Peter: I agree with Bob’s assessment.  The Company has been run with a very  tight control of operations from the top  of the organisation and with  management ensuring that they have a thorough understanding of the  details. In terms of areas where I see a  change, the move to becoming a public  company will require us to formalise  and document some of our policies and  process in the area of corporate  governance.  If I had to identify a change, I would  highlight working with a new Board of  Directors and developing the processes  to make the Board effective. My  experience to date has been that we  have appointed a strong team of  Directors who have proved to be  invaluable advisers in the transition to  becoming a public company.  Bob: In many ways, the philosophies  behind corporate governance  principles are consistent with the  philosophies by which we have  managed the company for many years.  We have always strived to act with  integrity and in an open, fair and  honest manner with our team  members, customers, suppliers and  company owners. We see no reason for  this to change now that we have a  broader group of shareholders. Has the Company had to change to adopt the corporate governance  principles expected in public  companies?  CHECKLIST BOARD INDEPENDENCE  RESPONSIBLE MANAGEMENT  PERFORMANCE EVALUATION  REPORTING INTEGRITY  RISK MANAGEMENT  AUDIT PROCESSES  ETHICAL STANDARDS  CONTINUOUS DISCLOSURE  SHAREHOLDER  COMMUNICATION  Q&A: BOB  & PETER Managing Director, Bob Thorn, and  Chief Financial Officer, Peter Birtles,  talk about the impact of the change  from a private to public company.