material during initial mining activities.

Mine to Port Infrastructure

The development and sustaining capital of the project is detailed below. It comprises a mine camp and mine site infrastructure for Camalco personnel, a haul road construction from the ROM pad to IRF, IRF, Doula Port development, and railway rolling stock.

To facilitate the start of this project, Camalco has committed to providing funding for a rail upgrade and will be reimbursed for these upfront funds through offsets against royalties and / or other charges. A working group composed of Ministry of Mines, Ministry of Finance, Ministry of Transportation, Ministry of Economy & Planning, Camrail & Camalco is being set up to finalise the form and timing of this reimbursement.

The Total Capital Expenditure for the Project is presented below in Table 5:

Funding

The Company currently believes that there are reasonable grounds to assume that the Project can be financed as envisaged in this announcement, on the following basis:

• AFG Bank Cameroon (AFG) debt facility of US$140M and existing cash in excess of Stage 1 capital development costs of US$96M;
• The Company has a long-term strategic shareholder, EEA, with proven mining sector expertise, long-term development and mining experience in Africa and successfully building companies through the lifecycle. EEA has invested US$80M through placements, the exercise of options and on-market purchases since 2022 to obtain 56.5% ownership in Canyon and currently holds 137M in-the-money options, which if exercised would result in a $9.6M cash inflow. Furthermore, EEA continues to support the Company through a US$124M underwriting agreement, signed in January 2025, and the potential participation in any future capital raises should they be required in order to maintain EEA’s cornerstone investment in Canyon;
• The Company and its board members have a successful track record of raising capital, whether through debt or equity, and successfully developing mining projects in Africa and globally;
• Additional capital expenditure will also be funded from free cashflows from the Project; and
• Canyon’s board believes that the funding requirements for the Project are manageable in relation to the Company’s current market capitalization, especially given the above mentioned facilities and existing cash balance.

Environmental Approvals

The Minim-Martap Bauxite Project involves Extraction of DSO Grade Bauxite from the Minim Martap Deposit, transportation of Bauxite through haul road from the mine stockyard to the Inland Railway Facility (IRF) in Makor for bauxite evacuation, and the establishment of a port terminal at the Autonomous Port of Douala (PAD) for bauxite export. This necessitates comprehensive Environmental and Social Impact Assessments (ESIAs) to comply with national and international regulations. Separate ESIA studies have been conducted at Mine site, Haul Road, IRF and Port Area.

Community

The local community strongly supports Minim Martap, recognising the significant long-term economic benefits of the Project.

Through the construction and operations of the Project, the Company expects to have a workforce comprised of 97 per cent local people.

Along with the macroeconomic benefits of a major resources project for the Cameroon economy, Minim Martap will also contribute to the development of new economic infrastructure and improvements to existing infrastructure facilities. This includes roads adjacent to the Project area and the 800km rail link from the Company’s Inland Rail Facility to the Port of Douala.

STUDY TEAM

The Definitive Feasibility Study was completed by Canyon with support from specialist consultants as listed below:

BAUXITE MARKET

Canyon commissioned CM Group to provide an independent assessment of the outlook for the global bauxite market, including a price forecast for the specific grades of bauxite to be exported from the proposed Minim Martap mine in Cameroon. Forecast Prices for Minim Martap Bauxite Under Base, High and Medium Cases, 2026 to 2036 (US$/dmt real 2025, CIF China) is presented in Figure 5.

For the purpose of establishing a long-term benchmark base case price, a freight rate forecast of US$17/Dry Metric Tonnes (dmt). Using this freight rate assumption, the base case long-term price forecast for Minim Martap bauxite is US$78/dmt CIF Shandong.

NEXT STEPS

2025

• Mining fleet on site (December)
• Makan & Ngaoundal permits (2H)
• Offtake discussions (2H)

2026

• Initial fleet of new locomotives and wagons delivered (January)
• First mine production (January)
• First bauxite shipment (H1)
• Alumina Refinery FS (Q3) and downstream value add strategy

THE MINIM MARTAP BAUXITE PROJECT DEFINITIVE FEASIBILITY STUDY OUTCOMES AND ASSUMPTIONS

1.0 Executive Summary

1.1 Introduction

Canyon Resources Limited (Canyon) is developing the Minim Martap Bauxite Project (the project) located in Central Cameroon, currently through its 100 percent owned subsidiary Camalco SA (Camalco). Following the grant of the Mining Permit for the Minim Martap mining areas, in accordance with Section 59 of the Mining Code, an entity of the State will be granted 10% ownership of the special purpose Joint Venture Company formed for that purpose, free of charge. The project is located approximately 800 km by rail, north-east of the Douala Port. The project is considered highly prospective for its high grade and low contaminant Direct Shipping Ore (DSO) Bauxite. Camalco aims to produce and export approximately 10 million tons per annum (mtpa) of bauxite utilising Cameroon’s established infrastructure facilities including railway corridor and ports.

1.1.1. Project Description

Minim Martap is a Greenfield Bauxite Development project, with mining operations proposed to be undertaken at three (3) plateaus namely Beatrice, Danielle and Raymonde, using surface miners targeting the production of DSO bauxite product with a grade of approximately 51% total alumina (Al2O3) and ≤2% total silica (SiO2).

DSO grade mined bauxite ore shall be transported by road for an approximate distance of 42 km to the rail head at the Inland Railway Facility (IRF) located at Makor. From there, the bauxite will be transported by rail to the Port of Douala before transshipment to ocean going capsize vessels. A schematic representation of the project is presented in Figure 1-1 within the accompanying Media Snippet.

The proposed project caters for the systematic extraction of Bauxite ore and its transportation, achieved by the upgrading of critical existing facilities including development of a road network from the mine to the existing rail facility 5km south of Makor, revamping of the rail network and development of port infrastructure facilities. This will have a positive impact on the Socio-Economic Development of the local inhabitants along with the generation of a significant amount of foreign exchange by selling of International standard DSO Grade Bauxite ore.

For the purpose of preparation of the Detailed Feasibility Study (DFS), Camalco has appointed various agencies to conduct relevant testworks /studies, as presented below in Table 1-1.

Table 1-1 – Agencies Involved for Conducting Various Studies

DASTUR Engineering International GmbH in association with M. N. Dastur & Company (P) Ltd. (DASTUR) has been mandated by Camalco to integrate the DFS for this project based on the studies conducted by various agencies as mentioned in Table 1-1 above.

1.1.2. Project Location

The Minim Martap Bauxite Project is made up of three (3) tenements referred to as Minim Martap, Makan, and Ngaoundal all located within the Vina and Djerem Departments of the Adamawa region in Central Cameroon.

The proposed mining areas, defined by the strategic scheduling and pit designs, are within three (3) plateaus (Danielle, Beatrice, and Raymonde) of the Minim Martap Mining/Exploitation Permit as shown in red in Figure 1-2 within the accompanying Media Snippet.

1.1 Geology, Mineral Resource and Ore Reserve Estimation

1.2.4. Geological Overview

The project area is located within the Central Cameroon Shear Zone (CCSZ), which is a major northeast–southwest trending structural feature that separates the North-West Cameroon Domain to the north from the Adamawa Domain to the south.

The bauxites were formed from the lateralization of the Cambrian granites. Subsequent erosion has resulted in the current landform of flat-topped plateaus separated by deeply incised valleys, with the bauxites occurring within remnant laterites on the plateau tops. The plateaus are very irregular in shape and, especially those in Minim Martap, are significantly elongated subparallel to the structural trend of the CCSZ. The plateau tops are generally quite flat, but the flanks are usually relatively steep.

The laterite profile typically comprises a thin soil covering, an iron-rich capping, a leached horizon where the removal of silica and iron has resulted in the residual enrichment of bauxite minerals, and a kaolinitic basal clay horizon. Most of the bauxite Mineral Resource is contained within the leached horizon, which is typically several meters thick.

The dominant mineral in the bauxite horizon is gibbsite, with an average concentration of approximately 75%. The other major minerals in order of abundance include goethite, and hematite, with lesser amounts of anatase, kaolinite, quartz, rutile. Boehmite and organic carbon concentrations are very low.

1.2.5. Mineral Resource Estimation

The Mineral Resource Estimate as reported by SRK for the Minim Martap, Makan and Ngaoundal tenements as at July 2025 is presented in Table 1-2 in the next page. The total estimated Mineral Resource considering the three (3) tenements amounts to about 1.1 Billion Metric Tonnes. The Mineral Resource estimates have been prepared to a sufficient quality standard and classified in accordance with the Australasian Code for Reporting of Exploration Results, Mineral Resources, and Ore Reserves (JORC Code, 2012), and SRK considers that the classifications reasonably reflect the Competent Person’s confidence in the estimates.

Based on the marketing studies commissioned by Camalco, and the mine planning work completed as part of the DFS, the following criteria have been used for resource reporting:

a) Danielle, Beatrice, Raymonde, Agnes, and Alice, which Camalco has identified as the high-grade priority plateaus, have been reported using a ≤ 15% SiO₂ cut-off grade applied to individual model cells.

b) All other plateaus have been reported using ≥ 35% Al₂O₃ and ≤ 15% SiO₂ cut-off grades applied to individual model cells.

Table 1-2 – Mineral Resource Estimate for Minim Martap – July 2025

1.2.6. Mining and Mining Inventory

The selected mining method for the Minim Martap Deposit considers the use of surface miners, supported by front-end loaders (FELs) and truck haulage. This method is proven, efficient, and cost-effective for bauxite extraction, with successful use in similar areas like Guinea.

Run-of-mine (ROM) ore will be transported to ROM pads and then off-site via an existing rail line. Waste material will largely be backfilled into the mined-out voids to support progressive rehabilitation, with minimal initial pre-stripping required on each plateau.

Using appropriate ore loss and dilution factors, the three plateaus considered for mining in the 20-year life of mine plan have an initial extractable mining inventory of 199.5 Mt (Table 1-3).

Table 1-3 – Total Extractable Mining Inventory for Minim Martap Deposit

The inventory beyond the Ore Reserve estimate (20-year life of mine plan-LOMP) is expected to support further extraction beyond current LOMP, upon 1st renewal of mining permit. The additional mining inventory not considered in the LOMP will include ore from the eight (8) plateaus forming a part of the Minim Martap Mineral Resource.

1.2.7. Ore Reserve Estimation

The Ore Reserve estimation, conducted for the Minim Martap Deposit adheres to the guidelines set by the Australasian Code for Reporting of Exploration Results, Mineral Resources, and Ore Reserves (JORC Code, 2012).

