Document:

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                                                                    Exhibit 10.2

                              [LOGO] ma(c)rovision

                       2005 EXECUTIVE INCENTIVE PLAN (EIP)

                               FOR SENIOR MANAGERS

                                FEBRUARY 1, 2005

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OVERVIEW

The Macrovision Corporation Senior Manager Executive Incentive Plan ("EIP") has
been established to provide financial incentives for those key executives who,
by virtue of their position, have a significant impact on the financial
performance of the Company. It has been created with the belief that those
executives who are directly responsible for managing a major profit & loss or
cost center, or a strategic function, and who materially contribute to growth in
earnings and shareholder value should be eligible to participate in a plan which
provides for material cash incentive awards based upon the Company's and their
performance. The purpose of this document is to outline the scope and
methodology of the Senior Manager EIP Plan.

At the beginning of each Plan year, eligible participants will work with their
supervisors to establish performance goals and objectives. The individual senior
managers' performance goals are ultimately reviewed and approved by the CEO with
Board of Directors oversight prior to March 1st of each Plan year. These goals
include specific objectives for individual/departmental financial performance
and certain strategic/tactical assignments. Each executive's individual
financial and strategic/tactical goals should map closely to the priorities
outlined in the Company's Annual Business Plan.

The fundamental philosophy behind the EIP is to reward participants relative to
their individual contribution/performance toward the overall Macrovision team
effort in achieving annual corporate operating and individual performance goals
- as defined in the annual Business Plan with respect to Revenue and EBIT
(earnings before interest and taxes), or Corporate Operating Income. There are
two components to the EIP Award - a `corporate' or team-oriented component, and
an individual or department-based component. The corporate component comprises
50% of the total EIP bonus pool, and the individual component comprises 50% of
the pool.

After the Company has completed its year-end audit, the CEO will review the
accomplishments of the senior managers with their supervisors, and make
appropriate award recommendations to the Chairman based upon the Company's
overall performance, each individual executive's attainment of his/her goals,
and each individual's accomplishments on both an absolute basis and a relative
basis compared with their peer executives. The Chairman and CEO will review and
approve the recommendations, and will present them to the Compensation
Committee. The Compensation Committee will have the full authority to determine
whether those recommended performance awards will be approved and the full
latitude to establish the final performance award value, which may be zero in
any and all cases.

It should be noted that the Company has a variety of other Incentive Award
programs that are designed to motivate all non-EIP employees throughout the
year. These other programs include Employee Profit Sharing, Performance Bonus,
Special Recognition Awards, Inventions Reward Plan and Time-To-Market Award.
None of the participants in the EIP are eligible for any of these other bonus
and award programs, except the Inventions Reward Plan.

Senior Manager EIP participants are nominated by the CEO and the CEO's Executive
Staff and are approved by the CEO and Chairman based on the nominees' high level
of performance in the prior year, their cumulative contributions to the Company,
and their expected future contributions.

EFFECT ON THE EIP OF THE ACQUISITION OF ANOTHER BUSINESS

In the event that the Company acquires another business during a Plan year, the
revenues and profits attributable to that business in a Plan year will only be
factored into the calculation of awards under this Plan to the extent that
formal pro forma budgets were prepared and added to the Company's Annual Plan,
the Company's revenue and EBIT targets were officially changed, and results vs.
the revised Annual Plan/targets were tracked for longer than 3 months.

                                        2
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                               DEFINITION OF TERMS

A.      ANNUAL PLAN

For 2005, the Annual Plan includes a Revenue target of $[____]and an EBIT target
of $[____]. EBIT (Earnings Before Interest and Taxes) is also known as Operating
Income. EBIT includes all allocation charges but excludes any goodwill or
acquisition-related charges (stock-based compensation expense, incremental
legal, accounting or transaction fees) and any interest income.

B.      CORPORATE FINANCIAL PERFORMANCE RATING

The Corporate Financial Performance Rating is a measure of the Company's fiscal
year actual performance relative to the Annual Plan. It is defined as a
percentage of [__ times (Actual Revenue divided by Plan Revenue) plus __ times
(Actual EBIT divided by Plan EBIT)] %.

C.      CORPORATE FINANCIAL PERFORMANCE AWARD

The `corporate' or team accomplishment component of the EIP Incentive Award is
the percentage of the employee's earned annual salary that would be awarded to a
participant based on various levels of financial performance achieved by the
Company. See Performance Rating Chart on page 5 for the various Award
Percentages correlating to different Corporate Financial Performance Ratings.
The percentage of the total EIP payout pool allocated to the Company's
performance is 50%.

D.      STATEMENT OF GOALS

A written set of objectives (see pps 7,8,9 for goal sheets) unique to each
participant that establishes quantifiable objectives and measurements of
performance. The goals are all tied directly to the Corporate Business Plan.
They include a combination of critical Financial, Strategic and Tactical goals.
Each set of goals carries a weighting factor which allows for quantification of
the Individual Performance Rating by the various reviewers. It is the
responsibility of the participant to insure that appropriate documentation is
maintained to support the measurement and accomplishments of each particular
goal. Additional or substitute goals and accomplishments may be recognized in
the measurement of actual Individual Performance Ratings.

E.      INDIVIDUAL PERFORMANCE RATING

Individual Performance Rating is a quantitative measure of each employee's
performance vs. his/her pre-established goals. The ratings are assigned at the
end of the year, following a review by the employee's manager, and the CEO as
outlined in these EIP Plan guidelines.

F.      INDIVIDUAL PERFORMANCE AWARD

The `individual' accomplishment component of the EIP Incentive Award is the
percentage of the employee's earned annual salary that would be awarded to a
participant based on various levels of individual achievement vs. the
pre-established goals. See Performance Rating Chart on page 5 for the various
Award Percentages correlating to different levels of achievement for the
employee. The percentage of the total EIP payout pool allocated for Individual
performance is 50%.

