No drilling project accounts for more than 10% of revenue and no single customer accounts for more than 15% of revenue. The Company’s customer base is a combination of major mining companies, intermediate mining companies and junior mining companies with whom the Company has, in many cases, long standing relationships. Approximately 63% of the Company’s revenue from drilling operations for the twelve months ended March 31, 2008 (on a pro forma basis) is attributed to major and intermediate mining companies, and 37% of its revenue from drilling operations for that period is attributed to junior mining companies. The diversity of the Company’s client base provides it with flexibility to maintain strong operations during economic cycles, with the ability to service junior mining companies that typically undertake higher margin exploratory work during periods of expansion, and intermediate and major mining companies that are typically better positioned to maintain stable operations during less robust economic periods.  Specialized Drilling. The Company has developed extensive expertise undertaking specialized drilling programs such as deep hole drilling, certain complex underground drilling projects, directional drilling, high altitude drilling, heli portable drilling, large diameter holes and remote location drilling. The Company, through its Soudure R oyale subsidiary, has designed and manufactured proprietary drills that enable the Company to service customers requiring these and other types of specialized drilling services. Approximately 60% of revenue for fiscal 2007 was attributable to the provision of specialized drilling services. The ability to provide specialized drilling services has resulted in a more sustainable customer and revenue base as a limited number of competitors are able to provide the range of services demanded by mining companies undertaking these projects.  Low -Cost Operator . The Company has developed a low cost operation by maximizing efficiencies, minimizing administrative and overhead costs and maintaining a team management structure. In particular, Orbit Garant’s low cost structure is attributable to the following factors:  Geographic Proximity to Customers. Currently, there are approximately 87 drilling rigs (out of a total of 116) within a six hour radius of the Company’s V al-d’Or, Qu ? ebec operation. F or the twelve months ended March 31, 2008 (on a pro forma basis), the Company derived approximately 78% of its revenue from drilling operations in this geographic area. Geographic proximity eliminates the need for additional regional or branch offices, enabling the Company to maintain a minimal level of inventory and allowing it to effectively deploy its skilled labour force in a cost-effective manner.  V ertical Integration. The Company manufactures its own drills and certain consumables, which creates a vertically integrated operation. The Company has been able to add capacity and grow its business by producing its own drills, with 10 of the 11 drills scheduled to be added this fiscal year having been put into operation during the first nine months of fiscal 2008.  Use of Local Agents Internationally . The Company has pursued an international expansion strategy using local agents to provide its international projects with labour and other ancillary equipment required for operations. As a result of this strategy, the Company does not require permanent branch offices, and is able to maintain a smaller, more flexible overhead structure.  Active Management T eam with Proven T rack R ecord. The Company is led by P ierre Alexandre, Chief Executive Officer (and co-founder of Orbit), and his nephew, Eric Alexandre, P resident and Chief Operating Officer. The six person senior management team has more than 120 years of combined industry experience, with P ierre Alexandre’s involvement in the drilling services business exceeding 30 years. Growth Strategy Orbit Garant has a track record of growth, having increased revenues and Normalized EBITD A, respectively, by approximately 23% and 30% from the twelve month period ended March 31, 2007 to the twelve month period ended March 31, 2008 (each on a pro forma basis). Management believes growth will be achieved through a combination of organic growth, consolidation through acquisitions and by leveraging its infrastructure, as described below. 8