The 2025 Ore Reserve Statement for the Minim Martap bauxite deposit as reported by SRK, with an effective date of August 2025, is presented below as Table 1-4.

Table 1-4 – Minim Martap Ore Reserve Statement – August 2025

The Ore Reserve Estimate is based on the 2025 Mineral Resource Estimate and incorporates several modifying factors, including:

a) A required direct shipping ore (DSO) grade of 51% alumina (± 1%) and b) Considerations for ore loss and dilution derived from operational practicalities.
c) An economic stripping ratio informed by current cash costs and performance metrics.

The previous Ore Reserve estimate for the Minim Martap bauxite deposit, with an effective date of June 2022, was also reported in accordance with the JORC Code (2012). The 2025 update reflects changes due to a new life of mine plan (LOMP) based on the revised inputs:

a) Updated Mineral Resource estimate.
b) Estimates for ore loss and dilution.
c) DSO specifications.

1.2 Mining

1.3.1 Mining Methodology and Mining Models

The selected mining method for the Minim Martap Deposit considers the use of surface miners, supported by front-end loaders (FELs) and truck haulage. This method is proven, efficient, and cost-effective for bauxite extraction, with successful use in similar areas like Guinea.

Run-of-mine (ROM) ore will be transported to ROM pads and then off-site via an existing rail line. Waste material will largely be backfilled into the mined-out voids to support progressive rehabilitation, with minimal initial pre-stripping required on each plateau.

Cut-off grades were applied to meet a target product specification of 51% Al₂O₃ and ≤2% SiO₂. For the Danielle and Raymonde plateaus, Al₂O₃ cut-offs were necessary to meet the average Al₂O₃ requirement. However, as these deposits are naturally low in SiO₂, no further SiO₂ constraints were required beyond the existing resource cut-off of 15% SiO₂. In contrast, the Beatrice plateau contains high Al₂O₃ and did not require any Al₂O₃ cut-offs. However, it could not consistently meet the ≤2% SiO₂ threshold without significant losses. As a result, material from Beatrice was permitted to exceed the 2% SiO₂ target, provided it remained within the 2.5% low-quality SiO₂ limit, with blending during production ensuring compliance with overall product specifications. The cut-off grades are summarized below in Table 1-5.

Table 1-5 – Bauxite Cut-off Grades at Different Plateaus

Ore loss and dilution are applied within the mining models. The Danielle and Raymonde plateaus experienced limited impact from dilution due to their elevated Al₂O₃ cut-off; SRK applied a 25 cm loss and dilution approach, which aligns with the operational precision of the proposed surface miners. At Beatrice, SRK adopted a 0.7 m loss-only approach to minimise the risk of reintroducing high-SiO₂ material through dilution. SRK also applied the following losses to account for operational constraints:

a) 0.5 m ore loss is applied at the base of the deposit where the orebody comes into direct contact with the underlying clay zone.
b) 0.5 m ore loss is also applied at the top of the deposit where the ore outcrops at surface to account for the stripping of topsoil and the potential contamination of ore by organic material during initial mining activities.

Considering the above, the total Extractable Mining Inventory for the Minim Martap deposit is presented in Table 1-3.

1.3.2 Pit and Waste Dump Design

The Minim Martap Deposit supports a 20-year Life of Mine Plan (LOMP) based on current DSO specifications and applied modifying factors. Appropriate geotechnical and access considerations have been applied and risks relating to these are considered minimal due to the shallow nature of the ultimate pit design. External waste dumps have been provided for minimal initial pre-strip. These dumps are currently located over potential inventory outside of the 20-year life of mine and may result in some sterilization in the short term. The ultimate pit design base was left to align with the base of ore (BOO) as defined by the margin ranking exercise with no additional modification applied. There is a level of uncertainty associated with the location of this interface due to the drill spacing and potential fluctuations between the drill holes and an allowance of loss has been made within the models to account for this. This represents the largest risk to the inventory as presented in this LOMP. SRK considers the risk to the Project to be minimal as there is additional inventory available at comparable grades which can be introduced to the LOMP to supplement the feed if required. The waste material scheduled in the LOMP has an average grade of ~44% Al₂O₃ and 3.9% SiO₂ which presents the opportunity for a lower grade product for the operation. This material has not been selectively dumped or stockpiled in this study but should be considered in future study work to ascertain its future product potential and how to effectively separate the material for future use.

Waste dump locations for different plateaus are illustrated in Figure 1-3 within the accompanying Media Snippet and the Life of Mine Plan Inventory is shown in Table 1-6.

Table 1-6 – Life of Mine Plan Inventory

1.3.3 Life of Mine Production Schedule

The LOMP provides a schedule of tonnes and grade for ore and waste over time for use in mining cost estimation and financial modelling. The LOMP only includes Measured and Indicated material as a source of DSO material. The Minim Martap Project can support elevated grades targeting 52% Al₂0₃ for the initial 3-year start-up period, before ramping up to 10 Million Wet Metric Tonnes/Annum of product with DSO specification. The operation will commence at the Danielle Plateau to minimise the required start-up time and capital before transitioning to Beatrice and Raymonde later in the mine life to effectively manage the SiO₂ in the product, which can be maintained below 2% total SiO₂ for the life of the mine. The start-up period of the mine, due to low rail capacity, will require low machine utilisation from the mining fleet and therefore offer reasonable flexibility and redundancy early in the mine life.

The total material hauled from the mine and used as DSO product for the purpose of reporting is summarised below in Table 1-7.

Table 1-7 – Ore Summary – Hauled from Mine end as DSO Product

Year-wise bauxite mined along with waste removal and the stripping ratio is presented within the accompanying Media Snippet in Figure 1-4 and bauxite production schedule from the different plateaus of the Minim Martap Deposit is presented on the next page in Table 1-8.

Table 1-8 – Yearly Proposed Bauxite Production from Different Plateaus

1.4 Mine Site Infrastructure (MSI)

1.4.1 Purpose and Scope of MSI

The MSI is designed to provide support for all activities and services for mining operation. Its “battery limit” starts at the entrance of mining trucks from the Pit (excluding ROM stockpiles) and ends at the gatehouse at the beginning of the road towards the IRF (Inland Rail Facility).

The MSI comprises various modular, fit-for-purpose buildings and facilities, including dome shelters and transportable office modules. These include:

a) Heavy and Light Vehicle Workshops
b) HV and LV Wash Down Facility
c) Tyre Change Facility
d) Fuel Storage and Distribution
e) Bulk Lube Storage
f) Warehouse and Consumables Supply
g) Kitchen
h) Crib Rooms
i) Administration Area – Ablutions
j) Offices
k) Camp
l) Water Supply and Treatment
m) Sewage Treatment Facility
n) Waste Management
o) Weighbridge
p) Other facilities include a gatehouse, medical and emergency services, control room, and security room.
q) Accommodation for 40 Persons
s) A kitchen / mess for the residents
t) Laundry facility
u) A Club House with recreation buildings, sports facilities etc.
v) A dedicated building for CSR
w) Main Admin Building
x) Clinic and Emergency Response Building
y) A Mosque
z) A Technical Workshop

1.5 Hauling Road

The transportation logistics operation to support the mining activities consists of transportation of the bauxite from the ore stockpile at mine end to the stockpile at IRF (Inland railway facility) through trucks and from IRF to port through rail. As part of the development of the Minim Martap Bauxite project, the establishment of a functional link road between the village of Minim, the mining areas (Béatrice, Danielle and Raymonde) and the Makor station is a major strategic issue. This access road is intended to ensure the efficient transport of ore, as well as the movement of equipment and personnel. The total length of the main road is 42 km and that of the secondary branch roads is 15.81 km. The road layout envisaged is given in Figure 1-5 in the accompanying Media Snippet.

The geometry of the road has been defined to allow the safe movement of heavy machinery, with a reference speed of 40 km/h. The planned platform is 9m wide, including a 7m carriageway and two 1m shoulders. Longitudinal slopes are limited to 6% with some exceptions to 8%, with minimum radii of curvature of 100 m (80 m exceptionally).

The road development work for the road network connecting the Minim Martap Bauxite Deposit to the IRF are structured across six phases, including earthworks for the IRF, new road sections to the IRF, sections overlapping the RN15 National Highway, complementary segments linking Plateau Daniel to the IRF, and roads connecting the Béatrice, Raymonde plateaus with Minim village, all integrated into a unified network.

Alibaba has been assigned to construct the haul road. Alibaba is also responsible for loading bauxite in Truck (Total load of truck 80T) from MSI and hauling bauxite towards IRF, maintenance of road, unloading of bauxite at IRF stockpile and loading of bauxite into rail.

1.6 Rail

Minim Martap Bauxite Project is made up of 3 Explorations Permits, Minim Martap, Makan and Ngaoundal which are connected to the Douala Port through Rail Network as shown in Figure 1-6 within the accompanying Media Snippet.

Minim Martap and Makan Permits are adjacent and are located around 25 km from the Ngaoundal Permit. Overall, they cover an area of 981 Sq.Km. The bauxite ore occurs as independent plateaus. A total of 79 plateaus are recorded.

CAMALCO shall finance 4.5 billion CFA Francs (~US$8 million) to carry out the rehabilitation work and around 54 billion CFA Francs (~US$95 million) to build capacity in the existing railway infrastructure, through the construction of around 11 new crossing stations and the extension of existing crossing loops at 29 stations.

The above referred rail infrastructure development and rehabilitation expense/ financing will be carried out by CAMALCO, which will be compensated through offsets against royalties and / or other charges (Reference No 00000001/PV/MINMIDT/SG/DM/SDAM/DM/SSEM, Dated 26th June 2025). A working group composed of Ministry of Mines, Ministry of Finances, Ministry of Transportation, Ministry of Economy & Planning, CAMRAIL & CAMALCO is being set up for the above-mentioned compensation.

1.6.1 Inland railway Facility (IRF)

The nearest rail head to the Minim Martap Bauxite project is the Makor railway station, with three existing lines and a relatively flat terrain which is ideal for the establishment of the IRF. The transportation of bauxite from the mining area to the IRF location will be done by road trucks. Bauxite will be unloaded onto stockpiles adjacent to the existing rail siding prior to loading into the train ore wagons.  