                                        3
                                  CONFIDENTIAL
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                             DETERMINATION OF AWARDS

(See next page for 2005 Performance Rating Chart)

1.      DETERMINE THE CORPORATE FINANCIAL PERFORMANCE RATING

[__ times (Actual Revenue divided by Plan Revenue) plus __ times (Actual EBIT
divided by Plan EBIT] % EBIT is the final year-end Operating Income, including
reserves for EIP Awards.

2.      DETERMINE THE CORPORATE FINANCIAL PERFORMANCE AWARD PERCENTAGE

Example:        Assume Corporate Financial Performance Rating is 110%.
                From the Performance Rating Chart, the Corporate Financial
                Performance Award percentage would be 20%.

3.      DETERMINE THE INDIVIDUAL PERFORMANCE RATING

Based on each individual's performance relative to his/her goals, and relative
to the contributions of other executives, the CEO and Chairman will determine
the final Individual Performance Rating, based upon the percentage attainment of
the individual's specified Financial and Strategic/Tactical Goals.

[----]...

4.      DETERMINE THE INDIVIDUAL PERFORMANCE AWARD PERCENTAGE

Example:        Assume employee achieved 100% Performance Rating as above in #3.
                From the Performance Rating Chart, the Individual Performance
                Award Percentage would be 12.5%.

5.      DETERMINE THE FINAL EIP BONUS AWARD.

Add the Individual Performance Award percentage and the Corporate Financial
Performance Award percentage and multiply this combined percentage by the
employee's actual earned salary to determine the Final EIP Bonus Award for that
employee.

EXAMPLE: ADDING THE 20% FOR THE CORPORATE FINANCIAL PERFORMANCE AWARD AND THE
12.5% FOR THE INDIVIDUAL PERFORMANCE RATING AWARD YIELDS A FINAL EIP BONUS OF
32.5% OF THE EMPLOYEE'S EARNED SALARY.

                                        4
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<TABLE>
<CAPTION>

                                               PERFORMANCE RATING CHART TO DETERMINE
                                                     EIP INCENTIVE AWARDS (1)

-------------------------------- -------------------------------- ------------------------------ --------------------------------
      Corporate Financial               Corporate Financial                Individual                       Individual
      Performance Rating               Performance Award as            Performance Rating              Performance Award as
                                           % of Salary                                                     % of Salary
-------------------------------- -------------------------------- ------------------------------ --------------------------------
<S>                                            <C>                            <C>                              <C>
-------------------------------- -------------------------------- ------------------------------ --------------------------------
              140%                            37.5%                           140%                            37.5%
-------------------------------- -------------------------------- ------------------------------ --------------------------------
              130%                             30%                            130%                             30%
-------------------------------- -------------------------------- ------------------------------ --------------------------------
              120%                             25%                            120%                             25%
-------------------------------- -------------------------------- ------------------------------ --------------------------------
              110%                             20%                            110%                             20%
-------------------------------- -------------------------------- ------------------------------ --------------------------------
              105%                            16.5%                           105%                            16.5%
-------------------------------- -------------------------------- ------------------------------ --------------------------------
              100%                            12.5%                           100%                            12.5%
          (Annual Plan)
-------------------------------- -------------------------------- ------------------------------ --------------------------------
               90%                             0%                             100%                             7% (2)
-------------------------------- -------------------------------- ------------------------------ --------------------------------
               80%                             0%                             100%                             6% (2)
-------------------------------- -------------------------------- ------------------------------ --------------------------------
         Below 80%                            N.A.                            N.A.                   Discretionary Awards(3)
-------------------------------- -------------------------------- ------------------------------ --------------------------------
</TABLE>

Notes:

(1)     This chart is designed to reflect a 50/50 split in the EIP Bonus pool
        with respect to Company-based performance incentives vs. individual or
        department-based performance incentives. INDIVIDUAL AND CORPORATE
        PERFORMANCE AWARD PERCENTAGES ARE ADDITIVE.

(2)     These two below-the-Annual-Plan Individual Performance Awards will be
        prorated based on performance. In other words, a 90% performance rating
        vs. individual goals would pay out at [0.9 X 7%] = 6.3%. A 125%
        overachievement of individual goals would pay out at [1.25 X 7%] =
        8.75%.

(3)     Refers to situations where the CEO and Chairman may recommend to the
        Board Compensation Committee that special discretionary bonus awards be
        granted to individuals who have made major contributions to the Company
        and/or exceeded their individual EIP goals - even though the Company may
        have achieved less than 80% of its Annual Plan. These discretionary
        awards may be comprised of cash and/or stock options. .

                                        5
                                  CONFIDENTIAL

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                        IMPLEMENTATION GUIDELINE SUMMARY

                                 ADMINISTRATION

The Senior Manager EIP Plan will be administered by the Compensation Committee
which will have the right to interpret the Plan, confirm award decisions, and
establish guidelines for determining individual awards and rules for the
operation of the Plan.

This Plan sets forth management's intent and it is the exclusive domain of the
Compensation Committee to interpret the Plan. All Compensation Committee
decisions regarding the Plan and award determinations are final.

The CEO, CFO and Chairman's incentive awards will be determined solely by the
Compensation Committee, taking into account the overall Company performance
relative to the established Business Plan, individual accomplishments versus
their goals, and the degree of difficulty of the goals themselves. The Senior
Manager EIP incentive awards will be determined solely by the CEO and Chairman,
taking into account the overall Company performance, individual accomplishments
versus their goals, and the degree of difficulty of the goals themselves.

                                   ELIGIBILITY

The Chairman, CEO, and selected key business line executives who are in a
position to deliver material profit & loss results, strategic contributions, or
cost center containment are eligible to participate in the Plan. Final approval
of eligible executives is made by the Board Compensation Committee upon
recommendation by the CEO. EIP participants are NOT eligible to participate in
the Employee Profit Sharing Plan, Special Recognition Awards program, or
Employee Performance Bonus Plan. Participation in the Executive Incentive Plan
does not imply employment for any specified period of time, nor does it
constitute a contract of employment, nor does it guarantee any amount of award.