IRF shall be developed in stages to meet the requirement of scaling of export volume from 2,1 Mtpa to 10 Mtpa and further for handling Alumina. The development will proceed in following stages:

• Stage 1
  Shorter Train (570 m) with a capacity of 2.1 mtpa

• Stage 2
  Longer Train (1140 m) with a capacity of 10 mtpa

• Stage 3
  Alumina Handling Train (1200 m)

1.6.2 Railway Network

The Douala-Yaoundé-Ngaoundere railway line of Camrail connects Douala port to Ngaoundere. The line between Douala-Yaoundé -Ngaoundere is split in two sections: Transcam 1(Douala – Yaoundé, 264 km) and Transcam 2 (Yaoundé – Ngaoundéré, 620 km)

Transportation Plan by Camrail

It includes the planning of Regional Project for the Improvement of the Performance of the Douala N’Djamena Rail/Road Corridor (PCDN) and Belabo – Ngaoundere Railway Line Renewal Project (PRBN).

Purpose of the Plan

a) Douala – Yaoundé

• Speed increase to 90 Km/h (for Passenger trains) (and 70 Km/h for freight trains)
• Increase in train path capacity

b) Belabo – Ngaoundere

• Speed increase to 90 Km/h (for Passenger trains) (and 70 Km/h for freight trains)
• Modification of signage
• Increase in train path capacity
• Opening of stations

Axle Load

a) Current

Current axle load of Douala – Ngaoundere section is 18 T.

b) Proposed

The proposed Axle load after completion of the track renewal work all along Douala –Ngaoundere is 20 T.

Rail Connectivity to Port

The take-off of the proposed IRF Rail siding is at Camrail CH: 796+870 km which is about 5.75 km from the Makor station. The proposed IRF line no. 1 connects Camrail at two locations i.e. CH: 796+870 km and CH: 798+823 km.

The movement of Bauxite per annum will be 2.1 million tons during Complete Track Renewal (CTR) phase and 10 million tons after CTR.

Train Configuration and Loop Extension

The train configuration before and after CTR is given as below:

a) Train Configuration Before CTR 2L+50W(570 m Train length)

b) Train Configuration Before CTR 1L+50W-2L-50W-1L (1140 m Train length)

Based on the data provided, most passing loops would be able to accommodate a 539 m-long train, with an exception of Yaoundé, which has a passing loop track length of 434 m.

Provision has been made during CTR works for additional crossing loops and the lengthening of existing rail loops to allow for movement of the longer trains required to facilitate the increased ore transportation.

The Port’s Rail infrastructure begins from the Port’s right of way near Sandaga Road level crossing, about 1.5 km away from the Bessengue railway station as shown in the Figure 1-7 given in the accompanying Media Snippet.

According to the report prepared by Systra, construction of 11 new crossing loops and 29 loop extensions has been proposed for hauling operation of longer train.

The port rail network consists of two marshalling yards (Rake-forming stations). Train services run from the marshalling yards to warehouses, port terminals and port operators’ industrial facilities and logistics bases. Each of these services function in the same manner as a branch line terminal, and their rail traffic management is the responsibility of the stations of the respective marshalling yards, as below:

a) Port Amont

The Upstream Port station for the upstream part of the port.

b) Port Aval

The Downstream Port station for the downstream part of the port.

1.7 Port and Transshipment

1.7.1. Project Purpose and Location

The project aims to establish a dedicated facility at the Port of Douala for barge loading of bauxite. For this, three locations were shortlisted and finally one location has been finalized. This preference is mainly due to its readily available waterfront towards both the North and West, existing rail tracks (Corridor 1 and Corridor 2) behind the storage space, and the potential for waterfront expansion. The site is a brownfield port facility, requiring some modification work, for bauxite transportation, and is located over 800 km away from the Minim Martap Bauxite Project.

1.7.2. Bauxite Properties and Climatic Conditions

The following bauxite properties and climatic conditions have been considered at the port stockpiling facility:

Physical Properties

Climatic Conditions

Douala experiences a tropical monsoonal climate with high humidity (99% in rainy season, 80% in dry season) and heavy rainfall from June to November. Average temperatures range from 23.33°C (August-October) to 30.56°C (March). Historical data shows average wind speeds of 6.2 km/hour in May, with maximum storm winds reaching 70 km/hour. The port has been impacted by significant storms and cyclones, such as Cyclone Eline (2000) and Cyclone Leo (2018), with Leo bringing sustained winds up to 120 mph. Tidal variation is from +0.6m (MLW) to +2.6m (MHW).

1.7.3. Site Geotechnical and Hydrographic Information

Douala’s earthquake hazard level is classified as low by the Think Hazard platform. The soil conditions of the selected plot are predominantly sandy formations with a clayey silt matrix, indicating an alluvial origin, where cohesion is not a governing criterion. The topography of the plot shows a mild slope from the North-East wood stockyard towards the South-West river-bank.

The Wouri River at Douala Port has a very gentle slope. Recent bathymetry revealed an average channel depth of 8m for navigation, though the far side has shallower drafts (5.5m to 6.5m). Periodic dredging is required for smooth navigation. The anchorage point is located 59 km away due to the mild slope of the navigational channel.

1.7.4. Traffic Projections and Operations

The project anticipates a phased increase in traffic:

a) Phase 1: Starting with 1.2 mtpa (Million Tonnes Per Annum) in 2026, increasing to 2.1 mtpa in 2027 and 1.7 mtpa in 2028 and 2029.
b) Phase 2: Further increasing to 6.3 mtpa in 2030, 7.0 mtpa in 2031, and reaching 10.0 mtpa in 2032. This 10 mtpa level will be checked during the Detailed Project Report (DPR) preparation.

The core operations at the port facility include:

a) Unloading of incoming loaded wagons.

b) Stacking of unloaded cargo.

c) Reclaiming from storage and barge loading for transshipment.

1.7.5. Rail Transportation and Wagon Handling

Bauxite will be transported exclusively by dedicated rakes from the mine to the port. The selection of wagon type will prioritize efficient unloading at the port and bulk loading at the mine, aiming to maximize operational benefits and minimize the number of wagons, maintenance, and downtime in the overall system.

Regarding wagon types, Flat Wagons and Covered Wagons are not suitable for large-scale bulk cargo transportation required for this project. For large cargo volumes, conventional discharge systems include:

a) Wagon Tippler arrangements for Top-Open Wagons.

b) Track Hoppers and associated tunnels for Bottom-Discharge type Wagons.

However, both requires considerable space, deep excavation, major civil works (especially challenging at Douala due to high water table), and a long implementation time. Both systems involve complex mechanical arrangements and control systems.

Grafix Engineering Consultant Pvt. Ltd. is conducting a detailed study to explore different options for wagon unloading, stockpiling and reclamation of DSO ore for further loading into the barges.

At the initial stage wagon unloading has been planned using crawler or tyre-mounted Mobile Crane (fitted with outriggers) having grab attachment from both sides of the rail siding. Subsequent stacking and reclaiming operation shall be done using pay loaders.

However to cater the enhanced production at a later stage, wagon unloading has been planned by using an electric-driven, rail-mounted travelling equipment with a traversing spiral (screw) type vertical unloading arm. Subsequent stacking and reclaiming operation shall be carried out using mechanised stacker reclaimer or travelling tripper and pay loader combination.

Two existing rail corridors (Corridor 1 and Corridor 2) are available near the project site. Corridor 2 is considered best suited for the project, particularly for fully mechanised handling, and offers adequate siding length to potentially accommodate a full rake without splitting in earlier stages. However, splitting loaded rakes will become unavoidable at higher traffic volumes.

1.7.6. Storage Capacity and System Efficiency

The design principle for the export facility emphasizes ensuring ships do not wait for cargo. Therefore, storage capacity will typically be at least one ship load or marginally higher, increasing with the number of ships to account for random arrivals, equipment downtime, and unforeseen rake disruptions. The conclusions in the Report prepared by Grafix Engineering Consultants Pvt. Ltd relating to the Port Studies: Planning and Design. recommend storage capacity of either 1.5 times the maximum ship size or 1/15 times the annual throughput.

Various storage options are considered, with initial stockpile capacities ranging from 0.2 MT to 0.3 MT and final capacities up to 0.5 MT. Some options involve extensive payloader and dumper operations, with stockpile heights initially limited to 6m due to soil properties and practical considerations. More mechanized options involve mobile rail-mounted unloading equipment discharging onto ground conveyors for stacking with elevated mobile tripper conveyors or rail-mounted travelling stacker/reclaimers. One option which utilizes Rail Siding Corridor-2 and a Rail Mounted Travelling type Stacker/Reclaimer, is considered best suited for fully mechanised handling.

Barge loader types vary from fixed radial movement loaders to those capable of travelling between multiple berths for greater economy.

1.7.7. Transhipment and Waterfront Operations

The facility will handle 10,000 DWT self-propelled barges for transshipment. The target ship size at anchorage is 170,000 DWT, with a loading target of 20,000 tonnes/day using Floating Cranes (provided by others). 24-hour night navigation is possible. The anchorage area is deemed tranquil enough for year-round transshipment, with 320 safe operating days per annum considered for barge movement and ship loading.

The selected plot, being at a corner of the water body, has both North and West waterfront access. The West side waterfront is initially preferred for barge loading due to an existing sheet pile front and direct access to the backup area. The existing Wood Handling Jetty on the North side may need to be dismantled to optimize waterfront utilization as traffic increases.

1.8 Environment Social and Community

The Minim-Martap Bauxite Project involves Extraction of DSO Grade Bauxite from the Minim Martap Deposit, transportation of Bauxite through haul road from the mine stockyard to the Inland Railway Facility (IRF) in Makor for bauxite evacuation, and the establishment of a port terminal at the Autonomous Port of Douala (PAD) for bauxite export. This necessitates a comprehensive Environmental and Social Impact Assessments (ESIAs) to comply with national and international regulations. Separate ESIA studies have been conducted at Mine site, Haul Road, IRF and Port Area.

1.8.1 ESMP Budget

Separate ESMP budget has been calculated for incorporation of the mitigation measures, identified for individual areas, which has been suitably considered under the cost head of respective unit operations.

1.9 Bauxite Market and Pricing

Camalco commissioned CM Group to provide an independent assessment of the outlook for the global bauxite market, including a price forecast for the specific grades of bauxite to be exported from the proposed Minim Martap bauxite mine in Cameroon. This independent assessment notes the following.

• Having set record highs in 2024 and early 2025, the CM Group forecast bauxite prices to decline over the next 2 years, as new supply enters the market, particularly from Guinea, the world’s largest exporting country.
• Over the medium term, CM Group forecast bauxite prices to shift structurally higher relative to historical averages, as mining costs and royalty charges increase in Guinea, pushing costs higher for marginal producers, resulting in higher FOB costs. Non-Guinean bauxite suppliers into China, such as Canyon’s proposed Minim Martap bauxite project, stand to benefit from the higher cost base in Guinea, given the positioning of Guinea’s marginal cost base at the top of the cost curve.

Forecast Priced for Minim Martap Bauxite Under Base, High and Medium Cases, 2026 to 2036 (US$/dmt real 2025, CIF China) is presented in Figure 1-8 within the accompanying Media Snippet.

For the purpose of establishing a long-term benchmark base case price, a freight rate forecast of US$17/Dry Metric Tonnes (dmt). Using this freight rate assumption, the base case long-term price forecast for Minim Martap bauxite is US$78/dmt CIF Shandong.

1.10 Project Execution and Implementation Plan

1.10.1. Implementation Schedule

The total estimated time-period for project implementation is estimated at 12 months for stage 1 of the project development from the “Initiation of Project Construction Activities”.

This schedule assumes that all related studies (Geology, Mining, MSI, Road, Rail, Port, etc.), finalization of project details, financing arrangements, statutory government clearances, and creation of a nucleus project organization are completed before construction begins. The DFS itself is tentatively scheduled for completion by August 2025.

1.10.2. Contracting Model

The project will use an Engineering, Procurement and Construction Management (EPCM) model. The EPCM scope includes design, construction, and commissioning of equipment and facilities, encompassing mine infrastructure, transport logistics, road design, project-wide operations/maintenance infrastructure, and contract arrangements with rail/port authorities.

The implementation strategy for various packages is based on discrete turnkey mode, where contracts have been awarded to separate agencies are awarded based on their expertise (e.g., main equipment supply, civil work, structural steelwork, utilities).

This approach is chosen to balance time and cost for the project, with an optimized number of discrete turnkey packages (four identified). The four packages are: Mine Development and Operation, Hauling Road, Rail Operation, and Port Construction and Transshipment.

The total operation of mining of Bauxite, stockpiling, Rail transportation, and Transshipment has been distributed under three (3) major Packages. The Packages and the selected agencies responsible for execution of the packages are mentioned in Table 1-9 as presented below.

Table 1-9 : Operation Methodology

1.10.3. Exclusions from EPCM Scope

Certain critical aspects remain under the Owner’s (Camalco’s) team, including mine pit design, mine road network design (except integration), procurement and management of mine pit equipment, performance of mining operations, acquisition of rights-of-way/permits, environmental/ social investigations, community programs, test work, land acquisition, and financial modeling.

1.10.4. Owner’s Execution Team and Operational Readiness

Camalco’s Owner’s Project Team will be onboarded gradually, including construction, engineering, HSEC, procurement, and management roles, to ensure a smooth transition to operations.

1.10.5. Participation of Authorities

Successful project implementation requires significant engagement and agreement with key Cameroonian stakeholders:

a) Ministry of Mines (MINMIDT) for exploitation permits and regulatory framework.

b) Ministry of Environment (MINEPDED) for environmental impact assessments, guidelines, certificates, and mine closure plans.

c) Ministry of Transportation for road use licenses and right-of-way discussions.

d) CamRail (rail service provider) for train control, track improvements, bauxite train priority, crew management, asset management, and infrastructure validation.

e) Port Authority of Douala (PAD) for access to the Wooden Terminal, dredging, right of way for conveying systems, and utility connections.

1.10.6. Engineering and Design

The EPCM Contractors will manage engineering to deliver contractual requirements within budget and schedule, complying with legislative requirements and recognized codes. The scope includes providing engineering support, participating in change management, supporting construction, providing technical input for procurement, reviewing vendor drawings, and assisting with commissioning and ramp-up. Battery limits for design are clearly defined for Mining, MSI, Road, IRF, Port, and Transshipment.

1.11 Cost and Financial Analysis

1.11.1  Operating Cost

Table 1-10 summarises the breakdown of cash costs.

Table 1-10 – Summary of Cash Costs

Figure 1-9 within the accompanying Media Snippet shows that transport and port operations constitute 82% of the all in sustaining costs (costs of production). Royalties and levies comprise 8%, while mining and waste removal only constitute 9% of all in sustaining costs.                          

1.11.2 Capital Expenses

The development and sustaining capital of the project is detailed below. It comprises of a haul road construction from the ROM pad to IRF, mine camp for Camalco personnel and railway rolling stock. To facilitate the start of this project, Camalco has committed to providing funding for rail upgrade but will be reimbursed for these upfront funds. The Total Capital Expenditure for the Project is presented below in Table 1-11.

Table 1-11 – Total Capital Expenditure

1.11.3 Sustaining Capital

Sustaining capital costs are included in contractor costs.

Contract mining cost and haulage cost from mine to IRF are inclusive of a capital charge and as such, no separate sustaining capital expenditure for the project owner is applied.

Arise Port and Logistics, the contractor chosen for port and logistics, includes the maintenance of rolling stock.

1.11.4 Project Economics

Table 1-12 presents a summary of key outcomes in the cashflow analysis of the project in real terms and

Figure 1-10 within the accompanying Media Snippet shows the annual free cash flow in real terms.

Table 1-12 – Summary of Key Economic Assumptions

1.11.5 Sensitivity analysis

Sensitivity for the impact of changes in key assumptions, namely bauxite price, mining and other costs, transport and capital expenditure, to the project evaluation was conducted. Each assumption was independently increased and decreased by 10% and 20% to determine the impact on the project cash flow value, as detailed in, as illustrated in Figure 1-11 within the accompanying Media Snippet.

From this sensitivity analysis, it is evident that the NPV is most sensitive to changes in the bauxite price followed by transport cost, but with much less sensitivity. Mining operating costs and capital expenditure have the least impact on project NPV.

APPENDIX 1 – COMPETENT PERSON STATEMENTS

Competent Person’s Statement – Mineral Resources

The information in this announcement that relates to mineral resources is based on information compiled or reviewed by Mr Rodney Brown, of SRK Consulting (Australasia) Pty Ltd. Mr Rodney Brown is a member of the Australian Institute of Mining and Metallurgy and has sufficient experience that is relevant to the style of mineralisation and type of deposit under consideration and to the activity which he is undertaking, to qualify as a Competent Person in the terms of the Australasian Code for Reporting of Exploration Results, Mineral Resources and Ore Reserves (JORC Code, 2012).

Mr Brown consents to the inclusion in the announcement of the matters based on his information in the form and context in which it appears.

Competent Person’s Statement – Ore Reserves

The information in this report that relates to Ore Reserves is based on information compiled or reviewed by Mr Donald Elder, of SRK Consulting (Australasia) Pty Ltd, a Competent Person who is a Member of the Australasian Institute of Mining and Metallurgy, Mr Scott McEwing, of SRK Consulting (Australasia) Pty Ltd, a Competent Person who is a Member of the Australasian Institute of Mining and Metallurgy, Mr Tyrone Woodfin, of SRK Consulting (Australasia) Pty Ltd, a Competent Person who is a Member of the Australasian Institute of Mining and Metallurgy, and Mr Mihir Malla, a Competent Person who is a Member of the Australasian Institute of Mining and Metallurgy and is currently employed by Camalco.

Mr Elder, Mr McEwing, Mr Woodfin and Mr Malla have sufficient experience that is relevant to the style of mineralisation and type of deposit under consideration and to the activity which he is undertaking, to qualify as a Competent Person in the terms of the Australasian Code for Reporting of Exploration Results, Mineral Resources and Ore Reserves (JORC Code, 2012).

Mr Elder, Mr McEwing, Mr Woodfin and Mr Malla consents to the disclosure of information in this report in the form and context in which it appears.

APPENDIX 2 – ORE RESERVE STATEMENT

SRK Consulting (Australasia) Pty Ltd (SRK) has contributed to an updated Ore Reserve estimate for the Minim Martap bauxite deposit, which is part of the Minim Martap mining project located in the Adamawa Province of central Cameroon. The update to the Ore Reserve estimate is based on an updated Mineral Resource estimate, completed by Mr Rodney Brown from SRK (Australasia) Pty Ltd dated June 2025 and a DFS (Detailed Feasibility Study Minim-Martap Bauxite Project) dated August 2025, compiled by M. N. Dastur and Company (P) Ltd and a LOMP completed by SRK (Australasia) Pty Ltd. The project is owned by Camalco SA, a wholly owned subsidiary for Canyon Resources Limited.

This Ore Reserve estimate adheres to the guidelines set by the Australasian Code for Reporting of Exploration Results, Mineral Resources, and Ore Reserves (JORC Code, 2012).

The 2025 Ore Reserve estimate for the Minim Martap bauxite deposit, with an effective date of August 2025, is shown in Table 1.

The Ore Reserve estimate is based on the 2025 Mineral Resource estimate and incorporates several modifying factors, including:

• a required direct shipping ore (DSO) grade of 51% alumina (±1%) and
• considerations for ore loss and dilution derived from operational practicalities
• an economic stripping ratio informed by current cash costs and performance metrics.

The Ore Reserve estimate considers only three plateaus within the Minim Martap concession area: Danielle, Raymonde and Beatrice. There is sufficient ore, at the required product grade, to fulfill the 20-year mine plan that supports this Ore Reserve.

The previous Ore Reserve estimate for the Minim Martap bauxite deposit, with an effective date of June 2022, was also reported in accordance with the JORC Code (2012). The 2025 update reflects changes due to a new life of mine plan (LOMP) based on the revised inputs:

• updated Mineral Resource estimate
• estimates for ore loss and dilution
• DSO specifications.

Figure 1 within the accompanying Media Snippet provides a summary of the conversion from the 2025 Mineral Resource model to the 2025 Ore Reserve estimate.

Table 1: Minim Martap Ore Reserve Statement – Effective Date 31 August 2025

Notes:

1. Unless stated otherwise, tonnes are reported as dry metric tonnes.
2. The information in the statement presented in Table ES.1 that relates to the Ore Reserve estimate is based on mine planning work undertaken by Tyrone Woodfin of SRK Consulting (Australasia) Pty Ltd. Tyrone Woodfin is a Member of the Australasian Institute of Mining and Metallurgy and has sufficient experience that is relevant to the style of mineralisation and mine planning systems and process he is undertaking, to qualify as a Competent Person in terms of the Australasian Code for Reporting of Exploration Results, Mineral Resources and Ore Reserves (JORC Code, 2012 edition). The Competent Person consents to the inclusion of such information in this Report in the form and context in which it appears.
3. The mine planning has been reviewed by Scott McEwing of SRK Consulting (Australasia) Pty Ltd. Scott McEwing is a Fellow and Chartered Professional of the Australasian Institute of Mining and Metallurgy and has sufficient experience in Ore Reserve estimation and bauxite projects to qualify as a Competent Person in terms of the Australasian Code for Reporting of Exploration Results, Mineral Resources and Ore Reserves (JORC Code, 2012 edition). The Competent Person consents to the inclusion of such information in this Report in the form and context in which it appears.
4. The Ore Reserve report and economic assessment has been compiled and supervised by Donald Elder of SRK Consulting (Australasia) Pty Ltd. Donald Elder is a Member of the Australasian Institute of Mining and Metallurgy and has sufficient experience in Ore Reserve estimation and reporting to qualify as a Competent Person in terms of the Australasian Code for Reporting of Exploration Results, Mineral Resources and Ore Reserves (JORC Code, 2012 edition). The Competent Person consents to the inclusion of such information in this Report in the form and context in which it appears.
5. The information on marketing, revenue drivers, permitting and ESG², mine, rail, and port infrastructure as well as capital and cost metrics used in various sections of this estimate has been compiled, supported and supervised by Mihir Malla of Camalco SA. Mihir Malla is a Member of the Australasian Institute of Mining and Metallurgy and has sufficient experience that is relevant to the style of mineralisation and bauxite projects to qualify as a Competent Person in terms of the Australasian Code for Reporting of Exploration Results, Mineral Resources and Ore Reserves (JORC Code, 2012 edition). The Competent Person consents to the inclusion of such information in this Report in the form and context in which it appears.