                                 PRORATE AWARDS

Participants with less than 4 months service in an eligible Senior Manager
position do not qualify for an EIP Award. Awards to participants in Senior
Manager positions for more than 4 months, but less than 1 year, will
automatically be pro-rated since the senior manager's earned salary will
represent less than a full year's salary.

                                    DURATION

The Compensation Committee shall review this Plan annually and make any
amendments or revisions thereto which it deems appropriate or desirable under
the circumstances, and the Plan shall remain in effect until amended or
terminated by the Compensation Committee.

                                     PAYMENT

To receive an EIP award if one is granted, the participant must remain an
employee of the Company through the payment date. Failure to do so will result
in forfeiture of the award.

Awards will be calculated using the participant's earned salary compensation
during the Plan Year (net of any commissions, travel incentives, bonuses or
other awards).

Incentive Award payments will generally be made no later than March 31st of the
following year, but in no event earlier than the formal signoff of the Company's
year-end financial statements by its Independent Auditors, thus allowing the
Company adequate time to formally analyze its financial results according to the
SEC and GAAP accounting regulations and procedures of a public company.

                                        6
                                  CONFIDENTIAL
<PAGE>

                            EXECUTIVE INCENTIVE PLAN

                               STATEMENT OF GOALS

                                  FOR YEAR 2005

NAME:__________________________________         SUPERVISOR:__________________

TITLE:_________________________________         SIGNED:______________________

SIGNED:________________________________         DATE:_______________

DATE:_______________

The following is a statement of financial, strategic and tactical objectives for
year 2005 that will serve as a basis for overall performance evaluation and
determination of year-end executive incentive award. Actual awards will be based
on individual executive's accomplishments as judged by their supervisor and the
Chairman and CEO based on performance vs. goals; absolute value of
contributions; relative contribution vs. other executives; and risk assessment.

NOTE: Late performance reviews by Macrovision executives or their direct reports
(greater than 45 days after the employee anniversary date) are unacceptable and
will result in deducting at least two full departmental goal achievements during
the evaluation and rating of EIP performance.

        A.      CORPORATE GOAL (WEIGHTED AT __%): Achieve Revenue of $[____]
                (weighted at __%). Achieve Earnings Before Interest and Taxes of
                $[____] (weighted at __%).

                Actual Revenue:_________________  Actual EBIT: _________________

        B.      DEPARTMENT/BUSINESS LINE GOALS - FINANCIAL (WEIGHTED AT __%)

                1.      ________________________________________________________

                Actual: ________________________________________________________

                2.      ________________________________________________________

                Actual: ________________________________________________________

                                        7
                                  CONFIDENTIAL
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        C.      DEPARTMENT/BUSINESS LINE GOALS - STRATEGIC/TACTICAL (WEIGHTED AT
                __%)

                1.      ________________________________________________________

                Result: ________________________________________________________

                2.      ________________________________________________________

                Result: ________________________________________________________

                3.      ________________________________________________________

                Result: ________________________________________________________

                4.      ________________________________________________________

                Result: ________________________________________________________

                5.      ________________________________________________________

                Result: ________________________________________________________

                6.      ________________________________________________________

                Result: ________________________________________________________

                7.      ________________________________________________________

                Result: ________________________________________________________

ADDITIONAL/SUBSTITUTE GOALS ACCOMPLISHED DURING YEAR (ONLY LIST THOSE ACTUAL
ACCOMPLISHMENTS WHICH ARE EQUIVALENT IN DEGREE OF DIFFICULTY AND CONTRIBUTION TO
THE COMPANY OF EACH OF THE ASSIGNED 10 GOALS):

________________________________________________________________________________

________________________________________________________________________________

________________________________________________________________________________

________________________________________________________________________________

________________________________________________________________________________

                                        8
                                  CONFIDENTIAL[ EXHIBIT 10.1  -  MATERIAL CONTRACT ]

THIS SERVICE AGREEMENT dated this 16th day of February 2005.

BETWEEN:

International Star, Inc. of 2266 Chestnut Bluffs Ave., Henderson, Nevada, 89052
(the "Customer")

- AND -

Zereko Nevada, Inc. of 1117 Desert Lane, Suite 1344, Las Vegas, Nevada, 89102
(the "Service Provider")

                         Service Agreement (Contractor)

BACKGROUND:

A. The Customer is of the opinion that the Service Provider has the necessary
qualifications, experience and abilities to provide services to the Customer.

B. The Service Provider is agreeable to providing such services to the Customer,
on the terms and conditions as set out in this Agreement. IN CONSIDERATION OF
the matters described above and of the mutual benefits and obligations set forth
in this Agreement, the receipt and sufficiency of which consideration is hereby
acknowledged, the parties to this Agreement agree as follows:

     Engagement

     1.   The Customer hereby agrees to engage the Service Provider to provide
          the Customer with services consisting of technical examination and
          analysis of the Detrital Wash property of International Star, Inc., in
          Arizona currently referred to as "Detrital Wash Project". ( EXHIBIT
          "A") : APPROACH TO DETRITAL WASH PROJECT and subject to the following
          considerations:

     2.   The Service Provider will be pleased to accept such engagement subject
          to the following:

          (1) Time devoted to the project will be conditional upon prior
          commitments. Currently this is minimal and is not anticipated to
          increase significantly over the next several months. Over the long
          term this may change. However, commitments made to International Star,
          Inc. prior to the changes will be honored first.

          (2) Service Provider, if required by International Star, Inc., will
          carry requisite professional liability insurance as well as public
          liability and other requisite insurances, and Service Provider will be
          held "safe/harmless" from any and all liabilities.

          (3) International Star, Inc. acknowledges that the lead engineer for
          Zereko Nevada, Inc., Mr. Karel R. Pieterse, is an engineer in the
          "mining" discipline (Curriculum Vitae attached - EXHIBIT "B") and does
          not have specific training in either exploration (geology) nor metal
          concentrating/recovery processes (mineral dressing/metallurgy). Where
          necessary final recommendations will be subject to examination by, and
          approval of, experts in subject disciplines.