APPENDIX 3 – JORC CODE 2012 TABLE 1

Section 1: Sampling techniques and data

(Criteria in this section apply to all succeeding sections).

Section 2: Reporting of exploration results

Section 3: Estimation and reporting of Mineral Resources

(Criteria listed in Section 1 and, where relevant, in Section 2 also apply to this section.)

Section 4 Estimation and Reporting of Ore Reserves

(Criteria listed in section 1, and where relevant in section 2 and 3, also apply to this section.)

This announcement has been approved for release by the Canyon’s Board of Directors.

Forward Looking Statements and Cautionary Statements

This announcement contains “forward-looking statements” and “forward-looking information”, such as statements and forecasts which include (without limitation) financial forecasts, production targets, industry and trend projections, statements about the feasibility of the Project and its financial outcomes (including pursuant to the DFS), future strategies, results and outlook of Canyon and the opportunities available to Canyon. Often, but not always, forward-looking statements and information can be identified by the use of words such as “plans”, “expects”, “is expected”, “is expecting”, “budget”, ‘outlook”, “scheduled”, “target”, “estimates”, “forecasts”, “intends”, “anticipates”, or “believes”, or variations (including negative variations) of such words and phrases, or state that certain actions, events or results “may”, “could”, “would”, “might”, or “will” be taken, occur or be achieved. Such information is based on assumptions and judgments of Canyon regarding future events and results. Readers are cautioned that forward-looking statements and information involve known and unknown risks, uncertainties and other factors which may cause the actual results, targets, performance or achievements of Canyon to be materially different from any future results, targets, performance or achievements expressed or implied by the forward-looking statements and information.

Forward-looking statements and information are not guarantees of future performance and involve known and unknown risks, uncertainties, sensitivities, contingencies, assumptions and other important factors, many of which are beyond the control of Canyon and its directors and management. Past performance is not a guide to future performance. Key risk factors (including as associated with the DFS) are detailed (non-exhaustively) in this announcement or in Canyon’s previous ASX announcements). These and other factors (such as risk factors that are currently unknown) could cause actual results, targets, performance or achievements anticipated (including in the DFS) to differ materially from those expressed in forward-looking statements and information.

Forward-looking statements and information (including Canyon’s belief that it has a reasonable basis to expect it will be able to fund the costs of the Project for its estimated life of mine) are (further to the above) based on the reasonable assumptions, estimates, analysis and opinions of Canyon made in light of its perception of trends, current conditions and expected developments, as well as other factors that Canyon believes to be relevant and reasonable in the circumstances at the date such statements are made, but which may prove to be incorrect. Although Canyon believes that the assumptions and expectations reflected in such forward-looking statements and information (including as described throughout this announcement) are reasonable, readers are cautioned that this is not exhaustive of all factors which may impact on the forward-looking statements and information. Canyon does not undertake to update any forward-looking statements or information, except in accordance with applicable securities laws.

Investors should note that there is no certainty that the Project will be feasible and there can be no assurance of whether it will be developed, constructed and commence operations, whether the DFS results will be accurate, whether production targets will be achieved or whether Canyon will be able to raise funding when it is required (nor any certainty as to the form such capital raising may take, such as equity, debt, hybrid and/or other capital raising). It is also possible that such funding may only be available on terms that dilute or otherwise affect the value of Canyon’s shares. It is also possible that Canyon could pursue other ‘value realisation’ strategies such as sale, partial sale, or joint venture of the Project. Risk factors which are set out (non-exhaustively) in this announcement, or in Canyon’s previous ASX announcements, highlight key factors identified by Canyon which may cause actual results to differ from the DFS or may otherwise have material detrimental impacts on Canyon and its business.

Mineral Resource and Ore Reserve estimates are necessarily imprecise and depend on interpretations and geological assumptions, minerals prices, cost assumptions and statistical inferences (and assumptions concerning other factors, including mining, processing, metallurgical, infrastructure, economic, marketing, legal, environmental, social and governmental factors) which may ultimately prove to be incorrect or unreliable. Mineral Resource and Ore Reserve estimates are regularly revised based on actual exploration or production experience or new information and could therefore be subject to change. In addition, there are risks associated with such estimates, including (among other risks) that minerals mined may be of a different grade or tonnage from those in the estimates and the ability to economically extract and process the minerals may become compromised or not eventuate. Canyon’s plans, including its mine and infrastructure plans, and timing, for the Project, are also subject to change. Accordingly, no assurances can be given that the production targets, financial forecasts or other forecasts or other forward-looking statements or information will be achieved.

Investors are advised that the assumptions and inputs to the financial model may require review as project development progresses. While the Company considers all the material assumptions to be based on reasonable grounds, there is no certainty that they will prove to be correct or that the production targets or estimated outcomes indicated by the DFS (such as the financial forecasts) will be achieved. Given the various uncertainties involved, investors should not make any investment decisions based solely on the results of the DFS.

Production Targets and Financial Forecasts derived from the Production Targets

This announcement contains production targets for the Project, which are 100% underpinned by the Proved and Probable category Ore Reserves estimated at the Project pursuant to the JORC Code (2012). The estimated Ore Reserves underpinning the production targets have been prepared by a competent person in accordance with the JORC Code.

The Inferred category Mineral Resource estimates at the Project have not been included in the Ore Reserves or production targets and have not been included when determining the forecast financial information detailed in this announcement. There is a low level of geological confidence associated with Inferred Mineral Resources and there is no certainty that further exploration work will result in the determination of Indicated Mineral Resources (or Ore Reserves) in relation to that mineralisation.

The production targets for the Project and the financial forecasts disclosed in this announcement (including as derived from those production targets) are based on the material assumptions outlined in this announcement and are subject to various risk factors, such as those (non-exhaustively) outlined, or referred to, in this announcement and in previous ASX announcements. These include assumptions and risk factors about the availability of funding. While Canyon considers all the material assumptions to be based on reasonable grounds, there is no certainty that they will prove to be correct or that the Mineral Resource and Ore Reserve estimates are accurate or that the production targets or financial forecasts as indicated in this announcement will be achieved.

Non-IFRS financial measures

This announcement contains certain financial measures (such as NPV and IRR) that are not recognised under International Financial Reporting Standards (IFRS). Although the Company believes these measures provide useful information about the Company’s financial forecasts, they should not be considered in isolation or as a substitute for measures of performance or cash flow prepared in accordance with IFRS. As these measures are not based on IFRS, they do not have standardised definitions and the way the Company calculates these measures may not be comparable to similarly titled measures used by other companies. Consequently, undue reliance should not be placed on these measures.

Not financial product advice

This announcement, and the information provided in it, does not constitute, and is not intended to constitute, financial product or investment advice, financial, legal, tax, accounting or other advice, or a recommendation to acquire any securities of Canyon. It has been prepared without taking into account the objectives, financial or tax situation or particular needs of any individual. Canyon is not licensed to provide financial product advice in respect of an investment in securities or otherwise.

Past performance

Any information regarding past performance included in this announcement is given for illustrative purposes only and should not be relied upon as (and is not) an indication of Canyon’s views, or that of any other party involved in its preparation, on Canyon’s future performance or condition or prospects.

Not an offer

This announcement is not a prospectus, product disclosure statement or other offering document under Australian law or any other law and will not be lodged with the Australian Securities and Investments Commission. This announcement is for information purposes only and is not an invitation, offer or recommendation with respect to the subscription, purchase or sale of any security in Canyon, or any other financial products or securities, in any place or jurisdiction.

No liability

The information contained in this announcement has been prepared in good faith by Canyon. However, no guarantee, representation or warranty expressed or implied is or will be made by any person (such as Canyon and its affiliates, directors, officers, employees, associates, advisers and agents) as to the accuracy, reliability, correctness, completeness or adequacy of any statements, estimates, options, conclusions or other information contained in this announcement, except as required by law.

To the maximum extent permitted by law, Canyon and its affiliates, directors, officers, employees, associates, advisers and agents each expressly disclaims any and all liability, including, without limitation, any liability arising out of fault or negligence, for any loss arising from the use of or reliance on information contained in this announcement including representations or warranties or in relation to the accuracy or completeness of the information, statements, opinions, forecasts, reports or other matters, express or implied, contained in, arising out of or derived from, or for omissions from, this announcement including, without limitation, any financial information, production targets, financial forecasts, estimates or projections and any other information derived therefrom. Statements in this announcement are made only as of the date of this announcement unless otherwise stated and the information in this announcement remains subject to change without notice. No responsibility or liability is assumed by Canyon or any of its affiliates, directors, officers, employees, associates, advisers or agents for updating information in this announcement or to inform any recipient of any new or more accurate information or any errors or omissions of which Canyon or any of its affiliates, directors, officers, employees, associates, advisers or agents may become aware, except as required by law.

__________________________

¹ Economics are on a 100% basis. The Project is currently 100% owned by Camalco, a wholly owned subsidiary of Canyon. Following granting of the Mining Permit for the Minim Martap mining areas, in accordance with Section 59 of the Mining Code, an entity of the State will be granted 10% ownership of the special purpose Joint Venture Company formed for that purpose, free of charge.
² ESG – environmental, social and governance

– Published by The MIL Network

MIL OSI

MIL OSI

MIL OSI

JOHOR, MALAYSIA – Media OutReach Newswire – 22 May 2026 – Forest City Golf Resort announced that the Forest City Classic Course recorded its largest year-on-year rise in rankings to date in the 2026 Asia Top 100 Golf Courses, advancing 14 positions to No. 36 in Asia and retaining its status as Malaysia’s top-ranked course. Adding to the momentum, the on-site Forest City Golf Hotel was recently recognised with the 2025 Agoda Gold Circle Award. As Malaysia gears up for Visit Malaysia 2026 and Visit Johor 2026, the resort expects heightened regional interest in golf travel.