          (4) During any calendar year, work on the project will be compensated
          on the basis of submission of approved Invoices. All amounts will be
          expressed in US Dollars.

          (5) International Star, Inc. will provide retainers in advance based
          on estimates for work for the following accounting period. Invoicing
          will be monthly and will account, in detail, for activities for such
          period for which a retainer was received. Excess amounts will be
          applied to the following period. Shortfall to be reimbursed within
          fourteen days.

          (6) Reporting on activities will be every two weeks, or on a specific
          project basis, as agreed between principals.

          (7) International Star, Inc. provides Service Provider with a detailed
          list of work for the project (could be jointly developed), and such
          other services as the Customer and the Service Provider may agree upon
          from time to time (the "Services"), and the Service Provider hereby
          agrees to provide the Services to the Customer.

     Term of Agreement

     3.   The term of this Agreement will begin on the date of this Agreement
          and will remain in full force and effect until completion of the
          Services.

     Performance

     4.   Both parties agree to do everything necessary to ensure that the terms
          of this Agreement take effect.

     Compensation

     5.   For the Services provided by the Service Provider under this
          Agreement, the Customer will pay to the Service Provider compensation
          in the following manner. For the Services provided by the Service
          Provider under this Agreement, the Customer will pay to the Service
          Provider compensation based on a Cost Plus 12% to 20% based on mutual
          agreement. Compensation will be payable with the following frequency:
          International Star, Inc. will provide retainers in advance based on
          estimates for work for the following accounting period. Invoicing will
          be monthly and will account, in detail, for activities for such period
          for which a retainer was received. Excess amounts will be applied to
          the following period. Shortfall to be reimbursed within fourteen days.
          The Customer is entitled to deduct from the Service Provider's
          compensation any applicable deductions and remittances as required by
          law.

     Expenses

     6.   The Service Provider will be reimbursed from time to time for all
          reasonable necessary expenses incurred by the Service Provider in
          connection with providing the Services hereunder. The Service Provider
          will furnish statements and vouchers to the Customer for all such
          expenses.

     Confidentiality

     7.   The Service Provider acknowledges that a material term of the
          Agreement with the Customer is to keep all confidential information
          belonging to the Customer absolutely confidential and protect its
          release to the public. The Service Provider agrees not to divulge,
          reveal, report or use, for any purpose, any confidential information
          which the Service Provider has obtained or which was disclosed to the
          Service Provider by the Customer.

     8.   The obligation to protect the confidentiality of the Customer's
          confidential information will survive the termination of this
          Agreement and will continue indefinitely.

     9.   The Service Provider may disclose any of the confidential information:

          a.   to a third party where the Customer has consented in writing to
               such disclosure; and

          b.   to the extent required by law or by the request or requirement of
               any judicial, legislative, administrative or other governmental
               body. However, the Service Provider will first have given prompt
               notice to the Customer of any possible or prospective order (or
               proceeding pursuant to which any order may result), and the
               Customer will have been afforded a reasonable opportunity to
               prevent or limit any disclosure.

     Non-Competition

     10.  Other than with the express written consent of the Customer, which
          will not be unreasonably withheld, the Service Provider will not,
          during the continuance of this Agreement or within 5 years after the
          termination of this Agreement, be directly or indirectly involved with
          a business which is in direct competition with the particular business
          line of the Customer.

     11.  For a period of 5 years from the date of termination of this
          Agreement, the Service Provider will not divert or attempt to divert
          from the Customer any business the Customer had enjoyed, solicited, or
          attempted to solicit, from other individuals or corporations, prior to
          termination of this Agreement.

     Non-Solicitation

     12.  Any attempt on the part of the Service Provider to induce others to
          leave the Customer's employ, or any effort by the Service Provider to
          interfere with the Customer's relationship with its employees or other
          service providers would be harmful and damaging to the Customer. The
          Service Provider agrees that during the term of this Agreement and for
          a period of 3 years after the end of the term, the Service Provider
          will not in any way, directly or indirectly: 1. induce or attempt to
          induce any employee or other service provider of the Customer to quit
          employment or retainer with the Customer 2. otherwise interfere with
          or disrupt the Customer's relationship with its employees or other
          service providers; 3. discuss employment opportunities or provide
          information about competitive employment to any of the Customer's
          employees or other service providers; or 4. solicit, entice, or hire
          away any employee or other service provider of the Customer.

     Assignment

     13.  The Service Provider will not voluntarily or by operation of law
          assign or otherwise transfer the obligations incurred pursuant to the
          terms of this Agreement without the prior written consent of the
          Customer.

     Capacity/Independent Contractor

     14.  It is expressly agreed that the Service Provider is acting as an
          independent contractor and not as an employee in providing the
          Services hereunder. The Service Provider and the Customer acknowledge
          that this Agreement does not create a partnership or joint venture
          between them.

     Modification of Agreement

     15.  Any amendment or modification of this Agreement or additional
          obligation assumed by either party in connection with this Agreement
          will only be binding if evidenced in writing signed by each party or
          an authorized representative of each party.

     Time of the Essence

     16.  Time will be of the essence of this Agreement and of every part
          hereof. No extension or variation of this Agreement will operate as a
          waiver of this provision.

     Entire Agreement

     17.  It is agreed that there is no representation, warranty, collateral
          agreement or condition affecting this Agreement except as expressed in
          it.

     Severability

     18.  In the event that any of the provisions of this Agreement are held to
          be invalid or unenforceable in whole or in part, all other provisions
          will nevertheless continue to be valid and enforceable with the
          invalid or unenforceable parts severed from the remainder of this
          Agreement.

     Currency

     19.  Unless otherwise provided for, all monetary amounts referred to herein
          will be paid in US dollars.

         Governing Law

     20.  It is the intention of the parties to this Agreement that this
          Agreement and the performance under this Agreement, and all suits and
          special proceedings under this Agreement, be construed in accordance
          with and governed, to the exclusion of the law of any other forum, by
          the laws of the State of Nevada, without regard to the jurisdiction in
          which any action or special proceeding may be instituted.