Strong Rankings and Asia Golfing Trend Underscore Forest City’s Readiness for Increased Demand

According to Forest City Golf Resort, it hosted more than 100,000 golfers in 2025. Driven by national and state campaigns and expected rising interest in golf, 2026 is expected to see continued growth in visitor arrivals, especially among recreational and leisure-focused golfers.

Visit Malaysia 2026 and Visit Johor 2026 are complementary, government-led tourism campaigns designed to stimulate inbound and domestic travel through coordinated promotion, marquee events, and service enhancements across key gateways and destinations. With ambitious targets — Visit Malaysia 2026 aims to attract 47 million tourists and generate RM147.1 billion in tourism receipts, while Visit Johor 2026 targets 12 million visitors and an estimated RM42 billion in economic impact by year-end — these initiatives are expected to drive increased demand for hospitality, events, and leisure around Forest City SFZ throughout 2026.

Meanwhile, Asia has seen a growing interest in golf participation and travel. Urban driving ranges and family-oriented mini-golf are broadening entry points to the game, and independent data from the R&A, one of the two governing bodies globally determining the rules of golf, revealed in 2024 that Asia leads the global golf population ahead of Europe, Canada, and all other R&A affiliated regions (excluding the US and Mexico, which are affiliated with the USGA). International golf travel into Asia is also growing, with Southeast Asia in particular strengthening its position as one of the most attractive regions for golf tourism due to championship courses, quality hospitality, and diverse cultural experiences — signalling a broad-based upswing supported by participation growth, investment, and tourism.

Against this backdrop, with the Forest City Classic Course ranking No. 36 in Asia and No. 1 in Malaysia for 2026, the resort is well positioned to translate demand into stay-and-play bookings, corporate golf events, and family getaways. Forest City Golf Resort also recently won the 2025 Agoda Gold Circle Award, reinforcing its appeal as an integrated golf-and-hospitality proposition designed to support stronger occupancy, longer lengths of stay, and higher per-guest spend through 2026.

Classic and Legacy Courses Anchor Forest City Golf Resort: Seven Years, One Consistent Verdict

Forest City Golf Resort in Johor, Malaysia, offers two 18-hole championship courses: the Classic Course, designed by veteran course architect Liang Guokun, and the Legacy Course, a signature collaboration between Jack Nicklaus and Jack Nicklaus II. Both have achieved strong rankings in Asia.

Co-hosted by the Chinese and Korean editions of Golf Travel magazine since 2016, the Asia Top 100 Golf Courses ranking evaluates course design, playability, landscape aesthetics, and technical difficulty. The Classic Course first entered the list in 2018 and has maintained an unbroken presence through 2026.

In 2026, the Classic Course placed No. 36 in Asia — an improvement of 14 places. Within Malaysia, three courses were recognised; Forest City ranked No. 1 nationally, with the others at No. 55 and No. 73.

Forest City views this sustained recognition as evidence of relentless operational refinement and consistent course quality. In a competitive ranking where many venues rotate in and out, seven consecutive appearances reflect consistently high professional standards in design, conditioning, and the playing experience, as well as a deep commitment to achieving higher levels of excellence.

Course Design Philosophies: Return to Nature, Calibrated Challenge

Forest City Golf Resort’s 36 holes present complementary architectural signatures at international championship standard.

The Classic Course, by veteran architect Liang Guokun, exemplifies his “Return to Nature” philosophy through multi-layered landscapes, sculpted bunker lines, and lake vistas integrated strategically across every hole. The lakes form part of the course’s water management system, delivering visual drama and functional sustainability in tandem. Liang’s standing is independently validated: both the Classic Course and his Holiday Island Golf Club feature in the 2026 Asia Top 100.

For golfers, the Classic Course translates design intent into experience: each shot invites thoughtful decision-making, rewarding precision and course management while immersing players in a carefully composed natural setting. The result is a round that challenges skill and strategy while offering a sense of progression through a living landscape.

The Legacy Course, a signature collaboration between Jack Nicklaus and Jack Nicklaus II, adds a distinct counterpoint. This rare father-and-son design balances calibrated challenge with aesthetic appeal, catering to players who seek a different test from the Classic Course while maintaining championship credentials.

Both the Classic and Legacy courses are GEO Certified, underscoring verified environmental stewardship rather than self-declared claims. In 2025, Forest City Golf Resort hosted several major tournaments and welcomed more than 100,000 golfers, confirming the venue’s role as an active stage for diverse styles of play as well as an exceptional destination for visiting golfers.

Beyond the Courses: Forest City as a Golf Tourism Destination

Forest City Golf Resort operates as an active international competition venue as well as a premier leisure destination. Its regularly held tournaments and growing visitor numbers underscore consistent utilisation throughout the year. These metrics also complement the Asia Top 100 recognition and reflect the resort’s capacity to stage events at scale while maintaining a high-quality guest experience.

Set within Forest City’s wider leisure ecosystem, the resort benefits from approximately 4 km of coastline, curated mangrove boat tours, sea-fishing, and year-round food and beverage options. This natural and amenity-rich setting supports repeat visitation: close enough to Singapore for convenient access and continually evolving to reward the return visit with rich and diverse experiences and itineraries.

Beyond golf, Forest City Golf Resort has secured nearly 20 industry accolades since 2018, contributing to Forest City’s portfolio of more than 40 international awards overall. For organisers, these third-party validations, combined with proven MICE infrastructure and cross-border connectivity, translate into a reliable platform for corporate golf days, incentive travel, and multi-event calendars — breathtaking for the new, heartwarming for the familiar.

Resort Overview

• Location: Forest City, Johor. Approximately 2 km from Singapore at the closest point.
• Access: Approximately 40 minutes’ drive to Singapore’s CBD via the Second Link Crossing (travel time subject to traffic).
• Accommodation: Forest City Golf Hotel (five-star; recipient of 2025 Agoda Gold Circle Award) and garden villas. Golf Villa show units renovated with a “limitless space,” intended for groups and families.
• MICE and corporate: Conference and event facilities available for corporate golf days, incentive travel, and board-level meetings. Catering and breakout spaces available.
• Visitor volumes (2025): More than 100,000 golfers visited; among Malaysia’s most visited golf clubs.
• Booking: Tee times, stay-and-play packages, and corporate event enquiries are available via the official site at https://fcgolfresort.com/.

Looking Ahead: Consistency as a Competitive Advantage

Sustained recognition in the Asia Top 100 reflects consistent investment in course quality, operations, and environmental management (including ongoing GEO certification) — commitments Forest City Golf Resort expects to carry forward through 2026 and beyond. As the Visit Malaysia 2026 and Visit Johor 2026 campaigns take effect, the resort anticipates stronger demand across stay-and-play bookings, corporate events, and family leisure. These conditions, combined with its proximity to Singapore and integrated amenity offering, strengthen Forest City’s value proposition as a golf tourism destination and integrated resort platform for golfers, organisers, and long-term stakeholders alike.

Hashtag: #ForestCity

The issuer is solely responsible for the content of this announcement.

– Published and distributed with permission of Media-Outreach.com.

Opening in 2027, the integrated development in Penang redefines retirement with a connected and community-driven environment

– Published and distributed with permission of Media-Outreach.com.

SINGAPORE- Media OutReach Newswire – 14 May 2026 – Beyond academic rankings and programme offerings, students today are placing increasing emphasis on campus life, wellbeing support, and a sense of belonging when choosing where to pursue higher education.

This shift reflects a broader trend across the sector, where institutions are being evaluated not only on academic outcomes, but also on their ability to provide holistic student experiences that support mental wellbeing, social integration, and career readiness.

At the Singapore Institute of Management (SIM), student engagement has become a central pillar of the learning experience, with a wide network of student led clubs and communities designed to support both personal and professional development.

A Growing Priority: Belonging and Wellbeing

Industry observations indicate that students, particularly those transitioning from secondary education or arriving from overseas, often face challenges such as social isolation, cultural adjustment, and limited peer support networks. Research also highlights that being away from familiar support systems and adapting to a new cultural and academic environment can be an isolating process, contributing to increased stress, anxiety, and reduced perceived social support

To address this, SIM has developed a structured student life ecosystem supported by its Student Development initiatives and programmes such as Project1095, which emphasises learning beyond the classroom and holistic growth. With close to 80 student clubs and co-curricular activities available, students are provided with multiple avenues to build connections and integrate into campus life.

From Co-Curricular Activities to Career Readiness

Student clubs are increasingly seen as more than recreational clubs, playing a meaningful role in preparing students for the workforce. Participation in such communities enables students to develop transferable skills aligned with employer expectations, including leadership, collaboration, and communication.

At SIM, student led initiatives span a broad spectrum, from arts and cultural groups that foster creativity and teamwork through performances and events, to sports and wellness communities that promote physical resilience and discipline. Leadership platforms such as student councils provide opportunities for students to organise initiatives and represent the student body, while international student communities support cultural integration and inclusivity.

In addition, special interest and professional clubs offer exposure to industry trends and peer led learning. Collectively, these platforms provide practical experiences that complement academic programmes and contribute to graduates’ overall employability.

Reflecting a Broader Shift in Higher Education

The increasing importance placed on student life reflects a wider evolution in higher education, where institutions are expected to support both academic achievement and personal development.

By investing in student communities and engagement, institutions like SIM are responding to this shift, providing environments where students can not only gain qualifications, but also build networks, resilience, and a strong sense of identity.

As prospective students weigh their options, the availability of vibrant campus communities and support systems is likely to remain a key differentiator in the higher education landscape.

Reference:

1. The experience of loneliness among international students participating in the BBC Loneliness Experiment: Thematic analysis of qualitative survey data – https://www.sciencedirect.com/science/article/pii/S2666518223000189?
2. Mental health concerns and needs of international students in higher education settings: A scoping review protocol – https://pmc.ncbi.nlm.nih.gov/articles/PMC12334020/
3. SIM CCA – https://www.sim.edu.sg/degrees-diplomas/life-at-sim/co-curricular-activities
4. SIM Project 1095 – https://project1095.simge.edu.sg/

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For the past 20 years Annette Hall has been like a mother to the boaties of the Far North.

She’s kept tabs on where they are with twice-daily calls, checked to make sure they return to port when expected, provided weather forecasts, and – when things go badly awry – co-ordinated rescues at any time of day or night.