IN WITNESS WHEREOF the parties have duly executed this Service Agreement this
16th day of February 2005.

International Star, Inc.

/s/Robert L. Hawkins
----------------------------
President / CEO

[ SEAL ]

Zereko Nevada, Inc.

/s/ Joseph H. Boyle
--------------------------------
CEO

[ SEAL ]

Attachments: EXHIBIT "A" - APPROACH TO DETRITAL WASH PROJECT
             EXHIBIT "B" - CURRICULUM VITAE

EXHIBIT "A"

                       APPROACH TO DETRITAL WASH PROJECT.

We perceive the "Examination, Exploration and Assessment" (EEA) of the Detrital
Wash Project to be an information-driven exercise.

We CANNOT emphasize the importance of any project information too much!

                              INFORMATION REQUESTED

Based on research of I-Star's website the following reports should be available:

1.   AuRIC Metallurgical Laboratories. Physical recovery of precious metals from
     ore samples from Detrital Wash Property. Results were from a two-ton sample
     taken from a trench 1,000 yards long and 200 feet wide to a depth of 40
     feet.

2.   LS Capital Corporation. Messrs Terry Christopher and Martin Blake to report
     on the "The Evaluation of the Property as well as the entire Detrital Wash
     Basin".

3.   Agreement with LS Capital Corporation. LS Capital to apply for drilling
     permits and to conduct an exploration program to a depth of 10ft (200
     holes). The proposal for this program would be invaluable to assess their
     planned approach.

4.   An Exclusive Extraction Agreement with "Gold Standard Mines". What did
     these people propose? We may gain insight into thinking outside the
     envelope.

5.   Dr. Richard A. Veneski. To validate the "Recovery Process" and to "Conduct
     a full exploration project program". Same as above - insight outside the
     envelope.

In addition, and based on material in the initial report from Precor,
information (reports) must be available for samples provided to Advanced
Analytical of Las Cruces, New Mexico whom reported assays as follows: -

Sample Identification       DW009    DW010   DW011    DW012
Assay Number                4072     4075    4073     4074
Element.                   Oz/Ton.  Oz/Ton. Oz/Ton.  Oz/Ton.
--------                   -------  ------- -------  -------
Au - Gold.                   0.72     0.33    0.68     0.77
Ag - Silver.                 0.00     0.00    0.00     0.00
Pt - Platinum.              16.96    11.96   19.39    19.10
Rh - Rhodium.                1.88     1.55    1.80     2.16
Os - Osmium.                 0.00     0.00    0.00     0.00
Ru - Ruthenium.              0.00     0.00    0.00     0.00
Pd - Palladium.              1.03     0.45    0.91     0.72
Ir - Iridium.                0.45     0.30    0.46     0.41

We would require information for the above indicating:

A.  Where the sample was taken.
B.  Depth over which sample taken.
C.  How the sample was taken.
D.  How the sample was treated.
E.  How the sample was analyzed.

With respect to the latest round of examination by Kokanee Placer Ltd, we would
require the following information: -

1.   Basis of the engagement - what/where was Kokanee to examine/explore?
2.   Terms of the agreement - type of work? Period over which to conduct?
     Others?
3.   Execution - would like to have detail on how they proceeded with the work.
     E.g.
     o    Why did Kokanee conduct the work over the particular area selected?
     o    How did Kokanee proceed with the work?
     o    What types of samples did they take (E.g. At one sample location seen
          during the site visit the tag read as follows - Line 6 S 0+00E B/L 1.
          Open. 2 Washed. 3. Graded). We presume that 1,2&3 refer to samples -
          each treated differently).
     o    How were the samples handled?
     o    What were the assayed for?
     o    How was assaying to be carried out?
     o    Was there any pretreatment of samples?

4.   Deliverables - what/when was Kokanee to report?

We are in possession of a preliminary (possibly draft) report dated May 28/04.
We wish to examine the entire final report including drawings and data.

Finally, we would like to examine (and digest) any other information available
with respect to the property - Kamal Alawas refers to information with respect
to the original "South Hills Development" as well as the inundation, flooding
and wash of the works of that day. Mr. Alawas also refers to a sample he
gathered that assayed in the oz/ton of gold (8.00?). All of this information
will help us with the context of the project. Each piece might (will) help in
piecing the puzzle together.

                                MERIT OF PROJECT.

Subject to examination of the requested reports, it appears that available
preliminary information from others (all professional and credible) point to the
conclusion that the project has merit and is well worthwhile pursuing. Previous
examinations generally indicate:- 1) A bulk sample from one location has yielded
dore buttons of precious metals 2) Detrital Wash contains material with
anomalous/economic values of gold and platinum - and possibly other precious
metals. 3) Values from a number of locations have been established - spatial
distribution . 4) Values are contained in a near surface unconsolidated mineral
matrix deposit. 5) Disturbances of the surrounding natural environment have
occurred - by others. 6) The deposit can be readily moved (mined) - conventional
equipment. 7) The mineral matrix is amenable to simple mineral concentration
technology. 8) Concentrated minerals are amenable to conventional metal recovery
technology. 9) Recovered metal complexes are amenable to conventional refining
technologies.

                             WHAT IS BEING PROPOSED

At this juncture what is required is to examine the project in a systematic
fashion in order to confirm and define: -

A.   Tenor and extent of identified "hotspots".
B.   Identify strata/size range in which values are contained.
C.   Physical location of "hotspots" in relation to each other.
D.   Identify nature and extent of "existing disturbances" over the defined
     areas.
E.   Determine who is responsible for existing disturbances.
F.   Design and cost a confirmatory exploration program.
G.   Recommend and cost a remedial program for past and future disturbances.
H.   Secure permitting to carryout the proposed program.

Assuming the above program yields positive results the next steps would entail;

a.   Determine, recommend and cost a mining program.
b.   Determine, recommend and cost concentration methods.
c.   Determine, recommend and cost extraction methods.
d.   Determine, recommend and cost refining methods.
e.   Prepare an engineering study and prefeasibility on project viability.

                                PROGRAM OF WORK.

In order to accomplish the above-noted objectives we propose the following
strategy:

a)   Examine available information in detail.

b)   Based on findings from previous work define areas of merit (hotspots) for
     further detailed examination.

c)   Design and propose an implementation technique.

d)   Obtain quotes to execute the program and prepare a budget.

The above-listed work could be carried out in Sudbury and probably can be
accomplished in a fourteen-day period. Once the proposal and budget is accepted
a visit to the area is warranted. At that time the following would be
accomplished;

     I.   Conjoint with a corporate representative, conduct a visit to the
          offices of Arizona Bureau of Mines and Mineral Resources (MMR) in
          Tucson. MMR is the facilitator and coordinator for exploration/mining
          projects in the state. MMR is very much aware of the project and what
          has happened thus far.

     II.  Conjoint with a corporate representative, conduct a visit to the BLM
          office in Kingman. BLM's Kingman office is responsible for the area
          over which the project is located.

     III. Identify, meet with and interview possible sub-contractors whom may
          execute the work.

     IV.  Preliminary field layout of the work.

Upon return to Sudbury permit applications will be completed and submitted to
the various agencies. These will have to be accompanied by financial security
for proposed reclamation of disturbances. The entire process (application for
and approval of permits) is anticipated to take approximately three weeks.

Attached hereto is a Gant-type chart illustrating an approximate anticipated
time line.

Aspects of work identified herein are illustrated together with the approximate
time frame to accomplish such - in a perfect world.

                  ==========================================

EXHIBIT "B"

                      CURRICULUM VITAE - Karel R. Pieterse.

Locational History.

o   Born in Brits, South Africa - October 11, 1936.
o   Migrated (family member) to Zimbabwe - +/- 1949.
o   Transferred to Zambia (staff in bank) - +/- 1959.
o   Move to Great Britain (education) - 1963.
o   Transferred to Peru (professional appointment) - 1966.
o   Short period in New York, N.Y. - 1967.
o   Migrated to Canada - 1967 (hold Canadian citizenship).
o   In Canada lived in following locations:
    o    Lynn Lake         - Manitoba.
    o    Flin Flon         - Manitoba.
    o    Thetford Mines    - Quebec.
    o    Ungava Bay        - Quebec.
    o    Chibougamua       - Quebec.
    o    Timmins           - Ontario.
    o    Sudbury           - Ontario.

Educational History.

o   Junior School at De Aar, South Africa.
o   High School at Harare, Zimbabwe (Matriculation/A-levels - Grade 12 equiv).
o   Camborne School of Mines (A.C.S.M. 1ST Class - B.Sc. Min. Eng. equiv).
o   Registered Professional Engineer - Ontario, Canada.

Chronology - Professional Career.

1954 - 1959. Various capacities with "The Standard Bank of S. Africa" located in
Wankie, Rusape and Harare - Zimbabwe and at Luanshya - Zambia.

1959 - 1962. Learner miner and subsequently learner official with Selection
Trust Copper Mines in Luanshya, Zambia.

Early 1963.  Miner at South Crofty Tin Mines, Redruth, Cornwall, Great Britain.

1963 - 1966. Undergraduate studies at Camborne School of Mines, Camborne,
Cornwall, Great Britain.

1966 -1967.  U/G Foreman.  Cerro de Pasco Corporation Ltd. Yauricocha, Peru.
- Square-set mining of a polymetallic Cu/Zn/Pb/Au/Ag ore.

Mid 1967.  Junior Engineer.  Cerro de Pasco Corporation Ltd. New York.

1967 - 1968. Project Engineer.  Sherritt Gordon Ltd. Lynn Lake, Manitoba.
     o    Supervising contractors during the shaft sinking of Fox Mine and
          planning future mining operations at Fox.
     o    Devised a novel method for mechanized cut and fill that was
          subsequently implemented at Fox Mine.

1968 - 1979. Project Engineer. Cerro Corp. of Canada Inc. Flin Flon, Manitoba.
     o    Designed and supervised construction of infrastructure of mine.
     o    Supervising contractors during shaft sinking and exploration
          development of the Pinebay Mine.
     o    Involved with feasibility of the mine as ore reserves were established
          from the underground workings.

1970 -1974. Mine Superintendent, Asbestos Corporation, Thetford Mines, Quebec.
     o    Operated the King Beaver underground Block Caving Mine @ 5,000 tons
          per day with a workforce in excess of 200.
     o    Increased production from 3,000 tpd to 5,000 tpd.
     o    Initiated experimental block cave layout to accommodate modern LHD
          equipment.
     o    Initiated major mine expansion program (lower levels) utilizing a
          contractor workforce of in excess of 200 - in addition to mine
          complement of 200.
     o    Initiated ore handling systems, crusher and load-out facilities in
          lower levels of existing shaft.

1975.  Mine Superintendent, Asbestos Corporation, Ungava, Quebec.
     o    Operated the open pit at the Ungava mine.
     o    Redesigned pit slopes and implemented development program to expand
          pit.

1976.  General Mine Superintendent,  Patino Mines Ltd., Chibougamua, Quebec.
     o    Operated the Copper Rand Mine - 3,600 tpd with + 200 employees.
     o    Mining methods included a mix of cut-and-fill, shrinkage and long
          holing.
     o    Responsible for mining, engineering and geological departments.
     o    Administered the shaft-deepening project at the Portage Mine.

1977 - 1978. Project Manager, MacIsaac Mining and Tunnelling Company @ Kidd
Creek No 2 Shaft.

     o    Managed shaft sinking from 2,000 to 5,100 feet below surface.

     o    Devised and implemented novel combination of contractor supervision
          and owner labour in order to furnish the shaft.

     o    Furnished shaft with steel sets/lining, mid-shaft loadout, shaft
          bottom loadout, arrestor gear,

     o    Roped-up Koepe hoists and effected changeover from construction to
          operational mode.