She’s done all that, unpaid, from her living room in a modest cottage overlooking Doubtless Bay.

At 6pm on Wednesday, however, the radio operator with the infectious laugh signed off for the last time.

That also meant the end of a service that’s been running since at least 1947.

Surprisingly, Hall had no maritime background – beyond a love of fishing – when she first got involved with Far North Radio and Sea Rescue in the early 2000s.

She was previously a publican, who pulled pints at well-known hotels in Ōpua, Kaitāia and Mangōnui.

Hall said she got involved by accident because she used to live next door to Far North Radio stalwarts Malcolm and Maureen MacMillan, better known as Mac and Mo.

“One afternoon, Maureen said to me, ‘You’re very good at talking a lot. Let me show you the radio’. And I said, ‘Okay, how hard could it be?’”

Initially Hall did a few evening shifts so her neighbours could have some time off.

When Maureen MacMillan sadly died of motor neurone disease, Hall agreed to step in while her husband “sorted things out”.

“I came home from work, and there was all their radio equipment on my dining table. So I said, ‘Okay, let’s just do it for a few months, and we’ll take it from there’.”

That was 20 years ago.

“It’s longer than four months. Way longer. But it’s been fun, you know? It’s a community thing, and very family-oriented.”

Far North Radio and Sea Rescue operated a VHF marine radio service from Whangaroa Harbour on the east coast up to the Three Kings Islands, and down the west coast to the Hokianga Harbour.

It also had a single-sideband (SSB) radio service with an almost unlimited range, and – until a few weeks ago – a rescue boat named Lily Walker.

A previous boat, Good as Gold, got its name from Maureen MacMillan’s favourite expression.

The service catered to commercial and recreational fishers, “blue water” sailors travelling between New Zealand and the Pacific Islands, and many a fishing contest.

As the senior operator, Hall was responsible for the morning and evening calls, with other volunteers covering the day shifts so she could go to work at the local vets.

She also monitored the airwaves during weekends and public holidays, and even had a radio next to her bed so she could be roused for emergencies at any time of night.

Doubtless Bay-based commercial fisherman Nat Davey said Hall’s contribution had been “amazing”.

“Over the last good 20 years, Annette’s been like a mum to the fishermen out there,” he said.

“She’s kept a great eye on us, and if for some reason we haven’t called up in the evenings and she knows we’re out there, she’ll always check in to make sure we’re all fine. It’s pretty selfless, really. She just gets in there and does it.”

Ethan Bryant, skipper of fishing charter boat Te Ariki Nui, spoke to RNZ by satellite from the Three Kings Islands, about 30 nautical miles north of Cape Reinga.

“We look at her as our guardian angel,” he said.

“She’s one of the only people that looks out for us out here. Between 7.30 and 8 o’clock every single morning without fail you hear that sweet voice come on the radio, no matter how rough or rainy or sunny or whatever it is, you always feel comfortable. That little 30 second chat every morning and every afternoon, it means a lot.”

Bryant said Hall would be greatly missed – especially by boaties who travelled far offshore, beyond the reach of Coastguard.

“She knows exactly where everybody is. If she doesn’t hear from you or you forget to do your afternoon call, she’ll make sure she gets hold of you before the end of the day. If she can’t, then she knows something’s up,” he said.

“I know she looks at us as her boys that she looks after. It’s definitely a big help knowing that somebody’s looking over you and knows exactly where your nearest help is.”

Hall said the toughest part of her role was when tragedy struck.

The most serious events included the Enchanter sinking of 2022, when five people died, and the Karikari Peninsula fire of 2011, when a helicopter on a rescue mission crashed into the sea.

If she was woken for an emergency at night, she had a simple technique for “getting into the zone”.

“When something happens, you get up, and put the jug on first,” she said.

“One of the really big ones I had was the Karikari fire, when we lost two people in the helicopter. That was a real tragedy.”

Hall, who turns 75 later this month, said she had a number of reasons for hanging up her handpiece.

“It’s just natural attrition, really. You know, we’ve all got older, and you need to go on and do other things. My daughter’s just moved up here from the South Island, I’d like to spend some time with her. And also, I’m actually quite old, believe it or not.”

Hall said she also had “a lot of cricket to catch up on” and was hoping to finally get a chance to do some fishing.

Coastguard New Zealand told RNZ it was currently in discussion with Far North Radio and Sea Rescue about the future of VHF radio coverage in the area.

No decision had been made as yet, but Coastguard wanted to ensure Far North boaties had continued access to safe and reliable radio coverage.

Boaties could also use VHF channel 16 for trip reports and requests for help, which would be passed on to Coastguard if needed.

In 2025, Hall was named a Local Hero medallist in the New Zealander of the Year Awards, and was presented with a Te Tohu Tutuki/Lifetime Achievement Award by the Far North District Council.

Independent, volunteer-run Far North Radio and Sea Rescue received no direct government funding. Member subscriptions, sponsorship and fundraising were its main sources of income.

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– Published by EveningReport.nz and AsiaPacificReport.nz, see: MIL OSI in partnership with Radio New Zealand

Raffles have long been a popular way to fundraise, but some of them may not be legal.

A Christchurch company director was due to be sentenced this month for running the largest ever illegal lottery in New Zealand, highlighting what some say was a lack of knowledge around the legality of running raffles.

The lottery, which generated over $11 million in revenue, was highlighted by the Department of Internal Affairs as a “stark warning” to anyone involved in running an illegal lottery of any scale.

However, community leaders say small scale raffles run by families to cover essential expenses should be seen in a different context.

Lara Dolan, the CEO of Māngere Budgeting Services Trust, said while she hadn’t seen many clients who run or participate in raffles, she had noticed families running it in her South Auckland community to cover essential travel.

“Because they don’t have enough savings, and it’s also cultural for people that in their cultures, they must attend family events such as weddings and funerals.”

A quick online search for raffles has taken RNZ to posts including fundraisers to send a child on their overseas exchange trip, a sports club raffle where alcohol was the prize, and businesses selling their products as a lucky draw.

Rules around raffles were set out in the Gambling Act 2003.

Lawyer Marty Robinson was a former advisor to the Department of Internal Affairs’ gambling team and runs his own practice, he broke the rules down.

“They’re basically classified by the amount that is spent in the type of gambling, and the risk of problem gambling that’s associated with that activity.”

Under Class 1, individuals and groups could run lottery with a prize or turnover up to $500, all proceeds from the raffle must be returned as prizes.

Societies such as sports clubs can run Class 2 and Class 3 gambling, and all proceeds must benefit the community – not an individual or business.

Class 4 gambling usually referred to gaming machines such as pokies.

Robinson said most community raffles were run under Class 1 or Class 2, which prohibited selling tickets through online or phone calls.

There were also rules around how you could use the funds, he said.

“If you are looking to take money out you can’t use it for say, sending you child overseas, it got to be for an authorised purpose, and the under the act basically that means a charitable purpose, a non-commercial or community based type of purpose.”

And for all classifications, certain types of prizes were prohibited.

According to DIA, the list included firearms, alcohol, tobacco, taonga tuturu, vouchers or entitlements to commercial sexual services, or other items that were in breach of any New Zealand laws such as recreational catches and illegal drugs.

Robinson said the Gambling Act was set to protect society from harmful gambling.

“I’m a criminal litigator in court and very often we find addiction is the underlying cause of people offending, it’s often drugs and increasingly methamphetamine but gambling has always been a major issue in a lot of embezzlement and fraud.”

But low value community raffles were often not as harmful, when compared to other activities such as online gambling, he said.

Grant Hewiston, secretary for Communities Against Alcohol Harm, agreed most community raffles were less of an issue.

While he was deeply concerned about problematic gambling and addictions, he thought the law should be applied with context when it comes to raffle fundraisers.

“If it was a private commercial profit, then that might be closer to being an issue. But where it’s a community of people to raise funds to support each other from time to time, my kind of sense is that we’re getting into some grey area about whether this is such a mechanism for community and social kind of funding and support, and maybe it shouldn’t be seen as private people profiting from these raffles.”

He said those participating in these community raffles often don’t expect to win, but know they were helping someone out, and anticipated being offered similar help when they needed it in the future.

Dolan was concerned if communities cannot run raffles to raise funds, it could have big impacts on those who were already struggling with cost of living.

“The only other option for them will be just to borrow money at higher interest rates, which is not ideal. This will be quite devastating for them.”

However, she thought if law enforcement was concerned over the activity, raising awareness was needed.

“To be honest, they’re (the community) probably not aware of the rules. I think if it is an illegal activity, the first thing that needs to happen is education campaign needs to be put in place so people actually do know about it.”

The Department of Internal Affairs was planning an education campaign later this month.

In a written statement, Vicki Scott, the Department’s director for Gambling, said Internal Affairs prioritises responses to the most serious cases.

“With consideration to resourcing the Department looks at illegal gambling activity as a whole (across the various forms it may take) and prioritises responses to the most serious issues identified. Given illegal gambling operates outside the law, where no application has been made or advice sought from the Department, we are largely reliant on illegal raffles being reported to us and encourage people to do so if they have concerns.”

She said over the last two years, targeted enforcement had led to multiple prosecutions which included illegal raffles operated by gangs and commercial illegal poker venues.

She encouraged people to report anything of concern.

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– Published by EveningReport.nz and AsiaPacificReport.nz, see: MIL OSI in partnership with Radio New Zealand

A Wellington man who severely injured his spine and is tetraplegic has climbed the equivalent of Mount Everest in a year.

Andrew Leslie walked to the top of Mount Kaukau 35 times in the past 12 months as part of his rehabilitation.

Six years ago, Leslie injured his spinal cord in a mountain bike accident. He spent five months in hospital and had to learn to navigate life as a tetraplegic.

“Now, when you hear that word, you probably think about someone being paralysed from the neck down in a wheelchair – and I was for a while. But with spinal cord injury, every injury is different and every outcome is different,” Leslie explained.

Leslie managed to walk out of Burwood Hospital, but moving his body remained an ongoing struggle.

He described movement as not coming to him automatically, as having to think about it before getting his body to do it.

“I have to make myself move. So I need to use my brain in a different way to be able to take a step. And walking is actually an extremely complicated thing.”

As a result, he has to keep woking on his recovery to understand and train his body. “I’ll never recover from this injury. Rehab for me is about how I optimise what I’ve got.”

To motivate himself through this difficult process, he sets himself yearly goals. The first year after his accident, he walked to the crash site. The year after, he ran 5km around Karori Park. One year, he managed a five-day course with Outward Bound.

His favourite goal was walking the Abel Tasman track with his friend and fellow tetraplegic, George Thompson. He described it as “just an incredible experience”.

The pair walked 60km over five days – a huge physical feat that required thorough planning and a crew. “But we did it,” Leslie beamed.

He said it was “extremely satisfying getting over that finish line — actually, incredibly emotional getting over that finish line”.

This year, he chose somewhere closer to home – Mount Kaukau in Khandallah, where he used to trail run before his accident.

“I really wanted to get back into the bush here and the thought of getting back up to the top of Mount Kaukau was just such a hugely motivating goal for me.”

He said this track was not particularly accessible for people with disabilities, and it probably never would be but did not necessarily need to be.

He said: “The things that I find difficult on this track, that able-bodied people wouldn’t find difficult, for example, is how some of the stairs sort of create little trip hazards, or if there’s been some erosion at the bottom of a step and it makes that first step really high. Those are some of the things which can literally trip me up, even just like little rocks that poke up out of the track, that sort of stuff.”

Wellington City Council said, “Mt Kaukau is particularly steep and a challenge for some users – the track itself is a difficult to maintain. When budget allows, we do try and improve it to make it more sustainable to reduce the costs over the long-term.”

It added that it is aware of the accessibility challenges and is working with an accessibility stakeholder group which includes Leslie to consider ongoing improvements for the Southern Walkway on Matairangi.

Raising awareness about accessibility in the outdoors is a large part of why Leslie told his story. He has been promoting guidance about accessibility measures which councils and the Department of Conservation could put in place and has headed Nuku Ora, a national kaupapa focused on helping people move.

“It’s hugely important for anyone to be able to connect with nature,” he explained.

He stressed that “accessibility means different things to different people” and wanted to move away from the single accessible standard track, which caters especially to wheelchair users. He said there were ways of making the outdoors more accessible without going for “full bells and whistles”.

For next year’s goal, he already had his heart set on another Great Walk: Lake Waikaremoana. He hoped that Thompson would join him again.

His rehabilitation has been supported by ACC, whose head of client recovery, Matthew Goodger, said: “We’re proud to see him continue to set and achieve his goals and pleased to have been able to support him in his recovery. We see first-hand the difference sport and recreation can make to people after a life-changing accident, and Andrew’s story is a great example of that impact.”

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– Published by EveningReport.nz and AsiaPacificReport.nz, see: MIL OSI in partnership with Radio New Zealand

• Volunteer fire-fighter Alex Scarrow died days before Christmas rafting the Mohaka River with friends
• A Coroner says it was misadventure and has put forward recommendations for a new safety code for recreational rafting
• They were told the rafting trip turned fatal because a knife wasn’t readily accessible
• Water Safety New Zealand says it will work to increase awareness of the proposed new code

The death of a man while rafting with his mates has spurred the Coroner to put forward a new safety code for people on the water.

Farm worker and volunteer fire-fighter Alex Scarrow was 31 when he and his friends set off for their rafting trip on the Mohaka River in Hawke’s Bay.

It was December 16 2023, and Scarrow’s partner described him as outgoing, a lover of the outdoors and someone who pushed limits while having fun.

He was no stranger to the Mohaka River and had rafted for about a decade, but this trip would be his last.

Coroner Ruth Thomas’ findings released on Monday said he and his friends all set off wearing life jackets.

They also had a box of Coruba rum and a box of Wooodstock bourbon, along with cheese and crackers.

“We were just enjoying the good weather and a day off work,” the findings show one friend as saying who also said they were not intoxicated.

Their mobile phones went into a dry bag, and a carabiner was used to secure a blue plastic barrel with a lid to the raft.

One of the friends put their knife belt and a personal locator beacon inside that barrel to keep them dry.

The Coroner said the friends described the first 90 minutes of their rafting trip as fun and that everyone was happy.

After stopping for a swim, Scarrow told the group they were nearing an area that can “get quite nasty”, the Te Hoe drop.

The group paused on a shingle bank to pump up the eight seater raft and went for another swim.

‘I just woke up on the side of a rock’

The findings said one of the friends said Alex Scarrow was sitting at the back of the raft.

“I just remember going down some small rapids, I was laughing at Alex for some reason, and then I just woke up on the side of a rock, past the raft.”

They said they never saw anything coming.

The Coroner said another friend said the group was t-boned by a large boulder.

“It happened so fast I don’t think anyone expected it to happen,” that friend said.

The findings detail how all four were thrown from the seats – two were swept downstream and managed to scramble out of the river.

The water was holding the raft against a large boulder, and the remaining friend could see Scarrow’s foot was trapped by a rope attached to the raft.

His head was just above the water, and the friend tried to find something to cut the rope with.

He tried one of the alcohol cans but that did not work.

“I didn’t have any knives on me as it was in the blue dry barrel with the locator beacon inside,” the findings show the friend as saying.

“The barrel was strapped to the boat, but the lid ripped open, and all the contents washed away.”

The friend tried getting a paddle to Scarrow but he could not grab hold.

The strong current meant they also could not use the paddle to keep Scarrow’s head above the water.

The friend lost his balance and fell from the raft into the water, by which stage Scarrow had sunk lower into the water and did not look like he was fighting any further.

The friend managed to tell the others that Scarrow was stuck – they ran back upstream but could not see a safe place to launch a rescue.

The knife, mobile phones and personal locator beacon were all washed away.

One of the friends walked away from the river to get help.

A Search and Rescue team flew to the scene at 1.40am and saw the raft wrapped against a large rock in the middle of the river.

It was too unsafe to access, and in the morning a helicopter dropped local rafting guides who worked with SAR to free Scarrow’s body.

One of the guides cut the bow rope wrapped around his foot and pulled him to shore.

A pathologist said Scarrow’s blood alcohol level was more than twice the legal limit for driving, but added it was impossible to determine the degree of intoxication.

Expert says life could have been saved

A swiftwater rescue instructor who reviewed the evidence noted all four friends were drinking while rafting.

They noted the group all had lifejackets but that none was wearing a helmet.

There was also no other knife apart from the one that was in the blue barrel before its lid came off and its contents got washed away.

The expert said there was no evidence of a pre-launch safety briefing about capsizing, entrapment, hand signals or whistle signals.

Some of he group had rafting experience but none had swiftwater or river rescue certifications.

Scarrow was thrown in the water when the raft wrapped around the rock, and the rope tightened around his foot and stopped him getting out himself.

The expert’s opinion was the group did not show situational awareness of the prominent rock and had not formally scouted the rapid beforehand.

They also noted there was no evidence about how the bow rope had been stowed and said a well secured bowline would have significantly mitigated the risk of entrapment.

The lifejackets were a generic brand designed for marine use rather than for whitewater use, the expert said.

It meant that while the lifejackets could hold a river knife and sheath, it was “sub-optimal” because the sheath could snag on other objects.

“Had a dedicated river knife been carried on the PFD (personal floatation device) of at least one crew member it is more likely that the rope could have been cut early in the incident before the entanglement became unrecoverable,” the expert said.

“The entrapment was avoidable if the group had maintained situational awareness, and survivable in principle but became fatal due to the absence of an immediately accessible knife, and a lack of suitably trained and equipped peer rescuers.”

The Coroner said they were satisfied Scarrow could have survived if the group knew more about the hazard, had a discussion beforehand, and had a river knife on at least one of their lifejackets to cut the rope that had trapped him.

“When the lid came off this barrel they were left with no effective means to cut the rope entrapping their friend,” Coroner Ruth Thomas said.

“There is no requirement for a knife sheath and river knife to be attached to a recreational river rafter’s PFD. However, had any member of the group had a river knife attached to their PFD on that day, they would have been better equipped to try and cut the rope to free Mr Scarrow.”

Thomas said it would be a benefit to all recreational river users to be more aware of how carrying a river knife on a lifejacket could safe lives.

She also highlighted there should be at least one person unaffected by alcohol who was experienced and attuned to hazards in rivers.

“The group’s lack of situational awareness of the hazard, lack of access to a river knife, and their decision to drink alcohol while rafting are all factors that compounded and contributed to the fatal outcome,” the Coroner said.

While extending her sincere condolences, Thomas made a formal finding Scarrow drowned because of misadventure.

Code of conduct

Coroner Thomas said more safety information being publicly available could help prevent similar deaths.

There is information, but the benefits of a river knife attached to a lifejacket is not included in the list of safety equipment on the Department of Conservation website.

The expert swiftwater rescue instructor has drafted a Recreational Rafting Safety Code (see below).

The Coroner has recommended the Department of Conservation consider including a river knife on its recommended safety list.

They further recommended various groups review the proposed code and engage with each other on how to increase public awareness.

One those groups, Water Safety NZ, said it supported the code.

“The Coroner was quite clear that having access to a knife, and one of the experts, would definitely have helped instead of it being tucked away elsewhere and was lost when the accident happened,” chief executive Glen Scanlon told RNZ.

“Also having a plan for how to deal with these complicated sections in the Mohaka River, it appears there wasn’t one, although Alex himself did identify there was some rough water coming up,” he said.

Scanlon said the code that had been drafted was “a really god idea”.

“So it’s just a matter of hopefully us and some of the other organisations mentioned, the New Zealand Rivers Association, getting together and hopefully just starting it out and working a way out that we can effectively get those messages to people,” Scanlon said.

He said people needed to take such messages to heart and put them into practice.

Scanlon also expressed condolences to everyone who knew Scarrow.

The New Zealand Rivers Association responded to the Coroner that it supported the recommendation to review the draft Recreational Raft Safety Code.

The Department of Conservation responded that water safety management required coordinated actions with various parties and that it would engage with these.

Whitewater New Zealand and New Zealand Land Search and Rescue did not respond to the proposed recommendations, the Coroner said.

Recreational Rafting Safety Code

Two boats are always better than one

Always paddle with at least two boats so you have options to effect rescue and seek assistance.

Have the right skills

Make sure you have undertaken a river rescue course and can navigate the difficulty of river being paddled.

Know the skills, abilities and limitations of your group.

Have the right equipment

Ensure everyone has a PFD and helmet.

PFDs need a whistle and river knife to be complete.

Ensure you have means of emergency communication.

Every raft needs a wrap kit and rescue throw bag.

Alcohol and paddling do not mix

Be free of the effects of alcohol and drugs.

Even one drink can impair decision making in critical situations.

Have a plan and test it

Have a plan including what if things go wrong.

Each boat needs a skipper who is responsible.

Tell someone about your plan.

Have a safety briefing and practice emergency drills before you set out.

Check before you go

Check the weather forecast and river flow levels.

Make sure your raft and equipment is cleaned, dried and checked to prevent the spread of didymo and other biosecurity risks.

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