1979 - 1980. Chief Engineer, MacIsaac Mining and Tunnelling Company @ Head
Office in Sudbury. Involved with bidding, engineering, administration and
implementation of operations at following projects:
     o    Fraser Ventilation Shaft, Falconbridge Mines Ltd., Sudbury, Ontario.
          -    Sinking concrete lined vent shaft to depth of +5,000 Ft.
     o    No 3 Colliery, Cape Breton Development Corporation, Sydney, N.S.
          -    Driving, supporting (shotcrete lining) and equipping large
               diameter ventilation raises at No 3 Colliery for Cape Breton
               Development Corporation utilizing hardrock mining gear (not
               explosion proof).
     o    Brunswick Mining and Smelting - No 3 mine, Bathurst, New Brunswick.
          -    Developing conveyor galleries, crusher station and rock silos.
          -    Instal slung conveyor 2,000 Ft. Instal 8 Ft gyratory crusher.
     o    Quirke Mine, Rio Algom, Elliot Lake, Ontario.
          -    Ramp and level development projects.
          -    Production of uranium ore from inclined room and pillar stopes.
     o    Buck Township Ramp, Teledyne Canada Ltd., Cobalt, Ontario.
          -    Surface set-up for a development program.
          -    Ramp development and u/g d.drill program.
     o    Bulk Sampling, Dekalb Canada Inc., Sault St. Marie, Ontario.
          -    Surface setup for a bulk-sampling program.
          -    Bulk sampling of a tungsten ore.
     o    H.W. Shaft, Westmin Mines Ltd, Vancouver Island, B.C.
          -    Surface setup for a shaft-sinking program.
          -    Sink shaft to approximately 2,000-foot depth.
          -    Establish mid shaft loadout and develop exploration drifts.
     o    Shoal Lake Ramp, Consolidated Professor Mines Ltd.
          -    Establish docks and tugboat/barge facilities for summer access of
               island.
          -    Establish "ice bridge" facilities for winter access of island.
          -    Surface setup for a ramping program.
          -    Develop a 2,000-foot ramp, u/g d.drill program.
     o    Stanleigh No. 2 Shaft, Rio Algom Ltd., Elliot Lake, Ontario.
          -    Establish mid-shaft load-out for developing access levels.
          -    Drive 3,600-foot pilot raises and slash to 30 ft diameter (two x
               1,800').
          -    Instal 1 x 12 ft dia. hoist and 1 x 16' dia. hoist.
          -    Slash No 2 shaft to larger size and re-equip - 3,600-foot depth.
          -    Develop ramp from 1,800 ft to 3,600 ft levels.
          -    Implement mine development and raising program.
          -    Instal crushers, loadout conveyors and loading pockets.
          -    Execute changeover of shaft from construction to production mode.
     o    Raise Program, Heath Steele Mine, Bathurst, New Brunswick.

1981 - 1982. General Manager, Raise Contracting Ltd. Manage and administer major
contracts:
     o    Dennison Mines Ltd. +/- $4.0 million per month.
     o    Rio Algom Ltd. +/- $2.0 million per month.
     o    Falconbridge Nickel Mines Ltd. +/_ $1.0 million per month.

1983 - 2000. Senior Engineer, MacIsaac Industries Ltd. Management of division
involved with bidding, engineering, administration and implementation of
operations at following projects:
     o    Deepening Strathcona No 1 Shaft, Falconbridge Mines Ltd, Sudbury,
          Ontario.
          -    Deepen shaft from 2,500 foot to 4,000-foot horizons.
          -    Instal shaft load-out systems.
     o    Ramp Extension - Shoal Lake, Consolidated Professor Mines Ltd.
          -    Re-establish surface facilities for program
          -    Extend ramp workings by 2,000 feet to 4,000-foot depth.
          -    Drive raises, do bulk sampling, execute u/g d.drill program.
     o    Construct David Bell mine, Teck/Corona Operating Corp. Hemlo, Ontario.
          -    Excavate collar.
          -    Set-up surface facilities for shaft sinking and mine development.
          -    Instal 12 ft and 8 ft mine hoists.
          -    Sink shaft to 3,000 ft depth.
          -    Establish mid shaft bulkhead in order to facilitate simultaneous
               development and sinking programs.
          -    Execute initial mine production program at 1,000 tons per day
               utilizing mechanized cut and fill mining from mid shaft loadout.
          -    Develop ore/waste passes, install crusher and loadout facilities.
     o    Shaft Sinking - Detour Lake Mine, Placer Dome Inc. Detour, Canada.
          -    Excavate collar.
          -    Set-up surface facilities for shaft sinking and mine development.
          -    Sink shaft to 3,600 ft depth.
     o    Construct Golden Giant Mine, Noranda Mines Ltd, Hemlo, Ontario.
          -    Excavate collar.
          -    Set-up surface facilities for shaft sinking and mine development.
          -    Sink shaft to 3,300 ft depth.
          -    Establish mid shaft bulkhead in order to facilitate simultaneous
               development and sinking programs.
          -    Relocate mid-shaft bulkhead twice as shaft was deepened.
          -    Execute initial mine production program at 1,000 tons per day
               utilizing long-hole open stopes with delayed consolidated fill,
               from mid shaft loadout.
          -    Instal mine dewatering systems.
          -    Develop ore/waste passes; install crusher, load-out conveyor and
               loading pockets.
     o    Underground development - Doyon Mine, Lac Minerals, Quebec.
          -    Surface setup for an underground mine development program.
          -    Completed a major mine development program including ramping,
               drifting, raising, garage, crusher and ore/waste silos
               excavations.
          -    Installed crusher, load-out conveyor and loading pockets.
     o    Whistle Open Pit, Inco Ltd., Sudbury, Ontario.
          -    Instal an overland electrical distribution system.
          -    Setup for an open pit operating program.
          -    Instal surface crusher, weighscale and loadout conveyor/bin.
          -    Develop and operate an open pit mine with a waste/ore ratio of
               2:1 at 12,00 tons per day of ore.
          -    Truck crushed ore to Inco's Clarabelle mill - a distance of 75 km
               through the City of Sudbury.
     o    Coleman Shaft deepening and mine development. Inco, Sudbury, Ontario.
          -    Set-up a unique hoisting system. A ground mounted double-drum
               hoist was sheaved in a Koepe tower utilizing an innovative force
               distribution framework. Horizontal forces were transferred to the
               vertical plane for distribution to the concrete tower.
          -    Deepened shaft from 2,800 foot to 4,000-foot horizon.
          -    Developed mine utilizing sinking set-up for muck handling while
               new koepe hoists were simultaneously installed.
          -    Installed a 3,000 ft suspended cable-conveyor complete with
               mid-conveyor truck dumps and loading stations. - Installed mine
               dewatering system.
          -    Completed mine electrification program.
          -    Excavated silos and installed loadout conveyor and loading
               pockets.

     o    Operating Shebandowan Mine. Inco Ltd., Thunder Bay, Ontario.
          -    Re-opened and reconditioned a previously operating mine.
          -    Re-opened and reconditioned a previously operating concentrator.
          -    Develop infrastructure and changed mining method at mine.
          -    Operate the mine and mill. Concentrate, as a slurry, delivered to
               the smelter in Sudbury.
          -    Mixed mining methods - Long-hole open panels with delayed
               consolidated fill as well as mechanized and conventional
               cut-and-fill.
          -    Carried out underground exploration program and increased
               reserves from 1.2 million to +3.0 million tons.
          -    Increased production from 1,800 tpd to 2700 tpd. Workforce in
               excess of 400 persons including swingshift.
          -    Operated both mine and mill continuously. 24 hrs/day; 7
               days/week; 52 weeks/year.
     o    Evaluate Mining properties; prepare feasibilities; engineering
          studies.
          -    Evaluated more than 60 properties over a ten-year period
               including gold, base metal sulphides and industrial mineral
               deposits.
          -    Prepared at least 8 feasibility studies
          -    Executed a substantial number of engineering studies for a large
               variety of projects including:
          -    Coal mining shaft and ramp and undersea access projects.
          -    Iron ore
          -    extension of mining operations from open pit to underground and
               inclined conveyorway loadout.
          -    A number of mine dewatering and recommissioning programs.
          -    Order of magnitude estimates for a number of mining projects.
          -    Several salt mine development and related infrastructure
               programs.
          -    Several and miscellaneous other programs.
     o    Montcalm Ramp, Outokumpu Mines Ltd., Timmins, Ontario.
          -    Set-up isolated infrastructure for a ramp development program
               including road access, power generation, camp, etc.
          -    Develop a 2km ramp and execute an u/g d.drill program. o Stope
               Salvaging, Kerr Mine, AJ Perron Gold Corp.
          -    Equip and set-up remote mucking program for salvaging high-grade
               material left behind in old stopes - provided in excess of 250
               tpd of material from such sources.
     o    Shaft Sinking - No 3 shaft, Agnico Eagle Mines Ltd., Cadillac, Quebec.
          -    Set-up sinking equipment to develop a shaft to a final horizon of
               7,180 Ft. Note: - Currently the deepest shaft in the Western
               Hemisphere.
          -    Sink and equip the shaft.
          -    Develop and equip stations.
          -    Establish midshaft load-out facilities.
          -    Establish midshaft bulkhead to allow simultaneous mine
               development and shaft sinking.
          -    Instal all shaft infrastructure and changeover from construction
               to production modes.

Currently. Own and operate Kar-Mer Tech Inc. Kar-Mer has provided consulting and
management services to:

o   Protium Metals Inc.
o   Claude Rundle Gold Mine Inc.
o   MacIsaac Industries Ltd.
o   Ont. Min of Labour - Health & Safety Branch.
o   Falconbridge - Kidd Division.
o   Amec E & C Services Limited.
o   Rose Dome Properties.
o   Zereko Mining Contractors.
o   Crystal Quartz Dryden Inc.
o   Great Southern Enterprises Corp.

Aspects of work carried out through Kar-Mer Tech: -

     -   Recovery & refining of gold from jewelers waste.
     -   Feasibility of a small gold mining operation in N. Ontario.
     -   Research and technical support in industrial litigation.
     -   Technical advise in support of mining regulations.
     -   Major relocation of services in a large scale operation.
     -   Cost aspects of dewatering, development & mining of a 3,000 t.p.d. new
         mining operation.

     -   Land acquisition and corporate matters to re-establish a concentrating
         facility.
     -   Pre-feasibility studies.
     -   Preparation of business plans.
     -   Mine operating cost estimates.
     -   Construction capital cost estimates
     -   Initial planning for start-up of an industrial mineral open pit
         operation.

Technical Papers.

1.   Sinking/Equipping of Kidd Creek No 2 Shaft. Presented at Timmins local
     chapter of C.I.M.

2.   Stanleigh No 4 Ventilation raise - An Accomplishment. Presented at 7th
     C.I.M. Operators Conference in Bathurst, New Brunswick.

3.   Gargantuan Hemlo. Article published in The Northern Miner January 19/84.

4.   Production Lead Time Reduction - Part 1. Presented at 9th C.I.M. Operators
     Conference in Elliot Lake, Ontario.

5.   Problems Encountered During Mine Development. Presented to The Canadian
     Society for Civil Engineering, 3rd Conference - Construction and Mining in
     Difficult Soils, Sudbury, Ontario.

6.   The Sinking and Development of the David Bell and Golden Giant Mines at
     Hemlo. Presented at Hemlo local chapter of C.I.M.

7.   Production Lead Time Reduction - Part 1I. Presented at 89th C.I.M. Annual
     General Meeting in Toronto, Ontario.

8.   A Contractor's Worst Nightmare. Article published in Canadian Mining
     Journal.

        =====================================================

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